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INTRALOT announces First Quarter 2022 Financial Results

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INTRALOT SA (RIC: INLr.AT, Bloomberg: INLOT GA), an international gaming solutions and operations leader, announces its financial results for the three-month period ended March 31st, 2022, prepared in accordance with IFRS.

 

OVERVIEW

Group Revenue at €97.7m in 1Q22 (+0.1% y-o-y).

EBITDA in 1Q22 at €26.1m (+4.9% y-o-y).

NIATMI (Net Income After Tax and Minority Interest) from continuing operations at €-5.7m, vs.

€-6.9m a year ago.

Greek entities OPEX better by 12.5% y-o-y.

Operating Cash Flow at €17.3m in 1Q22.

Group Net CAPEX in 1Q22 was €4.3m.

Group Cash at the end of 1Q22 at €98.0m.

Net Debt at €500.6m at the end of 1Q22.

Net Debt/ LTM EBITDA at 4.5x in 1Q22.

On April 26, 2022, INTRALOT announced that it will convene a shareholders’ meeting to approve a Share Capital Increase of the Company via a rights issue, up to an amount not exceeding the 150% of the paid-up share capital. The proceeds will be used to purchase the shares in Intralot Inc. currently not controlled by the parent Group. To this end a binding Sale Purchase Agreement has been signed with the minority shareholders controlling 33.2m shares of Intralot Inc. for a price of €3.65 per share, conditional upon successful completion of the Share Capital Increase. INTRALOT announced that it has signed a binding MOU with Standard General Master Fund II L.P., according to which Standard General will purchase all unallocated shares in the Share Capital Increase, up to a number not exceeding one third of the total voting shares of Intralot SA for up to €0.58 per share.

On May 23, 2022, an extraordinary Shareholders’ Meeting provided authorization to the Board of Directors of Intralot SA to determine the terms of the Share Capital Increase and undertake all necessary actions.

 

Note:

 

Due to rounding, numbers presented throughout this and other documents may not add up precisely to the totals.

Group Headline Figures

 

  (in € million) 1Q22 1Q21 % LTM  
  Change  
           
  Revenue (Turnover) 97.7 97.6 0.1% 414.1  
  GGR 79.8 78.9 1.2% 336.2  
  OPEX1 (21.8) (22.1) -1.2% (101.4)  
  EBITDA2 26.1 24.9 4.9% 111.7  
  EBITDA Margin 26.7% 25.5% + 1.2pps 27.0%  
  (% on Revenue)  
           
  EBITDA Margin 32.7% 31.6% + 1.1pps 33.2%  
  (% on GGR)  
           
  Capital Structure Optimization (0.3) (5.0) -93.9% (12.4)  
  expenses  
           
  D&A (17.1) (15.9) 7.3% (72.2)  
  EBT (2.3) (2.8) 17.5% 37.6  
  EBT Margin (%) -2.4% -2.9% + 0.5pps 9.1%  
  NIATMI from continuing operations (5.7) (6.9) 17.9% 27.8  
  Total Assets 580.5 612.1  
  Gross Debt 598.6 734.3  
  Net Debt 500.6 643.7  
  Operating Cash Flow from total 17.3 24.5 -29.6% 100.4  
  operations  
           
  Net CAPEX (4.3) (2.9) 47.3% (24.3)  
             

 

 

INTRALOT Chairman & CEO Sokratis P. Kokkalis noted:

“First quarter results show a consolidation of gains and recovery from the COVID impact and reflect an improved financial profile, with normalized revenues and a reduction in operational expenses and debt servicing costs consistent with the Company’s business plan. On the background of this strongly improved P/L and Balance Sheet, the Company has designed and is about to launch a Share Capital Increase by means of Rights Issue and has secured the commitment of Standard General Master Fund

  • P. as cornerstone investor for the unsubscribed rights in a move that will significantly strengthen our prospects to grasp the tremendous opportunities in the US and the global markets.”
  • OPEX line presented excludes the capital structure optimization expenses.
  • The Group defines “EBITDA” as “Operating Profit/(Loss) before tax” adjusted for the figures “Profit/(loss) from equity method consolidations”, “Profit/(loss) to net monetary position”, “Exchange Differences”, “Interest and related income”, “Interest and similar expenses”, “Income/(expenses) from participations and investments”, “Write-off and impairment loss of assets”, “Gain/(loss) from assets disposal”, “Reorganization costs” and “Assets’ depreciation and amortization”.

 

OVERVIEW OF RESULTS

REVENUE

Reported consolidated revenue posted a steady performance compared to 1Q21, leading to total revenue for the three-month period ended March 31st, 2022, of €97.7m (+0.1%).

  • Lottery Games was the largest contributor to our top line, comprising 61.9% of our revenue, followed by Sports Betting which contributed 18.8% to Group turnover for the three-month period. Technology contracts accounted for 7.7% and VLTs monitoring represented 11.2% of Group turnover, while Racing constituted the 0.5% of total revenue.
  • Reported consolidated revenue for the three-month period is higher only by €0.1m year over year. The main factors behind the steady top line performance per Business Activity are:
  • €+1.8m (+6.1%) from our Licensed

Operations (B2C) activity line with the variance driven by:

  • Higher revenue in Argentina (€+2.5m or +32.0% y-o-y), driven by local market growth. In local currency, current year results posted a +50.4% y-o-y increase, and
  • Lower revenue in Malta (€-0.6m or -2.9% y-o-y), driven by market performance.
  • €+0.7m (+1.3%) from our Technology and Support Services (B2B/ B2G) activity line, with the variance driven by:
  • Higher revenue in Australia (€+1.1m or +30.6% y-o-y), due to lockdown restrictions in 1Q21,
  • Higher revenue in Croatia (€+0.9m), following the go-live of the lottery solution developed for Hrvatska Lutrija (national lottery of Croatia),
  • Higher revenue from other jurisdictions (€+0.5m) mainly due to services related sales, and
  • Lower revenue in US operations (€-1.9m or -5.1% y-o-y), was primarily affected by the nonrecurrence of the jackpot that boosted 1Q21 sales by c. €4.0m. Revenue from services ended lower by -3.4% y-o-y, while revenue from merchandise sales generated a deficit of -55.4% y-o-y due to their less frequent nature. From a currency perspective, there was a positive impact of 6.9% (Euro depreciation versus a year ago — in average terms).
  • €-2.4m (-18.3%)   from   our

 

Management (B2B/ B2G) contracts activity line with the variance driven by:

  • Slightly higher revenue in Morocco (€+0.1m),
  • Marginally higher revenue from our US Sports Betting contracts in Montana and Washington, D.C. (€+0.1m), and
  • Lower revenue from our Turkish operations (€-2.6m), solely affected by the appreciation of EUR (+75.8% versus a year ago – in average terms). In local currency, current year results posted a +20.4% y-o-y increase. In 1Q22, the local Sports Betting market expanded close to 1.3 times y-o-y, with the online segment representing close to 89% of the market at the end of 1Q22.
  • Constant currency basis: In 1Q22, revenue — net of the negative FX impact of €3.8m —reached €101.4m (+4.0% y-o-y).

 

GROSS GAMING REVENUE & Payout

  • Gross Gaming Revenue (GGR) from continuing operations concluded at €79.8m in 1Q22, posting an increase of 1.2% (or €+0.9m) year over year, attributable to:
  • the decrease in the non-payout related GGR (-1.7% y-o-y or €-1.2m vs. 1Q21), driven mainly by the lower top line contribution of our US operations (jackpot affected), followed by
  • the increase in the payout related GGR (+20.2% y-o-y or €+2.1m vs. 1Q21), driven mainly by the lower average payout ratio both in Malta and Argentina (+4.3% y-o-y on wagers from licensed operations3). 1Q22 Average Payout Ratio4 decreased by 5.4pps vs. 1Q21 (58.9% vs. 64.4%), significantly affected by the higher weighted contribution from our operations in Malta.
  • Constant currency basis: In 1Q22, GGR — net of the negative FX impact of €3.1m — reached €82.9m (+5.1% y-o-y).
  • Licensed Operations Revenue also include a small portion of non-Payout related revenue, i.e., value-added services, which totaled €1.3m and €0.8m for 1Q22 and 1Q21respectively.
  • Payout ratio calculation excludes the IFRS 15 impact for payments to customers.

 

OPERATING EXPENSES5 & EBITDA6

  • Total Operating Expenses ended lower by €0.3m (or -1.2%) in 1Q22 (€21.8m vs. €22.1m). After excluding the higher D&A expenses (€0.7m) in USA, Morocco and Croatia, Operating Expenses ended lower by €0.9m supported by cost containments in HQ perimeter.
  • Other Operating Income from continuing operations ended at €5.7m presenting an increase of 3.2% y-o-y (or €+0.2m). The bulk of income is driven by the equipment leases in the USA.
  • EBITDA from continuing operations amounted to €26.1m in 1Q22, posting an increase of 4.9% (or €+1.2m) compared to 1Q21. Despite the absence of jackpot that boosted significantly 1Q21 performance (US operations), the Group has managed to improve its EBITDA via the combined effect of the lower payout from our licensed operations and the lower Operating Expenses.
  • On a yearly basis, EBITDA margin on sales improved to 26.7%, compared to 25.5% in 1Q21 (+1.2pps).
  • LTM EBITDA stands at €7m.

 

  • Constant currency basis: In 1Q22, EBITDA, net of the negative FX impact of €1.4m, reached €27.5m (+10.5% y-o-y).

 

EBT / NIATMI

EBT in 1Q22 totaled €-2.3m, compared to €-2.8m in 1Q21, with the variance driven by:

  • the lower reorganization expenses following the succesful conclusion of our capital structure optimization process (€+4.7m vs 1Q21),
  • the lower interest expenses, direct effect of debt restructuring (€+1.9m vs 1Q21)
  • the positive impact from EBITDA (€+1.2m vs 1Q21)

 

The major headwinds affecting the improved perfornance can be attributed to:

  • the negative impact from FX results (€-4.2m vs 1Q21), as a result of the valuation of cash balances in foreign currency other than the functional currency of each entity, the valuation of commercial and borrowing liabilities of various subsidiaries abroad in EUR, as well as the negative effect from the reclassification of FX reserves to Income Statement applying IFRS 10,
  • the recognition of expenses vs income from participations and investments (€-1.5m vs 1Q21),
  • the higher D&A (€-1.2m vs 1Q21), mainly due to Turkey (Bilyoner) and Morocco
  • the accounting loss identified due to IAS 29 in our Argentinian operations (€-1.1m vs 1Q21).

 

Constant currency basis: In 1Q22 EBΤ, adjusted for the FX impact, reached €-0.4m, from €-6.5m in 1Q21.

  • NIATMI from continuing operations in 1Q22 concluded at €-5.7m compared to €-6.9m in 1Q21. NIATMI from total operations in 1Q22 amounted to €-5.7m (improved by €2.6m vs. a year ago), including the performance of the discontinued operations in Peru and Brazil.
  • Constant currency basis: NIATMI (total operations) in 1Q22, on a constant currency basis, reached €-5.3m from €-12.1m in 1Q21.
  • Operating Expenses analysis excludes expenditures related to capital structure optimization.
  • EBITDA analysis excludes Depreciation & Amortization, and expenditures related to capital structure optimization.

 

CASH-FLOW

  • Operating Cash-flow in 1Q22 amounted to €17.3m, lower by €7.3m, compared to 1Q21. Excluding the operating cash-flow contribution of our discontinued operations in Brazil, the cash-flow from operating activities is lower by €7.0m vs. a year ago and is attributed to Income Tax payments vs returns 1Q21.
  • Adjusted Free Cash Flow7 in 1Q22 decreased by €2.9m to €1.7m, compared to €4.6m a year ago. The main negative contributors to this variance were the income tax paid vs return in 1Q21 (€-7.4m y-o-y) and the higher maintenance capex (€-1.8m). On positive ground, dividends paid during the period were lower (€+3.1m y-o-y), net finance charges following the capital restructuring generated savings (€+2.0m y-o-y) and EBITDA performance has been improved (€+1.2m y-o-y).
  • Net CAPEX in 1Q22 was €4.3m, higher by €1.4m compared to 1Q21. CAPEX in 1Q22 has been allocated towards R&D and project pipeline delivery (€0.3m), US (€3.0m) and the rest of operations (€1.0m). Maintenance CAPEX accounted for €2.2m, or 52.0% of the overall capital expenditure in 1Q22, from €0.8m or 28.2% in 1Q21.
  • Net Debt, as of March 31st, 2022, stood at €500.6m, increased by €3.4m compared to December 31st, 2021 (€497.2m). The Net Debt increase was impacted primarily by the normal course of business following an adverse working capital movement, the exchange rate differences

(€+4.7m) for our USD denominated debt, and investments in growth capex (€+1.4m) for our US operations. The increase was partially offset by the lower interest accrued over 1Q22 vs December 2021.

  • Calculated as EBITDA – Maintenance CAPEX – Cash Taxes – Net Cash Finance Charges (excluding refinancing charges) – Net Dividends Paid; all finance metrics exclude the impact of discontinued operations.

 

OUTLOOK

Although the risks associated with the pandemic of COVID-19 have been downgraded, the geopolitical tension arising from the war in Ukraine coupled with the energy crisis, the supply chain disruptions and the rising inflation are factors that are expected to determine the economic outlook over the coming months.

Our Group does not have direct exposure in terms of operations or dependency on suppliers in Ukraine and Russia. However, the risk of indirect effects on the Group’s business activities from the reduction in the household disposable income and the possible increase in operating expenses due to inflationary pressures cannot be overlooked.

The Management of the Company monitors the geopolitical and economic developments on a constant basis and is ready to take all the necessary measures for protecting its operations.

 

RECENT/ SIGNIFICANT COMPANY DEVELOPMENTS

  • On April 26, 2022, INTRALOT announced that it will convene a shareholders’ meeting to approve a Share Capital Increase of the Company via a rights issue, up to an amount not exceeding the 150% of the paid-up share capital. The proceeds will be used to purchase the shares in Intralot Inc. currently not controlled by the parent Group. To this end a binding Sale Purchase Agreement has been signed with the minority shareholders controlling 33,227,256 ordinary shares of Intralot Inc. for a price of €3.65 per share, conditional upon successful completion of the Share Capital Increase. INTRALOT announced that it has signed a binding MOU with Standard General Master Fund II L.P., according to which Standard General will purchase all unallocated shares in the Share Capital Increase, up to a number not exceeding one third of the total voting shares of Intralot SA for up to €0.58 per share.
  • On May 23, 2022, an extraordinary Shareholders’ Meeting provided authorization to the Board of Directors of Intralot SA to determine the terms of the Share Capital Increase and undertake all necessary actions.

 

APPENDIX

Performance per Business Segment8

YTD Performance

Performance per Geography

Revenue Breakdown

(in € million)   1Q22   1Q21 %
    Change
         
Europe   35.8   34.4 4.0%
Americas   52.3   50.5 3.4%
Other   15.3   16.8 -8.9%
Eliminations   (5.7)   (4.2)
Total Consolidated Sales   97.7   97.6 0.1%

 

Gross Profit Breakdown

(in € million)   1Q22   1Q21 %
    Change
         
Europe   3.5   (1.7)
Americas   11.4   13.8 -17.5%
Other   13.0   14.2 -8.4%
Eliminations   (2.7)   (0.7)
Total Consolidated Gross Profit   25.2   25.6 -1.6%

 

  • Part of the US revenue that concerns SB management, has been included under the category “Game Management”. The rest of the US revenue is included under the “Technology” business segment.

 

Gross Margin Breakdown          
            %
      1Q22   1Q21
        Change
           
  Europe   9.8%   -5.1% + 14.8pps
  Americas   21.8%   27.4% – 5.5pps
  Other   84.8%   84.4% + 0.4pps
  Total Consolidated Gross Margin   25.8%   26.2% – 0.4pps

 

INTRALOT Parent Company results

  • Revenue for the period increased by 28.1%, to €6.0m, with the improvement driven by the higher rendering of services towards the Group’s subsidiaries in the current period.
  • EBITDA shaped at €-1.3m from €-4.5m in 1Q21, with the positive variance stemming from the top-line improvement that generated higher profitability due to better margins and lower costs.
  • Earnings after Taxes (EAT) at €-6.7m from €-0.1m in 1Q21, impacted mainly by the gain recorded in 1Q21 following the sale of Intralot de Peru.

 

(in € million)   1Q22   1Q21 %
    Change
         
Revenue   6.0   4.6 28.1%
Gross Profit   (0.5)   (3.1) -82.9%
Other Operating Income9   0.1   0.0
OPEX9   (4.5)   (5.1) -11.8%
EBITDA9   (1.3)   (4.5) 71.5%
EAT   (6.7)   (0.1)
CAPEX (paid)   (0.3)   (0.5) -35.4%

 

  • Other Operating Income, Operating Expenses and EBITDA lines presented exclude the expenditures and recharges related to capital structure optimization.

 

CONFERENCE CALL INVITATION – 1Q22 FINANCIAL RESULTS

Sokratis Kokkalis – Chairman & CEO, Chrysostomos Sfatos – Deputy Group CEO, Nikolaos Nikolakopoulos – Deputy Group CEO, Fotis Konstantellos – Deputy Group CEO, Andreas Chrysos – Group CFO, Nikolaos Pavlakis – Group Tax & Accounting Director, Antonis Skiadas – Group Finance, Controlling & Budgeting Director and Michail Tsagalakis – Capital Markets Director, will address INTRALOT’s analysts and institutional investors to present the Company’s 1Q22 results, as well as to discuss the latest developments at the Company.

 

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Movers and Shakers – Beyond integration: Why system interoperability is the real game changer

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Movers and Shakers” is a dynamic monthly column dedicated to exploring the latest trends, developments, and influential voices in the iGaming industry. Powered by GameOn and supported by HIPTHER, this op-ed series delves into the key players, emerging technologies, and regulatory changes shaping the future of online gaming. Each month, industry experts offer their insights and perspectives, providing readers with in-depth analysis and thought-provoking commentary on what’s driving the iGaming world forward. Whether you’re a seasoned professional or new to the scene, “Movers and Shakers” is your go-to source for staying ahead in the rapidly evolving iGaming landscape.

 

Dominic Le Garsmeur (CPO) at Fincore, says integrations without a clear interoperability strategy add technical and operational debt, hampering future growth.

System integrations are hugely important for any online sportsbook or casino, adding capabilities and features to drive growth.  But integrating without considering and optimising interoperability can do more harm than good by adding technical and operational debt to the business and ultimately hitting growth.

Integrating without interoperability pushes information from one system to another, but the connection itself has no intelligence. It’s a mechanical link, and the systems remain fundamentally separate, each operating with its own distinct rules. Any real understanding, like why that data was sent or what other processes it should trigger, is lost, creating data silos that are technically connected but strategically disconnected.

System interoperability provides the intelligence the connection lacks, establishing a shared operational model for the platform so all systems can act in concert. Most importantly, it creates a future-proof foundation, allowing new capabilities and features to be added with agility and confidence, turning the platform into an engine for innovation rather than a source of technical debt.

Before looking at why interoperability is more powerful than integration, and how companies can solve it, it’s important to understand how disconnects between platforms and systems occur in the first place.

 

Why does disconnection happen?

Operators acquire their tech stacks in different ways, but usually through a combination of building, inheriting legacy tech, acquisition and third-party providers. This often leads to platform and system silos with little to no compatibility between them.

Ultimately, disconnected systems drag down delivery and without interoperability, companies waste time reconciling platforms and tech rather than advancing forward.

 

Interoperability is more powerful than integration

Integration often means linking systems at a basic level, but interoperability ensures that data, logic and workflows are aligned and extensible.

It’s critical to have a strategic data layer and shared data structures that enables standardising of data representations, aligning systems at the logic level, not just the interface, and building an architecture designed to unify and extend across platforms.

In complex industries such as gaming, where tech plays such an important role in the user experience and the trust consumers have in brands, system interoperability is the only way to scale with control. In short, integration links, interoperability empowers.

 

Why interoperability is such a challenge in the gaming industry

Each integration is unique. Why? Because the combination of legacy systems, niche vendors and varying regulations in markets across the world means there is no blueprint for operators to follow.

Remember, most operator platforms are now decades old and were not built with modularity or openness in mind. And even those developing new platforms and systems from scratch often lack the in-house capability to design for interoperability from the get-go.

 

The risk of not achieving interoperability

When systems don’t interoperate, things start to fall apart. For example, delivery can grind to a halt, with every new feature launch or market entry becoming a grind. There are compliance risks, too, especially when it comes to fractured data and an increased risk of errors and audit gaps.

Then, of course, there is the poor player experience that will be provided. This could be anything from glitchy games to failed deposits and even the wrong marketing communications being sent to the wrong player cohorts.

It also impacts an operator’s ability to develop and innovate, as IT and tech become reactive rather than proactive. And in such a competitive market, this can see a brand quickly fall behind the curve.

 

How to solve the interoperability conundrum

Ensuring interoperability is a complex and comprehensive undertaking, but there are some high-level things operators can do.

This starts with standardising critical data flows and logic, not just the interface. Remember, a single view of data is what ensures all the platforms, systems and networks communicate with each other in the same language.

Operators should also design for change, as architecture must support long-term growth and plug-and-play modularity. In most cases, it’s best to invest in strategic partners, not just tools.

 

How strategic partners can help

Partners such as Fincore can provide the strategic clarity operators need, defining what interoperability looks like for them and based on their business goals. We also bring execution muscle – we don’t just design it, we build it.

The right partner also brings compliance confidence. Companies such as Fincore are highly experienced when it comes to interoperability, and everything we do stands up to regulatory scrutiny.

This can be seen in our proven track record for delivering interoperability for everything from complex migrations to global-scale game roll-outs.

 

A real-world example of interoperability

Fincore worked with a US-based gaming services provider whose legacy systems across its land-based venues had created silos in payments, loyalty and in-resort experiences.

The solution we proposed saw us design and deliver a digital wallet that became the unified digital layer across the physical properties. We also integrated deeply with multiple rigid legacy systems to provide secure and compliant interoperability at scale.

The result? We delivered on time, unlocked a new digital product line and created a long-term tech foundation for the company to continue to build on.

When it comes to integrations, you can always wire systems together, but if you don’t do it in the right way, you get chaos. Interoperability is about creating order within platforms and systems, which in turn allows for unlimited scaling and growth.

And that’s why interoperability is the real game-changer.

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Yaspa and VIALET partner to bolster pan-European payments for iGaming clients

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London fintech Yaspa, an award-winning provider of real-time payment, account verification and intelligence solutions for the iGaming industry, has announced its partnership with VIALET, the European-licensed electronic money institution. The collaboration significantly enhances Yaspa’s payment ecosystem, providing iGaming operators and platforms across the UK and Europe with expanded access to instant, multi-currency payment solutions.

The partnership builds on VIALET’s deep experience as a European fintech, offering specialised business accounts and a full suite of payment services designed for digital businesses. For Yaspa’s customers – particularly in the high-growth iGaming sector – these accounts provide a secure, compliant way to hold and manage funds, including those deposited and withdrawn through Yaspa’s instant bank payment solutions.

The result is a powerful, integrated offering that is quickly becoming a preferred choice for operators seeking seamless, multi-currency support for real-time transactions. By combining instant pay-ins and payouts with robust business banking infrastructure, the collaboration delivers a streamlined, scalable solution for managing money across the UK and Europe.

‘A single, powerful platform’

Yaspa CEO James Neville said: “Our mission at Yaspa is to provide iGaming businesses with a single, powerful platform to manage their payments intelligently.

“Partnering with VIALET not only expands our instant payment capabilities across Europe, but also reinforces our commitment to building a resilient, multi-partner ecosystem that offers our clients unparalleled choice and reliability.”

Ioannis Chatziathanasiou, Chief Business Development Officer from VIALET, said: “At VIALET, we are committed to delivering secure, fast, and scalable payment solutions tailored to the needs of digital-first industries. Partnering with Yaspa allows us to extend our reach and offer even greater value to merchants across Europe who demand flexibility, intelligence, and speed in their payment infrastructure.”

Yaspa’s instant bank payments are available across the UK and Europe, ready to integrate seamlessly into the payment systems of both current and future VIALET account holders who want to provide a real-time payment option that is quick to implement and simple for players to use.

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FBM® returns to OIGA with new milestones and high-performing slots

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FBM® is gearing up for another impactful participation at the Oklahoma Indian Gaming Association Conference & Tradeshow (OIGA), taking place from July 14 to 16 at the OKC Convention Center in Oklahoma City. This year, FBM will join Delta Gaming Solutions at Booth 918, presenting four standout slot products that represent the latest chapter in its expansion in the US gaming market.

FBM’s presence at OIGA 2025 comes at a strategic time, following a series of key accomplishments in the past 12 months. The company has deepened its market penetration by installing games in several new casinos across the country. The rollout of a broader catalog of titles reflects the operators’ growing confidence in FBM’s value proposition.

At this year’s OIGA expo, FBM will exhibit four titles that speak directly to enhancing player engagement and operator’s performance:

  • Ji Hǎo Link™ game series includes four titles: Golden Lóng™, Fortunate Héping™, Eternal Fènghuáng™ and Great Weiyan™. The powerful dragon, the wise turtle, the eternal phoenix, and the brave white tiger promise to deliver thrilling gaming sessions in a mechanic where the common bonus triggered by the Jí Hǎo Link™ pagoda takes the spotlight.
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  • Xing Fú Fortune Money Trees™ brings excitement, suspense, and adrenaline to any casino floor with game mechanics based on the Prosperity, Strength, and Fortune accumulators. The Xing Fú Fortune Money Trees bonus can offer up to seven different game experiences and is the gateway to collect the four available jackpots present on this slot theme.
  • Croc’s Lock™ is a 30-line slot with an exciting storyline and compelling features. Super Croc is this gaming experience’s hero working with 15 independent reels, where the Extra Coins and Extra Spins accumulators lead player through an entertaining journey.

OIGA is one of the most important tradeshows in the North American gaming calendar, and FBM views the 2025 edition as the ideal platform to strengthen partnerships and expand operator relationships in this key market. Mike Medlin, FBM’s General Manager of Sales & Operations, together with Emily Snow, Delta Gaming Solutions sales director, will welcome and engage directly with all tribal operators, agents, and industry stakeholders trying FBM’s slots and seeking competitive, high-performing gaming solutions.

This momentum underlines the brand’s ongoing mission to deliver top-tier gaming experiences to U.S. players, especially within the tribal sector. OIGA 2025 also sets the stage for FBM’s larger showcase coming in October at G2E Las Vegas, an event that will mark the global reveal of new games and innovations designed to uplift the gaming experience in North America. Visit Booth 918 at OIGA 2025 and try FBM’s slots.

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