CIO50 Australia 2024: Laurent Fresnel, Star Entertainment Group
Name: Laurent FresnelTitle: Group Chief Technology & Innovation Officer
Company: Star Entertainment Group
Commenced role: 2019
Reporting line: Acting Group Chief Executive Office and Managing Director
Member of the executive team: Yes
Technology Function: 500+, 6 GM as direct reports
The Star Entertainment Group’s group chief technology and innovation officer Laurent Fresnel has been instrumental in transforming the operations of the Australian gambling and entertainment company.
Since joining The Star in 2014, he has introduced Casino 2.0, a program designed to provide a safe and simple gaming experience.
This innovative program addresses the mandatory carded play and $1,000 daily cash limit stipulated by the Casino Control Act NSW, while also incorporating measures to reduce gambling harm.
The multi-year, multimillion dollar transformation involved three key components.
According to Fresnel, the first component of the Casino 2.0 program was a significant undertaking that required a complete overhaul of the customer sign-up process.
“The goal was to meet regulatory expectations while also enhancing the customer experience in the digital age,” he says. “The Star had to transition from a manual physical sign-up process to a new digital kiosk experience which included facial recognition and digital capture of identification documents such as passports or driver’s licenses.”
According to Fresnel, once the process is complete, customers are immediately issued a new card for use.
The enforcement of mandatory carded at slot machines required developing a hardware and software solution.
Fresnel let all stakeholders know that the problem needed to be solved not just for The Star but for the entire gaming industry in Australia.
Key driver of the technology growth
This transformation took two years to devise and implement. At the time he also opened the Innovation Lab for testing new solutions with vendor partners and championed the importance of innovative thinking to business stakeholders.
His leadership in this area has been a key driver in the growth of technology and business transformation.
The second component of the Casino 2.0 program involved the development and implementation of The Star App Funds Transfer (SAFT), an in-app digital funding capability within The Star App.
Fresnel innovated SAFT, enabling Star Club members to digitally transfer funds in and out of their Star Account, formerly known as the Cashless Wagering Account (CWA).
“This feature allows members to digitally deposit via a debit card, digitally withdraw via a bank account, digitally fund EGM/ETG, set a personalised budget, and set transaction limits,” he says. “Currently, over 50,000 customers use the app across three properties, and it holds a 4-star rating.”
The third component of the Casino 2.0 program was the introduction of Time Play Management (TPM) to prevent gambling risk and create safer gaming behaviour patterns.
TPM is a system that alerts staff to carded guests who have not taken sufficient breaks in their gambling or who have remained present in the casino for an extended period without a break.
“Alerts are received and tracked via TrackVia, a Safer Gambling case management system,” says Fresnel. “This system is interwoven into the business framework and is utilised by the gaming and financial crime teams to directly interact with customers who need a break.”
Transforming operations
Despite the initial challenges and risks associated with implementing a complex program like Casino 2.0, Fresnel believed in its potential and mobilised resources smartly to ensure its successful implementation.
He played a pivotal role in aligning IT initiatives with the company’s strategic goals, demonstrating how technology investments drive business value and growth.
One of his significant achievements was driving the multi-million dollar investment for a new data lake.
Fresnel presented a compelling business case to the board, highlighting how the data lake would revolutionize the company’s data management and analytics capabilities.
To bring the CEO on board, Fresnel organised a series of workshops and presentations, showcasing successful case studies from other companies and illustrating the long-term benefits of this investment.
In addition to strategic alignment, he regularly updates the board on emerging technologies and their potential impact on the business.
“This proactive approach helps board members make informed decisions and stay ahead of technological trends,” he says.
Fresnel also plays a crucial role in risk management by highlighting cybersecurity and data privacy risks.
Adopting an inclusive mindset
He successfully built the technology team from over 200 employees to over 500 by adopting an inclusive, diverse, and collaborative mindset.
Fresnel actively promotes diversity in hiring practices, ensuring a wide range of perspectives and backgrounds are represented within the team. Laurent fosters an inclusive culture where every team member feels valued and heard, regardless of their role or seniority.
“This approach has not only expanded the team significantly but also created a dynamic, high-performing work environment,” he says.
Breaking down team silos
To encourage collaboration across different teams and departments, Fresnel implemented regular team-building activities and cross-functional projects.
“These initiatives break down silos and promote a sense of unity and shared purpose,” he says.
Fresnel also prioritises the professional growth of his team members by offering continuous learning opportunities, mentorship programs, and clear career progression paths. This focus on professional development helps retain top talent and attracts new, skilled professionals to join the team.
Fresnel maintains open lines of communication to ensure team members are aware of the company’s strategic direction and how their work contributes to it.
