5 Compliance Pitfalls Every Casino Leader Should Avoid

Abigayle Farris never set out to become a legal compliance expert in the gaming industry. Her career started in publishing, then took her through marketing and branding roles at major casinos before she made the leap to law school a decade after earning her undergraduate degrees. Now, as VP of Enterprise Legal Compliance at San Manuel Band of Mission Indians, Farris has seen firsthand how compliance missteps derail operations, erode trust within teams, and fracture the very culture that holds an organization together — creating a ripple effect that extends far beyond monetary losses.

Through her experience, she’s identified key pitfalls that casino leaders often overlook — misconceptions, blind spots and cultural gaps that can turn into major issues if left unaddressed. Here’s what she wants every casino executive to know.

1. Leadership Sets the Compliance Tone — For Better or Worse

When compliance failures happen, they don’t just start at the frontline, they trickle down from the top. Many leaders assume compliance is just about following rules, but it’s much bigger than that.
“Within the gaming industry as a whole, there’s still a big gap in the tone from the top with regards to compliance. That creates what isn’t necessarily the best culture of compliance,” Farris explains.

A strong compliance culture starts with leadership. Employees don’t just follow policies — they follow people. 

“Employees do what their managers show them,” she adds. If leaders don’t take compliance seriously, neither will their teams.

2. Compliance and Customer Experience Aren’t Opposing Forces

One of the biggest myths in the industry is that prioritizing compliance means sacrificing the guest experience. But Farris challenges that idea. 

“A culture of compliance is going to lend itself to a better customer experience,” she says.

When employees operate with integrity and clarity, it builds trust, not just internally, but with guests. Well-trained teams know how to navigate regulations smoothly, reducing friction and ensuring customers feel confident in the establishment.

3. The “Department of No” Mindset Hurts More Than It Helps

Many casino executives see compliance as a roadblock to innovation, branding it the “department of no.” But Farris sees compliance professionals as strategic partners rather than obstacles. 

“When compliance is done well, the job of compliance is to help the organization achieve its goals, but in the right way,” she explains.

Rather than simply rejecting ideas outright, strong compliance teams work collaboratively to find solutions. 

“If the compliance officer is doing their job right, they need to be creative and help the business find ways to achieve its goals, even if that means doing it slightly differently than originally planned,” Farris says. This shift in perspective transforms compliance from a necessary evil into a competitive advantage.

4. Ignoring Small Issues Can Lead to Major Repercussions

In an industry built on reputation, even minor compliance missteps can have lasting consequences. 

“As the saying goes, ‘It takes 20 years to build a reputation and five minutes to lose it’,” Farris warns. The same goes for compliance culture; it can take years to establish, but just one lapse in judgment to unravel.

Whether it’s a missed regulatory update, an oversight in marketing promotions, or a failure to train frontline employees properly, small cracks in compliance can quickly escalate into costly fines, operational shutdowns, or worse — loss of customer trust. Proactive monitoring and swift action are essential to preventing small issues from becoming major liabilities.

5. Staying Ahead of Regulations Requires Proactive Strategy

The gaming industry is evolving fast, and regulations aren’t always quick to keep up. But that doesn’t mean casino leaders should wait until changes are official to start preparing.

“The key to not losing your mind is to make sure you understand what the regulations and rules are and to keep track of the changes as they occur so you can gauge what you’re able to do,” says Farris.

One of the smartest ways to stay ahead? Build a strong network. Casino leaders should actively engage with peers in other jurisdictions, monitor regulatory shifts, and work closely with their compliance teams to anticipate what’s next. Those who wait for regulations to be finalized before adapting will find themselves playing catch-up.

Final Thoughts: A Culture of Compliance is a Culture of Success

At its core, compliance isn’t just about avoiding fines or ticking boxes, it’s about creating a foundation of trust, integrity, and long-term success. Leaders who embrace compliance as part of their business strategy — rather than a necessary burden — will find themselves not only staying ahead of regulations but also building stronger, more resilient organizations.

For casino executives looking to refine their approach, Farris offers a simple but powerful takeaway: Lead by example, have the tough conversations, and make compliance the norm.