Interviews
Roundtable: Keeping games studios competitive
In this panel discussion, we ask four of the leading games studios what direction games studios are heading in and the trends they are keeping on top of in what is a fast-developing space
Panellists:
Vigen Safaryan, CPO, Galaxsys
Danielle Calafato, CCO, Gaming Corps
Anna Vikmane, Director, BETER Live
Julian Borg-Barthet, CCO, Lady Luck Games
How has your content given you cut-through and how has it developed since you first came to market?
Galaxsys: Our content has given us cut-through by offering unique and engaging gaming experiences to our partners. From the moment we entered the market, we have continually invested in research and development to create innovative and high-quality games that appeal to a wide range of players.
Our games are designed with the latest technologies and we also leverage customer data and feedback to refine our games and ensure they meet the evolving preferences of our audience.
Since entering the market, our content has evolved to offer a wider range of games, including crash-type games, turbo games, card games, and new, cutting-edge titles.
Overall, our focus on quality, innovation, and responsible gaming has enabled us to stand out in a competitive market and gain a loyal customer base. By continually investing in our content, we remain committed to delivering exceptional gaming experiences to our players.
GC: We started out in mainstream gaming, although that was some time ago now. We applied for our MGA license in 2019, which was approved in 2020. We then started by making slot games, pivoting briefly to instant win content like Mine and Crash games, where we knew there was a gap in the market and we could be competitive while we looked to bring in more experienced people as part of our longer-term strategy. We also produced table games that allowed customisation, from skin tone options on the 3D hand animation through to customer branding.
With the success of Jet Lucky 2 and Coin Miner, we were then able to action the goal of bringing in new people and had an influx of high-calibre staff who had a wealth of gaming industry experience under the guidance of Alex Lorimer, our Chief Operating Officer. Ultimately, this brought us almost full circle and back to the development of competitive slot development, with what has so far proven to be great results.
BETER: As a new company, we have been able to build our product from the ground up and this has been a huge advantage. It has enabled us to use cutting-edge technologies and the latest code, combined with the team’s incredible knowledge and experience, to build the foundation of our portfolio with core table games such as blackjack and roulette. We have also added innovations and new product verticals such as gameshows to our roadmap. Our strong technical base gives us the platform to do this while ensuring the quality of our games is second to none.
Our recently-launched Gravity Blackjack is a great example of how we have taken a classic live table game and given it the BETER twist. We placed multipliers on side bets to add more intrigue to each round. The player never knows where the desired multiplier will be and can try different combinations of bets to see what their luck will bring them.
LLG: We have always aimed to strike the balance between different while also developing games that players want to play. As a team, we are passionate and imaginative, and have always pushed the envelope when it comes to creativity and not being afraid to try something new. This approach has worked well and the feedback we have received from operators and players has been positive to a degree that we simply did not expect.
Of course, we have evolved a lot since our first game release and each title is better than the last. This is only possible because we listen to the feedback we receive from our partners and their players, and ensure it is implemented across our product roadmap. For example, this has seen us add ‘buy bonus’ options to our latest titles. But part of our job as a developer is to bring new ideas and concepts to the market that take players by surprise, so we are always trying to seek conformity while at the same time trying to break it.
To what extent has seasonal content helped improve your offering and what long-term value do these games offer?
GC: As a supplier, it is imperative we are tuned into current trends and can read into player appetites at any given time. For example, Christmas music works on games in December in countries where it is a celebrated occasion. It’s about tapping into a feeling or emotion and ensuring you have content to fit.
From a studio’s perspective, you’re always looking to serve content when the audience is most receptive; making sure the day and date a game is released is something that is considered with your audience in mind. There are multiple games on offer for special occasions, but fewer than there are general releases, so your competition is arguably lessened. If your content is good, the chances are by having seasonal content, you and your customer can see better rewards over these periods.
BETER: Seasonal content is important and always generates great results – both in terms of acquisition and retention – for operators. For BETER Live, we spent year one of operations being focused on putting the technical foundations in place and producing our portfolio of core live titles. Now we have moved into year two, seasonal content is very much included in our product roadmap. We have worked with a couple of operator partners already to customise tables around certain events. This includes a collaboration with our partners for the World Cup, where we changed the UI on our Top Card title to be all things football fever, with the dealer also encouraged to chat to players about the tournament. It was a huge success for both our partner and BETER LIVE.
It was actually a straightforward project for us to launch. Our cutting-edge platform and tech stack allows us to offer a personalised UI to all operators – even on our network tables – so it was a case of deploying this with Parimatch as well as making a few changes to the studio and of course briefing the dealer. It is certainly something we are now looking to do with more operators, as well as launching seasonal tables and games over the coming months.
Where do you think casino games/live casino can improve and what kind of innovations do you think we will see in this space in the coming years?
Galaxsys: First, I think by incorporating more gamification elements into casino games and live casino, we can increase engagement and loyalty.
Second, VR and AR technologies offer a highly-immersive gaming experience. We expect to see more VR and AR-powered casino games and live casino features.
Then there is social gaming, which is becoming increasingly popular. We are likely to see more social gaming features incorporated into casino games and live casinos.
Finally, responsible gaming is becoming more important, and we anticipate more features and tools introduced to help players manage their gaming habits and promote responsible gaming.
GC: I believe there is finally a consensus from providers and operators that there is real value in offering alternative types of product. When you look at the slots space and put the most innovative product of today next to a game from 15 years ago, how much has truly changed beyond the game aesthetically looking a lot more modern and polished?
If we look at mobile gaming, we can see a big trend over the last five years where social elements are becoming increasingly popular; things like sharing your wins or communicating in a live channel. Live casino has begun to take shape recently to include this, but casino games are only just moving in that direction.
BETER: When it comes to live content, the sky really is not the limit and I think we will see great strides taken with the gameshow format. Of course, such is the scope of what can be done with live content, I think we could ultimately see new formats land in operator lobbies, including live crash games.
LL: The problem with innovation is it always leaves a portion of the market behind. Just because I can afford to play and want to play does not mean I can access a live dealer studio on the go; even in the UK, mobile infrastructure is limited and not consistent. Socially, I want to play on my own terms and that is fast and discreetly on my phone.
Also, disabilities are wide-ranging, and sight impairment is something we need to be aware of, so this means everything should be crystal clear, easy to find, and highly entertaining. This might not be the sort of innovation we often talk about, but for me, it’s just as important as new pay ways, crazy mechanics and big bonuses.
Fast Track, the leading SaaS technology company and CRM provider in the iGaming industry, has unveiled the second instalment of its Inside Out video series.
Titled “Ain’t No Rest for the Wicked” the interview features CEO and Co-founder Simon Lidzén in a candid, behind-the-scenes discussion about the company’s growth, challenges, and vision for the future.
In the 30-minute video, Simon reflects on Fast Track’s nearly ten-year journey: “Success to me is about setting goals and achieving them. This year has been intense, but incredibly rewarding. From scaling Fast Track to launching groundbreaking products like Rewards, we’re just getting started.”
The conversation explores the launch of Rewards, Fast Track’s promotional ecosystem that integrates CRM with gamification to deliver engaging and personalised player experiences. Simon also discusses the company’s rapid global expansion and the challenges of scaling leadership within a fast-growing organisation. Looking ahead to 2025, he highlights Fast Track’s focus on leveraging AI to redefine CRM and customer engagement.
Simon’s reflections also touch on the company’s culture: “Fast Track is built on relentless innovation and a team that thrives on solving challenges. Seeing how much we’ve grown and how far we’ve come makes this journey so exciting.”
For those unfamiliar with Fast Track, the company is a high-growth SaaS leader, known for pioneering the use of AI to deliver personalised experiences to customers. Its software empowers companies to automate marketing and operational workflows, enabling teams to focus on strategy and innovation. Fast Track is reshaping CRM for iGaming, setting a new standard for customer engagement.
Watch the interview here: https://2ly.link/23JyZ
The post Fast Track CEO Shares Honest Reflections in New Interview: Ain’t No Rest for the Wicked appeared first on European Gaming Industry News.
As we enter 2025, what unique opportunities do you see for WA.Technology in the LatAm iGaming market?
The iGaming market in Latin America is experiencing rapid transformation, and this dynamic shift presents considerable opportunities for companies with the right strategy and adaptability.
We are witnessing a shift from informal, semi-professional operations to a growing demand for a formal, structured, and professional gaming industry that can meet the higher expectations emerging from both regulators and consumers.
At WA.Technology, we are perfectly positioned to leverage our extensive local knowledge to achieve just that. Our team has been working across the region for years, from Mexico to Brazil, Colombia, and beyond, which gives us a unique edge in navigating the regulatory complexities and unique behavioural dynamics of this evolving landscape.
This authentic regional understanding not only allows us to stay ahead of market trends but also empowers us to innovate in a way that aligns with global best practices while being sensitive to local cultures, customs, and regulations. As the LatAm gaming market continues to mature, we are ready to support operators in a more structured, regulated, and growth-oriented environment.
How does WA.Technology plan to maintain its progress across the region in 2025?
Our approach to sustained growth in Latin America is driven by the expertise of our team, who bring years of experience from across the region. The team at WA.Technology has collectively worked across a variety of LatAm gaming markets, gaining firsthand knowledge of local regulations and consumer preferences. This wealth of experience enables us to navigate the ever-changing landscape with agility and precision.
As the region continues to evolve, we will continue to integrate global best practices while remaining flexible enough to address the unique needs of each local market. Our strategy at WA.Technology largely focuses on building close relationships with various local stakeholders, refining our offerings based on real-time feedback and ensuring our presence continues to make a long-lasting difference in the region.
We are committed to driving long-term growth, building strong partnerships and providing the best possible value to our clients across Latin America.
For operators looking to enter Latin America in 2025, what are some of the key trends/nuances they need to be aware of? And how is WA.Technology helping them to navigate these?
Entering the Latin American market in 2025 presents a variety of opportunities for growth. However, operators looking to make the most of what this region has to offer must carefully consider local regulations, consumer behaviour, and cultural differences in each country. After all, LatAm is not one homogenous region – each country has its own unique dynamics at play.
Regulatory frameworks continue to evolve rapidly, with each individual regulator in the region setting its own rules, meaning that operators must be highly adaptable and well-prepared for any future legislative changes. But regulations aren’t the only challenge.
Understanding local consumer habits, preferences, and cultural nuances is equally critical to building a successful operation. For example, the products players enjoy in Brazil are likely to be completely different to those favoured by Mexican bettors.
At WA.Technology, we help operators navigate these complexities by offering solutions that are fully compliant with local laws and tailored to meet the diverse needs of Latin American consumers.
We don’t see ourselves as just a technology provider; we want to be a trusted partner, supporting operators in their journey to understand the regulatory environment and local market dynamics, ensuring they’re well-positioned for long-term success.
With Brazil now live, how does WA.Technology plan to gain an edge in what is likely to be a highly competitive market?
Brazil is undoubtedly the flagship market in Latin America, and we’ve been preparing for this moment for some time. With a market of such size and potential, competition is bound to be hard. However, we are confident that our extensive local presence and tailored approach will give us a distinct edge unmatched by any other provider on the market.
We’ve made significant investments in Brazil, building a team that is highly knowledgeable about the local market and deeply embedded in the regulatory landscape. I am proud to say our team has worked extremely hard to ensure we were ready in time for the new regulations in Brazil and that we are in a position now to grow even further in this market as a result. With dedicated local offices, a strong team of regulatory experts and seasoned professionals with operational expertise, we are well-equipped to navigate the complexities of Brazil’s rapidly growing iGaming market.
Our extensive knowledge of the local market and commitment to delivering innovative, market-specific solutions allows us to provide licensed operators with the tools they need to succeed in this competitive space.
How will your approach to Brazil differ from that of the wider LatAm market?
While Brazil is undeniably one of the largest and most significant markets in Latin America, our approach to the region as a whole is both comprehensive and tailored to the unique characteristics of each country.
We recognise that Latin America is a highly diverse and dynamic market where each country presents distinct opportunities, challenges, and regulatory landscapes.
At WA.Technology, we adopt a market-specific strategy across our entire business, ensuring that we provide localised solutions that meet the unique needs of each country while maintaining a strong, responsive presence in all key markets.
Our team brings extensive experience from working in countries such as Argentina, Chile, Peru, Ecuador, Colombia, the Dominican Republic, and Mexico. In fact, we recently expanded our footprint by opening offices in Mexico City, which allows us to stay closely connected to local developments and offer even more tailored support to our partners in this market.
Mexico is particularly important to us in terms of future growth, and we view it as a key focus for WA.Technology alongside Brazil. Our integrated, flexible approach ensures we can remain agile across the entire region, responding effectively to each market’s specific demands while maintaining a cohesive regional strategy.
What are your goals for expanding WA.Technology’s footprint in LatAm over the next 12 months? And how do you plan to achieve these?
Looking ahead to the rest of 2025, our key goals for expanding WA.Technology’s footprint in Latin America is rooted in two fundamental pillars: extensive market knowledge and strong local presence.
As the region evolves at a rapid pace, staying ahead of market shifts requires constant attention. Our strategy is to maintain a physical presence in every major market, fostering relationships with local stakeholders, regulators, and operators. By doing this, we are able to anticipate changes in the wider market and position ourselves as a proactive, solutions-driven partner, ensuring that our partners can retain their competitive edge.
We aim to further solidify our relationships with key players across the region and remain highly engaged in local markets, adapting our solutions in real-time to meet emerging needs.
Our focus on continuous engagement ensures that we’re always in tune with the evolving landscape, positioning WA.Technology to lead the way in driving innovation and delivering value in Latin America.
The post Patricio Molloy: WA.Technology is ready to raise the bar for LatAm in 2025 appeared first on Gaming and Gambling Industry in the Americas.
Tom Walton, Director at technology consultancy, Burendo, shares how operators can achieve sustainable profitability with learnings from other sectors
Operators who are merging and acquiring other businesses, launching new products or even integrating third-party technologies, can find themselves navigating complex internal processes. It is a complex large-scale challenge. Where M&As are commonplace, brand consolidation can be critical when securing sustainable profitability while planning for higher returns in the future. Within the emerging LatAm and US markets, acquisition remains a key focus. A common issue, regardless of geography, is the challenges presented by outdated or fragmented platforms and systems, a major obstacle in the growth trajectory.
In many cases, fundamental changes in how the organisation functions: its people, processes and technology holds the key to better value, higher profits, operational efficiency and reduced risk. By addressing these complexities with proven experience, technology consultants can support operators to be successful in their strategic initiatives.
Agility in competitive markets
To remain competitive in an ever-changing market, operators must move fast and with agility to refine their offering. A constant eye on retention, acquisition and regulatory changes is paramount to avoid financial impact. Despite this risk, research conducted by Accenture in 2022 found that 95% of B2B and B2C C-level executives believe their customers are changing faster than they can change their business, indicating most operators risk falling behind. This poses the question of how this can be supported.
The value of technology consultancies is in enabling businesses to extract greater value from existing resources through a confident understanding of what good looks like. Bringing external ideas gathered through experience, exemplary resources from process to people, can demonstrate what good looks like. More importantly, it shortens the timeline to achieving real goals in the organisation. Being under resourced or lacking the skills needed across these challenges makes it difficult to gain an overarching perspective particularly within a siloed approach.
At Burendo, we leverage more than 40 years of cross-sector experience. We are not only working with some of the biggest operators in betting and gaming, but partner with other highly regulated industries including finance and healthcare. We have helped operators across many initiatives helping them to realise cost savings or increased revenue in a matter of weeks. We pride ourselves in ensuring we leave a lasting positive impact on the culture, enabling our partners to be empowered to carry on our work.
The retention battle
Many operators are too busy with day-to-day tasks or overwhelmed with where to start when it comes to transformation and building a cutting-edge user experience. An example of the gap between capacity and demand is the rising popularity of in-play betting. During live sports, the speed in which players can find and place their bet is critical. Here, streamlined processes that allow for quick innovation will correlate with customer satisfaction, resulting in higher retention rates.
A fresh perspective for lasting change
A successful approach to optimisation requires taking the challenge and viewing it from an experienced and innovative angle. Our partners truly benefit from best practice and valuable lessons derived from other sectors. Through experience we have found that these challenges are not exclusive to betting & gaming and so the ability to apply these learnings drive success.
Managing complex systems and large volumes of data is a common obstacle. By applying these cross-sector principles through working with technology consultants, operators can gain valuable insight into re-engineering platforms and the skills needed, to meet both current and future demands.
Building exceptional, scalable and adaptable architectures ensures that businesses can continue to grow and evolve as the industry changes. This forward-thinking approach positions operators ahead of the curve, meaning they are poised for success in the years to come and have the agility to address any challenges or opportunities that arise.
Creating lasting change requires more than just solving immediate problems. Our goal for our clients is to maintain high levels of efficiency long after an initial transformation is complete. By empowering teams to implement and sustain improvements, operators can maintain continuous growth and unlock growth worth tens of millions of pounds, far outweighing their cost of delivery.
The focus must now shift to building stronger, more Agile organisations that can adapt to changing market conditions. Sustainable efficiency enables operators to optimise time-to-market, improve platform performance, and manage resources more effectively, creating a foundation for long-term growth.
About Burendo
Founded in 2018 and with offices in Leeds and London, Burendo is an award-winning, consultancy delivering stand-out products and services through technology. We partner with organisations to accelerate organisational value delivery and transform customer experiences.
We are pragmatic thinkers and doers who understand the operational world of organisations and customer demands. We work as a partner to give our clients the latest ideas, tools and techniques to deliver effective results that build long-term value.
For more information, you can visit the Burendo website: www.burendo.com
If you have any questions, please contact Kate Smith, Senior Digital Marketing Executive by email: [email protected]
The post Consolidating brands efficiently to achieve high growth appeared first on European Gaming Industry News.
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