40 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 seamless network performance without disrupting customers’ ongoing operations. In the final days, we ran triple checks and verifications of the changes and discussed all aspects among the teams to make sure nothing was overlooked. Then it was showtime? Yes! April 4 started as a normal day for many of us, perhaps a little earlier than usual from the mix of excitement and nervous energy, knowing it would be a long night ahead. By 7 p.m., when the rollout began, each of our 26 customer delivery teams – representing over 200 people – was connected through chat communications and a central mega-bridge to log key milestones and status updates, and to collect and document everything into our overall tracking. First up was the final draw on the old software. Until this point, players could purchase tickets only for this last draw on the old game. After that, we disabled wagering for the game so that our nightly processing and installations could begin. By 1:20 a.m., installations were underway across customer systems, ushered along by our delivery teams working seamlessly to accommodate each of our customers’ unique maintenance start times, when sales are disabled according to local rules. Over the next 10 hours, the wave of work took place across the U.S. as systems were remotely updated with the new software and sales were reenabled. Our first site went live at 1:58 a.m., kicking off a ripple of excitement across the teams. By sunrise, we had crossed major milestones, celebrating small victories in real time. By 8 a.m. on April 5, we had 22 jurisdictions up and running with live sales. By 10 a.m., we marked an incredible achievement as all 26 systems across the U.S. were fully operational, delivering a powerful new gaming experience to players. For some of us, the morning even included very early trips to stores to wait for a player to come in and purchase the new Mega Millions game, to verify that all the other functionality at retail was performing as designed. While we were all very tired, we were also incredibly proud of what we had accomplished together. We finished our night shifts and hoped to get a few hours’ sleep, with a last check that our phones would ring loud enough to wake us, just in case we needed to bounce back into action. What lessons can be learned from such a project? Victoria Catt: The Mega Millions game change wasn’t just a technical milestone. It was really a testament to the power of coordinated teamwork, strategic foresight, and rigorous quality control. Success came from everyone, across teams and hierarchies, aligning in that “Wave” to achieve a shared goal. Structured processes and strict change controls ensured consistency and minimized errors in this largescale project. Another lesson has to do with adaptability. Circumstances and customer requirements can shift rapidly. Staying agile while remaining disciplined was key. And finally, celebrating the wins as each go-live was accomplished helped us keep the momentum strong and the teams motivated. Any closing thoughts? Victoria Catt: Projects like these reaffirm why Brightstar is a trusted global lottery solutions leader. While the work itself was challenging, it was also exhilarating and meaningful for us. Standing back and witnessing the "Wave" we created within our teams was unforgettable. It reinforced my belief in the power of togetherness and innovation to keep moving the lottery industry forward. n
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