SciPlay

Social gaming firm SciPlay is ramping up its recruitment efforts, with the group announcing that due to “tremendous growth” over the past year it’s looking to fill several roles at the company’s Austin, Texas, office.

As digital gaming continues to grow, the former social division of Scientific Games, which became an independent company in 2019, is looking to fill several new positions varying in experience from associate to principal-level.

Among the individuals SciPlay seeks are software engineers, gameplay analysts, game producers, software QA engineers, game artists and product managers.

“It has been an absolute joy to watch our SciPlay family grow with the addition of dozens of our city’s brightest and finest game developers,” said Karen LeBlanc, lead recruiter for SciPlay’s Austin office.

“We are passionate about creating an inclusive culture that celebrates creativity, new ideas, innovative technology and our individual weirdness. Together, we will continue to create industry-leading games by collaboratively embracing each other’s unique backgrounds and talents.”

Playzido

B2B games platform Playzido has announced the recruitment of Conor Jenner as senior sales and account manager, lauded as “a great asset to the business as it continues on its huge growth trajectory”.

In the new role Jenner will gain responsibility for managing the group’s existing and new operating partners, utilising prior knowledge and experience of the igaming industry.

Stuart Banks, managing director at Playzido, noted: “Having Conor onboard is going to give Playzido a huge boost and with a substantial portfolio of existing clients and an exciting road map of new operator launches Conor is definitely going to have plenty to get his teeth into over the next few months and years ahead.

Degree 53

Degree 53 has announced the promotion of Bav Patel and Peter Stringer to directors, as well as confirming that the group has made 12 new hires during the last three months.

Patel has taken on the role of technical director of web and infrastructure, while Stringer has been promoted to the technical director of mobile position.

Furthermore, the group has has brought in new recruits to increase capacity across the board, including web and app developers, quality assurance, project managers, UX designer and a business analyst.

Richard Wagstaff, managing director at degree 53, commented: “I’m delighted to recognise the great work both Bav and Peter have been doing. Their promotions are a testament to their expertise in their respective fields and delivering successful projects for our clients.

“I also want to welcome our new team members and look forward to meeting them face-to-face in the coming weeks. It’s been a tough few months for many businesses, and I’m glad we’ve been able to grow our team during this period whilst retaining all our employees.”

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This comes after the group last month completed its $2bn acquisition of Gamesys Group, whose tech platform, it was said, would enable the continued expansion of its interactive offerings in North America, including real-money gaming options in online sports betting and igaming.

This was subsequently followed-up with the purchase of Manchester-based Degree 53, as well as the group outlining its ambition for a $1.6bn Chicago-based casino resort earlier this month.

Lee Fenton, who became CEO of Bally’s following the aforementioned merger, noted: “On October 1, 2021, Bally’s completed its transformational acquisition of Gamesys Group – a strategic combination that further advances Bally’s global, data-driven, omni-channel strategy. 

“As a result, our business is evolving from a regional casino operator into an industry leader in retail, sports, media and igaming, which will see us harness a set of assets that provides a formidable platform for growth as a digital-first leader in global gaming entertainment.”

The comments come amid publication of the company’s third quarter report, which shows that revenue increased 169.9 per cent year-on-year, as net loss closed at $14.74m from 2020’s $6.72m, and adjusted EBITDA increased 105.1 per cent to $77.97m (2020: $38m).

Retail casinos revenue was a record high of $301.6m, with net income up 123.5 per cent to $49.4m versus 2020’s $22.1m, as adjusted EBITDAR surged to $106.5m (2020: $43.5m).

For the year-to-date, revenue climbed 204.1 per cent to $774.77m (2020: $254.69m), as net loss swung from $749,000 to record a Q3 income of $137.74m.

Fenton continued: “This quarter, retail casinos had $301.6m of revenue and $106.5m of adjusted retail casinos EBITDAR. The quarter was negatively impacted by approximately $6m of losses related to natural disasters, including two hurricanes and wildfires in Nevada. 

“North America Interactive sales doubled from last quarter at $11.4m, with adjusted EBITDA of -$5.5m, which was in line with our expectations. Adjusted EBITDA for the company of $78m includes $11.4m of rent expense and $11.1m of corporate expense. 

“Gamesys had record Revenue and Adjusted EBITDA on a constant currency basis for the quarter, which will be consolidated into Bally’s results starting with the fourth quarter.”

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Degree 53’s team offers a range of services, including sportsbook and casino mobile app and website development, complex system integration, data feed management, and API development. 

The group, which specialises in multi-channel website and personalised mobile app and software development for the online gambling and sports industries, boasts a team of 54 design and technical experts that continue to operate out of its Manchester studio.

Adi Dhandhania, chief operating officer of North America for Bally Interactive, the firm’s digital division, said: “We are delighted to welcome Degree 53 to the Bally’s family. 

“As we prepare to launch our Bally Bet 2.0 mobile sportsbook app early next year, we look forward to leveraging the Degree 53 team to develop our mobile sportsbook products and enhance our customers’ overall betting experience.”

By delivering customised tech solutions, Degree 53 will enhance Bally’s mobile platform, which includes integration to the Gamesys Group’s player account management and igaming solution, in addition to supporting key audience engagement initiatives with Monkey Knife Fight and SportCaller. 

Furthermore, the company will also support product development as part of Bally’s media partnership with Sinclair Broadcast Group.

Richard Wagstaff, managing director at Degree 53, explained: “Degree 53 was founded in 2013 to provide creative and innovative online and software solutions for the online gaming industry. 

“We are pleased that Bally’s has recognised the differentiated approach that we bring to the market and to join with them during such an exciting period of the company’s evolution. 

“This is an exciting time for online gaming and the sports betting industry, and we look forward to immersing ourselves in the diversified projects that Bally’s provides.”

Raja B-Sheikh, SVP of sports products for Bally Interactive, added: “We have ambitious plans for our multi-faceted sports offering as we strive to appeal to new audiences across North America.

“The Degree 53 team arms us with a unique perspective and skillset that will further advance not only the core Bally Sports product, but also our ambitious plans for innovative and connected experiences. 

“I am excited to work closely with the team as they contribute to our quest of making Bally’s the number one destination for gaming entertainment.”

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Noting that the online gambling industry was ‘rightly under public pressure,’ Maarten Haijer, secretary general of the EGBA, stated that ‘there are still way too many companies in the sector who far too readily point the finger angrily at regulation and complain about it, without taking responsibility and providing solutions’.

Haijer went on to claim that the industry needs to become ‘much more mature’ in how it responds to society and it needs to do so ‘quickly’.

As part of our next edition of the CasinoBeats 100 Club, we asked our members to tackle the case of accountability within the sector, questioning whether it is the key to a future proofed online sector, while also gaining their opinion on what needs to be done to improve accountability and transparency. 

We asked: Following the EGBA’s recent suggestion that accountability is the key to a future-proofed online sector; is this a fair assessment? And what do you think needs to be done to improve accountability and transparency?

Agreeing with the assessment, Dmitry Starostenkov, CEO at EvenBet Gaming, noted that this was the ‘only way’ to the world of big businesses. 

He continued: “If we want the online gaming industry to become a normal sector of the global economy: sustainable, attractive for institutional investors, publicly recognisable, we have to push it toward transparency, regulation and industry standards.”

Echoing Starostenkov’s response, Tim Parker, COO at superseven.com, claimed the assessment was ‘completely fair,’ highlighting that the industry as a whole has a responsibility to self regulate. 

Parker expressed: “Had the online industry as a whole self regulated earlier then we would not have had to have regulators step in to the degree that we have seen over the last few years, governments would have happily levied their taxes having been happy that vulnerable persons were well respected and protected. 

“Furthermore the revenue generated for the individual country would have helped offset tax raises etc and the public would have had far more time and sympathy with us as an industry.

“You only have to look at the public reaction in the UK to Camelot versus Richard Branson with regard to the National Lottery licencing a few years back – the groundswell of public opinion that got behind Richard Branson’s bid to provide a non-profit lottery was one of the best brand awareness concepts ever.

“As an industry we need to have a far more multi faceted approach to both accountability and transparency. There is a lot more signposting of possible harm points and behaviours both on site and in the media these days but this is only brushing over a deeper problem, that problem is still a lack of trust. 

“There are several industry organisations now that represent, unfortunately, only the tier one operators which means that the vast majority are missing from here. ‘Cowboy’ operators still exist, as do white label suppliers that will happily tell you that if you sign with them then you can operate in just about every black market there is. Trust me on this.”

Parker also expressed that the ‘age of the white label’ should be ‘buried forever’ claiming the world ‘doesn’t need several hundred sites that are the same but painted differently’.

He added: “It lowers the barrier to entry and is one of the reasons that ensures that there will always be a dark underbelly to the industry. For all the good work that so many operators are putting in, this will always dog our industry until we find a way to rid ourselves of it.

“I have seen a change in attitudes over the last couple of years from some of the bigger, listed operators where they are prepared to take the short term hit to revenues to ensure stable, regulated revenues over the longer term. 

“This comes from CEO’s being better able to manage the short terms of the market and the shareholders and by managing expectations better than they have historically. When this is the norm, operators are given the room to breathe and to become open, transparent and accountable like the vast majority of us wish to be.”

On the point of regulators within the sector, managing director of Degree 53, Richard Wagstaff, pinpointed that accountability and transparency amongst operators will ‘help’ regulators to understand the level of problem gambling within each business. 

He said: “It will also promote a safe gambling culture amongst customers as it will give assurance that the operator they’re playing with is committed to protecting them and reducing problem gambling.”

Another member who expressed the assessment was a ‘fair suggestion’ was Shalva Bukia, head of product at Spribe, who highlighted that igaming was ‘not alone’ in this situation with every industry having its ‘share of problem customers’.

She explained: “Our difference from the alcohol or food industry is that our products are digital and it’s much easier to implement tools and solutions to reduce problem gambling. Kindred definitely sets a good example of how this is done.” 

Our final input comes from PandaScore’s CEO, Flavien Guillocheau, who looked at the issue through the prism of esports stating that regulation is ‘essential’ for the future of the industry. 

“Preventing underage and problematic betting is a key challenge just as it is in sports betting,” Guillocheau noted.

“In light of the EGBA’s suggestions regarding accountability, transparency is key for the online sector. Transparency at all levels is an even greater challenge in esports due to the smaller frames of reference and historical data to draw from. 

“This creates an environment where newcomers don’t know how esports betting works, how big it is and how it’s structured. It’s important for more stakeholders in the space to demonstrate that bettors are operating on a level playing field.

“An example of this lack of transparency in esports is the fact that some tournament organisers and official data resellers are offering data to bookmakers faster than the public video feeds and live streams – sometimes up to ten minutes ahead. Most punters aren’t aware that the bookmaker has the information and are updating their odds so far ahead of when they see it.

“We need to educate and evangelise the esports crowd about how things work and where they can bet on esports safely.”

Launched in 2019 to give a voice to the industry on a range of key issues, the CasinoBeats 100 Club tackles the tricky questions and shares members’ views across the CasinoBeats network. Have your say by joining the 100 Club.

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During the first part of our CasinoBeats 100 Club we asked our members whether there should be an increased focus placed on the ways in which online casinos will retain the new cohort of players?

In the feedback, we were told that the industry had been ‘handed’ an opportunity due to current world events which has seen an increase in player activity.

In this second part, we delve into whether enough is done in relation to retention and if new and existing players are rewarded for their loyalty. 

We asked: Does the online sector currently do enough to retain and build loyalty with its new and existing customers? 

One of our members, Tim Parker, COO at superseven.com, exclaimed the sector does ‘nowhere near’ enough in relation to player retention, yet noted that it’s something which will change. 

With the wheels already in motion in the UK amid the country’s ongoing Gambling Act review, Parker to claimed that ‘no longer will casinos be able to rely on lazy operations and poor UX’.

“I think that you will start to see far more corporate social responsibility programs and announcements, in a way in which you are already seeing in the US mega operators and throughout the wider corporate markets,” claimed Parker. 

“You can already see this in some of the monopolies around Europe but this will become more commonplace alongside better RG programs where players feel safe, well served and not just a number in a massively profitable organisation that is happy to just greedily take money. 

“This is the perception that sadly exists with many of the current players and the industry needs to understand, accept and continue to work to change this viewpoint.”

Echoing the thoughts of Parker, Degree 53’s marketing manager, Jenny Winter, emphasised that the sector could ‘be doing much more’ for their long term customers, suggesting it offers better and more personalised promotions and loyalty schemes to increase retention. 

She commented: “Lots of non-gambling products now offer points systems or memberships where the more customers spend, the more points they earn, for example, Adidas. This would be a great place to start. Casumo, Sky Bet and Paddy Power already have loyalty clubs, so it can work really well for different verticals.

“I remember years ago, I received an email offer from eBay explaining that because I’d been a loyal customer with them for over a certain amount of years, they gave me £10 off my next purchase. There were minimal T&Cs, which gave me confidence that I could spend it any way I liked. Small gestures like these go such a long way. Although I wasn’t even thinking about buying anything, I used the offer on their site and I actually spent a little more, so eBay still made a profit from my purchase.”

Yet Winter also expressed the challenge gaming operators face in achieving greater loyalty programmes, ‘certainly if their website is built on a legacy platform, which results in getting all historic customer spending data becoming a lengthy and laborious task’. 

“Starting small, perhaps within the customer services area, could be a great opportunity for some small wins,” Winters continued. “A great example of excellent customer service is the refund policy on the Deliveroo app. They use an automated system for resolving customer queries if something goes wrong with their orders. They automatically credit the account within seconds. 

“The customer is more likely to keep spending with them because of this simple feature. Small gestures like these go a long way in customer retention so it is worth starting off implementing small but really useful features before adding all the bells and whistles.”

Staying on the notion of operators and the systems that they use, Melvin Ritsema, managing director at Royal Panda, stated that most operators have ‘quite sophisticated systems’ in place to engage with customers along with some kind of loyalty programme/promotions. 

Ritsema said: “There is always room for improvement, but at this stage there doesn’t seem to be anything revolutionary. Gamification is often overrated when you take it too far. It needs to be meaningful for a gambler.”

Helen Walton, Glück Games’ COO, was more adamant in expressing her thoughts on if the online sector does enough for player retention, asserting that ‘we know they don’t’.

Walton went on to acknowledge that, as an industry, ‘we know our own problems’, yet consistently reject taking action to address them. She emphasised: “Having got customers hooked on deals, the industry is obsessed with squeezing margins, lowering costs, maximising scale and treating product and experience like a commodity. 

“Food retail went through its own decade of agony twenty years ago when it built deal-hungry, promo-hunting customers – it has taken it years to wean customers off deals and carve out distinctive positionings. 

“Of course price and value matters to customers, and supermarkets are relentless in their drive on value – but it’s not a race to the bottom, instead it’s meant really understanding customers and ways to appeal to the head, heart and pocket at once. Lidl didn’t steal market share from Sainsburys with value baked beans or with buy one get one free deals, they did it through offering BlackForest ham that tasted almost as good as Parma ham, but was half the price. 

“Innovation on product, experience and pricing are all crucial to create something that customers actually want.”

Concluding our members responses, Mark Knighton, CEO at Obsidian Consultancy, noted that there are ‘definitely’ more creative options which the online sector could take advantage of yet it all depends on the market’s current regulatory frameworks, which he stressed are ‘definitely putting a strain on the ability to deliver a more creative marketing’.

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Since the pandemic took its hold around the globe, we, as an industry, have seen a seismic shift in slot players migrating from land-based slot machines to online due to retail closures, with sports bettors following suit as a result of the calendar disruption.

During this edition of the 100 Club, we asked our members whether there should be an increased focus placed on the ways in which online casinos will retain the new cohort of players?

We asked: Should online casinos be focusing more on ways it can retain the new cohort of players acquired from land-based and sports betting? If so how?

Jenny Winter, marketing manager at Degree 53, exclaimed that online casinos should ‘absolutely’ be focusing on capturing new customers and making ‘the effort to retain them’.

“This is a great opportunity to gain new players and convert them from retail or other online verticals. This can be done with a great user experience and an intuitive customer journey, as well as using promotions,” she noted.

“This needs to begin with customer onboarding. Although it’s easy to assume customers will know how to use an online casino, onboarding can add value, support those that aren’t familiar with the product, as well as highlighting key sections within it. 

“This needs to be incorporated into the customer journey to guide them to sign up and start playing. For land-based customers venturing online for the first, time this is essential to prevent drop-off.

“Once the customer has registered, they can be directed to games and key promotions. Navigation and CTAs need to play a role in how the customer finds relevant games and content. Clear, simple navigation and CTAs ensure customers are guided to the next step.

“After they’ve played, asking to play again, offering similar games or another category can also drive additional revenue and increase engagement. However, guiding customers to responsible gambling tools and reminding them about their time spent on site can also create a positive experience with the product. If customers can easily limit their activity and remain in control, they will likely return.”

Echoing Winter’s point, Tim Parker, COO at superseven.com, highlighted that the transition is not ‘going away anytime soon’ due to the land-based operators being ‘easy targets’ for early cuts as part of the pandemic response.

He continued: “There is a lot for land based players to admire about online, the game speed, the higher RTP on slots and a greater number of rewards. However land-based players will be far more used to a personalised service where everyone knows your name and what you eat/drink and online needs to cater better for understanding the players habits. 

“Furthermore, the whole concept of bonus money is alien to land based players, and whilst free money for a welcome bonus to onboard them and teach them what is going on might be welcomed, this tactic will not keep them longer term, so they will look for more real money bonus sing and they expect to be paid as soon as they go to the cash desk and not having withdrawals stalled for 24 hours or more. this will become the new norm in the next 12-18 months in my view.”

Helen Walton, COO at Glück Games, questioned what players can find in a land-based environment that isn’t replicated online.

“Is there something online can offer which matches the underlying customer need? If social experience and impulse was a big part of land-based, then online can’t replicate that exactly – but can it help players still feel connected, part of something, known and valued as individuals?” Walton commented.

Melvin Ritsema, commercial performance director at LeoVegas Group, believed that these new customers might see gambling much more as a social event.

He said: “Of course! These types of customers are perhaps not used to playing online. They might see gambling much more as a social event as well. As soon as lockdown restrictions are over, these are likely to go back to land-based or betting shops instead, unless they see online as a much better experience.”

Adding to Ritsma’s response, Mark Knighton, CEO at Obsidian Consultancy, concluded by claiming the industry has been ‘handed’ an opportunity due to the pandemic to increase their active player base.  

“To waste this opportunity would be crazy. Depending on current market regulatory frameworks, more unique personalised player communications, increased bonus/jackpot offerings and ensuring new niche and creative content is updated regularly.” explained Knighton. 

The first CasinoBeats Slots Festival of 2021 is set to bring together a select audience of international operators and affiliates to play the latest titles from leading games developers and emerging studios.

The day-long festival on 4 February will see the hottest new online slots showcased in a dedicated interactive environment that allows the industry’s key decision makers and influencers to put them through their paces in free-play mode.

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Sharp Gaming, which stems from Degree 53’s gaming division, is a platform which provides a full suite of operational services for sports betting and gaming businesses worldwide.

Daniels will take up the CEO role at Sharp Gaming with him stepping away from the day-to-day running of Degree 53. He will retain director and shareholder roles, with Richard Wagstaff stepping up as managing director.

Daniels commented: “The online gambling industry works on various legacy technology and white label platforms that lack flexibility for operators when they’re ready to scale up.

“This is why I created Sharp Gaming to help leading brands to improve their processes, and provide products that not only offer a great experience to their customers, but the end users in the business too.

“Despite the current situation, I’m very excited to be launching Sharp Gaming and developing it into an industry-leading platform. The team’s effort to bring it to life and continue working on it remotely has been phenomenal.”

Once fully operational, the company will offer extensive functionality to create digital and retail products, integrating third-party services, as well as improving the overall performance for operators.

Daniels added: “There are many more projects ahead and it’s only the beginning for us. I am also very happy to be leaving Degree 53 in the capable hands of Rich Wagstaff, who has been successfully running the business while I’ve been focusing on the platform.”

Sharp Gaming will now begin operating as a separate business with it moving its employees over from Degree 53, yet both will continue to operate from the same office to collaborate over common projects.

Wagstaff added: “I am delighted to be stepping up to lead Degree 53. We have a talented team who are delivering amazing work for our clients. Our reputation for delivering complex, secure digital solutions in a way that delights end users has enabled us to produce high-quality work across a range of sectors.

“My focus will be on growing our reach, strengthening client relationships, and helping to improve their products and services through our expertise.”

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ONE of the most common challenges for new businesses in the online gambling sector is coming to terms with how the industry works and what resources are required to deliver a robust and successful product.

As a mobile app and website development agency specialising in the gambling industry, at Degree 53 we deal with a range of clients with projects at various stages.

So we thought we’d share a few tips and some of the things that should be taken into consideration by those seeking to create and develop a successful online gambling app or website. Clients come to us for a range of reasons; some to improve or add onto an existing product, while others seek only our industry expertise and strategic advice.

We also receive numerous enquiries from businesses looking to launch their first online gambling apps and websites, which need to be created from scratch, including the entire user experience, design and development.

Remote gambling software licence

The UK gambling industry is highly regulated and there are certain standards any company seeking to operate here needs to meet. One of the requirements is to have a licence to create software – in this case, an app or website.

Whether a site is built it in-house or by commissioning an agency, the developer is required to have a remote gambling software licence to build and adapt it. Some may also be required to have a country-specific licence.

Operators may be required to obtain a licence depending on the gambling product or service in question. So, those thinking of building an online gambling product should enure they and their designated developer are licensed to do so, wherever they are thinking of launching it.

Complying with information security standards

Online gambling products deal with lots of sensitive customer information, such as contact details, bank account information and addresses. It is important that all possible measures to protect this valuable data are in place.

That’s why the remote gambling software licence also requires compliance with ISO/IEC 27001 regulations on information security management. This includes following strict data protection processes, such as providing relevant training for all employees, guarding customer data and keeping a log of events and individuals that have access to any such information.

“We often encounter companies seeking to enter the industry with limited knowledge about how it operates. It needs to be understood inside out“

Understanding the gambling sector

We often encounter new companies seeking to enter the gambling industry but that have very limited knowledge about how it operates. It needs to be understood inside out if products and services are to be tailored to target and deliver to the right customers.

There are many factors that need to be taken into consideration, such as bespoke third-party system integrations, compliance regulations, affiliate organisations and knowing how to tackle gambling-specific challenges. For example, it is important to understand how to integrate a back-end system with an affiliate website, payments provider or a live scores module.

There are also trademark laws prohibiting the use of copyrighted team badges or international event images, such as the Olympics, without paying for them. A licence can be acquired or new original visuals created, which we have done for many of our clients. These complex processes require specific technology and knowledge, and we advise businesses to seek help from an experienced developer to tackle this.

Knowing your customer

Before releasing a gambling app or website, it is important to understand the target audience and its behaviour when it comes to online gambling. It is different from going to real-life bookies and casinos. So, being able to identify customers’ needs and expectations in an online environment is key to providing a successful product. Extensive market research and analysis will help develop a comprehensive understanding of the demographics, behaviours and preferences.

Gambling operators are also required to perform background checks on anyone who registers to gamble to ensure they are allowed to do so. This requires specific system integration with third-party providers to verify the necessary information.

“Part of knowing your customer expectations is understanding how they are going to use your online gambling product“

Offering relevant UX

Part of knowing your customer expectations is understanding how they are going to use your online gambling product. Whether it’s to check football scores, place bets or play poker, it needs to be appropriate for the desired activity and offer a slick user experience to make sure they enjoy it.

For example, sportsbooks can be compared to large e-commerce sites, such as Amazon. There can be thousands of betting markets across a variety of sports. Customers need to be able to quickly and easily access the ones relevant to them. Offering great UX and appealing design consistently will make a product stand out from the competition and help the retention of customers.

Allowing time and budget to market

Building an app or website requires meticulous planning, as there are various factors that might impact the final release date. If thinking about launching an online gambling product for a specific event, such as the Premier League football season, be sure to allow plenty of time and budget for build and any iterations, especially for mobile apps.

Some of our clients aren’t always aware that, before they can officially launch an iOS app, it needs to be reviewed by Apple. Sometimes, we encounter rejections and need to make the necessary changes, and then submit the app for approval once again. While we’ve already noticed a significantly quicker review process with Apple, it’s still best to be prepared for this in advance.

Apple’s regulations around gambling apps are also strict and it tends to scrutinise them a lot more than a social game or a lifestyle app. Apple requires additional paperwork that proves the gambling app has been tested and the developer has a valid gambling licence to build it. If it spots any inconsistencies, the review process may take longer than expected, so it’s also best to make sure new entrants are working with an experienced developer.

Google, on the other hand, doesn’t allow gambling apps in its Play store at all, so gaming companies need to distribute Android apps via their own websites. This further impacts any future updates as they won’t be pushed via the Play store. We suggest companies developing their own internal process, which then updates the app automatically.

Selecting the best partner

A newcomer to the gambling industry or one that just doesn’t have sufficient resources to create a gambling app or website in-house, is advised to partner with an experienced provider, whether it’s to help with development, design or consultancy.

Degree 53 has secured the remote gambling software licence to be able to provide digital solutions to the gambling industry, including new businesses entering the market. Our experts have a vast knowledge and experience in working with different gambling systems and can help overcome any challenges when building a new product.

A version of this post is also available via the Degree 53 blog. To learn more, visit the Degree 53 website.

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