The cover feature of issue 34, published today, sees Hagman discussing life at LeoVegas following its acquisition by MGM Resorts two-and-a-half years ago. 

Since the takeover, the Swedish operator has doubled the size of its workforce and taken on what its co-founder regards as exciting projects, meaning he continues to be enthusiastic about the relationship with the MGM team.

“The trust that they put in our hands to launch BetMGM globally. I mean, that’s massive. And that’s reflected in the number of new employees,” he says.

As well as tackling the job of taking the “powerful” BetMGM brand to European territories, Hagman’s team also has a key role in its launch in the newly-regulated Brazilian market.

“It’s a little bit of a new set-up for us,” admits Hagman. “Because it is a joint venture between MGM and Globo that operates it, and we’re providing the technology, product etc.”

Elsewhere in issue 34, Zsófia Bánhegyi, Chief Commercial Officer of Hungarian Lottery Szerencsejáték, discusses the company’s approach to modernisation as it attempts to see off competition from unlicensed operators targeting the country.

It has launched an affiliate network and rolled out state-of-the-art sportsbook technology, but Bánhegyi believes those kind things are simpler to change than entrenched attitudes.

“Perhaps the most challenging aspect for my company was not even initiating player-centered developments,” she says. “But rather changing the old, monopolistic corporate mindset and expanding our outlook to the global world.”

The magazine also features an interview with Gamstop CEO Fiona Palmer about the need for collaboration across the industry on player protection, while LiveScore Group’s Director of Regulatory Compliance Monika Naydenova outlines how to 

avoid alienating customers with affordability checks, and Kambi CEO Werner Becher discusses the sports betting landscape in light of advances in technology. 

In addition to interviews, there are issues-focused deep dives about topics including how to combat the growing black market, the future of live casino and the impact of the EU Digital ID framework on operators. 

Read all this and much more in the digital edition of SBC Leaders Issue 34 here or pick up a print copy from the SBC Media (MC9) or SBC Events (2B10) booths at ICE in Barcelona later this month.

The post SBC Leaders Magazine: LeoVegas CEO Gustaf Hagman talks trust in MGM appeared first on CasinoBeats.

CasinoBeats: Roman Legion Deluxe is part of your successful Deluxe series. What was the thought process behind creating the Deluxe line, and how do you decide which classic games to upgrade? 

Dr Sebastian Reddig: The motivation behind the Deluxe series arose from the desire to modernise the visuals of some of our original games. Last year we celebrated our 15th anniversary and wanted to mark the special occasion by revisiting our classics to elevate them to a more contemporary standard. We wanted to go further than just updating the visuals by modernising the games across the board.

Players have always appreciated the maths behind our games, but there was occasional feedback from our community that some visuals could benefit from a slight refresh. So, we listened to our players and used their feedback, along with sales data and game reviews, to identify which titles would benefit the most from an upgrade. We’re fortunate to have an extensive portfolio of strong performing games to back up the belief that we make the right decisions. 

CB: Roman Legion has been a fan favourite for over a decade. What is it about this game that continues to resonate with players, and what makes the Deluxe Version an even more engaging experience today? 

SR: The mechanics of Roman Legion are key to its popularity. The sound, the theme, and the legionnaires on the battlefield all contribute to a unique atmosphere. It’s thrilling to watch the legionnaires become sticky as you progress through the free games. This element creates a spectacular experience that players really enjoy.

Personally, I think it’s a brilliant game. Streamers have really taken to the game thanks to its high volatility and the excitement that it builds during the free game rounds. Roman Legion Deluxe doesn’t change the core experience but enhances it visually, ensuring the same excitement with polished graphics and a refined soundtrack.

CB: Updating classic games like Roman Legion comes with its own challenges. How did you approach the task of modernising the visuals and sound without altering the core gameplay, and how do you ensure you strike the right balance for long-time fans? 

SR: The challenge is to retain the original charm of the game while bringing it up to modern standards. We don’t want the player to feel like they’re playing a copy of another developer’s game. It must retain the unique GAMOMAT aesthetic while looking fresh and polished.

Over the years, we’ve brought in some razor sharp minds to our team that have honed our craft, allowing us to push the boundaries with animations, sound, and graphics. But at the heart of it all, the maths remains timeless. It’s this balance between technical advancements and the preservation of what made the game great that really defines the process. 

CB: Roman Legion’s mechanics, particularly the high volatility and Sticky Wilds feature, play a key role in its enduring appeal. Can you explain how the game’s maths and mechanics work in harmony with the visuals to create such an immersive experience? 

SR: Players are immersed in the game thanks to the battlefield, riders, the legionnaires, and the iconic Roman visuals. The Roman Empire has a rich history that has long garnered players’ attention, and that’s a big part of its appeal. The sticky wilds feature makes it feel as if you are surrounded by fierce legionnaires, creating tension and intensity.

Added suspense comes from the fact that the game is a high volatility one, with some rounds providing truly spectacular wins depending on how the legionnaires appear. The potential for high rewards during certain spins keeps players fully engaged and adds to the overall thrill. 

CB: Roman Legion Deluxe is set to release on 21st November 2024. What can players expect from this version, and are there other games lined up for the Deluxe treatment? 

SR: Players can look forward to a more responsive, cleaner game experience with our new console, which we introduced last year. The games are now more adaptable for operators and perform better overall, without impacting the core gameplay. Technically, it’s a smoother integration, but the game is unchanged. Just as we did for Ramses Book Deluxe and Crystal Ball Deluxe, we’ll be creating a limited series of 3D figurines of the main characters which will be presented exclusively to VIPs. These have become sought-after collectors’ items.

We’re especially proud of the Roman Legion figure — it’s truly a standout. As for future releases, we do have more Deluxe titles in the works, but I’ll keep those under wraps for now. Let’s just say Roman Legion Deluxe won’t be the last in this series. 

The post Roman Legion Deluxe: A legendary classic reborn appeared first on CasinoBeats.

Oksana, on September 24-26 PIN-UP will be one of the largest participants of SBC Summit. Tell us about your involvement.

We will be represented by a large delegation in Lisbon. At our stand, number C350, anyone can meet the team and learn more about PIN-UP. As always, we plan our booth to be visible, functional and easy to find for our partners. 

I think SBC Summit is an effective event where you can see market trends and meet potential candidates. In addition, there are separate zones for networking, where it will be possible to find representatives of our team in different areas of business. And these are tech, payments, affiliates, product, finance, marketing and many others. Therefore, our stand is an ideal place for organising meetings.

Are you talking about hiring people? The event will feature specialists from the HR Department – will it be possible to find out about open vacancies in the holding company? 

Absolutely!!! I can definitely say that this is a feature of PIN-UP, because we understand – to create the best product and be an industry leader, you need to hire the best. And trade shows like this are a great recruiting opportunity.

We are constantly hiring as the holding company is growing rapidly. Currently, we have more than 400 vacancies in various areas. For example, now, if we talk about hot vacancies, we are looking for Head of Igaming, COCS (chief of contact centre), Head of Poker, Head of Events, CFO and HRBP. By the way, over the last year our team has increased by 1,300 employees. 

What do you look for when selecting a team and what qualities should a candidate possess to work at PIN-UP? 

We are continuously looking for highly-qualified specialists who are able to apply their experience and knowledge to achieve our common goals. It is important for us that each new team member has not only technical competence, but is also ready for continuous development and training.

After all, our business is very dynamic and fast-growing. And it is important that all team members are able to adapt quickly, learn new tools and be flexible. 

Our ideal employee corresponds to a certain portrait based on the values of our holding. These are leadership, professionalism, results orientation, teamwork and open communication. It is not easy to gather such specialists together, but it is possible! 

We have a very cool and professional team: everyone is responsible for their own area of work, but we are definitely all moving in the same direction.  Once hired, we continue to invest in the development of our employees. There is internal and external training, opportunities for career growth and professional development. 

What kind of training does PIN-UP Holding offer? Can team members choose external education?

At PIN-UP, we are actively developing the Learning & Development Department. We create customised training courses for the needs of different business areas and functions of the holding company with their examples and cases, develop our own LMS (Learning Management System), and additionally, we purchase external training courses to meet the needs of specialists. 

For specialists whose work involves the active use of English, we offer specialised English courses, which we develop ourselves taking into account the specifics of their work. That is, the English course depends on what our specialists do and what vocabulary they need. 

We also actively develop a culture of knowledge sharing. We create professional communities, encourage PIN-UP specialists to share and exchange knowledge and expertise with colleagues.

How do you manage to retain specialists?

Oh, this is a separate, very large area of work. As I have already said, we are constantly growing, and our specialists are growing with us. Accordingly, PIN-UP is constantly offering opportunities to try themselves in new roles. 

Many of our specialists, who today occupy top positions in the holding, came to lower positions and grew within PIN-UP. We also have an atmosphere of openness at all stages – every member of the team can ask the C-Level any question they are interested in. This eliminates misunderstandings and gives everyone a clear understanding of where their area of responsibility begins and ends. 

We have very competitive salaries, an extended social package, and the possibility of relocation. All this contributes to attracting and retaining the best specialists. The opportunity to work with different geos, go on business trips, get additional training. Working with very strong and professional colleagues, the best in the market – this is what makes up our magnetism.

Sounds good. And how does the holding company help its specialists if they want to relocate?   

We try to react quickly to changes in the labour market and constantly integrate modern trends into the work of our holding company. And, of course, we have new positions, such as, for example, relocation managers, to support employees in the process of adaptation to a new country of residence. 

These managers help with official employment, obtaining working status, and solving various everyday issues in the new country, both for the employee and his/her family.

Do you use new technologies to recruit and retain talent?

Yes, of course. In today’s world, you can’t do without it. There is no hiding from AI any more. So we are actively introducing new technologies to improve the work of our holding company. 

We have created our own social network with elements of gamification, on the basis of which we have developed an LMS (which I have already mentioned) for training employees. Currently, we are creating an ATS (Applicant Tracking System) for recruiting and a HRM (Human Resource Management) for People Partners working with their teams. 

Also in the works is an AI assistant that will answer questions from employees.  This will significantly speed up and improve the quality of answers, as well as offload our People Partners. 

By the way, if we talk not about new technologies, but think about interesting innovations instead, we launched the “Donate Vacation” project. Our employees, who do not always go on vacation, can take advantage of this initiative and donate days, and PIN-UP will convert them into money for Ukrainian and international funds, which will be chosen by the employee themselves.

What challenges do you see in retaining talent in today’s business world in the iGaming market, especially in the context of international companies?

In talent retention, we see several key challenges. Anything that can be automated should be automated so that employees are not doing routine work. Also, the role of managers is very important, as they need to assign tasks correctly and help employees accomplish them. And building a talent pool, especially for management positions, is critical. 

The advantage of PIN-UP is the availability of budgets for experimentation, which allows us to try new things and implement successful solutions. So, again, I invite you to visit our booth C350 at the SBC Summit in Lisbon, meet us, have a coffee and discuss everything.  

The post Oksana Izmailova, PIN-UP Global: SBC Summit is the ideal place to find a dream company appeared first on CasinoBeats.

In a revealing interview, he details the importance of football, technology and branding to one of the betting and gaming industry’s most ambitious expansion plans.

“Our vision is called 26-26. Operating in 26 countries by 2026,” he explains. 

“For us, organic growth is the name of the game in the foreseeable future. We will be pretty busy getting to the 26 mark in the next two years. 

“LatAm is a key region for us, Europe too. Then we launched in Africa & North America, so we will see what’s coming out of there. We are testing, trying new things, learning.” 

The Betano logo is a familiar sight to football supporters as it features on the shirts of numerous clubs, and fans can expect to see more of it this summer. Having made history by becoming a partner of the FIFA World Cup in Qatar, the brand is a sponsor of both Euro 24 and the Copa América 2024. 

Describing the background to those partnerships, Hernando identifies operating in regulated markets as the key to being taken seriously by football’s governing bodies. 

“That means that when you go to talk to internationally prestigious institutions, you are well-researched, you are well-accepted, you are understood,” he says. “And when they are looking for partners to do ground-breaking deals, they don’t want the skeletons in the closet. In this case, we have been going through extended due diligence with these companies. 

“You need to ensure that you are getting a deal that works for you, works for them, and reassure them that you are marching towards the same direction, that you are the right partner to build the future of the sport with. This is also a reassurance that we’re doing things the right way. Because when you go to FIFA, UEFA and CONMEBOL, you don’t just tell your story, but you show them what you’ve done.”

Elsewhere in the magazine, SBC Leaders readers will hear from Stake.com’s CMO Akhil Sarin about the crypto-first operator’s F1 team, from Betfred’s Head of Digital Compliance Norma Campbell about the bookmaker’s Positive Play campaign, and from Jackpocket Founder Peter Sullivan about the deal that saw his company acquired by DraftKings.

There is also a real focus on the world of igaming, ahead of this week’s CasinoBeats Summit conference in Malta. In addition to interviews with Casumo COO Tim De Borle, Livespins COO Michael Pedersen and a feature examining the impact of AI on operators’ human resources team, there is an in-depth look at the cannibalization debate that is currently taking centre stage in the US.

For all this and much, much more, you can read Issue 31 of SBC Leaders here or pick up a copy at CasinoBeats Summit, which takes place at the InterContinental Hotel in Malta on 21-23 May. 

The post SBC Leaders Magazine: How Kaizen Gaming became football’s favourite bookmaker appeared first on CasinoBeats.

Under the leadership of Founder & CEO Anthony Singer, the games developer has consistently found ways to innovate, entertain players, and drive revenues for operators since its launch in 1995. While best-known for titles such as Green Machine Deluxe, Triple Double Da Vinci Diamonds and Buffalo Canyon, High 5 now also provides iCasinos with a unique suite of engagement tools that are central to its growth plan for 2024.

The first part of that expansion plan was not, however, a new game or reward, but entry into new jurisdictions in North America. 

“We had a great 2023, but 2024 holds even greater excitement for us as our persistent efforts from the past year come to fruition,” said Singer. “We started February by entering the West Virginia market with DraftKings. We’ll soon be live with Rush Street and are busy onboarding new partners in the state. 

“The team has also secured licenses with the AGLC in Alberta and BCLC in British Columbia. It’s been a long journey to gain those approvals, but we anticipate going live with both in the next few months to give us a presence in all the key regulated Canadian provinces. 

“And we remain committed to expanding our presence in North America and delivering great content to our key partners, so we’re exploring more states and keeping an eye on new markets opening up.”

Hitting the jackpot

Another hugely-anticipated step forward is the imminent launch of High 5 Jackpots, which is set to debut in the company’s home market of New Jersey. While jackpots are far from a new concept, High 5’s version offers a different way for operators to engage with players, as it is a complementary product to the developer’s already popular Rapid Rewards program. 

Singer explained: “The development of our jackpots product has been an exciting project at High 5, and the anticipation is building as we approach its live launch in New Jersey. While we’re actively working on securing approvals in other states, New Jersey will be the first location this product will go live in. 

“The journey to this almost-launch point has been significant, and we’re eager to witness players engage with their favorite brands through our multi-hourly and multi-weekly jackpots.”

He continued: “Jackpots have been a real success story across multiple gaming sectors, and both online gaming suppliers and operators have embraced the idea. What our jackpot product does differently is integrate seamlessly with Rapid Rewards, a tool designed to uniquely reward players. 

“Building on the concept of Rapid Rewards, we introduced Rapid Rewards Flash Prizes and now, will introduce Rapid Rewards Progressive Jackpots, both allowing an enhanced gaming experience and new opportunities to win within the games.”

The concept of creating the thrill of extra chances to win and to change the narrative of the game is central to High 5’s way of thinking. Rapid Rewards is designed to add new layers of anticipation and deliver surprises to players, including random cash prize drops, feature boosts that provide new chances to win, and super boosts that multiply prizes. 

It has already proved to be a high-performing and cost-effective player retention tool for High 5’s operator partners, but Singer’s team is not resting on its laurels. Instead it has been busy revamping its offer and has now launched a series of six-day campaigns linked to the studio’s most popular and newest games. 

“Rapid Rewards Flash Prizes are a fantastic way to highlight our key games and we’ve now made this player favorite even more engaging,” Singer explained. “Every few weeks, we initiate campaigns where players have the opportunity to win Feature Boosted Spins and Super Boosted Spins, enhancing their gameplay experience. 

“Our campaign for Lunar New Year ran across February 8-14 and put the spotlight on our latest game, 88 Drums, alongside another top-performing favorite, Dragon’s Blessings Prosperity. The performance was fantastic and we saw a real uplift on both games.”

Improving the Apple game 

Player-facing content such as slots and promotional tools are obviously integral to High 5’s well-established status as one of America’s most popular online games studios, but they are far from the only reason that operators are keen to work directly with the company.

It also prides itself on its technical excellence and has invested significant resources into developments such as improved iOS delivery. And Singer is confident that the work will deliver significant benefit to High 5’s partners.

“Undoubtedly, this is a great achievement for us. iOS plays a central role in our industry performance, making up more than 60 per cent of overall revenue, and our efforts have been dedicated to bettering our delivery,” he said. 

“Significantly streamlining the way we package our games and the way partners download them, they will now be five times smaller on iOS. This provides our partners with more space in their app to launch many more games. 

“Our partners can look forward to many benefits starting next month, as we continue to prioritize efficiency and experience.”

While proud of how High 5 has honed the practical side of the business, it is perhaps no surprise that Singer also remains massively enthusiastic about games and the entertainment they provide. After all, he is the man behind some of the biggest success stories in the history of video and online slots.

“We have multiple exciting releases on the horizon this year, with titles like 88 Drums, Golden Knight Infinity, Bankrush Bonanza, and many more,” he concluded. 

“These games boast high-quality assets, multiple in-game features, in-game jackpots, and the ever-popular side bets – Feature Boost and Super Boost are now available in-game. Players can elevate their spins, experiencing a dynamic and immersive gaming adventure with each title.”

The post High 5 Games expresses excitement for North America in 2024 appeared first on CasinoBeats.

The finding emerged as part of the SBC Media Challenges in Compliance Survey, which saw senior compliance representatives from operators in Europe, North America and Latin America share their thoughts on the major issues they face. The full report will be published in February 2024.

One of the survey’s questions was, ‘at what stage do you currently see the biggest drop-off rates in the onboarding process?’ Just over 50% of respondents identified ‘Document Submission – Personal Financial Information’ as their most significant problem area.

The scale of the reluctance of players to share financial documentation was emphasised by the other answers to the question. The second and third most common drop-off points were at the ‘Registration’ and ‘Document Submission – ID Documents’ stages, but they were identified by just 15% and 13% of respondents respectively.

Another part of the survey examined attitudes towards the likely introduction of mandatory financial risk checks – more commonly known as affordability checks – in the UK.

The measure was included in the Government’s Gambling Act Review and the UK Gambling Commission (UKGC) is now running a consultation on what it describes as “frictionless financial risk assessments”. The checks would be requested when a player experiences losses greater than £1,000 within a rolling 24 hours or £2,000 within 90 days, and would affect an estimated 3% of accounts.

It has suggested that these checks would largely be completed via a credit reference agency, although some industry experts have privately questioned whether this is a workable solution. Where no credit reference file is available, a customer would be asked to share data via a third-party open banking provider or to provide documents such as payslips and bank statements. 

The UKGC also plans to implement “light-touch financial vulnerability checks” for players who experience a £125 net loss within a rolling 30-day period or £500 within a rolling 365-day period. It estimated that would be necessary for around 20% of accounts. 

Respondents to the Challenges in Compliance Survey displayed what could be interpreted as a significant degree of worry about the plan.

Asked what impact the introduction of the financial risk checks would have on the market, 67% of people predicted it would lead to a reduction in customer sign-ups at licensed operators, while 26% said it would have no effect.

Commenting on the results, SBC’s Content Director Ted Menmuir, said: “The findings emphasise the fact that people are uncomfortable sharing personal financial information, whether that be with gambling operators directly or government-approved entities.

“In theory, affordability checks are a potentially effective safer gambling tool, but they require a level of engagement from players. For those bettors unwilling to provide documents or wary of allowing a credit reference check, the chance to sign up with black market operators will become an attractive option.

“We can expect to see a long-running debate about affordability checks, both in the UK and other markets, but it is clear that they are not going away and that technology suppliers will have a crucial role to play in finding a workable solution.”

Roger Redfearn-Tyrzyk, Vice President Global Gaming for leading identity verification platform provider IDnow, added: “The results of the survey are quite insightful and are sure to act as as a wake-up call for gambling operators in the UK and elsewhere to prepare themselves for the emerging fraud and compliance challenges, especially around financial risk checks. 

“To address these challenges, operators will need technology providers with powerful, holistic affordability checks paired with multi-dimensional identity verification and fraud prevention, that enable seamless gambling experiences anytime, anywhere.”

The SBC Media Challenges in Compliance Survey addresses some of the key issues around compliance, player onboarding, fraud and technology. To sign up to receive a copy of the full report, please complete the form below. 

The post Player financial risk checks a major worry for gaming operators, survey finds appeared first on CasinoBeats.

Entering new territories, withdrawing from a major jurisdiction, attempting to become a public company, and driving continued growth in established markets are just a few of the challenges that have made their way on to his to-do list. It has not only been a busy period for Athanasopoulos and his teams in Athens and Malta, it has also been a successful one. 

Reflecting on recent developments, Athanasopoulos said: “2023 so far has been a remarkable year for Novibet, both in terms of expansion in our global operations, and in terms of growth in all markets.”

Picking out a highlight, he continued: “Novibet embarked on an ambitious endeavour to build its presence in the vibrant Central and South American markets. With limited brand awareness and intense competition across the Atlantic, Novibet took on the challenge head-on, crafting a fantastic international 360° campaign that captivates audiences across Brazil, Ecuador, Chile and Mexico.” 

The campaign included securing the Chilean superstar Arturo Vidal as global brand ambassador, collaborating with iconic goalkeeper Memo Ochoa in Mexico and sponsoring four football clubs in South America. 

The year has not all been about taking market share in the emerging markets of Latin America though, as Novibet has also strengthened its position in its home market of Greece, where NBA star Giannis Antetokounmpo and Premier League footballer Kostas Tsimikas linked up with the operator as CSR ambassadors.

“We hope that market conditions will change in favour of a healthy competition between operators”

“The Greek market has been the proving grounds for Novibet,” said Athanasopoulos. “In the last few years we managed to overtake global operators, with brands that used to be household names and product offerings that were perceived as best in class. 

“It takes time to reach the maturity level that Novibet offers today. We invested heavily in our technology, innovated with our product, optimised our CRM recipes, and only then we accelerated to a podium position. We have still room to grow in this market, and expect to do so as momentum is on our side.” 

Novibet is also enjoying growth in Ireland, a market that Athanasopoulos described as being a “long-term play” for the operator. However, the situation in its third European market is more complex.

“Italy is a completely different case. The advertising ban happened very close to our launch, putting us in a dilemma of either cancelling our efforts or planning for a very small market share,” Athanasopoulos explained. 

“We, obviously, did not give up. Given the adjusted return to our investments in this market, we decided to operate a third-party platform and released the internal resources to other opportunities. We hope that market conditions will change in favour of a healthy competition between operators.”

Novibet had also had a presence in Europe’s biggest and most-competitive gambling market, but elected to hand back its UK Gambling Commission licence in 2022. 18 months on, Athanasopoulos is satisfied that was the right decision, but hinted that the company has not yet reached the final chapter of its UK story. 

“Prior to our surrender of the licence, we had been growing at a typical, for Novibet, rate of more than doubling every year. And while our commercial success was delivering on plan, we noticed two very worrisome long-term threats: regulatory challenges and an accompanying black market growth,” said the CEO. 

“Unfortunately and outside of our control, the SPAC market deteriorated”

“We took the very hard decision to focus our efforts and investments in more promising markets, but we haven’t completely written off the UK opportunity. We are monitoring changes, and if a more favourable set of conditions is shown to become the most likely scenario, we would consider reapplying for a licence.”

Private or Public? 

There comes a point in any successful private company’s life when it has to give serious consideration as to whether the allure of the stock market is the right path to support its long-term growth plans. 

In 2022, Novibet’s leadership team decided that it was and announced plans to list on the Nasdaq exchange, via a special purpose acquisition company merger with Artemis Strategic Investment Corporation. However, the deal was terminated in June 2023, leaving the GameTech business still in private ownership. 

While the outcome was, obviously, not what had been hoped for, Athanasopoulos believes the original strategy was correct. 

“The decision for Novibet to become a public company was the right one, at the wrong time. The announced SPAC transaction would have provided us with growth capital and a ticket to become listed on one of the biggest exchanges in the world,” he said. 

“Unfortunately and outside of our control, the SPAC market deteriorated to the point of becoming a negative return for target companies. There are many lessons and anecdotes from this journey, and some are too fresh to discuss publicly. 

“We changed our corporate governance and group structure to become listed-ready, got audited and went through multiple due diligence rounds, and presented our success to the top sector analysts and funds of the world. While most of these achievements are intangible, our organisation matured in a very healthy way.”

“…our view is that the consolidations that are currently taking place internationally are not led by industry experts”

Going Global 

The cancellation of the SPAC deal has done little to quell Novibet’s ambition and it already has plans to enhance its operation in Cyprus and explore opportunities in Oceania. 

It is a strategy that will bring the company into even greater competition with the world’s biggest operators. And as the spread of regulation has created an ever-growing total addressable legal market, those multinational operators have become more aggressive with their M&A tactics in a bid to grab market share.  

So, is that a situation that worries Athanasopoulos? Not particularly. 

“The founders and top management of Novibet have been in this sector for more than 20 years, so we have witnessed the rise and fall of many,” he said. “The fragmentation and expanding regulation in the industry at a global level favours companies that have experience with multi-jurisdiction operations and the ability to deploy scalable technologies when expanding in new markets. 

“Also, given the multitude of unlawful operators currently in the market, having a valid licence and a spotless track record is a ‘sine qua non’ for operators across the globe. Novibet has historically only focused on regulated, or about-to-be regulated, markets.

“We welcome any relevant local efforts, and look forward to working together with regulators – as in the case of Brazil – to create a safe environment for users, culling bad actors and protecting the vulnerable.” 

He added: “As far as the M&A landscape is concerned, our view is that the consolidations that are currently taking place internationally are not led by industry experts, and these M&A efforts are bound to fail, if not initiated by operators themselves. 

“We in Novibet have considered being the buyer in the M&A space, but so far what is on offer is underwhelming, with the market presenting only very limited opportunities that could justify a buy-versus-build dilemma, especially for a company with organic growth rates such as our own.”

The post Novibet: embarking on ambitious endeavours to achieve global ambitions appeared first on CasinoBeats.

When musicians try to do something different to what made them famous, it can go very badly – think Metallica’s dalliances with orchestras and Lou Reed, or Dee Dee Ramone’s best-forgotten hip-hop album. It can also lead to even greater success, as the bank balances of The Beatles and Radiohead undoubtedly show.

One man who is confident that his attempt to do something different will turn out to be more John Lennon than Lars Ulrich is ComeOn Group’s CEO Juergen Reutter, who is aiming to increase the Nordic online casino powerhouse’s revenues by developing a strong sportsbook offer to augment its core gaming products.

“Our strategy is to become a tier one operator in the sports market,” Reutter affirmed. 

“For us, it’s a key goal because we are very dominant in the casino market, where we have significant market shares in our territories. But when it comes to sportsbook, we are underrepresented. 

“We are running at around 15 per cent of our revenues from sportsbook, but we believe our fair share, the fair share of the sports-led operator, lies at 30-35 per cent and above. So we are here to double our sportsbook business in the next three years.”

“We can only achieve that through the investment we have now made in product, platform and people”

This is no idle boast or a figure simply plucked out of the air, as the ComeOn Group team has shown the diligence and ambition of Paul McCartney in preparing for the change. 

“We can only achieve that through the investment we have now made in product, platform and people to unlock that growth, and follow up on our strategy to become a tier one sportsbook operator,” he added.

The investments that Reutter, the former Chief Experience Officer of William Hill Online and CEO of Addison Global, is referring to have been at the heart of the transformation he has driven since joining ComeOn Group in 2020. His initial goal was to ensure the business benefited from what he described as the “untapped synergies” from the 2017 merger between ComeOn and Cherry. 

“When I started, one of the transformational projects we were running was to move our entire business onto one platform, one technology stack, as the business was running post-merger on two separate technology platforms,” he recalled. 

“This entailed a big transformational change for the organisation, but it was successfully conducted and now all of our brands in all of our markets are running on our core proprietary igaming platform. This obviously unlocked a lot of synergies, but also paved the way for growth in the business.”

He continued: “We also undertook an in-depth assessment of our market portfolio and refocused it on some core locally-regulated markets, which meant we also exited some markets. This focus means we are now in what I call a peer-leading position in those locally-regulated markets, if I compare our business to competitors who give their numbers publicly.”

“We developed and upgraded our culture in the business, and introduced new company values”

Every bit as important has been the investment made in people and in changing the culture of the business, to make it a great place to work and ensure the team has fully bought into the company’s goals.  

Reutter explained: “We developed and upgraded our culture in the business, and introduced new company values guiding the operational framework. Now we are in a position where we are taking the bright heritage of the past into the values that are driving our approach to future challenges, making sure the organisation stays agile and is running a winning culture. 

“With all this done, we’re looking ahead and we are delivering double-digit growth year-in and year-out. Our outlook is very clear on where we want to be and what we want to achieve.”

Refreshing and Repositioning 

With the core of the business primed and ready for expansion, the company has embarked on a rebrand of its flagship ComeOn! brand. One of 15 operated by the Group, it is more than 12 years old and during that time has built a reputation as a casino-dominated platform with strong relevance to local audiences in Sweden and the rest of Scandinavia.

But every successful brand has a refresh from time to time and it has now been updated to reflect the shift in the company’s priorities. 

“The rebrand of ComeOn! goes along with the strategic change in moving the business more towards a sports-led organisation. The brand got a refresh and also a repositioning from a casino-led brand to a sports-led brand,” said Reutter. 

“We are now taking the brand and the strategic repositioning on to the next stage, as we want to become a leading sports betting destination for our audiences in all our markets. This time, we are doing it with our own platform and our own trading capabilities.”

“We keep assessing entry from all angles, including an inorganic step into the market in the UK and Italy”

In Reutter’s view, ownership and control of the platform technology is vital to the success of the business. It gives ComeOn Group the flexibility to innovate, differentiate and localise whenever it needs to, and that is an approach that has delivered “strong market share positions” for its casino business. 

“We are basically taking what has been successful in the casino world into the sports world, and we couldn’t have done that with an outsourced solution,” he explained. “It was very clear for us that we needed to fill the gap in our technology value chain and add our own sportsbook to have a full end-to-end technology capability to drive the business and the sportsbook. 

“Our strategy is very clear. We want to become a tier one sportsbook operator and we believe this has to be done with a differentiating, innovative capability that can only be delivered with an in-house sportsbook.”

To meet that need, the Group acquired Austrian sportsbook technology company Arland Technologies and its team has worked in tandem with ComeOn’s existing in-house tech team to deliver the new sportsbook proposition.

“The cultural fit of Arland is working very, very well and joining forces with them was a key enabler for our sportsbook strategy,” said Reutter. “The engineering team in Austria has delivered a top-notch sportsbook platform and the trading capabilities of our joint teams are making sure we are continuously delivering against our goals.”

With a clear aim to be as successful in the sportsbook vertical as it already is in the casino market in Sweden and the rest of the Nordics, coupled with recent market entries in the Netherlands and Ontario, you could be forgiven for thinking that ComeOn Group has more than enough to keep its staff occupied.

Reutter, however, enjoys a challenge, as long as it is one that has the potential to build further success for an already thriving business.  

Asked about future plans for ComeOn Group, he replied: “Obviously we are a European-centric operator, and we are continuously assessing new market entries and looking at our locally-regulated portfolio. 

“If you look at the European market, there are two obvious markets we are not operating in – that’s the UK and Italy, two of the biggest markets in Europe. We keep assessing entry from all angles, including an inorganic step into the market in the UK and Italy.”

It appears then, that Reutter is definitely a man who relishes a challenge and values ambition. From attempting to make the company a serious player in the sportsbook sector to targeting Europe’s two most competitive markets, it promises to be an eventful next two years.

The post ComeOn Group: our strategy is to become a tier one sports betting operator appeared first on CasinoBeats.

When Mary Shelley wrote Frankenstein; or, The Modern Prometheus in 1818, she couldn’t possibly have imagined the cultural impact it would have. From films, plays and comics, to songs, toys, video games and even breakfast cereals, Shelley’s creation has since appeared almost everywhere.

That the list now extends to an advert for an igaming operator is down to creative agency Isobel. Tasked with designing a television ad for an integrated campaign to promote PlayOJO’s live casino and game show offering, they produced a fun 20-second clip in which Frankenstein’s Monster is brought to life by the games.

Isobel’s Founder & Executive Creative Director explained: “The brief from PlayOJO was to promote the new live casino and games. Games that are real time versions where you play with a live host. 

“Creatively this leads you down the path to the actual word ‘live’ and then it’s just a question of what things in popular culture are ‘live’. The scenes from countless horror films where Frankenstein reanimates a monster and shouts ‘It’s Alive!’ was one of those cultural moments. 

“From there, it’s ok so could Frankenstein’s Monster come ‘alive’ when he encounters the PlayOJO casino and games.”

Another key consideration in the creative process was staying true to PlayOJO’s brand voice, as since its launch in 2017, the casino has worked hard to establish an identity as a fun, sociable destination.

“The reanimated monster was a good fit for the PlayOJO brand, his reanimation took him from being a plain black and white unanimated monster to a full colour upbeat, dancing, fun monster. This sits very well with the fun that PlayOJO stands for,” Fletcher said.

“The dancing monster is a bit daft, and daft is always fun!”

Is the fun element designed to appeal to players of other brands’ live casino games or to players yet to try such products? Fletcher hopes it will engage both groups.

“I think live games are exciting and a new development that technology has allowed to happen,” he said. “Playing live is available with other brands, but I think PlayOJO recognises you don’t get a balloon if you’re not at the party!”

Education + Entertainment

While playful and fun is great for grabbing the attention of would-be players, an advert has to inform as well as entertain to be truly effective. With only 20 seconds to achieve both goals, getting the balance right is a tricky task that requires a particular mindset.

“All good advertising starts at a strategic level. The product or service should be integral to your idea. The product or service is the catalyst to the narrative or the answer to the narrative,” Fletcher said. 

“With the monster, it’s PlayOJO that creates the narrative of the monster coming to life. Therefore, the product isn’t bolted on at the end but intrinsic to the action. It’s not a question of balance but far more a question of a genuine reason the product is integral to the entertainment.”

And Isobel’s creative mastermind believes that audiences can expect to see online brands using this approach on television for some time to come, despite the medium seeing a decline in the proportion of ad spend that it attracts. 

“TV is still the best medium for communicating emotion. And emotional response is still the biggest driver with consumers,” he said. “Awareness can be built across channels, but the question isn’t, ‘do I know you?’, it’s ‘do I like you?’ as well.”

Embracing regulation

Another thing that will not be going away is the strict regulations governing gambling advertising. 

It would be easy to assume that for an agency with a client base that encompasses FMCG, furniture and hotel brands, those regulations would prove taxing. Fletcher, however, sees things differently. 

He said: “The regulations in the gaming category are quite rightly fairly strict. If brands are to continue marketing their services then we should conform and applaud the regulations. 

“They are to protect the consumer from normalising a product that carries potential risks. The trick is to not try to work around the regulations, but enforce them ourselves.”

That method of working does not preclude genuine creativity though, even if Fletcher believes it is often missing from gambling advertising.

“I believe the gambling sector is caught in a loop. There seems to be a collective gambling ad tone of voice and behaviour type,” he suggested. 

“There is little originality, everything looks and talks like everything else. Anything that stands out from this is good in my view.”

The post PlayOJO case study: utilising advertising to stand out in a saturated UK market appeared first on CasinoBeats.

As Armadillo Studios prepares to unleash its latest game Franksylvania today, CasinoBeats caught up with the EveryMatrix-owned developer’s COO David Stoveld to get the lowdown on the horror-themed slot and its many features. 

CasinoBeats: Franksylvania is feature-rich; what would you pick out as the game’s highlights?

David Stoveld: The fun vibe. There is always something going on. Whether our fun bat ‘Frank’ is summoning random colossal symbols, creating wilds, collecting different items, or engaging with the variety of our other features, you will always experience the personality of our dedicated games design team, who went the extra mile to bring joy and laughter to this spooky season. 

CB: The game includes a Trail Bonus, which is reminiscent of a common feature from traditional pub fruit machines. Are there still opportunities to learn from legacy games and adapt their features for the online audience?

DS: The earliest memory I have of this feature is from early in my career, on the mechanical stepper Triple Double Diamond Deluxe With Cheese. It was a fun slot. 

It’s always a good idea to learn from more experienced brands and their successful titles and combine that knowledge to fit with new audiences and the latest technology. It’s fascinating to see mechanics like Megaways and how they took success from the land-based slots and found a way to adapt it to mobile. 

We’ve used our expertise in harnessing the potential of this model to make it work on almost video game-like experiences while still being true to the core of what online gambling players want. The Trail Bonus is the key to tying everything together on this slot, and we plan to take it further in the future, perhaps on a multiplayer mechanic.

CB: Instant Win is another of the title’s features; how does this type of feature help to drive player engagement? And do you expect to see ‘random drop’ type features become a staple of slots as operators increasingly focus on retention?

DS: Instant Win, along with all the other fun features this slot offers, helps players get to know our vampire, Frank, as he takes a page out of all the classic Halloween tales and makes one of his own. 

Random drops and prizes are another chapter we want to get into as we take advantage of all the tools our productivity platform CasinoEngine has to offer, especially in our exciting future projects. 

CB: The game is high volatility; why did you make that choice and why do you think so many new titles now lean that way? 

DS: We also have some nice lower and mid-size wins put into the math for all the random features to keep the player on their toes, but we generally like to have very high win potential. 

It’s been a signature of ours to put massive wins in the story of our most important slots to give players a chance to celebrate a lucky day with more than just a dinner for two. 

CB: Could you tell us about the thinking behind the theme of Franksylvania? And with the game coming out in the run up to Halloween, how difficult is it to stand out from the other horror-themed titles? 

DS: Naturally, if you want to stand out from the crowd, you need to create something unique. Our style and fun spinoff narrative of the typical Halloween is meant to offer players a refreshing experience and new twist this Halloween, and I emphasise again that we have gone above and beyond on this one with so much more than many other studios provide their customers.   

CB: How do you build longevity into a title that could be seen primarily as a seasonal acquisition tool for operators?  

DS: We’re committed to creating lasting impact. Our titles are meticulously designed to surpass seasonal trends, providing operators with a timeless acquisition tool. 

While our games enhance player engagement, our core emphasis lies in crafting unforgettable experiences. We aim to develop content that not only captivates players, but also leaves a lasting impression on their gaming journey, ensuring our titles are cherished over time. 

CB: Franksylvania is available for multiple markets around the world; do you see the game as being particularly well suited to any particular audience?  

DS: Franksylvania will initially launch in eight markets, including Estonia, Georgia, Latvia, Lithuania, Malta, Sweden, Switzerland, and the United Kingdom. With its globally-recognised storyline and perfect timing for Halloween, this slot is bound to capture the attention of anyone who loves this theme and time of year. 

CB: And finally, what can you tell us about Armadillo’s product roadmap for the next few months? 

DS: In the next two months, we plan to release two more titles featuring our well-known Armadillo mascot as the main character. This will draw a great year to a close, during which we launched 11 games. We’ll return in full force in January with new releases bringing the extraordinary to life. 

The post David Stoveld: We’ve created fun vibe and features for Franksylvania appeared first on CasinoBeats.