Casino Connection Atlantic City

Grace Under Pressure

Showboat supervisor takes fast track forward

by Dave Bontempo

Darryl Pearce was, literally, bred for business. The Showboat front-office supervisor worked extensively in family-run businesses as a youth. One involved a Florida-based high-end windows and doors facility owned by his father. Another concerned a medical seminars establishment in Pearce's native Canada, owned by his mother. Talk about diversity. Pearce gained an early array of entrepreneurial savvy and matured quickly. He's in casino management at age 28 and armed both with a psychology concentration from Western Ontario University and an owner's appreciation of customers. Pearce thrived despite the separation of his parents, which forced him to live in two countries. "I have moved 30 times," Pearce says, laughing. "I'm glad I don't have to do that much anymore. I started my own family and feel very settled now." Pearce is glad he declined ownership of the family establishments to pursue a chef's career. It led to a new life. Pearce came here needing a license to work aboard an Atlantic City-based cruise ship. He figured to cook, entertain clients and travel the seas. Oops. Pearce stumbled into hotel administration and hasn't left. "It's great to build relationships with people in this industry," Pearce says. "They are there just to have a good time. If we are facilitating, we're setting them up for great fun. All we have to do is arrange for everything. Make sure the reservations are set, give them the best room option, wish them luck, and let them know you are there to help them. "For the guests, we're the best chance for a guarantee at the casino. They are not guaranteed to win when they gamble, but they do expect a nice room from us. They have expectations of us and we exceed them as much as possible." Guest satisfaction involves an army of small details, packaged into 1,309 rooms. They range from bell service, early check-in and extra pillows to hand creams, roll-away cribs and the juggling of requests. A number of customers want lower floors in the wake of 9/11. Others seek proximity to elevators. The Somers Point resident enjoys his new approach to customer service. It needs to remain sharp, but it ends with the job. Bottom-line headaches don't follow him home. Pearce advanced his credentials with a two-year management-training program. He gained further insight by working in the uniform shop, with vendors, dry cleaners, seamstresses, union personnel and non-union workers throughout the city. Advancement came quickly. Despite being much younger than many employees he supervises, Pearce fashions a strong relationship plan. "One thing I learned from being molded to take over the business is that everybody has to buy into you," Pearce says. "You don't simply want the employees to look at you as the supervisor, you want them to believe that you were the right guy for the job. That brings you a lot of respect. If a supervisor is viewed as a better choice for the job, it's a better buy for the team and you will get a better performance from your team." How does the respect unfold? "Show grace more than anything," Pearce says. "Be compassionate about people's situations. Help them with scheduling, be understanding of mistakes, listen to them. People need to speak first. They want to know they are being understood. Once they tell you something, you can often figure out what they need from their story." Whether it's a customer or employee, Pearce knows what another person wants. That's the sign of a sharp professional.

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