Interviews
The value of exclusive content with Andy Sekula and Marcin Kalbarczyk
Kalamba Games have worked with Kindred on producing new timed-exclusive Ducks Till Dawn. Ahead of the release we caught up with Andy Sekula, Head of Games at Kalamba, and Marcin Kalbarczyk, Kindred’s Senior Casino Product Manager, to discuss how exclusive titles benefit both supplier and operator, and how the title came to be.
Why did you guys decide to get together to develop exclusive content? What’s the thinking behind making exclusive titles?
AS: It’s great for us, the supplier, because we can leverage operators’ experience and knowledge of the player base when working on the game. It’s a true feedback loop that gives real weight to the design process and puts our developers much closer to our end user, and also gives us insight into the marketing machinery of an operator, which is different to our own.
There are of course also commercial benefits – both in the sharing of development cost and in that we can see two peaks in terms of bets – the exclusive release and later, the release on the network.
MK: For the operator, being able to offer a product that is not available anywhere else, is a very strong, unique selling point. Exclusive games are a great way to differentiate ourselves from competition, especially these days when content saturation in the igaming industry is rapidly increasing.
The second reason, like Andy says, is the commercial reason. Our data from recent years proves that the reduced revenue share makes a massive difference, especially when so many marketing activities are focused on our exclusive releases.
Lastly, we are the experts who know our customer base. Through analysis of features from hundreds released slots, we are able to determine which ones have the highest chance of best performance. By building an exclusive game in collaboration with an experienced studio, we get a chance to implement that knowledge.
What are the benefits for both parties in having suppliers dedicate a game to one single operator?
MK: For both emerging and established suppliers, it’s a great boost for reputation to have their game released exclusively with a big operator. With so much marketing focus being directed at these games, it’s obvious that their reach will be stronger than any regular release.
The financial side is also a strong benefit. Through the upfront fee, suppliers get to partially, or even fully, cover their production cost. In exchange for that, we get a chance to create a game according to our guidelines.
AS: Exactly, there are great benefits for us in working closely with operators when building games, but for the operator having a potential hit on exclusivity will drive more users to the casino and also make the current player base stay engaged for longer in anticipation of content that’s not available elsewhere.
Where does the balance sit in creating a game that is in keeping with the studio’s style yet meets the requirements of the operator?
AS: The most important thing is to find the chemistry between operators’ needs, which are the expression of what makes players excited, and what the supplies feel strong at. In other words there must be a chemistry which I’m pleased to say was in full effect on the production of Ducks Till Dawn! In our experience it’s quite rare to find ‘hard’ requirements as much of the game development process is truly a creative one, but there may be some themes or math models that resonate better than others with a particular operator’s audience, or indeed an operator’s priority list at any given time.
MK: Yes, an open-minded approach is very important here. Sometimes operators want a specific type of game and they look for a supplier that specialises in that particular area, let’s say a cluster slot or a 3×3 one. Then they are comfortable with handing over the production to them because they know this is the kind of game they do best. They don’t have to be included that much.
The situation can be completely the opposite when the operator has unique needs or is trying to introduce innovation in regard to mechanics and features. Then the supplier’s flexibility becomes a priority.
During the Ducks Till Dawn production, the flexibility of Kalamba Games team and some of their already proven mechanics were a perfect mixture.
How did the process of collaboration work between Kalamba and Kindred when creating Ducks Till Dawn?
MK: We worked with a number of suppliers throughout 2018-19 and then in 2020 and Kalamba was very smooth and straightforward to collaborate with. Sometimes suppliers have their set vision of the game and don’t like to implement drastic changes proposed by the operator. Kalamba was very flexible on that point and accommodated all of our feedback on what we thought would resonate with our customers better, which made this a great cooperation.
AS: It went really smoothly, because we all liked the core mechanics of the game which we considered for a while and later decided would be expressed as CASH DUCKS, which we imported from a land based slot. We’ve had regular meetings and a lot of valuable feedback from the Kindred guys, which allowed us to get a better understanding of what might potentially make players feel excited.
Are there any specific features in DtD that you think will particularly appeal to Kindred players?
MK: Definitely the Cash Ducks. This was initially inspired by a slot machine from the land-based casino segment. The Kalamba team showed it to us on one of the first meetings and together we developed it together into a unique mechanic. We all thought it would work very well if the instant win symbols would move horizontally across the screen and that’s when the amusement park shooting range idea was born. Since the release date was already planned just before Halloween, it made sense to add a bit of spooky atmosphere. A great title completed the theme perfectly.
AS: For sure, we’re also confident that the SpinBoost feature will be a big hit because it allows players to have a slightly longer target to hit which makes the game more entertaining and more exciting for a longer period.
More generally, are we seeing greater collaboration between operators and suppliers in the game development process? Do you expect we will see more of these types of collaborations?
AS: Definitely, the collaboration with suppliers gives operators an opportunity to cater for the tastes of their player base in a more customised manner.
MK: It’s a very reasonable choice for both operators and suppliers to go that way, because it usually provides a good balance between investment and return in addition to exposure towards industry and boost to the reputation. Content saturation is currently huge and it’s going to get even more congested, presenting a significant challenge to operators who want to differentiate their offering. We can see that most of the big tier one operators have exclusive offers from time to time – some more frequently but it’s definitely something that is growing in the gaming industry.
Should operators play a bigger role in content creation? If so, how?
AS: Cooperating with game studios will ensure that the needs and wants of the players are met. I’m sure that suppliers can learn a lot from them, which would result in more effective collaboration and better entertainment for players!
MK: Operators are exposed to a massive amount of content during their game selection process. That gives them a perfect overview of what is present on the market and what players might still need. I think operators are often capable of providing valuable input, which suppliers may utilize in their productions. Such collaborations are definitely valuable and should happen more often as it’s a good way to come across the next industry-revolutionizing idea.
Any final thoughts about Ducks Till Dawn?
AS: As mentioned, it’s been a great collaboration and we look forward to seeing how this goes. It’s a feature-packed game which we think will resonate really strongly with players.
MK: I’m very pleased with how the game came out. There were many different ideas during the production process. We went through a couple of different themes that we wanted to utilise in this game. But in the end, all the pieces came together perfectly; the theme, the mechanics; the SpinBoost feature and the title, of course. We’ve created a really really attractive product and I have huge hopes for that to blow away our customer base!
bespoke solutions
The White Label Dilemma: Finding the Right Balance for Your iGaming Business

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.
Interviews
Scale isn’t everything: Why agility is the new advantage in live casino

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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