Inside Asian Gaming

IAG OCT 2022年10月 亞博匯 30 COVER STORY was built by some former senior executives of the Adelaide casino so when they were building their operations in Asia a lot of the people they brought out – pit managers, casino managers and cage managers – were also from the Adelaide casino or had passed through the Adelaide casino. I just built a very strong connection with Adelaide as a result and the first time I was able to visit, which wasn’t until about 2000 or 2001 with my wife Tess and our two very young kids at the time, we fell in love with the place. We had temporary residency so when the opportunity came for Tess and the kids to get permanent residency, Adelaide was just the obvious place for us to move. We’ve had Adelaide as our home base for 20 years now and the kids call it home. My son has served in the Army Reserves down there since completing university and my daughter has competed for South Australia in Irish dancing competitions on the world stage. So we’re very proud Irish-Filipinos with a very strong Australian connection. We’re very much part of the culture here. BB: Let’s go back to your Macau experiences where you enjoyed a close-up view of the city’s explosive expansion following liberalization in 2002. What are your clearest memories of that time? CC: It was just the sheer explosiveness of the growth there which took everyone by surprise. Post the reopening of Hong Kong and Macau after SARS, ironically, in 2003 and the Individual Visitor Scheme that was introduced at the time to reinvigorate the economy, the growth from 2003 to about 2014 was just phenomenal. And BB：讓我們回顧你在澳門的經歷，你曾 近距離觀察了這座城市在2002年賭權開 放後的爆炸式擴張。你對那段時間最難 忘的記憶是甚麼？ CC： 澳門的爆炸性增長令所有人都感到 驚訝。在2003年非典型肺炎之後，香港 及澳門重新開放，當時為重振經濟推出 了自由行計劃，因此，從2003年到2014 年增速驚人，包括市場產品質量、投 資、管理水平及服務標準都日新月異。 如果你還記得當初賭場、酒店和餐館的 服務標準，再將其與五六年後引入的國 際標準狀況進行比較……監管制度的變 化、國際營運商的到來都帶來了必須遵 守的國際營運標準。博企營運商與政府 非常努力地將這些標準引入澳門，令其 達到國際水準，這樣每個人都可以在一 個公平的環境中競爭。 只是身在其中時，並不會真正意識 到周圍所發生之事。但現在我已經離開澳 門一個月了，回首往事，才意識到過去二 十年做過了多少事情，自己也會吃一驚。 BB：在澳門的二十年間，你曾先後服務 過銀河、金沙和永利這三家業內最大、 最為知名的公司。你會否將這些經驗引 入皇冠的未來的工作之中？ CC： 如果看一下金沙及威尼斯人，看 看它們的規模之大，成立一個跨綜合度 假村的綜合團隊是非常必要的。這經歷 讓我學到很多東西，而這種經驗伴隨我 來到皇冠，管理像皇冠這樣規模的團隊 及每家獨立的酒店。（皇冠）墨爾本顯 然是大型企業，珀斯則是重要的度假勝 地，而悉尼皇冠則專注於高質、奢華及 卓越的體驗，更接近永利的風格。 永利教會了我要事無巨細地關注客 戶體驗，永遠追求卓越。凡事必須超出 預期。我將會把這種態度及文化也帶來 皇冠，並傳遞給團隊的其他成員。 我們同時聘請了一些優秀的高管， 一些來自澳門，一些來自美國，一些來 自澳洲本土，從而加強我們已經非常強 大的團隊，這使我們未來幾年的轉型工 作中可以更加游刃有餘。