To this point in mid-2025, a newer, streamlined Virgin Hotels Las Vegas is continuing its quest to turn around what was in previous years a less-than-stellar outlook.
With a consolidated operational structure through which Virgin has taken back control of its casino and hotel operations from previous partners Mohegan Gaming and Hilton Hotels, the property is ready for a reboot, a second chance after a rocky start.
A big step in this process has been the launch of its new Cherry Rewards loyalty program, aimed at reintroducing the casino to Las Vegas patrons and reestablishing Virgin as a combination of off-Strip value with a resort quality experience. The program was first made available in March in time for the March Madness basketball tournament.
Industry firm GMA Consulting was brought on to help develop the new program, which is said to have three core tenets: highlighting the full range of amenities, delivering compelling rewards and emphasizing clarity and transparency.
“Our directive was to build a loyalty program that encapsulated the entire Virgin Hotels Las Vegas experience and recognize loyal customers, not only for their gaming activity, but also their non-gaming activity,” Josh Swissman, managing director of GMA, told GGB.
With the launch of Cherry Rewards, Swissman feels this goal has been accomplished. He added that such a retool was “needed” in order for Virgin to “cut through the clutter” and get back on the right track. By embracing the three principles of the new program, Virgin can offer “a more holistic experience,” he said.
“We feel, and Virgin agrees, that transparency begets loyalty,” Swissman continued.
Struggles Overcome
The off-Strip property, which first opened as the Hard Rock Las Vegas in 1995, was acquired in 2018 by a consortium of investors that included a minority stake from Virgin Group. By 2021 the resort was renovated and officially rebranded under the Virgin brand, albeit with a complex operational structure.
In addition to the six total investors, Virgin was essentially a collection of multiple businesses operating as one. Mohegan Gaming operated the casino while the lodging was operated by Hilton Hotels, as well as several other similar arrangements.
Virgin management—namely the resort’s President Cliff Atkinson and Chief Financial Officer Chad Konrad—have since embarked on a mission of consolidation. The duo received formal approval from state regulators to take back control of the casino last December. Hilton has also since ceased operating the hotel, although the resort is still technically a Hilton franchise.
Corporate struggles aside, Virgin was also beset over the winter by a 69-day strike by more than 700 non-gaming workers represented by Culinary Workers Union Local 226 and Bartenders Local 165. Workers began striking on Nov. 15, before the Formula One Las Vegas Grand Prix, and continued their pickets until Jan. 22, when a new labor deal was reached.
Those two months, especially over the course of the race and other events, were tough for the casino to weather. Virgin said that it would not be economically viable to agree to the same terms as the contracts ratified by Culinary on the Strip, which featured 32 cumulative wage increases among other benefits. But Atkinson told the Nevada Independent in April that the casino was “ ending up at the same place the rest of the city is,” although exact details were not released.
A Level of Trust
In a statement Atkinson said that the launch of Cherry Rewards is “a natural extension” to its goal of “reimagining hospitality.” He added that the program has already seen strong engagement.
“In partnership with GMA Consulting, we’ve designed a loyalty program that celebrates our guests, brings clarity to rewards, and elevates every touchpoint across the resort experience—from the casino floor to fine dining,” he said.
For casinos anywhere, but especially in Las Vegas, loyalty programs are central to branding and customer retention efforts. Operators swear by their rewards offerings and are extremely protective of them.
Thus, it takes a lot of trust to bring in outside counsel to help reshape such an important aspect of competing in a crowded market.
“We are starting to see more and more that folks like Virgin and others around the country are willing to enlist the help of credible partners like GMA in the loyalty space,” Swissman said.
Prior to consulting, Swissman spent time as a marketing executive at MGM Resorts, where he helped build the company’s M Life program, the predecessor to what is now MGM Rewards. Virgin is now hoping for similar success.
“When you add up the experience that our partners have, specifically on the Las Vegas Strip, and around the Las Vegas Valley, it makes complete sense for Virgin to ask for our help in crafting a best-in-class loyalty program that will drive meaningful results for them, and already has,” Swissman said.
