42 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 by tying every big win back to its core mission: supporting public education. Instead of focusing solely on jackpot dreams, press releases highlight not just the winner but also how the game’s revenue benefits local schools—with specific figures and even a searchable database on our website where players can see exactly how much funding their district has received. This messaging strategy, reinforced by proactive media outreach, helps Californians feel that even if they don’t win the jackpot, their participation still contributes to something meaningful—making schools and communities the real winners. In conclusion, what do you see as the biggest threats and opportunities on the horizon? H. Shergill Chima: The biggest threat when I came on board was public misunderstanding—mainly the perception that Lottery funds just went into the general fund. We've worked hard to change that narrative and protect the integrity of the program, including cracking down on illegal courier activity and educating retailers about the consequences. On the opportunity side, California’s scale creates incredible potential, and now—with leadership stability for the first time in years—we’re finally in a place to pursue real innovation. For me, this work is personal: my parents immigrated from India, became farm workers, and put five daughters through college. Supporting public education through the Lottery feels like giving back to them. I see the impact in local schools, I hear the stories, and it reminds me daily that this mission matters. After nearly seven years, I truly believe the California Lottery is hitting its stride—and I’d be honored to keep building on that momentum for years to come. n Rooted in Mission, Driven by Innovation: Inside the Transformation of the California Lottery — continued from page 41 incremental sales gains didn’t appear to justify the incremental costs. But then we realized we were missing a different kind of impact. These games were bringing in new players, some of whom go on to play other games and end up converting from a non or infrequent player to a casual or even frequent player. That is a measurable impact, but we did not know where to look at first. That’s when we adjusted our lens. The cost of acquiring new players is high, and the payoff isn’t in a short-term sales spike — it’s in long-term player value. If we don’t invest in acquisition tools like licensed games, the opportunity cost is steep when you compare it to what it would take to get those new players through other means. Similarly, in the online world, it all starts with player registration. Retention is also key, but nothing happens until someone signs up. That shift in mindset — toward expanding the player base — has become central to how we think about growth. Because again, it’s about building for the future, not just spiking this quarter’s sales. I should point out that the digital world gives us far better tools to measure the impact of our outreach efforts. We can track click-throughs, follow the player’s journey, and see exactly how our messaging performs in real time — and how every piece of our digital presence either pulls players in or pushes them away. That kind of visibility just doesn’t exist in the retail world, where play is anonymous. So now we’re focused on bridging that gap. We’re taking what we’ve learned from iLottery — those sharp, data-driven insights — and looking for ways to apply them at retail. The goal is to better understand our retail players’ behavior the way we do with our digital players. That’s why we’re leaning hard into digital. A growing share of our investment is going toward building out our digital capabilities and data analytics. It’s where we can truly measure, learn, and refine. M. Harville: I think it’s crucial that every department applies the CFO’s framework to their initiatives. Maggie has an incredible talent for helping teams translate vision into financial terms — so success can be measured clearly, and the benchmarks and timelines are well-defined. We want all of our VPs to take a multidisciplinary approach, but it’s especially important that the CFO can guide others through the financial lens of the business. That’s where Maggie shines. As a lawyer, I don’t naturally think in those terms — and that’s exactly why we need a culture where that kind of financial fluency is supported and expected. And while I can advocate for that environment, it’s Maggie who brings it to life. She’s earned the respect of her peers not just because of her expertise, but because she truly listens. People go to her for input because she genuinely wants to understand their goals — and then she stretches to help them get there. She doesn’t just explain the numbers, she teaches them, in whatever way someone needs to truly understand. And then, just as importantly, she inspires people to think creatively about how to move forward in a fiscally responsible way. Everyone knows I expect proposals to be built on a foundation of financial viability, and Maggie is both the sounding board and the steward of that standard. The beauty is that our team welcomes her guidance — because they trust her, they see the value, and they know that working within her framework is the surest path to getting a green light for their ideas. Accounting for Future Growth The Modern CFO: From Analyst to Strategic Ally — continued from page 12 “She doesn’t just explain the numbers, she inspires people to think creatively about how to move forward in a fiscally responsible way.” – Mary Harville
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