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Digital Chain is a business statement. Iryna Kurochkina, Founder & CEO of DC, on the agency’s rebranding and ambitious plans

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1. So, the first big gaming exhibition of the new decade, ICE London 2020, is here, and so is the crazy surprise: Digital Choo rebranding into Digital Chain! Tell us more about the idea and how long were you planning it. 

The rebranding is a major change, and it came to us really naturally. Over the course of 3 years on the market we’ve developed an interconnected in-house infrastructure of services, won over great global companies as our clients, created many award-winning campaigns, and, in the end, we’ve changed. We have a larger grasp of understanding who we are and what value we present to our clients, partners, the advertising markets, and the world in general. So the aspiration for change came from the inside as a natural desire to match our external image with our internal values, the very essence of DC.

Digital Choo

Digital Chain, ICE London 2020

 

 

 

 

 

 

 

 

 

 

 

 

What is Digital Chain? It is the power to break barriers and go above and beyond in pursuit of the outstanding results. It is intrinsically us — the international marketing agency that commits to using its complex knowledge and services to drive the process of brand establishment for every company that shares the same passion and beliefs with us.

2. Could you elaborate more on the practical implementation of the concept of rebranding?

The most obvious change is our brand identity embodied in all external branding, POS materials, merchandise and so on. However, Digital Chain is much more than visual changes. It is a business statement. It is about our plans, goals, and the services we bring to the market.
Every piece of our new image communicates exactly who we are and what value we carry to the world. Liquid metal is a key element of our renewed style: a symbol of the agency’s strength yet flexibility, the skills and expertise that complement the DNA chains of new strong brands that we help to create. Other new corporate colors add vibrancy to this philosophy, with Stark White to represent fearlessness, absolute freedom of action, purity of thought, the absence of chaos in our work processes, and Rich Black to reflect our passion for exploring the essence and solid, confident steps to conquer the unknown.

We are bold and daring in our aspiration to develop the international community, and this is essentially what the story’s about. In the near future, Digital Chain will connect even more markets all over the world, introducing its services to Asian and African clients. We will also contribute our expertise in niche verticals to the development of markets that have only recently adopted the global practices and undergo gambling legalization. And of course, we are about to expand our client portfolio both in niche and mainstream categories.

3. A general question on rebranding: If you are doing well, why should you rebrand? As they say in the US, “if it ain’t broke, don’t fix it”. Isn’t this the mantra?

Change is the only constant thing in the world. To keep yourself in an old framework when you’ve grown, and become so, so much more, is simply wrong. True freedom comes from being sensitive – first of all, to yourself; from being honest; from accepting who and what you are and bringing the corresponding image into the world with responsibility and good intentions. This is how real difference is made- by being yourself to the fullest. It is exactly the same for businesses as for individuals.

4. A number of big companies have fallen off their hallowed perch in the last decade or so. Kodak, Thomas Cook, Nokia, the list goes on. Changing technologies played a big part in that. Do you think in this era of rapid emergence of disruptive technologies, just rebranding alone can help the companies to flourish? 

In a fast-paced world that we live in today, visionaries and pathfinders set the reality that everyone else is battling to succeed in. So yeah, technological advancement must underlie any other changes, without a doubt!
Watching the global market closely, over some time you start to see the pattern of all sales, mergers, acquisitions – an ever-evolving live organism that aspires to reach its maximum potential. It is important to keep everything connected so if one part changes, the others naturally follow suit as well.

5. Specific to the gaming sector, how should a company go about rebranding? What should be the underlying factors a company should consider before making a decision to rebrand?

This company should answer a nominal question “Why?”. As indicated, one of the lasting trends in the gaming/gambling industry, which is highly relevant in 2020, is market oversaturation. Target audiences have difficult time telling companies apart from each other. You may ask if rebranding is the answer. It could be, but it also could not be the one. It is a combination of factors and external influences that have to be taken into account to decide whether rebranding is truly what a company needs.
During the process, you have to be true to your brand essence, consistent, and… there are really many ingredients to the development of a perfect rebranding. A reliable and proven marketing partner is highly recommended to ensure all the details are perfectly set, and that the new brand really stands out and communicates the right messages in the right tone of voice.

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Play’n GO publishes 2025 Sustainability Report with emissions and governance updates

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Play’n GO has published its 2025 Sustainability Report, framing the year as a milestone as the supplier marks 20 years in the gaming industry. The report covers performance across four pillars—Players, Partners, People and Planet—and positions sustainability as tied to product design, operations, and partner expectations.

On climate reporting, the company said it has “achieved and exceeded” its long-term 90% reduction target for Scope 1 and 2 emissions, and reported a 69% absolute reduction in Scope 3 emissions versus its 2023 base year. Play’n GO also said its total material emissions for 2025 were kept below 500 MTCO2e.

The report also points to a move into land-based delivery. In 2025, Play’n GO said it launched its first land-based gaming solution in partnership with Genting UK, positioning the rollout as part of a “player-first, low-footprint approach” for regulated venues.

On responsible entertainment, the company said it continues to reject game mechanics it believes “compromise player trust or wellbeing,” and highlighted participation in discussions on digital wellbeing and cognitive health, including at the United Nations and G7. “We have always believed that great entertainment should be fun, safe and fair,” said Vanessa Björkbacka, Director of CSR at Play’n GO.

The report also outlines internal development and reporting infrastructure. Play’n GO said 43% of employees engaged in AI-related learning during 2025 and that average training time exceeded seven hours per employee globally. It added that reporting was further aligned to the UN Sustainable Development Goals and World Economic Forum Stakeholder Capitalism Metrics, alongside investment in “secure, AI-supported carbon data management.” “As expectations on transparency and accountability continue to rise, we see it as our responsibility to lead,” Björkbacka added.

The post Play’n GO publishes 2025 Sustainability Report with emissions and governance updates appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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Casino Guru CRC returns $5.3m to players in Q1 2026

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Casino Guru’s Complaint Resolution Center (CRC) published 3,986 complaints in Q1 2026 and says it resolved 1,321 cases, returning $5,304,894 to players during the quarter.

Casino Guru said March was one of the CRC’s most active months on record, with the second-highest number of published complaints to date. The company added that ongoing cases exceeded 1,300, pointing to rising demand for third-party dispute mediation.

By volume, the most active complaint markets were Germany (657), the United Kingdom (270), Canada (240), Italy (207) and Australia (194), according to the CRC update.

Delayed payments remained the most common player-reported issue. Casino Guru also reported a March shift in complaint mix, with self-exclusion-related complaints rising to the second most frequent category for the first time in CRC history. KYC-related issues and blocked accounts were also among the most common complaint types, often linked to withdrawal delays.

Casino Guru said the quarter’s results reflect the increasing role of independent mediation as players look to third-party platforms to resolve disputes.

The post Casino Guru CRC returns $5.3m to players in Q1 2026 appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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RubyPlay launches Firerose studio for operator-specific casino games

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RubyPlay has launched Firerose, a new studio aimed at building operator-specific casino game experiences, as suppliers and operators push for more branded content to stand out in crowded markets.

The company said Firerose is designed to let operators combine RubyPlay’s existing game catalogue with the studio’s technology and creative resources, using operator-led insight to shape games around an operator’s brand identity rather than standardised supplier content.

RubyPlay said Superbet is among the first operators to launch Firerose-powered titles. The supplier did not disclose game names or specific performance figures, but said early results showed “strong engagement metrics”.

Firerose becomes part of RubyPlay’s multi-studio structure alongside Koala Games, Mad Hat Games, Ruby Studio, and Xslots, which the company said share technology, infrastructure and distribution.

Dima Reiderman , Chief Commercial Officer at RubyPlay, said: ”Firerose represents a deliberate shift in how we think about content creation and partnership. The market is no longer driven solely by volume, but by identity. Operators want experiences that feel native to their brand and help them clearly differentiate in increasingly competitive casino environments.”

Dr. Eyal Loz, CPO at RubyPlay, added: “Firerose was created to put the operator’s voice at the centre of the creative process. Every game starts with their brand, their audience and their story, and our role is to bring that to life through the full weight of RubyPlay’s creative capabilities.

“We’re shaping experiences that players immediately associate with the operator itself. That level of ownership is what allows operators to stand out in increasingly crowded casino environments.”

The post RubyPlay launches Firerose studio for operator-specific casino games appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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