The Las Vegas Women in Product Collective is unlike any other organization of its kind.
In fact, there is no other organization quite like it.
It has no officers. Meetings are held every other month. And instead of asking questions, those involved are creating answers.
“We focus on bringing together women first, since our voices are usually the least represented in technology spaces, but it’s a very ally-powered executive community focused on advancing product-led growth, data modernization and AI adoption, with a goal of turning strategies into outcomes and driving lasting transformation for Las Vegas and beyond,” said one of the founders, Bronwen Gregg, Insight Global’s Account Director over Hospitality & Entertainment, partnering with leaders to solve complex business challenges at the intersection of technology, talent, and growth.
The Las Vegas Women in Product Collective aims to bridge the gap between legacy systems and modern innovation, fostering equity, collaboration, and success among technology executives. The collective, which includes men as allies, focuses on discussions and practical solutions for product-led growth, data modernization, and AI adoption.
Gregg notes that she and Co-Founders Brianne Niemic, Hard Rock International Senior Director of Data & AI Product, and Ashley Stephens, Founder & Principal Product Strategist at ProdOps Advisory, noticed that while there were many organizations willing to discuss innovation, there was a gap in the level of executive reciprocity.
“A lot of times, executives … would come in and they would be providing a lot of mentorship,” Gregg said. “They would be providing a lot of opportunity to uplift the next generation, and that’s amazing. But it wasn’t necessarily the reciprocity or the depth of discussions on industry topics and shared challenges that would really move the needle at that executive level.
“It was a lot of surface level, kind of buzzword-heavy agendas, and there was a gap of understanding.”
Stephens notes that the Las Vegas Women in Product Collective is not meant be a networking outlet. There are enough of those meetings to satisfy a need.
“We’re working for a space where we let leaders have honest conversations about what’s actually working, and what’s not,” she says, ‘and walk away with practical ideas, frameworks and strategies that can apply inside.”
Even meetings at large conferences, including G2E and the Indian Gaming Association Tradeshow & Conference, fall short of solving problems women and executives encounter.
“We all know there are problems, obstacles,” says Niemic. “But no one ever openly discusses solutions. “This allows for us to create a think tank, and Bronwen and Ashley and I are not leading it. It’s led by everybody in the organization. Everyone is taking a turn in all our meetings. ‘Hey guys, I have this problem. Can you help me solve it? What are some of the solutions you have in mind that maybe my company, my organization, hasn’t come up with?’ And we’re just all supporting each other.”
An example would be discussions about artificial intelligence. What’s forgotten sometimes is how AI will not only transform a workspace, but the culture of a business.
“You can’t implement AI without first modernizing data, and a tech transformation won’t be successful without building a culture of innovation and adoption,” Gregg said. “And we’re not making this exclusive to one industry, but to multi-industries that are dealing with the same challenges in the technology.”
Las Vegas Women in Product Collective is open to women in the region and male allies who are interested in addressing problems from a cooperative angle.
Stephens, whose work entails helping executives identify what they are trying to achieve through KPIs (key performance indicators) and allowing property operators and vendors to see their ecosystems are interconnected, says the gaming industry is especially ripe for new ways of viewing business.
“In gaming and hospitality, we actually have one of the biggest opportunities in the tech industry,” Stephens says. “We have incredibly rich customer data, behavioral models, and operational pieces – but siloed teams hold us back from clear ownership models.
“I think a lot of this is helping me implement the next evolution for these enterprises, not just digital transformation, but earlier customer recognition for personalization. It’s helping to identify those same frameworks I’ve been building and showing executives how they can use that same thing for their intent as well.”
The goal of the collective is not only to make a cultural difference in the way gaming industries do business, but to transform the approach of all Las Vegas businesses.
“If we do this right, LVWIPC won’t just be a community — it will become the place where product, data, and AI leaders in Las Vegas come to solve real problems together and shape the future of innovation in this city,” Stephens adds.
