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Modern Oracles & Smart Payments: Finrax’s Vision for Blockchain, AI & Beyond

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Finrax steps into the spotlight as the official Lanyards Sponsor at HIPTHER’s MARE BALTICUM Gaming & TECH Summit 2025 in Vilnius, bringing with them a next-gen crypto payment gateway and a bold vision that extends far beyond payments.

We sat down with Konstantinas Balakinas, CEO of Finrax, to discuss the future of AI in finance, the real-world potential of blockchain beyond the buzzwords, and how Finrax plans to bridge fintech innovation with eCommerce and beyond.

 

Konstantinas, thank you for joining us! Can you please introduce yourself to our readers, and share more about your professional background and role in Finrax?

Thank you — it’s a pleasure to be part of this conversation, especially as Finrax steps into a more visible role at this year’s summit.

I’ve been working in the financial industry since 1999, mostly in regulated environments. The bulk of my career has been in consumer finance, where I had the chance to grow several companies from the ground up and eventually guide one through the process of securing a specialized bank license. That experience taught me a lot about how to build resilient financial infrastructure — and how to adapt when the rules, tools, and expectations shift.

My interest in AI came later. I had a first-hand look at its practical impact while working with a Lithuanian EMI that was really leaning into AI-driven operations. That sparked something — and eventually led me to study AI for Business Analytics at Turing College, where I’m currently sharpening both technical and strategic understanding of how AI can reshape financial services.

At Finrax, I serve as CEO and Chair of the Management Board in its Lithuanian entity. Our mission goes beyond crypto payments — we’re focused on building real utility for digital assets in a way that businesses can trust and adopt without friction.

 

How do you see today’s AI solutions? Can they be truly predictive, like “modern oracles”, or are we still in the realm of reactive technology?

AI today is generative AI — especially large language models (LLMs), which have made impressive progress in producing human-like text and anticipating user intent. So in a technical sense, yes — these systems are predictive, but not in the way many assume. What they predict is not the future itself, but the next statistically likely word or phrase based on patterns learned from massive datasets. That creates the appearance of intelligence, but not true comprehension.

This distinction is essential. As Carl Bergstrom and Jevin West explain in The Bullshit Machines, LLMs can sound coherent and authoritative while having no actual grasp of truth. They generate content that feels convincing, regardless of whether it’s accurate or logically sound. That’s not a flaw — it’s how they’re designed.

One should approach these tools with both optimism and caution. Today’s AI still sits within the boundaries of Artificial Narrow Intelligence — excellent at specific tasks like pattern recognition, anomaly detection, and content generation, but still a long way from Artificial General Intelligence, which would reason and adapt like a human across any domain. And Artificial Superintelligence, capable of recursive self-improvement and independent thought, remains firmly theoretical.

So, while we admire the capabilities of today’s generative AI, we don’t mistake fluency for understanding. These are powerful tools — but not oracles. The real challenge is using them responsibly and building systems around them that make sense in the real world.

 

What are some practical ways AI is and could be integrated into Finrax’s crypto payment platform? Are there use cases you’re already exploring or see as promising?

I see three core domains where AI tools offer real practical value — not just for Finrax, but for any fintech building towards efficiency, scale, and regulatory clarity.

The first is internal productivity. AI works well as a personal assistant for employees — helping with everything from drafting emails to summarizing documents or generating code. Off-the-shelf tools like ChatGPT are already useful for this, but their impact depends heavily on how well people know how to prompt them. That’s why custom GPTs are especially promising: they allow us to build tailored assistants with topic-specific knowledge and clear task guidance. For instance, an onboarding specialist might use one to walk through a compliant KYC checklist, while a developer could use another to generate smart contract boilerplate or debug Python scripts.

The second domain is AI agents — and this space is moving fast. These systems handle automated, rule-based workflows, often collaborating with other agents to move tasks along. They’re more constrained than LLMs, but more reliable when used within predefined rules. For a crypto payment platform like ours, agents could eventually assist in payment routing, compliance alerts, or even technical monitoring — anything repetitive that benefits from low-latency automation.

The third area is pattern recognition, where AI’s value is most proven. We see strong potential in using it to support fraud detection and ML/TF screening — not to replace human oversight, but to enhance it. Spotting unusual activity, flagging anomalies, or refining transaction scoring — these are all areas where AI can quietly but meaningfully improve risk management.

That said, we’re also realistic about the limits. With the EU AI Act now on the horizon, every integration has to pass the test of explainability, compliance, and accountability. Any system we deploy will need a clear inventory, GDPR alignment, risk assessment, and, in some cases, staff training. We’re already looking into how these rules will apply — especially as we explore the potential of agent-based systems.

So yes, we’re enthusiastic — but we’re moving deliberately. We’re not building AI from scratch, but we are actively exploring how to apply it in meaningful ways — both internally and within our services. Our business development team is already using tools like ChatGPT in their day-to-day work, and we see real gains in productivity and clarity. That’s the direction we’re leaning into: using AI where it helps people do their jobs better, not just to check a box.

 

Finrax has built a strong reputation for reliability and speed – processing crypto payments in under a minute. What differentiates your platform from other solutions currently available on the market?

Reliability is the real star here. Speed is expected in blockchain-based systems — but combining that speed with stability, predictability, and regulatory clarity is a much harder problem to solve. That’s exactly where Finrax delivers.

We’ve built a platform that doesn’t just move fast — it does so in a way businesses can actually depend on. We offer fixed-rate settlements to remove volatility, giving partners certainty about what they’ll receive. That’s especially important in high-volume environments, where financial precision matters just as much as transaction speed.

Compliance is also baked in. Every transaction goes through full AML/CTF screening, and our onboarding and monitoring standards are designed to meet the expectations of regulated businesses. That’s not a side feature — it’s part of our foundation.

And while many of our clients have international operations, we’re careful to operate only where we’re permitted to do so. With MiCA coming into force, we’re preparing to scale responsibly, aligned with the new rulebook.

So yes, we’re fast — but more importantly, we’re reliable. And in this space, that’s what truly sets us apart.

 

What opportunities do you see in the field of eCommerce for a crypto-first payment provider, and what role could Finrax play in shaping the future of online payments?

Crypto is here to stay — and with that in mind, we’re building the tools to help eCommerce businesses accept crypto as naturally as they would any traditional payment method. Our goal at Finrax is to provide plug-and-play solutions that allow online stores across the EU to accept payments in stablecoins or major cryptocurrencies without having to rethink their entire checkout process.

The opportunity goes beyond retail. We see strong potential in industries like logistics, aviation, luxury, and of course, gaming platforms — areas where cross-border payments, speed, and transparency really matter. That said, everything still depends on how quickly users adopt crypto in their day-to-day transactions.

What gives us optimism is the direction regulation is moving. With MiCA coming into effect in the EU, we’re finally getting a clear rulebook — and that’s exactly what’s needed to build trust. Once customers know that only licensed, properly regulated providers can offer these services, it changes the perception. It brings structure to the market — and with structure comes wider adoption.

At Finrax, we’re preparing for that shift. We don’t just want to be ready for the future of payments — we want to help shape it in a way that’s both efficient and trusted.

 

As the world becomes increasingly automated, how do you see Finrax maintaining a balance between innovation and user-centric service, especially amidst the fast-evolving tech and regulatory landscapes?

Automation, at its core, is about efficiency — but that doesn’t mean we lose sight of the human side. In fact, I’d argue that smart automation should strengthen customer-centricity, not weaken it.

At Finrax, we see automation as a way to free up our people to focus on what actually matters — understanding the client’s real needs, solving problems, and making sure the experience feels consistent and supportive across the board. It also helps us align internal processes more clearly, so that we’re not sending mixed messages to clients. That’s often where customer frustration begins — not with the technology, but with the gaps between systems and people.

Another benefit is the ability to understand customers more precisely. With better data and well-designed workflows, we can respond faster and more accurately, without adding friction.

But none of this can come at the expense of trust. As regulations like MiCA, GDPR, and the EU AI Act begin shaping the environment, it’s clear that automation must be explainable, compliant, and ethically sound. For us, innovation isn’t just about what’s possible — it’s about what’s responsible. And we see that as a competitive advantage, not a constraint.

 

You’ll be joining the panel “Beyond the Hype” at MARE BALTICUM, discussing blockchain and AI applications in finance and governance. What are you most looking forward to sharing with the audience –  and what do you hope to take away from the conversation?

A lot of the hype around AI comes from not really understanding how it works — and I think it’s important to go back to the basics. Most people still assume these systems “know” things. But in reality, large language models are built by training on massive volumes of data — much of it containing human bias, errors, or even outright misinformation. They don’t reason. They predict. They break down language into tokens and map those tokens across hundreds of abstract dimensions — far beyond how we perceive space — then generate output that mimics meaning, even if it’s not grounded in real understanding. But it’s not grounded in fact unless you make it so.

Even the best models will produce an answer to almost anything — even if that answer is fabricated. That’s why we see hallucinations. Unless you know how to prompt properly and critically assess the output, the result might sound confident while being completely off. This is why I always say: at this stage, AI should be seen as an assistant, not an authority. The human must remain in the loop — and at the top.

That said, the future isn’t bleak — it’s exciting, if we use these tools responsibly. One example that stands out to me is what Stripe recently did. They trained an AI model not on words or code, but on tens of billions of payment transactions. The model learned the “language” of money — identifying how payments behave, how fraud patterns look, and what hidden connections exist between different data points. The result? They went from detecting 59% of sophisticated card testing fraud attempts to 97% — almost overnight. That’s not just a technical win — it’s a complete shift in how we think about structured financial data.

So on this panel, I’m hoping to bring two things to the table: first, a grounded reminder that no model is infallible, and second, a practical optimism. AI has the potential to make finance faster, smarter, and safer — but only if we stay thoughtful about how we design, train, and regulate it. Humans should come first — but we don’t need to fear the future if we build it wisely.

 

Meet Konstantinas Balakinas and the Finrax team live at the MARE BALTICUM Gaming & TECH Summit 2025 on 27–28 May in Vilnius.

🔗 Register now to learn more about blockchain-powered finance, crypto innovation, and the real tech shaping tomorrow’s payments.

The post Modern Oracles & Smart Payments: Finrax’s Vision for Blockchain, AI & Beyond appeared first on European Gaming Industry News.

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Lithuania Implements New Restrictions on Gambling Advertising

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Lithuania has implemented new stricter restrictions on gambling advertising.

According to the Gaming Control Authority, the changes are transitional before a full ban on gambling advertising comes into force in 2028. Until then, gambling advertising will be restricted but allowed.

“The aim of the amendments to the Gaming Law is to reduce the accessibility of gambling and the harm it causes to society,” Sandra Vitkevičiūtę, an advisor at the Authority, said.

From July 1, gambling organisers will be able to advertise their names and brands only on their headquarters or gambling venues, while other external advertising is banned. Companies will also be able to advertise their name and trademark on their website.

Only publications dedicated to the gambling business will be allowed to publish information about gambling.

Only betting commercials will be allowed on TV, radio and the internet, but they will be limited to 15 seconds and aired no more than three times an hour between 06:00 and 18:00 and no more than twice an hour between 18:00 and midnight.

Moreover, online betting ads must not be linked to betting websites.

From July, gambling operators can still sponsor sporting events, organisations, sports broadcasts and athletes, as well as cultural or artistic events and their broadcasts.

However, the names of gambling companies can no longer be used in the names of sports clubs or leagues, but they will still be allowed to appear next to the sponsored club or athlete.

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HIPTHER Community Voices: Interview with the CEO and co-founder of Nordcurrent Victoria Trofimova

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In this edition of HIPTHER Community Voices, we talk with Victoria Trofimova, the CEO and co-founder of Nordcurrent, the biggest game studio to come out of Lithuania and the Baltics. Since starting the company in 2002, Victoria has led Nordcurrent from a small team to an international gaming success story — all without external funding.

She shares how key decisions like focusing on mobile games, building a diverse team, and staying true to their creative vision helped shape Nordcurrent’s growth. We also dive into how she’s helping put the Baltics on the global gaming map, supporting young talent, and what advice she has for the next generation of women leaders in tech.

 

Nordcurrent has grown into a Baltic powerhouse since its  founding in 2002. What were some of the pivotal moments that  shaped the studio’s identity and success—especially as a bootstrapped company?

One key moment was our decision to focus fully on mobile gaming early on. That shift, around 2010, allowed us to scale globally with titles like Cooking Fever, which became a long-term success story. Another pivotal step was building and retaining in-house capabilities, from development to marketing, while staying self-funded. Being bootstrapped taught us discipline, resilience, and how to make bold yet thoughtful decisions without external pressure.

 

You’ve scaled a 360-person team across multiple countries.  What have been the biggest challenges—and advantages—of  growing Nordcurrent without external funding?

The biggest challenge has been growth pacing. We had to build sustainably, without shortcuts. But that’s also been our advantage; we’ve kept creative control, built long-term trust with our team, and stayed focused on profitability and product quality. It’s a different rhythm, one that favors deep thinking over hype.

 

Diversity in gaming is still lagging behind. What concrete steps has Nordcurrent taken to drive inclusion, and how do you embed this into studio culture, hiring, and leadership?

We don’t overcomplicate it, we hire the best people who want to build great games with us. We don’t separate or label by gender, background, or title. If someone brings talent, drive, and a collaborative mindset, they belong here. That approach has naturally led to a diverse team, including strong female leadership across departments. We focus on creating an environment where everyone is treated equally, trusted, and heard.

 

You’ve spoken about attracting global talent to Lithuania and the Baltics. What makes the region appealing—and what misconceptions do you often have to overcome when recruiting internationally?

The Baltics offer a great work-life balance, strong tech ecosystems, and a tight-knit creative scene. But we still need to overcome outdated perceptions; for example, that it’s cold, isolated, or lacking opportunity. The truth is, Vilnius and other cities here are dynamic and are increasingly being recognized for innovation.

 

In such a saturated gaming market, how does Nordcurrent approach innovation and stay relevant without falling into trend-chasing?

We listen deeply. To players, to data, and to our instincts. With over two decades of experience, we’ve built a rich internal library of what works, what lasts, and what connects. Innovation for us isn’t about reinventing the wheel every time. It’s about layering insight, emotion, and cultural nuance onto strong foundations. We don’t chase trends, we ask how a game fits into people’s lives. That’s why titles like Airplane Chefs resonate. They’re familiar yet fresh, culturally rich but globally accessible. Years of learning has given us the confidence to trust our gut and the clarity to know when to try something bold.

 

From mobile hits to console and PC publishing—how has your portfolio strategy evolved, and how do you decide what kinds of games to invest in today?

Our mobile success gave us the freedom to diversify. With Nordcurrent Labs, we now publish PC and console games that align with our values: original IP, strong storytelling, and long-tail potential. We look for teams with vision and grit, whether it’s cozy games or narrative-rich adventures.

 

You recently acquired River End Games and the Cinemaware catalog. What’s the strategic thinking behind those moves, and what can players expect from these legacy properties going Forward?

River End Games brings deep narrative talent and AAA craftsmanship, which complements our publishing ambitions. With Cinemaware, we’re reimagining classics for a new generation. These acquisitions aren’t about nostalgia only, they’re about unlocking untapped creative value in ways that feel both respectful and bold.

 

How are you helping to nurture the next generation of game developers in the Baltics, and what role do you think studios should play in education or early talent development?

We take this responsibility seriously. As the largest Lithuania-born game developer, we feel a strong duty to help grow the industry, not just our studio. We actively collaborate with the Lithuanian Game Developers Association, support local game jams, and organize major meetups that bring the community together. Our goal is to make the gaming industry more visible, more accessible, and more appealing, especially to young people who may not yet see it as a real career path.

It’s not just about hiring talent, it’s about helping to create it. We believe studios should take an active role in popularizing the industry, opening doors, and building a future where game development is seen as a creative and respected profession.

 

You’re leading a company that’s rooted in Eastern Europe but competing on a global stage. How do you balance local values with global ambitions?

We don’t see it as a conflict. Our roots give us authenticity and resilience, and these are qualities that resonate globally. We build games that are grounded in strong craft and cultural richness but are universally relatable. Staying true to who we are has been our best strategy for going global.

 

And finally—what advice would you give to aspiring women leaders in tech and gaming who want to break into this industry and rise through the ranks?

Own your voice. You don’t need to fit a mold to lead. Surround yourself with people who challenge and support you. And remember, leadership isn’t just about a title, it’s about taking responsibility, lifting others, and staying curious. Tech and gaming need your perspective, and there’s room for you at the table.

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Betsson Group Rolls Out Its Flagship Offering in Lithuania

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Betsson Group has today launched its flagship brand, Betsson, in Lithuania, marking a new chapter in the Group’s ongoing strategy to unify and elevate its brand presence globally. The rebrand sees the former Betsafe operation transition to the Betsson brand, further strengthening the company’s positioning in regulated markets.

Betsson Group first entered the Lithuanian market in 2016 through the acquisition of TonyBet, which was rebranded as Betsafe the following year. Since then, the brand has gone from strength to strength, establishing itself as one of the leading operators in the country. The transition to Betsson reflects the Group’s ambition to bring even greater consistency, scalability, and brand recognition to its operations across regulated markets. For Lithuanian customers, it ensures the same trusted and seamless gaming experience – now backed by the strength of a globally recognised brand, with expanded resources, international partnerships, and unique fan engagement opportunities.

Jesper Svensson, CEO at Betsson Group, commented, “Lithuania has been an important market for us over the years, and this rebrand is a natural next step in our journey. By aligning our presence in the market under the Betsson brand, we can tap into broader marketing synergies, strengthen our global identity, and continue offering the same great service that our customers know and trust.”

The rebrand reflects Betsson’s ongoing investment in Lithuania, where the company moved into a larger office in Vilnius’ Central Business District just over two years ago. Today, the office is home to around 40 employees working across commercial, payments and support functions.

Over the years, the Group has also built strong local partnerships that demonstrate its commitment to sport. Betsafe is the title sponsor of the Lithuanian Basketball League (Betsafe-LKL), one of the most competitive leagues in the region. The brand also supports both the men’s and women’s Lithuanian national basketball teams, and is a proud sponsor of football club FC Žalgiris.

This brand transition also aligns with Betsson Group’s broader international marketing strategy. The Group is actively investing in high-profile sports sponsorships, including partnerships with Boca Juniors and Racing Club in Argentina, Inter in Italy, Atlético Nacional in Colombia and several other clubs across Europe and Latin America. These global initiatives not only raise brand awareness but also bring added value to local markets like Lithuania through stronger brand recognition and cross-market campaigns.

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