Presentation for Roth Capital Partners Growth Stock Conference

Presentation

Annual Roth Capital Partners

Growth Stock Conference

Exhibit 99.2

This presentation is not an offering of securities nor a solicitation

for the sale or purchase of securities which can only be made by

formal prospectus.

Full House Resorts, Inc.

The following statements are made pursuant to the safe harbor for forward-looking statements described

in the Private Securities Litigation Reform Act of 1995.

In these presentations, we may make certain statements that are forward-looking, such as statements

regarding Full House’s future results and plans and anticipated trends in the industries and economies in

which Full House operates.

These forward-looking statements are the Company’s current expectations and the Company will make

effort

update

these

expectations

based

subsequent

events

knowledge.

These forward-looking

statements are subject to a number of risks, uncertainties, and assumptions, including that our revenues

may differ from that projected, that governmental and court approvals may not be forthcoming or may be

delayed:

Our growth strategies may not be realized;

Our development and potential acquisition of new facilities may not occur;

Trends in the gaming industries may be negative;

may

not

have

access

capital,

including

the

ability

finance

future

business

requirements;

There may be adverse changes in federal, state and local laws and regulations, including

environmental and gaming license legislation and regulations; and

Other risks detailed in our documents filed with the SEC.

Should one or more of these risks or uncertainties materialize, or should our underlying assumptions

prove incorrect, actual results may differ significantly from results expressed or implied in any forward-

looking statements made by the Company in these communications

Safe Harbor Statement

Full House Resorts, Inc. is an established gaming

company with a two-pronged business model:

•

FLL develops, manages and operates local casinos for

American Indian Tribes and other independent gaming companies

•

FLL acquires, improves and operates independent local casinos

Full House manages and owns independent casinos which

target local

customers living and working in healthy demographic

areas across the United States

Historical Stock Appreciation

FLL = Blue

AMEX = Red

NASDAQ = Green

Midway Expansion

Nambe selects FLL as Manager

Northern Cheyenne select FLL as Manager

FLL begins trading on the AMEX

Stockman’s Announcement

Public Offering

Management Vision Statement

To provide:

•

superior return to its investors

•

security to its employees

•

opportunity to its partners and vendors and

•

support to its host communities

Strategy

•

Provide superior development and

management services to well-placed and

successful Native American gaming operations

•

Acquire at reasonable multiples, and operate

well-managed and successful local casinos

•

Look for greenfield opportunities in the local

casino arena

Business Model

Two areas of development:

Development and Management Services: Indian and Other Gaming

•

Opportunity: Revenue and Earnings Growth

•

Challenge: Development Projects have long lead time

Acquisition and Operation: Local Casinos

•

Opportunity:

Quickly accretive to earnings

Operations benefit from our experience

•

Challenge:

Competition for good properties

The mix of limited term management contracts and direct ownership

spreads risk and allows continuing operations to fund development.

Board of Directors

LEE

IACOCCA

-DIRECTOR

since

April,

1998.

founded

Global

Motors

and

former

CEO and

Chairman of Chrysler Corporation. He is Chairman of the Iacocca Foundation and Chairman of the Committee for

Corporate

Support

Joslin

Diabetes

Foundation.

Mr.

Iacocca

also

Chairman

Emeritus

the

Statue

of Liberty

Foundation.

MICHAEL

PAULSON-

CHAIRMAN

has

been

involved

the

real

estate

development

and

investment business

since 1986, as the Founder, Owner and President of Nevastar Investments Corp. and Construction Specialist of

Nevada, Inc. Mr. Paulson was a key principal of Gold River Resort and Casino, Inc. and Gold River Operating

Corporation.

KATHLEEN

CARACCIOLO,

DIRECTOR

Chairperson

our

Audit

Committee,

CPA

who

since July

2003

has

been

Vice

President,

Chief

Finance

for

Atlantic

City

Coin

Slot

Service

Co.

Inc.

She

has

served

as VP

Finance

for

the

Atlantic

City

Convention

and

Visitors

Authority,

and

has

held

various

finance

positions with

several

Atlantic

City

Casinos,

including

Atlantic

City

Showboat,

Inc.

and

Caesars

Atlantic

City, Inc.

DR.

CARL

BRAUNLICH-

DIRECTOR

Associate

Professor

the

William

Harrah

College

of Hotel

Administration

at UNLV. He has been on the faculties of the hotel management programs at Cornell and Purdue

Universities and held executive positions or consulted for several casinos including Wynn Las Vegas, Harrah’s

Entertainment,

Inc.,

Showboat

Hotel,

etc.

was

the

Board

Directors

the

National

Council

on Problem

Gambling.

KEN

ADAMS,

DIRECTOR

Mr.

Adams

principal

the

gaming

consulting

firm,

Ken

Adams

Ltd.,

founded in

1990.

also

editor

the

Adams’

Report

monthly

newsletter,

the

Adams’

Daily

Report

and

the Adams

Review,

each

focusing

the

gaming

industry.

partner

Johnny

Nolon’s

Casino

Cripple

Creek Colorado.

He is also a Director of Vision Gaming & Technology, Inc., and the Downtown Improvement Agency for Reno,

Nevada.

ANDRE

HILLIOU,

CEO

AND

DIRECTOR.

With

over

years

experience

the

gaming

industry,

he was

tapped

operate

the

Showboat

Atlantic

City,

where

took

the

company

from

$30

million

net

revenue

to $130

million

within

two

years.

Andre

was

chosen

Showboat's

senior

manager

for

its

Sydney

Harbour

Casino

project. He

has served as President and CEO of other gaming companies.

Strategy to Obtain Tribal

Management Contracts

1) Initial contacts with Tribes are based on referrals from lenders, contractors,

architects and others.

2) A Letter of Intent is secured from the Tribe after making a presentation on the

qualifications of Full House.

3) An independent market study is performed to determine the viability of the project.

4) Budgets, based on the market study,

and architectural renderings are presented to the

Tribal authority in a formal presentation to secure approval of Full House as the

developer and manager.

Lee Iacocca's involvement in the process includes the following:

a) He is featured in the marketing brochures and promotional materials that are

given to the Tribe

during the first

introductions.

b) Mr. Iacocca

gives the opening and closing remarks (on video) in our formal

power point presentations.

c) He has entertained tribal leaders in his home.

d) Occasionally he

writes letters,

sends autographed copies of his books, and

personally meets with tribal officials.

Acquisition Strategy

Accretive to Earnings

Strong Pattern of Revenue Growth

Strong Management willing to remain

Market Leader

Strong Operational Base

Expansion Opportunities

Availability of operations for training Indian Casino Employees

Management Team

Full House Resorts, Inc.

Andre

Hilliou

over

years

gaming

experience.

Turn

around

experience.

Senior

positions with

public

companies.

Opened

and

operated

major

casino

developments

Atlantic

City

and

Sydney

Australia.

Mark

Miller

has

served

various

positions

with

the

Showboat

organization including

Executive Vice President of Finance and of operations and President of Atlantic City Showboat

Greg Violette -

14 years executive experience in Native American & commercial gaming development

and operations including start-ups and a turn-around.

Wes

Elam

years

executive

experience

every

major

aspect

casino

operations and

start-up. Has managed casinos from Atlantic City to Louisiana and Ontario, Canada and

opened the premier facility in Australia, the Star City Casino.

Jim Meier -

CPA with a Master’s in Hotel Administration. Experienced in both property and corporate

accounting of both public and private gaming companies.

Jim Dacey –

serves as the company's liaison to the tribal governments. He has extensive experience in

project and contract management, customer relationship management, as well as implementation of the

business process.

Barth

Aaron

Over

years

experience

gaming

regulator

and

legal

officer

for

public

and private

major gaming operators and equipment suppliers.

Management Team

Board of Directors

Andre M. Hilliou

CEO

Greg Violette

Exec VP of

Development

T. Wesley Elam

VP of Operations

Project Development

Barth F. Aaron

Secretary

General Counsel

Mark J. Miller

CFO

James P. Dacey

VP of Indian

Development

James D. Meier

VP of Finance

Finance and

Accounting

Staff

Team Accomplishments

Increased annual earnings growth by improving current operations.

Currently

three

projects

development

anticipated

open

in 2008.

Recovery of $1 million from Torres Martinez tribe on project previously

thought unrecoverable.

Company in aggressive growth mode with marketing plan, web site and

associated increase in historical stock price

Successfully acquired a commercial casino in Fallon, Nevada at an EBITDA

multiple within our guidelines.

Increased stock price from $0.75 to almost $4.00

Obtained listing on American Stock Exchange

Gaming Management

Projects

Developer/Manager

Company Owned

Gaming

Projects

Owner/ Operator

Harrington

Raceway’s

Midway Slots,

Harrington, DE

Firekeepers

Casino,

Battle Creek, MI

Nambe Casino,

Santa Fe, NM

Tongue River

Casino,

Decker, MT

Stockman’s

Casino,

Fallon, NV

Full House

Resorts, Inc.

AMEX:FLL

Organizational Structure

Project Locations

Population Estimates

25 Mile

199,371

50 Mile

1,743,427

100 Mile

15,541,019

Firekeepers’

Casino, Michigan

Location of Firekeepers’

Casino: Michigan

Population Estimates

25 Mile

317,384

50 Mile

1,508,858

100 Mile

8,463,572

Marketing the Firekeepers’

Casino Financing

Battle Creek, Michigan

City Center

Population

(1)

Median Household

Income

(2)

Ann Arbor (Washtenaw County)

341,847

$51,990

Battle Creek (Calhoun County)

139,191

$38,918

Birmingham (Oakland County)

1,214,361

$61,907

Brighton (Livingston County)

181,517

$67,400

Grand Haven (Ottawa County)

255,406

$52,347

Grand Rapids (Kent County)

596,666

$45,980

Kalamazoo (Kalamazoo County)

240,536

$42,022

Lansing (Ingham County)

278,592

$40,774

Fort Wayne, IN (Allen County)

344,006

$42,671

(1)Source:U.S.Census Bureau, 2005 Estimates

(2)Source:U.S.Census Bureau, 2000

Situation Overview

Close Proximity to Chicago and Detroit in addition to other major Michigan metropolitan markets

•

Closest casino for over a million Michigan Residents

•

Diverse and strong local economy

•

Numerous attractions and strong visitation trends

Proposed

site

irreplaceable,

and

provides

the

Tribe

with

competitive

advantage

vis-à-vis existing

operators and possible new entrants

•

Assembling

comparable

site

such

location

likely

extraordinarily

challenging

& time

consuming

•

Size

site

provides

Tribe

with

significant

development/growth pipeline

•

Excellent

road

access

all

major

highways,

especially

I-94

and I-69

The

Tribe’s

casino

will

major

competitor

the

existing

Native

American

casino operators

•

Most

other

Native

American

casinos

are

located

the

Northern

part

the state

•

Generally

dated

facilities

offering

less

than

2,000

gaming positions

Given the superior location of the Project, the developmental

potential of the site and the superior relative position of the

Project, we believe the Company can develop a world class

property.

Project Status

CONTRUCTION BEGIN:

2Q-3Q/07

GRAND OPENING:

2008

STATUS:

3Q 2007

2Q 2007

MICHIGAN PROJECT

FIREKEEPERS CASINO

Compact

Signed

Land In Trust

Financing

Complete

NIGC

Approval

Environmental

Assessment

Management

Agreement

Yes

4Q 2006

Yes

Expected

Industry Comparables

Greektown

Motor City

MGM Grand

Detroit

Blue Chip Casino

Owner

Sault Ste. Marie

Tribe of Chippewa

Indians

Marian Bayoff

Ilitch

MGM

Boyd Gaming

Corporation

Slots

2,422

2,463

2,840

2,171

Tables

Positions

2,902

2,991

3,272

2,495

Win Per Position Per Day, net

$317

$395

$385

$322

Net Revenue($mm)

$335.6

$432.2

$460.7

$293.4

Source: Michigan and Indiana Gaming Boards and www.casinocity.com

Note: Michigan Calander Year 2005 Revenue; Indiana Fiscal Year 2006 Revenue

Location of Nambe Casino

Population Estimates

25 Mile

145,131

50 Mile

611,488

100 Mile

1,003,405

Project Status

CONTRUCTION BEGIN:

3Q/2007

GRAND OPENING

2008

STATUS:

Yes

Expected

Yes

Expected

2Q 2007

2Q-3Q 2007

2Q 2007

Environmental

Assessment

NAMBE PROJECT

SANTA FE, NEW MEXICO

Compact

Signed

Land In Trust

Management

Agreement

Financing

Complete

NIGC

Approval

Industry Comparables

Casino

Tribe/Pueblo

Slots

Tables

Positions

Win (1)

Win per Day

Cities of Gold (1)

Pojoaque

717

801

18,248,007

84.38

OhKay Casino Resort

San Juan

690

725

26,993,695

102.01

Big Rock Casino

Santa Clara

350

399

18,739,488

128.67

Camel Rock Casino

Tesuque

674

723

30,526,799

115.68

Source: New Mexico Gaming Control and www.casinocity.com

(1) 3Q05 - 2Q06, except Pojoaque 4Q05-2Q06

Note: Pojoaque operate two facilities and report on a combined basis

Location of Tongue River Casino

Population Estimates

25 Mile

9,320

50 Mile

42,118

100 Mile

238,314

Project Status

CONTRUCTION BEGIN:

3Q/2007

GRAND OPENING

2008

STATUS:

Yes

Expected

Yes

Expected

3Q 2007

NORTHERN CHEYENNE PROJECT

DECKER, MONTANA

TONGUE RIVER CASINO

Land In

Trust

Environmental

Assessment

Management

Agreement

Financing

Complete

NIGC

Approval

Compact

Signed

Industry Comparables

County

Jurisdiction

Establishments

Positions

2004 Gaming

Tax Renenues

Annual Gaming

Revenue

Annual

Revenue/

Machine

Win/Machine

Big Horn

County

$33,725

$224,833

$11,242

$31

Hardin

126

$466,138

$3,107,587

$24,663

$68

Yellowstone

County

266

$713,298

$4,755,320

$17,877

$49

Billings

133

1955

$8,295,356

$55,302,373

$28,288

$78

Broadview

$1,695

$11,300

$3,767

$10

Laurel

150

$486,032

$3,240,213

$21,601

$59

Source: Montana Department of Justice, Gaming Control Division

Stockman’s Casino

On January 31, 2007, FLL acquired Stockman’s Casino and Holiday Inn Express in

Fallon, Nevada.

Nevada Gaming approvals were obtained in January 2007 on schedule.

Stockman’s Casino consists of

Approximately 8,400 square feet of gaming space

274 slot machines

4 blackjack tables

Keno game

Only casino in town with a player’s club and rating system.

Fine dining restaurant, 24-hour coffee shop and a bar.

The Holiday Inn Express

98 guest rooms

Indoor and outdoor swimming pools, sauna, fitness club

Meeting room and business center.

Of 7 non-restricted gaming licensees in Fallon, Stockman’s maintains 26% of the slot

market and 35% of the total market revenue.

(1)

Source: Nevada Gaming Control Board Monthly Reports

Stockman’s Casino

Stockman’s Financial Summary

UNAUDITED

Audited

2006

2005

2004

Revenues

11,676,684

11,256,964

10,578,839

EBITDA - adjusted

4,651,620

4,418,377

4,223,892

EBITDA - adj. %

40%

39%

40%

Note:

Financial EBITDA is adjusted as outlined in purchase agreement.

Reconciliation of Net Income to EBITDA:

Net Income

$ 2,399,509

$ 2,251,823

$ 2,041,493

Plus:

Depreciation and amortization expense

540,267

493,881

473,562

Owner's compensation payments

160,000

Related party rent expense

1,629,114

1,598,161

1,559,523

Loss on sale of assets

58,087

39,994

43,833

Less:

Interest Income on excess cash

(131,241)

(110,826)

(41,261)

Dividend Income

(1,410)

(14,656)

(13,258)

Life insurance surrender

(2,706)

EBITDA - adjusted

4,651,620

4,418,377

4,223,892

FLL Acquisition Strategy

Accretive to Earnings

Strong Pattern of Revenue Growth

Strong Management willing to remain

Market Leader

Strong Operational Base

Expansion Opportunities