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Exploring the Metaverse and AI’s role in it

Published

4 years ago

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Reading Time: 6 minutes

 

with modl.ai’s CEO & Co-founder Christoffer Holmgård

  1. How do you define a metaverse?

The metaverse is a challenging thing to define, partly because it’s such an abstract concept, but also as no one has created one yet – so the exact scope of what we’re talking about is a bit blurry. To define the Metaverse, it makes sense to look to fiction, where the term was originally coined. In Neal Stephenson’s Snow Crash, the Metaverse is a digital, online universe, perceived from a first-person perspective, that exists independently of whether you are logged into it or not. It’s a persistent place that you can access, change, leave, and return to.

There’s a myriad of possible definitions, but there are common threads between them. The metaverse could be defined as a multi-user real-time virtual space where individuals around the world can connect via a network, co-exist and socialise. Many games and platforms exist already that could fit this description, but what sets apart the metaverse from a traditional multiplayer experience is the ability for players to create and share content to shape the world around them in a more or less persistent setting.

  1. When do you think the first Metaverse will be created?

Some think we’ve already arrived, others think the metaverse will be far grander in scale. If you look at your gaming library today, examples that resemble metaverses will instantly jump out at you in the shape of Minecraft, Dreams, Fall Guys, Roblox and Fortnite. For many people, these titles are no longer considered games but persistent spaces to connect and socialise through virtual experiences – that may or may not include gaming.

Historically, the gaming industry has seen many forms of the metaverse since its inception. World of Warcraft has had its own functioning virtual and digital metaverse in the form of a digital and virtual economy for decades. Second Life is another early example that partly fits the bill, and EVE Online in particular stands out as a persistent universe shared between all the players where large organizations and even an economy have sprung up. Looking even further back, the early Multi-User Dungeons of the 1970s – or MUDs – might be considered proto-metaverses without graphics. Each of these examples contain different characteristics that define the Metaverse, even if they didn’t manage to achieve them all.

  1. How are you seeing the metaverse trend being reflected in the industry right now?

We’re seeing a drive across the games industry toward creating platforms for Metaverse-like experiences. Using either existing technologies or games, and even building new ones. The trend has been going on for quite some years, but it seems we’re reaching a point where the idea of Metaverses is coming together for both players and large industry actors. What’s more, the global pandemic has undoubtedly accelerated some of these trends that were already underway.

Fortnite, Roblox, and other big titles have slowly evolved from games to online spaces where people can interact and spend virtual currency on in-game items to build relationships and experience something fun and unique. Elsewhere, the trend continues thanks to games like Fortnite, which continues to develop more virtual experiences like its famous concerts. What’s more, Fortnite’s publisher, EPIC Games, recently raised $1 billion to support its future vision to build the metaverse.

With nearly 40 million daily users, the online gaming platform Roblox has become an incredibly popular online community. The game allows its users near-limitless possibilities to create, buy and sell, customise and socialise. What’s more, Roblox no longer calls itself a game on its website anymore; instead, it’s now an experience.

In essence, it’s a collection of semi-persistent spaces created by players using the same foundational tools and protocols. They make their spaces uniquely their own by changing and expanding templates and customising them in creative ways that no single game development company could come up with on their own.

Developers who have created popular interactive virtual social spaces have realised the earning potential behind their ‘games within a game’. So the race to perfect the metaverse model is on!

Many believe the metaverse is the next logical evolution of the internet, so it’s easy to see why so many big industry players are racing to stake their claim and take as big a piece of the pie as possible. So much so that even the country of South Korea has begun laying the foundation for its metaverse, as it recently created an alliance between 17 of the country’s industry-leading tech companies. Most recently, Facebook came out and declared itself a contributor to bringing about the Metaverse.

There is currently no single metaverse, but given the recent boom in brand collaborations and cross-platform play, in the future, we may see several of them become interoperable or meld together in a shared vast universe. But the biggest hurdle will still remain getting companies to look past their own interests to drive inter-organisational collaboration.

  1. What do you think will be some of the main hurdles in establishing the first metaverse?

Creating a metaverse is one thing, but keeping players engaged and returning to this new frontier is another. Gaming professionals need to understand what motivates players to contribute and come back to these virtual spaces. The key lies in understanding player behaviour. It may sound obvious, but measuring the way a given player moves through and interacts with a virtual space is a great way to gauge their interests. Their interactions, however seemingly insignificant, reveal the player’s preferences from moment to moment.

Understanding a player within the metaverse could be reached by manually picking and studying the individual user, but this approach quickly becomes unfeasible at scale. Alternatively, one can sample representative users, but this form of user research is time-consuming, expensive, and doesn’t pinpoint accuracy at the individual player level. This is where artificial intelligence can help.

  1. What role will AI play in the metaverse?

Put simply, publishers need their players to return, continue investing, and growing with the environment itself. Tools such as AI that learns from and understands the audience could be the key to growing the metaverse as the game industry’s next frontier.

Today we’re already seeing how AI can assist in daily work, assisting with checking, testing, coding, or even generating whole segments of stories automatically. As more people become digital content creators, we expect AI to take a role as a creative assistant working next to human creators, automating boring, repetitive or difficult tasks that are part of the creation process. AI systems will learn from prior examples and patterns in the Metaverse and use the learnt information to assist with new creative processes.

An additional way in which AI will be significant in the Metaverse is that AI systems will get to know you over time and shape your experience of the Metaverse accordingly. A quality of digital universes is that they, by their nature, allow for the observation of just about everything that goes on in them. One method that can help developers understand their players is by recording their behaviour at the action level and using it to create AI Personas – which are essentially models of the players in parts of the metaverse. By first logging and replicating player behaviour, AI Personas can predict how certain players or groups would act, and by extension, what that means in terms of interests, motivations, and preferences.

These predictions can then be used to tailor and adapt the player’s experience with the most engaging content and interactions at the individual level. You could imagine having an AI system that puts together or even generates content and experiences that are tailored just for you.

It even opens the opportunity for you to leave behind imprints of yourself when you’re not signed into the Metaverse. Some video games already offer a version of this today – for instance Forza Motorsport has Drivatars: AI drivers that drive in your style, that your friends can race against if you’re not online to compete. Perhaps, in the future, we’ll have our own AI doubles or assistants filling in for us in the Metaverse, when we’re not around to play.

This idea is really an extension of character customisation, which has become a cornerstone of modern gaming. Epic Games understood early on how character customisation and avatar expression attracted players away from competing titles such as PlayerUnknown’s Battlegrounds. Licensing pop-culture avatars was key to keeping people within the Fortnite metaverse. Interest amongst players is always high because there’s a chance for them to wield a lightsaber one week then wear the infinity gauntlet as Thanos the next.

This level of avatar detail and customisation, and the ability for users to express themselves in new and exciting ways, will potentially be the cornerstone of any successful future metaverse project as players use this as a form of expression.

But as games continue to increase in scope and attract more players to log on, manually managing these virtual worlds becomes much less feasible – especially in the context of a metaverse. So you can quickly see where AI fits into the equation.

From generating digital environments, shaping more realistic AI character behaviours to automated bug finding, the potential applications for artificial intelligence will be near-limitless. With regards to the Metaverse, whatever final form it takes, I believe artificial intelligence will be vital in realising projects of this scale.

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Brazil

Interview w/ Renato Almeida, Director at FBM

Published

4 days ago

on

March 31, 2025

By

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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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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

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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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