20 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Continued on page 29 we are a state agency, we operate with a private-sector mindset, maximizing revenue to provide additional revenue for education. We are not just funding programs like Florida Bright Futures, we’re also raising awareness and ensuring students, parents and communities throughout Florida understand what is available to them. Our partnerships amplify that message, and our efficiency ensures the highest possible returns to education. Paul Jason: “Your dedication to the next generation of Americans is truly inspiring. You’ve also noted that the Florida Lottery is a multibillion-dollar business enterprise which means staying focused on delivering revenue for education. That requires adopting many of the same strategies used by large, market-driven commercial brands. Tell us about your sales incentive program. John Davis: Prior to joining the Florida Lottery, I spent nine years in medical device sales, which helps me understand many of the things that motivate performance. About half of our employees are in product and sales roles, and the leadership team has worked to build a culture that rewards excellence, and this is one of many examples. The Governor and Legislature supported this legislative budget request, allowing us to formally incentivize the sales team and the overall results have been rewarding. We have led the nation in revenue generation for four years running, with average transfers ranging between $5.5 to $7 million a day to education. Competition, recognition, and incentives help drive performance and everyone wins. Paul Jason: “Am I wrong to think that the incentive doesn’t need to be large amount-it just needs to be enough to make it fun, spark little healthy competition, make things interesting, and show people that their hard work is noticed and appreciated?” John Davis: You’re exactly right. Incentives don’t have to be large; they just need to spark competition, add excitement, and show appreciation. That mindset is key to how we operate. Every decision is ROIdriven, not just in dollars, but in team morale and as well. When people feel valued and supported, they perform at their best, and with the backing of the Governor and Legislature and a motivated team, we’ll keep building on that momentum. Paul Jason: “Your investment in people extends to the whole team, not just sales people. Can you talk more about how you harness the energy of the whole team to reach stretch goals?” John Davis: You’re spot on. I spend a lot of time traveling across the state, visiting our nine (9) district offices, with weeks passing at times with me not in Tallahassee. The Governor has emphasized that he wants his agency heads in the field sharing the work we’re doing, which is in-line with my desire to spend as much time as possible in the field with our district teams. If we expect excellence, we must show support and express gratitude. These visits allow me to gain first-hand insight into their needs and gather ideas and suggestions to keep us moving forward. We maintain open communication, and I’ve made it clear to everyone: there are no repercussions for raising concerns. When you take care of your people, they will take care of the mission. Paul Jason: “You’ve clearly cultivated strong relationships with the Governor, legislators, and stakeholders. How do you do that?” John Davis: Paul, I consider myself very fortunate. One thing that makes the Florida Lottery unique is it’s a standalone agency with the Secretary reporting directly to the Governor, which speaks to the value of this agency. With vast experience in both the public-private sectors; having served as a former political operative, and community and business leader- this combination has played an intricate role in establishing long-term relationships and building trust across various spectrums at every level. Relationships matter, and we’ve been able to build upon them by being transparent, strategic, and showing that we are resultsoriented. Paul Jason: “The Florida Lottery takes a firm stance against retailers who violate rules and regulations- especially around bulk purchasing or facilitating the reselling of lottery tickets outside of Florida. Can you speak to your enforcement approach?” John Davis: Integrity is non-negotiable. We have over 13,500 retailers, and when rules are broken or issues occur, we act quickly to rectify them without hesitation. The bulk purchase and resale of lottery tickets outside of Florida is a clear violation of our rules and regulations, and we make this very clear to our retailers. We have had recent reminders that even when you’re doing everything right, things can still slip through the cracks. That’s why we remain vigilant. Our Division of Security is a fully accredited, state law enforcement agency, and they work closely with our general counsel, the inspector general, and local law enforcement to ensure the integrity of our games. We have a law enforcement presence in every district, which isn’t the case for every state lottery. They are backed by the latest technology to help us monitor and investigate anything unusual. We constantly reinforce what is expected of our retailers, provide clear guidance, and maintain close relationships through our sales team, and we will continue tightening our processes to protect the public’s trust in the Florida Lottery. Paul Jason: “You’ve even shut down topselling retailers who didn’t comply with your directives. John Davis: That’s right, Paul. Florida is a very business-friendly state, and we welcome retailers who want to be a part of the Lottery’s mission and succeed commercially. But violating the law or rules will not be tolerated. Even top-performing retailers will be shut down if they refuse to comply. Being highly successful while breaking the rules is not something we’re going to reward. Paul Jason: Going forward, can you describe your business planning process? John Davis: Absolutely. We approach the Florida Lottery with a business mindset, guided by a 2030 strategic roadmap currently in development to align our short and long-term objectives. Over the past four years, we’ve consistently exceeded $9 billion in annual sales, and our focus now is on how to sustainably surpass $10 billion. Our planning process includes continuous trend analysis, understanding consumer behavior, and evaluating emerging technologies to stay ahead of the market, and we will use SWOT analysis to anticipate opportunities and challenges. As a business enterprise with government oversight, we will continue to engage with the Governor’s team and the Florida Legislature to bring forward clear data, sound strategies, and a purposeful vision to maintain our status as an industry leader. “We were created to operate like a business enterprise—and that’s exactly how we run the Florida Lottery every day.”
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