Michael Griffin

Please introduce National Business Center, Inc. and describe your role as CEO.

I serve as CEO and Chairman of the Board of National Business Center, Inc. We operate in the skill-based gaming space. Our primary brands include Vegas-Style Skill Games and Blue Bull Gaming.

My role is operational oversight. I focus on strategy, compliance, product direction, and partner relationships. I review performance metrics regularly. I work with leadership on expansion, vendor alignment, and customer retention systems.

I started in this industry as a player. I worked my way through different roles. That gives me practical insight into both the customer and operator side of the business.

What is your core business model and operational structure?

We operate a hybrid model. We maintain internal leadership, compliance oversight, and strategic planning in-house. We also work with third-party vendors for certain technical, distribution, and support functions.

Gaming requires tight coordination. You need internal control over standards and direction. But you also need external partners for scale and technical infrastructure.

We oversee operations and development. That includes game deployment, loyalty systems, and online platform management. Execution depends on strong vendor management and clear service-level expectations.

How do you differentiate in a crowded skill-based gaming market?

We focus on disciplined execution and customer engagement systems. One example is the Vegas-Style Rewards program. That system was designed to improve retention and measurable engagement.

We also expanded into an online platform. That move allowed us to meet customers where they are, rather than relying on a single channel.

My background helps. I’ve seen the business from both the player’s and the executive sides. That perspective shapes how we design experiences and how we evaluate performance.

Which markets and sectors do you primarily serve, and how has that evolved?

We operate within the skill-based gaming industry. Our focus has been on expanding structured gaming environments and digital access points.

Over time, the shift has been toward stronger online integration. Consumer behavior changed. We responded by developing our online casino platform to complement physical operations.

The sector evolves in response to regulation, technology, and user preferences. We adapt within those constraints.

What services or solutions are most in demand from partners?

Partners typically approach us for structured gaming solutions, operational management, and loyalty integration.

They want compliant systems. They want reliable game deployment. They want predictable engagement models.

The rewards system and digital expansion have been areas of strong interest. Operators want retention tools that are measurable and manageable.

How do you stay ahead of industry shifts?

I do not rely only on reports. By the time data is published, it is historical.

I stay close to operations. I review internal performance metrics. I maintain dialogue with partners and vendors. I watch regulatory developments closely.

I also draw from experience. Trends repeat in different forms. If you understand patterns, you can adjust earlier.

Do you have a strong base of repeat partners, and what drives loyalty?

Yes, repeat relationships matter in our business.

Loyalty comes from consistency. We maintain operational standards. We communicate clearly. We deliver on agreed timelines.

The Vegas-Style Rewards program also supports repeat engagement at the user level. Loyalty is built through systems, not slogans.

How do you measure and ensure customer satisfaction?

We track engagement data and usage patterns. We evaluate performance across locations and platforms.

If activity declines, we investigate. If a product performs well, we study why.

Customer satisfaction in gaming is reflected in participation and retention. We monitor both closely.

What post-launch or ongoing support do you provide?

We provide operational oversight and continued system monitoring. Gaming operations are not one-time projects. They require ongoing review.

We maintain communication with partners. We address system updates, compliance adjustments, and performance improvements as needed.

Ongoing support is built into how we operate.

How is your pricing and billing structured?

Specific pricing structures vary by arrangement. That detail is not public.

Generally, agreements in our space align with deployment scale, system integration, and operational scope. Models may involve structured agreements tied to usage or partnership terms.

We design agreements to align incentives and maintain sustainability.

What price ranges have you worked within recently?

Exact figures are not publicly disclosed.

In this industry, scale affects cost. A small deployment differs significantly from a large, multi-location rollout. Value is balanced through operational stability and long-term viability.

We do not compete on being the lowest cost. We compete on structured execution.

Have you declined opportunities based on scope or fit?

Yes.

If a project does not meet compliance standards or operational feasibility, we do not move forward.

Minimum fit includes regulatory alignment, realistic deployment timelines, and operational discipline. If those are missing, risk increases for both sides.

Saying no protects long-term stability.

What major challenges have you faced in recent years, and how did you respond?

The COVID-19 period was the most significant disruption.

Operations slowed. Regulations shifted. Uncertainty increased.

We focused on stability. We reviewed cost structures. We strengthened digital access through our online platform. We maintained communication with partners.

The key was staying steady. Overreaction creates damage. Controlled adjustment creates resilience.

How do you foster innovation in a regulated environment?

Innovation in gaming must operate within constraints.

We evaluate technology that improves engagement and oversight. We developed the Vegas-Style Rewards system to improve structured retention.

We look for practical innovation. Not experimental hype. If it does not improve operations or customer clarity, we do not pursue it.

What role does company culture play in your performance?

Culture drives execution.

I came from a large family. Teamwork matters to me. Clear roles matter.

Within the company, expectations are defined. Accountability is direct. Communication is steady.

Culture is not about slogans. It is about consistency in behavior.

Where do you see the company in the next five to ten years?

I see disciplined expansion.

That includes deeper digital integration and continued operational refinement. Growth must align with compliance and infrastructure.

We will continue building systems that support retention and scale responsibly.

How has your leadership style evolved over time?

Early in my career, I focused on individual execution.

As CEO, I focus on structure and people alignment. Leadership is about clarity. It is about staying calm under pressure.

My background in sports influenced that. Discipline and teamwork translate directly into business operations.

Which emerging shifts interest you most right now?

Digital integration remains important.

Consumer access patterns are changing. Mobile and online engagement are not temporary trends. They are structural shifts.

The key is managing those shifts responsibly within regulatory frameworks.

What advice would you give to future executives?

Understand the business from the ground level.

I started as a player. That experience shaped how I lead.

Learn operations. Study patterns. Stay steady in pressure.

Titles do not build companies. Systems and discipline do.