Audrey Oswell, former president of Caesars Palace in Atlantic City, faces a fresh beginning with numerous challenges in her new position as president and chief operating officer of Resorts in Atlantic City. Lasvegas.com Gaming Wire correspondent Sharon Harris sat down with Oswell to discuss gaming in Atlantic City.

GW: Your background, like so many of your counterparts in town, reflects a different direction at an early age. How did you enter the world of gaming?

Oswell: I was an elementary education major, and taught pre-kindergarten in Philadelphia for two years in the 1970's. I came to work at Caesars in the food and beverage department in 1979. For several years, I commuted back and forth to Drexel University in Philadelphia, where I earned a graduate degree in marketing in 1990.

I had several job titles in my 20 years with Caesars. When Mark Juliano resigned as president to join Mirage Resorts on their proposed Le Jardin project in early 1999, I was promoted to president from my prior position as executive vice president and general manager.

GW: What happened from then until now to cause you to leave Caesars and join Resorts?

Oswell: Park Place Entertainment happened to us. Caesars in Atlantic City, Las Vegas and Lake Tahoe were one brand of the Starwood chain of hotel properties. They were sold to Park Place Entertainment in late 1999. Within a very short time, many senior executives, including myself, were dismissed in early January 2000.

I planned to take a well-deserved rest to analyze my options, but once word got out, the phone calls began. Two out-of-town companies attempted to recruit me to their sites, but I was really not interested in relocating. My husband and I live an hour away in Cherry Hill, New Jersey, and he is not in the industry. Resorts was the only local casino company that communicated their interest in me.

I was out of work for almost eight weeks when I began my new job as president and chief operating officer of Resorts. I have also brought in several staff members who worked with me at Caesars.

GW: What did you find once you arrived? Was it better than you expected, or more challenging?

Oswell: I was immediately intrigued by the challenges at Resorts. The biggest obstacle to overcome was the disruption caused by eight months of renovations. Most properties renovate in phases throughout a property. Resorts did not. They did it all at once. The $50-million complete makeover gives us a fresh product to sell. However, since every room, the common areas and the casino were all done simultaneously, it often created confusion and a disruptive experience.

Also, the building has limitations, especially in the back of the house. It was not built to be a casino. It was originally the Haddon Hall Hotel, built before the construction of the famous Boardwalk in the late 1890's and the architecture is unmatched anywhere. We could easily use more sleeping rooms to meet the demand, but presently have no plans to develop and build an additional tower.

GW: Were there any major concerns when you arrived?

Oswell: I arrived here several months ago to a casino floor with slots that many players felt were too tight. We have loosened them up, and also ensured that the latest games are offered to our customers. I have also walked the floors, talking to customers and employees about their likes and dislikes. Good employee relations result in a better staff, which means happier customers.

GW: How does Resorts differ from Caesars?

Oswell: Resorts clearly has its own personality. It is much smaller and easier to navigate. It is all self-contained within one structure, as opposed to a mismatch of buildings next to each other. We can communicate with the customers and employees much faster and more efficiently.

There is an advantage to being a single property in town. Our overhead for administrative costs is much lower than the multi-site operations. True, we may not have as much purchasing power, but we do fairly well because we combine our buying with the Atlantis in the Bahamas. We also do not have to compete with other properties within our own company. In Atlantic City, Trump has three casinos, Harrah's has two and Park Place Entertainment has three, if Bally's Park Place and Wild Wild West are considered one site.

GW: How do you market Resorts, and who are your players?

Oswell: Our customers are the middle and high-end table players, and the strong mid-range slot players. We have the same mix of locals as anyone, but because we are not in the center of the Boardwalk, we do not get as much walk-in traffic. We are a destination spot. Lots of our customers have played here from day one in 1978. Our bus packages are very manageable, and we are opening a new $5-million bus transportation center in late October or early November.

We focus on customer service. Our restaurants have won every award for excellence for years. We have debuted a new slot club that maintains the old benefits while enhancing participation with some new awards, including more cashback bonuses annually, invitations to special events and preferred parking and dining.

Our direct marketing program is very specific. We target specific players and groups by matching the programs to various customer characteristics. We model through our external database. Also we conduct telemarketing surveys. Our billboards and print advertising is very strong in Philadelphia.

GW: As CEO of the oldest casino in town, what do you foresee in the future for Resorts?

Oswell: The new projects at the marina district, once they are done, will expand the market. Boyd's Borgata is supposed to finally break ground in September. Resorts has an abundance of convention and banquet space, and we will attempt to entice visitors to our property once they are in town.