It has been a few years since I had the opportunity to discuss this topic with two of the most authoritative voices of the gaming industry in the world: Bo Bernhard and André Wilsenach, both excellent friends (if they do not sound the name of Bo or André , I suggest you search them on Google and seriously consider their future in this industry)

Andre was pleased to introduce me to the new UNLV project, the International Center for Gaming Regulation (ICRG), which would promote good regulatory practices, through research and training for regulators in the world. Coming from the UNLV, this could not be a canning that is about selling like the panacea.

Rather, I bet my chips, and I won the jackpot, because this was a methodology that sought to develop regulatory management based on principles of quality, standardization and legal equity.

There are regulations and principles for Good Regulatory Practices in many industries, which seek to integrate the regulator, certifier, consultant and entrepreneur, in an environment of consensus.

An atmosphere of collaboration, permeability to suggestion and criticism and, above all, proactive collaboration is generated.

None is right and none is wrong; Everyone has something to contribute.

And in that explicit agreement is that the best practices are developed, promoting viable regulations in implementation and control, through the application of measurable and objective processes, as well as the real and permanent training of those in charge of the evaluation and supervision (banishing from in this way the subjectivity and indiscriminate application of the criterion, while the "creation" of experts by appointment and not by competences is stopped.

Perfection is not achieved and 100% of the parties cannot agree, but there is an increasingly better scenario in content and form, with less opposition and more confluence of ideas.

"We want to include Latin America in our plan, what do you think?" Emotions found. On the one hand, the highway that I was looking for to bring professionalization to regulators in different jurisdictions. But on the other, their natural reluctance to receive this help and their fear, due to ignorance in most cases, to the methodology, thinking, mistakenly, that this exposure put them at risk of being replaced.

But the reality is different. It is something necessary because it is the way it transcends time. Do not see many that is the opportunity to go down in history as the management that established a firm path and a clear roadmap, with a strong organizational culture involved.

The implementation of cultures such as the one proposed by the ICRG is the basis for an objective and orderly development. It is not about trying to convince the community that everything is fine when the perception is contrary. It is much less possible to impose the whim of the public servant, who demands, because he thinks he is an inquisitor and not an official, which does not correspond to him, forgetting that he is here to serve and not to hinder.

No one is born knowing, but everyone can learn. That must be a starting point. But knowledge is not acquired by osmosis or telepathy or seniority. There must be a transmission of those who know to those who must learn.

In that scenario, where in the vast majority of jurisdictions everything remains the same, with the same inertia and little efficiency, two entities appear, the Superintendence of Casinos de Gambling (SCJ) of Chile and Coljuegos de Colombia, which little by little they have achieved migrate to an environment based on objectivity, where the criteria remain at home together with subjectivities. And the progress is great, the benefits come immediately, and the dynamism of the industry feels immediately. Everyone wins, operators, suppliers and the country.

It was understood that the meaning of being a good regulator is not to complicate in extremis in each process, but to make it agile, fast, safe and fair.

For a company like JMC Gaming Consultants, which actively works with the same volume of clients and processes in seven countries, changes in attitude in regulators are immediately visible. And advances such as those described, achieved based on the permanent sincere, open and permeable dialogue with the industry, comfort and mark us a way forward.

Today the photo changes rapidly: the referent and the regulatory leader is not the one who tries to convince him that he is, but who with his policies and actions lets us see that he is one step ahead.

In a globalized world like ours, where the availability of information and technological exchange is virtually unlimited, sharing experiences, policies and points of view should be a simple task, dependent solely on the will.

Let us vote because this happens quickly, and the Good Regulatory Practices finally have a place in the regulatory bodies.