Owner/President

• Responsible for 150 year-round employees and $50M annually in on-track wagering between two properties. F&B sales exceeded $1.5M annually. • First year (2016) accomplishments included: -8.5% reduction in payroll expenses, -39.3% reduction in marketing expenses, 156.8% increase in F&B net income, 6.45% increase in wagering handle. • By increasing revenues and decreasing expenses, net profit improved 116% in 2016 vs 2015. • Net profit in 2016 increased by 149.6% compared to 2014.• Capital Improvements and reinvestment into the properties exceeded $3M over a 5-year period. • Live racing dates in Omaha tripled in just 3 years. OER absorbed 100% the increased purse costs and expenses.• Added major events such as Omaha Beer Fest, Classic Car Shows and Concerts to our venues. Utilized entire properties for additional revenue potential beyond live racing, simulcasting and F&B.• Marketing - increased social media presence, created new websites for each property, monitored web traffic and marketing analytics, created a corporate sponsorship program, responsible for every aspect of advertising and public relations, booked/contracted all venue entertainment, created new logo and branding to promote both properties.• Technical - added new surveillance systems, installed mobile wagering platforms and modern tote equipment, implemented self-service program/form kiosks, expanded POS capabilities and sales opportunities.• Integral part of “Keep the Money in Nebraska”, the Casino initiative which was overwhelmingly approved by voters in November 2020.

• Responsible for 100 year-round employees and $41M annually in on-track wagering. • Food and Beverage sales averaged 800k annually. Created new menus and reduced COG across the board. Oversight of high end restaurant in addition to two concessions stands and three full-service bars.• Created a strategic business plan which resulted the following accomplishments: 25% increase in total on-track wagering, 32% increase in Live on-track wagering, 66% increase in guest handle, 10% increase in F&B sales, 24% increase in paid admissions, 18% increase in purses.• Oversaw all remodeling projects and extensive renovations to the property.• Created a specific marketing plan for SOKC. Developed a brand, improved social media presence and revamped the entire website.• Installed and monitored a complete surveillance system to protect the company’s assets and guests.• Improved local community relations and public perception of the business.

• Transitioned one of the North America’s premier racetracks (The Meadowlands) from a state-run facility to a new private company.• On-track wagering handle exceeded $20M per month. • Negotiated new contracts for every facet of the operation including but not limited to: 14 different Union collective bargaining agreements, Food Vendor, Cleaning Services, Leases and Shared Services agreements with the NJSEA, Joint Venture agreements, Totalizer contracts and Met Life Stadium agreements.• Accomplishments include: $9M improvement in EBITDA from the 2011 state managed operation; $1.3M greater than NMR projected EBITDA; increased live attendance 6.6%; live on-track handle increased by 8%; total Meadowlands handle increased by 2.5%.• Immediate goals were to improve customer service and bring a positive culture back to the Meadowlands. These goals were achieved and verified through mystery shopping and customer surveys. 100% of first-time visitors polled for live racing responded they would return again with 86% of simulcast patrons polled said the Meadowlands had improved customer relations.• Actively involved in the budget process, the design and the development of the New Meadowlands Racetrack. A $100M facility which opened in November of 2013.• In addition to the Meadowlands, my responsibilities included “Winners Bayonne OTB” in Bayonne, NJ. This was an $18M facility which was completed on schedule and under budget.

• Complete management of a multi-faceted food service, catering and amusement park operation at the Como Park Zoo & Marjorie McNeely Conservatory in St.Paul, MN. • Operations include an upscale café/restaurant called Zobota Cafe. This outlet is open on a year-round basis and has indoor/outdoor seating for approximately 200 guests.• Several seasonal concession outlets, multiple food carts, retail kiosks and vending operations. • Extensive catering operations. Events include lavish wedding receptions, corporate events and company picnics.• In addition to the food service and catering operation, my responsibilities include managing Como Town. Como Town is a 4-acre family amusement park adjacent to Como Park Zoo. The park has 18 rides and attractions, a general store, water attractions, an outdoor theater, an arcade and a variety of other entertainment outlets.

▪ General Manager of all operations related to horse racing. Capacity at this facility was 10,000 guests.▪ Accomplishments include; 24% increase in guest attendance, 17% increase in live racing wagering handle. ▪ Instituted new menus, food options, promotions and improved customer service. These changes resulted in Food & Beverage increases of 10%. The Clubhouse Restaurant seated 600 and included 2 full-service bars that operated year-round. Seasonally, 3 food concession areas and 4 additional bars were added to the operation.▪ Created a specific marketing plan for horse racing at State Fair Park. Created logos, branding, social media, and an updated website. Added a new Sports bar/Simulcast Theater, new playground area, new racing programs, and new TV signal for live racing. Recruited, booked and promoted live entertainment and special event talent.▪ Oversight and direction of all departments related to horse racing operations including but not limited to; Food & Beverage, Security, Marketing, Corporate Sponsorship, Public Relations, Maintenance, Grounds Crew, Housekeeping, Admissions, Mutuels and the Racing Department.

▪ Department staff averaged 120 employees during the high season and 60 during non-live racing months. ▪ Restructured staffing levels and improved payroll efficiency while also improving guest service ratings.▪ Departmental payroll finished 16% under budget in 2002, 9% under in 2003, 8% under in 2004, 3% under in 2005, and 2% under budget in 2006. ▪ Over the same 5-year period (2002-2006) a total of only 34 hours overtime was paid out. ▪ Created and instituted comprehensive departmental expectations which resulted in improved guest satisfaction.▪ Added surveillance cameras in cashier areas which resulted in an immediate reduction of cash shortages and guest service issues.▪ Received “Outstanding Leadership Award” for the 4th quarter of 2004. ▪ Managed the Information Center/Players Club its staff members.

▪ Direct supervision of 130-150 employees. Managed all Pari-Mutuel related wagering activities with sales exceeding $13 million dollars per month. ▪ Responsible for the management and administration of the Mutuel Department and Money Room. Reconciliation and accountability of entire wagering operation. ▪ Daily operations of the largest Thoroughbred wagering outlet in the state of Florida with sales averaging $7 million dollars per month.

Assisted Cage Manager in daily operations of the department. Duties included; payroll, scheduling/staffing levels, interviewing, hiring, training and motivating/disciplining Cage personnel. Accountable for a bankroll of $7.8M. Awarded “Leader of the Quarter” for the 4th quarter of 1996.