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Vulnerabilities within systems can often remain unresolved as companies require their software development departments to deliver new functions rather than covering the technical debt – something which can build up over time, making it hard or impossible for any company to sustain its technological advantage.

Vladislav Artemyev, head of development at Gamingtec B2B projects, emphasised that the key to overcoming such challenges requires ‘appropriately qualified and knowledgeable staff’ and the use of semi-centralised frontend solutions.

One of the key issues that operators face, according to Artemyev, is the inefficiencies caused by legacy systems – especially when they are used by middle and big user bases, which he explained are often lacking in modern services, and can be quite slow in performing reports.

While using a decentralised system can mean that new features implemented by the developers can become available to all clients immediately, it can often result in higher development and maintenance costs as each feature must be developed separately for each project despite the fact that they have the same code basis.

As a result, platform providers implement new features reluctantly, and all processes such as casino launches, response speeds, data reporting, metrics reporting, monitoring, etc. are delayed.

By using a semi-centralised system, Gamingtec has divided all code bases into two main categories: functionality and user interface. This system allows the most qualified developers to work on features to increase functionality which become available to all projects built on the platform immediately.

According to the software platform provider, this has meant that each project can have a unique and competitive design, without any delay in the launch of new features.

To support this, Gamingtec is also working on splitting the whole system into different microservices and implementing wide-ranging monitoring services which are expected to generate responsive technologies.

This approach, explained Artemyev, has accelerated the launch of new projects, meaning that new operators can be launched in just four weeks.

To overcome any issues that may arise, metrics are provided to partners’ analytical teams, while Gamingtec’s specialists also monitor all issues and control the website’s availability.

Combining such an approach with an effective product management means that the platform has better functionality than its competitors, stated Artemyev, resulting in a game-changing product for the customer.

He said: “Some companies save on technical staff, hiring juniors or middle developers. They expect this level of skill will be enough to provide typical solutions to clients. On the contrary, we put a lot of effort into forming a strong team of highly qualified developers, so we can update the system regularly and provide a competitive platform to our B2B partners.”

The development of modern stable igaming platforms from scratch is undoubtedly challenging, but developing legacy systems and rebuilding them is so much more complicated and requires appropriately qualified and knowledgeable staff. To succeed in such a competitive market, software companies should heed this message.

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The collaboration sees RubyPlay using Internet Vikings’ bare metal servers hosted near Atlantic City in the company’s data center. This backup solution will enhance data security and offer smoother operations.

This deal continues Internet Vikings’ growth strategy throughout the United States. The company is now launching in Arkansas, the latest state it has expanded into following the new announcement in New Jersey. It now operates in 25 states, following previous successful ventures into West Virginia, Pennsylvania, Kentucky, and others. The complete list can be found here.

Rickard Vikström, CEO and Founder of Internet Vikings announced the partnership in a press release: “We are proud to support RubyPlay’s expansion and to deliver their infrastructure in such a short time. We look forward to a long-term collaboration with them.”

The first order was deployed within a week, and the company promised that succeeding orders would be fulfilled within the same day (or the next working day), marking “record time” for the server provider.

RubyPlay was founded in Malta in May 2018 and since then it has continued to expand worldwide. It also has offices in Kyiv, Ukraine. Its other partners include Flea, Sunflower, Rootz, Rela Gaming, Betano, Light & Wonder, Playtech, Luckia, Betsson, and Every Matrix.

The company is known for some of its flagship game series, including Diamond Explosion, Giga Match, Go High, and Immortal Ways, of which there are many different variants depending on the geo-locations. Additionally, popular releases include Mayan Cache and Mad Hit Marlin Bonanza.

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That is according to David Harris, B2B Affiliate Team Manager at ReferOn, who tells CasinoBeats that, by going above and beyond just providing data solutions to its clients, ReferOn focuses on delivering unique value-adds to iGaming affiliates and operators. This approach enables his company to retain clients and add new partners to its roster thanks to its strong track record and growing reputation as a provider that develops true partnerships and delivers tangible growth to its customers.  

ReferOn has also been running a series of webinars throughout 2024 to educate operators and affiliates on the key topics that impact their day-to-day operations. Included in the series so far is Data Discovery, Reporting and Tracking Methodology for affiliates, and separate sessions for operators along with other insight videos introducing ReferOn’s latest software iterations and a special webinar on migration. 

Speaking to CasinoBeats at SiGMA Europe, Harris explains: “Education is integral to our approach because it empowers clients to make informed, confident decisions at each stage of their partnerships with us and their clients. Our team efforts also build trust and knowledge, which is foundational for strong, long-lasting customer relationships. When clients see that we’re transparent about the process, actively sharing knowledge, rather than holding it back or  limiting data, they feel valued and supported.

“This mutual understanding creates a partnership dynamic where clients view ReferOn not just as a service provider but as a trusted and competent advisor. By investing in client education, we foster a collaborative relationship that is resilient, proactive and positioned for success.”

Following the success of the Insights Seminars for operators in May and affiliates in July, ReferOn is coming back with another instalment of the series that will focus on migration. ReferOn specialises in affiliate management systems and its outreach work is focused on educating current and prospective clients on how to ensure a smooth and seamless transition from one affiliate system to another. 

Ultimately, the session aims to alleviate any fears people may have about migrating and explain that ReferOn can offer an uninterrupted experience. 

“Viewers can expect insights into how ReferOn’s team maintains rigorous data accuracy, actively collaborates with clients during the migration, and offers comprehensive support throughout the entire process,” adds Harris. 

“For those considering a migration, this session promises a closer look at the tools, techniques and team dedication that set ReferOn apart in supporting clients throughout every stage of migration and beyond.”

Once the education sessions have had the desired impact, namely encouraging current partners to retain and enticing new clients on board, ReferOn can turn towards providing the services and solutions that it excels in. 

Its affiliate management software delivers best-in-class reporting and intelligence that both affiliates and operators can take advantage of as they get a better understanding of how their cooperation is performing.

Another key development from ReferOn in Q4 has seen its focus on improving its technical capabilities. As part of this project it has added new reporting and auditing tools that offer clients in-depth insights that enable them to make better decisions and map out their affiliate programs and operations with great clarity and foresight. 

David explains that these improvements ultimately feed into ReferOn’s core competencies: “Some of these updates include affiliate registration page modifications, postback enhancements, improvements to campaign management, and increased reporting functionality. 

“They also empower our customers to make the most of their data and create actionable insights. We will continue to prioritise communication and maintain a relentless focus  on improving our platform in 2025.” 

One of the iGaming industry’s biggest developments over the last few years has been the increased understanding of the power of data in decision-making, product development and planning. 

As a leading provider of iGaming affiliate management systems, ReferOn has a deep understanding of the hugely important role data plays in bringing success to its customers. By incorporating market and customer feedback into its product development roadmaps, it also ensures clients claim the full benefits and opportunities that come from utilising powerful datasets. 

“With detailed reporting capabilities, our customers can make the most of this information,” says Harris. “With ReferOn’s innovative dashboards and intuitive real-time tracking, our customers can follow key metrics as they develop and adapt their affiliate marketing strategies accordingly. 

“When they witness positive results and experience how easy our platform is to use, their trust in us grows, and we can nurture a mutually beneficial relationship.”

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CasinoBeats: Tell us a little bit about NOVA and why Greentube is moving into the B2C space with this platform. 

Marek Candrak: NOVA is our vision for a comprehensive gaming platform. It integrates services such as online casino, sports betting and virtual lottery terminals and serves as a digital playground for both players and operators. Our mission at Greentube is about providing the highest quality flexible technology to regulated markets, and NOVA is a part of that plan.

One of the key things about NOVA is that it’s incredibly user-friendly. Designed to offer the user ease of operation, it easily keeps track of everything from player behaviour to game performance. 

We’ve designed a platform that’s not only powerful but also agile and adaptable. We’re working closely with everyone involved to make sure it meets all needs, so whether it’s players looking for an engaging gaming experience or operators searching for a streamlined and intuitive way to run their business, NOVA is ready to meet those requirements.

CB: What are the key features of NOVA and what makes it stand out amongst the crowd?

MC: NOVA offers a range of features designed to make gaming more enjoyable for players and easier to manage for operators. It integrates various gaming services into a single platform, making it easy to manage both land-based and online gaming operations. 

It provides real-time monitoring and accounting tools, detailed game statistics, and ensures compliance with regulations in different markets, so it really is designed to meet the needs of today’s operators in a busy, challenging environment.

Built using the very latest technology, NOVA is a reliable and flexible solution for gaming operators looking to improve their offerings and efficiency.

CB: The Nova platform is noted for being modular. How important is it to offer such flexibility?

MC: The modular nature of the NOVA platform is a key advantage. As businesses expand, they can easily add new features without interrupting their current operations. This flexibility allows operators to quickly adapt to market changes and introduce new services. Updates and upgrades are also simplified, ensuring that the platform remains up-to-date with the latest technologies and trends. 

Maintenance and troubleshooting become more efficient with a modular system, as problems can be isolated to specific components. This results in less downtime and a better overall gaming experience for players. 

NOVA’s modularity is a vital component in making it a valuable tool for gaming operators seeking to stay competitive and responsive.

CB: NOVA was developed by Greentube’s R&D centre in Slovakia. Tell us about the centre and why Slovakia in particular is an ideal place for such a centre. 

MC: While NOVA was born in our R&D centre in Slovakia, we actually had teams from all over working on it, and it was quite the challenge since we needed to keep our existing system running smoothly while also building the new one – rather like replacing a car’s engine while still driving it! We gradually swapped out parts of the old system with new, smaller ones, making sure our customers didn’t notice a thing.

Our R&D HQ in Bratislava is the perfect place for this kind of innovation. It’s right in the heart of Europe, so we have great connections with other tech hubs. Slovakia is also blessed with a fantastic pool of IT talent, which is exactly what we need to create cutting-edge products like NOVA.

CB: Building out must take a lot of collaboration across different teams – how does Greentube work across different teams and locations to bring such projects to life? 

MC: Building complex projects at Greentube is a team effort, involving the creative genius from each corner of the company. To keep things organised and efficient, we use a Scrum process, helping us break down big projects into smaller steps, making them easier to manage.

We have teams with diverse skill sets, and we meet regularly to talk about what we’ve done and what is up next. We also have a plan for the whole year, so everyone knows what’s expected of them.

We need to work together and communicate clearly, and we achieve that by leveraging the right tools to help us stay connected and on task, even though we might be in different places. It’s equally as important for us to make sure our systems are up-to-date and work as well together as our people do.

This way, we take what might be seen by the uninitiated as a challenge with so many colleagues spread far and wide geographically and use it as our strength. This allows us to enjoy incredible project development processes and delivery, even when we’re working remotely.

The post Greentube: unleashing the powerful and user-friendly NOVA platform appeared first on CasinoBeats.

And with the crypto winter of 2021/2022 firmly in the rear mirror view and Bitcoin recently enjoying record highs in price, crypto is once again dominating conversations in igaming as operators explore the opportunities the assets can deliver. 

One such company which is bringing solutions to the market is iGP. The supplier, headquartered in Malta, has been developing its crypto solutions throughout 2024 and showcased those new developments at the recent SBC Summit in Lisbon. 

The launch and the Summit were the culmination of iGP’s Ready To Launch campaign, which hinted at multiple new product developments from the iGP team. 

Speaking to CasinoBeats during SBC Summit 2024, iGP’s Chief Product Officer, Dirk Camilleri, explains: “One of those new developments is the crypto solution that we’re building. This was developed after looking at recent trends from the industry and we realised the crypto space is something which has consistently kept on growing, and it’s a market which has been untapped for us so far. 

“Essentially, we decided to invest in a new system which would allow crypto payment methods and the full crypto experience, including multi wallet. This means we can support multiple currencies, both in fiat and crypto.”

iGP’s crypto casino solutions focus specifically on creating a positive user experience by tapping into what makes a crypto consumer unique compared to other players. Camilleri identifies that crypto users are a “complete customer segment of their own,” explaining that those players are “very much community driven, and wary of transparency and security, which the blockchain systems offer.”

He adds: “Without this solution, there’s a market which is essentially out of reach. So we aim to expand both our portfolio and our client base who are looking to expand and grow in the crypto space.”

In response to this, iGP’s crypto casino heavily focuses on getting the user experience fine-tuned to the correct audience. As a result, it has worked on ensuring that players can securely and quickly register and both deposit and withdraw their crypto funds. 

Moreover, acknowledging that crypto enthusiasts often have multiple currencies, iGP has implemented its multi-currency wallet. This allows players to use a variety of crypto currencies including Bitcoin and Ethereum, or even some of the lesser known assets. 

Not only this, but Camilleri explains that the crypto casino is not merely about payment methods, but the entire crypto experience that crosses over into other areas including gameplay. 

“Traditionally, game providers don’t support crypto natively but we’ve taken that and built an experience around it, which still allows the player to play in crypto, even though the supplier wouldn’t specifically support this,” he outlines. “Essentially, we are providing an end-to-end crypto experience.”

Following the principles of its Ready To Launch campaign, that being developing high-tech products suited to global operators, iGP has been working hard to ensure that its crypto platform takes the best parts of a traditional online casino and merges that into its crypto experience. 

This, Camilleri asserts, is where a significant gap in the market can be identified. He tells CasinoBeats that crypto casino operators have lacked imagination when it comes to bonusing.

“In traditional casinos, you have cashbacks, and bonuses etc, but there’s no one really out there who has taken that and is looking to adopt it to crypto. So we are currently working on a bonus engine which offers something similar but also creates the concept of tokenising, which would allow players to convert them to either crypto or other tokens such as NFTs.”

The last 12 months have been a whirlwind at iGP, as several new members have been added to its leadership team, including Camilleri and the recent appointment of Deputy CEO Jovana Popovic Canaki. 

This year has been a foundational year in developing new technologies to go to market, highlighted by its Ready To Launch campaign. Now, iGP is ready to take its crypto solutions to the wider market and aims to sign up new partners in the near future. 

Heading into 2025, iGP is shaping up to onboard new clients and is further tailoring its product suite to achieve its aim of being a leading supplier of igaming technologies. 

As Camilleri wraps up: “In 2025 we are looking to develop outside of the crypto space, and we’re looking at market entries and expanding our geographical reach when it comes to products. 

“On the product side, we’re looking to start supporting native apps. This is something which so far we haven’t offered yet, and we’re also looking at an in-house notification system which will allow CRM managers and operators to interact and treat the players at a better rate.”

The post iGP’s Dirk Camilleri: catering our platform to ‘completely unique’ crypto casino segment appeared first on CasinoBeats.

Narrowing down the most important data points for your specific project is paramount to achieving results effectively and efficiently. In an industry dominated by data like igaming, this requirement is amplified to no end. 

To help better understand some of the most important KPIs in igaming, CasinoBeats caught up with iGP’s Head of Product, Luka Markota, who identified six data points that can make or break your igaming venture. 

Deposit Conversion Rate

The Deposit Conversion Rate measures the percentage of visitors who convert into depositing players, and Markota identifies this as “one of the standout metrics in igaming”.

“When you have information regarding the first deposit and potentially second deposit from any player, this will often indicate the lifetime value of the player,” he explains. 

“It is important to have the technology in place that can track this data and provide the guidance on how to improve your number of unique visitors that are transcending into first-time depositors.”

Average revenue per user (ARPU) 

The ARPU is a self-explanatory metric which is, of course, key to understanding how engaging products are with users and measuring how profitable they are. 

Often used in industries leaning on subscription services, ARPU is essential for understanding player spending behaviour with a certain product.

“Where igaming differs from an industry like media is that some users spend considerably more than others, it is still an extremely useful metric when comparing one operator’s performance against another,” says Markota.

“Management will often take the ARPU number into account when assessing which products are performing well, and which ones will need a different approach.”

Customer lifetime value (CLV)

CLV can help assess long-term customer value and consequently guide future investment decisions in customer retention and acquisition strategies. 

Markota outlines: “If players churn before the investment to acquire them has been made back, then the operator is not extracting any worthwhile value from them. 

“Your understanding of this value may be deemed from a player’s first or second deposits, but CLV is ideally about measuring the value across a long-term period as opposed to a purchase-by-purchase basis.” 

Retention rate

A measurement of the number of players who continue to play on a platform across a defined period, the retention rate is essential to assessing how well a product resonates with players.

“A strong retention rate will be proof of a functioning customer relationship management system,” says Markota. “The way to implement this is to track the number of players who are returning with several deposits, along with the accounts that are inactive. 

“This is an important KPI when it comes to both short-term and long-term success. Remaining on top of this can reduce your costs, because it can be significantly cheaper to retain players rather than acquire new ones.”

Monthly active players

Another self-explanatory KPI, but a crucial one nonetheless. The monthly active players data is crucial in determining the overall health of an operator’s player base.

“For a player to class as an active user, they would usually have to perform an in-app action during a 30-day period, whether that’s logging in or completing a specific action, such as making a bet or deposit. 

Markota continues: “The number of monthly active users can also be compared with the number of daily active users, which will provide more insight on how players are really engaging with an igaming offering.” 

Average deposit rate

Last but not least, Markota identified the average deposit rate to make the top six KPI list. 

“Monitoring this metric helps operators understand player deposit behaviour and optimise deposit-related promotions and incentives,” he notes. 

“This number can vary based on a number of factors, but the important thing is to delve into these reasons and compartmentalise the different deposit rates from separate player demographics. 

“Once you have understood these reasons, you can plan how to track this data and utilise it to improve performance. This figure may fluctuate, but it’s crucial to be on top of when and why this may happen.”

‘Providing expertise to operators’ 

“Simply knowing the most important KPIs for igaming success simply isn’t enough to identify an igaming platform’s strengths and weaknesses”, explains Markota. 

That is why iGP leverages the vast experience and expertise of its product and technology teams to provide in-depth reporting to its clients to ensure they have a holistic understanding of the health of their player base. And regular reporting is even more crucial to get an accurate and contextual view of those vital signs. 

“We constantly track these metrics and provide expertise and advice on how to improve and maintain performance based on the data we have,” Markota notes. 

“This helps our partners drive growth, enhance the player experience, and maintain a competitive edge. With these insights, operators can make smarter, data-driven decisions which will provide benefits in both the short and long-term.”

But there are, of course, challenges to measuring and reporting such vital metrics. Firstly, the integration process must be strong enough to import the necessary data information. Yet, there is a less technical challenge that operators and suppliers alike must overcome. 

What defines good performance? 

The industry likes to keep its cards close to its chest when reporting these metrics publicly as to retain crucial information it can benefit from. So challenges arise when benchmarking because there isn’t enough readily available data. This can make some look red-faced, but iGP is confident that the decades of cumulative experience that its team possesses will help it to overcome these hurdles. 

“We possess an extensive amount of industry experience, so when it comes to benchmarking data, this is something members of our team can gauge based on their industry knowledge,” Markota boasts. 

“We always have to remain on top of what operators expect from us, and we will work with them to define what their KPIs should be. Operator feedback is important to us, so we can use the data our partners already provide us to benchmark and take things from there.”

Commercial challenges aside, Markota does concede that the industry could be more transparent when it comes to data, noting that being a little clearer – without giving away sensitive information – can open up the industry to players and help them understand behaviours even more. 

However, for the time being, iGP remains ready to be there for its clients in providing its varied igaming solutions. It also commits to offering robust data, and corresponding insights and advice to ensure it continues to enjoy fruitful and long-lasting partnerships. 

As Markota concludes: “We have always managed to demonstrate the long-term benefits of the reporting suite by consistently providing feedback and expertise, while also taking into account what our partners need us to track. 

“Keeping an open dialogue with the operator is crucial, and we will always provide the best possible assistance we can in trying to keep on top of each metric.”

The post iGP: six must-have KPIs for igaming success in 2024 appeared first on CasinoBeats.

CasinoBeats: Can you outline the Tropicana product and why it is such a big development for iGP’s Latin American ambitions?

Dirk Camilleri: Tropicana will act as a customised, tailored front-end specifically for partners in LatAm markets. The platform has been built on the back of extensive market research, where the data informed us about what the region is looking for. This is a big development, because the platform will help us enhance our product offering, following the recent launch of our sportsbook product, by increasing cross-sell opportunities with casino and payment methods.

Within Tropicana, the experience across both sportsbook and casino is quite similar, in terms of switching and navigating and the benefits are twofold. When you’re navigating in the casino, we will deploy a sportsbook widget which will present you with a list of ongoing matches, which can generate a payslip in one tap without necessarily moving away from the online casino. Similarly, the widget can show online casino offers and games while the player is using the sportsbook.

We’re very excited about how Tropicana will enhance our LatAm offering and we can’t wait to take it to market. 

CB: What are the biggest customer demands in Latin American markets and how do you build this into your product development?

DC: I think we have to be very mindful of not taking a centralised view of Latin America, and making sure we take a localised approach with our content in each market. We need to focus on providing mobile-friendly platforms and diverse payment options that cater to local preferences.

The different payment methods, such as cash-based solutions and local e-wallets, should be region-specific, and we’re currently looking into the best methods to implement payment solutions in this way. This will allow us to enhance accessibility and the overall user experience.  

CB: What are the key technical considerations for building a localised product in igaming?

DC: Traffic levels differ in each individual market, so it is important to ensure our infrastructure is robust and scalable enough to handle higher volumes. 

Another differentiation between markets can be languages, so you have to be able to provide multilingual support. I’d also come back to my point about integrating local payment gateways, because the technicalities of this can be complex and must be deeply considered. 

CB: Building the Tropicana product offers your clients a template to customise their offerings. Is customisation essential to building a truly localised product?

DC: With the Tropicana template, we have heavily invested in building a frontend which will resonate with the LatAm market. This will allow our clients to focus on tailoring their offering, incorporating local languages, themes, promotions and payment methods, thereby increasing the client’s relevance and appeal to local players. 

We are also working on building targeted promotional and loyalty programs which will encourage players to engage with multiple product lines between the verticals. I think this is absolutely the direction we need to keep moving towards, because customisation is hugely significant when it comes to localising your offering.

CB: What are some of the differences between Latin American markets that you are active in and does this inform some of your technical and development decisions?

DC: The LatAm markets individually exhibit significant differences, in terms of player preferences and technological infrastructure.

For example, while Brazil is expected to be incredibly lucrative when it comes to sports betting, Mexico shows a higher level of engagement in online casinos.

These differences inform our technical and development decisions, and it is important for us to incorporate flexibility within that development so that the playing experience matches up with the expectations of the players.

CB: How do you ensure that your products will resonate with players in those local markets? Is it a case of rigorous testing throughout the development process, or do you gain expertise as you launch products over time?

DC: It has to be a mixture of the two. Games must be tested rigorously before going to market, but you also have to work out which particular games to launch via market research and seeing how player habits are changing over time. 

iGP conducts extensive market research and user testing to gather feedback and refine products before launch. Then, following the launch of those games, we continuously monitor and update the games based on player feedback and market trends.

A proactive and strategic approach to improving games makes sure your products remain competitive in the long-term, so it’s something we always have to keep an eye on.

CB: What is your top tip on how to build an effective, localised product in igaming?

DC: The first step is you have to understand the market you’re going into. Having an experienced team who understands the nuances of your target market is always a good start and then, from that point, you have to prioritise market research and player feedback from the outset. 

There are plenty of other issues you also have to take into consideration. Understanding the cultural differences, preferences and regulatory landscape of the target market is essential.

The third key point when building a localised product is that it has to be adaptable as you go along. You need to incorporate flexibility in the product design to allow for ongoing customisation and updates based on player feedback. This will undoubtedly enhance the product’s relevance and success.

CB: What further plans does iGP have for localised content over the next few months and years?

DC: For iGP, the future is in a number of areas. At SBC Summit in Lisbon this September, we’ll have a number of crypto solutions from platform to front to showcase, where we hope to be joined by an exciting crypto operator to launch in the coming months.

On top of that, we are adding more and more providers to our aggregator solution,with some big names announcements coming in the coming months, we have been experimenting with AI and have a powerful recommendation engine in the works providing our partner operators true player personalisation.

Beyond that, 2024 is about scalability and refinement, we are fast but could be faster, we are flexible but our ambitions are constantly growing. It has been a busy start to 2024, and I’m proud to say the team I lead are hungry to bring even more to the table in H2.

The post iGP: LatAm success will be fueled by localised Tropicana platform appeared first on CasinoBeats.

Kyrylo, tell us about your promotion and describe the qualities and experience you bring to your new position.

I am deeply passionate about technology, I am driven by igaming with its dynamism and constant communication with people, and at PIN-UP I get the most out of each of these points.

Important points in my experience are the ability to build teams and see things through to completion, risk management and decision making under uncertainty, and the ability to adapt to change. 

During my work at PIN-UP.TECH, I emphasised the fact that the potential and development area of our technical solutions is huge and we can achieve better results with meticulous attention and a systematic approach. My proactivity was recognised by the management and I and my team were trusted to turn my ideas into reality. 

What was your experience in the industry before you joined PIN-UP? Where did you start, what interesting projects did you realise, what path did you take to your current position?

My industry experience is varied, ranging from network engineer and developer at family-owned outsource companies and startups in fintech, payment aggregators and cryptocurrencies, to working in betting and gambling at companies where I spent over five years.

Over the course of my career, I have implemented various projects including modularisation and scaling during a company’s growth crisis when I was Engineering Manager. I was also actively involved in the transformation of the company from B2C to B2B, supporting CTO in technical implementation and organisational structure building.

My experience also includes optimisation and risk response during turbulent periods in the market. This has enabled me to manage projects more flexibly, always laying down the risks, and to achieve the set goals. 

For those in our audience who are not familiar with PIN-UP.TECH, can you tell us what it does and what role it plays in the PIN-UP ecosystem?

PIN-UP.TECH is one of the key segments of PIN-UP Global and develops software for igaming, specialising in technological solutions. We create high quality products and provide other segments of the ecosystem with infrastructure support. We use such programming languages as Golang, Angular and Python, as well as advanced technologies, approaches and development methods – high load, big data, high availability, high scalability, real time and low latency – to continuously improve quality, optimise processes and expand the range of unique high-tech products. Millions of users around the world interact daily with our platform, affiliate system, marketing tools, CRM, native applications and fintech solutions – just to name a few of PIN-UP.TECH developments. 

What innovations are you going to bring to PIN-UP.TECH as a new manager? What will change (in structure, processes, etc)?

In my role as the CTO of PIN-UP.TECH, I plan to introduce a number of innovations aimed at increasing efficiency and development of the direction. First of all, it is the popularisation of engineering culture and achievement of tech excellence among the team of specialists. This includes transparency and openness in communication, actively investing in the professional development of engineers and encouraging innovative thinking. Tech excellence for us means high quality code and architecture, automation and efficiency of processes, optimisation of manual labour, and constant search for new ideas and technologies. 

One of the priorities will be the introduction of machine learning and artificial intelligence technologies into our products and business processes. We see technology as an additional lever and AI-based solutions as the key to greater productivity, cost reduction and manual chores.

Your goal is to turn PIN-UP.TECH into an adaptive structure. Can you explain exactly what this means and how you intend to achieve this goal?

Transforming into an adaptive structure means creating a flexible and dynamic organisation that can quickly respond to market changes, partner demands and technological trends. To do this, we are guided by a laissez-faire leadership style that gives professionals the freedom to make decisions and take responsibility for their projects, which increases motivation and engagement within the framework of clearly defined goals. No micromanagement allows everyone, regardless of role or position, to take initiative and creativity while focusing on the overall result.

We utilise an OKR system to achieve a common goal, which allows us to clearly define goals and key deliverables for each area. Adopting agile working methodologies such as Agile and Scrum, encouraging innovative projects and constant monitoring of processes help us to be flexible and resistant to change. We also actively hire the best experts, which allows us to attract fresh ideas and experience, maintaining a high level of competitiveness and partner satisfaction.

Another element of your mission is to provide tools to scale and grow. Tell us more about your plans for realising this goal.

My team and I aim to ensure high stability of the platform at 99.9% in all regions, as well as business continuity and technology development. But at the same time, our task is not to turn into a “clumsy giant”, even though it is stable. Therefore, in addition to stability, we will raise the customisability and configurability of the platform, give flexibility in decision-making and allow our R&D teams to quickly implement their ideas.

We will also make every effort to organise accelerated partner integration and service different regions in the shortest possible time – within a few days.

In addition, as a technical business, our goal is to manage our resources to create the conditions for flexible deployment of compatible brands and products in new regions, reducing time-to-market to weeks and reducing the cost of delay. 
Last but not least, we plan to provide analysts with access to data and insights through a data-driven approach – we will use this data to quickly implement changes and improvements on the platform and make strategic business decisions.

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CasinoBeats Editor Joe Streeter spoke with iGP’s CCO, Inesa Glazaité, to shine a light on the company’s expanding igaming toolset that Glazaité claims are now “known worldwide, and are the best for the industry”. 

When questioned on iGP’s overarching ideology, Glazaité responded by explaining that the technology provider is “here to help” for start-ups looking to make a name for themselves in the igaming industry. 

“iGP is a one send solution for operators,” she commented. “We have in-house technology, supported by different providers, that are known worldwide and are the best for the industry.

“For example, if you are a start-up and you open your brand and you’d like to learn techniques then we are here to help you.

“Apart from that, our technology allows not only start-ups to grow further, but additionally we can help operators with multiple brands that would like to expand worldwide, to see different opportunities using our platform. 

“Other than technology we offer managed services that allow our operators to have localised CRM services, payment providers and even different solutions that can be catered for the targeted markets that we are working with.”

While ICE attendees took part in an interactive plinko game within iGP’s booth, the conversation turned to current trends that could shape the gaming industry in the coming months and years, to which Glazaité claimed the evolution of gamification and localisation could be strong contenders. 

“Firstly, it could be gamification,” said Glazaité, “because gamification allows our partners to attract new, and keep existing clients. It gives them the possibility to show how much they value every player. 

“Last but not least, it would be localisation. We want to make sure that once our partners start working with us, we have everything under one roof based on their requirements.” 

iGP’s Head of Platform, Luka Markota, also made an appearance, commenting on the platform provider’s use of Artificial Intelligence to help operator partners “make the most of their players”. 

“I can see that AI is taking a huge step into igaming. Everybody is trying to use AI in different ways, like for customer support. We have also integrated a few of those AI tools to help player retention and to help our clients get the most for their players.”

“We’re also building something with AI which is the Recommendation tool for our aggregators. This is going to be coming out hopefully towards the end of this year.”

To find out more about the provider’s new Recommendation Engine that aims to allow partners to “localise anything related to their own brand” and how “the focus of iGP is innovation”, click here to watch the full interview. 

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