FireKeepers’ Trailblazing CEO Thrives With Simple Message: Stability, Success, Innovation

Please rewrite the given sentence.

The CEO of FireKeepers Casino Hotel, Kathy George, has had a passion for fixing things for the past twenty years. However, the last nine years have brought significant changes to her life.

George is dedicated to upholding the values and mission of the Nottawaseppi Huron Band of the Potawatomi (NHBP) as an agent of consistency and preservation. In an era where stability is scarce, she strives to ensure her employees feel entitled to a sense of steadiness.

Thankfully, she possesses the capability to accomplish that, benefiting everyone involved.

FireKeepers Casino keeps staff, gives back during pandemic

Throughout the prolonged shutdown brought about by the COVID-19 pandemic, FireKeepers successfully ensured the continuous employment of their entire staff in 2020. During the initial 12-week period at the onset of the outbreak, when unemployment was frequently the sole alternative, the casino generously provided health insurance coverage for each and every employee.

The Battle Creek gaming resort, known for its extensive gaming facilities including a spacious 11,700-square foot gaming floor with 2,900 slot machines, 70 gaming tables, live poker, and bingo, as well as various dining choices, is making steady progress in completing its eight-story hotel wing construction. The new wing is expected to be finished by late summer, coinciding with the country’s gradual return to normalcy.

In June, over 100 open positions will be filled through job fairs organized by the company. Meanwhile, the current staff is volunteering with the South Michigan Food Bank during this difficult period. Despite the revenue disruption, FireKeepers has still managed to contribute $15.6 million to the State of Michigan and the FireKeepers Local Revenue Sharing Board for 2020, which is a decrease from the $24.7 million contributed in 2019.

George expressed his pride in our team of 1,800 individuals who are committed to giving back to the community, recognizing the significance it holds for our tribe. He emphasized that what makes him most proud is the impact we create, not only for our team members and tribal members (amounting to 1,500), but for the entire community as a whole.

In my opinion, it’s quite remarkable when a business is able to achieve that while also meeting their financial objectives.

George’s balance: Consistency and innovation

George’s job can be divided into two aspects: one focused on maintaining consistency and fairness, while the other aims to revolutionize and disrupt the field. Juggling multiple roles is made easier for her due to the gradual accumulation of experience and expertise over time.

With almost three decades of experience in hospitality and gaming, the Cornell graduate brings a wealth of knowledge. Her upbringing within the Seneca tribe, her father’s ancestral community, has greatly influenced her expertise. Additionally, George’s Mohawk heritage from her mother’s lineage further enriches her background.

George began her career as a prep cook in the industry. She steadily advanced within Wyndham Hotel and Resorts for over 13 years. Following this, she temporarily returned to western New York for three years, where she played a crucial role in assisting the Seneca Gaming Corporation in the successful opening of two hotels and a casino. Shortly after, she transitioned yet again, this time joining Hilton as a general manager, where she dedicated 18 months to the role.

Even though a woman with her background holding the position she does is highly significant, George still anticipated her time at FireKeepers to unfold in a similar manner.

George explained, “Normally, my tendency is to depart about a year after everything is prepared and set up, either to start a new venture, as it aligns with my nature, or to mend something.”

Stability brings success in Battle Creek

George’s plans have taken a different turn. In January, she marked her ninth year with the company, followed by her fourth year as CEO in May. Her modesty has earned her immense respect from the staff, resulting in a significant surge of momentum within the organization, propelling it forward in unison.

During the past nine years, Tara Forrester, the catering sales manager at FireKeepers, has been acquainted with George. Throughout their acquaintance, Tara cannot recollect a single instance where George expressed a desire to be referred to as a “boss.”

According to Forrester, Kathy prefers to emphasize that her team works “with” her instead of “for” her. Forrester added that he has never encountered another senior executive who exhibits greater concern for each individual team member than Kathy does.

She understands the significance of every member’s contribution, acknowledging their importance. As an example, during the inauguration of our inaugural hotel tower, she actively participated in bed-making alongside the housekeeping team. There is no task that she considers beneath her.

George, a member of the FireKeepers staff, injects a genuine touch into a commonly insincere management saying: “I would never expect you to undertake a task that I wouldn’t handle myself.”

George has most likely already completed any job that needs to be done in the hotel.

George stated, “I believe I have fulfilled nearly every role within this establishment. However, what matters more to me is being easily approachable. I strive to be accessible to everyone, and they are aware that my requests are sincere.”

The right moves at the right time

This idea addresses the present moment, however, George and his tribe adhere to the Seventh Generation Principle, an ancestral Native American belief that emphasizes making current choices with the aim of creating a sustainable world for the next seven generations.

George pondered, “As we contemplate this and consider all the different actions, we must ask ourselves: Is it the opportune moment? When should we embark on restaurant renovations or alter the concept, if at all?”

In an industry that seems to be evolving rapidly, adhering to the fundamental principles may not be the simplest approach. However, it is undoubtedly beneficial to refocus on the basics.

According to George, the product needs to constantly evolve in order to maintain people’s interest by introducing new and improved games or eye-catching features.

Ultimately, the crux of the matter lies in the quality of service. Regardless of the machines we offer, if customers receive poor service, they will not return. Thus, our primary focus is to prioritize service in order to ensure our long-term viability.

Following its expansion in June 2020, the casino has opened its sportsbook and is excited to explore the thriving gaming and betting industry in Michigan. However, George is primarily focused on managing the brick-and-mortar operation. Despite this, it is uncertain what plans FireKeepers has in store for the future, as they remain devoted to their guiding principle.

If you happen to spot her on the FireKeepers casino floor, where she could be seen multitasking between serving drinks or repairing a slot machine while managing executive responsibilities, there’s no need to inquire about her future plans.

You will receive an identical response to that of others.

She says, “At the moment, my crystal ball is a bit unclear.”

Can you please rewrite your original statement or provide more context?