Industry News
Games Global – setting the standard in iGaming
Games Global made an instant impact upon entering the iGaming scene last May, and has seen wonderful growth in its debut year, firmly establishing itself as the pre-eminent supplier in the industry. We sit down with Chief People and Transformation Officer, Leila Goelz, to reflect on the brand’s impressive success so far and the role its people play in the company’s success.
The last year has been nothing short of a whirlwind, and we have gained great momentum as our company has evolved and our team has grown. Our strategic objectives have been ambitious but we have come together to deliver. I couldn’t be prouder of our Globlalites who have truly embraced the values of Games Global with passion and dedication to achieve our vision, To Be The One.
Any business is only as good as its people, and at Games Global, we are privileged to have a diverse team, who are the heartbeat of our company. We constantly seek opportunities to drive an engaging, inclusive, and supportive environment where everyone can bring their best selves to work. We want our people to thrive and be the best they want to be.
We’ve defined who we are as a business and created strong corporate values that resonate with our people to build a culture that everyone can relate to and feel a true sense of belonging. Over a year in and our culture continues to evolve whilst staying true to our values of Authenticity, Boldness, Togetherness and Responsibility.
As a global business, we have carefully created and implemented a range of global policies whilst appreciating the cultural nuances and ways of working within each of our locations and teams. It is not a one size fits all approach. For our business to continue to innovate, evolve, and achieve success we must sustain an environment that fosters diversity, inspires creativity, and breeds innovation.
How the iGaming industry is becoming an interesting proposition
This industry has always been fast paced. This in turn creates exciting job opportunities across the industry with a diverse range of roles requiring unique skill sets. However, we must ensure that we evolve to remain competitive from a talent perspective and the working environment is a key component, as this helps us to underpin the culture we wish to create.
Technology is obviously key in iGaming and to remain ahead of the curve, technology advancement is critical to success. As such, the industry landscape is rich in opportunities for working with the latest technologies and innovations offering exciting career opportunities. The technology space as a whole is highly competitive and is constantly advancing. iGaming is now competing with the wider technology industry; strategies to attract and retain talent have never been more important.
An environment that is engaging, encourages collaboration, fosters innovation, and appeals to our diverse demographic is critical. Our policies and processes need to support a positive working environment, we must take care of the basic needs of our people, have quality technology and tools and our leaders must be empowered and take accountability to support their teams.
To attract the best, we need to provide and be the best. The iGaming industry has in the past led the way in this space, pushing other sectors to up their game in terms of the working culture.
Hiring of talent within our industry is competitive yet despite these challenges we have experienced a headcount growth rate of over 30%. People have joined us from all over the world across a variety of roles and each bring with them great value to our culture and business.
Retaining the best talent comes with great responsibility. Our People Strategy is committed to the support, development and growth of our people and we take this seriously. Over the past 12 months we achieved a promotion rate of 11% in comparison to SHRM’s benchmarking report stating 6% as the average, but there is room for improvement.
We have a robust talent management strategy in place which is continually evolving and for 2023 we have a commitment to increasing our internal hires to ensure we are getting our people ready for the next stage in their career which results in a bigger internal talent pool.
Strong internal and external partnerships
Integrating new studio partners worldwide adds to our collective knowledge base and our content portfolio, which engages a variety of audiences and diversifies our product offering.
There are a number of fundamental factors that we look for in our studio partners. We look for brands that are bold but make decisions backed by data and research. We love innovation and seek out projects that push our imagination and leave a positive mark on the industry.
We want to work with creative and passionate people, who share the same drive as we do in delivering cutting edge content. Authenticity is essential, as we aim to remain true to ourselves, to our ethos, and to each other.
This shared passion and vision allows us to create memorable experiences for players. We are able to boast a catalogue of iconic titles and a constant stream of innovative content that includes the biggest range of jackpot products.
Our diversity is our strength, and it was evident in the quality of work produced and delivered over the past year. We’ve exceeded expectations on multiple fronts and I can’t wait to see how our teams raise the game even further in the coming months.
At Games Global we endeavour to go above and beyond to ensure high-quality products are delivered. We thrive as a team and succeed as one. Together, we achieve. Together, we can Be The One.
Online, on-demand course targets CMOs and senior marketers, with WorldGaming signed as exclusive media partner.
Edge Marketing Institute has launched in the gaming sector with its flagship programme, G.A.M.E (Gaming Advancement in Marketing Excellence), positioned by the company as a dedicated marketing leadership course for B2B gaming.
The company said the programme is designed to help senior marketers develop commercial leadership skills as businesses push marketing teams to contribute more directly to revenue and growth.
Founded by Paul Rees and Gerhard Sagat, Edge Marketing Institute said G.A.M.E consists of 10 senior-level modules covering strategic marketing leadership, positioning, product marketing, sales alignment, go-to-market execution, marketing measurement, brand strategy, and organisational influence.
Paul Rees, Co-Founder of Edge Marketing Institute, said: “Gaming has talented marketers throughout the industry, but too many have been forced to learn senior leadership on the job without structured development or exposure to broader marketing best practice.
“This isn’t a talent problem; it’s a structural one.
“We created Edge Marketing Institute and G.A.M.E to help marketing leaders operate with greater commercial clarity, confidence and influence, so marketing becomes a genuine driver of growth rather than simply a delivery function.”
The programme has launched with the support of WorldGaming as its exclusive media partner. Alex Pratt, Managing Director at WorldGaming, said: “As gaming continues to evolve, the role of marketing is becoming increasingly commercial and strategically important.
“Helping marketing leaders better align marketing with business growth, commercial objectives and long-term industry development is positive for the wider gaming ecosystem, which is why we’re pleased to support the launch of Edge Marketing Institute and G.A.M.E.”
The post Edge Marketing Institute launches G.A.M.E marketing leadership programme for B2B gaming appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
The charity says the rollout targets displaced Syrian communities across Europe as it works toward a partnership with a European regulatory agency.
Gambling harm prevention charity BetBlocker said today it has expanded its service to include support for Syrian Arabic speakers, aiming to improve access for displaced Syrian communities living across Europe.
The organisation said years of conflict have led to large Syrian diaspora communities across neighbouring countries and many European nations. BetBlocker added that immigrant communities can face higher risk of gambling harm, with religious, social, cultural and linguistic barriers reducing engagement with support services.
BetBlocker said the Syrian Arabic rollout was prioritised as part of work towards a partnership with a European regulatory agency, positioning it to support diaspora Syrian communities across Europe.
Founder and Trustee for BetBlocker, Duncan Garvie, said: “I’m always really happy when BetBlocker can line-up priorities for where our work for mature markets also facilitates us extending protections to populations that are under served. Our project to deliver Ukrainian as apart of the Improving Outcomes for Minority Communities fund via GambleAware in the UK was a great example of a project that met the needs of the UK funding system, while concurrently extending the support we could offer to an entirely new project.
This project offers similar opportunities. Where extending our support to Syrian Arabic both allows us to submit a more competitive tender to an EU regulator, whilst simultaneously expanding our support to a country/population that currently has very limited options for people experiencing gambling harm.
BetBlocker’s uptake in Syria is climbing rapidly at the moment, and this new launch should ensure that far more people who need support can access it.”
The post BetBlocker adds Syrian Arabic language support for gambling harm prevention appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Tugi Tark has released a 2026 whitepaper, The economics of AI-powered iGaming customer support, arguing that AI changes the unit economics of player support and can reduce costs compared with human-led operations.
The report cites “verified pricing” of EUR 0.15 per AI-handled ticket. It compares that with fully loaded employer costs for human support in Romania and Bulgaria of EUR 1.73 to EUR 1.88 per ticket. At a “realistic” 70% AI containment rate, the whitepaper claims a blended cost of about EUR 0.67 per ticket, which it describes as roughly a 64% reduction versus a human-only baseline of EUR 1.88.
Tugi Tark says its analysis draws on Eurostat 2024 labour cost data, published research on AI chatbot benchmarks, independent iGaming player behaviour research, and operational data from its own deployments. The company estimates operators can achieve a 55% to 75% reduction in total support expenditure, and argues AI can absorb volume spikes—such as during major sporting events—without additional hiring or training lag.
Harpo Lilja, founder and CEO of TUgi Tark, said: “In 2026, the ‘wait-and-see’ approach to AI is costing operators millions in unnecessary overhead. We aren’t just talking about chatbots; we’re talking about a fundamental shift in the unit economics of player retention.”
The whitepaper also frames customer support as a retention lever, stating that payment issues account for 52% of ticket volume and that slower response times drive churn. It claims a 0.5 percentage point churn reduction could retain an additional 500 players per month for a mid-sized operator, translating to €200,000 in annual revenue based on an assumed €400 Player Lifetime Value. Tugi Tark also claims AI agents average ~7 seconds for first response versus ~60 seconds for human agents, and outlines use cases across Responsible Gambling escalation, KYC/AML workflows, and GDPR-aligned data sovereignty.
The post Tugi Tark whitepaper puts AI iGaming support at €0.15 per ticket appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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