Tony Macmillan, CEO of Bally’s Colombo, explains how the casino is combining advanced technology, personalised service and digital expansion to strengthen its position in Sri Lanka’s gaming industry.
In the conversation, he explores how artificial intelligence , smart tables and facial recognition can modernise casino operations and improve customer experiences. He also discusses Bally’s online gaming platforms, plans for digital expansion, and the role of data in customer engagement and operational accuracy.
Macmillan shares his views on responsible AI adoption, human judgment and Sri Lanka’s evolving regulatory landscape. He outlines Bally’s Colombo’s priorities for the next two years, focusing on technology investments, stronger customer relationships and expanding its brand presence across international markets .
I will complete eight years with Bally’s Colombo on January 14 next year. I initially joined for a short period, but I ended up staying. During this time, we have gradually moved towards a more corporate model of operation.
We have an experienced team and have brought in specialists to strengthen different areas of the business. Technology has also become increasingly important to the way we operate. Change takes time, but we have been making steady progress.
Our next priority is to take Bally’s to the next level. We already have a strong brand presence in India, and we want to build on that reputation and make the brand even stronger.
We have 100 gaming tables and 68 slot machines, so we are very much a table-focused casino. Around 80% to 85% of our customers come from overseas, particularly from India and other parts of Asia.
We also have customers from the Chinese business community in Colombo. In addition, many Indian visitors travel to Sri Lanka to visit its temples and other attractions, and a casino visit can form part of their overall travel package.
Bally’s contributes to the country's tourism industry by bringing international visitors to Sri Lanka. We work on the basis of combining entertainment and travel, giving customers a reason to visit and return.
We have approximately 160 marketeers who focus on providing personal service to our customers. Each customer has someone who looks after them, which helps us understand their preferences and provide a more tailored experience.
We also use technology to support this approach. Our systems allow us to monitor activity and understand customer requirements more effectively.
For example, I once had a customer request that his baccarat table face northwest. When he arrived at the casino, he checked the direction using a compass on his phone and confirmed that we had arranged it correctly.
These details matter to certain customers. Understanding what they want and making the effort to meet those expectations can improve their experience.
Technology is already an important part of our operations, and we are continuing to develop our systems. We have invested in customer information systems and are preparing to introduce more advanced solutions.
Over the next year, we plan to move towards smart tables, facial recognition and an entirely new AI camera system . These technologies will help us modernise operations and improve the way we serve customers.
We also develop our own digital platforms rather than depending entirely on external providers. This gives us greater control over the systems we use and how they support our business. The key is to use the resources available to us and apply them in ways that make a practical difference.
We have developed our online platforms internally, and we currently offer 21 online tables streamed from the casino floor. Customers can participate online and also visit the casino to play at the same tables.
Our sportsbook and slot operations are relatively small at present. However, we are exploring opportunities to expand our online offering. We are interested in establishing a dedicated studio for dealer operations.
Sri Lanka has specific licensing requirements for these activities, so we need to wait for the relevant legislation and regulatory decisions before moving ahead with some of these plans. Once the framework allows us to proceed, we can evaluate how best to expand these services.
One of the distinctive features of the Sri Lankan market is that players receive cashback equivalent to a commission of around 10%, based on their losses. This means we must monitor each player's activity carefully to calculate the correct amount.
We have a tightly managed system that tracks every bet and helps ensure that the cashback is calculated fairly and accurately. Because we monitor customer activity, we have a detailed understanding of what is happening on the gaming floor. This information also helps us provide a more informed and personalised service.
Technology is particularly important here because the system needs to be accurate, consistent and reliable.
Sri Lanka is preparing for a financial compliance evaluation concerning its alignment with international standards on money laundering. There is also a new gaming regulatory authority expected to be established soon.
The wider compliance effort is not limited to casinos. It affects several sectors involved in the movement of money, including real estate, gem shops, hotels and travel businesses. I have attended some preliminary meetings, and I believe Sri Lanka is making progress towards meeting the required standards.
For the gaming industry, operating within the appropriate regulatory framework remains important. Bally’s is a fully licensed casino, and we continue to focus on maintaining strong operational systems.
Technology will be a major priority. Over the next year, we plan to introduce smart tables, facial recognition and a new AI camera system. These investments form part of our broader effort to modernise the business.
I use AI regularly, but I believe it is important to support its output with personal knowledge and judgement. I would not simply accept something produced by AI without reviewing it. Businesses need to understand how to use the available tools effectively.
We are also looking at opportunities to expand our digital operations , including online slots and a dealer studio, subject to the necessary regulatory approvals.
Ultimately, our goal is to strengthen Bally’s Colombo, improve the customer experience and build on the brand's existing reputation. We have made progress over the past several years, and we now want to move faster by making effective use of technology, experienced people and new industry connections.
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