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Peter Arceo

The year was 1991. The ���ӽ紫ý Runnin’ Rebels were fresh off consecutive Final Four appearances (including capturing the 1990 national championship). And was in a funk.

Then a freshman at Cal State Northridge University, Arceo had developed an interest in kinesiology, with aspirations of someday serving as a trainer for one of Los Angeles’ professional sports teams. 

Then he met with an academic counselor, who promptly threw a wet blanket on Arceo’s dream, essentially telling him it wasn’t realistic.

“That discouraged me from continuing to study kinesiology,” Arceo says some three decades later. “So when I came home for winter break my freshman year, I told my mom that I was considering joining the Air Force — I thought I might be interested in becoming a fighter pilot.”

Arceo went so far as to contact a recruiter.

Stunned by the news, Arceo’s mother suggested the two take a weekend trip to Las Vegas. During the four-hour drive, Arceo shared his growing disillusionment with college and that maybe he wasn’t in quite the right place.

And this is where the Runnin’ Rebels enter the picture.

Because of the team’s massive success in the early ’90s, Arceo was quite familiar with the red-hot ���ӽ紫ý brand. So upon pulling into town, he stopped by campus and picked up an enrollment application and course catalog. Browsing the catalog, he paused on one major in particular. 

“Hotel administration sounded appealing, like it could be a fun career,” Arceo recalls. “Plus, there’s a hotel on every continent except for Antarctica. So the whole world is basically available.”

Soon after getting back home, Arceo submitted his application and transcripts. Although ���ӽ紫ý admitted him, Arceo decided to put off transferring until finishing his sophomore year at Northridge.

When he got to ���ӽ紫ý in August 1993, Arceo instantly knew he was right where he belonged. 

“I was absolutely blown away by the beauty,” he says of the campus. “The abundance of greenery, the trees lining the walkways, the lush grass — all of it was captivating.

“There was an outdoor amphitheater where you could sit, relax, and take it all in. Also, the campus wasn’t busy or hectic. Rather, there was a sense of calm and peace. So I felt right at home at ���ӽ紫ý. I immediately thought, ‘This is me.’”

It didn’t take long for Arceo to also realize he made the right call to study hotel administration. All he had to do was glance a mile west of campus to the Las Vegas Strip, where a trio of megaresorts — Luxor, MGM Grand, and Treasure Island — all opened soon after the fall 1993 semester began.

“There was a lot of innovation and growth in Las Vegas,” Arceo says. “So attending the hospitality school during this period — when you could read about new developments and see them firsthand — offered students an amazing opportunity.”

Arceo took full advantage of the opportunity — and several others that followed. 

While working toward his degree, a 21-year-old Arceo got his first job in the gaming industry as a blackjack dealer at the Eldorado Casino. He eventually moved on to dealing craps before receiving a post-graduation offer for the management training program of Eldorado’s parent company, Boyd Gaming.

“After graduation, I thought about maybe working on a cruise line so I could see the world, or maybe one of the big hotel brands — Hilton, Marriott, something like that,” Arceo says. “But when Boyd Gaming gave me that chance, I told myself to take it. I figured I could always change my mind and do any of those other things if I didn’t like it.”

Turns out he liked it. A lot.

The training program at Boyd Gaming established the framework for a career that has taken Arceo up every step of the hotel-casino management ladder. In 2023, he reached the final rung when he was promoted to Chief Gaming Officer for Yuhaaviatam of San Manuel Nation in Southern California.

In his role, Arceo oversees the entire gaming operation for the Yuhaaviatam of San Manuel Nation, which owns and operates the award-winning Yaamava’ Resort & Casino at San Manuel (for which Arceo previously served as general manager) and Palms Casino Resort in Las Vegas. The tribe also holds significant ownership interest in the Waldorf Astoria Monarch Beach Resort & Club in Dana Point, California.

During his near 30-year career working for various traditional and tribal gaming enterprises, Arceo has twice returned to the classroom, earning master’s degrees from USC (business administration) and UCLA (legal studies). 

As important as those accomplishments were, Arceo recognizes that his life and career would have taken an entirely different turn had he and his mother not stopped by ���ӽ紫ý during that impromptu weekend trip to Las Vegas; had he not found his passion in the Harrah College of Hospitality; and had he not received a well-rounded, top-flight education as a Rebel.

It’s why Arceo has been committed to supporting his alma mater. This includes returning to campus as a guest speaker; mentoring students; becoming a lifetime member of the ���ӽ紫ý Alumni Association; founding the ���ӽ紫ý Alumni Association’s Arizona chapter in 2014; participating in alumni activities; and serving on the newly formed advisory board for the ���ӽ紫ý International Gaming Institute.

“I’ve long believed in the importance of paying it forward,” Arceo says. “After I graduated, two professors — Jim Kilby and Patti Shock — continued to stay in touch with me. What stood out about both of them was their unwavering commitment to students who showed a genuine desire to learn and grow.

“As time went on, I began to ask myself how I could offer that same kind of support to current students. I thought about how valuable it would be for students to have someone available to talk to, someone who could share their journey — especially those who may not have access to real-world experience within their immediate circle. That’s why I find so much meaning in being an active alumnus. It’s not just about giving back; it’s about being present, accessible, and supportive in a way that can truly make a difference.”

Do you recall a moment or a specific class when you were “bitten” by the hospitality bug?

From an academic standpoint, two classes really stood out. The first was Professor Jim Kilby’s casino operations course. He was incredibly engaging and down to earth — someone who truly inspired me. He challenged me to question the status quo and motivated me to dive deep into the foundational statistics and core principles of casino operations. Early in my career, I often reached out to him for advice and to talk through challenges I was facing.

The second class was our capstone project. We had to design and build a full-scale resort, complete with supporting pro formas and a business plan. It was intense but a lot of fun, and it ignited my excitement for a future in hospitality. 

The academic component confirmed that this was the path I wanted, but it was the real-world experience that truly brought it to life. While still in school, I became a dealer and absolutely loved it. I looked forward to going to work — it never felt like a job.

My passion for hospitality was also deeply rooted in my family. Many of them worked in the industry, but one person who had a lasting impact was my cousin, Laverne Salvador. She was the general manager at Ka’anapali Beach Resort in Maui, and seeing her lead with such presence — especially as a woman in 1987 — was incredibly inspiring.

Looking back, it was the combination of those classes, the hands-on experience, and the influence of family role models that sparked my interest in hospitality — even if I didn’t realize that’s what was happening at the time.

Beyond academics, how did your experience at ���ӽ紫ý help mold you into the person you are today?

One of the defining aspects of my time at ���ӽ紫ý was the strong emphasis on experiential learning — taking what you learned in the classroom and immediately putting it into practice. It wasn’t just about theory; it was about applying those lessons in real-world settings, refining them, and learning through doing. I placed a lot of value on actually doing the work, not just studying it.

That mindset was also deeply embedded in the culture at Boyd Gaming. As part of my management training there, I was required to work in every department — cage operations, slots, race and sports, food and beverage, bingo, even Keno. The goal was to gain a comprehensive understanding of how each area functioned and how they all connected. I wasn’t just observing; I was engaging, learning, and contributing.

The combination of ���ӽ紫ý’s push for practical application and Boyd Gaming’s commitment to cross-functional experience gave me a well-rounded foundation.

What was it like being a blackjack dealer at the age of 21? How, if it all, did that job reinforce your professional path?

Being a dealer in Las Vegas in 1994 was incredibly exciting — especially for someone who grew up in California and hadn’t been exposed to that world. I genuinely had fun every day I went to work, and I made it my mission to be the most entertaining dealer on the shift. That mindset — bringing joy and energy to the job — helped launch my gaming career.

As I progressed from dealing blackjack to craps — and eventually into roles like boxman, floor person, and shift manager — I carried that same spirit with me. Even when I transitioned into IT, which is a field not typically associated with fun, I brought that same enthusiasm. I became known as the “fun guy” in the office, always looking for ways to make the work environment more engaging and enjoyable.

That approach, rooted in my early days as a dealer, has stayed with me throughout my career. Whether I’m leading a meeting, working with a team, or interacting with guests, I aim to create an atmosphere that’s positive, energetic, and memorable.

When people enjoy what they’re doing — whether they’re employees or customers — they perform better, stay longer, and come back for more.

You spent the first half of your career in Las Vegas before moving on to work for tribal gaming properties. What was that transition like?

When I left Las Vegas to work for a tribe in Arizona, I initially thought I could simply bring the Las Vegas way of doing business with me and apply it. But I quickly learned that while the operations may look similar — tables, slot machines, hotel rooms — the experience is fundamentally different. The real difference lies in who you work with and who you work for.

One of the most meaningful parts of that first experience was helping tribal members learn and grow within the casino operation. There was a clear priority placed on training and developing tribal members, empowering them to understand and lead within the business. That was a new and deeply rewarding dynamic for me.

I now work for a tribe that relies on the success and profits of its casino not just to sustain a business but to support the essential needs of its people. Our revenues fund critical services such as healthcare, education, housing, infrastructure, and cultural preservation. That realization was transformative — the work I do every day directly contributes to the well-being and future of an entire community.

This shift in purpose — from generating profits for shareholders to meeting human needs and supporting tribal sovereignty — completely reframed how I viewed my role. It wasn’t just about financial performance anymore. It was about helping a sovereign nation thrive, empowering its people, and ensuring that future generations have access to opportunity and stability.

What I found most compelling was how this deeper sense of purpose aligned with my personal values. I still come to work every day with the same energy and commitment to doing things the right way and creating a positive, engaging environment. But now there’s an added layer of fulfillment. I know that my work is helping a tribal community grow, prosper, and educate its people — not just for today, but for generations to come.

Every career is filled with challenges and rewards. What is one of the greatest challenges you have encountered, and what has been your most meaningful professional reward?

The COVID-19 pandemic was, without question, the greatest challenge I’ve faced. We were forced to close our doors for 89 days, and during that time, the weight of responsibility was immense. I knew that thousands of team members and our tribal citizens were depending on us not just to reopen but to do so safely and responsibly. The stakes were incredibly high, and the pressure to get it right was something I felt deeply every single day.

What made the situation even more complex was the uncertainty. We were navigating uncharted territory, and the health and safety of our team, our guests, and the broader community had to come first. To meet that challenge, we immersed ourselves in understanding the problem. We brought in health and safety professionals, consulted with infectious disease and respiratory health experts, and surrounded ourselves with people who could guide us through what we didn’t yet know.

Equally important was uniting our leadership team around a shared mission: to reopen safely, without compromise. We made it clear that shortcuts were not an option. Profit could never come at the expense of people. 

We reminded ourselves daily that our purpose had shifted. It wasn’t just about operations and profits anymore. It was about protecting lives while preserving livelihoods. We had to find a way to be both safe and sustainable, to reopen in a way that allowed us to care for our families and fulfill our responsibilities to the tribe.

Keeping that mission front and center required discipline, empathy, and constant communication. But in the end, it reinforced something powerful: When you lead with purpose and integrity, even the most daunting challenges can be met with strength and unity.

As for my most meaningful professional reward, without a doubt it’s this one — being named Alumnus of the Year. It’s truly humbling. Never in a million years did I imagine I’d be honored in this way.

What tips do you have for current Rebels in the College of Hospitality who hope to enjoy a long, fruitful career in the industry?

My advice is simple: network intentionally and fearlessly. Take the time to get to know your classmates — even in electives outside your major. You never know who you’ll meet or what connections will become valuable down the road. Be diverse in who you engage with, and don’t limit yourself to just your immediate circle.

When you have the opportunity to meet an alum, introduce yourself. Exchange contact information. Connect on social media. And most importantly, stay in touch. If someone takes the time to introduce themselves, chances are they’re open to helping you. 

Those small moments of connection can lead to mentorship, employment opportunities, and lifelong professional relationships. So don’t let them pass you by. Put yourself out there — you’ll be glad you did.