GGB is committed to providing updated news and analysis on our weekly news site,

Giving Credit Where It's Due

Jonathan Bell, Vice President of Cage & Casino, Operations, Las Vegas Sands

Giving Credit Where It's Due

From a young age, the service industry always interested Jonathan Bell. However, after a visit to Las Vegas in the early ’90s, Bell decided he wanted to pursue a career in the gaming industry.

Initially working in casino marketing, Bell transitioned to casino credit in 2002 after developing an affinity for credit and the unique approach that casinos take to issue and approve credit lines. At the Venetian and the Palazzo, that can mean reviewing credit requests from Asia, Latin America and the United States multiple times a day.

“People ask me why I am so fascinated by credit, and I tell them that you are dealing with individuals from numerous countries, all of whom have very unique and diverse backgrounds and credit histories,” he says. “It’s very interesting.”

Bell fondly recounts how this job and industry have allowed him to travel the globe and work in Macau for Las Vegas Sands’ first property there as well as assisting with the preopening of the Marina Bay Sands in Singapore and the Sands property in Bethlehem, Pennsylvania.

 Throughout all of his experiences, Bell most enjoys working with his team members and guests alike.

“Giving team members the opportunity to grow and improve themselves is the best part of my job,” Bell says. “I also enjoy the opportunity to know our guests and ensure that we are offering them an unparalleled experience at our resort, and it’s something I take to heart every day.”

He adds that it should be no surprise that the gaming industry is evolving from an anti-money-laundering and know-your-customer perspective.

“We are consistently working to enhance our operation in that area,” Bell says. “It is a critical component of our operation, and vital to our success.”

Bell’s advice to the young emerging leaders who have lofty career aspirations: “Spend time in your operation listening and engaging your team—they are the heart of the operation. Leaders and managers are those who listen more and talk less and lead by example, not the loudest guy in the room.”

Ultimately, Bell believes true success comes from being a servant leader and putting others—guests and team members—before yourself.