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Exclusive Q&A with Simon Westbury, Chief Business Officer at Digitain

Published

4 years ago

on

Reading Time: 5 minutes

 

  1. Let us begin with a quick introduction about yourself. Our readers love to hear top technocrats talking about themselves.

Professionally, I’ve first got involved in iGaming in 2008 when I was responsible for organizing the Gaming Executive Summit. Following on from conferences, I worked briefly in payments before moving to a casino sales role at Chartwell in 2010, which eventually became part of the Amaya story. I joined VSoftCo in 2015 to work on their virtual products, before joining Digitain in 2019.

From a personal point of view, I love sport, both playing and watching – especially cricket, which is great way of relaxing at the weekend. I also enjoy reading especially biographies of political or sporting figures.

 

  1. You joined Digitain in June 2019. How was it like driving growth during this Covid-19 affected period?

As a Sales Department, when the world went into lockdown, we had two choices, to either take the bull by the horns and try and grow or sit back and become stagnant. I’m delighted to say that the Sales Team were ready to take the bull by the horns and see where the ride took us.

As a business we focused on Digital Marketing and our B2B Marketing team did a great job in assisting us in driving potential sales opportunities. As a result, I was able to expand the Sales team from 6 to 12 in 2020 and we are now at 13.

I focused on building sales momentum, a key ingredient in my view, and an important lesson I learnt from my professional sportsman friends. Key to building that momentum in the sales team was the removing of “excuses” – reasons why the team could not sell – and focused on solutions. I also adapted my leadership style, to deal with the new challenges – encapsulated in the following quote;

“Leadership is not about being in charge, leadership is about taking care of those in your charge”.

I am proud of how the team has developed over the last 12 months – in terms of deals but also the ability for the team to develop professionally, with 5 internal promotions over the last year. The pathway to professional success for colleagues is as important to me as achieving sales targets.

 

  1. Could you share some success stories in terms of new client acquisitions and new market entries during this period?

We signed more new deals last year than in 2018 and 2019 – fantastic performance given the unusual circumstances, plus we are already seeing 50% growth over 2020 and we are tracking to hit our annual target. We saw good success in LatAm, with the help of Digitain’s Account Management team, where our monthly revenues have continued to grow. Additionally, we have seen many new partners go live with impressive numbers in both CIS and CEE regions.

 

  1. Tell us about the latest features of Digitain Turnkey solution. How does it stand apart from the competitors?

Our turnkey iGaming platform is an amazing, fully featured, one-stop shop suitable for any betting and gaming operator, new or existing, with everything they need to get to market quickly and run a successful, profitable business, whatever the global location.

In terms of highlights, these include our sportsbook, especially our lighting fast in-play odds and results service with the fullest range of sports and betting opportunities available, our recently enhanced eSports area, dedicated to the new customer demographic, which no astute operator can ignore, with the all the key eBrands covered, and including our own Cyber Masters eFootball and eBasketball leagues.

Add to that our award-winning games portfolio, developed by our own in-house Fast Games studio and a wealth of other cutting-edge gaming products and you can see why our Turnkey solution is so highly regarded by our partners.

 

  1. Could you tell us more about Digitain API and how it can make life easier for igaming operators?

Not all operators, especially established ones need to swap their platforms. Our range of APIs allow partners to quickly and seamlessly integrate a range of our products into their existing back-office.

For example, if they choose, operators can integrate our world-class award-winning sportsbook on its own, a highly competitive product supported by 150 developers and 700 experienced traders, covering over 70,000 live events per month with over 3000 betting markets plus live video streaming and a wealth of stats, results and interactive data. A highly effective way of achieving a competitive advantage for this hero product in our industry.

 

  1. Now, let us ask a simple customer-centric question. What are the benefits can a new gaming or gambling operator expect from a technological collaboration with Digitain?

A simple answer then – from an operator’s perspective we believe their success is our success. Entering the world of online betting and gaming as a new operator is exciting, but also a potentially scary endeavour. We are a long-established igaming platform provider with a management team with excellent industry experience, and we pride ourselves on our ability to help new businesses successfully launch and build their online operations – whether that help is licensing, marketing or product development.

 

  1. What are the steps Digitain takes to ensure that all your customers get the best of your products, irrespective of the jurisdiction they operate in or irrespective whether they operate land-based or online?

From the minute the prospective partner comes into contacts, their needs are put first. We operate a needs-based sales process focusing on the Features, Advantages and Benefits that the Digitain product can bring to the prospective partner. Further to the sales process in parallel, we undergo a rigorous scoping procedure to work with the partner to understand the requirements and scope this into the technical delivery of the project. It is joint effort between Sales and the Partner Relations and Implementation Division of Digitain to ensure that the customers’ needs are put first and always met. This includes use of localized versions of our products to ensure fitness-for-purpose wherever they are in the world. Our omnichannel solutions mean that if you are online or retail focused or even both, we will service you in a seamless manner.

 

  1. You have stated that expanding the business into Asia and Latin America is one of your ambitions. How much progress has been made so far in that regard?

I was delighted to promote one of my Sales team to the role of heading up our international expansion. Also, we have appointed      an Africa Regional Director, opened an office in South Africa and are now looking to expand further.

We also have deals in place in Asia and LatAm, but we understand to best serve the markets we operate in, we need to be there with the customer. As I have always said Digitain has a Glocal focus, a global outlook with laser-like local focus. To that end we’re currently undertaking a rigorous interview process to find the best people to be our “boots on the ground” in these new markets.

 

  1. How does Digitain constantly upgrade the software platforms with respect to fast changing technology, such as new machine learning theorems, new digital payment formats and even new forms of fraud attempts?

We believe that research and development is a key differentiator in our industry, where there is a lot of “me too” product developments. We have a product group dedicated to optimizing new technology, including AI and machine-learning. One exciting outcome from their effort is our new, fully-featured CRM system – which has many benefits for marketing, risk management and ensuring responsible gambling.

 

  1. Let’s conclude the interview by a look into the immediate future. Could you share some expansion plans or new product launch in the pipeline at Digitain?

So much going on its difficult to choose. As mentioned, we’re excited about our new CRM product, developed using AI and machine-learning. It will give our partners a great advantage in customer retention. It also has several additional potential benefits including highlighting potential responsible gambling customer issues to enable speedy operator intervention.

Other highlights for the future include the launch of our new platform, our live dealer products and some serious enhancements to our eSports and Table Sports products.

 

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Interview w/ Renato Almeida, Director at FBM

Published

4 days ago

on

March 31, 2025

By

interview-w/-renato-almeida,-director-at-fbm

 

Looking Back: Growth & Achievements

FBMDS is celebrating five years of expansion and innovation. How would you describe the brand’s journey during this time?

Our journey over the past five years has been one of bold moves, strategic growth, and relentless innovation. As part of the FBM® Group, we began as pioneers in Video Bingo, but our vision extended far beyond that. We have focused on delivering profitable products to our clients and engaging gaming experiences to players. By expanding into multiple gaming categories and strengthening our global presence in key markets like Mexico and Brazil, we have redefined what a localized, player-centric gaming experience should be.

 

What were the key milestones that shaped FBMDS’ success over the past five years?

Several milestones have defined our success. First, our solidification as a market leader in Video Bingo and Lotto Games, setting the gold standard with best-seller products like Multi Mega, Power Pick Lotto, and Champion IV. Our leadership in Video Bingo is reinforced by unique features like the jackpot system, Magic Ball, and attractive paytables, all of which drive engagement and retention.

Second, our presence at international trade shows has played a crucial role in strengthening relationships with key partners and clients while reinforcing our brand positioning, as seen in events like G2E Las Vegas 2024. Lastly, our rapid expansion in the LATAM region, particularly in Mexico and Brazil, has solidified FBMDS as a trusted and respected brand in a highly competitive landscape.

 

What has been the most significant challenge, and how did FBMDS overcome it?

The online gaming industry is highly competitive, and differentiation is key. Our challenge was to deliver games that not only stood out but also ensured profitability for operators and engaging experiences for players. We tackled this by investing in customization, localization, and innovation—ensuring that every product aligns with the preferences of specific markets. Our ability to adapt game mechanics, themes, and retention strategies has positioned us ahead of the competition, creating unique gaming experiences that drive business success.

 

Product Evolution & Market Leadership

FBMDS has built a strong reputation in Video Bingo. How has this segment evolved, and what makes FBMDS a leader in this category?

Video Bingo is our DNA, and we have continuously pushed its evolution by refining gameplay mechanics, introducing engaging themes, and incorporating advanced technology to enhance user experience. Our commitment to differentiation sets us apart: our jackpot feature, the Magic Ball, and attractive paytables are tailored to maximize player engagement and operator profitability. Customization is at the heart of our strategy, ensuring our games resonate with local markets and drive long-term success.

 

Among FBMDS’ product portfolio, do you have a personal favorite? Why?

It’s hard to pick just one, but I’d highlight our Video Bingo games because they represent our legacy and continued leadership in the industry. We believe Video Bingo is an essential asset for any online casino, as it offers a nostalgic yet modern experience, combining interactive features with high retention rates. Our jackpot system enhances player excitement, while innovative game mechanics keep engagement levels high. In addition, our crash games showcase our adaptability and innovation, delivering high-quality visuals and dynamic gameplay. These two categories reflect our strategic pillars: player engagement and profitable gaming solutions for operators.

 

Future Outlook & Expansion Plans

Looking ahead, what’s the vision for FBMDS’ next five years?

We are just getting started. Our vision is to expand our influence by continuously delivering innovative and engaging gaming experiences that drive profitability for operators. While we maintain our leadership in Video Bingo, we are also focused on strengthening our position in other gaming verticals. We will continue investing in localized, player-driven innovation, ensuring that every product we launch enhances both player experience and operator success.

 

Brazil is a key market with huge potential. How does FBMDS plan to strengthen its presence in this region?

Brazil is a strategic priority for us. With regulatory developments and increasing demand for online gaming, we see tremendous opportunities to expand. Our approach is centered on offering tailored gaming experiences that resonate with Brazilian players, ensuring our products align with their cultural and gaming preferences. Additionally, we are forging strategic partnerships with operators to facilitate seamless and impactful expansion in the region, ensuring that our games drive engagement and profitability for our partners.

 

Innovation & What’s Next

Can you share any insights about upcoming products or features that FBMDS is working on?

Absolutely. We are developing a new generation of Video Bingo games featuring advanced jackpot systems, enhanced gameplay mechanics, and even more engaging features tailored to player preferences. Our goal is to create experiences that keep players entertained while maximizing operator revenue. In addition, we are working on new slots and bonus structures designed to drive engagement and profitability, ensuring that FBMDS remains at the forefront of gaming innovation.

 

What can operators and players expect from FBMDS in the near future?

A: More expansion, more innovation, and an even stronger, more diverse gaming portfolio. Players can expect cutting-edge experiences featuring interactive and rewarding mechanics, while operators will benefit from flexible, high-performance gaming solutions designed to optimize engagement and profitability. We are committed to maintaining our leadership in Video Bingo while continuously evolving to meet market demands.

 

Final Thoughts

After five years of continuous growth, what message would you like to share with FBMDS’ partners and players?

First and foremost, a heartfelt thank you to our players, partners, and the entire FBMDS team. Your trust and support have been instrumental in our journey. As we move forward, we remain committed to delivering exceptional gaming experiences, driving profitability for our partners, and continuously pushing the boundaries of innovation. The best is yet to come!

 

If you had to describe FBMDS’ journey in one word, what would it be?

Transformational.

 

The post Interview w/ Renato Almeida, Director at FBM appeared first on Gaming and Gambling Industry in the Americas.

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Interviews

Irina Laivina, Media 24: “Our content is meant to educate and entertain”

Published

1 week ago

on

March 25, 2025

By

irina-laivina,-media-24:-“our-content-is-meant-to-educate-and-entertain”
Reading Time: 4 minutes

 

We’ve sat down with Irina Laivina, Head of Content at affiliate marketing company Media 24, to discuss how iGaming content could evolve, the key elements of a successful content strategy, the traits of top content managers, and more.

 

Can you share a bit about your background and what led you to the iGaming industry?

Since childhood, I have been attracted to philology and the study of foreign languages. After university, I realized that content creation was where I could combine my passion for languages with creativity. When I moved to Latvia and changed my social circle, I became more and more drawn into the world of iGaming. Over time, this industry fascinated me so much that I found my professional niche there.

I started at Media24 as a senior content manager, where I introduced new ideas to improve both content and design. These changes had a positive impact on our business goals, eventually leading to my promotion to head of the content department. Now, I continue to optimize and shape our content strategy.

 

How do you see the role of content evolving in the iGaming affiliate marketing industry over the next five years?

In affiliate marketing content will still play a key role, especially for the SEO-driven affiliate companies. But the way we will create and deliver it will change. The average reader today is more demanding than ever, expecting more value in the content he consumes daily, and willing to spend less time doing it.

The number of content sources has also increased now, too, and that has created many additional angles and opportunities. There’s live streaming, new social media formats, short form videos, and everything in between. So you have to think outside of the traditional strategies and experiment with new ways to connect with your audience to keep up.

Mobile traffic dominance will require adapting for the relevant formats. This trend is already happening globally and will only develop further. Internally, we are following along and are aligning our design and content strategies. Everything must be optimized for mobile-first consumption today.

 

What are the key elements that make up a successful content strategy in your opinion?

The best content strategy starts with clear goals. At Media 24, we believe that our content should educate and entertain, not take advantage of players. We aim to be a source of helpful information for the reader, not just a platform to promote iGaming brands. In a world of informational overload, your content should be focused on providing real value. Users love it, and search engines prioritize this kind of content too.

We are thinking about the long-term perspective. If content that we produce helps a reader to find what he’s looking for, and is engaging, search engines will naturally rank it higher. So for us it’s not a question of how we can exploit the algorithms, but what is the best way to help a reader make an educated decision.

 

What role does SEO play in shaping the content strategy at Media 24, and how do both teams collaborate for the best results?

At Media 24 content and SEO departments always work hand by hand. It’s hard to imagine our success without close communication between the two teams. We work closely together to develop content plans, conduct competitor analysis, and rely on the SEO team to guide us in the right direction with their data-driven insights. From there, we apply our editorial expertise to make sure our content is relevant, valuable and helpful. So the SEO team navigates us strategically, while the content department is responsible for creating valuable content that keeps readers coming for more.

 

When building your team, what traits do you value most in a content manager, and why?

For a content manager, first of all, the key thing is attention to details. In content creation, even small errors can affect credibility, user experience, and performance, so precision is key. I also highly appreciate the initiative and the desire for learning new things. The industry does not stand still, so a good content manager is constantly exploring new tools, trends and working methods, offering fresh ideas and solutions.

We work with 90+ geos and with such a reach it’s very important for the content to be relevant to every country niche specifics and language. That’s why we prioritize hiring native speakers and local experts in every given market. The ones that have a deep understanding of cultural nuances, player preferences and market regulations. This guarantees our content is authentic and resonates with readers in every region.

 

Are there any long-term goals you’re focusing on at Media 24?

I would really like to optimize all our processes as much as possible. This is something that we are working on actively, and we see that the development of technology can assist us in that. For example, we are currently exploring how we can use the possibilities of AI agents to save time for our team. The main goal is to create smarter work processes.

AI will not replace human content creators, as it lacks originality and niche-specific expertise. But this technology can enhance how we work in many ways. That’s why we’re already developing AI-driven solutions to speed-up our operations and assist us in different repetitive tasks. Once we are able to automate routine and time-consuming parts of our work, this will allow the content team to focus more on creativity and strategy. So by experimenting with AI, we’re not replacing creativity. We are giving it extra space.

The post Irina Laivina, Media 24: “Our content is meant to educate and entertain” appeared first on European Gaming Industry News.

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Affiliate Industry

Affiliates in the US Sports Betting Market – Has The Game Gone Cold?

Published

2 weeks ago

on

March 24, 2025

By

affiliates-in-the-us-sports-betting-market-–-has-the-game-gone-cold?

 

A lot has changed since the US Supreme Court struck down PASPA (The Professional and Amateur Sports Protection Act of 1992) as being unconstitutional, effectively ending Nevada’s near-monopoly on sports betting in the country. With every US state now free to legalize and launch its own sports betting market, in-person, online, and mobile sports betting grew at a neck-breaking pace.

This explosive growth saw the emergence of ‘affiliate companies’ – marketing agencies specializing in performance marketing and promoting licensed sports betting operators. However, as the market entered a new phase and growth slowed, some affiliates have been seeing mixed results in the past year.

We sat down for a chat with Shmulik Segal, Founder and CEO of Media Troopers, an advertising agency specializing in sports betting and iGaming in North America, to hear his views on the gambling marketplace and what the future holds for affiliates. Segal takes a realistic approach and acknowledges the days of insatiable growth are gone, but he still sees great potential in the market.

 

Looking at the bigger picture, how bad were things for affiliates in the past year?

Segal: “I won’t tell you the past year hasn’t been challenging for marketing agencies like ourselves. Looking at 2024 earning reports of publicly traded marketing agencies in the gambling industry, the results are a mixed bag, Segal says. “While some of the largest players in the space saw their US revenues drop by over a third compared to 2023, the earnings of others just flatlined.”

 

What causes you to be optimistic then?

“But on the flip side of the coin, there were also companies that saw double-digit growth in earnings,” Segal compares. “So what does that mixed bag of results tell us? Although the days of explosive growth are over, the market is certainly not on a one-way street. I still see tons of opportunities for companies that are adjusting and doing the right things.”

 

So what are the main challenges the affiliate market is facing?

“I can divide the challenges into two main categories: objective and subjective. Objective categories would be anything that’s ‘man-made’, such as legislation (new states that open up), increased regulation (restrictions on advertising, increased taxation), the evolution of technology (Artificial Intelligence and further mobile personalization), competition (both operators and other marketing channels and companies), and all other factors that are created by governments, companies, and individuals,” he explains.

“The subjective factors are more geographical or permanent. Let’s take sports betting as an example. According to the American Gaming Association’s state tracker, Out of 51 potential jurisdictions across the country (50 states + Washington DC), 38 have legalized sports betting. However, only seven states have legalized iGaming.”

 

So, how do you treat these challenges differently?

“As an affiliate, you understand the fundamental difference between the two types of challenges: your level of control. While you can mitigate objective challenges, you must adapt to subjective ones.”

 

How do you stay relevant as an affiliate amidst these challenges?

“The first thing we must always keep in mind is that we make a living out of providing our customers with additional value, i.e. unique knowledge and expertise that the operator doesn’t have and fits perfectly into its marketing mix. We must provide our customers with a competitive, cutting edge.”

“Case in point: we constantly strive to be ahead of the curve in everything we do. Our technology platform constantly adapts and upgrades to include more powerful AI tools for segmentation, targeting, and personalization. A huge part of our media teams’ job is to look for the ‘next big thing’ be it a fresh marketing channel or a new source that will enable us to expand our reach and tap into new markets.

Our commercial teams work closely with existing and potential operators to find new ways to bring value to players, be it new games, news, or promotions. And it goes without saying that our compliance team takes great care of ensuring we adhere to the highest standards of safe advertising and responsible gaming.”

“But no less important,“ he concludes, “is the operations team that ties all the pieces together and executes everything. That’s one of the biggest challenges, given operations can be slow-moving, we constantly need to improve our execution to keep up with the changes the other parts of the team bring.”

 

What about other types of challenges? The ones you can’t mitigate?

“When it comes to subjective challenges, however, you have much less control, and this is where companies must brace themselves and adapt quickly. Case in point, there are 38 sports betting states, while a portion of the remaining ones, such as Hawai, Utah, Texas,  and California, won’t introduce sports betting or iGaming in the foreseeable future.

 

With fewer states regulating gaming in the foreseeable future, is the market bound to shrink?

“I don’t see it that way. Long gone are the days when a new market opened every few months. What would you do? You can’t ‘magic up’ more states. But you can certainly adapt and brace yourself to improve and grow your share in existing markets, which is exactly what we are focusing on doing,” he explains. “Along with acquiring new players through new and existing markets, we are constantly looking for new channels that will bring our customers (operators) loyalty and higher lifetime value.”

 

You are talking about increasing share and value, does that mean there are no new opportunities?

“We see huge potential, with opportunities constantly coming to knock on our door. North Carolina and Vermont were the two new markets that launched in 2024, and we are already seeing a lot of growth there. For example, North Carolina, which only went live with sports betting in March 2024, but by the end of the year, already clinched ninth place in the Top 10 sports betting states, reporting revenues of over $583.

This is why we treat every state as a standalone ecosystem with its unique set of challenges, requirements, and potential. The next exciting challenge (and opportunity) we are preparing for is Missouri, which legalized sports betting at the end of 2024 but has yet to launch. We have already been hard at work since the ballot was approved in November, so we can hit the ground running and start sending our MO sportsbook partners newly depositing customers from day one.

 

What about organic growth in existing markets?

“There’s certainly that also. While every new state that launches sports betting can potentially bring a spike in growth, we are certainly seeing organic growth and improved results across the board year after year. Take as an example the Super Bowl. In 2025, legal US bets on the Super Bowl grew 10% year-on-year. Or March Madness, on which best are expected to grow 13% from last year.

So, is there still organic growth in existing markets? For us, it’s a big, fat yes.”

 

Are you planning on staying within the iGaming and sports betting markets in the near future?

“That’s a very good question I ask myself every day, Segal smiles and immediately corrects himself. “Actually, scratch that. I ask myself this question many times over the course of a day in the office.”

He elaborates: “iGaming is tangent to other gaming verticals, and sports betting has an overlap with a whole universe of sports and its related verticals. Every website in these verticals needs traffic, and we know how to provide it. So new opportunities knocking on our door. But how do we capitalize on these without losing our focus and commitment to our core business? We keep our ears and eyes open, but never lose focus.”

 

The post Affiliates in the US Sports Betting Market – Has The Game Gone Cold? appeared first on Gaming and Gambling Industry in the Americas.

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