A property-wide enterprise and leadership initiative designed to turn underused assets into new businesses, new experiences, stronger visitation and visible pathways for team members to grow into management and enterprise leadership.
Test ideas here. Recruit the right outside anchors. Train people here. Prove concepts here. Then expand the winners.
This is not a vacancy plan. The goal is to create a repeatable enterprise platform that strengthens the destination and the people who operate it.
Launch low-cost concepts, recruit strategic outside operators and create new revenue opportunities from assets already in place.
Build paid, visible pathways from entry-level work into supervision, management, directorship and enterprise leadership.
Create reasons for families, visitors and the regional community to spend more time at Viejas, return more often and discover more of the property.
Every zone should lead naturally to the next through shade, lighting, landscaping, water, food, activity, seating and visible storefront energy.
Click any concept to see its working mini business plan. The goal is not to build everything at once. The goal is to identify the strongest pilots and begin.
Every new enterprise should also function as a training ground. Team members should be able to see how experience, education and performance can move them forward.
Develop practical partnerships with community colleges and universities for business, finance, hospitality, horticulture and management education.
Team members learn inside real operating businesses, not only in classrooms. They learn revenue, labor, inventory, customer experience and accountability.
Create intentional access for Tribal members who want to learn enterprise operations, management and entrepreneurship.
A small number of strong recurring events can create seasonal reasons to return and give multiple enterprises a shared traffic engine.
Start with validation, select quick wins, build a few pilots, measure performance and scale what works.
Confirm spaces, infrastructure, current uses, legal constraints, partner interest and preliminary costs.
Select a small group of quick-win concepts with manageable startup risk and measurable impact.
Build the paid management and education pathway into the operating model from the beginning.
Take winning concepts beyond the Outlet Center when the numbers, team and market justify expansion.
This website is a starting point for a serious business conversation. The requested next step is a formal presentation to Tribal Council and appropriate enterprise leadership, followed by selection of the concepts that warrant feasibility, cost validation and pilot development.