Global Gaming Women is marking its 10-year anniversary. How are you defining the organisation’s next phase of growth?
As I look at the journey over the past 10 years, it’s clear we’ve had a variety of unique milestones along the way. Now, we’re entering a phase that is all about strategic approach, vision and scaling. We’ve come through challenging periods – COVID was a reset moment – and we’ve focused on sustainability. The next step is about trajectory. We’ve built a strong foundation, and now it’s about scaling for long-term growth and ensuring we are impacting women globally in a way that is both effective and efficient.
GGW has evolved from a Las Vegas network into a global organisation. What does “scale” mean today?
It’s really a twofold answer. Firstly, it’s about global reach – ensuring that all voices are heard, whether that’s in Australia, Europe or the Philippines. We want to make sure the resources we provide are accessible to women across all aspect of the gaming industry.
Secondly, it’s about diversifying our sponsorship base. Historically, that’s been heavily weighted towards operators and manufacturers. We want to broaden that to include adjacent sectors – legal, finance, and other areas that support gaming. Ultimately, scale is about membership growth, sponsorship diversification and ensuring our message reaches every part of the industry.
You’re targeting 10,000 members in 2026. Beyond that number, what does meaningful engagement look like?
It’s not just about signing up members, it’s about active participation, which means attending conferences, engaging in virtual training, participating in mentorship programmes, and supporting our mission.
We see strong opportunities in international markets and within tribal gaming, which is currently underrepresented in our membership. Our goal however is about much more than ticking boxes – it’s about ensuring those new member voices are genuinely part of the organisation and contributing to its success.
GGW now spans more than 70 countries. How do you balance global consistency with regional realities?
We focus on areas where we have strong local engagement from our volunteers – what I would call “boots on the ground”. It’s important that we are respectful of local governance and cultural dynamics, and that we are good partners in those markets. Before we scale activity in a region, we ensure there is a strong local base that can support the mission. That’s what allows us to expand responsibly and sustainably.
How do you position GGW’s work as a driver of business performance, rather than just a social initiative?
Our work goes far beyond social initiatives. At its core, we are an educational foundation. The training and development we provide directly impacts our members, their organisations and the broader industry. We’re helping to create stronger leaders, better communicators and more effective professionals. That translates into stronger businesses. Mentorship and networking are important, but the education piece is what really drives impact.
Sponsors contributed over $1.8m last year. What are they investing in?
It’s a combination of things; talent development, brand alignment and long-term organisational change. Their investment supports our educational programmes, mentorship platforms like OneUpOneDown, and the infrastructure needed to operate at a global scale. It also enables us to deliver both in-person and virtual experiences.
At the same time, we ensure we’re giving value back to sponsors – whether that’s training credits, access to development programmes or opportunities to engage their own teams. It’s a true partnership.
How do you measure the effectiveness of your programmes in a way that resonates with executives?
We track participation and outcomes. For example, how many women have completed our programmes and what they’ve achieved afterwards. Sponsors can then map that against their own internal data – like promotions, increased engagement, and leadership opportunities. While it’s not always a direct ROI figure, we’re able to demonstrate clear progress and impact through those achievements.
Despite progress, female representation at C-suite level remains limited. Where are the structural barriers that remain?
It’s a complex issue, and I don’t think there’s a single answer. There are incredibly capable women at that level, so it’s not about talent. It could be a question of sponsorship – are the right advocates putting those women forward? It could be confidence, or access to the right opportunities. There are multiple contributing factors, and I think we’re still working as an industry to understand and address them.
How is GGW addressing that gap?
We’ve introduced initiatives like our Executive Ascent programme, which is specifically designed for senior leaders at VP, SVP and EVP level. The focus is on preparing women for C-suite roles and board positions – giving them the tools, visibility and confidence to take that next step.
What ultimately moves the needle in advancing women into senior leadership?
Sponsorship. Mentorship is important, but sponsorship is critical. You need someone advocating for you in rooms you’re not in – opening doors, putting your name forward, and creating opportunities you may not even be aware of. Without that, progression becomes much more difficult.
GGW is placing greater emphasis on storytelling through initiatives like “Milestones that Moved Us”. Why is that important?
If people don’t understand where you’ve come from, it’s hard for them to understand where you’re going.
Our story is one of perseverance – from early growth, through the challenges of COVID, to rebuilding and scaling. Highlighting those moments builds trust with members and sponsors, and helps people connect with our mission. Storytelling has been a gap for us historically, and it’s something we’re now actively addressing.
At the 10-year mark, is this about reflection or repositioning?
It’s both. We’re reflecting on milestones like the evolution of our educational programming and our rebrand, but we’re also looking ahead. That includes reaching 10,000 engaged members, expanding into new regions and ensuring we deliver the same level of value globally as we do in established markets.
You’ve built your career across operations, VIP services and loyalty at organisations like Caesars Entertainment and Fontainebleau Las Vegas. How does that shape your approach at GGW?
My operational background allows me to bring a level of transparency and flexibility to the role. I’ve worked across multiple disciplines – marketing, IT, finance – and that helps me adapt quickly. GGW is a dynamic organisation, and my ability to move across different areas – whether that’s strategy, operations or communications – has been invaluable.
Looking ahead five years, what does success look like for GGW and the wider industry?
For me, success is GGW becoming a recognised, trusted name across the entire gaming industry – synonymous with strong, capable women who have the education and resources to succeed. This means developing talent from the very start of their careers, supporting them all the way through to leadership, and ultimately seeing real change at the top levels of the industry.
It’s about building stronger individuals, stronger leaders and, ultimately, a stronger industry.
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Global Gaming Women is marking its 10-year anniversary. How are you defining the organisation’s next phase of growth? As I look at the journey over the past 10 years, it’s clear we’ve had a variety of unique milestones along the way. Now, we’re entering a phase that is all about strategic approach, vision and scaling….
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