and hear firsthand how things are going , and how we can better support our team members .”
Her role sometimes requires her to meet employees in times of personal strife . “ I often say we talk to people on some of their worst days , because we get the phone calls when they ’ re trying to navigate through health challenges or a medical leave of absence .
“ Those are difficult conversations , but I ’ m fortunate to work with people who put the team members first and operate with a great deal of empathy . We ’ re also very proud of our amazing benefit programs , which enable them to get the ( support ) they need .”
Asked which characteristics have contributed to her advancement , Seebald says resilience and adaptability . “ In college I studied ancient language , and each semester was an extended lesson in humility . Just when you felt that you were getting competent with a certain genre , the semester would end and you ’ d start over with something new .”
At each juncture , “ I found myself questioning my ability ,” she continues . “ But over time and through practice , I gained the knowledge and confidence again . I ’ m grateful I learned perseverance early , because policies change , systems get upgraded and acquisitions occur . It ’ s not always about your knowledge , but about your ability to navigate change .”
She urges future leaders to set big goals and welcome challenges . “ Keep learning and asking questions . If you can volunteer for more projects , do it . If you get an opportunity and you ’ re not 100 percent ready , go for it anyway . Someone gave me this advice early in my career — you might struggle with a steep learning curve , but that ’ s how we grow .”
Looking to the new year , she says much will depend on the recent election . “ We ’ re all waiting to see what regulatory changes might occur , both at the federal and state levels . I look forward to continued strategic discussions about our benefit and compensation programs .”
Seebald lives by two quotes from Nelson Mandela : “ It always seems impossible until it ’ s done ” and “ I never lose . I either win or I learn .”
“ We all want the big wins , but over the course of a career , we have seasons of learning that are crucial to our growth ,” she says . “ This is a beautiful way to approach challenges .” — Marjorie Preston
In-House Talent
Nathan Peak President , HBG Design
Nathan Peak ’ s career in the casino architectural scene has quite literally been made at HBG Design — following two internships in the late ’ 90s and early ’ 00s , Peak has spent the last 23 years at the Memphis-based firm , eventually working his way up to president in 2022 .
In 2025 , he ’ ll enter his third year at the helm , and he notes that a big challenge for his tenure thus far has been to develop “ a cohesive strategy ” to grow and scale effectively . He figures that approximately 60 percent of the firm ’ s clients are in the Midwest and West Coast , which has prioritized growth in those regions .
“ When I became president of HBG Design , we stepped on the gas , and have since doubled the size of our San Diego office and moved into new office space to handle the explosive growth ,” Peak says , “ and we ’ re intensifying our commitment to our Dallas office , where this past year we brought on a new location leader , Ray Mabry .
“ Our leadership team in all three offices has readily embraced this strategy to create an increased focus on our clients and projects from those geographic centers .”
Looking ahead to next year , Peak notes that scalability will again be a key tenet for HBG , as well as versatility . He says his team has “ positioned our staff and services to provide the same level of quality on smaller-scale projects as we do on multimillion-dollar resorts ,” with a number of “ creative approaches to design and constructability that help owners maximize their ROI .”
Some examples include “ old-form metal framing and stick-built delivery to create more budgetconscious solutions that our client ’ s customer never sees .” In addition , Peak says HBG is emphasizing other business areas to build out its arsenal .
“ We ’ re also growing our master planning and land-use planning services , helping clients with EIS studies and putting our design-thinking to work at the earliest stages of a project when we can help partner with clients to hone long-term vision and investment opportunities ,” he explains .
With regard to projects for the coming year , Peak points to the behemoth expansion of Michigan ’ s Gun Lake Casino as one he is particularly excited about . A focal point of the expansion project , which is expected to open in the spring , is the Wawyé Oasis .
According to Peak , the amenity “ is a resort pool by day and performance complex by night . The innovative space features multiple pools inside a six-story glass-enclosed circular structure that transforms into a concert venue , banquet center and entertainment venue .”
One trend the HBG chief will be following in 2025 is the continuation of an existing one — the evolution of gaming floor layouts . Peak says the firm has “ streamlined the flow of the gaming floor in the properties we are designing to enhance the customer experience .” He adds that open floor layouts allow for better access and wayfinding .
As sports betting continues to grow in influence , that too has emerged as a new variable for architects and designers to play around with .
“ We ’ re also embracing a new trend that integrates sportsbooks / sports betting with other entertainment amenities on the casino floor — essentially blurring the lines between venues ,” Peak says . “ This design approach activates the entire space and creates a more immersive entertainment experience for the customer .” — Jess Marquez
JANUARY 2025 www . ggbmagazine . com 25