By Jacquelynn D. Powers, Photographs: Francis George

hether played by Andy Garcia or James Brolin, hoteliers are often portrayed on the big screen as fascinating figures. But no one in Hollywood has ever written a character like Bill McBeath. Not only is he movie-star handsome, but he also has a rugged cowboy vibe that belies his position as president of one of the most powerful resorts in the world. Yes, he can spout off marketing research and data like a bureaucrat, and he has the résumé to back up his considerable position, but underneath it all, McBeath, a Las Vegas native, has a sparkle that distinguishes him from most corporate types. Perhaps that's why he is a perfect fit at Bellagio, a property that has stood out from its competitors since it debuted nearly eight years ago.

Of course, when Bellagio launched, McBeath was still working his way through all of then owner Steve Wynn's properties. Bill joined the rapidly expanding company in 1987, straight from UNLV, as a casino-marketing executive at the Golden Nugget. Over the years, this ambitious young man impressed bigwigs like Wynn and Bobby Baldwin and was elevated accordingly. In 1998, he was anointed president of Treasure Island; two years later, he was handed that same prestigious position at the Mirage, which coincided with the acquisition of Wynn's Mirage Resorts by MGM Grand. For five years, Bill created a master plan to modernize the Mirage with new and dynamic restaurants, nightlife and entertainment; these venues are now coming on-line to rave reviews. Another merger in 2005, this time with Mandalay Resort Group, catapulted McBeath into the big league, as president and CEO of Bellagio. "A lot of opportunity was created," he notes. "Many senior people are now even more senior. This company has an incredible track record for promoting from within."

In the last year, McBeath has had to learn the particulars of MGM Mirage's most prestigious property (which recently added an additional 928 rooms in the latest Spa Tower) and contend with a new, serious challenger—Wynn Las Vegas. "It was the first true competitive threat for Bellagio," he acknowledges. "We had to deal with the effect in terms of employees and market share: the perception that newer is better; that Steve built this and therefore he's going to build a better facility; that he's going to take all of the business away and that Bellagio is going to be relegated to second place. We played off those fears—not that we were ever intimidated or concerned that we were going to be relegated to second place. But we wanted to get the staff focused and prepared for that opening. It is the first time that someone has designed a facility to compete directly against Bellagio. Steve wants to be the best, and he set his mark for Bellagio. He did a wonderful job."

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