Looking through the glass ceiling
Looking through the glass ceiling
Some of the gaming industry's leading female executives sound off on whether equality has been reached in casinos' workplaces and boardrooms
By Regina Lafay
As with any successful business in the United States, the casino industry now has a large and growing number of women in executive and management positions. In an environment created by men where women were once only considered useful in the casino-entertainment, good luck charms, and cocktail waitresses-women have come a long way in the gaming industry.
But has true equality been reached for women in the gaming industry? Are they considered peers to their male counterparts? Casino Journal recently queried a handful of the top female executives in the industry about their roles, their challenges and their view of the gaming industry's relation with women in the workplace.
The following is a roundtable presentation of their answers to questions that have been a topic of gaming industry diversity discussions for decades.
Has the environment of female employment in the gaming industry changed at all in the last few years, and if so how?
Jan Jones: The environment is evolving, and we have seen some progress. I feel Harrah's in particular has been a leader in promoting women to senior management positions, including myself, Ginny Shanks, our senior vice president of brand marketing, and Mary Thomas, who
will soon join our company as senior vice president of human resources. But it is at the operating level where we really need to make progress. Again, I believe Harrah's has set an example for the rest of the industry in this regard. Janet Beronio, GM of Harrah's Rincon, Liza Cartlidge, GM of Harrah's Reno, Gaye Gullo, GM of Harrah's Council Bluffs and Bluffs Run, and, most notably, Marilyn Winn, regional president of Rio, Paris Las Vegas and Bally's Las Vegas, are all examples for women of ambition in our industry. Women in top operating positions are still unusual in our industry. When they become commonplace, we will truly be making progress.
Renee West: In some ways, I'm surprised that these questions are still being asked. I think women today have equal opportunities-and I think that environment has existed for a number of years. Today, it's not uncommon to be in a high-level meeting where half of the attendees are female. Of course, if you look back 10-15 years the answer would be very different. Over that period of time, I would have to say it has changed dramatically.
Rhonda Cohen: I believe that the environment for female employment at the executive level began to change when gaming expanded outside of Nevada. New gaming jurisdictions along with the proliferation of Native American gaming greatly improved opportunities for women.
Lisa Roehm: I believe that there are many more women in high positions in the gaming industry than there were only five to 10 years ago. Fewer people are surprised to see female executives in the business. Most casino companies realize the value of a diverse workforce and are striving to get away from the "old school" way of doing things. Even now, however, you will rarely see an equal number of men and women on an executive team. I believe this will continue to change.
What are some of the biggest issues women in today's gaming industry face?
Roehm: Women in the gaming industry face the same challenges that women in any industry face. We seem to have a bigger internal struggle with the balance between work and home. We have to face the perceptions that we are weaker somehow than our male counterparts or just the opposite...too tough (aka bitchy). This is still an industry that is considered to be male-dominated. We need to learn to work within that environment, rather than trying to fight against it.
Jones: Women are rarely shown clear career paths in the gaming industry. Succession planning and a deep pool of professional mentors would be of significant value if we are to ensure equal consideration for senior management positions when we have comparable or better talent than our male counterparts.
Cohen: The issues women face in the gaming industry are most likely the same issues that face women in all industries. There are still a few company cultures that insist on staying in their comfort zone by being a "Boy's Club." These types of companies will put token women in senior positions but the glass ceiling exists. In my case, I chose to leave the companies that had this type of culture and look for opportunities with companies that were seeking talent and hard work and had the desire to mentor individuals regardless of the package they came in.
West: I think the issues facing women are the same issues facing men. Deadlines, demands and issues of work-life balance impact all of us equally. I feel like the challenges-and the opportunities-in today's workplace aren't gender specific.
Do you feel women are finally starting to garner recognition they deserve at the executive levels, or is there still room for improvement in this regard?
West: Maybe I've had the privilege of working for extraordinary companies, but I believe that female employees-at all levels-receive appropriate recognition for a job well done. I really haven't ever seen this as an issue during my career.
Jones: Yes, but there is room for improvement. Until women are fairly represented at all levels of management, and until hiring and promotion decisions are based solely on who is the most skilled person for the position, we have further to go.
Roehm: I believe that it is better than it used to be, but there is definitely room for improvement. It is still pretty rare to find women as general managers. They are out there... but there aren't many.
How about front-line employees? Are we gaining equality there?
Cohen: In my personal experience, I have not seen any issues regarding inequality at the front-line level within the past 20 years.
Jones: The front line has always been the most diverse segment of the gaming industry. At many properties, women represent a majority of the employee base. Diversity on the front line is not the problem; diversity in middle and senior management is.
Do you consider pay and compensation equal among men and women in the gaming industry?
Jones: No, but we are definitely making progress. At one time women earned about 64 cents for each dollar earned by their male counterparts; today, we're up to about 80 cents. That's a marked improvement, but it's still not dollar for dollar. As long as there is a disparity, we have work to do.
Cohen: I honestly do not have access to enough industry compensation data to answer this. In my own experience, I am comfortable that I have always received the same compensation as a man doing the same job.
Roehm: For the most part, I believe that women and men are getting paid the same for the same jobs. Women are getting better at selling themselves and negotiating more effectively.
How much harder has it been as a female to ascend to the level you are now? Do you have any horror stories or funny anecdotes?
Roehm: I think I came into the business at the right time. I worked for Harrah's and that company was realizing the benefits of a diverse workforce. There seemed to be a conscious effort to move away from the "good ol' boy" network toward a diverse, educated management group. In some respects, I may have actually benefited from this change in philosophy. That is not to say that the "good ol' boys" were long gone. No, I worked with plenty. But I worked with them and didn't see them as the enemy. I never had a chip on my shoulder, which tends to stall so many high-potential women. Instead of looking inside themselves for a failure, they somehow blamed it on discrimination. That is not a constructive way to move forward in your career.
Probably the biggest thing I had to face moving up was various sexual harassment issues. Being very young and na‹ve, I put up with things that I would never allow my employees to put up with now. One example was when I was a young 22-year-old dealer. It was New Year's Eve and it was a celebratory environment. As I was walking out of the pit to go on break, my pit manager said "Happy New Year, Lisa" and planted a kiss on my lips. I was mortified, but didn't know what to do. I went on my way like nothing had happened. I couldn't have reported it; I knew my shift manager would have laughed and blown it off. Today, that would never happen.
Cohen: Considering that I started out as a craps dealer in Atlantic City's second casino 26 years ago, I have a lot of horror stories but I prefer to keep them to myself. I remember at that time the men that supervised me used to tell us that women shouldn't deal dice because it would ruin our reproductive organs. Looking back I think that is extremely humorous.
Do you feel that childbirth can have negative impacts on women's career ambitions?
Jones: Not necessarily. Family and work can be balanced; it's very difficult, but it can be done. As Lilly Tomlin once observed, "If I'd known what it mean to have it all, I might have settled for less!" A decision to raise a family is a momentous one, and many career women decide that that their talents and skills can be put to their highest use by momentarily forgoing a career to become CEO of their homes and families. The most important thing for women is having the ability to make this choice.
West: I think a family is both challenging and rewarding for anyone-regardless of gender. Organizations need quality employees, and most employees have families. The best companies will attract the best employees by being family friendly to both male and female employees.
Roehm: In my opinion, the hardest thing that having kids does to a career in the gaming industry is make one less willing to relocate. Relocation seems to be a key factor for someone to become a general manager. Obviously, the higher up one is in the casino, the more difficult it is to take an extended leave of absence. If you are able to be away from your job for two or three months, then there might be a perception that they can do without you completely. I am currently seven months pregnant. This is my second child and I won't lie...I do think about how this affects my career. You want to make yourself "indispensable," but you can't do that if you want to have a child and take the necessary time off after having that child. However, this is not something unique to the gaming industry. It is a choice we make as women and most of us go into it with our eyes wide open. If my priority was to become a general manager in the near future, I would have not chosen to become a mother.
What's the one piece of advice you feel your peers or superiors in the gaming industry need to understand with regard to diversity and female employees?
Cohen: I have been a part of start-up operations in four different new gaming jurisdictions. I have learned a great deal about myself and how to motivate people by living in varied cultural environments. Any organization that doesn't understand the genuine value of including feedback from individuals with different backgrounds in the decision making process is doomed in today's marketplace. Over the past several years gaming customers are increasingly women, particularly on the slot side of the business. I have always found that women customers really enjoy and take pride in having female leadership around in the places they patronize. I know I do.
Jones: Diversity of thought, perspectives and attitudes is absolutely essential to successful organizations-not only in the gaming industry, but in any business organization. Failing to fully utilize the depth and breadth of perspectives, backgrounds and experiences in your organization is an unconscionable waste of talent.
Roehm: One of the areas where women fall short of men is in mentoring. Men seem to be able to take high potential employees under their wings and help them along in their careers. In my experience, women didn't seem to do that as often. I feel like women need to make more of an effort to do this. Mentoring can be formal and informal. Casinos should encourage their top managers to mentor employees to move up in the ranks. They should develop formal mentoring programs to aid in this effort.
Lisa, you created the Women In Gaming organization. What inspired you to do so and how has that been working out?
Roehm: "Women in Gaming" was created out of a desire to increase my networking ability as a leader. While I attempted to play golf, the networking choice of the industry...I still wasn't quite in "the in club" when it came to golf outings. I realized that women did not network as effectively as men. I decided to create an organization to help that. The other goals of the group were to help women in the industry educate themselves, mentor and be mentored. It was an incredibly rewarding experience. Since moving to San Diego, my involvement in the group has been limited. Due to the somewhat transitory nature of the industry, many of the founding members are no longer in the Palm Springs area. My intentions are to develop a chapter in the San Diego area. However, due to time constraints and geography, it hasn't happened yet. I am still in contact with many of my fellow charter members of WIG. I will have them as professional contacts forever. Some of the women I met through the group, I consider life-long friends.
SIDEBAR:
Leading Ladies
Rhonda Cohen is chief operating officer at the MotorCity Casino, which was recently purchased from MGM Mirage by Marian Ilitch, co-owner of MLB's Detroit Tigers, the NHL's Detroit Red Wings and co-founder of the Little Caesars pizza chain. Cohen began her gaming career as a craps dealer at Caesars Atlantic City when it opened in 1979. She moved to Trump Castle (now Trump Marina) in 1984 to work as a pit manager. In 1992, she helped open the Mississippi Gulf Coast's third casino. Two years later, she was part of the team that opened Casino Windsor in Canada as assistant casino manager. There, she was promoted to casino manager and then director of table games. She joined MotorCity in 1999 as director of player development, and was later promoted to COO in June of 2000.
Jan Jones is senior vice president of communications and government relations for Harrah's Entertainment. Prior to joining Harrah's in 1999, Jones served as the mayor of Las Vegas from 1991 to 1999. It was during Jones' tenure as mayor that Las Vegas established itself as the fastest growing city in the United States, increasing in population by 66 percent. She has an extensive background in business administration, marketing and business development and is a former chairwoman of the Las Vegas Convention and Visitors Authority. She has formerly served on the Board of Directors for National Airlines, Inc.; HealthSouth Corp; and Community Bank of Nevada. She currently serves on the board of directors of the Nevada Resort Association; Medical Device Alliance; National Conference for Community and Justice; and the National Judicial College. She serves as a member of the Women's Leadership Board at the John F. Kennedy School of Government at Harvard University and a board member of Women's Campaign Fund in Washington, D.C.
Renee West is president and chief operating officer of Excalibur Hotel & Casino on the Las Vegas Strip, operated by MGM Mirage. Prior to joining the Excalibur, she was president and chief operating officer of Primm Valley Casino Resorts, the trio of gaming properties on Interstate 15 at the California-Nevada state line, also owned by MGM Mirage. Under her direction, Primm Valley Casino Resorts saw an increase in earnings of 30 percent. An avid supporter of the company's Diversity Initiative, West was the first property president to take diversity champion training to front-line employees. Prior to joining MGM Mirage, West held senior positions at both Caesars Palace and Station Casinos. She also served as a vice president for Rapport Leadership International and provided strategic planning and organizational development services for companies throughout the United States. She is a board member for the Las Vegas Chapter of the Young President's Organization and serves on the board of trustees for the Culinary Training Academy.
Lisa Roehm is director of table games for the Sycuan Resort & Casino near San Diego, Calif. She began her gaming industry career in 1988 in the slot department at Harrah's Reno. She worked as a cocktail waitress and then went to dealer's school in 1989. She worked her way up in the table games department through games supervisor, games manager to assistant casino manager. In 1996, she opened Harrah's St. Louis-Riverport as a casino operations manager. A year later, she went to Harrah's Prairie Band in Topeka, Kan. as a games shift manager, and was later promoted to the positions of director of table games and director of casino services. In 2001, Roehm left Harrah's to work for Fantasy Springs Casino in Indio, Calif. as the assistant general manager. She's been in her position with Sycuan Resort & Casino since 2004. She is also the founder of the organization "Women in Gaming."
Some of the gaming industry's leading female executives sound off on whether equality has been reached in casinos' workplaces and boardrooms
By Regina Lafay
As with any successful business in the United States, the casino industry now has a large and growing number of women in executive and management positions. In an environment created by men where women were once only considered useful in the casino-entertainment, good luck charms, and cocktail waitresses-women have come a long way in the gaming industry.
But has true equality been reached for women in the gaming industry? Are they considered peers to their male counterparts? Casino Journal recently queried a handful of the top female executives in the industry about their roles, their challenges and their view of the gaming industry's relation with women in the workplace.
The following is a roundtable presentation of their answers to questions that have been a topic of gaming industry diversity discussions for decades.
Has the environment of female employment in the gaming industry changed at all in the last few years, and if so how?
Jan Jones: The environment is evolving, and we have seen some progress. I feel Harrah's in particular has been a leader in promoting women to senior management positions, including myself, Ginny Shanks, our senior vice president of brand marketing, and Mary Thomas, who
will soon join our company as senior vice president of human resources. But it is at the operating level where we really need to make progress. Again, I believe Harrah's has set an example for the rest of the industry in this regard. Janet Beronio, GM of Harrah's Rincon, Liza Cartlidge, GM of Harrah's Reno, Gaye Gullo, GM of Harrah's Council Bluffs and Bluffs Run, and, most notably, Marilyn Winn, regional president of Rio, Paris Las Vegas and Bally's Las Vegas, are all examples for women of ambition in our industry. Women in top operating positions are still unusual in our industry. When they become commonplace, we will truly be making progress.
Renee West: In some ways, I'm surprised that these questions are still being asked. I think women today have equal opportunities-and I think that environment has existed for a number of years. Today, it's not uncommon to be in a high-level meeting where half of the attendees are female. Of course, if you look back 10-15 years the answer would be very different. Over that period of time, I would have to say it has changed dramatically.
Rhonda Cohen: I believe that the environment for female employment at the executive level began to change when gaming expanded outside of Nevada. New gaming jurisdictions along with the proliferation of Native American gaming greatly improved opportunities for women.
Lisa Roehm: I believe that there are many more women in high positions in the gaming industry than there were only five to 10 years ago. Fewer people are surprised to see female executives in the business. Most casino companies realize the value of a diverse workforce and are striving to get away from the "old school" way of doing things. Even now, however, you will rarely see an equal number of men and women on an executive team. I believe this will continue to change.
What are some of the biggest issues women in today's gaming industry face?
Roehm: Women in the gaming industry face the same challenges that women in any industry face. We seem to have a bigger internal struggle with the balance between work and home. We have to face the perceptions that we are weaker somehow than our male counterparts or just the opposite...too tough (aka bitchy). This is still an industry that is considered to be male-dominated. We need to learn to work within that environment, rather than trying to fight against it.
Jones: Women are rarely shown clear career paths in the gaming industry. Succession planning and a deep pool of professional mentors would be of significant value if we are to ensure equal consideration for senior management positions when we have comparable or better talent than our male counterparts.
Cohen: The issues women face in the gaming industry are most likely the same issues that face women in all industries. There are still a few company cultures that insist on staying in their comfort zone by being a "Boy's Club." These types of companies will put token women in senior positions but the glass ceiling exists. In my case, I chose to leave the companies that had this type of culture and look for opportunities with companies that were seeking talent and hard work and had the desire to mentor individuals regardless of the package they came in.
West: I think the issues facing women are the same issues facing men. Deadlines, demands and issues of work-life balance impact all of us equally. I feel like the challenges-and the opportunities-in today's workplace aren't gender specific.
Do you feel women are finally starting to garner recognition they deserve at the executive levels, or is there still room for improvement in this regard?
West: Maybe I've had the privilege of working for extraordinary companies, but I believe that female employees-at all levels-receive appropriate recognition for a job well done. I really haven't ever seen this as an issue during my career.
Jones: Yes, but there is room for improvement. Until women are fairly represented at all levels of management, and until hiring and promotion decisions are based solely on who is the most skilled person for the position, we have further to go.
Roehm: I believe that it is better than it used to be, but there is definitely room for improvement. It is still pretty rare to find women as general managers. They are out there... but there aren't many.
How about front-line employees? Are we gaining equality there?
Cohen: In my personal experience, I have not seen any issues regarding inequality at the front-line level within the past 20 years.
Jones: The front line has always been the most diverse segment of the gaming industry. At many properties, women represent a majority of the employee base. Diversity on the front line is not the problem; diversity in middle and senior management is.
Do you consider pay and compensation equal among men and women in the gaming industry?
Jones: No, but we are definitely making progress. At one time women earned about 64 cents for each dollar earned by their male counterparts; today, we're up to about 80 cents. That's a marked improvement, but it's still not dollar for dollar. As long as there is a disparity, we have work to do.
Cohen: I honestly do not have access to enough industry compensation data to answer this. In my own experience, I am comfortable that I have always received the same compensation as a man doing the same job.
Roehm: For the most part, I believe that women and men are getting paid the same for the same jobs. Women are getting better at selling themselves and negotiating more effectively.
How much harder has it been as a female to ascend to the level you are now? Do you have any horror stories or funny anecdotes?
Roehm: I think I came into the business at the right time. I worked for Harrah's and that company was realizing the benefits of a diverse workforce. There seemed to be a conscious effort to move away from the "good ol' boy" network toward a diverse, educated management group. In some respects, I may have actually benefited from this change in philosophy. That is not to say that the "good ol' boys" were long gone. No, I worked with plenty. But I worked with them and didn't see them as the enemy. I never had a chip on my shoulder, which tends to stall so many high-potential women. Instead of looking inside themselves for a failure, they somehow blamed it on discrimination. That is not a constructive way to move forward in your career.
Probably the biggest thing I had to face moving up was various sexual harassment issues. Being very young and na‹ve, I put up with things that I would never allow my employees to put up with now. One example was when I was a young 22-year-old dealer. It was New Year's Eve and it was a celebratory environment. As I was walking out of the pit to go on break, my pit manager said "Happy New Year, Lisa" and planted a kiss on my lips. I was mortified, but didn't know what to do. I went on my way like nothing had happened. I couldn't have reported it; I knew my shift manager would have laughed and blown it off. Today, that would never happen.
Cohen: Considering that I started out as a craps dealer in Atlantic City's second casino 26 years ago, I have a lot of horror stories but I prefer to keep them to myself. I remember at that time the men that supervised me used to tell us that women shouldn't deal dice because it would ruin our reproductive organs. Looking back I think that is extremely humorous.
Do you feel that childbirth can have negative impacts on women's career ambitions?
Jones: Not necessarily. Family and work can be balanced; it's very difficult, but it can be done. As Lilly Tomlin once observed, "If I'd known what it mean to have it all, I might have settled for less!" A decision to raise a family is a momentous one, and many career women decide that that their talents and skills can be put to their highest use by momentarily forgoing a career to become CEO of their homes and families. The most important thing for women is having the ability to make this choice.
West: I think a family is both challenging and rewarding for anyone-regardless of gender. Organizations need quality employees, and most employees have families. The best companies will attract the best employees by being family friendly to both male and female employees.
Roehm: In my opinion, the hardest thing that having kids does to a career in the gaming industry is make one less willing to relocate. Relocation seems to be a key factor for someone to become a general manager. Obviously, the higher up one is in the casino, the more difficult it is to take an extended leave of absence. If you are able to be away from your job for two or three months, then there might be a perception that they can do without you completely. I am currently seven months pregnant. This is my second child and I won't lie...I do think about how this affects my career. You want to make yourself "indispensable," but you can't do that if you want to have a child and take the necessary time off after having that child. However, this is not something unique to the gaming industry. It is a choice we make as women and most of us go into it with our eyes wide open. If my priority was to become a general manager in the near future, I would have not chosen to become a mother.
What's the one piece of advice you feel your peers or superiors in the gaming industry need to understand with regard to diversity and female employees?
Cohen: I have been a part of start-up operations in four different new gaming jurisdictions. I have learned a great deal about myself and how to motivate people by living in varied cultural environments. Any organization that doesn't understand the genuine value of including feedback from individuals with different backgrounds in the decision making process is doomed in today's marketplace. Over the past several years gaming customers are increasingly women, particularly on the slot side of the business. I have always found that women customers really enjoy and take pride in having female leadership around in the places they patronize. I know I do.
Jones: Diversity of thought, perspectives and attitudes is absolutely essential to successful organizations-not only in the gaming industry, but in any business organization. Failing to fully utilize the depth and breadth of perspectives, backgrounds and experiences in your organization is an unconscionable waste of talent.
Roehm: One of the areas where women fall short of men is in mentoring. Men seem to be able to take high potential employees under their wings and help them along in their careers. In my experience, women didn't seem to do that as often. I feel like women need to make more of an effort to do this. Mentoring can be formal and informal. Casinos should encourage their top managers to mentor employees to move up in the ranks. They should develop formal mentoring programs to aid in this effort.
Lisa, you created the Women In Gaming organization. What inspired you to do so and how has that been working out?
Roehm: "Women in Gaming" was created out of a desire to increase my networking ability as a leader. While I attempted to play golf, the networking choice of the industry...I still wasn't quite in "the in club" when it came to golf outings. I realized that women did not network as effectively as men. I decided to create an organization to help that. The other goals of the group were to help women in the industry educate themselves, mentor and be mentored. It was an incredibly rewarding experience. Since moving to San Diego, my involvement in the group has been limited. Due to the somewhat transitory nature of the industry, many of the founding members are no longer in the Palm Springs area. My intentions are to develop a chapter in the San Diego area. However, due to time constraints and geography, it hasn't happened yet. I am still in contact with many of my fellow charter members of WIG. I will have them as professional contacts forever. Some of the women I met through the group, I consider life-long friends.
SIDEBAR:
Leading Ladies
Rhonda Cohen is chief operating officer at the MotorCity Casino, which was recently purchased from MGM Mirage by Marian Ilitch, co-owner of MLB's Detroit Tigers, the NHL's Detroit Red Wings and co-founder of the Little Caesars pizza chain. Cohen began her gaming career as a craps dealer at Caesars Atlantic City when it opened in 1979. She moved to Trump Castle (now Trump Marina) in 1984 to work as a pit manager. In 1992, she helped open the Mississippi Gulf Coast's third casino. Two years later, she was part of the team that opened Casino Windsor in Canada as assistant casino manager. There, she was promoted to casino manager and then director of table games. She joined MotorCity in 1999 as director of player development, and was later promoted to COO in June of 2000.
Jan Jones is senior vice president of communications and government relations for Harrah's Entertainment. Prior to joining Harrah's in 1999, Jones served as the mayor of Las Vegas from 1991 to 1999. It was during Jones' tenure as mayor that Las Vegas established itself as the fastest growing city in the United States, increasing in population by 66 percent. She has an extensive background in business administration, marketing and business development and is a former chairwoman of the Las Vegas Convention and Visitors Authority. She has formerly served on the Board of Directors for National Airlines, Inc.; HealthSouth Corp; and Community Bank of Nevada. She currently serves on the board of directors of the Nevada Resort Association; Medical Device Alliance; National Conference for Community and Justice; and the National Judicial College. She serves as a member of the Women's Leadership Board at the John F. Kennedy School of Government at Harvard University and a board member of Women's Campaign Fund in Washington, D.C.
Renee West is president and chief operating officer of Excalibur Hotel & Casino on the Las Vegas Strip, operated by MGM Mirage. Prior to joining the Excalibur, she was president and chief operating officer of Primm Valley Casino Resorts, the trio of gaming properties on Interstate 15 at the California-Nevada state line, also owned by MGM Mirage. Under her direction, Primm Valley Casino Resorts saw an increase in earnings of 30 percent. An avid supporter of the company's Diversity Initiative, West was the first property president to take diversity champion training to front-line employees. Prior to joining MGM Mirage, West held senior positions at both Caesars Palace and Station Casinos. She also served as a vice president for Rapport Leadership International and provided strategic planning and organizational development services for companies throughout the United States. She is a board member for the Las Vegas Chapter of the Young President's Organization and serves on the board of trustees for the Culinary Training Academy.
Lisa Roehm is director of table games for the Sycuan Resort & Casino near San Diego, Calif. She began her gaming industry career in 1988 in the slot department at Harrah's Reno. She worked as a cocktail waitress and then went to dealer's school in 1989. She worked her way up in the table games department through games supervisor, games manager to assistant casino manager. In 1996, she opened Harrah's St. Louis-Riverport as a casino operations manager. A year later, she went to Harrah's Prairie Band in Topeka, Kan. as a games shift manager, and was later promoted to the positions of director of table games and director of casino services. In 2001, Roehm left Harrah's to work for Fantasy Springs Casino in Indio, Calif. as the assistant general manager. She's been in her position with Sycuan Resort & Casino since 2004. She is also the founder of the organization "Women in Gaming."
