Bragg Gaming Group

Richard Carter has formally taken up occupation of the role of CEO of Bragg Gaming Group, a position it was confirmed that the former CEO of SBTech was to step into in March.

The company says that the move is made at “a key point” in its growth and evolution, with an aggressive global growth strategy underway, including expansion into the burgeoning North American igaming market and an anticipated launch on the Nasdaq exchange.

I’m excited to be leading Bragg in its next phase of growth and helping to shape the future of the company, as we continue to provide next generation premium content and tools to our B2B partners,” said Carter.

“Bragg has the cutting-edge technology, the data driven insights, the player engagement tools and the premium content that ideally positions the company to capture an increasing proportion of global igaming market.

“I’m eager to leverage these strengths to expand Bragg in both our core European markets and in the rapidly growing North American igaming market.”

Gaming1

Gaming and sports betting operator Gaming1 has appointed Ricardo Viana to its newly created role of chief creative officer, where he will build upon 25 years of industry experience.

Viana will take charge of the design, distribution and marketing of the group’s game collection, streamlining the development process for its more than 120 slots, dice and table games.

“We are thrilled to welcome Ricardo on board, and have every confidence that his appointment will prove pivotal to the continued popularity generated by our ever-growing games offering,” commented Sylvain Boniver, COO and co-founder at Gaming1.

“Our in-house portfolio of premium casino titles has gone from strength to strength in recent months, and Ricardo will undoubtedly play a key role in helping it to expand and improve even further.”

International Game Technology

Walter Bugno has resigned his position as executive vice president of new business and strategic initiatives of International Gaming Technology.

Following the departure, IGT new business responsibilities will be divided among the global lottery and global gaming business units. Responsibilities for strategic initiatives will be assumed by the IGT strategy and corporate development support function.

The group says that the decision has been made in order to “pursue a new professional opportunity,” with Bugno to continue in his current position until May 14, 2021.

“I would like to thank Walter for his accomplishments over the course of more than 10 years of senior leadership at IGT. His efforts have made meaningful contributions to the strength of our global leadership,” noted IGT CEO Marco Sala.

“At every stage of his time with IGT, Walter successfully engaged teams across multiple regions, built significant customer relationships, fostered continued talent development and championed innovation throughout his organisation. On behalf of everyone at IGT, I wish Walter well in his future endeavours.”

Avala Casino

Lauded as ‘Montenegro’s largest casino,” Avala Casino has announced the appointment of Neil Gallacher as CEO as part of the acquisition by Global Gaming Holdings.

Gallacher, an experienced international gaming executive having managed casinos in Europe, Africa and Asia, is also the former vice president of Jeju Shinwa World and joins the Avala Casino team from Les Ambassadeurs, London.

“I look forward to this new role and driving tourism to both Avala Casino and Montenegro as a whole, I am excited to expand our entertainment offerings – launching our new sports bar and high roller poker tournaments alongside avala.bet – our new online sportsbook and casino,” Gallacher stated.

PointsBet

PointsBet has appointed veteran communications and public affairs executive Patrick Sandusky as senior vice president of communications.

In the newly created role, he will lead all external communications and media relations for PointsBet and report to PointsBet USA CEO Johnny Aitken, while being based in the firm’s East Coast offices.

On his appointment, Sandusky said: “I am excited to join a growing company that is not only an industry leader in the sports betting space, but also at the forefront of sports and technology.

“The future of fan engagement will be built around sports wagering, and PointsBet – along with leading partners like NBC Sports – will change the dynamic on how sports fans interact with their favourite teams and leagues.

“I look forward to utilising the strong foundation in place and helping shape strategy and vision to find success in the burgeoning, competitive space that is US sports betting.”

The post Part 68 | On the move: recruitment round-up appeared first on CasinoBeats.

MGM Resorts International

Jeff Mochal has joined MGM Resorts International as senior vice president of corporate communication, where he will be based in Las Vegas and report to Ayesha Molino, who has been promoted to senior vice president of public affairs.

Mochal will oversee the company’s corporate communications and strategic positioning, leading issues management strategy and proactive media relations, internal communications and social impact and sustainability messaging strategies for issues affecting the company on a global scale.

“Jeff is joining the company at a crucial time. His skills and expertise will be invaluable as our industry recovers from the pandemic and MGM Resorts seizes on rapidly growing opportunities in mobile gaming and executes on its goal to become the premier global omni-channel gaming, hospitality, and entertainment company,” said Molino.

“Jeff’s strong background and years of experience defining a corporate mission and strategy as a clear and compelling narrative makes him a valuable addition to this leadership team.”

Gaming1

Gaming and sports betting operator Gaming1 has appointed Lana Khoury to the role of chief information officer, building upon a 20-year career in the technology and consulting industry.

Chosen for an ability to align business and IT by managing technology in pursuit of an organisation’s success, the position will see Khoury build on the awareness of the group’s brands, as well as implementing organisational changes to support the company’s agile delivery model and data-driven focus.

Sylvain Boniver, COO and co-founder at Gaming1, noted: “I am delighted to welcome Lana to the team. A world-class addition, her appointment forms part of a recruitment drive aimed at accelerating our continued international expansion into crucial markets.

“With a precise and technically-minded approach, as well as an impressive skillset and portfolio, she is exactly what we need to take our brand to the next level.”

A Game Above

Nicolas Fleiderman has been selected as the new chief executive officer for A Game Above, taking over fromSteen Madsen who stepped down earlier this year.

Fleiderman’s appointment comes soon after the customer experience campaigns and consulting agency celebrated its first anniversary.

In his new role, the new CEO will focus primarily on the company’s growth within regulated markets across Africa, Europe, the US and Latin America as well as the ‘omnichannel opportunity’.

Bill Pascrell III, president of A Game Above, stated: “An industry veteran of Nicolas’ calibre is totally the right call for the A Game Above team at this point in the business mission. The commitment to detail and delivery is obvious across Jakob Famme and Ismail Vali’s experience and day-to-day.

“As president, I’m looking for the medium to long term performance and structure that builds reliably to success. Nicolas’ appointment delivers a  dealmaker and sole decision-maker with a solid track record that speaks to only one outcome: getting the job done, and done well. I’m very much looking forward to working with him.”

Checkd Media

Manchester-based social media marketing and technology business Checkd Group has hired Glenn Townsend as poker manager for its Checkd Media division.

Townsend, who was previously marketing manager at partypoker liver, will take on the role of delivering Checkd Media’s poker strategy, which centres around the Footy Accumulators Poker League.

Alex Beecham, Checkd Media managing director, commented: “Glenn’s track record with partypoker live shows that he has the drive and expertise to maintain the momentum that the Footy Accumulators Poker League has picked up over the past year.

“We intend for poker to continue to be a strong element within our product mix, engaging our communities and driving traffic.”

The post Part 63 | On the move: recruitment round-up appeared first on CasinoBeats.

Gaming1

Gaming and sports betting operator Gaming1 has boosted its c-level ranks with the appointment of Stars Group marketing veteran David Carrion as its chief marketing officer.

Selected for his data-driven skills and approach, the role will see Carrion tasked with building upon the international awareness of the firm’s brand name, as well as taking the helm at Gaming1’s data science team.

Sylvain Boniver, Gaming1 COO & co-founder, explained: “On behalf of everyone here at Gaming1, I’d like to wish David the warmest of welcomes. A world-class addition to our team, his appointment forms part of a recruitment drive aimed at accelerating our continued international expansion into crucial markets such as the US.

“We are a data-obsessed company so with David’s precise, data-driven approach, as well as a remarkable skillset and experience portfolio, he’s perfectly placed to help take our brand to the next level.”

Rivers Casino Philadelphia

Rivers Casino Philadelphia, which recently celebrated 10 years on Delaware Avenue, has named Las Vegas gaming and hospitality executive Eric Fitzgerald as general manager, pending approval by the Pennsylvania Gaming Control Board.

Most recently Fitzgerald served as president and COO of Excalibur Hotel & Casino, which boasts 3,900 hotel rooms and 3,000 employees, following a period as Circus Circus Hotel & Casino president and COO, and a near-decade run as senior VP of operations for Luxor/Excalibur Hotel & Casino.

“Eric’s experience in running large-scale, multifaceted destination properties in Vegas provides the perfect runway for landing at Rivers Casino in Philly,” said Greg Carlin, CEO of Rush Street Gaming.

“He has a track record of growing customer loyalty in highly competitive markets, under challenging market conditions.”

Crucial Compliance

Responsible gaming and AML experts Crucial Compliance has announced the appointment of Andy Masters as partner and chief operating officer.

Masters’ initial responsibility is to advance the professional services and software development team by bringing together experts in their fields. He will drive compliance management solutions; building a suite of products to match the global ambitions of the company.

Paul Foster, managing director of Crucial Compliance, commented: “We are very proud to welcome Masters as both a partner and fellow Board member to help deliver the sustainable but ambitious targets. As COO, he is bringing a depth of knowledge and experience which will help take us to the next level of company growth and development and, crucially, compliments the existing team and client base perfectly.”

WWE

Barstool Sports’ chief executive officer Erika Nardini has been elected to the board of directors of World Wrestling Entertainment.

Nardini was named Barstool Sports’ first CEO in 2016, and since that time the company has experienced tremendous brand and business growth as one of the fastest-growing lifestyle brands on the internet, generating hundreds of millions of dollars in revenue.

During her tenure at the company, Nardini has launched more than 35 brands, including breakout franchises in sports, entertainment, female lifestyle, business and sports betting.

“Erika is a seasoned executive with a tremendous track record of building businesses, developing experiences, and engaging different audiences across the media ecosystem,” said Vince McMahon, WWE chairman and CEO.

“Her entrepreneurial spirit, business acumen and understanding of today’s consumers will serve as a perfect addition to our board of directors.”

ESA Gaming

ESA Gaming has confirmed the appointment of Maria Luisa Malfasi as business development manager in a bid to accelerate the company’s next level of growth.

Malfasi has over 15 years experience from the online gambling sector and joins the ESA Gaming team from iSoftBet where she held the role of senior account manager for three years.

In her role, Malfasi will lead ESA Gaming’s commercial efforts and pursue strategic opportunities by fostering new partnerships and identifying new markets.

Zorica Smallwood, Director at ESA Gaming, added: “We are thrilled to welcome Maria Luisa to the ESA Gaming family. She has a wealth of knowledge of the industry and will be an invaluable addition to our team as we continue our commercial expansion in a number of jurisdictions.”

The post Part 44 | On the move: Recruitment round-up appeared first on CasinoBeats.

Under the terms of the agreement, Gaming1 will add Endorphina’s range of slot titles to each of its operator platforms, with online casino brands such as 777 and Circus set to benefit from the integration. 

“We are delighted to join forces with Gaming1, a respected international brand in the igaming industry,” said Rashad Karimov, Senior Partnership Manager at Endorphina. 

“This partnership cements a long-term, fruitful collaboration between both, well-known players in our industry. As a result of our collaboration, players can enjoy a diverse range of captivating titles renowned for their stunning graphics, immersive gameplay, and rewarding features.

“Together with Gaming1, we are confident in our ability to provide players with an unforgettable entertaining experience that will match and exceed their expectations.” 

As a result of the partnership, players across the Gaming1 ecosystem will gain access to Endorphina games such as Joker Ra, Book of Conquistador, Late Night Win and Lucky Streak X, in addition to the studio’s latest release – Joker Ra: Sunrise.

A representative from Gaming1 added: “At Gaming1, we are dedicated to offering our players the best-in-class gaming content, and partnering with Endorphina allows us to further enhance our diverse portfolio. Endorphina’s high-quality games are renowned for their creativity and entertainment value, making them a perfect addition to our platform.

“By adding Endorphina’s portfolio to our platform, players can look forward to an enhanced gaming experience characterised by excitement, variety, and endless entertainment options. We look forward to a fruitful collaboration.”

Gaming1 Co-Founder and CEO Sylvain Boniver recently took part in a CasinoBeats series looking into the company’s expansion efforts, outlining the firm’s “commitment to providing a comprehensive and enjoyable gaming experience, while adhering to industry standards and regulations”.

The post Gaming1 & Endorphina join forces for ‘unforgettable experiences’ appeared first on CasinoBeats.

A strengthened presence across Belgium, France, Portugal, Switzerland, Spain, and The Netherlands is being sought by GAMING1 through the current year, driven by the strength of the company’s omnichannel approach.

In part two of a CasinoBeats special, Sylvain Boniver, GAMING1 Co-Founder and COO, examines how to balance strategies for expansion across online and land-based operations, a potential French online casino expansion, where growth will be achieved through the next year and much more.

CasinoBeats: How does GAMING1’s in-house casino game development studio collaborate successfully with platforms? What process do you take when approaching each new collaboration?

Sylvain Boniver: Gaming1’s in-house casino game development studio has been a cornerstone of our success in Belgium, primarily because it has enabled us to create games specifically tailored to the Belgian market. These games are unique to us and do not exist on the international stage, giving us a distinct edge in our home market.

The studio has also been instrumental in our international expansion. For instance, we became the first operator to receive and operate an online casino licence in Portugal under the brand Estoril Sol Casinos. 

This milestone was achieved partly because no other game provider had certified their games in Portugal at that time. We launched our Portuguese site exclusively with our own content, which allowed us to take a leading position in the Portuguese market as early as 2016.

Currently, we’re expanding our ambitions. We aim to distribute our games, initially designed for the Belgian market, to international platforms. A significant step in this direction was the launch of our Gridders games in the Netherlands at the end of 2023 on several sites, including 777.NL. These games have been met with increasing success, which is a promising sign for the future of our studio.

CB: How do you balance your approach to land-based and online operations and expansion? And what strategies do you have in place to adopt unity between the two?

SB: Gaming1’s strategy for balancing land-based and online operations revolves significantly around our omnichannel approach. This strategy is not only beneficial for the players, offering them a seamless gaming experience across different platforms, but it also aligns with the increasing marketing restrictions in many regulated markets.

The omnichannel approach allows us to leverage the strengths of both land-based and online operations, offering a cohesive experience to our customers. For players, this means they can enjoy a consistent gaming experience, whether they’re playing online or in one of our physical locations. 

For instance, players can earn loyalty points online that they can redeem at a land-based venue, and vice versa. This interconnectedness enhances customer loyalty and engagement, as players appreciate the flexibility and integrated rewards system.

In terms of strategy, we focus on harmonising our offerings across channels. This involves ensuring that popular games are available both online and in our physical casinos, maintaining consistent branding and marketing messages across all platforms, and providing a unified customer service experience. We also invest in technology that facilitates this integration, such as cross-channel promotions.

Another key aspect of our strategy is adapting to the increasing marketing restrictions in regulated markets. As direct advertising becomes more challenging, our omnichannel approach becomes even more vital. Of course, advertising regulations are understandable and a laudable intention when it comes to the most vulnerable people.

By offering an integrated experience, we can rely less on traditional marketing methods and more on the natural draw of our cohesive and engaging player experience. This approach not only complies with regulatory demands but also establishes a more organic and sustainable model for customer acquisition and retention.

Overall, our omnichannel strategy is central to balancing and unifying our land-based and online operations. It not only meets the evolving needs and preferences of our players but also positions us well in the face of changing regulatory landscapes. 

This approach reinforces our commitment to providing a comprehensive and enjoyable gaming experience while adhering to industry standards and regulations.

CB: As markets you currently operate in, such as France, prepare to legalise online casino, how will you ensure your land-based games are accessible to online players? What key differences have you observed between land-based and online customers?

SB: As markets like France move slowly towards legalising online casino gaming, Gaming1 is strategically preparing to expand its land-based casino offering to online. This involves preparing our network to support the launch of the online operation. 

Most of the games that you can find in land-based casinos already exist online in other regulated countries so this is not the biggest challenge.

Understanding the differences between land-based and online customers is crucial. Online players often prioritise convenience, playing anytime and anywhere, which contrasts with the physical experience of land-based casinos. 

They also tend to be drawn to games with more innovative and interactive features, showing a preference for technology and regular updates. On the other hand, land-based players might seek more immersive experiences, often in longer gaming sessions. The online gaming demographic is also broader, capturing a wider age range and diverse behaviours.

To cater to these varied preferences, our strategy focuses on integrating the essence of our land-based games with digital innovations suitable for online users. We also emphasise a deep understanding of player analytics to tailor our offerings, ensuring a compelling and engaging experience for both online and land-based gaming enthusiasts.

CB: With plans for global expansion for Q4 and beyond, what is your forecast for the next year?

SB: As we start 2024, Gaming1 is strategically focusing on a few key areas, aligning with our plans for global expansion. 

Our primary objective is to concentrate on strengthening our presence in our six core markets: Belgium, France, Portugal, Switzerland, Spain, and The Netherlands. These markets represent significant opportunities for growth and consolidation of our brand, and we aim to deepen our engagement and market share in these regions.

A major part of our strategy is to accelerate the progress on our technology foundations. We understand that a robust and innovative technological base is crucial for staying competitive in the dynamic gaming industry. This will involve not only enhancing our existing platforms but also developing new, cutting-edge solutions to improve the overall product experience for our customers.

Streamlining our operations is another critical focus. By optimising our processes and workflows, we aim to increase efficiency and agility. This will enable us to respond more quickly to market changes and customer needs, ensuring that we remain adaptable and proactive in our approach.

Developing our high-performance culture is a key goal. We believe that our people are our greatest asset, and fostering a culture that encourages excellence, innovation, and continuous learning is vital for our ongoing success. 

We will invest in training and development programs to empower our team members, ensuring that they have the skills and knowledge to excel in their roles.

Leveraging omnichannel strategies will continue to be a significant part of our approach. We see omnichannel not just as a business strategy but as a way to enhance the customer experience, providing seamless and integrated gaming experiences across all platforms and touchpoints.

Lastly, we are committed to going even further with responsible gaming. As we grow our customer base, we will intensify our efforts to promote safe and responsible gaming practices. 

This includes implementing advanced tools and measures to protect our players and ensuring that our gaming environments are secure, ethical, and enjoyable for everyone.

Overall, our forecast for this year is one of growth, innovation, and continued commitment to excellence in all aspects of our operations. With these strategies in place, we are confident that we will not only meet but exceed our goals for success in the global gaming market.

CB: Europe is a key focus for GAMING1, with growth opportunities across France, Belgium, Netherlands, Switzerland, Portugal and Spain. What are you most excited about? And do you have any new partnerships or offerings to share details of?

SB: Europe indeed presents exciting growth opportunities for Gaming1, particularly in key markets like France, Belgium, the Netherlands, Switzerland, Portugal, and Spain. Among these, Switzerland stands out with particularly promising developments.

We’re thrilled to announce that Gaming1 group has recently been awarded the renewal of two concessions for the casinos in Davos and Crans-Montana. This is a significant milestone for us, as it not only recognises the quality of our management and our strategic development but also reflects the trust placed in us by various authorities.

In Crans-Montana, we have ambitious plans to modernise and expand the casino. Our vision includes the addition of a sports bar, seminar rooms, a new restaurant area with stunning views overlooking the pond, and versatile function rooms. 

Moreover, we are committed to sustainability and have set a goal to reduce the casino’s greenhouse gas emissions by 75 percent by 2035. Additionally, we are eagerly pursuing an online licence to leverage our technological expertise and offer Swiss players an immersive multi-channel experience.

As for Davos, our plans are equally dynamic. We intend to relocate the casino to a nearby facility to facilitate its further development. This move will also allow us to add a brand-new sports bar to the operation, enhancing the overall gaming and entertainment experience.

These initiatives in Switzerland are just a part of our broader strategy to grow and enhance our presence across Europe. We’re not only excited about these developments but also optimistic about the potential they unlock for Gaming1. 

These projects are a testament to our commitment to providing top-notch gaming experiences, our dedication to sustainability, and our ambition to continually innovate and expand in the European market.

The post Sylvain Boniver, Gaming1: omnichannel strength key to European push appeared first on CasinoBeats.

Operating for over a decade in markets such as Switzerland, Spain, the Netherlands and Belgium, 777 will implement NoNoxa’s roster of proprietary technology into its online casino platform. 

NoNoxa’s AI and machine learning technology will aim to ’enhance the detection and management of at-risk gamblers’ within 777’s online casino services, while helping to ensure the operator’s compliance with regulated markets. 

“Our partnership is aimed at leveraging our collective expertise to create a safer online gaming landscape for our players,” explained Jennifer Dettori, Country Manager of 777 Belgium.

“By enhancing our operational efficiency and gaining a deeper understanding of potentially problematic gambling behaviours, we’re not only fortifying our brand’s reputation but also instilling confidence in players who entrust us with their gaming experiences.”

Player protection is a key focus of the partnership, as 777 will hope to better identify and mitigate risks of problematic behaviours using NoNoxa’s tech stack. 

The deal, however, will see NoNoxa concentrate primarily on 777’s Belgium and Dutch operations when it comes to ensuring compliance, although future plans to extend the partnership to Spain and Switzerlandwere underlined. 

NoNoxa’s technology will also be used to ensure that the operator is compliant with the Duty of Care agreement initiated by the Belgian Association of Gaming Operators, an agreement that goes beyond the nation’s regulatory framework to further prioritise player protection. 

Nilesh Patel, COO of NoNoxa, added: “Gaining the trust and confidence of 777 is not just a milestone for us; it’s a testament to the strength and efficacy of our responsible gambling platform and it underscores the value we bring through our operator-centric approach. With NoNoxa, 777 will benefit from a fully tailored solution that will optimise their responsible gambling management. 

“Our partnership is rooted in a shared vision to enhance player safety and promote a healthier gambling environment. Together, we are committed to improving the detection and management of problem gamblers, while minimising harmful gambling. We could not be happier with this new collaboration.”

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Digital transformations can be quite the undertaking for any organisation, however, for GAMING1, born as a pure land-based operator in 1992, a digital perspective very quickly presented itself.

Despite the numerous benefits of branching out to the digital domain, this quandary was one that faced the Belgian firm over a decade ago in the shape of a keep versus share predicament.

In the first of a two-part CasinoBeats special, Sylvain Boniver, GAMING1 Co-Founder and COO, takes a look back at the company’s online progression, examines the role of data science within B2C operations and explores how you can attract the correct employee.

Land-based legacy to online vision

Despite starting life out as a traditional casino operator under the Circus brand in 1992, it took some 19 years for the group to make its maiden steps to achieving its digital ambitions due to a key development within its home nation.

This “pivotal moment”, as described by Boniver, saw Belgium legalise online gaming, and followed a significant period of Gaming1 closely monitoring the .com domain. However, “we were committed to not operating without a proper local licence”, the CEO noted.

Due to this regulatory development, a tech company was formed and immediately tasked with developing the circus.be igaming entity, in addition to crafting casino games tailored to the market.

“Our primary goal was to forge an omnichannel experience, creating a win-win situation for both players and ourselves, bridging our land-based and online operations,” explained Boniver. 

“We focused on enabling interactions such as the ability to deposit and withdraw money across our land-based network, offering consistent content, and implementing a unified loyalty system across both channels.

“Initially, the roadmap for our digital transformation was simply to establish a B2C operation, recognising that online platforms would inevitably cannibalise a portion of the sector’s growth. 

“However, buoyed by the success of our own operation and in response to requests from other Belgian operators, we decided to expand. 

“Our expansion in Belgium and into various other countries followed a unique partnership model, tailored to each market’s specific needs and regulations. The group Gaming1 operates exclusively on regulated markets.”

Online acceleration

After Gaming1 was officially born in 2011, the company’s online strategy was really accelerated in 2012 through the introduction of eight sites. However, upon receiving requests from multiple operators in Belgium, the aforementioned dilemma reared its head.

This, Boniver noted, related to an internal decision to either keep its technology exclusive, or, alternatively, enter into a number of collaborations.

“We chose to adopt a multi brand strategy, recognising that online players generally exhibit less loyalty than land-based players,” the CEO continued. 

“This lower loyalty is understandable in the online sphere, where players are always just one click away from another site. It’s common for most online players to be regular customers of two or three brands, periodically switching between them.

“This multi brand strategy underpinned our decision to forge partnerships with other operators in Belgium. Now, 11 years later, we are proud to still be serving those initial eight partners. 

“It’s a significant achievement for us to have maintained the trust of our earliest partners in Belgium, especially considering the substantial evolution of the market. 

“This enduring relationship is a testament to our commitment to both our technology and our partners, adapting and growing together in a dynamic industry.”

The rise and rise of data

The increasing influence of data is certainly one that cannot be ignored, with this being a route that GAMING1 has been looking to utilise to swell its operations for quite some time.

This approach, which is highlighted as “proactive and strategic”, saw GAMING1 establish a dedicated data science team, which has subsequently swelled to ten full-time employees, that plays a “pivotal role” in shaping future strategies.

“A key focus of our data science efforts is to ensure safer gaming experiences through our responsible gaming tools, which are powered by AI,” said Boniver

“By analysing player data in real time, we can identify patterns that indicate potentially problematic gambling behaviour. 

“This capability allows us to take proactive measures, initiating targeted communications to sensitise the player and assist them in maintaining their gaming activities within the fun zone. The psychological dimension is also very important in the quality of exchanges with our players. 

“This not only helps in promoting responsible gaming but also builds trust and loyalty among our customers.”

Furthermore, the importance of leveraging deeper insights into player preferences, behaviours, and trends is also hailed as critical for enhancing personalisation via the delivery of increasingly tailored gaming experiences.

“We are now moving towards offering more personalised experiences in both casino gaming and betting,” noted Boniver

“Personalisation is key in the gaming industry, as it enhances player engagement and satisfaction. 

“By delivering content and experiences that resonate with individual preferences, we not only improve the user experience but also increase the likelihood of customer retention.”

This can be achieved through being more responsive to customers’ needs, adapting to changing market dynamics and maintaining a competitive edge. Factors hailed as integral in keeping ahead in such a fast paced industry.

“We see data science as a cornerstone of our future developments, continuing to innovate and enhance the gaming experience for all our players,” he noted.

Identifying the right candidate

A dynamic, open, entrepreneurial and audacious nature, as well as a fun corporate culture, are all cited by the company as critical factors in being an appealing choice for employees.

One of the largest employers in its home region of Wallonia, Belgium, GAMING1 has also broadened its international reach via a “strategically significant” and “crucial” Maltese hub. This, it was added, was a necessary step due to the presence of a number of key stakeholders within the sector.

“We are committed to ensuring that our team members work in the best possible conditions, focusing on their personal development and understanding their individual impact on the success of the group,” Boniver explained.

“This commitment to our employees’ growth and well-being has made word-of-mouth an effective tool for us. Our employees are our best ambassadors, enthusiastically sharing their positive experiences and attracting new talent to our organisation.”

He concluded: “In the ideal candidate, we look for individuals who align with our dynamic culture and share our values of innovation and audaciousness. 

“We value team members who are not only skilled in their respective fields but also demonstrate a strong understanding of our strategic goals and are committed to contributing to our group’s success. It’s this combination of skill, cultural fit, and strategic alignment that we believe makes the ideal candidate at Gaming1.”

The post GAMING1: realising land-based to online ambitions appeared first on CasinoBeats.

The concessions will help the group continue its growth path in Switzerland, building on its entry into the market in 2017 following the investment in the Davos casino, before it became a main shareholder of the establishment in 2021. 

Securing two new operating concessions for both casinos for the period spanning 2025-2044, Gaming1 now has eyes on an significant expansion 

Emmanuel Mewissen, CEO of Gaming1, commented: “I am delighted and proud that the Gaming1 group has been awarded these two new concessions for the Davos and Crans-Montana casinos. This news delights all our employees and confirms the quality of our management as part of our development strategy. We would like to thank the various authorities for the trust they have placed in us.”

The firm has outlined ambitious plans for the region – as it emphasised it is ‘thinking big’ for the Crans-Montana Casino. 

Central to the plans is the modernisation of the casino, with it outlining plans to introduce a sporting entertainment venue, seminar rooms, a new restaurant area overlooking the pond and function rooms. 

Furthermore, the casino is also committed to reducing the building’s greenhouse gas emissions by 75 per cent by 2035.

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Under the terms of the agreement, Gaming1’s online casino brand – Circus.be – will host Galaxsys’ complete offering of igaming content, including instant, crash, mine and Plinko games. 

“We are thrilled to work with one of Europe’s leading land-based and online entertainment giants, Gaming1,” explained Gil Soffer, Senior Vice President of Sales and Business Development at Galaxsys.  

“With over 30 years of sector experience, we have long admired their dedication to innovation and providing their players and customers with exemplary digital gaming experiences. 

“We are positive as we launch with Circus.be with our portfolio of over twenty-six fast and skill games that includes a range of instant, crash, mines, and Plinko games, that their players shall enjoy these new and exciting game experiences.”

Focusing on more niche real-money formats within the online casino industry, Galaxsys offers non-slot games to its operator partners with fast games such as Totem, Scratch Map and Coin Flip, in addition to skill games like Hexagon, Backgammon and Dominoes. 

David Carrion, Chief Operating Officer Interactive, added: “Circus is the Belgian leader in games of chance. Our passion is to provide entertainment to our customers, and this means making available one of the largest catalogues of games.   

“We are delighted to announce that Circus.be and Galaxsys are working together to offer an even better, funnier, and more innovative gaming experience to our players. Our Belgian players will be entertained by these cutting-edge games thanks to the latest iGaming technologies.   

“Last but not least, this project is in line with our desire to create a strong link between our players and our brand.” 

While this move sees Galaxsys broaden its impact in Belgium’s online casino sector, the firm recently extended its reach on a global scale having partnered with Betsson. 

The post Gaming1 integration thrills Galaxsys with Belgian uplift via Circus.be appeared first on CasinoBeats.

In part two of an interview with CasinoBeats, Didier Perez walks us through some of the company’s HR practices and how GAMING1 has navigated a range of challenges associated with building a solid workplace culture, especially since the pandemic. You can read part one of Didier’s interview here.

Five pillars

There are five key principles that shape GAMING1’s workplace culture, Perez began. The values –  team spirit, integrity, passion, performance and pleasure – are what defines GAMING1’s company values. 

For Perez, these values are something that he wants to showcase in every element of the company’s day-to-day operations.

He said: “I believe that these five values really identify us as a company and show what we stand for. Our office space is state-of-the-art and offers a dynamic, fun place where there’s lots of teamwork and collaboration going on.”

Creating a set of overarching values is no easy task. As Perez explained in part one, GAMING1 is a mix of different companies that have been brought under one brand umbrella. As you can imagine, this could have the potential to create some differences in opinion on how the company should operate. 

Instead, Perez noted that this amalgamation of different ideas has led to a “really great environment that is inclusive for everyone”.

 He added: “We don’t have a hierarchical structure here at GAMING1, which I believe promotes transparency and helps foster conversations across all the different teams and departments. For the size of the organisation, this is something I’m very proud of.”

Rather than adopting a traditional hierarchical structure, Perez told CasinoBeats that managers and heads of departments at GAMING1 are offered training which aims to empower employees and provide them with the tools to progress in their careers.

“What we are trying to do here at GAMING1 is training our managers to be flexible when delegating tasks. If you ask your team to carry out a task but do so in an overly prescriptive way, you run the risk of micromanaging which will ultimately end up frustrating your team. Everyone works differently – if the output is as expected, or even better, then why does it matter how they’ve done it. 

“By encouraging our managers to trust the individuals within their team and giving them space to work, it actually improves productivity. This is also where creativity and innovation comes in. 

“I believe that this approach will really help differentiate us from our competitors and will play a significant part in how we contribute to a better world. If we do things differently, we might not just be helping our employees but this might have a knock on effect on the wider community.”

Movin’ on up

In addition to management training, Perez explained that GAMING1 has chosen to adopt a principle of internal mobility – the idea that employees can progress through the company and pursue new interests. 

As a HR strategy, internal mobility can have numerous benefits for employee retention. And for Perez, this is critical.

He said: “You have to be able to create that emotional connection with your workforce, and having those opportunities to progress is what builds loyalty. 

“When people leave a company, it may be due to the lack of opportunity for progression, stagnation of pay, or because they have lost interest in what they are doing. So if you don’t provide the ability to progress internally, and even to pursue new roles in different departments, then we are going to lose individuals that are valuable to our organisation. Mobility is critical.”

At GAMING1, the company makes sure to advertise any positions internally to give its existing employees the opportunity to apply first. Should the applicant not be suitable for the position, they will receive extensive feedback.

This approach, Perez told CasinoBeats, has proven to be successful so far with more than 40 employees progressing on to new roles within the organisation. This is also reflected in the management structure, with 42% of managers coming from operational roles.

Perez continued: “When we have someone progress into a management role, we offer extensive training to ensure they are suited to the new position. Just because you are good at a role doesn’t always mean that you will be a great manager – it is difficult to be able to transfer that knowledge to a wider team. We want our employees to be successful so we offer this training to help them progress. 

“During the recruitment process, something that is very important to us is to ensure that our roles are not overly prescriptive. We don’t want to exclude people who perhaps might have transferable skills. 

“We also make sure that when advertising a role, we don’t make it gender rigid. There have been studies done where women may be hesitant to apply for a role if they feel like they don’t fill 100 per cent of the criteria – but by having the right job descriptions and keeping them open, we can encourage more women to apply for our roles.”

In recent years, GAMING1 has also prioritised its relationships with local universities and technical colleges. You might be wondering why, but for Perez, working with educational institutions is a critical part of recruitment.

He told CasinoBeats that these types of relationships can give companies, particularly those involved in the technology space, the opportunity to interact with talented students who may go on to pursue careers in the gambling industry.

“You also want to make sure that the best students at these educational institutions know the name of your company so that when they are looking for future employment, that engagement is already there.

“We have initiatives with various different universities, not just the University of Liège. This isn’t organised through GAMING1, but instead is done through the holding company The Ardent Group. The group has been supporting and fostering these types of relationships for many years now and will continue to do so for many years to come.”

Cultural shift

One of the biggest challenges that many companies face in 2023 is the curation of a solid workplace culture. This has been particularly apparent since the global pandemic, which has had a considerable impact on working practices.

As we all know, much of the world had to make a very rapid transition to working from home. And in many cases, remote or hybrid work has become the new normal. But what does this shift in working dynamics mean for the development of a workplace community? 

For Perez, the shift to remote and hybrid working has actually had many advantages. “Since the pandemic, everything has changed and that separation between work and private life has become so blurred. With that in mind, we do need to be flexible with working arrangements – as long as you get your work done, we should have that degree of flexibility,” he continued.

“Technology has helped us advance in a way that works for everyone. It has helped us navigate what has been a very abrupt change because that shift to remote working really took us all by surprise. If you weigh the pros and cons, the big positive is that work-life balance is considerably better. 

“It allows us to focus more on productivity and results rather than the number of hours you spend in the office. There is much more value placed on the output rather than simply focusing on the input.”

This isn’t to say that there aren’t advantages to office-based working, Perez added. For the CHRO, having a centralised office for employees is important for collaboration, ideation and creativity. 

At a time when many people are used to working from home, Perez suggested that employers need to make the office an attractive place to work – and that working arrangements must be flexible should you wish for your employees to stick around. 

Perez continued: “We, as human beings, are very emotional. We need that contact. It isn’t just about how long you spend sitting at your desk though – a lot can be achieved through those conversations whilst making a coffee, or the chats you might have in the cafeteria. 

“But when you work from home, a lot of those moments are lost. The challenge we face is how we can create communities using the tools available to us, whether it’s Zoom, Microsoft Teams, Outlook 365, whatever that might be. 

“At GAMING1, what we are working on is creating a workplace that is as attractive as possible. We want to create an office space that fosters that sense of community and collaboration.”

Some of the ways that GAMING1 creates a more attractive workplace is by providing food and refreshments for all staff, regular group lunches, break-out areas where people can socialise and even a laundry service. To top that off, the office also features a brewery for after-work drinks. (Take note, SBC!)

“On a Friday afternoon at the end of the day, we all try to get together to enjoy a few beers – we used to meet at 4:30PM but that time is gradually creeping earlier and earlier! But what it means is people come in and mingle with one another. More and more people are coming in on a Friday now,” the CHRO added.

Diverse by default

One topic that has dominated the conversations at industry conferences in recent years is the importance of diversity, equity and inclusion in the workplace. DEI for short. 

Creating a workplace that promotes diversity sounds very easy on paper, but in practice, it can sometimes prove to be more challenging. How do you create a diverse workplace that is inclusive to everyone? 

For Perez, it’s inclusion that is the most important pillar for any workplace. He explained: “I prefer to talk about inclusion, because when you have an inclusive workforce, you are diverse by default. 

“Many people seem to take the word ‘diversity’ to mean gender balance, but it is so much more than that. You can measure diversity in terms of religious beliefs, gender, sexual orientation, age, ableism, race, ethnicity, socioeconomic background. 

“There are so many factors. But the real diversity here is the diversity of thought. It is true that if you are part of a minority, you are often forced to think differently because society is often dictated by the majority view. 

“Having diversity targets can be a very good thing, but there is so much more to it than that. I think that there is plenty beneath the surface that is important to capture. We train everyone at GAMING1 to be inclusive.”

This focus on inclusion is evident throughout the structure of GAMING1, with the company home to more than 16 different nationalities. Approximately 30 per cent of its employees and 24 per cent of management are women – somewhat higher than the industry average.

It all comes back to that non-hierarchical structure that we mentioned at the beginning. By operating with a more ‘flat’ structure, Perez believes that it is much easier to create a more inclusive workforce. 

He concluded “This diversity transcends the different departments and positions within the company, from the C-suite to the new employees. I think that because we don’t have a hierarchy really helps this too – everyone is able to engage in discussions around diversity and inclusion. Dare I say this attitude is a part of our DNA.

“I’ve been at GAMING1 for over six months now and it has been a very refreshing change. I have absolutely loved working for this company; I have made many new friends and am constantly learning something new. But there is room to improve the industry. 

“People sometimes assume that because this is the gaming industry, we don’t care about other people, or that it’s simply a way of profiting off people. But what we are providing is entertainment and, more importantly, a safe way to enjoy gambling. 

“We are an organisation that wants to raise the standards and enact change. I feel very proud to be working in the gaming industry because I am helping make the industry a better place.”

You can read part one of the interview HERE

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