Interviews
Exclusive Q&A with Alexander Kamenetskyi, Sportsbook Product Owner with SOFTSWISS
Reading Time: 4 minutes
‘The house always wins’ is one of the oldest adages in sports betting. It must be most trusted quote too, as numerous once-bitten punters would vouch for.
Here is the other side of the story.
Alexander Kamenetskyi, Sportsbook Product Owner with SOFTSWISS, talks about the steps that Sportsbooks take to keep fraudulent activities at bay.
You must read the interview for his lucid and succinct deconstruction of frauds that take place in the betting arena.
Over to the interview now!
Q. We’ve had a fabulous Euro 2020, in which Italy deservedly emerged winners. The betting industry also enjoyed thriving business during the period. But there have been reports that the level of betting frauds increased manifold. As a Sportsbook Product Owner, how do you view the situation?
A. First of all, I would like to congratulate all the fans of the Italian national team on their victory! We were finally able to enjoy the football battles of Euro 2020. In my opinion, it was an amazing championship full of dramatic and exciting moments.
As statistics show, such large events always see a spike in cases of fraud and that’s why we are always ready to track such activity and mitigate the risks for our clients.
Q. Could you share some practical experiences where you faced fraudulent activities and how you dealt with it?
A. Fraudsters always try to find system weaknesses in bookmaker lines and exploit them. This time they knew they had a chance to go unnoticed for a long time, as the attention of all bookmakers’ was drawn to the Euro 2020. Oftentimes bookmakers may also contribute to the appearance of such fraudsters themselves.
Speaking of the SOFTSWISS Sportsbook team – we are perfectly prepared for the arrival of unwanted guests. Over the course of the championship we mainly saw players with counterfeit documents, but our platform had just the tools to track and prevent such manipulations.
Typically, fraudsters bet on unpopular types of sports and weak leagues. Sometimes they are at the matches in person or they bet ahead of the curve when there’s a fast video broadcast. This is quite easy to track, and we resolve such cases pretty quickly.
Quite often in such cases, players ‘artificially’ raise their maximum bets for specific markets (e.g. via betting from several accounts), but we prevent this by analyzing player bets and player activity.
We have our own Risk Management and Anti-Fraud teams, as well as the Betradar Risk Management team and Managed Trading Services. We are also currently in the process of developing automated tracking systems
Q. What kind of frauds do you normally anticipate as a sportsbook operator?
A. The list isn’t vast.
First, come the ‘arbers’, or players who find arbitration situations between bookmakers and exploit them.
Secondly, there are ‘button players’ who place bets seconds after the outcome becomes clear.
There are also ‘valuebetters’, or those who bet on higher odds or odds with an advantage.
Then there are middle betting players, who are mostly playing for the total, and usually with an advantage.
And then there is the very widespread type of fraudster – the bonus hunter. Bonus hunters find weak points in bookmaker promotions and exploit them to their advantage. Some of these can be white hat bonus hunters and we even have someone like that in our team.
Of course, match fixing is the bane of the sports industry and is one of the most serious offenses. Naturally, there are many more types of sports betting fraud, but the ones I mentioned are the most widespread.
Q. How do you plan to tackle the potential frauds?
A. We are working on developing our own Sportsbook Risk Management team. We are also building our internal Risk Management Tools (RMT). Our RMT system is based on long-term experience in the field, market needs, new innovative technologies, and artificial intelligence. The system will be universal in that it will help us work not only with fraudsters, but also with ordinary players.
Q. Could you share some insights into the software-enabled checks and AI-powered analyses that aid fraud detection and prevention in betting?
A. Unfortunately, I cannot reveal all the cards because RMT is an anti-fraud system. I can only say that we are developing tools that rely on artificial intelligence based on data analytics. We are already working on unique tools to combat the main types of fraud, which will react not only to the style of play but also to overall player behaviour.
I can also add that our protection system does not just work for each project separately, but encompasses all brands across our platform.
Q. Coming back to the Euro 2020, what are the new things that happened in connection with fraudulent betting? Is it a case of new-age fraudsters emerging or is it a case of old punters becoming smarter – just like the Italian defenders?
A. The Italian defenders showed us a level of play we can look up to. I can say that the average scammer is rather diverse. The experienced type is always on the lookout for new projects, erroneous proposals, and mainly uses trite and true scam methods. Younger scammers place more emphasis on modern methods such as bots.
Q. Do all the fraud detection and prevention mechanisms affect the pure joy of punting? Will the whole process become cumbersome for the genuine bettors? Would love to hear your thoughts on this topic.
A. Our tools work not only with negative players, but also with positive ones. We place a lot of attention on working with those players who have proven themselves to be honest and conscientious. Additionally, we create great bonus offers for our players that encourage their gaming activity and do not use complex wagering systems. We are also very keen on soon introducing gamification to the platform, which is currently in development.
Q. Finally, how do you see fraudulent activities and the prevention mechanisms pan out in the future? What’s your bet on this?
A. The world of betting is huge, but it hasn’t reached its peak yet. Of course, fraud will continue to develop and there are many reasons for this.
First-time bookmakers who are poorly versed in the basics of sports betting will continue to create inaccurate bonus offers, miscalculate the bonus math and create bonus overlap. Errors in the betting lines and a lack of analytical work will continue to generate negative outcomes.
It is our job to create a product that fortifies the operator from negative outcomes, but we aren’t able to entirely wall ourselves off from the market. That is why we will be working on new tools to combat fraud and further improve the quality of our product, first and foremost, so that ordinary players can enjoy the game.
Our main task is to provide a reliable, high-quality product to the players. Sports betting is a great way to have fun. And that’s why we are creating a safe and secure environment around sports betting with SOFTSWISS Sportsbook.
It’s not just black and white label
Yoni Sidi, CEO at Wiztech, says white labels are all about striking the balance between pros and cons, but for some, it’s impossible to achieve and that’s why it’s important to consider other options.
For most operators, a white label solution seems to offer the best route to market. But is that actually the case?
I’ve been working in the industry for more than two decades now, and over that time, I’ve worked on both sides of the fence – so on the white label operator side and on the white label provider side. This gives me a deep understanding of the pros and cons of white label solutions, and this understanding ultimately led me to launch Wiztech. To answer your question more directly, white labels are always about striking the balance between the pros and cons they present – for some operators, a balance can be found, but for others, it can’t. Ultimately, it comes down to knowing what you want from your platform or technology stack, and whether a white label can meet those requirements with the budget and resources you have available to you.
So, what are the pros and cons of a white label platform?
There are plenty of upsides to white labels, and that’s why they’re used by so many operators. The main advantages are speed to market and cost effectiveness – you can literally go from first discussions to your online casino being live in a matter of weeks. The upfront fees are relatively small, and, in most cases, you pay a revenue share back to the platform provider. This can tighten margins a little, but it means you don’t have to have a large capital reserve to get going. Another benefit is that you can take on as much or as little of the operation as you like – for some, they will let the platform provider take care of the operational aspect while they focus solely on marketing and customer acquisition. Other upsides include licensing, with the white label partner securing and being responsible for the licences they hold.
Drawbacks. The biggest for me is the lack of differentiation you get with a white label. The many brands that run on the platform often look very much the same, just with different logos and branding. After a few months of operating your online casino, you’ll likely notice friction points that you’ll want to address, but the rigid nature of white-label platforms means it’s incredibly difficult to smooth out even the smallest of bumps in the road. It’s also incredibly difficult to roll out unique features and functionality as the development team is usually working through a backlog of requests – most of which are for the friction bumps that need ironing out. Factor in the frequent regulatory changes that happen, and the need for the development team to respond to them, and it’s easy to see how hard it can be to improve the experience being offered to players.
How can operators strike a balance between the pros and cons of white labels?
It comes down to understanding the capabilities of the platform provider and whether they offer customisation and localisation. If they don’t, the operator needs to determine if this is a price they’re willing to pay in exchange for the speed to market and cost effectiveness that white labels provide. Of course, some white label providers do offer support and are happy to help when it comes to developing and deploying bespoke features and functionality. But in my experience, most don’t have the capacity for this, even if they say they do. For me, the balance is found by accepting the limitations of white labels and working within the (often pretty rigid framework) they provide. There are plenty of examples of operators that have done this and have gone on to run very successful brands in highly competitive markets.
Is there an alternative to white labels?
The most obvious alternative is to develop a proprietary technology stack, but this approach comes with just as many, if not more, pitfalls. Building a platform from the ground up is incredibly expensive and tremendously risky, and this is why so few operators outside of the industry power players have been able to pull it off. And even those that do often encounter issues such as ongoing maintenance, tech debt, staffing and compliance. But there is a middle ground between white label and proprietary, and it can be found with smaller platform providers whose technologies offer the agility, flexibility and adaptability required for operators to launch highly customised, almost bespoke, online casinos and sportsbooks.
How does Wiztech fit into the platform mix, and how do you support your partners in achieving their goals in often highly competitive markets?
At Wiztech, we champion modular tech and the likes of AI and automation. By embracing these, we have been able to build powerful yet highly customisable casino and sportsbook solutions that are also fully compliant in tightly regulated markets. In our experience, being able to quickly respond to regulatory changes provides a competitive advantage to our customers. In Mexico, for example, our client Winpot has been able to deliver a unique player experience while always ensuring compliance. And this is against a backdrop where regulatory changes often come with very little notice. Our technology can adapt quickly while Winpot continues to capitalise on the growing demand for entertaining online casino products and experiences.
But just as important as our technology is our approach to our partners. This sees us undertake a comprehensive onboarding process where we spend a lot of time understanding the client’s “why” before we map out the “what” and the “how”. This has proved to be incredibly effective and ensures that our clients can get the most out of the flexibility of our platform and the high levels of customisation and personalisation it provides.
The post The White Label Dilemma: Finding the Right Balance for Your iGaming Business appeared first on Gaming and Gambling Industry in the Americas.
Interviews
The UX Revolution: Why Gaming Corps’ Website Redesign Reflects the Industry’s Digital Shift
How Gaming Corps’ Website Redesign Mirrors the Industry’s Shift Toward Seamless Digital Journey
The online gaming industry is a whirlwind of constant change, and to stay ahead, companies must evolve their digital presence. Juha Kauppinen, CEO of Gaming Corps, explains why the company’s recent website redesign was more than a simple visual update. It was a strategic move to better reflect the company’s growth, showcase its expanded portfolio, and create a seamless digital experience for partners and stakeholders.
What prompted the decision to redesign the website?
We had clearly come to a natural point in Gaming Corps’ growth, so the need for a redesign just naturally became obvious.
We’ve had many new game releases, record-breaking quarters, and the launch of our Remote Gaming Server, so it became clear to the team that we needed a website which better reflected who we are today.
It wasn’t just about a fresh look, it was about making it easier for partners to explore what we offer and connect with us in a more intuitive, seamless way.
How does the new site better reflect who you are as a business today compared to a year or two ago?
A year or two ago, we were still finding our footing and growing our portfolio.
But today, we’re a more established, ambitious company with a clear identity and vision. The new site reflects that shift – it’s more polished, more dynamic, and built to showcase not just our games, but our capabilities as a partner and platform provider.
What were the most important improvements you wanted to make during the redesign — and why were they important for your users or partners?
We wanted to ensure the website reflected how we present ourselves as a modern, innovative studio.
So, we now have a more modern, user-friendly design and a UX that’s more intuitive. What this means is that the site is easier to use, whether you’re a client, partner or stakeholder.
Speaking of partners, it’s now easier for them to understand what we do and explore our games.
We’re very proud of the Gaming Corps portfolio, so now we can showcase it much better, with clearer vertical distinctions between our Mine, Smash4Cash and Plinko games, etc.
When it comes to us as a company, we can now highlight our careers section to support our drive for talent acquisition and to keep growing our fantastic team.
Finally, the new site also gives more prominence to our investor relations, reflecting our position as a listed company and offering clarity on that.
Were there any common pain points, feedback, or gaps in the old site that influenced your approach to the new one?
The main product offering wasn’t clear to partners or visitors. The site design felt outdated and more suited to an early-stage company, and those days are long behind us now.
Our investor relations content wasn’t visible or prioritised enough, considering that we’re a PLC, and existing partners weren’t highlighted.
The old site just didn’t reflect who we are, what we do and what we can do. The new one does all of those things.
How important is your website today in terms of attracting or informing potential partners, clients, or stakeholders? Has that role changed in recent years?
Our website has become a much more important touchpoint for us, especially as we’ve grown internationally and have expanded what we offer to our B2B clients.
Our site is often the first chance we get to make an impression on potential partners or stakeholders, so it needs to communicate who we are, what we offer, and where we’re going.
The role of our website has evolved – it’s no longer just a digital brochure; it’s a core part of how we connect and do business.
What would you say to other companies in the B2B iGaming space thinking about refreshing their digital presence?
Don’t underestimate the impact of a strong digital presence, because it’s more than just visuals.
It’s about clarity, usability, and showing your value at a glance.
Also, involve your people from across the company early on, as this helps create something that truly reflects your brand and speaks to your audience.
The post The UX Revolution: Why Gaming Corps’ Website Redesign Reflects the Industry’s Digital Shift appeared first on European Gaming Industry News.
Live casino’s rise has been meteoric, but the recent slowdown at the top end of the market suggests the next phase of growth won’t come from scale alone. As the sector matures, Ady Totah, CEO at LuckyStreak, explains why agility, hands-on management and a sharper product focus are fast becoming the new competitive edge.
There is a perception that the biggest live casino providers are the most capable. Is bigger always better?
It’s easy to assume that the biggest brands automatically deliver the best service, but with scale comes complexity. For larger organisations, adding new features or reacting to a regulatory update can take weeks or even months, especially when decisions span multiple time zones or teams have long approval chains.
At LuckyStreak, while we’re an established business with a large, dedicated workforce at our live dealer studio in Riga, our management team remains intentionally small and hands-on. In many ways, we operate more like a start-up, with fast, focused leadership at the core.
Myself and my co-founder Erez Cywier are closely involved in the day-to-day operations. This proximity shortens decision making processes, speeds up product assessments and empowers us to act quickly. We’re not tied down by long-winded protocols or bureaucracy.
A perfect example of this agility came when we saw an opportunity in the growing sweepstakes market. We already had the foundations but needed to adapt quickly. In just one quarter, we delivered compliant user interfaces, multi-coin virtual currency systems and configured both our own live games and third-party content to meet the unique needs of the sweepstakes audience. This is the kind of rapid pivot that is only possible when your decision-makers are hands-on.
How do boutique providers keep product planning sharp and strategic?
Knowing what matters and prioritising ruthlessly is what allows smaller providers to remain competitive in the market, when faced with more established, Tier 1 names. Speed, however, does not mean shortcuts.
We are sharpening our performance across the board and ensuring our roadmap gives us the flexibility to act when new opportunities arise. Effective product planning is all about focus. That means tuning out the industry noise, resisting trends for the sake of trends, and asking: what delivers real impact for our partners?
While some companies struggle under the weight of large and inflexible roadmaps, we have the luxury of being selective in what we build, and that makes our product roadmap more actionable, more tailored and therefore more valuable to our partners.
How can providers keep up with rising regulatory pressures?
Operating across multiple jurisdictions means navigating a complicated patchwork of compliance frameworks, licensing rules and technical standards quickly.
Compliance is not a support function, but a core part of the business. For larger businesses, these regulatory changes may present disruptions, but our size and structure allow us to react quickly and stay ahead of the curve, without compromising on quality.
To maintain both speed and quality, we moved from traditional Agile sprints to a continuous integration and deployment (CI/CD) model. Instead of bundling releases every two weeks, we push updates multiple times a week. This means we can react quickly to feedback, ship improvements faster, and keep our platform evolving without unnecessary delays.
Why is a more focused approach the future of live casino?
The criteria for what operators need from their live casino provider is changing. Reliability, flexibility, speed and compliance support are becoming just as, if not more, important than table count. We design everything with these qualities in mind, and we back that up with a strong culture of ownership and continuous delivery. This mindset allows us to innovate quickly, without sacrificing the robustness our partners expect.
In this new landscape, being lean, focused and responsive isn’t a limitation. In live casino, a genre requiring significant on-going operational investment, the providers that thrive are not always the biggest, but the smartest and the ones who can adapt fastest.
The post Scale isn’t everything: Why agility is the new advantage in live casino appeared first on European Gaming Industry News.
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