Interviews
Scaling Up in iGaming: Strategic Role of Platform Migration with SOFTSWISS
Platform migration has emerged as a critical strategy for operators looking to scale their operations, enter new markets, or address technical shortcomings. In an interview with European Gaming, Vitali Matsukevich, Chief Operational Officer at SOFTSWISS, delves into the intricacies of the migration process, the challenges operators face, and how SOFTSWISS has positioned itself as a leader in ensuring seamless transitions.
What drives operators to consider migrating from one platform to another? Could you explain the key issues they aim to resolve and why migration becomes necessary?
Vitali Matsukevich: The most popular reason is that the current platform no longer meets technical requirements, especially in terms of scalability and reliability. Operators often face issues like handling user loads they are currently experiencing or planning for. This often forces operators to seek a more stable and technically advanced solution to support their business growth. For example, in LatAm, we know of cases where operators face significant challenges due to downtime or unreliable operations. In some cases, this situation becomes unmanageable, and operators realise they need to migrate to a platform like ours, which offers 99.9% uptime and a seamless user experience.
Another reason for migration is the desire to expand to new geographies. For instance, if the current platform is not certified in a particular country, the operator may consider migrating to a platform that already has the necessary certification. While launching a new project on a different platform is an option, it can lead to operational challenges, such as managing two different projects on different platforms, which is not always convenient. In such cases, if the new market is attractive enough, it may be simpler to migrate to a platform that is already certified, obtain the necessary licence, and continue developing the project.
The third reason is dissatisfaction with the current software provider. This could be due to poor communication with business account managers, slow response times, lack of support, or the provider’s failure to implement client feedback. In the case of SOFTSWISS, we not only offer better service – as confirmed by various studies – but prioritise collaborative partnerships. Our partners highly appreciate our flexibility, openness to their suggestions, and commitment to developing the business together.
Moreover, operators who choose platforms used by major industry players benefit from being part of a community and gain access to features requested by those larger brands. For example, when large operators asked for specific product updates, we later rolled them out to all clients, which received positive feedback. We also have a well-structured workflow for managing client requests, where we gather all ideas, suggestions, and comments from our partners, and our product team evaluates which of them will have the most impact.
What specific technical and operational advantages does the SOFTSWISS platform offer to operators who decide to migrate?
Vitali Matsukevich: I would highlight two key advantages: the high technical performance of our platform and the well-established interaction with our partners. Because our partners don’t experience technical difficulties, they can scale their projects without worrying about the technical aspects of their business. Our recent migration case, where we transitioned over a million players to our casino platform and sportsbook within five hours, further confirmed the high technical level of our solution and well-defined migration process.
A unique feature of migration is that after reopening a project post-update, there’s often a surge in user activity, with more people visiting the platform than usual. This contrasts with the gradual user growth seen when launching a new project, where users join the platform over time.
After migration, a large number of users might access the platform simultaneously. To prepare for this, we conducted numerous stress tests before the launch and executed the migration flawlessly. The number of issue reports was even lower than we expected.
What are the main challenges operators may face during migration, and how does SOFTSWISS help minimise these risks?
Vitali Matsukevich: The main challenge is the inevitable player churn. Before the transition, operators conduct extensive information campaigns about technical changes and migration to a new platform, but not all users take the necessary actions to transfer their accounts. On our side, we assist in communication, share experiences from previous migrations, and make the process as easy as possible for users.
Another challenge is that users might notice differences between the two platforms. For example, even if both platforms offer the same types of bonuses, they might be implemented differently or might have other slight differences. In this case, we strive to visually adapt the new platform to resemble the previous software. We also transfer all possible and significant information about players’ gaming preferences, for example.
Overall, this is a complex process. We need to assess which aspects of the previous user experience should be transferred to the new platform. Sometimes, it may also be decided to enhance certain features.
Another important challenge is maintaining SEO rankings so that the project continues to receive stable traffic from this channel. Our experienced specialists help transfer all necessary information, adapt pages, and take other actions to ensure that search engines either don’t notice the difference or even improve the project’s search ranking.
What steps are taken to minimise player churn and ensure their loyalty after migrating to the new platform?
Vitali Matsukevich: An individual strategy is developed for each project and specific user groups. This can include additional email campaigns offering players bonuses or other unique personalised offers during the transition period. This approach helps retain users and makes the migration process as attractive and seamless as possible for them.
What metrics do you use to evaluate the migration success, and how do you measure its impact on the operator’s business?
Vitali Matsukevich: The key metrics we use to evaluate the migration success include the speed, downtime, player retention rate (how many users successfully transitioned to the new platform), and the load on customer support. These metrics allow us to objectively assess how smoothly the migration went and identify any areas that may need improvement in future migrations.
What are SOFTSWISS’ plans for further developing and improving the migration process?
Vitali Matsukevich: After each migration, we refine our current workflow, adding new elements based on the experience gained. We are also actively working on obtaining additional certifications, as we are currently doing in Brazil so that our partners can quickly and seamlessly launch their projects as soon as they have the necessary licence.
How does operator feedback play a role in improving the migration process, and how does SOFTSWISS incorporate their suggestions and feedback?
Vitali Matsukevich: We actively gather feedback from our partners and conduct retrospective discussions within our team. During these meetings, we analyse the metrics and identify any delays or issues. It’s important to note that each migration is a unique project, and while the core steps remain the same, the workflow is always adapted to the specific case. This approach allows us to continuously improve our migration process and ensure successful collaboration with our partners.
Can you provide examples of successful migrations where your approach led to significant improvements for the operator?
Vitali Matsukevich: Yes, one of the most compelling examples of a successful migration is when we transitioned over a million players from a competitor’s platform to the SOFTSWISS Casino Platform and the SOFTSWISS Sportsbook in just five hours. This migration was a significant achievement, showcasing our platform’s technical robustness and our team’s ability to manage complex, large-scale transitions with minimal downtime.
During this process, we meticulously planned and executed the migration to ensure that player accounts, balances, and gaming histories were seamlessly transferred without any data loss.
The post Scaling Up in iGaming: Strategic Role of Platform Migration with SOFTSWISS appeared first on European Gaming Industry News.
Gaming Rewards Group
Behind Rubystone’s Rise: How PeakPlay is Set to Shake Up the Social Gaming Market
Can you give us a brief introduction to Rubystone?
Rubystone is a California-based provider of captivating, free-to-play social gameplay sites, powered by promotional sweepstakes, for the US and Canadian markets. PeakPlay, our flagship brand, is gearing up to launch in over 40 states and Canada, with the intention of shaking up the social sweepstakes industry and quickly establishing itself as a major player.
Our B2C brands lead with a player-centric focus, emphasizing the combination of responsible social gameplay with AAA content and exciting mobile gaming experiences.
In addition to our consumer brands, Rubystone also manages Scion, our B2B platform. This sets us apart by offering third-party brands a gateway into the US market with full compliance and access to premium content. The US audience is one of the most coveted in the world, and we provide operators with a distinctive opportunity to tap into this market, presenting significant growth possibilities for the right partners.
Can you tell us about Rubystone’s background, as well as your own background in the industry?
Rubystone has its roots on the other side of the Pacific in Christchurch, New Zealand. Gaming Rewards Group (GRG), our parent company, established the company to take over US operations, initially launched under their Ruby Play Network banner.
Rubystone and GRG believe firmly in the power of games to connect players and provide enthralling and exciting experiences.
My professional background includes working in and around the gaming industry for nearly two decades. I was SVP of Games & Marketing at Game Play Network and b spot, driving innovation in online horseracing for a decade. Before that, I was Senior Producer on the ABC gameshow Duel, a producer on The Real Deal, an interactive gambling show at the Venetian, adapted Deal or No Deal into an interactive real money stage show for cruise lines, and have launched more than 85 game titles, including some 70 real-money games and 15 apps.
My passion lies in bringing the company’s gaming visions to life, and Rubystone allows me to do that by leveraging all of my skills. I embarked on my journey with the company in early 2024. I strongly believe that together, we can revolutionize the social gameplay scene in the US and Canada in a manner that has never been seen before.
What inspired the foundation of Rubystone as the US-based counterpart for New Zealand’s Ruby Play Network?
The founders of GRG recognized the immense potential in the US social gaming market and were determined to tap into it as quickly as possible.
They believe their capabilities set them apart from other operators in the region. Establishing a strong presence on American soil and gaining a deep understanding of the market are vital components of their strategy. With a dedicated US team in place, they are poised to launch and eagerly anticipate partnering with established brands to shake up the North American social gaming and sweepstakes market.
Can you explain Rubystone’s core mission?
Our goal is simple: we aim to transform the social gaming scene in the US and Canada by offering players compelling brands that prioritize responsible social gameplay and place players’ interests first. This strategy involves two key components. Our consumer-facing websites will boast top-tier content from leading industry names, ensuring our players can access the latest and most exciting online casino offerings while providing top tier responsible gameplay support and fully compliant operations.
The second component is our Scion Rewarded Gameplay Platform. We envision opening up the US market to global brands, allowing them to captivate audiences with highly engaging content. We aim to foster innovation and empower brands to access the US market through a fully legal avenue. Through our full featured platform and trained live operations teams, brands gain entry to over 40 states and Canada, offering significant growth opportunities for all parties involved.
In an increasingly competitive sweepstakes market, how will Rubystone differentiate itself from its competitors?
The social games and sweepstakes market is insanely competitive, but we are well-positioned to tackle this. Our strategy pairs the expertise of our dedicated US-based management team with the innovation, proficiency and development strength of our New Zealand team. This approach positions us to enter the market aggressively and swiftly establish ourselves as key players.
One of our most powerful market differentiators is our Scion platform, built to run fully compliant operations in over 40 US states and all of Canada. This unique platform enables us to introduce new brands for various third-party partners, including those familiar with the US market but previously unable to launch here. Our capability to not only provide a platform, but run full white-glove live live operations for multiple brands gives us a unique market position.
What changes do you foresee for the social casino and sweepstakes industry’s future, and how is Rubystone positioned to handle them?
Right now, everybody is looking to grab a slice of the social sweepstakes pie. A whole wave of new entrants is competing to get into the market, and this will present a lot of challenges. Of course, the cream always rises to the top, and we are extremely confident we will do that.
Our experience in the industry and the powerful capabilities of the team backing us ensure we will be able to stay ahead of other operations as competition increases and user acquisition costs rise. We have access to AAA gaming content, industry-leading partners, and marketing channels many operators will struggle to get.
Rubystone’s plan is to establish itself quickly as a leading platform in the US market, integrating the best games and gamification tools on the market, some of which have never been launched in the US before. This, combined with strong marketing across a diverse range of platforms, will help us position ourselves strongly.
Right now, the social games and sweeps industry is under intense scrutiny, both from outside and within. However, skill gaming and fantasy sports have both come under similar pressure and have endured, and I see no reason why the outcome will be any different for social games and sweeps.
What are the long-term goals for Rubystone?
We are an extremely ambitious team at Rubystone, and we have laid out detailed plans for how we plan to succeed and where we plan to go in the coming years. Firstly, though, we must establish ourselves as a strong presence in the US and Canadian markets.
PeakPlay, our leading B2C brand, will play a major role in the early days of our journey, and we will utilize our extensive marketing capabilities to help establish it as a leading brand. We also want to set an example with responsible social gameplay and fully compliant operations.
2025 will be all about continuing that expansion and onboarding a handful of brands onto our Scion platform. We want to provide brands with an exciting and compliant route into the US market. There is also the possibility of working alongside brands in other sectors that may be considering the social games and sweeps market as a revenue stream but do not have the tools or industry knowledge to do so.
Our goal is to establish ourselves as an industry powerhouse and help power a new era for social gameplay in North America. Of course, we’re not going to give away all our secrets, but you can trust me when I say there are plenty of surprises and excitement in store.
Safety and compliance are at the core of everything the company does. Can you tell us a little bit more about how the company will continue to tackle the US’s increasingly complex regulatory landscape?
The social gaming market is crowded right now, and getting more crowded. The potential of the market may draw competitors who are less concerned about compliant operations. Despite the competition, we remain confident in our ability to stand out by prioritizing compliance and safety in everything we do. We’re not running fast and loose. We are here to stay. We’re setting up our operations to compete with the top players. With close collaboration between GRG’s core team in New Zealand, and our experienced US legal team, we ensure not only adherence to existing regulatory standards, but that we are prepared to adapt to new requirements as regulations evolve.
From our customers’ perspective, our commitment to their well-being will be evident in the comprehensive responsible social gameplay measures we implement. Our sites will provide players with access to a wide range of educational tools and resources, including time-outs, purchase limits, and self-exclusion. Our customer support teams will also be on hand to help players who feel they need access to further resources or support.
Can you give us more information about the company’s B2B platform and your future plans for it?
The Scion Rewarded Gameplay Platform is a cutting-edge social gameplay platform set to light up the industry in the US and Canada. This comprehensive platform offers both a full-featured-gameplay platform and comprehensive live operations support for third-party partners, ensuring a secure and compliant entry into the market with the potential for rapid growth.
Scion serves as a complete solution for our partners. It’s much more than a basic Player Account Management system. It encompasses branded website development, game acquisition and management, legal compliance, payment processing, player communications and engagement strategies, tools for responsible social gameplay, top-notch customer support, VIP programs, and much more. Whatever our partners require, the Scion platform delivers.
Everybody wants to enter the US market right now, and we have the capabilities to help the right brands do so.
Interviews
Exclusive interview with WA. Technology: LatAm’s most established iGaming solutions provider
Offering a level of expertise that few can match in LatAm, WA.Technology has firmly entrenched itself as one of the continent’s most sought-after providers. In our latest exclusive interview, we speak with WA.Technology’s Axel Antillon, Regional Director LatAm, to get the latest on market developments, as well as the level of in-depth personalization required for operators to become a true winner with local players.
For those that might not be overly familiar with WA. Technology, can you give us a brief introduction of who you are as a company?
Of course! WA. Technology is by far one of LatAm’s most established providers, with an incredibly long history of success on the continent. With our team’s 20+ years of experience here, it’s safe to say that we are now viewed as one of the “go-to” providers for the full spectrum of iGaming solutions required for any operator to be a true market leader. Our years of experience have allowed us to become fully entrenched with some of LatAm’s biggest operators and have a thorough understanding of the unique dynamics within each market.
We’re very fortunate that our team consists of top-level professionals across just about all LatAm’s major markets, each of whom have extensive experience in the B2B gambling space. This is something that I believe puts us in an incredibly strong position to not only understand the unique demands of each country, but also allows us to offer the best possible turnkey solutions for our partners across the region. Our long history of success and localised delivery here is a testament to that.
Costa Rica and Mexico are two of WA. Technology’s first LatAm markets. How important have these two been for your journey on the continent?
Costa Rica is ultimately where our journey started. But it is actually Mexico which has proved to be our major platform for expansion in the early years of WA. Technology. And there are a number of reasons for that.
It goes without saying that sports, and particularly gambling, are very much ingrained into Mexican culture. The market has been regulated since 1947, meaning that players are well-versed in gambling products – they know what they like, what they don’t like, and what they expect from operators. From an operator perspective, this ultimately means you don’t have to spend time educating bettors on the different types of products available to them.
If you look at the market’s projections over the next five years, revenue is expected to hit $3.09bn (USD) by 2029, which is very promising. Data from Zendesk Consultancy also suggests that 4.2/10 Mexicans regularly take part in gambling activities – if you compare this to the wider Latin American region, the average is 3.5. This shows just how popular gambling is across Mexico.
The market proved to be a fantastic platform for our expansion further south, with major successes in Brazil and Ecuador following soon after. Peru and Colombia will definitely be next for us – but more on that later.
Given you’re now one of the continent’s most sought-after providers, what’s your current take on market trends and growth outside of Brazil? Which countries offer the best examples of regulation done correctly?
If we start with Mexico, we have seen high volumes of activity across both lottery and casino. Both verticals have proved to be incredibly popular with players. Another trend we have noticed is the increasing adoption of mobile. Of course, this has always been prevalent in the major cities – but that’s now expanding to rural areas at pace, and we’re capitalising on this trend majorly as the balance shifts from retail. Of course, this preference for technology-first experiences makes Mexico an incredibly attractive proposition for operators – and one that we’re leading the way on.
In Peru, the younger, tech-savvier audience is also showing a strong preference for mobile betting compared to retail and desktop. That’s an interesting insight for us given the previous dominance of retail, but that’s changing fast. Looking at demographics, the market also has a fast-growing middle-class which is growing year-on-year, many of whom are not only familiar with the range of betting products at their disposal but also enjoy traditional sports, casino and esports, making this a great market for anyone looking to expand their Latin American footprint.
From a B2B perspective, Peru’s regulatory framework is also very favourable, – and we really commend the government’s regulatory authorities. Introduced in 2023, the legislation gives a solid base for people to invest in the market and for operators to enter and paves the way for a successful long-term operation.
Ecuador’s regulation is again very conducive to good business. The liberal approach allows operators to offer a vast range of betting products, which has really diminished the black market, where players cannot be protected. While the country has flown under the radar for many, it’s definitely one to watch.
Next up is Colombia, which was the first market to regulate in Latin America and has undergone tremendous growth since online was regulated by ColJuegos in 2016. The richness of its festive culture, alongside the acceptance of gambling, makes it arguably a shining example of a market done right. Colombia is a country already accustomed to bingo and lotteries, but still with a lot of growth projection on the strategic level. Live casino is also becoming particularly popular here – with ColJuegos estimating that it was already taking 8% of the market back in 2023.
Peru and Mexico have both been incredibly popular markets in the news recently. What would you say are your main USPs here?
In Mexico, one of our offices is located in Reforma – an area that is very central in Mexico City. Our legal team for this market has extensive knowledge of the local regulations and are able to help operators to obtain a licence from Secretaría de Gobernación (The Ministry of Interior).
We are also able to support our partners when it comes to integrations, including payment gateways, which really sets us apart from the crowd. In addition, we belong to AIEJA, the Gambling Association in Mexico, which helps connect operators to various different suppliers. On top of that, we also have a deep understanding of player preferences and the culture. We know how to reach new audiences; what players want and how best to achieve that too. Localisation is key to our strategy in every LatAm market, and Mexico is no exception.
In Peru, we are currently in the process of receiving our certifications. We are about to conclude the vendor registration, which is expected very soon, which will open the doors for new growth at WA. Technology.
This market has been on our radar for many years now. We have been researching it extensively to fully understand how we can gain a competitive edge and how we can best serve our partners. From an operator perspective, this market is high on the agenda for many domestic and international companies already – in fact, the regulator received 145 licence applications during the pre-registration phase alone!
Peru’s gaming industry has also been growing at a double-digit rate over the last five years, with casino leading the way, followed by sports betting and lottery. Market data suggests that revenue for the country’s online gambling markets could hit US$314.8m this year, with that figure expected to grow to $403.5m by 2028. If the market continues to grow at this pace, the opportunity for WA. Technology will be huge!
It’s safe to say that Peru will undoubtedly be one of our main target markets over the next few years alongside Brazil and Colombia, where we’re also in the process of gaining certification. We’re very excited to see what these markets hold for us!
And what are your USPs for both Ecuador and Costa Rica – given we see less media attention on these markets?
In a word, localisation. This is absolutely essential for any market, but particularly in Latin America where each individual jurisdiction is so unique.
In both Costa Rica and Ecuador, we have been closely monitoring regulatory developments and changes in player behaviours – research that has allowed us to support our own commercial initiatives and help shape our future partnerships with operators in the market. We also offer localised payment solutions, which is incredibly important. There’s not much point in offering a product if your players can’t deposit or withdraw their winnings, right?
We also offer bespoke betting markets for operators across both of these markets. I don’t just mean tweaking the language to suit the local dialect. We provide everything that operators need to engage with players across these markets – be it markets on local football leagues, or products tailored to sports that are popular within that particular market.
This goes beyond sports betting too. On the casino side, we offer a tailor-made solution to operators so they can effectively meet the needs of their player base. Casino games that might be popular in Mexico might not gain the same traction in Costa Rica, for example. Again, this is really where the retail heritage comes into play – and it’s absolutely essential to understand how the unique retail legacy in each market has shaped slot preferences for each country. In a competitive environment of fine margins, edges like these mean we can provide the tools for our operator partners to quickly gain an edge.
Speaking of player preferences, we’ve seen a shift towards the online space in recent years. How do you keep up with changing trends?
As we’ve already covered, you have to remember that many of these markets started off solely focused on the brick-and-mortar space. Players would visit casinos and betting shops, and that’s how they engaged with gambling since the 1990s. Now, however, we have a mix of both online and retail with many of the land-based players now transitioning away from the more social-based area of retail to mobile betting that players can enjoy from home, on the commute or anywhere in between.
To capitalize on this, and after extensive research into what these players enjoyed from their land-based experiences, we asked our casino team to integrate our brick-and-mortar offer into the online space. This has worked incredibly well because it allows players to recognise their favourite products and games and enjoy them from the comfort of their own home.
Last but not least, as a major takeaway for our readers – how can we showcase that you are the best provider when it comes to understanding the market?
We have already touched upon localisation, as that’s a major point for us that no outside platform provider can match. We are demonstrating this by offering local currencies, payment service providers, languages, local betting markets and even the creation of “specials” – betting markets that have been developed particularly for one jurisdiction. For example, we have our own dedicated teams and models to price up the likes of Mexican wrestling, the famous “luchadores” – which again, very few outsiders can match in detail like us!
It also goes without saying that our WA.Platform is also the most comprehensive, solid platform that is available to any operator looking to make a name for themselves on the continent. We offer both scalable and customisable solutions, meaning that operators can continue to drive future growth as they continue to expand their international footprint.
Graeme Savill, the Account Management Team Lead at Gaming Corps, sits down with us to talk everything social gaming, including the rise of gamification, how to engage players through tournaments, the future of social gaming, and more.
Building communities of players has become a popular trend over the last 18 months, with players demanding a much more social-led experience. Why do you think this is?
I believe the increased demand for social-led experiences is driven by the broader social shift towards connectivity, which is a result of the influence of social media and online communities. Players, especially Gen Z players, crave authentic experiences, and as such, casinos are seeking more interactive and community-focused ways to capture their interest.
Players want the opportunity to share big wins, compete with friends, and interact with a broader community, and casinos and providers are looking innovative ways to provide that experience.
Crucially, players want to feel like they are part of something and be kept in the loop. Social media is a key part of this, and the online casino industry is learning a lot from these platforms about how to create communities and drive engagement.
In your view, what’s the secret behind creating a more social experience for players? Is it gamification, features like chat functionality and live streaming, or something else?
Several factors are driving the evolution of players’ social experiences. Gamification, for example, plays a key role in bringing out players’ competitive sides while engaging them with new products.
Chat functionality is also crucial; you can’t build a community if players can not talk to one another. It has also allowed players to interact with streamers, influencers, and the casinos themselves.
Finally, streamers can significantly contribute to exposing players to new content and innovations. They hold significant sway within the online gaming communities and are well-respected by players. This level of influence contributes massively to the success of new product launches.
And how is Gaming Corps creating that social experience for players?
Crash games are extremely effective at driving engagement and building communities. The fast-paced action stirs players, and the chat logs quickly become a stream of instant reactions and shared excitement.
We saw this, particularly during the EURO 2024 and Copa America tournaments over the summer. Likeminded football fans engaged with one another while playing Football Freestyler, and Samba Soccer, helping to build a community of players who played and engaged with each other throughout the tournaments.
Likewise, using live streamers has helped build communities and increase engagement in several of our games, with Piggy Smash and Snoop’s High Rollers being two of the most popular.
Tournaments have become an increasingly popular way to engage with new players. From your experience, are there certain game types that tournaments lend themselves to? And how do you retain those players once a tournament has concluded?
Tournaments are an extremely useful method of retaining customers and upselling to both new and existing customers. I believe these will continue to be a strong tool in the upcoming years, particularly with the rise of network tournaments offering substantial prize pools for participants.
They also attract customers and are an excellent way of promoting community-building and social engagement.
At Gaming Corps, we have positioned ourselves uniquely to capitalize on tournaments as effective promotional tools. Our brand new Smash4Cash
vertical and our crash games have a strong appeal among a new generation of players due to their mobile-friendly accessibility and adaptability to tournament setups.
Retaining players after a tournament concludes is essential for growth. We do this by offering ongoing loyalty programs and rewards. We also need to constantly refresh and enhance our content to ensure that players continue to come back for more.
Do you think this trend of gamification will continue into 2025? Or is it just a passing fashion?
I believe that gamification will continue to be a significant trend well into 2025 and beyond due to its ability to tap into fundamental human desires for achievement, competition, and social interaction.
It will remain at the forefront of our strategy in the coming years as we aim to foster a sense of community around our games and find new and exciting ways to engage with our customers.
Of course, we have to be able to adapt to market localisation and understand that different markets have different requirements. Our products are worldwide, and we want to ensure they are for everyone.
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