“Beyond creating experiences and products, it’s essential to leave the communities we serve better than we found them”

Do you see differences in working within the structures of corporate giants like Caesars and IGT compared to your current role in a Tribal-owned company?

Yes, both Caesars and IGT were well-established corporations with many structures already in place. That said, in both roles, I had the opportunity to create and build departments, which brought some similarities. However, the biggest difference I see working within a tribal-owned company is that there is a larger focus on building agency and opportunities for tribal members, as well as ensuring that the outputs are very clearly tied to the tribe’s foundational values and principles, ensuring that every initiative aligns with these core tenets.

This includes not just focusing on the immediacy of what happens today but also looking forward toward seven generations in the future. This forward-thinking and altruistic approach contrasts with the more commercially driven nature of my work on the supplier or land-based casino side within corporate gaming.

WONDR NATION launched with the idea of “reimagining gaming entertainment.” Can you elaborate on how this vision is implemented and how it reflects in daily operations?

I think the biggest way that the concept of reimagining gaming entertainment presents itself in our day-to-day operations is in the diversity of our team. When building out the leadership and team for WONDR NATION, I felt it was crucial to prioritize diversity of thought, ideas, and industry experience. Celebrating different perspectives enables us to achieve different results. Another key aspect of reimagining gaming entertainment is identifying gaps in the market and creating content and experiences to fill those gaps. This focus drives a lot of what we do.

The gaming industry often focuses on profits, but you’ve emphasized building sustainable communities. How do such initiatives set WONDR NATION apart from others?

One of the things I’m most proud of is the WONDR NATION Smart Labs and the work we’re doing to create opportunities for tribal citizens while focusing on the communities we serve. Beyond creating experiences and products, it’s essential to leave the communities we serve better than we found them.

That means leaning into real partnerships and focusing on initiatives like STEAM education. Asking how we can create interest and opportunities for young people to join the gaming industry or develop their own concepts within the technology and innovation space. These efforts are central to building sustainable, forward-thinking communities and set WONDR NATION apart.

Do you think WONDR NATION plays a role in shaping how Native-owned businesses connected to gaming are perceived?

I hope so. One of our goals is to be the innovation partner of choice for Native-owned companies and nations. Through WONDR NATION, we aim to demonstrate that Native businesses can create thriving, interactive enterprises and participate as thought leaders in the gaming industry, driving it forward. WONDR NATION is just one of many tribal businesses making their mark, and we’re seeing more tribes explore ways to diversify their revenue streams and assets through innovation and technology. We hope to continue setting an example for others to follow.

Social casinos also seem to be a focus for WONDR NATION. How do you think they change the player experience, and how do social casinos fit into the current U.S. iGaming landscape while aligning with the interests of traditional casinos?

One of the things we’ve observed is that players gravitate toward the experiences they enjoy, and there are key differences between those who prefer social casinos, iGaming, and traditional casinos. Social casinos maintain a symbiotic relationship with traditional casinos. For example, at Foxwoods and other partnerships, we see social casinos as an opportunity to expand and extend the relationship with players after they leave the casino. Even in markets where iGaming exists, we see casinos have a flourishing social casino business.

Social casino players are motivated differently than real money iGaming players —they enjoy the camaraderie, competition, and progression within the game experience. It’s not necessarily about hitting the jackpot, which is a stronger motivator for traditional or iGaming players. It’s an interesting dynamic but we still see that as more focused is being played on traditionally iGaming there is still a market that is thriving for social gaming and social casinos and that is still something were very interested in exploring and creating experiences for players that enjoy that space.

Can you share what WONDR NATION’s plans are for the coming year, both in terms of current projects and potential future ventures?

WONDR NATION is focused on four core areas: B2B experiences, B2B professional services, and organic and inorganic growth. We continue to strengthen our partnerships with strategic market access partners and others to deliver exceptional B2B experiences, while also expanding our portfolio of clients by providing services such as strategic planning and product launches.

Additionally, we are committed to driving organic growth through innovative initiatives and enhancing our existing capabilities. At the same time, we are actively exploring opportunities for strategic partnerships, joint ventures, and acquisitions that align with our mission to be the innovative partner of choice.