Page 68 - City of San Jose - DD of Gaming - AMB 05 23 19

Lenny Yaskoweak Two way communications - looking at what strategies we have in place. Are we accomplishing the goals we have set for-
ward to reach. Look at the way we do things and look for better ways to accomplish that goal and create a cohesive team
that is going to work collectively to get that goal accomplished. Mentoring, but certainly be open for feedback.
Wednesday, May 15, 2019
2:05 PM Please describe a complex situation in which you have received pushback from a party that you were attempting to regu-
late or audit and how you handled it.

CSJPD

Deputy Director of Gaming It basically happened in Maine. We had gotten pushback and through ongoing meetings and explaining to them what
their responsibilities were they dropped their arrogance and they understood as regulators they would need to follow
Screening Interview Questions regulatory levels.

In terms of communication, what is your approach to working with various stakeholders, such as management, staff, and
the people you are regulating.
General Questions

Why are you interested in the Deputy Director of Gaming opportunity with the City of San Jose? Tell me a bit about what you
know about the City. Why are you looking? I want to make sure that they are able to move through, that they understand what the goal is, the communication has
to be two-ways. You can't solve the issues if you are not ready, willing.

I'm interested in the job because it sounds like it's an interesting job. Something that I have the skillset for. I have over 40 years
in the Gaming industry at all levels all the way up to management of casino properties. I have a marketing background. From Closing
the regulatory side - I have had a petty close knit relationship with the investigators or the compliance people at the state and
tribal level. I have been working for the Maine gambling control unit. I have been working for the casinos and gambling control
unit. We relied on that to some extent to be the guide for the revenue shares. AS far as the City, I'm not very well-versed on the 10. Is there anything else you would like to add?
City.

Please describe your most recent position and day-to-day responsibilities.

11. If out of the area – Are you willing to relocate to the San Jose Area?
Currently I'm working as a consultant for a game developer. We are looking at some opportunities in some of these jurisdic-
tions to run new bingo games, and create some opportunities for the smaller Bingo facilities. I have worked with the owner of
this company when I was a regional sales director for gaming and we were a kino and bingo distributor. We wrote games to
create excitement, maximize revenue, we also gave the operator the opportunity to minimize their risk and ensure the jackpots
for the fee. That's what I have been doing recently. I have worked for the State of Maine Gaming Control Board - ensured the
distribution of taxes to different entities throughout the State, which were outlined by the statutes at the state.
Overall

Every day is a different day, it's a new day, it's not boring or routine. Every transaction, it comes by every day and you have
the opportunity to go through the full spectrum. You are not locked into reputation. You have the ability to think, and create Limited experience with auditing, not enough regulatory side experience. Jumps around positions too much. In tale end
opportunities and solve issues. of career.

How many employees do you supervise? Who do you report to? What are the areas that you regulate?

Currently - no one underneath me. I've had a workforce of 2,000 people under me. I have had 40 direct reports come to me. A
group of people over regional properties. I was a member of the compliance committee, the credit committee, the operations
and the executive committee. It has been constant supervision of people for over the last 20 years. I have done that domesti-
cally and internationally. Opened a property in New Zealand.

Please describe the ways in which you determine whether your organization is operating efficiently and effectively. How do you
implement changes to departmental policy if needed?

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