38 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Delivery teams are central to the success of any system implementation. But handling one for multiple customers ahead of a multijurisdictional game change must be another order of complexity. How did your team approach it? Victoria Catt: Given that we were coordinating efforts among 26 customer delivery teams, the analogy that comes to mind is “The Wave” − that incredible crowd phenomenon where stadiums or arenas erupt with fans standing and raising their arms in a ripple-like motion. It creates a visual effect that travels through the crowd, symbolizing unity and togetherness. We have our own version of The Wave. For us, it’s about working and communicating in unison and overcoming barriers to achieve a shared goal – in this case, a major national game change. Many lotteries and vendor partners were involved in different aspects of the Mega Millions™ launch, and as they can probably attest from their own experiences, this wasn’t just any project. For us, the project involved the contributions of hundreds of people based on the many facets of the project scope. It also required a high level of precision, communication, and expertise. One of the things I’m most proud of is how we demonstrated our approach to collaboration. From the beginning, it was about more than delivering software and meeting deadlines. It was about ensuring that every milestone was executed as promised on behalf of our customers. Running theWave IGT Lottery – now known as BRIGHTSTAR − helped 26 lotteries cross the finish line for the launch of the recent Mega Millions™ game change. Victoria Catt, Brightstar Vice President Solutions Delivery, reflects on her team’s coordinated approach. Pictured: Some members of Brightstar’s 200+ strong customer delivery team for the Mega Millions game change.
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