Why? What attracted you to this sector?

During my previous role in the brewing industry, I bought and operated pubs and hotels, and I was responsible for the gaming that took place in our licensed locations. I think that’s where I developed my passion for the leisure industry. I’ve always enjoyed great food, great accommodations, and great entertainment, including gaming.

I think my heritage also plays a big role. I’m from a close-knit Italian family, and most Italians grow up playing cards. I have many happy memories of playing games like briscola and scopa on Sundays with my grandparents, and it’s a tradition that continues today with my father and my adult son.

So when I add all this up, the casino business made sense – it’s where all my interests intersect. When I was offered the chance to work for Lottomatica, one of the greatest gaming companies in the world, it also meant I could move closer to my family inItaly, so it was an unequivocal yes.

Do you think it has changed much since then?

 I see the industry undergoing three main changes right now. First, the use of technology is evolving so rapidly. It’s enabled innovative game features that are more interactive and engaging that ever before.

Second, back when I first started, gaming was only about standing in front of a box. Today, it’s an experience you can have anytime, anywhere, on anything. Thanks to the advent of mobile technology, this evolution won’t stop any time soon.

Finally, the industry wasn’t as tightly regulated as it is today. There’s a much more serious and impactful set of boundaries that suppliers, operators and regulators must face every day. There’s a much greater emphasis on responsible gaming, too, so this needs more consideration than it used to get.

What are the biggest positive factors for the sector right now – the drivers of growth and development?

Clearly, the increase in new gaming channels is a great benefit to the industry – it’s growing and connecting markets that just weren’t reachable before. Se we now have cross-promotional opportunities between sectors and distribution channels – for instance, between land-based and online gaming.

As well, the current regulatory environment is providing many opportunities for growth, such as the establishment and expansion of government-sponsored gaming programmes –Italycomes to mind, as does the impending programme inGreece.

And this phenomenon of social networking is driving organisations to really think creatively about games. Games aren’t just about video or slot reels anymore.

And what are the negative ones – the obstacles to growth?

I really believe that the biggest obstacles are the limits that gaming companies put on themselves. If you’re not ready to accept that the world is changing, and you’re still offering the same old style of game you produced ten years ago, you’re going to fall into a negative spiral. You have to come to terms with the fact that the market is changing, and players are changing.

You know, gaming is, and always should be, a leisure activity. The one obstacle outside of our control is the fact that these are difficult socioeconomic times, and people are curtailing their leisure activities to ensure their basic needs are met. When a player has the means to enjoy entertainment like gaming, we have to deliver more value than ever before.

Looking at your whole career, what do you reckon was your smartest move (large or small)?

By far, it was my decision to embark on an international career. I started my career working for an Australian company in the small domestic market. At 27, I had the opportunity to relocate toEuropeto work in international markets. It changed my whole perspective on the world. That exposure to all those different cultures rounds you out, and helps you understand the different ways that people can approach business.

And your dumbest one?

Not getting into gaming sooner! I actually turned down my first chance to enter this industry back in 1984, when I was just 24. I was approached by a gaming supplier to take on a junior role, but I was content at the time to work for the automotive company I was with. That said, I’m very happy to be part of this business today. 

Where do you hope you’ll be, professionally, in ten years’ time?

I’ll be 62 in ten years. I hope I’ll still be in the gaming industry, and with Lottomatica. And I hope to be helping to shape the product and trends of the future. Gaming is so enthralling and exciting –  I consider myself fortunate to be a part of it.

And finally – if you’d never embarked on this career, what other line(s) of work would you have liked to pursue?

I’m passionate about football, and I would love to be a football commentator, travelling the world from stadium to stadium. If I could interview any player, it would be my idol, Alessandro Del Piero, who plays for Juventus. I’d love to ask him: “When you walk into the stadium for your 700th game, do you still get that tingle down your spine?”

Curriculum vitae

Education:

1970-74 Collegio Cavanis,Possagno,Italy

1975-77 Patrician Brothers,Fairfield,Australia

1978-80 BComm in marketing,Universityof New South Wales

1982-84 MComm in business administration,UniversityofNew South Wales

Career:

Since 2010 CEO, gaming division, Lottomatica

2009-10 CEO, BOKKSLondon

2006-09 CEO, casinos, Tabcorp

2004-06 chairman, Sydney Football Club

2002-06 president, Asia Pacific, Campbell Arnotts Asia Pacific (Campbell Soup Company)

1998-2002 managing director,Australia, Lion Nathan

1994-98 managing director, SimplotAustralia

1992-94 managing director, Edgell-Birds Eye, Pacific Dunlop/Pacific Brands Food Group

1987-92 regional president, Asia Pacific, Huhtamaki

1981-86 marketing manager, Girlock and Century Batteries, Repco

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