36 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Awareness started to grow—and so did appreciation for the Lottery’s mission. It sounds like once a few people stepped up, and then others saw the benefit— getting exposure for their programs, joining something meaningful—and that created a kind of positive feedback loop. H. Shergill Chima: Exactly. Once people saw the first wave of stories, it clicked: “Oh, this isn’t just marketing—it’s a platform to connect with our own audience.” Now, when we attend educational conferences, people are coming up to us and saying, “Hey, my program was funded by the Lottery!” It inspires others to ask how they can get involved, too. We want to cast the net as wide as possible and include everyone touched by Lottery funding. The more voices, the better. I just reviewed a stack of mission-focused content for approval – 30 slides covering six different programs. Some of them I didn’t even know we supported. One, for example, was a fire-fighting academy at Glendale Community College. I had no idea we were involved, and it was such a great reminder: our work really does make a difference in communities across California. And when we get to connect with the students, instructors, and local champions behind those programs, it invigorates our own team’s sense of purpose. This kind of outreach costs a lot less than traditional paid advertising. Isn’t it also more effective, since it’s real people telling real stories? H. Shergill Chima: Absolutely. These aren’t actors reading lines—they’re educators, students, and community members sharing how Lottery funding impacts their lives. It’s genuine, and I think people feel that. It cuts through the noise in a way conventional advertising just can’t. And what about your political stakeholders? Do they understand and support what you're doing? H. Shergill Chima: They’ve got a lot on their plates and the Lottery isn’t usually top-of-mind. That’s why we’re making a concerted effort to be proactive. At the very least, we want them to know we’re here, we’re transparent, and we’re a resource whenever they need us. Our Chief Deputy, Florence Bernal, and I have been taking that further by reaching out and setting up introductory meetings and offering briefings on the Lottery- a Lottery 101 if you will. We want to talk with legislators about our mission, our sales, and the programs we support. We want them to know we’re an open book and we want their feedback. Our headquarters is just a short distance from the Capitol, so we invite them to come over, tour the facility, meet our team, and see firsthand what we do and how we do it. It’s all about building relationships now, so when issues come up in the future, we’re not strangers. They’ll know who we are, what we are trying to accomplish at the Lottery, and they’ll feel comfortable reaching out. Legislators get information from a lot of sources—media, colleagues, constituents. We just want to make sure we’re one of those sources—and one they can count on. Prior to joining the Lottery, you were an attorney at the Department of Transportation. That doesn’t sound like the kind of role that brings a lot of political visibility. H. Shergill Chima: Exactly. I had no political experience. I’ve just worked my way up over the years. Nobody really knew who I was, so I felt it was important to make the rounds at the Capitol. Let them get to know me. Talk about my background, why I’m passionate about the Lottery, and what I believe we can accomplish with their support. I’d like to think that kind of outreach makes them more comfortable picking up the phone and calling me directly when they have questions. So not a “keep your head down and stay off the radar” approach? H. Shergill Chima: Not at all. And it’s definitely not something I do alone. I have an amazing executive team, and my Chief Deputy, Florence Bernal, spent years working in the legislature—she really knows that world. She and the rest of the team have been instrumental in helping me navigate it all, because like I said, this isn’t the background I come from. So yes, stepping into this role has been a big learning curve. But I have a team I trust completely, and that trust goes a long way. I know they have my back—just like they had Alva’s before me. That kind of loyalty and expertise is incredibly reassuring. Plus, they’re all at the top of their game in their respective areas, which makes my job, honestly, kind of exhilarating. Do you see the Lottery as being in competition with tribal gaming, or do players tend to stay in their own lanes when it comes to games of chance? H. Shergill Chima: I don’t see tribal gaming as a direct competitor—but that doesn’t mean we’re not all vying for the same players and the same discretionary dollars. That said, our strategic planning doesn’t focus on outmaneuvering others in the games-of-chance space. We’re not trying to win a turf war—we’re just trying to build the best possible experience for our players. That means focusing on product quality, accessibility, brand clarity, and great advertising. We aim to meet people where they are, surprise them with fun promotions, and keep them engaged. We’re expanding our retail footprint, exploring nontraditional point-of-sale opportunities, and reaching out to new types of retail partners. For example, Gelson's is a high-end grocery store in Southern California that is trying a new concept called Recharge by Gelsons. They have partnered with Rove to create a concept that combines EV charging with a premium convenience store. They have a lounge for customers to relax in as well as shop while they wait for the charging to complete. You can buy snacks and coffee and now you can buy lottery tickets there as well. Retail is evolving and creating opportunities for us to increase visibility for lottery. But at the core, it’s about the games— creating new, fun experiences and managing our portfolio in a way that connects with as many different play styles and preferences as possible. Rooted in Mission, Driven by Innovation: Inside the Transformation of the California Lottery — continued from page 16 "The most powerful storytellers aren’t marketers—they’re the teachers and students whose lives are changed." Continued on page 41
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