Public Gaming International July/August Magazine

www.PublicGaming.com JULY/AUGUST 2025 Accounting for Future Growth Mary Harville, Chief Executive Officer and President, Kentucky Lottery Corporation Rooted in Mission, Driven by Innovation: Inside the Transformation of the California Lottery Harjinder K. Shergill-Chima, Director, California Lottery The Mission Is Education: Inside the Strategy, Leadership, and Vision of the country’s top-selling Lottery John Davis, Secretary, Florida Lottery The Modern CFO: From Analyst to Strategic Ally Maggie Garrison, Vice President and Chief Financial Officer, Kentucky Lottery Corporation IGT Lottery transitions to BRIGHTSTAR Renato Ascoli, Chief Executive Officer Global Lottery, Brightstar

It’s not a coincidence that we’ve consistently been at the forefront of the lottery business for 40+ years. Because from our earliest days as technology pioneers, we’ve been immersed in our customers’ business — constantly striving to understand and anticipate their needs. As we helped usher lottery into the modern age and players’ expectations began to change dramatically and quickly, we knew that our business needed to change as well. So as we reorganized to focus like a laser on lottery, it was clear that we needed to signal to the world that we had entered a new era. And so IGT became Brightstar Lottery. A name that reflects the clarity of purpose and optimism our deep and experienced team has about the future of lottery and the role we and our customers will play in it. If you’d like to learn more about the future of lottery, visit BrightstarLottery.com.

4 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Publisher & Chief Executive Officer Paul Jason pjason@publicgaming.com President Susan Jason sjason@publicgaming.com Brand and Design Dan Eggers Design Honored Founders Doris & Duane Burke Subscriptions United States: $145 USD Canada & Mexico: $160 USD All other countries: $225 USD For email address changes, subscription requests and requests to be placed on our e-Newsletter distribution list, e-mail Susan Jason at sjason@publicgaming.com Contact Information PGRI, Inc. 1769 Flagstone Terrace, The Villages, FL 32162 PublicGaming.com T: +425.449.3000 F: +206.374.2600 Public Gaming International Magazine Published six times a year and distributed to readers all around the world. Electronic version is e-mailed and is also available on our news website: PublicGaming.com July/August 2025 Volume 54, Issue 4 ©2025 all rights reserved. Public Gaming Research Institute cISSN: 1042-1912 10 ACCOUNTING FOR FUTURE GROWTH THE MODERN CFO: FROM ANALYST TO STRATEGIC ALLY Mary Harville Chief Executive Officer and President, Kentucky Lottery Corporation (KLC) and Maggie Garrison, Vice President and Chief Financial Officer, Kentucky Lottery Corporation (KLC) 14 ROOTED IN MISSION, DRIVEN BY INNOVATION: INSIDE THE TRANSFORMATION OF THE CALIFORNIA LOTTERY Harjinder K. Shergill-Chima Director, California Lottery 18 THE MISSION IS EDUCATION: INSIDE THE STRATEGY, LEADERSHIP, AND VISION OF THE COUNTRY’S TOP-SELLING LOTTERY John Davis, Secretary, Florida Lottery 26 FORWARD-THINKING GLOBAL LEADERSHIP: IGT LOTTERY TRANSITIONS TO BRIGHTSTAR Renato Ascoli, Chief Executive Officer Global Lottery, Brightstar CONTENTS JULY/AUGUST 2025 FEATURED INTERVIEWS 10 10 14 26 18

ILLUMINATING YOUR PATH TO GREATNESS gaminglabs.com James Maida “With quality, integrity, and strong relationships, there’s no limit to what’s possible.” LETTER FROM THE CEO To Our Valued Clients and Partners, The gaming landscape is becoming increasingly complex, and that can pose a threat to your business today and to your plans for tomorrow. Increasingly complicated compliance requirements and growing cybersecurity threats can pose daunting challenges for suppliers, regulators, and operators. However, there’s no reason to panic – at GLI, we have been planning for this moment, and we are fully prepared to help you succeed, anywhere and everywhere you want to go in the world. For example, at our Regulators Roundtable this April, we welcomed over 450 attendees from around the world – comprised of regulators and suppliers – who came together to discuss critical and rapidly evolving topics. The presentations and discussions added essential clarity to the path forward, and we were honored to make it happen. Beyond discussions, we have implemented tangible tools that are essential in today’s landscape. The fact is, last year, $184.4 million in regulatory penalties were assessed globally, and that’s why our clients rely on our end-to-end integrated compliance, testing, and security solution. It’s the only solution of its kind and is designed to keep you in compliance and away from fines throughout your product lifecycle. Additionally, we have global teams of cybersecurity experts and world-class solutions to ensure you are protected 24 hours a day, 7 days a week. We do all of this proactively, so you can successfully navigate regulatory complexities and cybersecurity threats and avoid costly fines and pitfalls. Last year, I committed to you that we would staff up to stay ahead of demand and deliver faster timeto-market and the very highest quality along with improved efficiency, and since August 2024, we have increased our staff by more than 270 testing personnel (that’s an increase of 20 percent) placed globally. We have also created a testing Innovation team headed by a VP of Innovation to create even smarter, more efficient tools and systems, continually refining our tools and processes while reducing friction and speeding time to market. Those efforts are already further reducing turnaround times and keeping you more informed of progress in real-time. Additionally, we constantly review and update the GLI Standard Series, and we were thrilled to introduce the Gaming Security Framework last Spring. The GLI Standard Series provides essential standards and best practices for every aspect of gaming, from development to security. This September, ahead of G2E, we will be supplementing these standards and Security Framework with specific modules that fit within specific types of gaming equipment. As gaming becomes more complex, we are prepared to help you meet challenges and opportunities head-on in over 710 jurisdictions. You don’t stop half-way and neither do we. Every company has goals and ambitions, and we are here to make the complex simple so you can succeed, anywhere and everywhere you want to go. I look forward to seeing you somewhere on the globe.

6 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Visit Our Family Of Websites PublicGaming.com industry news & information PGRITalks.com videos of conference presentations PublicGaming.org PGRI conference information PGRIDigitalLibrary.com magazine archive of past issues PGRIDirectory.com listing of lotteries and vendors PGRIAwards.com Showcase of industry honorees recognized by the Lottery Industry Hall of Fame PGRI Lifetime Achievement Award Sharp Award for Good Causes Lottery Industry Statesman and Stateswoman Award Rebecca Paul Mentorship Award Collaboration Award Subscribe To Our Free Digital Newsletters Receive our daily newsletters at no charge, published 5 times a week to bring you the latest breaking news in the global lottery industry. Send an e-mail to: sjason@PublicGaming.com with “add to Daily Digest list” in the subject line. FEATURED ARTICLES 8 FROM THE PUBLISHER Paul Jason 44 PULSE OF THE INDUSTRY: Synopsis of recent gaming industry news DEPARTMENTS 22 THERE’S A WHOLE NEW INTEREST IN EXTENDED-PLAY GAMES SCIENTIFIC GAMES 30 DIGITAL LOTTERY AND THE PLAYER JOURNEY: PLATFORM Moderator: Gretchen Corbin, President & Chief Executive Officer, Georgia Lottery Corporation • Shannon DeHaven, Vice President of Digital Engagement, Pollard Banknote • Durba Sinha Roy, Vice President, Platform Products, Draw and Customer Growth, IGT • Amy Warner, Vice President, Digital Business Development, Scientific Games • Rob Wesley, Vice President, North America Customer Development, Aristocrat Interactive • Stephanie Weyant, Deputy Executive Director, Marketing & Products, Pennsylvania Lottery 37 THE AI MIRAGE: WHY SMARTER DOESN’T ALWAYS MEAN EASIER IN THE LOTTERY INDUSTRY Adam Barry, Chief of Staff, INTRALOT, Inc. 38 HOW BRIGHTSTAR LOTTERY HELPED LOTTERIES CROSS THE FINISH LINE FOR THE LAUNCH OF THE RECENT MEGA MILLIONS™ GAME CHANGE 18

8 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 From the Publisher Our Pulse of the Industry section offers a very brief digest of the key developments shaping the world of lottery and games of chance over the past six weeks. For the full roster of original articles and unedited news items, visit our news site at PublicGaming.com. There’s no shortage of big stories in this issue. First up, IGT is now Brightstar. We spoke with Brightstar CEO of Global Lottery, Renato Ascoli, about what this means for Brightstar customers and the industry at large. The rebranding signals a renewed focus on the future—on innovation, on digital transformation, and on what’s possible when an enterprise commits fully to the lottery space. It’s an exciting time for the company and its partners. Onward and upward. Another major move: Intralot S.A. has acquired Bally’s Global Interactive division, gaining a world-class digital platform and strengthening its position as a global leader in both lottery and iGaming. The implications of this deal reach far beyond the expansion of technical capabilities—it represents a bold step forward in Intralot’s transformation into a fully integrated, futureready technology and services provider. We’re also proud to feature interviews with the directors of three of the most forwardleaning lotteries in the U.S. In Kentucky, CEO Mary Harville joined us to talk about how the role of the Chief Financial Officer has evolved into one of strategic leadership. She brought KLC CFO Maggie Garrison into the conversation to explore how financial expertise is informing enterprise-wide vision, and being applied to drive innovation, support long-term planning, and help lottery organizations adapt to rapidly changing business landscapes. In California, Director Harjinder Shergill Chima is bringing fresh energy and inventive mindset to a lottery ready for change. What’s remarkable is not just the internal transformation, but the way she built broad public support—from education advocates, legislators, and community leaders—to amplify the lottery’s mission and impact. It’s a case study in how ingenuity and bold leadership re-energize a team and reinvigorate a brand. And in Florida, Secretary John Davis leads the nation’s top-selling lottery with a vision that extends far beyond the bottom line. His 2030 Plan is about setting stretch goals, yes—but the real success driver is cultural. Team Florida Lottery embraces the mission of public service, the support of education, and the belief that investing in people unlocks performance. It’s a powerful formula. We’ve also included an edited transcript of a panel discussion moderated by Georgia Lottery CEO Gretchen Corbin, featuring leaders from the major tech providers. The focus is on how digital platforms are evolving—not the games, but the infrastructure, systems, and tools that support them. It’s a fascinating look into the technology stack behind the player experience. Thanks to Scientific Games for sharing their research into player motivations and behavior. Instant games remain a rich canvas for innovation, and the data generated by Scientific’s ongoing activity is yielding new insights that are helping lotteries better engage players, improve retention, and spark growth. Also in this issue: Adam Barry, Chief of Staff at Intralot, Inc., gave a terrific presentation on the applications of Artificial Intelligence for lottery and gaming. I asked him to adapt it into an article. If you’re curious about how AI is already reshaping this industry, don’t miss it. Another bright spot: Brightstar’s collaboration with its lottery partners on the Mega Millions™ game change. It’s an inspiring success story that shows what’s possible when Team Lottery works together toward a shared vision. Coordination, execution, and mutual trust delivered a win for everyone. Looking more broadly, there are encouraging signs of a global trend toward stronger enforcement against illegal operators. Regulators used to refer to “gray area” markets. Now they are calling them what they are: Illegal operators. Criminal enterprises. Online casinos that masquerade as “Sweepstakes”, Coin-operated gambling kiosks and skill-based games that avoid being taxed or at least not as gambling machines, illegal sports betting and iGaming websites, illegal cross-border selling of lottery tickets – these are all coming under serious attack from regulators who are showing a vigorous resolve to actually enforce the law. And then there’s the country of Malta, Exhibit A in the Bad Actors Club. The European Commission has pursued ongoing infringement proceedings against Malta, accusing it of brazenly violating EU law by shielding its gaming industry from foreign court judgments. Malta’s 2023 Gaming Act amendment is expressly designed to block enforcement of EU-wide legal rulings against Maltese gambling companies. It is a direct affront to the principles of mutual trust and judicial cooperation at the heart of the European Union. The EC’s infringement notice cites Malta’s failure to comply with EU regulation by compelling its courts to refuse to recognize valid foreign judgments. Two rulings from Maltese courts earlier this year flagrantly ignored binding decisions by Austrian courts, denying justice to consumers defrauded by Malta-licensed operators. European lotteries and legal experts have rightly condemned Malta’s actions as dangerously undermining the rule of law across the Union. Looking ahead, September brings the NASPL Conference in Niagara Falls, followed by the EL Congress in Bern, Switzerland, and then our own PGRI Lottery Expo Conference in Nashville the first week of November. See NASPL.org, EuropeanLotteries.org, and PublicGaming.org for details, registration, and updates. Paul Jason, Publisher Public Gaming International Magazine

10 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 ACCOUNTING FOR FUTURE GROWTH THE MODERN CFO: FROM ANALYST TO STRATEGIC ALLY Mary Harville, Chief Executive Officer and President, Kentucky Lottery Corporation (KLC) and Maggie Garrison, Vice President and Chief Financial Officer, Kentucky Lottery Corporation (KLC) Paul Jason: Mary, how did you smooth the path for your senior executive team to work collaboratively; and support the transition of the CFO from the “sales prevention department” into the Department of “Let’s figure out together how to turn this into a financially viable action-plan that optimizes performance and results.” Mary Harville: My career began at the Lottery in legal, as general counsel. We’re a sales organization, and I wanted to support that. But others in leadership seemed to be habituated to certain kinds of unflattering stereotypes: calling the Legal Department the “Sales Prevention Department,” for example, and they didn’t even know me. So I am sensitive to that. In meetings, the departmental silos were interfering with productive communications between VPs. There was this feeling that Legal and Finance in particular weren’t entirely welcome, especially when the discussion turned to product or sales. There was a clear “Stay in your lane,” or “Don’t tell us how to do our jobs” vibe. PGRI INTERVIEWS PGRI INTRODUCTION: When I was talking with CEO Mary Harville and asking her about how the role of the CFO has changed over the past decade, and how that is even more the case at the Kentucky Lottery Corporation, Mary suggested I interview her CFO Maggie Garrison. I suggested we feature an interview that includes both Mary and Maggie, and she agreed. Thank you! I think you dear reader will agree this turned into a most interesting study of how one of the most progressive lotteries in the country balances the need for fiscal responsibility with investment in change and innovation. To understand the success of Mary and the entire team at the Kentucky Lottery, you first need to know Mary’s vision when she took the helm of the Lottery in 2020 after being appointed by Gov. Andy Beshear. Prior to her appointment, Mary served as Senior Vice President, General Counsel, and Corporate Secretary of the KLC for 16 years before ascending to the C-Suite. Soon after taking the reins, Mary made multiple innovative changes that produced exciting results across the board and leaves the organization wellpositioned to continue its mission in the future. These changes include partial corporate restructuring. Significant structural changes to the organization began within months after Mary’s appointment. Several long-time advisers in executive level positions announced their decisions to retire, while at the same time, emerging leaders were ready to advance to the next level. To move forward, Mary drew upon her innovative spirit to not only adapt and optimize organizational efficiency, but to ensure the company is strategically focused in the pursuit of its mission of funding college scholarships and grants. Today, every member of Mary’s initial 2020 senior leadership team is no longer with the Lottery, and Mary has either hired or promoted nearly all of her executive leadership team to their current roles. Leadership coaching has been utilized to assist in this important time of transition. One example of Mary’s vision is Maggie’s outstanding success at the KLC. Maggie joined the KLC in 2011, was promoted to Vice President in 2015, and Mary named her as CFO in February 2023. Mary’s initiatives have broken down departmental silos and forged a multi-disciplinary approach to running a multi-billion-dollar enterprise, and at the forefront has been the expansion of the CFO role to champion of innovation and sustainable growth.

Winning Moment

12 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Continued on page 42 When I became CEO, I knew we could do better. I looked for opportunities to replace that adversarial dynamic with something more collaborative. So now, when someone brings forward a proposal – whether it’s a new product or a sales strategy – we don’t just say “no” and explain why it can’t be done. We say, “Let’s talk about it and try to find a way to make it work.” We’ll identify the obstacles and work together to overcome them – or find smart ways around them. Of course, some ideas don’t hold up under scrutiny. But no one can say we didn’t push every angle, explore every possibility, and stretch our thinking to create options, spark innovation and uncover new solutions. I believe the VPs from all functional areas — Legal, Finance, Marketing, Sales, Products, Security, , Communications – should operate as one team. Managing the business should be a collaborative effort. That’s why we’ve hardwired in a weekly all-hands leadership meeting. One purpose is basic project management and accountability – to make sure we’re aligned. But the other purpose is to foster the kind of regular interaction that builds the deeper relationships necessary for real collaboration. When I was general counsel, VP meetings were more ad hoc – small groups pulled together to address specific issues. Maybe the CEO, CFO, and Marketing VP would meet to review a proposal from a vendor. Or Legal, Security, and Sales might huddle over a compliance concern. But we never had what we have now: regular, consistent and productive meetings with the entire leadership team in one room. And then after those meetings, I trust the VPs to drill down further in smaller groups as needed. But it starts with that shared foundation. Now, when the Products Department shares a new game concept in our all-hands weekly, other VPs can informally raise any concerns or issues. This can all take place even before the concept is taken to the Project Steering Committee for formal approval to move forward. Work may be organized around our need to specialize in order to acquire expertise. Then we create departments with experts in a particular discipline. But we shouldn’t forget that the real world is not actually organized into distinct silos. Whether it’s a new game, a sales strategy, a cost-cutting idea, or an operational change — it always overlaps multiple departments. We need to process ideas through an enterprise-wide lens. That’s how we make sure they’re truly viable. We need to stay vigilant in breaking down silos and turning ideas into actionable, cross-functional plans. It takes discipline and constant attention. I’m sure we’re not doing everything perfectly. But I do think we’re all clear on the importance of communication, teamwork, and taking a multidisciplinary approach to planning and execution. I thought this background might be a useful framework for Maggie to talk about the CFO’s role. Because de-siloing isn’t a one-and-done exercise. It starts with mutual respect for what each V.P. and department contributes. But, as Maggie will probably say, it’s something that has to be reinforced every single day. I have asked Maggie to join us because truly, Maggie has been the tip of the spear in making that happen — building bridges, earning trust, and championing real collaboration. Some have called lotteries risk-averse. I say — of course they are. Their in-state stakeholders wouldn’t have it any other way. How has your strategy to engage your team, especially your CFO worked in this respect? M. Harville: We’re state agencies, or quasistate agencies, and we answer to governors and legislators who expect us to prudently manage this multi-billion-dollar enterprise. Our mandate is to grow its value and generate funds for good causes, not just this year but for decades to come. I honestly encourage and welcome our vendor partners and others who bring new ideas, fresh perspectives, and a passion for innovation. And I understand their frustration when we can’t move as fast as they'd like. But we operate in a space where considerations that aren’t even on their radar may be top-of-mind for us. Maggie Garrison: I think we do push the envelope — but we do it within a well-defined, disciplined framework. Every new idea or initiative goes through a structured process: we gather data, measure outcomes, adjust, and then scale if it proves out. If it doesn’t, we recalibrate or pivot to more promising ground. Of course we aim to mitigate risk. But we do know that there is no such thing as perfect visibility into the future which means that risk can never be eliminated. What we can do is invest prudently in innovation, knowing that sustainable growth requires more than just cutting costs or increasing operational efficiencies. Those things give you a quick bottom-line boost, and there’s nothing wrong with that. But maximizing net funds to our beneficiaries over the long term? That means growing the top line. And that demands smart investment in innovation and new ideas. What happens when a proposal can’t be tied to a clear metric or quantifiable result? “Player engagement,” for instance. Just because it is hard to measure does not mean it isn’t important. M. Garrison: There are ways to measure almost anything. Certainly there are metrics for Player Engagement. But your point stands — some outcomes are trickier to quantify. Not everything maps neatly into ROI formulas. That’s why, in addition to looking at direct costs and benefits, we also have to consider opportunity costs. What potential revenue or strategic gain might we be leaving on the table if we don’t act? Sometimes, you have to lay the groundwork for future success even when the data is murky and the returns aren’t immediately visible. Like your example, player engagement. For instance, we’d pulled back from licensed property games after reviewing the data — the “What we can do is invest prudently in innovation, knowing that sustainable growth requires more than just cutting costs or increasing operational efficiencies.” – Maggie Garrison

14 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Rooted in Mission, Driven by Innovation: Inside the Transformation of the California Lottery Harjinder K. Shergill Chima Director, California Lottery Paul Jason: The California Lottery is celebrating its 40th anniversary year. How have you used this promotional opportunity to increase sales? Harjinder K. Shergill Chima: We marked the milestone with something we’d never done before—a $40 ticket. That might not sound impressive to states that regularly launch higher-price-point games, but for us, it was a first. The ticket is stunning. It features the iconic California Golden Bear in our signature blue and orange, and we are offering a $2 version as well. It’s a beautiful, beautiful game, and players responded immediately. The $40 ticket has been an absolute hit—awesome, really. You never know for sure until it hits the market, but this one roared out of the gate. Our Sales and Marketing team led by Deputy Director, Sharon Allen, just really nailed it with this ticket. We followed up in June with another California Bear edition—this one with fun scratch-off trivia about Lottery history, which adds a little education to the entertainment. The actual anniversary lands in October, and we’re working on a celebration for our team. As a state department, there are restrictions on the use of public funds, so we’ve had to get creative. But rest assured, the executive team and I are determined to make it happen. We want to celebrate with every one of our employees—across all nine district offices, our warehouses, and HQ. We’ll also be inviting local and state officials and other stakeholders. It’s important that everyone who helps power this enterprise gets to share in the joy of this moment. California is the fourth-largest economy in the world. That’s an incredible concept. Are there any north-star guideposts that guide your approach to managing a Lottery that serves a market of that magnitude? H. Shergill Chima: You’d think the scale of the economy would be a dominant PGRI INTERVIEWS PGRI INTRODUCTION: Harjinder K. Shergill Chima served as Chief Deputy Director of the California Lottery for four years before being appointed Director in 2023. Prior to joining the Lottery, Shergill Chima was Assistant General Counsel at the California Government Operations Agency. Before that, she was an attorney at the California Department of Transportation from 2004 to 2018. She began her legal career as an associate at Reinecke & Daily in 2001, then at Rich, Fuidge, Morris & Iverson Inc. from 2002 to 2004. She holds a Bachelor of Science degree in Criminal Justice from California State University, Sacramento, and a Juris Doctor from Whittier Law School. Sales and net funds for public education have been on a steep growth curve since Shergill Chima joined the California Lottery as Chief Deputy Director in 2019, rising from $6.62 billion in sales and $1.51 billion in net funds in FY 2019-20 to $9.27 billion in sales and $2.29 billion in net funds in FY 2023-24. For context, that’s up from sales of $6.27 billion and net funds of $1.58 billion back in FY 2016. I asked Harjinder what’s changed—what has the Lottery been doing over the last four years that’s so different from the years leading up to 2020.

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16 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Continued on page 36 factor, but honestly, what matters more is leadership continuity and operational stability. When (then-Director) Alva Johnson brought me on as his Chief Deputy, we were both laser-focused on bringing cohesion and long-term structure to the organization. That’s not to knock previous directors—they did what they could under often difficult circumstances—but the fact is, we had something like 24 directors in 38 years. It’s hard to build brand continuity, internal morale, or strategic momentum when the leadership baton changes hands that often. Alva and I were determined to change that. We wanted to build something that would last—an organization that wouldn’t just survive changes at the top but thrive through them. And when Alva left— making him the first director in our history to step down of his own accord—I was honored to be promoted. I’m also the first Chief Deputy ever to make that leap, which gives us a leg up on the mission to establish stability and continuity. How did you start working toward such an ambitious cultural transformation? H. Shergill Chima: From the ground up. First, we had to get the foundation right. That meant documenting and reinforcing policies and procedures. Some were already on the books but weren’t being consistently applied. So we made it clear—policies aren’t just paperwork or a handbook that sits on a shelf. They’re how we align, how we operate, and how we win together. After that, it became all about people. We’re very focused on ensuring every team member knows exactly what our goals are, what their role is, and how to collaborate across departments to achieve shared success. It's easy to assume everyone’s on the same page—but assumptions don’t drive results. We stretch to actively reinforce the mission, every single day, and in every interaction. Let’s talk about mission. Many people assume Lottery funds just disappear into the state’s general fund. That’s a hard thing to rally around emotionally. How have you addressed that? H. Shergill Chima: Exactly. That’s a perception problem we knew we had to tackle. Carolyn Becker, our Deputy Director of Public Affairs and Communications, launched a campaign around a simple, powerful idea: When you play, schools win. But we didn’t want commercials with paid actors. We wanted authenticity. So we reached out to our educational partners and asked them to share their own stories. What are they doing with Lottery funds? How is it making a difference? The response was overwhelming. We heard from educators all over the state on how they used Lottery dollars—funding theater programs at community colleges, ESL books for elementary students, nursing programs, firefighter training academies, and support for underfunded rural schools. Real stories, from real people, doing the work. And that’s what makes the campaign so powerful. It’s the people most affected by the Lottery telling their own stories. We hear directly from instructors—heroes who dedicate their lives to education. We hear from students whose opportunities are brighter because of what we help make possible. Who better to speak to the impact of the California Lottery than the educators and students that the Lottery supports? Ultimately, they remind us why we do this. Their stories re-energize our teams, deepen our sense of purpose, and help translate that inspiration into better performance, stronger alignment, and renewed commitment to our goals. Other lottery directors may want to engage their beneficiaries as vocal supporters, but find that it’s easier said than done. Is there a trick to getting them to speak up and rally around the Lottery? H. Shergill Chima: I don’t know of any tricks, but I think it is very important to engage your beneficiary stakeholders in a knowledgeable way. For us, it started with a study led by Jim Hasegawa, Deputy Director of Business Planning and Research, aimed at understanding how people perceive the Lottery. Do people even know where the money goes? Turns out, most didn’t. What we discovered was eye-opening: the general public and even our own players were largely unaware that Lottery profits are earmarked for public education. That disconnect gave us our starting point. And then educators and other stakeholders began volunteering to tell their own stories. They weren’t just willing—they were excited to spotlight their programs and speak to how Lottery funding helps them make a difference. Some of those stories made it into commercials, and many more came to life through social media, newsletters, and community engagement. It was organic, authentic, and unexpectedly powerful. "We’re not just selling tickets—we’re investing in schools, one game at a time."

Sept. 8-11, 2025 • Ontario, Canada Experience the North American lottery industry’s premier event – all against the backdrop of the majestic falls. events.naspl.org/e/naspl2025 JOIN US AT NIAGARA FALLS Hosted by the Ontario Lottery and Gaming Corporation & NASPL

18 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 The Mission Is Education: Inside the Strategy, Leadership, and Vision of the country’s top-selling Lottery John Davis, Secretary, Florida Lottery Paul Jason: “How would you describe the mission of the Florida Lottery?” John Davis: Our mission here is clear and impactful: to maximize revenues for the enhancement of public education in Florida, while upholding the highest standards of integrity and public trust, as outlined in Chapter 24 of the Florida Statutes. Every decision we make supports that purpose, and for us, it is more than just selling tickets, it is about delivering real value to Florida’s students, families, and communities. Paul Jason: “Florida leads the nation in lottery sales for the fourth year in a row, an impressive milestone. But behind those numbers is a deeper mission. How does the Lottery translate record-breaking sales into long-term impact for Floridians?” John Davis: It starts with running a responsible, efficient, and forward-thinking operation. Since 1988, the Florida Lottery has contributed over $48 billion to education; supporting K-12 schools, colleges and universities, and our vocational and technical schools. One of our most impactful efforts is being the primary funding source for the Florida Bright Futures Scholarship program, which has helped more than a million students earn college degrees or vocational certifications. Record sales are only meaningful when they translate into real educational opportunities and that is our focus every day. Paul Jason: “You often speak about education as more than just a cause-it’s a mission. How has that shared commitment to educational opportunity shaped the culture and priorities of the Florida Lottery?” John Davis: Great question. At the Florida Lottery, our beneficiary is education, and we believe it is the cornerstone and gateway to opportunity. Whether it is a degree or a certification, we want every student, regardless of their background, to have access to a better future. Our culture is built around that belief, which aligns with the priorities of the Governor and Legislature and is reflected in how we operate: through partnerships, student-focused programs that drive long-term success, and workforce alignment. Paul Jason: “You have forged a powerful network of relationships with a variety of groups across the state of Florida. Talk about why they’re so important to the Lottery’s mission?” John Davis: Partnerships independent of our retailers extend our reach and deepen our impact around education and expand awareness about the Bright Futures Scholarship program. Whether we’re collaborating with school districts, nonprofits, or local organizations, it is an opportunity to meet students and families where they are. Programs like our work with the Orange Bowl Committee, Take Stock in Children, and the Orlando Magic help us support learning environments, mentoring, and college readiness. The Florida Lottery is the revenue engine, but these partnerships ensure that impact is felt where it matters most, by our students. Paul Jason: “The Lottery operates with a unique blend of public mission and privatesector efficiency. How does that dual identity help translate your educational vision into real-world results-both in terms of revenue and student impact?” John Davis: We run the Florida Lottery like a business, focused on results. While PGRI INTERVIEWS PGRI INTRODUCTION: With over $9.4 billion in sales for FY2024, the Florida Lottery ranks #1 in the nation. This isn’t a story about marketing, promotions, or product. This is a story about visionary leadership, operational discipline, and a bold long-term strategy. It’s about Plan 2030—the Florida Lottery’s blueprint for sustained growth, innovation, and impact. It’s about a team united behind a purpose: to fund education, empower futures, and serve the people of Florida with integrity and excellence.

19 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Join us in Bern - a UNESCO World Heritage Site in the heart of Switzerland – for the lottery event of the year! From 14 to 17 September 2025, the 12th EL Congress and Trade Show will bring together lottery leaders, policymakers, and experts for an unforgettable experience. Hosted by Loterie Romande and Swisslos with the support of EL Partners, this year’s edition explores the theme: "Building a Better World" – focusing on the evolving role of lotteries in society. Participants will be inspired by high-profile Keynote speakers including Count Herman Van Rompuy, President Emeritus of the European Council, Simonetta Sommaruga, Former President of the Swiss Confederation, and current President of the Board of the Equal-Salary Foundation, and Laurence Rochat, Olympic Bronze medalist and brand Ambassador, Audermars Piguet. A special welcome address will be given by Nicolas Henchoz, Founding Director, EPFL+ECAL Lab, the Design Research Centre of the Swiss Federal Institute of Technology in Lausanne. As well as a dynamic business programme, the Congress will showcase cutting-edge products service at the Trade Show, celebrate excellence in lottery marketing with the 2025 EL Advertising Awards, and host unforgettable evening events. Join us as we unite to build a better world — for society and future generations. Register today to secure your place! Visit the EL website for all information about the Congress, updates and how to register: https://www.european-lotteries.org/events/12th-el-congress-2025 The Congress and Trade Show takes place at the Kursaal Bern. Participants are encouraged to go green and use Switzerland’s excellent public transport network to get around. On the occasion of the Congress, the EL General Assembly will take place on 17 September 2025 with elections for the new EL Executive Committee. ‘’Building a better world’’ 12th EL Congress and Trade Show 2025

20 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Continued on page 29 we are a state agency, we operate with a private-sector mindset, maximizing revenue to provide additional revenue for education. We are not just funding programs like Florida Bright Futures, we’re also raising awareness and ensuring students, parents and communities throughout Florida understand what is available to them. Our partnerships amplify that message, and our efficiency ensures the highest possible returns to education. Paul Jason: “Your dedication to the next generation of Americans is truly inspiring. You’ve also noted that the Florida Lottery is a multibillion-dollar business enterprise which means staying focused on delivering revenue for education. That requires adopting many of the same strategies used by large, market-driven commercial brands. Tell us about your sales incentive program. John Davis: Prior to joining the Florida Lottery, I spent nine years in medical device sales, which helps me understand many of the things that motivate performance. About half of our employees are in product and sales roles, and the leadership team has worked to build a culture that rewards excellence, and this is one of many examples. The Governor and Legislature supported this legislative budget request, allowing us to formally incentivize the sales team and the overall results have been rewarding. We have led the nation in revenue generation for four years running, with average transfers ranging between $5.5 to $7 million a day to education. Competition, recognition, and incentives help drive performance and everyone wins. Paul Jason: “Am I wrong to think that the incentive doesn’t need to be large amount-it just needs to be enough to make it fun, spark little healthy competition, make things interesting, and show people that their hard work is noticed and appreciated?” John Davis: You’re exactly right. Incentives don’t have to be large; they just need to spark competition, add excitement, and show appreciation. That mindset is key to how we operate. Every decision is ROIdriven, not just in dollars, but in team morale and as well. When people feel valued and supported, they perform at their best, and with the backing of the Governor and Legislature and a motivated team, we’ll keep building on that momentum. Paul Jason: “Your investment in people extends to the whole team, not just sales people. Can you talk more about how you harness the energy of the whole team to reach stretch goals?” John Davis: You’re spot on. I spend a lot of time traveling across the state, visiting our nine (9) district offices, with weeks passing at times with me not in Tallahassee. The Governor has emphasized that he wants his agency heads in the field sharing the work we’re doing, which is in-line with my desire to spend as much time as possible in the field with our district teams. If we expect excellence, we must show support and express gratitude. These visits allow me to gain first-hand insight into their needs and gather ideas and suggestions to keep us moving forward. We maintain open communication, and I’ve made it clear to everyone: there are no repercussions for raising concerns. When you take care of your people, they will take care of the mission. Paul Jason: “You’ve clearly cultivated strong relationships with the Governor, legislators, and stakeholders. How do you do that?” John Davis: Paul, I consider myself very fortunate. One thing that makes the Florida Lottery unique is it’s a standalone agency with the Secretary reporting directly to the Governor, which speaks to the value of this agency. With vast experience in both the public-private sectors; having served as a former political operative, and community and business leader- this combination has played an intricate role in establishing long-term relationships and building trust across various spectrums at every level. Relationships matter, and we’ve been able to build upon them by being transparent, strategic, and showing that we are resultsoriented. Paul Jason: “The Florida Lottery takes a firm stance against retailers who violate rules and regulations- especially around bulk purchasing or facilitating the reselling of lottery tickets outside of Florida. Can you speak to your enforcement approach?” John Davis: Integrity is non-negotiable. We have over 13,500 retailers, and when rules are broken or issues occur, we act quickly to rectify them without hesitation. The bulk purchase and resale of lottery tickets outside of Florida is a clear violation of our rules and regulations, and we make this very clear to our retailers. We have had recent reminders that even when you’re doing everything right, things can still slip through the cracks. That’s why we remain vigilant. Our Division of Security is a fully accredited, state law enforcement agency, and they work closely with our general counsel, the inspector general, and local law enforcement to ensure the integrity of our games. We have a law enforcement presence in every district, which isn’t the case for every state lottery. They are backed by the latest technology to help us monitor and investigate anything unusual. We constantly reinforce what is expected of our retailers, provide clear guidance, and maintain close relationships through our sales team, and we will continue tightening our processes to protect the public’s trust in the Florida Lottery. Paul Jason: “You’ve even shut down topselling retailers who didn’t comply with your directives. John Davis: That’s right, Paul. Florida is a very business-friendly state, and we welcome retailers who want to be a part of the Lottery’s mission and succeed commercially. But violating the law or rules will not be tolerated. Even top-performing retailers will be shut down if they refuse to comply. Being highly successful while breaking the rules is not something we’re going to reward. Paul Jason: Going forward, can you describe your business planning process? John Davis: Absolutely. We approach the Florida Lottery with a business mindset, guided by a 2030 strategic roadmap currently in development to align our short and long-term objectives. Over the past four years, we’ve consistently exceeded $9 billion in annual sales, and our focus now is on how to sustainably surpass $10 billion. Our planning process includes continuous trend analysis, understanding consumer behavior, and evaluating emerging technologies to stay ahead of the market, and we will use SWOT analysis to anticipate opportunities and challenges. As a business enterprise with government oversight, we will continue to engage with the Governor’s team and the Florida Legislature to bring forward clear data, sound strategies, and a purposeful vision to maintain our status as an industry leader. “We were created to operate like a business enterprise—and that’s exactly how we run the Florida Lottery every day.”

No one knows lottery games—and players—like Scientific Games. The company’s ONE Segmentation Study has long tracked player motivations, and while a significant shift in players' behavior was anticipated in a postpandemic world, recent data reveals a striking trend. Extended play games are booming, largely fueled by a huge surge in player engagement. In the past five years (CY 2019-2024), the extended play category has grown by 32%. It now represents 18.3% of U.S. lottery retail sales. What was once a niche product has evolved into a major force, offered by 44 U.S. lotteries, with retail sales topping $11.5 billion last year. According to the ONE Segmentation Study, extended play has traditionally been most popular with two specific segments of players: Fans (fans of instant scratch games and the most avid lottery players) and Visitors EXT (players that come and go with scratch games who tend to like games that take longer to play—and tend to be low frequency players). “Comparing our 2024 to our 2014 study, the biggest shift is the size of those two segments. Fans' playership grew from 24% to 36%, with Visitor EXT playership growing from 16% to 27%,” explains Haley Bobo, Director of Data Science, for the world’s largest lottery games company. Expanding Popularity—and Price Points Extended play game revenue has grown at a much higher rate than non-extended play games in the past five years. The compound annual growth rate for non-extended play games in the U.S. from 2019 to 2024 is 3.36%, compared to 5.81% CAGR for extended play games. “Players are experiencing more extended play scratchers every year. Every reporting U.S. lottery had at least one extended play game in its portfolio in fiscal year 2025, and the number of games continues to grow,” says Bobo. While the $3 price point remains the most popular for the majority of lotteries, the percentage of extended play at other price points has grown significantly, with lotteries offering games at almost every price point from $5 to $100. In 2019, 55% of lotteries offered a $10 extended play game. This surged to 77% in 2024. Similarly, the $30 price point, offered by only two U.S. lotteries in 2019, is now available from nine lotteries. Scientific Games research shows that higher price point extended play games are appealing to more players in the Fans segment than ever before, offering a longer scratch experience that’s different from the other games they play. "Based on sales trends and consumer research, interest in extended play games was not just a fluke coming off the pandemic. There's significant interest in these products across all price points. It's important that we continue to expand our product offerings in this category, and not just by going up the price point ladder," Bobo advises. Danielle Hodges (left) and Haley Bobo (right)

For example, there is certain affordability to a $1, $2 or $3 extended play games that play an essential role in the portfolio for entry-level and other player segments. Researching the extended play experience from the player’s perspective is an important long-term investment that lotteries can make across both retail and digital products to achieve significant growth opportunities. Innovating for Next Gen Players From bingo nights at community gatherings and lazy afternoons spent working the newspaper’s Sunday crossword, the two most popular extended playstyles came to scratchers in the 1990s. Although crossword games arrived five years after bingo, they’ve since surpassed bingo in popularity. “Everyone has deeply ingrained memories of growing up with bingo and crossword. And of course, everyone wants to win when they scratch a lottery instant game. But the more leisurely experience of extended play games provides a glimmer of that same memorable fun and entertainment,” says Hodges. For more complex extended play games, she advises adding a callout with clear how-to-play instructions in the game design. The North Carolina Education Lottery cleverly calls out that its $10 Cashword King game is “Puzzle Play” in the upper corner of the game to alert players to the extended experience. With the recent surge in demand for extended play game designs, the Scientific Games’ Dream Team has been busy developing all-new playstyle concepts and enhancing traditional games. For higher price point games, lotteries are adding special touches to the extended play experience with Strategic Product Enhancements to offer even more value. “We’ve had customers add enhancements like holographic, Platinum and Micromotion—a highly reactive foil finish that gives the illusion of movement,” explains Danielle Hodges, Senior Director, Global Product Development & Innovation. “We have a new way to produce extended play games with the holographics shining through the grid. So, players experience the holographic effect when they start to scratch.” Additionally, the company’s patented, premium marking system, Graphic ClearMark, offers limitless creative options for game design by integrating colors and graphics into the play area to enhance the play action. “With Graphic ClearMark, there is nothing comparable in the industry. The extended play scratch experience is much more leisurely as players take their time and savor the moment. Players enjoy the theme continued into the grid area, easy-toread images and intuitive new ways to win on their favorite games,” she says. And speaking of the scratch experience, Hodges shares that an exciting new marking system is launching soon. $11.5 Billion Retail Sales 44 U.S. Lotteries (reporting jurisdictions) 18.3% of U.S. Instant Game Retail Sales Graphic ClearMark A premium marking system offering clean, easy-to-read play symbols in extended play games. The system integrates colors and graphics into the play area, expanding game design possibilities and enhancing the play action.

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