.png)
When you grow up in Las Vegas gaming royalty, expectations come with the territory. But as Blake Sartini Jr., Executive Vice President and COO of Golden Entertainment, makes clear, legacy might open the door—but it doesn’t do the work for you.
On a recent episode of Betting on Success, Blake sat down with host Mark Morton for a candid conversation about family, leadership, technology, and what it really takes to build your own identity inside a multi-generation gaming powerhouse.
Here’s a look at some of the highlights from their discussion on the Betting on Success podcast. View the complete podcast on PodBean, Apple Podcast or Spotify.
Growing Up in Gaming—But Earning Your Place
For Blake, gaming wasn’t just a career path—it was part of everyday life. His grandfather, Frank Fertitta, came to Las Vegas from East Texas and helped pioneer the concept of locals-focused casinos, laying the groundwork for what would become Station Casinos. That entrepreneurial mindset flowed through the family, but Blake was quick to point out that nothing was handed to him.
Like many who work in family businesses, Blake felt the pressure early on to prove himself—not just to others, but to himself. He started where many don’t expect future executives to begin: behind the bar, on the slot route, and learning the business from the ground up. Those experiences shaped how he views leadership today.
“I wanted to make my own name,” Blake shared. “And I felt like the distributed gaming and tavern side was where I could really do that.”
Learning the Business From the Inside Out
After college, Blake was sent to Black Hawk, Colorado, to work in Golden Entertainment’s casinos there—a move that gave him hands-on exposure to every department, from food and beverage to table games. It was a crash course in casino operations and a turning point in confirming that gaming was, in fact, where he wanted to build his career.
But it was the distributed gaming and tavern business where Blake truly found his lane. In 2012, Golden Entertainment made a major move, acquiring a route business that instantly positioned the company as the largest operator in Southern Nevada. That moment came with pressure, complexity, and what Blake described as “trial by fire.”
It also came with opportunity.
Technology as a Competitive Advantage
One of the most insightful parts of the conversation focused on how technology helped Golden Entertainment scale its route and tavern business. Blake explained that distributed gaming is fundamentally different from traditional casino operations—and that required a custom approach.
Golden developed its own rewards system designed specifically for taverns and route locations, allowing for seamless comps, POS integration, and customer tracking tailored to video poker environments. At the time, that technology became a clear competitive advantage.
Looking ahead, Blake sees even more opportunity—especially with AI entering areas like slot reporting and marketing offer optimization.
“If we can leverage those tools correctly,” he said, “that’s what’s going to make companies like ours successful.”
Service Isn’t a Department—It’s the Business
Despite all the talk of technology, Blake kept coming back to one foundational truth: service matters more than anything.
In the tavern business, anyone can install slot machines or comp a drink. What separates the good operators from the great ones is how customers are treated. Golden Entertainment emphasizes this by reminding team members that they aren’t just bartenders—they’re hosts.
“That bar is only as good as the people behind it,” Blake explained.
That philosophy has scaled across the company, including at The STRAT, where Blake helped lead a major service and brand culture initiative. The goal? Make service the company’s true competitive advantage.
Leadership Without Ego
Throughout the conversation, one theme kept resurfacing: humility. Blake credits his father and uncles for instilling a leadership style rooted in respect, accountability, and self-awareness.
For Blake, being a leader isn’t about titles or ego—it’s about earning trust, motivating people, and treating everyone the same, whether you’re in the boardroom or on the casino floor.
“You’re not above anybody else,” he said. “People remember how you treat them.”
Advice for the Next Generation
When asked what advice he’d give to young professionals aspiring to leadership roles, Blake didn’t hesitate:
• Ask questions—you don’t need to know everything.
• Speak up—you’re in the room for a reason.
• Lead people—not processes.
It’s advice shaped by experience, not theory.
Looking Ahead
As COO, Blake now helps guide Golden Entertainment’s diverse portfolio—from taverns and locals casinos to Laughlin and the iconic STRAT tower. While the company remains proudly Nevada-centric, Blake made it clear that Golden is keeping its eyes open for opportunities nationwide, staying patient and strategic.
At the core of it all is a simple focus: people, service, and sustainable growth.
Final Takeaway
Blake Sartini Jr.’s story is a reminder that leadership isn’t inherited—it’s built. Through hands-on experience, thoughtful innovation, and a deep respect for people, he’s carved out his own identity while honoring the legacy that came before him. And if there’s one thing that defines his approach to success, it’s this: treat people right, and everything else follows.
View the complete podcast on PodBean, Apple Podcast or Spotify.
