Information Technology Assessment

Multi-Property Casino Resort Operator

Situation

This casino found that its IT organization was no longer delivering results to the operation, executive management and colleagues. The IT project backlog had become insurmountable, incidents were on the rise without resolution, and critical systems were going “down” on Saturday nights. What was needed was an objective, third partyassessment of the entire IT organization. WhiteSand was charged with a complete review of IT’s capabilities that included:

  • Technology Infrastructure
  • IT Organization(skills, organization structure, job descriptions, compensation)
  • Business Applications
  • User Satisfaction
  • Internal Controls and Compliance

The goal was to identify the issues and functional gaps within IT and develop a roadmap for improving and repairing what had become a misaligned operating unit. As time was of the essence, this assessment had to be done in short order which meant the assessment team had to have the depth of gaming and IT leadership experience needed to hit the ground running.  

Approach

Within a month of starting the assessment process WhiteSand was able to gather and analyze every aspect of the casino resort’s IT organization. Within weeks, WhiteSand was able to pinpoint service level issues, staffing and talent gaps, vendor relationship issues and technology application concerns. Beyond that, WhiteSand used its wealth of industry experience to rapidly develop recommendations for transforming the IT organization in a way that minimized stress to the casino resort’s operations and staff. Finally, WhiteSand organized its findings and go-forward recommendations into a deployable roadmap that could be implemented by the new CIO with oversight by the property’s executive leadership.

Results

Overall, the property was able to implement the go-forward recommendations in an orderly, expedient and logical manner resulting in improved IT-User relationships, renewed vendor relationships, enhanced service levels and IT performance. The project backlog was pared down and prioritized; incidents were less frequent and handled promptly and accurately; and system “up” time was improved to the point where IT decided when and if to take a system “down”.