Hollywood Park Casino

James Griffo's profound impact on the company is evident through his expertise in hospitality management. His skilled leadership, team-building, and strategic insights consistently elevate operational efficiency precisely navigating challenges with precision toensure sustained profitability.

In an interview with Hospitality Business Review, Jameshighlights innovative approaches, emphasizing technology integration and industry trends. He also articulates a vision that aligns with the company’s continued growth.

What was your journey like before becoming the Director of Food and Beverage at Hollywood Park Casino?

I’ve been in the card casino business for nearly 35 years. Initially, in 1987, I started as the assistant director with a plan for a year’s training before stepping into the director role. However, things took a different turn, and I became the director of food and beverage at Commerce Casino from day one, holding the position for over 20 years.

Subsequently, I spent 13 years at the Bicycle Casino before joining Hollywood Park about a year and a half ago. My experience primarily lies in food and beverage management in card casinos, specializing in poker and table games.

What current market challenges are you facing, and how are you implementing innovative solutions to meet the evolving business requirements?

The industry’s main challenge stems from California’s minimum wage rate,which increased to $16 per hour in January from my initial $3.25. Supporting this wage growth, however, stresses our 24/7 operations. The ease of hiring at $3.25 has diminished, and balancing guest satisfaction without increasing collections is now vital.

Serving a diverse LA clientele in the casino, we offer various cuisines. The challenge lies in blending different ethnic foods with minimum wage increases and maintaining competitive pricing reasonable. Staffing is a major concern, focusing on motivation and pay.  Technology, like tablet ordering and food cards on the casino floor, streamlines operations and controls costs.

Despite exploring robot delivery, union concerns hinder implementation. The future may involve AI or robots. Current challenges revolve around California’s rising labor costs, exemplified by McDonald’s $20 minimum wage. Distinct from traditional hospitality, our focus is on managing rising costs, especially employee payroll.

Are there any recent projects that attained valuable results for your company?

Working at a casino during the 2020 pandemic was challenging.Moving gambling outdoors, we faced restrictions on food and beverages at the tables. Despite this, the place was packed, making us rethink our focus on food. Returning indoors, we simplified the menu and reduced staff, surprisingly making the gaming department more profitable. Quick and reliable options like Starbucks proved successful.

Utilizing technology like tablet ordering and self-serve outlets simplifies operations, cutting labor costs. Players easily place orders even in high-traffic areas on the casino floor, ensuring efficient food delivery. These changes were successful in the previous casino, and I believe they can address challenges, especially with minimum wage prioritizing card playing over food and enhancing business efficiency.

What upcoming market trends and developments do you foresee in the next 12 to 18 months?

I foresee a shift in consumer behavior, where people are likely to resume dining out more frequently. Social media trends highly influence the market, and companies effectively leveraging it for promotion will likely have an edge. Consumers are drawn to the allure of being part of the latest trends.

For instance, with growing takeout opportunities, Costco emphasizes food options, particularly for meal preparation. A distinct preference, including my millennial son, is evident for platforms like DoorDash exploring popular dining spots based on social media recommendations. The influence of social media is expected to significantlyshape consumer choices.

What advice would you offer to your peers and professionals seeking to advance their careers in Hospitality Management?

I attribute my success to building strong teams by prioritizing respect, valuing input, and seeking advice. Creating a sense of buy-in with employees is essential, especially in the challengingphase of demanding schedules and workloads in hospitality management.

For instance, where managers and supervisors earn less than lower-level positions, I emphasize growth potential and express appreciation for contributions. Giving hope and making employees feel integral fosters loyalty and a broader view oftheir roles beyond financial aspects.

In my experience, tapping into the workforce, making them feel important, and involving them in decision-making are keys to retaining talent amidst alluring financial opportunities.Maintaining management supervisory levels while keeping employees motivatedleads tocontinued success.