Peter L. Lusich Resume

Who We Are

Peter L. Lusich

Started at Harrah's in Lake Tahoe in the early 1970's, and left the Lake in the late 1980's.

Opened riverboats and Indian casinos for C.M.S. International in the late 1980's and the early 1990's.

Been the operating partner and owner of Full House, Inc. located in Northeastern Nevada.

Opening a casino sports bar in Jackpot, Nevada.

Crap Dealer, Supervisor, and Pit Administrator at Harrah's Lake Tahoe
Director of Games at Harvey's Lake Tahoe, Nevada
Casino Manager of The Silver Club, Reno, Nevada
General Manager, King's Casino, Saint Johns, Antigua, West Indies (Caribbean)
New Projects Coordinator for CMS International. [Responsible for the total development of new casino projects, i.e.: Coos Bay, Oregon; Sioux City, Iowa; Council Bluffs, Iowa.]
Minority Owner and Onsite Managing Partner of Full House, Inc. in Elko, Spring Creek and West Wendover, Nevada. The combined annual revenues of Full House, Inc. was $31,000,000

Key Employee License holder from the Nevada Gaming Control Board from December 1993 to current.
Owners License holder from the Nevada Gaming Control Board from September 1994 to current.
General Contractor's License #14973, Class B, State of Nevada, Licensed since 1978.
General Contractor's License # 421925, Class B, State of California, Licensed since 1981.

Day-to-day operations for the new company
Preparing the first year's budget for the bank and/or the Gaming Control Board
Setting the first year's targeted margins throughout the company
Managing the weekly company's labor reports
Co-developing, in conjunction with the surveillance manager, the entire surveillance system
Hiring and developing the new facilities manager
Setting the long-range fiscal planning of the company
Hiring or replacing all upper-level managers
Developing the loan package with the lending institutions
Preparing the annual budget to the bank
Setting the targeted margins for all departments in the company and developing cash flow reports
Setting the annual labor budget for both hours and dollar amount and the weekly labor reports to make sure they complied with the annuals
Setting and reviewed the annual and monthly surveillance budget reports
Writing internal controls policies and job descriptions
Establishing long-range fiscal models
Setting up an OSHA and Safety program
Developing 401-K packages, a health package, and an SIIS package
Purchasing all MIS products

Developing congruent organization mission, goals, and objectives
Developing measurable implementation action plans for all departments
Conducting staff surveys to identify prioritized list of organizational improvements
Conducting training needs analysis
Implementing gaming skills training – table games, surveillance, security, slots
Implementing customer treatment training
Onsite interim managing of casino

What We Offer	What We've Done	Who We Are
Start ups Growth/Expansion Mature Market/Casino	Feather Falls Casino: How A Successful Casino Becomes More Successful Part 1: Birth, Success, and Growing Pains Part 2: Actions To Turn Growing Pains Into Great Gains Part 3: Great Gains Results Part 4: Sustaining the Gains	Vision/Mission Pete Lusich Bill Werst
Self Help Survey