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European Gaming Streamers Roundtable

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Reading Time: 11 minutes

 

Participants

Michael Pedersen, CCO at Livespins

Will Barnes, Owner at Hideous Slots

Bryan Upton, Founder at Lucksome

David Mann, Chief Commercial Officer at Swintt

 

There is no question that online slot streaming is enjoying a meteoric rise in popularity? What are you doing to leverage the potential it provides? 

Michael Pedersen, CCO at Livespins

We have launched an entire company with the sole purpose of leveraging the meteoric rise of online slot streaming, Livespins. For a long time, people have been asking if online casino can be social, but you only have to look to Twitch to see that it absolutely can be. To date, there have been more than 280 million hours of streaming footage consumed in the slots category and the chat is on fire. With the hypothesis well and truly proved, we launched Livespins to take this a step further by allowing players to get in on the action by betting behind the streamer and to also offer operators and developers a reputable, compliant platform via which they too can capitalise on the popularity of streaming. We really are going all-in on this as, ultimately, we believe that it is the future of online casino.

Will Barnes, Owner at Hideous Slots

Hideous Slots was always meant to be about community, and the live streams themselves are really at the core of audience engagement. I consider that streaming and video promotion has already overtaken traditional methods of content discovery amongst key demographics. For me, this means using online streaming to achieve the things that would previously have been achieved elsewhere – for example, remembering to lead viewers to your website through streams, comments and Live Chat has now become just as important as traditional SEO. Working with game providers is becoming more common for streamers – as you’ve said, online slot streaming is massively on the rise, and streamers are now proving to be one of the most direct tools in marketing. But we still need to maintain our integrity and the trust of the audience – so commentary on specific products must always fair and balanced.

Bryan Upton, Founder at Lucksome

Not enough would be the honest answer.  We are a small and new studio going through a normal start-up process of improvement, scaling and hitting our rhythm.  I would say that we are building Slots that the streaming community would have an affinity for.  Voodoo Temple, our latest slot has a lot of punch and enough big wins behind it in the first week of launch to have proven that. This is a starting point at least.  Now, for us it’s about getting our games and brand in front of the streamers around the world and letting them do what they do best – play and entertain.  We are just starting to push in this direction and learning how this part of the industry is working.  With this meteoric rise, has come a premium for streamers’ time, and that is something smaller studios like Lucksome would need to understand in terms of return before taking that cost on.  Is there some solid data on this to prove the business case?  It would be great to be able to have those discussions, and how to help the younger, innovative studios into the limelight.

David Mann, Chief Commercial Officer at Swintt

I agree that the popularity of slot streaming is increasing every month. And for us, as a slot supplier, it is very important that the streaming community knows about our game releases so they can share our latest titles with their followers. A good relationship with the streamers that share the same culture and beliefs as the studio is key as this ensures they are aware of new games coming to the market. However, it is also important to release games that are liked by the community that follows the streamers, because ultimately big wins are what are people interested in. So high volatility games with high max wins should definitely be a part of the portfolio of anyone who wants to succeed in gaining visibility for their games among streamers and their audiences.

We are seeing some studios build out their own teams of streamers. What are the pros and cons of doing this? 

Michael Pedersen, CCO at Livespins

I am a great believer in knowing what you are good at and making that your focus. Game studios are great at developing engaging and entertaining slots and that is where they should deploy their resources. They can then partner with streamers or platforms such as Livespins and get in on the action that way. Of course, this means that streamers and streaming platforms need to be driving progress.

The way I see it, live streaming consists of two parts – the technical and the human. Over time, everyone will nail the technology but because there is such a reliance on the human element this is where the real difference will be made. That is why at Livespins we provide our streamers with access to coaches, props, themes, etc and this is something that studios will struggle to do while also ensuring their games continue to top the charts.

Will Barnes, Owner at Hideous Slots

I think the biggest advantage of building your own team is that you’re going to have complete control over the content. Ultimately the engagement will always be with the individuals on screen and I think this might be difficult to manage if things become successful. The danger will always be that people are tuning in for the influencer and not the brand itself. An associated issue is that social media success often involves interaction across platforms and this can be a 24/7 job. Motivating a team to make personalised social media posts, and to be passionate about your product would be a challenge – especially when competing against streamers who are offering this with ease. To really enjoy success, you need to find someone who is not just passionate about entertaining, but also passionate about engaging with the audience, and passionate about the gambling!

Bryan Upton, Founder at Lucksome

The pros are pretty obvious, if you set up something well, you gain influence and the exposure of your games, which all studios, big and small need and want.  It would also create a stream of solid and direct feedback on a segment of the market to allow you to hone your product even more.  The cons, personally I think the truly GREAT streamers are not just the ones that are fun to watch but are also authentic and independent.  Meaning they play everyone’s games, they play the games they love, the games their audience love.  Asking them to play a game they don’t like falls flat on the stream and the watchers feel it.  If you have your own streamer set up, you need to make sure what you’re producing in terms of content is spot on for the community you are serving and your streamers really need play other competitor games as well – otherwise you’ll lose the audience.  I guess another con is scale.  You’ll need a lot of people to tackle those important local markets, Italy, German speaking, Spanish etc etc.  In the same way as a provide you try to push your games all over the world, you would want your reach and influence to match.  I would say that is out of reach for smaller studios and a different business to that of running a game studio.  I think it would be great to see some stronger relationships between streamers and suppliers to produce some great original content and experiences – so there is something to be had there.

David Mann, Chief Commercial Officer at Swintt

I believe studios that build a team of their own streamers lose the legitimacy and trust of the viewers because it is very probable that in-house streamers will not criticise the studios’ games even if they are not up to standard. However, by having your own team of streamers, you a studio can ensure that all of their games are played and see the light of the streaming community. So, there are pros and cons to both, but if studios want to engage and entertain players in an authentic way it is important for streamers to remain independent.

Just how difficult is it to launch streaming channels and build sizable audiences? What are the key challenges faced and how can they be overcome? 

Michael Pedersen, CCO at Livespins

Livespins is a very different beast. We are not an affiliate streamer and we do not depend on building large audiences and a loyal community of fans. This is because we integrate directly with an online casino operator and engage with their existing player base. For affiliate streamers, it is insanely difficult to launch a channel and build a sizeable following, and then also convert that following into paying players at partner online casino brands. That is why Livespins is so innovative – it allows operators to capitalise on the popularity of streaming by offering it to their players and by also letting them bet behind the action taking place across the reels.

Will Barnes, Owner at Hideous Slots

Launching a channel comes with a number of challenges, and the most significant challenge is building an audience. Often, finding those first 20-30 viewers comes quite easily – friends, friends of friends, or those who enjoy the high level of engagement that a smaller stream can provide. Again, once you surpass 150-200 viewers, growth is more consistent, as your content is pushed out by YouTube and Twitch organically. But between 30-150 viewers is a real struggle, and I think the quickest way to overcome this hurdle is to try and offer something a bit different, and to keep trying. Keep showing up, keep offering somewhere for people to join together, and hope that eventually these numbers continue to grow. There’s no shortcut to building huge numbers – it’s about being authentic, and if you have something interesting or unique enough, eventually it will pay off. 

Bryan Upton, Founder at Lucksome

We are seeing this continued trend in European markets of high volatility game play – but we have hit the ceiling in terms of how much we can push this, factors from high exposure to the Operators and squeezing of margins with very harsh, high risk math profiles are, in my opinion, creating the beginnings of player fatigue and burnout and reticence from the industry.  I feel player tastes are settling into a happy medium between the extremes that our industry tends to have an affinity with, with is a good thing.  From our side, we continuously have to avoided falling into the noise of all the other game releases, and having something to talk about directly to players and through influencers I think is key.  We pride ourselves on being more transparent on the games we’re producing and how they work, as we think it is key to attracting the right players to your games.  We keep an eye on new trends in and outside our industry and how we can utilise or jump on them to make better gaming experiences, which is our life blood, as is as adjusting our design processes looking at the new generation of players out there.

David Mann, Chief Commercial Officer at Swintt

This is definitely not the easiest task. You need to be trustworthy, entertaining and stream on a regular basis to gain a sizable audience. But trust is really key here. Viewers follow streamers to see their reactions so during a stream they need to interact with the audience and react to the important moments when they play. Streamers are also trying to help to change the perception of gaming, so it is important to set the key goals when launching a streaming channel. I see it being of huge importance to be a legit streamer and to stay away from adopting the practices of so-called fake streamers.

What tactics are you using to drive growth? Are audience demands changing? If so, how? And what impact is this having on streams? 

Michael Pedersen, CCO at Livespins

Because we are coming at live streaming from a B2B perspective, we are driving growth by integrating with more operators and partnering with more slot providers. Audience demands are changing – no longer are players happy sitting at home just spinning the reels. They want to engage and interact with streamers and other players, and they also want to be involved in a more direct way and that is why we offer the option to bet behind.

The quality of streams is going to have to improve, and that is why we offer our streamers coaching and the tools they need to create entertaining environments. I think we will also see players demand more transparency from streamers and ultimately concerns about responsible marketing and safe gambling will probably lead to regulatory oversight. Of course, this is something that has already been built into the Livespins platform.

Will Barnes, Owner at Hideous Slots

As I’ve said previously, I always try to put a unique spin on any content I produce, which in itself can be difficult when working within a niche category. I recognise that a commonality amongst successful influencers is to share as much as possibly – and so I endeavour to put myself out there, engaging with social media at every opportunity. Over time, the audience changes. You bring in new viewers, and you begin to notice some of the older ones drop off – this is natural, but as a result of a changing audience, sometimes we have to move along with content too. Some months our viewers primarily want to see bonus buys, and at another time there may be a demand in the chat for an exciting new release. What endures is the desire to have a say in the content – taking requests from the chat, so we keep this at all times. There’s no denying this has a huge impact on streams – our bonus hunt streams receive the most engagement, especially in terms of live viewers when we open the bonuses we have saved. Often it’s about weighing up what gets the most viewers against the cost of producing the content, and keeping the majority of viewers happy with the decisions made.

David Mann, Chief Commercial Officer at Swintt

To have your game streamed by popular streamers introduces the game to a much wider audience and can bring potential players, therefore we like to team up with the streamers and run promotions together to reward the players for trying out our games. We believe that by doing this it’s fun for the players, streamers, and ourselves as well. The audience loves to see huge wins but at the same time, it is important to keep bets within a realistic range so the streamer can show their followers that they can hit nice multipliers with affordable bets.

Where is slot streaming ultimately headed? And what role will you/your organisation play in pushing the sector towards its ultimate destination?

Michael Pedersen, CCO at Livespins

I touched on it in the last question, but I believe that affiliate slot streamers are heading into troubled waters. It is only a matter of time before regulators, operators and providers in regulated markets and even Twitch distance themselves from some of the more unsustainable practices that we are unfortunately seeing many affiliates adopt today.

For example, many have their gameplay sponsored in some way, but do not always disclose this to their viewers, essentially misleading their community into thinking their often-lavish lifestyle can be afforded due to gambling winnings, which is not the case.

As affiliate streamers have their income strongly correlated with the size of their community, unfortunately, we often see practices like view botting, very large bet amounts and extreme studio behaviour, often engineered to create virality and subsequently, increase their following.

Again, this is where Livespins comes in. We really do not like what we are seeing right now with affiliate streamers on Twitch, and we do not think that it is a sustainable platform or practice in the long term. Of course, the appetite for streaming content is only going to intensify. Livespins is an alternative to this; it is regulated, and all of the streaming and betting is taking place inside a licensed entity. We are also leaving unsustainably large bet amounts behind.

Ultimately, the experience that we offer means that we don’t need to wager irresponsibly to create viral videos that engage audiences and allow us to monetise.

Will Barnes, Owner at Hideous Slots

As time goes on and streaming continues to build in popularity, I think we will only see growth and diversification within video promotion. Even outside of slot streaming, influencers are leading the charge in marketing. Long gone are the days of radio or television advertising driving the majority of sales – nowadays, the endorsement by a trustworthy influencer, can make a real difference. What’s most interesting about this is that for a person to earn that position of trust, they just have to be well known, even if no one is quite sure why they’re well known. I believe slot streaming will go in the same direction. 

I think we all play a part in this by continuing to build the streaming community, but on a personal level I’d like to play a role in showing viewers that yes, I advertise a product, and yes I am an ‘influencer’, but I take that position of trust seriously. I want my viewers to know that whether they’ve watched me for a week or for three years, I stand by the things that I say, the content I produce, and the products that I advertise, and I think it’s important that anyone involved in the streaming community shares this goal. Streaming will continue to drive marketing, and it’s up to those of us currently involved to decide how we are viewed in this time.

Bryan Upton, Founder at Lucksome

It’s headed to a more interactive experience with the audience becoming more involved with the stream.  New platforms will emerge that will add tools to allow this form of gambling interaction and socialisation.  We are a fast-growing industry that is mainstreaming, and now, therefore, I believe can support this level of community that perhaps before would not have been impossible.  We hope to be a content partner in this, supplying a core part of the experience, but also meaning that we are aware will may need to look at how to adapt our games design in this direction in the future.  Until then we will watch, learn and see where we can add value in what we do best, games.

David Mann, Chief Commercial Officer at Swintt

In my opinion, streaming is undoubtably a very important part of the gaming industry and its future and it will only grow over the coming months and years. I hope that we will see an increase in legit and trustworthy streamers who will help to improve the perception of slots and gaming. Our plan is to release more games that will be liked by the streaming community and to cooperate with the streamers who we believe run their business in the right way.

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Arturs Korolkovs

Arturs Korolkovs on Leading Media 24’s Next Chapter

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To understand the story of Media 24, you really have to understand Arturs’ journey. He was the company’s very first employee, joining at the absolute beginning and helping build the foundation of what the business is today. After several years as Head of Sales, he has now stepped up to lead the entire organization into its next chapter.

In this interview, we’re going to talk about that transition from first employee to CEO. We’ll discuss Arturs’ vision for evolving Media 24 from a traditional affiliate into a modern digital ecosystem, his philosophy on internal leadership and delegation, and how the company is preparing for a massive 2026.

How does coming from a Head of Sales background change the way you view the CEO role compared to someone who might come from a product or tech background?

Coming from sales, you’re always focused on the finish line. A tech person might get caught up in making things perfect or adding features just because they’re cool. I don’t have that luxury. My focus is on things that actually move us forward. I’ve spent years talking to partners and seeing exactly what makes money and what doesn’t.

We’ve had that same philosophy at Media 24 since I started as the first employee. Act fast, check the data, and improve on what works.

Coming from sales also makes me more comfortable with the human side of the business. Being CEO isn’t just about decisions. But also about selling a vision to the team so they actually want to follow you. In sales, if people don’t believe in what you’re saying, you fail. I’m just applying that same logic here.

You were the first employee in Media 24, doing everything yourself. Now that you’re CEO, how do you handle stepping back and letting your team take the lead?

In the early days, If something needed doing, I did it. But you can’t scale a company if you’re making every decision yourself. My job now is to give my team the resources and the space to lead.

We’ve always believed in growing our own talent. For example, we recently promoted our new Head of Growth and our Head of Website Operations from within. Both have been with us for years. They’ve seen the company evolve, and I trust them completely.

I’m not looking for people who always agree with me. I want professionals who understand this business as well as I do, if not better. By promoting from within, I’m surrounding myself with people who have Media 24’s mindset but bring their own expert perspectives. My role now is to clear the path for them so they can build the products that will define our next few years in the industry.

We are seeing constant core updates. How is Media 24 protecting itself against the volatility of organic search?

You can’t ever truly be prepared for a Google update if your entire strategy is based on trying to trick an algorithm. If you spend all your time looking for shortcuts, you’re always going to be chasing the ones who lead.

Last year at Media 24, we took a serious look at our approach and redesigned our product strategy. Today, we aren’t building sites just to rank well. Instead, we’re building platforms that aim to be the undeniable go-to resource for each specific market

That means we’re investing heavily in the things that actually matter to a human being, not just a crawler. We’re re-imagining our content to provide real value, doubling down on UX, and constantly improving the product itself. By focusing on the end-user, search rankings become a byproduct of our quality rather than a lucky break we’re trying to keep.

Affiliates are often seen as “top of funnel.” How is Media 24 trying to own more of the user journey after the initial click?

It’s true that most affiliates stop at the click, but we see that as a missed opportunity. We understand that acquiring a new depositor is always significantly more expensive than retaining an existing one.

We’re moving toward building actual communities around our top platforms. A user might come to us for a specific bonus, but they are likely interested in other offers or new products down the road.

To capture that, we are creating touchpoints beyond just the website. We’re building a presence on social media and other channels where our users actually spend their time. If we can stay in front of the user where it matters, then we aren’t just sending traffic to operators. We’re delivering a much more loyal and valuable player.

There are cases when operators discontinue affiliate programs or cut commission rates. How do you future-proof a business that’s dependent on those relationships?

Unfortunately, that’s just the reality of the industry sometimes. You have to accept that these risks exist. For us, navigating those shifts is part of the process of building long-term relationships. You find out very quickly who your true partners are when things get tough.

That’s exactly why we invest so much time being present. We attend a lot of conferences and industry events throughout the year to meet our partners face-to-face. By staying close to the market and our partners, we can spot the red flags early and focus on the operators who actually value a fair, long-term collaboration.

Is Media 24 looking to diversify away from pure SEO traffic? Are PPC or social media traffic on your 2026 roadmap?

For 2026, our focus is staying on what we do best and what operators actually value most. SEO traffic is still the gold standard for quality in this industry. It takes a massive amount of work and patience to earn those positions, but the quality of that traffic is well worth the effort.

Regarding becoming multi-channel. It’s a conversation we’re having, and we are definitely exploring how to expand our expertise into new niches. But it won’t happen this year. 2026 is a massive year for us because of the World Cup. All our energy, investment, and product innovation are currently funneled into making sure our platforms are the best they can be for that event. We don’t want any distractions right now.

The lines between affiliate, media company, and data business are blurring. Does Media 24 see itself evolving beyond pure affiliate marketing?

I think affiliate marketing is really just a business model. It’s not the whole identity. If you look at the most successful players in our space today, they’ve already become hybrids.

We see ourselves the same way. We are a media company because we employ talented content writers and manage a social media presence. We are a data business because we have to understand user behavior at a very deep level to stay competitive.

The industry has evolved significantly. The best companies have evolved too. At Media 24, we don’t want to be put in a box. We are a digital business that uses an affiliate model to monetize. But our actual value lies in our content, our product, our data, and our ability to reach an audience better than anyone else.

The post Arturs Korolkovs on Leading Media 24’s Next Chapter appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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Arturs Korolkovs

Arturs Korolkovs on Leading Media 24’s Next Chapter

Published

on

arturs-korolkovs-on-leading-media-24’s-next-chapter

To understand the story of Media 24, you really have to understand Arturs’ journey. He was the company’s very first employee, joining at the absolute beginning and helping build the foundation of what the business is today. After several years as Head of Sales, he has now stepped up to lead the entire organization into its next chapter.

In this interview, we’re going to talk about that transition from first employee to CEO. We’ll discuss Arturs’ vision for evolving Media 24 from a traditional affiliate into a modern digital ecosystem, his philosophy on internal leadership and delegation, and how the company is preparing for a massive 2026.

How does coming from a Head of Sales background change the way you view the CEO role compared to someone who might come from a product or tech background?

Coming from sales, you’re always focused on the finish line. A tech person might get caught up in making things perfect or adding features just because they’re cool. I don’t have that luxury. My focus is on things that actually move us forward. I’ve spent years talking to partners and seeing exactly what makes money and what doesn’t.

We’ve had that same philosophy at Media 24 since I started as the first employee. Act fast, check the data, and improve on what works.

Coming from sales also makes me more comfortable with the human side of the business. Being CEO isn’t just about decisions. But also about selling a vision to the team so they actually want to follow you. In sales, if people don’t believe in what you’re saying, you fail. I’m just applying that same logic here.

You were the first employee in Media 24, doing everything yourself. Now that you’re CEO, how do you handle stepping back and letting your team take the lead?

In the early days, If something needed doing, I did it. But you can’t scale a company if you’re making every decision yourself. My job now is to give my team the resources and the space to lead.

We’ve always believed in growing our own talent. For example, we recently promoted our new Head of Growth and our Head of Website Operations from within. Both have been with us for years. They’ve seen the company evolve, and I trust them completely.

I’m not looking for people who always agree with me. I want professionals who understand this business as well as I do, if not better. By promoting from within, I’m surrounding myself with people who have Media 24’s mindset but bring their own expert perspectives. My role now is to clear the path for them so they can build the products that will define our next few years in the industry.

We are seeing constant core updates. How is Media 24 protecting itself against the volatility of organic search?

You can’t ever truly be prepared for a Google update if your entire strategy is based on trying to trick an algorithm. If you spend all your time looking for shortcuts, you’re always going to be chasing the ones who lead.

Last year at Media 24, we took a serious look at our approach and redesigned our product strategy. Today, we aren’t building sites just to rank well. Instead, we’re building platforms that aim to be the undeniable go-to resource for each specific market

That means we’re investing heavily in the things that actually matter to a human being, not just a crawler. We’re re-imagining our content to provide real value, doubling down on UX, and constantly improving the product itself. By focusing on the end-user, search rankings become a byproduct of our quality rather than a lucky break we’re trying to keep.

Affiliates are often seen as “top of funnel.” How is Media 24 trying to own more of the user journey after the initial click?

It’s true that most affiliates stop at the click, but we see that as a missed opportunity. We understand that acquiring a new depositor is always significantly more expensive than retaining an existing one.

We’re moving toward building actual communities around our top platforms. A user might come to us for a specific bonus, but they are likely interested in other offers or new products down the road.

To capture that, we are creating touchpoints beyond just the website. We’re building a presence on social media and other channels where our users actually spend their time. If we can stay in front of the user where it matters, then we aren’t just sending traffic to operators. We’re delivering a much more loyal and valuable player.

There are cases when operators discontinue affiliate programs or cut commission rates. How do you future-proof a business that’s dependent on those relationships?

Unfortunately, that’s just the reality of the industry sometimes. You have to accept that these risks exist. For us, navigating those shifts is part of the process of building long-term relationships. You find out very quickly who your true partners are when things get tough.

That’s exactly why we invest so much time being present. We attend a lot of conferences and industry events throughout the year to meet our partners face-to-face. By staying close to the market and our partners, we can spot the red flags early and focus on the operators who actually value a fair, long-term collaboration.

Is Media 24 looking to diversify away from pure SEO traffic? Are PPC or social media traffic on your 2026 roadmap?

For 2026, our focus is staying on what we do best and what operators actually value most. SEO traffic is still the gold standard for quality in this industry. It takes a massive amount of work and patience to earn those positions, but the quality of that traffic is well worth the effort.

Regarding becoming multi-channel. It’s a conversation we’re having, and we are definitely exploring how to expand our expertise into new niches. But it won’t happen this year. 2026 is a massive year for us because of the World Cup. All our energy, investment, and product innovation are currently funneled into making sure our platforms are the best they can be for that event. We don’t want any distractions right now.

The lines between affiliate, media company, and data business are blurring. Does Media 24 see itself evolving beyond pure affiliate marketing?

I think affiliate marketing is really just a business model. It’s not the whole identity. If you look at the most successful players in our space today, they’ve already become hybrids.

We see ourselves the same way. We are a media company because we employ talented content writers and manage a social media presence. We are a data business because we have to understand user behavior at a very deep level to stay competitive.

The industry has evolved significantly. The best companies have evolved too. At Media 24, we don’t want to be put in a box. We are a digital business that uses an affiliate model to monetize. But our actual value lies in our content, our product, our data, and our ability to reach an audience better than anyone else.

The post Arturs Korolkovs on Leading Media 24’s Next Chapter appeared first on Americas iGaming & Sports Betting News.

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Beyond the Burn: How Systemic Responsibility Drives Long-Term ROI

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In a data-driven era, short-term player extraction is a losing game. Lars Kollind, Business Development Director at VeliTech, discusses the shift from anonymous poker rooms to real-time ecosystems, revealing why the most profitable operators are those who prioritise sustainable player lifecycles over “dark patterns”

 

Lars, you’ve seen the industry evolve from the early poker days to the current platform-led era. What is the biggest difference in how we view ‘the player’ now compared to 20 years ago?

Twenty years ago, the player was largely anonymous and the experience was relatively contained. You logged in, played and the risk was limited to that moment. Today, the player exists in a fully connected, real-time environment where every interaction is tracked, optimised and personalised. The experience is faster, more immersive and much more data-driven.

We’ve moved from simple player activity to managing a full player lifecycle, but that shift changes our responsibility. We’re no longer just offering games, we’re shaping behaviour over time.

In the past, responsible gambling felt like a legal disclaimer at the bottom of a website. Why is that “compliance-first” mindset dangerous for the industry’s long-term growth?

A compliance-first mindset creates a false sense of security. It turns responsibility into a checklist rather than a design principle, and this means you can meet every regulatory requirement and still fail the player. Because the real risks are not in the rules, they’re in the experience itself. The speed of the game, how rewards are structured and how frictionless the journey is all play a much bigger role than a disclaimer or a limit setting screen. If those elements aren’t designed responsibly, compliance alone will not protect the player or the business in the long run.

It seems your belief is that responsibility sits in the systems operators and technology providers build. Can you give a concrete example of how a poorly designed system fails a player, even if the operator has good intentions?

A common failure is when all safeguards sit at the end of the journey. A player can deposit easily, play continuously and only encounter friction once certain thresholds are triggered.

At that point, the system is reacting rather than preventing. Even with good intentions and the right tools in place, the design has already allowed the player to move into a vulnerable position. Responsibility needs to be built earlier in the experience. It has to be part of pacing, visibility and interaction design, not just alerts and limits after the fact.

VeliTech sits at several layers: game provider, aggregator and platform. How does having control over the content (VeliPlay/Heaven of 7) allow you to bake in safety features that a standard platform provider might miss?

What makes our position unique is that we operate across several layers of the ecosystem, so we aren’t just looking at responsibility from one angle. At the content level, you can influence how games are designed and how players experience them. At the aggregation level, you gain visibility across a large volume of games and player behaviour, which allows you to identify patterns that would otherwise go unnoticed. At the platform level, you can enforce decisions consistently across the entire environment. When those layers are connected, responsibility becomes systemic rather than fragmented. It’s no longer dependent on a single tool or intervention but embedded across the full player journey.

When we talk about data in responsible gambling, people often think of spreadsheets. How can we use real-time data to intervene before a player even realises they’re at risk?

Data should not only be used for reporting or analysis after the fact. Its real value is in real-time application. You can detect changes in behaviour as they happen, whether that is increased session intensity or a shift in betting patterns. This allows you to intervene earlier and more intelligently. The goal is not to stop the player, but to guide them before they reach a point where control is lost. That is where data becomes a tool for sustainability rather than just conversion.

There is a tension between thrilling game design (like crash games) and safe gaming. How do you challenge your game designers to create excitement without relying on addictive “dark patterns”?

There is a tension between excitement and responsibility, but it’s also where good design comes in. Engagement does not have to rely on manipulation. Strong game design should be built on transparency and clear player experience, not on mechanisms that push players beyond their intent. If a game depends on speed, confusion or psychological pressure to retain players, it’s not sustainable. The real challenge is to create engaging experiences that respect the player’s control. That’s where long-term value is created.

Operators are often afraid that strict safe gaming tools will hurt their bottom line. With your 20 years of experience, what would you say to a CEO who is worried that responsibility will drive their VIPs elsewhere?

In the short term, it might look that way. But over time, the opposite is true. A player who burns quickly may generate strong revenue initially, but they’re not sustainable. A player who is managed responsibly will stay longer, engage more consistently and provide value over years rather than days. The real question is not whether responsibility reduces revenue, but what kind of revenue you want to build. Sustainable growth always outperforms short-term extraction.

If you could change one thing about how the industry currently discusses responsibility at the regulatory level, what would it be?

The industry still focuses too much on who is responsible instead of how responsibility is implemented. Regulation tends to measure outputs such as limits and disclosures, but it doesn’t always address how systems are designed. That’s where the real impact lies. If the conversation shifts toward system design, including game mechanics, platform architecture and the use of data, we can create a more consistent and meaningful standard across the industry.

The post Beyond the Burn: How Systemic Responsibility Drives Long-Term ROI appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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