Five tribal leaders share top priorities for their tribes and how gaming supports those goals; how innovation is shaping decisions across their gaming and hospitality portfolios; and how they approach leadership development to promote long-term stability and growth. Here is what they had to say…
Greg Abrahamson, Chairman
Spokane Tribe of Indians
Spokane Tribe Resort & Casino – Airway Heights, WA; Mistequa Casino Hotel – Chewelah, WA
spokanetribecasino.com / mistequa.com / spokanetribe.com
PRIORITIES: Our tribe’s top priority is our people. Without their support, we could not build a strong economic engine that advances the well-being of everyone in our community.
One of our most important priorities is improving the health and well-being of our people. This work encompasses many interconnected needs that are essential to our survival, economic growth, and the future of generations to come. We are making significant progress in addressing unmet medical needs by recruiting more professional healthcare providers and expanding essential programs and services.
We are also working to create housing opportunities for people at all income levels, not only those with low incomes. Through education, we are investing in the development of our own professionals and future leaders. At the same time, we remain committed to sustaining our language and culture and protecting the natural resources that are central to our identity and way of life.
Revenue from gaming enables us to provide employment, services, and programs while diversifying our economy and creating new opportunities for our people. Indian gaming has proved to be a powerful economic driver for the Spokane people and tribal nations across the country.
INNOVATION: Innovation guides our decisions. As demand for gaming and hospitality continues to grow, we have expanded our operations by building two new hotels. Continued growth will create opportunities to develop a wider variety of venues, businesses, and services that support both our gaming operations and the broader needs of our community.
LEADERSHIP DEVELOPMENT: We invest in education to help our people build the skills needed to lead our tribe and its enterprises. Within our casinos, the Manager in Training program provides tribal members with practical experience and a pathway into management and leadership positions.
We also work with our middle and high schools to introduce students to educational, career, and leadership opportunities. By engaging our youth early, we are preparing the next generation to become professionals, managers, cultural leaders, and responsible stewards of our tribe’s future.
Brooks Boyd, Chairman
Forest County Potawatomi Community
Potawatomi Casino Hotel, Milwaukee – Milwaukee, WI; Potawatomi Casino Hotel, Carter – Wabeno, WI
potawatomi.com / fcpotawatomi.com
PRIORITIES: The Forest County Potawatomi’s top priorities are creating long-term economic sustainability for our tribe, investing in our people and communities, and protecting tribal sovereignty for future generations. Our gaming enterprises are central to those efforts, generating revenue that supports healthcare, education, housing, workforce development, and essential government services for our tribal members.
Looking ahead, one of our key priorities is bringing tribally operated mobile sports betting to market in Wisconsin. We believe Wisconsin residents should have access to a legal, regulated mobile betting option operated by tribes who are already trusted gaming providers in the state. At the same time, we remain focused on protecting consumers by continuing our efforts to stop illegal and offshore gaming entities that operate outside Wisconsin’s regulatory framework. Ensuring a safe, fair, and responsible gaming environment benefits players, tribal nations, and the state as a whole.
INNOVATION: Innovation is essential to remaining competitive and meeting the evolving expectations of our guests. Across our gaming and hospitality portfolio, we continually evaluate new technologies, customer experiences, and operational improvements that enhance service while maintaining the high standards our guests expect.
A major area of innovation is the future of mobile sports wagering. Consumer behavior continues to shift toward digital experiences, and we believe tribally operated mobile sports betting is a natural next step for Wisconsin’s gaming industry. As we pursue those opportunities, we are equally committed to ensuring gaming remains safe and regulated. That’s why we continue advocating against illegal and offshore operators that undermine responsible gaming protections and take revenue away from tribal communities and Wisconsin. Innovation should strengthen the regulated market, not benefit bad actors operating outside the law.
LEADERSHIP DEVELOPMENT: Leadership development begins with investing in people. We focus on creating opportunities for tribal members and team members to build skills, gain experience, and prepare for future leadership roles across government, business, and community organizations. Developing the next generation of leaders is critical to maintaining strong governance and ensuring sustainable growth.
We also recognize that today’s leaders must be prepared to navigate a rapidly changing gaming environment. That includes evaluating opportunities such as tribally operated mobile sports betting and ensuring that tribal voices remain at the forefront of discussions about the future of gaming in Wisconsin. Equally important is educating future leaders about the risks posed by illegal and offshore gaming operators and the importance of protecting regulated gaming markets. By combining strong leadership development with strategic thinking and responsible innovation, we are positioning the Forest County Potawatomi for continued success in the years ahead.
Jason Ramos, Chairperson
Blue Lake Rancheria
Blue Lake Casino Hotel – Blue Lake, CA
bluelakecasino.com / bluelakerancheria-nsn.gov
PRIORITIES: Blue Lake Rancheria’s top priorities center on using gaming revenues strategically to strengthen our community, build critical infrastructure, and create opportunities for long-term economic development. Gaming has provided an important economic foundation that allows us to invest in projects and programs that support both the tribe and the surrounding community. Our goal is to ensure that these revenues are not simply supporting our needs today, but are being used to build a stronger, more resilient future. This includes investing in infrastructure, expanding and diversifying economic opportunities, and supporting projects that strengthen the tribe’s long-term self-sufficiency and sovereignty.
INNOVATION: Innovation plays an increasingly important role in how we approach those investments. Technology is advancing rapidly, and we recognize that we have to keep pace while also looking ahead to what will strengthen our operations in the future. Across our gaming and hospitality enterprises, we continue to explore emerging technologies that can improve efficiency, enhance the guest experience, and support the infrastructure our facilities depend upon. This extends beyond the gaming floor itself. Investments in technologies such as microgrids and other advanced energy systems have helped us improve the reliability and resilience of the infrastructure supporting our enterprises and community. We view innovation as more than adopting the latest technology. It is about identifying practical solutions that make our operations stronger, more efficient, and better prepared for the future.
LEADERSHIP DEVELOPMENT: That same long-term perspective guides our approach to tribal leadership development. Educating and developing capable tribal leaders is an ongoing process that requires both time and hands-on experience. Strong leadership cannot be developed solely through meetings or formal training. Future leaders need opportunities to understand how projects, programs, partnerships, and enterprises are actually developed and managed.
For that reason, it is important to involve tribal council members in the nuts and bolts of project and program development. Participating directly in planning, decision-making, problem-solving, and implementation gives council members the institutional knowledge and practical experience they need to take on greater leadership responsibilities. It also creates continuity by ensuring that knowledge is shared rather than concentrated with only a few individuals.
Ultimately, gaming, innovation, and leadership development are interconnected. Gaming provides resources that allow us to invest in infrastructure and economic development. Innovation helps us use those resources strategically and prepare for changing conditions. Leadership development ensures that future generations have the knowledge and experience necessary to continue that progress. Together, these efforts help create long-term stability, strengthen tribal sovereignty, and position the tribe to continue building opportunities for generations to come.
Elizabeth Hutchins, Chairperson
Big Sandy Rancheria of Western Mono Indians
Mono Wind Casino – Auberry, CA
monowind.com / bigsandyrancheria.com
PRIORITIES: For Big Sandy Rancheria there are so many top priorities when it comes to our youth’s education, Native American Graves Protection and Repatriation Act (NAGPRA), Indian Child Welfare Act (ICWA), tribal sovereignty – the list is almost endless. Being the second largest employer in our local area, gaming is just one of many revenue generating departments we have that support our tribe in the continuation of tribal self-government.
INNOVATION: Having a G2E gaming convention is crucial to keeping up with the latest and greatest trend in one’s gaming facility. Being able to touch, hear, and feel the newest games on the market really is a game changer.
LEADERSHIP DEVELOPMENT: Big Sandy Rancheria highly supports tribal government training. One vital training we’ve come to recognize as a huge learning experience is the Indian Gaming Association (IGA) Level 1, 2, 3, and Mastery Commissioner’s Training. Anyone who is currently or plans to go into the gaming industry should take these classes to better understand their property and the evolution of gaming as a whole.
Donna Thompson, Chairwoman
Shoshone-Bannock Tribes
Shoshone-Bannock Casino Hotel – Fort Hall, ID; Bannock Peak Casino – Pocatello, ID; Sage Hill Travel Center & Casino – Blackfoot, ID
shobangaming.com / www.sbtribes.com
PRIORITIES: The strength of the Shoshone-Bannock Tribes has always come from our people, from their resilience, commitment, and determination to build a better future. As Chairwoman of the Fort Hall Business Council, I carry that truth every day. We stand at an important moment in our history, one where our decisions can shape long-term prosperity and opportunity for generations. Guided by our values and grounded in our sovereignty, we are building a future that honors who we are while expanding new opportunities for those to come.
Our priorities as the Shoshone-Bannock Tribes focus on strengthening sovereignty, creating long-term economic stability, investing in our people, and ensuring sustainable growth. Central to these efforts is our gaming operations, which serve as one of our strongest economic engines. The revenue generated through gaming supports essential tribal programs and services, and community investments that directly benefit our membership. Gaming also provides meaningful employment, contributing to workforce development and broader economic strength across the reservation and the region.
At the same time, we recognize that gaming must operate within a larger, diversified strategy. We are investing in technology, hospitality, broadband and infrastructure, and new business opportunities that position the tribes for sustained growth. By leveraging the success of gaming while expanding into additional areas, we strengthen our long-term economic position and create new opportunities that extend beyond gaming.
INNOVATION: Innovation is a driving force in this work. To remain competitive, we are modernizing our facilities, integrating new technologies, enhancing operational systems, and using data more effectively to better understand and meet guest expectations. Innovation also means improving efficiency, building collaboration across our operations, and supporting employee development. These efforts ensure our operations remain strong, adaptable, and aligned with tribal priorities in an industry that is rapidly changing.
LEADERSHIP DEVELOPMENT: Leadership development is another essential priority. We are creating pathways for tribal members and employees through mentorship, training, education, professional development, and succession planning. Providing emerging leaders with meaningful opportunities to grow strengthens our organizations and prepares us for future challenges. By developing talent from within – while welcoming expertise when needed – we build a resilient leadership pipeline capable of carrying our values forward and creating new opportunities for future generations.
As we continue shaping the future of our gaming and hospitality, I want to recognize the contributions of Colista Matsaw, Chief Executive Officer of the Shoshone-Bannock Casino Hotel, whose leadership helped inform these priorities. I also extend my appreciation to the employees of the casino hotel. Their dedication and professionalism are essential to the continued success of our gaming and to the economic strength of the Shoshone-Bannock Tribes.