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SOFTSWISS Founder Ivan Montik Turns 40 – Interview

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SOFTSWISS Founder Ivan Montik turned 40 in January. He agreed to talk to us about this milestone in his life, about his career and his experience of managing a company.

You are the Founder of one of the most successful software gambling companies in the world, which now has more than 1,000 employees. Could you imagine something like this in your 20s and what key decisions led you to your current role? 

I actually imagined something like this when I started SOFTSWISS as a small custom software development company in 2009. Growing it to 1,000 employees was not a coincidence but a result of the long-term strategy and hard work of many like-minded people. Without thinking big, you’ll never grow big. When we founded SOFTSWISS, it wasn’t just to make a living (although profit was an important goal) but to create a company that would stand out among the competition with its quality of services and become a well-known name on the market. 

There were many decisions made on the way. Switching from custom software development to creating our own products was an important step, and of course entering the iGaming industry played a crucial role. We didn’t just create a quality software platform, but developed our own White Label Solution, a unique service at that time. It brought us our first clients, casino operators, and some of them became key players in the market and  contributed greatly to our mutual success.

Integrating cryptocurrencies into our software was another important decision and a turning point in the history of SOFTSWISS. We were the first company to offer a Crypto Casino Solution to the market. Becoming a pioneer in crypto gaming, we took a special place in the industry and made it a large part of our current business. 

Launching various microservices and developing them into separate brands was a series of right decisions, too. Now we have such successful products, as a game studio, game aggregator, affiliate system, and payment provider, all functioning as standalone solutions and contributing to the brand’s overall success. 

Finally, partnering with people who have been beside me in good and bad times, working with me on the most challenging tasks and showing their trust has definitely helped to lead the company to where we are now. 

You have mentioned many times in interviews that you have a degree in economics but not IT, nevertheless, you have managed to build one of the most innovative companies in the online gambling industry. In your experience, in order to create a successful and, most importantly, in-demand product, which background is more important?

Although economics and management were in focus during my university years, computer science and programming were also there. It’s been my long standing passion. When I was at school, I sold my piano to purchase my first computer and learn the basics of programming on my own. This passion played an important role in choosing what business to do and helped me make many useful contacts among technical gurus. However, to lead a company to success, it was more important to have a business vision. You need to have an understanding of how to organise people and establish effective working processes. The knowledge of economics and management is very helpful here, but it’s also about personal qualities, such as the ability to take risks, evaluate partnerships and pursue business ideas which you believe are worth pursuing.

What obstacles have you faced during the creation and development of SOFTSWISS? Tell us about the most difficult personal and professional challenges you have had to overcome. 

Entering the iGaming market was a risky idea on its own, as our team had no prior experience in this area and we were almost unaware of how complex it was. The conclusion I made was that ignorance is bliss as it keeps us connected to real-time challenges and helps tackle problems fearlessly. I learned all aspects of the industry from scratch, from the principles and requirements of gambling jurisdictions to the technical details of casino payment processing, to the peculiarities of the local gaming markets and player preferencences. It was my biggest personal challenge, but acquiring this knowledge has made the most positive impact on business.

Another challenge I faced several times in the company’s history was managing partnerships. When you grow big and do successful business, you become very noticeable and people start thinking about how they can become part of your success. Some of them are really eager to contribute their knowledge and/or money and establish a fair and mutually beneficial relationship, but unfortunately that’s not always the case. Others just want to jump in and take advantage of the company without any real contribution. I’ve had several negative experiences with unscrupulous partners who have had a destructive impact on the business, but we managed to overcome it. In the end, it made all of us stronger and taught us to be more picky when it comes to investment and partnership offers. 

Having achieved success, it is sometimes difficult to maintain the same rhythm and not be tempted to relax and reap the rewards of your work. Where do you find points of growth and motivation to develop yourself? 

I have several sources of motivation that help me stay tuned. First of all, I follow the example of the outstanding people who have reached much bigger success than myself and still haven’t stopped climbing new heights. I’m talking about the leaders of such giants, as Amazon and Google, but there are also people in our industry who I admire. The desire to stay on top of the competition is a strong driving force. iGaming is a fast changing market with new strong players appearing every day and evolving trends. If we stop and relax, it won’t take them long to take our market share. 

The responsibility for the people who work with us, supporting them in their career and providing growth opportunities is another strong driving force for me. They joined SOFTSWISS and shared our corporate goals to become part of the common success, and I’m not allowed to let them down.

Finally, my passion for innovation doesn’t let me stop at where we are. There are so many new areas to explore, both within the iGaming industry and outside of it, and so many new projects to investigate. With the opportunities I have now, I can’t help taking on new technological challenges and investing into innovation. 

What was your approach as a manager towards driving SOFTSWISS to success? Tell us about your managerial principles and practises. Were there any surprising revelations over the several years of managing your own company?

My main approach is staying flexible in all situations. You can’t manage the company of 1,000 people the same way you did when there were just 10. When it all just started, I was interviewing each new candidate myself before making them the final job offer. It was extremely important for me that our employees shared my personal values, that we were on the same page. It hasn’t changed much and I’m still worried about sharing the corporate culture, but I already can’t interview each employee. So I make sure that the C-level management are the people I trust, and it’s their responsibility now to communicate the corporate culture to others.

I’m also a big supporter of the agile approach and at SOFTSWISS we try to organise our  daily routine according to agile practices. From the very beginning, even before I knew what agile meant, I intuitively understood that people were our biggest asset and tried to empower each employee to take decisions and act quickly. Now, with over 1,000 employees and with our industry changing so quickly, I know it’s the only way to stay competitive. So I trust people and motivate them to take the responsibility by showing how unlimited their growth opportunities are. I noticed that when people get an opportunity to participate in the company’s profit, it’s a much better motivation than a high salary on its own. So we try to empower everyone to become part of the common success story.

Talking about the personal part of the subject, does managing such a company leave time for your personal life? 

Finding a balance between work and life is just a myth, I think. It’s a never ending battle. However, practice makes perfect, and I think I found some tricks that help me combine both so that neither suffers too much.  I used to have some difficulties with delegating responsibility, trying to accomplish all tasks on my own quickly rather than explaining it to somebody and facing unfulfilled expectations afterwards. I’ve worked on it and noticed that wise delegation saves so much time. I concentrate on the strategically important things now and let people I trust do other tasks. 

Setting priorities is also important. For me, health is the top priority and sport is the only way to stay healthy. I do boxing and it keeps me sane both physically and mentally. Combined with the Russian sauna, it gives amazing results. Also, I never miss an opportunity to build new neural connections in my brain by learning something new. My latest achievement is snowboarding. Besides sports, time with family and friends is what makes me feel happy and complete. 

Looking back on the four decades behind you, do you think you have become wiser and now make better decisions from both a managerial and a personal point of view?

I’ve definitely become wiser. Although I’m still demanding a lot from the people I work with, I’m less of a perfectionist today and I don’t expect it from my employees.  As I said before, I’ve become more cautious in choosing partners and going into business relationships. Unfortunately, it’s the effect of some wrong decisions made in the past, but learning from my own mistakes is also an achievement. I still believe that it’s more important to take a risk and make a mistake than not to take a risk and miss a chance. So I can always forgive mistakes but I rarely forgive missed chances.

Finally, where to next? Has turning 40 changed anything? Do you feel just as energetic and motivated as before, looking for further ventures, or do you have other ambitions in mind?

I feel as motivated and energetic as I never did before. Life only starts at 40, doesn’t it? I have the experience, resources and people by my side to pursue new ventures. There are several exciting projects in the pipeline now, both for SOFTSWISS and outside of it. I’ll continue investing in innovation and supporting fresh ideas because this means investing in the future.

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Portrait of a Fraudster Then and Now: How Scammers’ Habits and Tactics Are Changing

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Fraud in the iGaming sector is no longer the work of lone opportunists. Today’s scammers operate in well-organized, tech-savvy networks – quietly exploiting systems that weren’t built to catch them. And as the digital economy grows, so too does the complexity of fraud schemes targeting gaming operators.

Amid this evolving threat landscape, Frogo has emerged as a  company redefining how fraud prevention should work. We spoke with Volodymyr Todurov, CEO at Frogo, to get an inside look at how fraudsters are changing their tactics – and what operators can do to stay ahead.

 

Fraudsters evolve fast – how does your system stay one step ahead without overwhelming teams with false alarms?

Absolutely, the landscape of fraud is constantly shifting and staying ahead requires more than static rules. At Frogo, we’ve developed a dynamic system that adapts in real-time to user behavior and transaction contexts. Our platform learns from both fraudulent and legitimate activities, enabling it to distinguish between the two more effectively. This approach reduces false positives and ensures that our clients’ teams can focus on genuine threats without being bogged down by unnecessary alerts.

 

Can you walk us through a real-world case where your platform uncovered a fraud scheme traditional tools missed?

Absolutely. One notable case involved a large-scale bot attack targeting SMS-based fraud vectors. Initially, our standard device ID-based defenses helped neutralize the first wave of the attack. However, the adversaries quickly adapted, altering their emulation tactics to bypass traditional checks. At that point, conventional methods were no longer sufficient to detect the evolving fraud.

We responded by implementing a dynamic anomaly detection framework. This involved redefining detection signals in real-time using IP intelligence and deep device fingerprint attributes – areas where our proprietary data collection algorithms provided a significant edge. By anchoring detection logic to more granular and resilient signals, we were able to recalibrate thresholds dynamically, ensuring legitimate users weren’t impacted.

The results were decisive: bot attack efficiency dropped sharply from over 80% to just 3.5%.

 

What’s something about fraud detection that most businesses get wrong? And how does Frogo challenge that?

A common pitfall we see is operational rigidity – many businesses rely on static rules and general-purpose triggers that result in high false positive rates. This not only burdens anti-fraud teams with unnecessary manual reviews but also degrades the experience for legitimate users, especially loyal or VIP customers.

For example, it’s typical to see blanket rules like “manually verify all payouts over X euros.” While that may seem prudent, in reality it’s inefficient. It overlooks low-value, high-frequency fraud – such as bonus abuse – and disproportionately flags legitimate high-value players.

At Frogo, we take a different approach. Our system adapts rules dynamically based on customer behavior and segmentation. A trusted VIP user with a long-standing reputation shouldn’t be reviewed multiple times a day. But if a wave of new €5 accounts starts exhibiting bonus-hunting behavior, they should run immediate scrutiny – regardless of transaction size.

By aligning detection logic with behavioral context and player reputation, we reduce noise, increase fraud catch rates, and protect real users from unnecessary friction.

 

How does Frogo automate risk logic without sacrificing the flexibility businesses need to reflect their unique policies and traffic patterns?

At Frogo, we don’t see automation and customization as opposing forces – they operate in different dimensions. Our focus is on automating the customization of risk and scoring policies in a way that respects each client’s specific risk appetite and user behavior.

We achieve this through dynamic triggers. Rather than hardcoding arbitrary rules – like “five failed top-ups per minute equals fraud” – we apply adaptive scoring thresholds that align with real-world usage patterns.. For example, our system might detect that, for a certain payment method and user segment, more than 1.3 failed top-ups per minute is statistically anomalous – because it exceeds the 98th percentile of historical behavior.

But that same trigger adjusts automatically. If the next day a payment provider experiences a technical issue and normal users start retrying more often, the threshold might shift to 2.7. What was anomalous yesterday may no longer be today – and our system adapts accordingly to reflect evolving traffic patterns.

As a result: the clients retain full control over their risk strategy, while Frogo ensures their policies scale efficiently, adapt in real time, and minimize false positives – even in volatile traffic conditions.

 

Beyond detection – how does Frogo help companies investigate and understand fraud at a strategic level?

Detection is just the beginning. Frogo’s graph-based forensic tools and AI models provide a comprehensive view of the relationships between accounts, transactions and behaviors. This allows companies to identify patterns and vulnerabilities that might not be apparent through traditional analysis. Our analytics layer offers insights into trends and forecasts, enabling businesses to understand the broader context of fraudulent activities and make informed strategic decisions to mitigate future risks.

Fraud might be getting smarter, but so are the solutions built to fight it. Platforms like Frogo are helping operators move beyond reactive security measures and into a space of strategic, data-informed defense. In an industry where trust is everything, that shift might just be the difference between staying one step ahead – or falling behind.



Disclaimer:
Frogo’s fraud prevention solutions are developed in full compliance with applicable data protection laws, including GDPR. All behavioural analysis is performed on anonymised or aggregated data, with full transparency and control provided to our clients.

The post Portrait of a Fraudster Then and Now: How Scammers’ Habits and Tactics Are Changing appeared first on European Gaming Industry News.

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Inside the Matrix: A Conversation with EveryMatrix Founders on Europe, Expansion, and Staying Hands-On

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By Maria Emma Arnidou, Event Marketing Director at HIPTHER, for the European Gaming Media

During the recent EveryMatrix Media Day at the company’s opening of their new London office, Co-Founders Ebbe Groes (CEO) and Stian Hornsletten sat down with press to share key insights into their strategic vision. In this exclusive Q&A, we explore their views on the European Market, the evolution of EveryMatrix’s business model, leadership philosophy, and the company’s experience in the ever-evolving U.S. market.

Europe is filled with local heroes. It’s far more fragmented than most people think.

 

You discussed emerging markets in your presentation. What about Europe – is it considered saturated, or are there still areas of growth?

Ebbe Groes: I really don’t think Europe is saturated at all. In fact, big parts of it are still underdeveloped. Take France for example, it doesn’t allow online casino. Germany has effectively banned it. That’s two of Europe’s three largest economies where casino is either outlawed or nearly impossible. So yes, there is still plenty of room for growth.

Stian Hornsletten: And the market is getting more concentrated around a few bigger players, but even then, it’s not as centralized as in the U.S.

Ebbe Groes: Exactly. Europe is filled with local heroes. You won’t find many players dominating across the board. Kindred, Betsson – they’re strong, but when you go country by country and look at market share, the picture is very fragmented. Even with the economies of scale in marketing – say you sponsor a Premier League team – you’re still not getting the full return unless you’re present across multiple markets. That’s what makes Europe so different from the U.S., where a few big players hold all the cards.

We started with a sportsbook. Now we’re building an ecosystem.

 

EveryMatrix today operates across multiple verticals with a deeply diversified portfolio. Was this the vision from the start, or did it evolve as the company grew?

Stian Hornsletten: The vision definitely evolved quickly as we grew. We started with OddsMatrix, a B2B sportsbook product that was meant to be an off-the-shelf, managed solution – something that didn’t exist back then. Within a year, we had already expanded into turnkey and PAM solutions. By 2010–2011, we had launched the CasinoEngine and started specializing in product verticals.

We’ve always been very innovation-driven. We keep developing new products – some of which are still under wraps – and R&D remains one of the most exciting parts of what we do. Today, most of our top 10 clients are turnkey. While we still offer standalone modules, our growth has come from cross-vertical synergy.

 

Despite this scale and complexity, you both remain deeply involved in the company’s day-to-day operations. How do you manage to stay on top of everything across products, people, and processes?

Ebbe Groes: It helps that we’ve been here from the start. I wouldn’t want to be hired into this role now and try to learn everything from scratch – but I’ve had 18 years to absorb it all. We’ve built the company in a way that each vertical operates almost like its own business. For example, the sports division has its own CTO, product team, trading team, and even its own support function. That independence gives us breathing room.

It allows me to focus on high-level strategy, like acquisitions – take FSB, for instance. That required a lot of focus at the start, but eventually it will transition into the core business and require less direct involvement.

Stian Hornsletten: Over the years, we’ve also developed strong planning, reporting, and KPI structures across the business. That consistency makes it easier to monitor everything and integrate new divisions. Whether we open a new office or onboard a new team, we already have the systems in place to support them.

Ebbe Groes: And the same goes for finance and HR. When we opened the London office, the HR team already knew how to handle it – we’d opened three the year before. That kind of maturity allows us to move fast without creating chaos.

“In Europe we have 150 competitors in content; in the U.S., maybe 10.”

 

And what about the U.S. – a market many see as the holy grail of iGaming? What’s your current position there?

Ebbe Groes: To be honest, the U.S. was a tough lesson. We entered hoping to provide a full turnkey solution, but the market didn’t evolve the way we expected. Many well-funded B2C operators pulled out, and that left little demand for companies like us to offer the full stack. We pivoted to focus on one thing: our own gaming content.

Stian Hornsletten: We’re now live in four out of five regulated U.S. states for our own content, and we have agreements with all the major operators. Some new games from SlotMatrix are set to launch by summer, and they’ve already shown strong performance elsewhere – which gives us hope. If we manage to capture even 1–2% market share with our own content, that would already be meaningful.

But it’s been a long and costly process. Every state has its own regulatory requirements, separate hosting, and certification needs. And if one state’s not ready, operators won’t promote your games nationally. It’s frustrating, but it also reduces competition. In Europe we have 150 competitors in content; in the U.S., maybe 10. So if we can endure, there’s long-term potential.

The post Inside the Matrix: A Conversation with EveryMatrix Founders on Europe, Expansion, and Staying Hands-On appeared first on European Gaming Industry News.

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Review Fatigue Is Real: How to Make Casino Comparisons Clear, Honest, and Huma

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Sebastian Jarosch is the founder of Mithrillium Media Ltd, and a very famous figure in the iGaming industry. His contributions to the market have been immensely influential. Jarosch has overlooked several projects relating to the online gambling market, most notably those involving affiliates. Because of his past works, we believe he is uniquely qualified to address the topic of Review Fatigue, that seem to be plaguing the industry right now.

Actions speak louder than words. And Jarosch’s actions have earned him several of the most notable industry awards. Among the most notable are the Casinomeister 2020 Awards for Best Casino Group, the AskGamblers Awards for Best Partner in 2021, and the Affpapa Awards Affiliate Programme of the Year 2022.

Interview Questions:

What is “review fatigue,” and why do you think it’s becoming a growing issue in the iGaming space?

Review fatigue happens when players are faced with repetitive, overly long, or generic content. With so many casinos offering similar bonuses, games, and licensing, users quickly lose interest if every review sounds the same. Many reviews lack real insight and simply list features without context, often sounding too good to be true. As a result, players tend to skim or move on entirely, especially if they’ve already seen the same structure and wording on multiple other sites.

How can overly technical or overly promotional content alienate users instead of helping them?

When content is too technical, it can confuse or intimidate newcomers. Ideally content is educational and written with the player in mind. On the flip side, a sales pitch feels dishonest, especially to experienced players who know what to look for. Users are looking for clarity and guidance, not marketing sugar coated casinos. If a review sounds like it’s trying to sell rather than help, it erodes trust immediately. Players want transparency, real pros and cons, not just buzzwords.

What are the most important things players want to see in a casino comparison, and what can we safely leave out?

Players want to know the promotions, payment methods, withdrawal speeds, licensing, game variety, and reliability of a casino. They also care about things like support quality, KYC, ownership, RTPs, and real player feedback. What they don’t want is generic content that could apply to any casino and offers no real value. Sites like Casino-Groups help players pick the right casinos based on individual preferences.

How do you balance clarity with completeness when writing or designing reviews?

It’s all about prioritizing information and guiding the reader. We aim to answer the most important user questions right at the beginning, often using summary tables to make things easier to digest. More detailed information comes later for those who want to dive deeper. It’s important to avoid walls of text and explain complex terms in plain language. The goal is to give users exactly what they need to know, without bombarding them with unnecessary information.

Do players trust shorter, more digestible content more than long-form reviews today? Why or why not

Shorter content tends to convert better because users find what they’re looking for quickly, without digging through long paragraphs full of filler. Dense, meaningful content with no waste often performs best. A short, clear, and well-structured review can build more trust than a long one filled with fluff. That said, some players do enjoy longer reviews, especially when they’re broken up with visuals, clear sections, and genuinely useful insights.

What role does tone of voice play in making reviews feel more human and less “salesy”?

A review should feel like it’s written by a real person who’s an expert in the field, not by ChatGPT or a salesperson. We use conversational language where possible and speak directly to the user. If something’s bad or a bonus is just average, it needs to be mentioned. That kind of honesty builds far more credibility than flashy design or empty buzzwords.

How do you verify and present information (e.g., licensing, terms, payment speed) in a way that’s both accurate and user-friendly?

We manually verify everything by signing up, testing support, and reading the fine print. We also check licenses through official registries and monitor user feedback on watchdog sites. To present the information clearly, we use tables, lists, screenshots, and both internal and external links to relevant pages. All our reviews follow a consistent format so players know what to expect and can easily find the details they need.

Have you experimented with visual elements like comparison tables, badges, or rating meters to reduce cognitive load?

Pictures speak a thousand words and help break up content into smaller, more digestible sections, reducing review fatigue. We use comparison tables for things like bonus terms, game selection, and payment methods. Every review includes a rating, and we apply badges to highlight our top casinos. This makes it easier for users to compare options at a glance and make smarter decisions with less effort.

What strategies do you use to keep review formats consistent while still personalizing the experience for different user types?

We follow a consistent structure that works well for both SEO and conversions. However, if a specific area needs emphasis or additional context, we’re happy to deviate from our standard format to ensure topical completeness. Some casinos offer unique features that deserve extra attention, and in those cases, we’ll add dedicated sections. The framework is consistent, but we stay flexible where it counts.

Looking ahead, how do you think casino reviews will evolve to meet changing user expectations and attention spans?

We’ll see more interactivity, personalization, and smarter use of data. Reviews could adapt in real time based on user preferences, highlighting crypto options for one user and game selection for another. AI chatbots may help users find the best match and answer questions about a casino instantly. Integration with platforms like Discord or Telegram where players can exchange themselves could also make reviews feel more social and trustworthy. Reviews need to become sharper, more authentic, and more genuinely helpful than ever before.

The post Review Fatigue Is Real: How to Make Casino Comparisons Clear, Honest, and Huma appeared first on Gaming and Gambling Industry in the Americas.

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