Starting From Scratch: Wynn CIO Has A Clean SlateStarting From Scratch: Wynn CIO Has A Clean Slate

"How many CIOs can start without having to deal with legacy systems and legacy hardware? I'm not hemmed in by any of the things a CIO is traditionally hemmed in by."

Such is the good fortune of Karen Bozich, CIO of Wynn Resorts Ltd., who's talking about the advantages of not just running a casino IT operation, but actually forming one. The 3-year-old casino company, started by entrepreneur Steve Wynn, next year will open its first property, Wynn Las Vegas, an opulent 2,700-room megaresort that will feature a golf course, a man-made lake, a Ferrari-Maserati dealership, and numerous chic eateries and retail shops.

Bozich's first order of business has been to build an IT infrastructure from scratch. No existing cabling to replace. No aging technology to upgrade. No other properties with databases and systems to merge.

She's not sharing details on the technology just yet. But Bozich relishes the opportunity to establish a technology environment that will help give the resort a competitive edge, rather than struggling to upgrade an aging hotel-management system. She's also aware of her responsibility to ensure that the infrastructure isn't just cutting edge when it opens, but will remain so for as long as possible. "How do we position ourselves for that fateful day when years have gone by and there are all sorts of new modern technologies?" she asks. "We have to make sure we get it right before we open the door."

Bozich, who's worked for Wynn since the Golden Nugget days of 1990 (before the company changed its name to Mirage Resorts), says her staff has implemented much of the core technology already but that there are still some big decisions to be made. For instance, selecting the wireless infrastructure most likely to be used several years down the line is proving to be a head-scratcher, requiring her to imagine the myriad ways wireless might be used in the future.

One thing Bozich is clear about: She doesn't want the technology to be front and center. She wants it to be invisible. "The experience isn't about the technology," she says. "It's about the ability of the employees to use technology or for the building to be capable of certain things that support the guest experience."

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