As the gaming industry continues to evolve, few organizations can match the resilience and success of Seneca Gaming Corporation (SGC). From its inception to its current stature with three world-class properties and over 3,000 employees, SGC exemplifies a business driven by strategic vision, community commitment, and adaptability. At the helm is Kevin Nephew, the first Seneca Nation member to serve as President and CEO, whose leadership continues to steer the corporation toward even greater heights.
A legacy of growth
Reflecting on the corporation's journey, Kevin Nephew remarked, “It really is amazing, first of all, to be the first Seneca Nation member to serve as CEO and President of Seneca Gaming Corporation. It’s a true honor. Being able to come home… realizing everything we accomplish is beneficial for our Seneca Nation members is just a terrific feeling.”
Founded in 2002 under the Nation-State Gaming Compact between the Seneca Nation of Indians and New York State, SGC opened Seneca Niagara Casino on December 31, 2002. This bold venture was soon followed by Seneca Allegany Resort & Casino in 2004 and Seneca Buffalo Creek Casino in 2007, anchoring the Seneca Nation as a major player not only in Western New York’s gaming industry but in the region’s economy as well.
Kevin recalled the early days vividly: “If you go back 22 years ago, it’s amazing to think what the Seneca Nation and SGC accomplished. Seneca Niagara Casino was opened in the span of 100 days — essentially between Labor Day and New Year’s Eve — at a cost of $100 million. We completely transformed an old, under-maintained convention center into a world-class casino. That set the tone for everything we’ve accomplished because it proved that we could get things done, even when they seemed impossible.”
Strategic vision: building for the future
Navigating a fiercely competitive market, SGC’s leadership recognized the importance of continuous evolution. “We really worked with our team and our board to develop an overall strategic plan,” Kevin explained. “It focuses on three components to drive one result: patrons, team members, and infrastructure. If we are successful in those areas, we can drive our organization’s longevity, profitability, and overall success.”
A key example of this approach was the recent launch of an integrated Human Capital Management system — a first for SGC in its 22-year history. “It impacts all 3,000 of our team members and makes their work experience better,” Kevin shared. “Now, we have a truly integrated system that touches everything our team members, managers, and HR team need. Just as important, it’s incredibly convenient. You can do everything on your phone — from processing payroll and HR transactions to time off requests and scheduling.”
On the patron side, SGC rolled out the BEST program, focused on delivering world-class service. “What does BEST really mean? It’s about being present, engaged, smiling, and saying thank you,” Kevin said. “Making that connection with our guests is so important. I’m really proud of the work our team members do, from our gaming floors and sports lounges to our hotels, restaurants, and spas. They make every guest truly feel welcome.”
Investments in infrastructure have also been a priority, including a full remodel of over 400 rooms at Seneca Allegany Resort & Casino and ongoing renovations at Seneca Niagara Resort & Casino and Seneca Buffalo Creek Casino. “When you can provide great service and an exceptional experience, we hope that drives our continued success,” Kevin emphasized.
Adapting to market challenges
The location of SGC’s properties offers unique opportunities and challenges, from weather disruptions to fluctuations in the Canadian market. “We constantly monitor the exchange rates with the Canadian market. It can have a huge impact on our cross-border traffic,” Kevin noted. “And yes, we can get significant Buffalo snowstorms from time to time. But we position ourselves to be flexible and agile. Even though we’re a large organization with 3,000 people, we’re pretty agile.”
Kevin’s approach leans into tried-and-true business fundamentals. “Sometimes you fall back to the fundamentals,” he said, referencing principles like the Harvard Business School Balanced Scorecard. “It really focuses on how you structure your business for long-term growth and stability. As much as we go through changes, the basics are still relevant. How do we capture that market? How do we ensure profitability? And how do we maintain that as we move forward?”
A story of community and innovation
More than just a gaming enterprise, SGC embodies the spirit and resilience of the Seneca Nation of Indians, whose governance and economic innovation have shaped Western New York for generations. Kevin’s leadership blends community values with modern business practices, ensuring SGC continues to provide opportunities and benefits to the Seneca people.
“You have to stay focused on those core values and principles,” Kevin concluded. “Clearly, that is working for us.”
To hear Kevin Nephew’s full insights and perspectives, watch the entire interview on Tribal Gaming & Hospitality Magazine.
