Five Leading the Way
It has been a long road for women to reach top leadership positions in the gaming industry. However, as the business has expanded to include interactive gaming, sports betting and other new verticals, we are seeing the breakup of the traditional glass ceiling as more and more women achieve the pinnacle of the gaming profession. Welcome to the ninth edition of our annual section recognizing the movers and shakers among women in gaming. These five women stand as role models for other women seeking to break into the upper management echelons of a historically male-dominated business. We congratulate all five of these professionals, who are changing the nature of gaming by providing leadership that proves that success in business in gender-neutral.
AUTHENTIC CONNECTION
CARMEN GONZALES
Vice President of Communications, Live! Casino & Hotel Philadelphia
In 2012, when the Cordish Companies opened a Live! casino resort in Hanover, Maryland, Carmen Gonzales was called on to build its charitable giving initiative from scratch.
The property’s director of communications at the time, she envisioned a vibrant, engaged neighborhood outreach that would make a real difference in the Greater Baltimore area. Christened Live! in the Community, the program succeeded beyond all expectations.
“Live! in the Community became about so much more than just writing a check, even though we wrote lots of them. It was about being out in the community, doing our part. And everybody started to know it,” Gonzales recalls.
Soon, Live! volunteers were being approached on the street and thanked for their contributions. “People would see us out in numbers and say, ‘Oh, there’s Live! again. You guys are everywhere.’ If we hear that, success!”
The model worked so well, Cordish replicated it at all its resorts, nationwide. “And now with five properties, there are more of us leading initiatives that create lasting, positive change in our communities.”
For Gonzales—now vice president of communications for Live! Casino & Hotel Philadelphia—such contributions are the industry’s untold story, and one she is determined to share. “The benefits and community engagement often get lost in reports about revenue and regulations. There’s rarely a focus on what I’ve come to think of as the beating heart of what we do—how we become visible and ingrained in the neighborhoods where we operate.
“Casinos aren’t just about entertainment and hospitality,” she says. “They’re about the genuine connections we build with the people who live and work around us. When done right, we become part of the fabric of our communities, supporting local causes and creating opportunities for people to come together.”
The Philly-born Gonzales says she “grew up in the business.” Her family moved to South Jersey when the first Atlantic City casinos opened; her mother, Millie Nocito, made a career in the new industry. In time, Gonzales followed. “I was lucky enough to kick off my career at the Golden Nugget with Steve Wynn, and right after that, Merv Griffin at Resorts. It does not get better than that.”
She joined Live! in 2012, and in 2021 she seized the opportunity to return to Philadelphia to open the Live! complex there. “Coming home meant bringing everything I’d learned in Maryland about community engagement to the city I love,” she says.
On any given day, Gonzales can be found “working on the next groundbreaking, helping count T-shirts for a charity walk, going to a luncheon, stopping at the studio to edit a video, then heading out the door to a Phillies game—only to come back and finish a news release edit.”
Life, career and philanthropy are inextricably entwined for her; gaming is “a lifestyle, not a job. It’s part of you, as you’d expect from a 24/7/365 industry.”
She cites “badass women in gaming” who have guided her path. “Legendary marketing and PR gurus like Muriel Harris, Denise Zimmerman and Kim Townsend didn’t just teach me skills. They taught me values, showed me how to navigate challenges and demonstrated that success in this industry comes from authenticity and genuine care for others.”
While the workday never truly ends, the rewards are “wildly incredible,” she adds. “For those considering a similar career path, my advice is simple: be organized, be authentic and never underestimate the power of genuine connections. Authentic commitment to excellence and community makes all the difference.
“Because when you invest authentically in your community, everyone wins. That’s not just good business—it’s the right thing to do.”
—Marjorie Preston
LEADING WITH PURPOSE IN A CHANGING INDUSTRY
GRAINNE HURST
CEO, U.K. Betting & Gaming Council
With more than a decade in the gambling sector, Grainne Hurst took over as Betting & Gaming Council CEO in September last year, and she stands today among the most influential voices shaping the future of U.K. gambling.
Hurst’s first professional exposure to the sector came while working for then-MP Philip Davies, who was on the Culture, Media and Sport Select Committee reviewing the U.K.’s Gambling Act.
Hurst joined Ladbrokes Coral as head of public affairs in June 2015 before becoming group director of corporate affairs at Entain following its acquisition of Ladbrokes Coral in 2018.
From the halls of Parliament to her leadership role at the BGC, Hurst has been a passionate advocate for the regulated gambling industry. She’s keen to be at the forefront of the U.K. sector’s battle to raise standards in a constantly evolving landscape.
“I’ve obviously realized working in the industry for over a decade that the only constant thing for us as a sector is change, good and bad,” Hurst says.
Perhaps the most seismic of those changes, and one that’s currently among the top of Hurst’s priorities, is the ongoing rollout of the recommendations made in the 2023 white paper.
While some elements have already been implemented, such as the new online slot stake limits and updated casino regulations, others such as the introduction of an ombudsman have yet to come into force.
Additionally, the U.K. government has proposed a new single-tax framework for online gambling, scrapping the current three-banded tax rate system. This is Hurst’s biggest concern for the rest of 2025.
“We have been very vocal in saying (the tax harmonization) would be hugely self-defeating, as it wouldn’t achieve the government’s aims of trying to raise more money, which I think is the bottom line,” she says. “It will be hugely detrimental for the customer offer, and could also grow the black market.”
It’s a fight Hurst is up for, as well as the pursuit of her long-term goals. The latter largely center around improving the perception of legalized gambling in the U.K., an industry she says contributes £6.8 billion ($9 billion) to the economy and employs more than 109,000 people.
“My core objectives are championing the sector—both our economic and social contribution, which we have been good at, but we can always do more,” Hurst continues. “We’re going to be louder and prouder about doing that.”
But potentially Hurst’s most enduring contribution to the sector stems from her role as a board member of Global Gaming Women, where she’s been instrumental in expanding the nonprofit organization’s international arm.
There has been progress, but Hurst says there is still a dearth of women in leadership positions in the gambling sector.
“It’s probably now seen as a normal element of the business, rather than a kind of tick-box exercise,” she explains. “But I do think there is more to do in encouraging women to either apply for those leadership positions, or if they are in leadership positions, remain in leadership positions.”
Looking ahead, Hurst is excited by the possibility of new technical innovation.
“We won’t be able to ignore the new advances in technology,” she says. “Another slightly contentious issue is crypto. Obviously, it’s not regulated in the U.K., but seeing where that leads to in the industry, and having a kind of ringside seat in that, will be really exciting.”
—Kyle Goldsmith
THE NATURAL
LYDIA KIM
General Manager, Fallen Oak Golf Course, Beau Rivage Resort & Casino
“The more I practice, the luckier I get.” The quote, attributed to golf legend Gary Player, applies equally to Lydia Kim.
The Spokane, Washington native has been golfing since age 12, when her father first took her to a driving range. “I started swinging,” Kim recalls, “and surprisingly, made pretty natural contact with the ball. That’s how golf entered my life. What kept me pursuing it was the constant drive to get better.”
Her passion became a vocation, on and off the course—from competitive junior tours as a girl to Division 1 golf at St. John’s University in New York. She graduated with a sports management degree and in 2021 joined MGM Resorts as a sport partnership specialist. In August 2024, she was appointed general manager of Fallen Oak Golf Course at MGM’s Beau Rivage on the Gulf Coast of Mississippi.
The lush Tom Fazio-designed course has won multiple best-in-state honors from Golf Magazine and consistently ranks among its Top 100 clubs. Golfweek has rhapsodized about the course’s “dramatic elevation changes, incorporated among more than 4,000 oaks and other hardwood trees” on the edge of the DeSoto National Forest.
Kim doesn’t live at her desk. She devotes part of each day to strolling the grounds, “talking with staff, interacting with guests and staying in tune with what’s happening on the ground.” In a pinch, she can be found washing golf carts and clearing tables. It’s a testament to her leadership style, which she describes as “collaborative, approachable, detail-oriented”—and humble.
“Strong leadership means being open to listening, asking questions and leaning on the strengths of the people around you,” she says. “I trust my team. Our best ideas often come from honest conversations and shared problem-solving.”
Collaboration also creates buy-in among the staff, she adds.
“I encourage the team to see the full guest journey, not just their piece of it. For example, when the grounds crew understands how their attention to detail impacts a guest’s round, or F&B sees how timeliness and conversation elevate the overall experience, everyone takes more ownership. It’s about breaking silos and reinforcing that we succeed as one team, not individual departments.”
The proof is in the guest experience. “From the moment a guest arrives, we make them feel like a VIP—whether they’re a low-handicap player or picking up a club for the first time. At a place like Fallen Oak, where the standard is already so high, it’s really about staying consistent, always looking for those small ways to keep getting better.”
For Kim, that quest is never-ending.
“A year from now, I’d love to be able to say that I’ve helped take that foundation and elevate it in meaningful, lasting ways. That might mean refining certain parts of the guest experience, supporting the growth and development of our team, or making operational improvements that enhance both efficiency and hospitality.”
Her secrets to success include a “servant leadership” approach. “When you focus on lifting others up, it builds genuine trust and loyalty, and it encourages a culture where everyone feels invested in the collective success.”
Second is consistency. “It’s not about having big wins all the time—it’s about showing up every day with the same effort, attention to detail and respect for those around you. People notice when you’re reliable, calm under pressure and committed to doing the work, even when it’s not glamorous.”
Finally, “be patient with your path,” she says. “Stay curious, stay coachable and don’t be afraid to take the longer route if it means gaining the right experience.”
Off the job, Kim unwinds by working out at the gym, walking in nature with her dog Paisley, and listening to educational podcasts. Of course, she continues to play golf, which taught her everything she ever needed to know about fulfillment in life and work.
“At the end of the day,” she says, “I just try to show up with consistency, positivity and a genuine commitment to making things better, while always being open to learning along the way.”
—Marjorie Preston
COMPLIANCE BEFORE COMMERCE
LORI OLK
Senior Vice President, Regulatory Compliance & Chief Compliance Officer, Konami Gaming
Lori Olk’s workplace spans the globe—literally.
As chief compliance officer for Konami Gaming Inc., Olk directs teams in Las Vegas, Tokyo and New South Wales. They in turn manage more than 400 licenses in markets around the world—a tally that is expected to grow.
Compliance officers, often called the unsung heroes of the corporate world, are indispensable to a firm’s long-term success. It is Olk’s job to uphold “a strong and sustainable compliance framework, not just enforcing rules but fostering a culture where ethics, transparency and responsibility are deeply ingrained in the company’s DNA.”
She is responsible for risk management, regulatory navigation, ethical leadership and crisis prevention—no small tasks, but second nature to Olk, who has spent 28 years in the field.
She started in 1997, fresh from Montana State University with a degree in business management. Even then, she aspired to lead a compliance team. First, she joined Powerhouse Technologies (later Anchor Gaming) as a licensing analyst, then rose through the ranks at IGT and Cyberview Technology before joining Konami in 2011. There she continued her ascent, from regulatory compliance manager to director, from senior director to vice president. In August 2024, she was tapped as senior vice president of regulatory compliance and chief compliance officer.
Asked about challenges facing the industry today, Olk cites growing cybersecurity and data-protection risks, “necessitating robust measures to safeguard player data and maintain a secure gaming environment. All regulators are intensifying efforts to combat money laundering and financial crimes, implementing stricter controls on transactions and requiring firms to adopt enhanced due diligence and risk assessment protocols.”
Unwavering compliance standards “aren’t just about avoiding penalties,” she says. “They’re fundamental to building and maintaining a sustainable business.” They are proactive, not reactive, to stay ahead of potential threats, mitigate damage and ensure continuity.
Off the job, Olk relaxes by walking, exploring nature, reading and disconnecting from technology. “I also like listening to music, cooking and baking, spending time in my yard planting, and I’m a diehard fan of hockey. Go Knights!”
On the job, her motto is “Compliance before Commerce.” That stance “ensures that companies operate responsibly, adapt to changes and maintain their operations over time, so they can navigate challenges and achieve lasting success. Employees who understand and value compliance are more engaged and contribute to a stronger ethical culture. That’s a win-win.”
Compliance is not static, she adds, but “notoriously dynamic.” The pace has only quickened as Konami expands into new jurisdictions. Fortunately, the woman at the top is comfortable with the tumult. “I love to be challenged,” she says.
As a young professional, Olk built a personal “roadmap” for advancement, then followed it step by step, becoming an executive whom Konami President and COO Tom Jingoli has called “a leading force in regulatory compliance on a global front.”
To up-and-comers, Olk offers this advice: “Work hard, be the best version of yourself, enjoy the moment and be fearless. Don’t be afraid to ask for what you want.”
And don’t walk alone. She thanks her colleagues, peers and mentors, especially Global Gaming Women and leadership institute Spark Brilliance “for basically transforming me into the executive leader that I am today.”
—Marjorie Preston
REGULATORY RESOLVE
ALISA COOPER
Former Vice Chair, New Jersey Casino Control Commission
Alisa Cooper has spent the last 13 years as a member of the New Jersey Casino Control Commission—the longest-serving commissioner in its history. She stepped down as vice chair in August with no replacement named. But what Cooper brought to the commission—a passion for Atlantic City, a commitment to regulatory integrity and an intimate knowledge of how the city works—can never be replaced.
Raised on Pacific Avenue in Atlantic City, her father was a dentist and her mother, Delores, would go on to a successful career in politics.
Cooper had a passion for music in her younger years. That translated into performing in the nightclubs in the pre-casino days, as well as becoming one of the first acts signed to perform in the legendary Rendezvous Lounge in Atlantic City’s first casino, Resorts International.
She recalls the opening day at Resorts.
“It was Memorial Day weekend,” she says. “Oh, it was fantastic. It was fun. There were the lines down the Boardwalk with people waiting to get into the casino. There was something, just something magical in the air.”
“Tibor Rudas was the entertainment director at that time. He never told us what to play, just to keep it entertaining and exciting.”
The Alisa Cooper Orchestra was a mainstay of the Atlantic City casino scene for a decade or more, as she played all kinds of events, high-roller parties, nightclub gigs and charity functions, including an annual fundraiser for the March of Dimes. Cooper says she was dedicated to those charity events.
“The organizers of the fundraisers knew to just call Alisa Cooper, and I would help you out. Whether it was me at the piano singing, or I would come in with my trio, which would be piano, bass and drums, or even a six- or seven-piece band. I was in the music and entertainment business—I did a lot of fundraisers for a lot of wonderful causes.”
Later in her career, Cooper turned to music education and was asked to join the New Jersey State Council for the Arts, where she was able to promote arts and entertainment in the state.
She followed her mother’s role and was elected to the Atlantic County Freeholders Board (now called the County Commissioners) for two terms starting in 2005.
She was appointed to the Casino Control Commission at a time when its responsibilities were shifting to the state Division of Gaming Enforcement. Cooper has praise for how the DGE handled this transition, especially noting the leadership of former director David Rebuck.
“What a fine person,” she says, “what a gem. When I look back to my early days here and everything that was happening with the DGE and the CCC, my personal observation is that he had always been very respectable. We had a wonderful rapport.”
Issues that came up during her tenure included the legalization of online gaming and sports betting, the impact of Covid on the Atlantic City casino industry, and the closing of four casinos in seven weeks in 2014. She recalls how terrible those shutdowns were for the city.
“I think what upset me personally was the fact that I knew so many people who were still in the casinos themselves,” she says.
“When all this was happening in 2014, I was receiving phone calls from friends of mine that I had known from my years in the entertainment business, asking me, ‘What are we going to do?’ Sometimes it wasn’t just one salary that was going away. It was two or three, or possibly even four salaries between all the closings. And I said, ‘I wish I had an answer. I wish I had a solution.’ It was devastating.”
—Roger Gros
