Industries
Gaming
Four years inside a regulated sportsbook and iGaming business serving 1.2 million active players and 50,000 VIPs across 25+ U.S. jurisdictions, owning product, customer intelligence, payments, VIP, and service technology.
Digital gaming punishes vagueness. The business is regulated, the margins are decided by a small number of high-value customers, and every product decision lands somewhere measurable — in share of wallet, in fraud exposure, in whether a service interaction takes an hour or a day.
Our work in this sector came from running it: two roles across four years at Caesars Sportsbook & Casino, most recently as Vice President of Product & Customer Experience, leading a 20+ person organization through directors and senior functional leaders and partnering across Technology, Data, Operations, Finance, Trading, Risk, Compliance, and Commercial. Every release shipped against the requirements of 25+ U.S. jurisdictions.
Selected Work
What the work has produced.
Drove Caesars Sportsbook from the bottom 10 to the top five, and Caesars Palace Online to the top three, in the category's recognized proxy for competitive product position.
Introduced generative AI and agentic workflows into customer service, decision support, and operational processes, generating more than $6 million in annualized savings alongside the speed improvement.
Led payments and fraud transformation across $6 billion in annual transaction volume, reducing fraud exposure by more than $2 million per month while improving conversion.
Implemented enterprise customer segmentation and advanced decisioning across more than 20 behavioral and value attributes — with no incremental acquisition spend.
Where We Work
Capabilities in gaming.
Customer intelligence and segmentation
Behavioral and value attributes turned into decisioning that actually changes what the business does with a given customer, not another dashboard.
Payments and fraud
Conversion, cost, and fraud exposure treated as one system rather than three teams optimizing against each other.
VIP and high-value players
Extending host capacity and coverage of the highest-value segment through analysis and prioritization rather than headcount.
AI in service and decisioning
Generative and agentic workflows placed where they change a metric, with the governance and adoption work that makes them stick.
Regulated multi-market operations
Releases delivered against multi-jurisdiction requirements — licensing, privacy, KYC/AML, responsible gaming, and player protection — as a design constraint rather than a late review gate.
Product position and competitive intelligence
Player research, behavioral analytics, operational data, and financial modeling combined to find the gaps against category leaders that actually cost revenue.