Building Entertainment Empires: Lester Elder's Executive Vision

*Building Entertainment Empires: Lester Elder's Executive Vision In an era where entertainment and public service intersect in unexpected ways, few leaders have managed to blend mission-driven impact with business excellence quite like Lester Elder. As Executive Director of the Missouri Lottery, Elder has not only overseen a robust financial engine that funnels hundreds of millions into education but has also cultivated one of the state’s most admired organizational cultures.

His journey to the top of Missouri’s gaming authority wasn’t conventional. A decorated law enforcement veteran with three decades on the force and six years in the Marine Corps Reserves, Elder brings a unique blend of discipline, strategy, and community focus to his executive role.

In a candid conversation with our publication*, Elder reflects on leadership, innovation, and how turning fun into funds can be both a science and an art.

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Q: You've had a long career in law enforcement before joining the Missouri Lottery. How did that background prepare you for executive leadership? Lester Elder: Law enforcement taught me two critical things — how to manage risk and how to lead under pressure. For 30 years with the Missouri State Highway Patrol, I was involved in high-stakes decision-making, regulatory oversight, and managing large teams. That experience gave me a deep appreciation for transparency, accountability, and clear communication — all essential elements in building trust, whether with officers or employees.

When I stepped into the Executive Director role at the Lottery, many thought my background was unusual. But it was actually ideal. Gaming is highly regulated, and the public’s trust is everything. My enforcement experience gave me instant credibility with regulators, stakeholders, and even players.

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Q: The Missouri Lottery has created 45 millionaires in two years. That’s a headline most businesses would envy. What’s the strategy behind such consistent growth? LE: The Missouri Lottery isn’t just about selling tickets — it’s about creating excitement, trust, and impact. Our strategy revolves around three pillars: innovation in game design, digital transformation, and a relentless focus on our mission — supporting public education.

We’re constantly refreshing our portfolio with new and engaging games that resonate with players. But we also invest heavily in digital infrastructure. The shift to online ticket sales and mobile platforms has been crucial, especially post-pandemic. People expect convenience, and we’ve made sure we deliver it without compromising the integrity of the game.

Ultimately, our success isn’t measured by millionaires alone — though it’s certainly a great story. It’s measured by how much we contribute to education. We’re about 4% of the state’s education budget, and that number grows with every ticket sold.

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Q: What’s your approach to leadership? How do you inspire your team to deliver consistent results? LE: I believe leadership is about influence, not authority. You can be given a title, but you have to earn respect. My philosophy has always been grounded in three things: transparency, communication, and genuine care for people.

I tell my team all the time — you can’t just manage by objectives. You have to care about outcomes, yes, but also about the people behind them. When employees feel valued, they’re more engaged, more innovative, and more committed to the mission.

We work hard to create a culture where people feel safe to contribute ideas, take calculated risks, and grow professionally. That’s why our turnover is between 4% and 7% — significantly below the state average. We’re proud of that.

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Q: Innovation seems central to your leadership. How do you foster creativity in a regulated industry? LE: In a regulated space, innovation isn’t about breaking rules — it’s about pushing boundaries within them. We encourage our teams to think like entrepreneurs, even if we operate like a public institution.

For instance, we’ve launched new scratch-off themes tied to pop culture, partnered with local causes for special promotions, and enhanced our digital platforms with user-friendly features. The goal is to keep the experience fresh and relevant without losing sight of compliance.

We also listen — a lot. We engage with players, retailers, and even non-players to understand what motivates them. That insight often sparks innovation we might not have considered internally.

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Q: What do you think sets the Missouri Lottery apart from other state gaming agencies? LE: Culture. Hands down. We’ve built a workplace where people want to be. That starts at the top — with leadership that leads by example and invests in people.

We also have a clear, compelling mission that unites everyone: helping kids get a better education. That sense of purpose drives everything we do. It’s not just about selling games — it’s about serving the community.

And the results speak for themselves. Beyond the 45 millionaires, we’ve seen consistent revenue growth, low turnover, and high employee satisfaction. That’s not accidental. It’s the result of intentional leadership and a values-driven culture.

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Q: Looking ahead, what are the big opportunities and challenges for the Missouri Lottery? LE: Digital transformation is both an opportunity and a challenge. We’re investing in next-gen platforms, but we also have to ensure security and fairness remain ironclad.

Another opportunity lies in expanding our reach while staying true to our core values. That means evolving with the times — whether that’s through new game types, partnerships, or even community engagement initiatives — without losing sight of our educational mission.

The challenge is balancing innovation with responsibility. We want to grow, but we also want to do it the right way — ethically, transparently, and inclusively.

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Q: Finally, what advice would you give to other executives looking to build purpose-driven organizations? LE: Start with your “why.” What’s the mission that gets your team excited to come to work? If you can’t answer that, nothing else matters.

Next, invest in your people. Talent is your greatest asset — especially in a service-oriented, mission-driven business like ours. Create an environment where people can grow, contribute, and feel valued.

And never underestimate the power of transparency. Share information, communicate clearly, and be honest about challenges. People appreciate authenticity, and it builds trust.

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Final Thoughts Lester Elder’s tenure at the Missouri Lottery is a testament to the power of principled leadership. In an industry often associated with chance, Elder has made success a matter of strategy, culture, and commitment. His unique blend of public service, military discipline, and business acumen has created more than just a profitable enterprise — it’s built a model organization with purpose, passion, and performance at its core.

In a world where entertainment and impact rarely intersect, Elder has proven that with the right leadership, they don’t just coexist — they thrive.