Food & Drink International - Winter 2017, Volume 2 - 105
Gateway Casinos & Entertainment Limited
"Since 2013, we have invested more
than $365 million in our growth strategy, and it all stems from our leadership
team," Talbot says. "Our C-suites have
an amazing vision as to where they'd
like to take the organization. I think
part of that is crafting more dynamic
and exciting venues including gaming,
food and beverages, and the amenities
of our hotels."
Talbot adds that Gateway is growing
because the company is successful.
"You can't grow if you're not successful with your current offerings and what
you're bringing to the marketplace," he
explains, noting that it is important the
company always keeps it guests at the
core of all initiatives.
"For us, it's about having innovative,
fresh and contemporary offerings," Talbot says. "After that it's about service,
engagement and entertainment. When
someone comes to a Gateway property, we want to ensure that throughout
their entire guest journey they are being stimulated, engaged and impressed.
From there they become loyal brand
ambassadors and repeat guests."
Gateway's more than 5,900 employees also play a huge role in its success.
"Although the inspiration that drives everything forward comes from the leadership team, the frontline staff is really
shaping it all," Talbot says.
The company's employees "have
their fingerprints on everything," according to Talbot. "Our employees feel
comfortable approaching and engaging
our executives when they're walking
one of the game floors, for example,"
he says. "We have frontline staff members who sit at our executive meetings
to share their insight."
He adds that many organizations
allow employees to call information
lines or send emails to provide feedback and/or suggestions; engagement
for Gateway is not a buzzword. "Our
Gateway believes its Atlas Steak + Fish concept now rivals <<
other high-end steakhouses in North America with its
quality menu, as well as piano players, an evening cocktail
culture and a late-night lounge.
executives are receptive to our employees," Talbot says. He adds that he has
worked in various organizations around
the world, and had not experienced
this "unique environment" until joining
"Our responsiveness makes us
unique," Talbot says. "Being successful does not happen by only having
insights or an understanding of the
marketplace, but by listening to your
employees as well. We don't get caught
up in bureaucracy. Our responsiveness
is almost instantaneously."
Talbot adds that the company's engagement with its employees also helps
with retention. "We have more than 90
promotions year-to-date, and this year
seven employees will reach 25-yearsof-service milestones," he says proudly. "Our culture is unique because our
employees know they're contributing to
the growth of our company."
Gateway also engages its employees by providing extensive training for
all new employees from those with no
experience to incoming professionals.
"We have training and development
progression planning for all levels,"
Talbot says. "All of our food and beverage employees receive significant training, including sessions in brand training
"There are also opportunities to
move from site to site, from province to
province, and between all departments
within the organization," he continues.
"It's our genuine goal to become recognized as one of the top employer and
talent brands in Canada."
food & drink international * winter 2017 volume 2 * www.fooddrink-magazine.com