Interviews
Exclusive Q&A with Tim Grice, CEO of Connective3
We are going through one of the most difficult times in human history. The Corona virus pandemic has affected all spheres of human lives. The gaming industry is no exception.
How do the best minds of the industry analyze this rapidly evolving situation?
That’s what we want to find out with this exclusive interview with Tim Grice, the chief executive officer of Connective3, a top-notch digital marketing agency in the gaming industry based in the UK.
Here he talks about himself, his company, quick impacts of the COVID-19 outbreak in the industry and, best of all, some insightful advice on how to proceed during these tough times.
Here we go!
Q. First up, an introductory question. Tell us about yourself. Our readers love to hear top entrepreneurs talking about themselves.
A. I’ve been working in digital marketing for 13 years. I started out as a consultant in 2007, mainly working across SEO and PPC. In 2010 I joined Branded3 as Head of Search; there were no more than three people in the digital marketing team when I joined, but in 3 years we managed to grow the business to over £4m in revenue and 60 people.
Branded3 was acquired in 2013 and I took over the role of CEO in 2015, generating revenues of £7.2m and nearly 100 people in the business.
In 2019 I decided to collaborate with the founders of Branded3 and introduce a new agency brand to the mix, connective3. We have gathered together the most talented people I have worked with over a decade and have created a £1m / 20 person business in 6 months. We have huge ambitions and want to grow the business in the UK and internationally over the next 5 years.
Q. How is your business going at this time of Corona-induced turmoil?
A. Like everybody else things have slowed down. No businesses are willing to commit at such an uncertain time. However, we are working remotely very well and are even seeing some growth from our igaming and other online-only clients.
Q. What about affiliate marketing industry performance as a whole in these times? Some sectors in the affiliate world of gaming and gambling industry must be hit hard, right?
A. Any affiliates linked to travel, retail and hospitality are going to struggle immensely as no one is buying. However, we have seen an increased amount of traffic and conversions across igaming (casino/poker/bingo) as well as certain financial products and services. So very mixed, but there is no doubt some serious pain across multiple sectors.
Q. What do you think affiliate marketers in the struggling sectors should do at this stage? Any advice based on your experience?
A. It’s very hard to react as this is such a freak even; however, if possible I would recommend reviewing all content on your site, ensuring it caters to those using ‘online’ in their search queries. We have seen huge growth in ‘online + keyword’ searches across the board, and are reacting with our clients.
I think the whole crisis really spells out the need for businesses to invest in content aimed at the awareness stage of the customer journey, aspirational content to cater to customers who are browsing and wanting information before they make a purchase. Everyone is at home, no one is buying, but people are still looking in preparation for the end of this crisis. Investing in this area will put you in a stronger position when conversions dry up.
Q. Was the affiliate industry prepared to face such a crisis? What kind of course correction do the affiliate companies in the gaming and gambling sector require both in operation and strategies for tackling such a potentially long emergency period?
A. As above, I don’t think there is much that can be done to avoid the declines, only ease the pain. Investing in information-rich content, diversifying products and having international websites is probably going to be the best way to minimise the impact of a pandemic like this.
Q. What are your quick insights into the situation as we go through an ongoing crisis caused by the Corona outbreak? What are the lessons that you learned from this episode? This could be important as many warn us about similar outbreaks in the future.
A. The best piece of advice I can give is to keep your business cash rich. Have enough in the bank to see your business through six months of no revenue. It will still hurt when something like this happens, but it will allow you to navigate through it and give you the funds to invest when the world wakes up. We’re anticipating a huge wave of growth when normality returns and as a business, we want to be in position to take full advantage. Our strategy is very simple, give world class service and support to our clients and use this time to invest in our inbound marketing output.
Q. Which of the sectors in the gambling industry gained as a result of the recent crisis? It would be great if you can provide figures and stats to support your answers.
A. I can’t go into specific details about clients or numbers; however, on a whole we’re seeing quite stable numbers across the businesses we work with. Across casino, poker and bingo we’re seeing on an average a 20% increase in traffic in the UK, and even though sports betting has collapsed, we’ve seen a sharp rise in e-sports. People still want to be able to gamble even though certain products are unavailable.
Q. There is of course a reported surge in customer interest on the igaming betting front. Do you think it is sustainable during the post-crisis stage as well, when the traditional sports will be back in action?
A. I think the current surge is temporary and will stabilise when things settle down and events are allowed to continue. However, this may not be for a while looking at the current situation, so this could be a truly unprecedented summer for online casino/online poker/online bingo products. My advice would be to invest hard now in content marketing and make the most of what looks to be double digit growth in this area. We work with igaming brands getting quality links and coverage which are having a huge impact on rankings. This is where I would invest to take advantage.
Q. What would be your advices and suggestions regarding content marketing strategy for the gaming and gambling industry during this outbreak and after it? Should the old practices hold up or new ones should surface?
A. I have no doubt that buying links, link networks and other manipulative techniques still work to deliver rankings. However, we don’t advocate or practice this; our content marketing and digital PR team are one of the best in the industry and are actively working with multiple igaming businesses delivering hundreds of top tier links every month.
I would invest in informational content on your website, answering all the questions your customers could possibly have about your products and services. However, the main part of my strategy would go into digital PR and delivering high quality trusted links that deliver trust and authority in the long term, as opposed to quick fix strategies that last 3- 6 months. Decent link building can be done at scale now and deliver quantity as well as quality.
It’s not just black and white label
Yoni Sidi, CEO at Wiztech, says white labels are all about striking the balance between pros and cons, but for some, it’s impossible to achieve and that’s why it’s important to consider other options.
For most operators, a white label solution seems to offer the best route to market. But is that actually the case?
I’ve been working in the industry for more than two decades now, and over that time, I’ve worked on both sides of the fence – so on the white label operator side and on the white label provider side. This gives me a deep understanding of the pros and cons of white label solutions, and this understanding ultimately led me to launch Wiztech. To answer your question more directly, white labels are always about striking the balance between the pros and cons they present – for some operators, a balance can be found, but for others, it can’t. Ultimately, it comes down to knowing what you want from your platform or technology stack, and whether a white label can meet those requirements with the budget and resources you have available to you.
So, what are the pros and cons of a white label platform?
There are plenty of upsides to white labels, and that’s why they’re used by so many operators. The main advantages are speed to market and cost effectiveness – you can literally go from first discussions to your online casino being live in a matter of weeks. The upfront fees are relatively small, and, in most cases, you pay a revenue share back to the platform provider. This can tighten margins a little, but it means you don’t have to have a large capital reserve to get going. Another benefit is that you can take on as much or as little of the operation as you like – for some, they will let the platform provider take care of the operational aspect while they focus solely on marketing and customer acquisition. Other upsides include licensing, with the white label partner securing and being responsible for the licences they hold.
Drawbacks. The biggest for me is the lack of differentiation you get with a white label. The many brands that run on the platform often look very much the same, just with different logos and branding. After a few months of operating your online casino, you’ll likely notice friction points that you’ll want to address, but the rigid nature of white-label platforms means it’s incredibly difficult to smooth out even the smallest of bumps in the road. It’s also incredibly difficult to roll out unique features and functionality as the development team is usually working through a backlog of requests – most of which are for the friction bumps that need ironing out. Factor in the frequent regulatory changes that happen, and the need for the development team to respond to them, and it’s easy to see how hard it can be to improve the experience being offered to players.
How can operators strike a balance between the pros and cons of white labels?
It comes down to understanding the capabilities of the platform provider and whether they offer customisation and localisation. If they don’t, the operator needs to determine if this is a price they’re willing to pay in exchange for the speed to market and cost effectiveness that white labels provide. Of course, some white label providers do offer support and are happy to help when it comes to developing and deploying bespoke features and functionality. But in my experience, most don’t have the capacity for this, even if they say they do. For me, the balance is found by accepting the limitations of white labels and working within the (often pretty rigid framework) they provide. There are plenty of examples of operators that have done this and have gone on to run very successful brands in highly competitive markets.
Is there an alternative to white labels?
The most obvious alternative is to develop a proprietary technology stack, but this approach comes with just as many, if not more, pitfalls. Building a platform from the ground up is incredibly expensive and tremendously risky, and this is why so few operators outside of the industry power players have been able to pull it off. And even those that do often encounter issues such as ongoing maintenance, tech debt, staffing and compliance. But there is a middle ground between white label and proprietary, and it can be found with smaller platform providers whose technologies offer the agility, flexibility and adaptability required for operators to launch highly customised, almost bespoke, online casinos and sportsbooks.
How does Wiztech fit into the platform mix, and how do you support your partners in achieving their goals in often highly competitive markets?
At Wiztech, we champion modular tech and the likes of AI and automation. By embracing these, we have been able to build powerful yet highly customisable casino and sportsbook solutions that are also fully compliant in tightly regulated markets. In our experience, being able to quickly respond to regulatory changes provides a competitive advantage to our customers. In Mexico, for example, our client Winpot has been able to deliver a unique player experience while always ensuring compliance. And this is against a backdrop where regulatory changes often come with very little notice. Our technology can adapt quickly while Winpot continues to capitalise on the growing demand for entertaining online casino products and experiences.
But just as important as our technology is our approach to our partners. This sees us undertake a comprehensive onboarding process where we spend a lot of time understanding the client’s “why” before we map out the “what” and the “how”. This has proved to be incredibly effective and ensures that our clients can get the most out of the flexibility of our platform and the high levels of customisation and personalisation it provides.
The post The White Label Dilemma: Finding the Right Balance for Your iGaming Business appeared first on Gaming and Gambling Industry in the Americas.
Interviews
The UX Revolution: Why Gaming Corps’ Website Redesign Reflects the Industry’s Digital Shift
How Gaming Corps’ Website Redesign Mirrors the Industry’s Shift Toward Seamless Digital Journey
The online gaming industry is a whirlwind of constant change, and to stay ahead, companies must evolve their digital presence. Juha Kauppinen, CEO of Gaming Corps, explains why the company’s recent website redesign was more than a simple visual update. It was a strategic move to better reflect the company’s growth, showcase its expanded portfolio, and create a seamless digital experience for partners and stakeholders.
What prompted the decision to redesign the website?
We had clearly come to a natural point in Gaming Corps’ growth, so the need for a redesign just naturally became obvious.
We’ve had many new game releases, record-breaking quarters, and the launch of our Remote Gaming Server, so it became clear to the team that we needed a website which better reflected who we are today.
It wasn’t just about a fresh look, it was about making it easier for partners to explore what we offer and connect with us in a more intuitive, seamless way.
How does the new site better reflect who you are as a business today compared to a year or two ago?
A year or two ago, we were still finding our footing and growing our portfolio.
But today, we’re a more established, ambitious company with a clear identity and vision. The new site reflects that shift – it’s more polished, more dynamic, and built to showcase not just our games, but our capabilities as a partner and platform provider.
What were the most important improvements you wanted to make during the redesign — and why were they important for your users or partners?
We wanted to ensure the website reflected how we present ourselves as a modern, innovative studio.
So, we now have a more modern, user-friendly design and a UX that’s more intuitive. What this means is that the site is easier to use, whether you’re a client, partner or stakeholder.
Speaking of partners, it’s now easier for them to understand what we do and explore our games.
We’re very proud of the Gaming Corps portfolio, so now we can showcase it much better, with clearer vertical distinctions between our Mine, Smash4Cash and Plinko games, etc.
When it comes to us as a company, we can now highlight our careers section to support our drive for talent acquisition and to keep growing our fantastic team.
Finally, the new site also gives more prominence to our investor relations, reflecting our position as a listed company and offering clarity on that.
Were there any common pain points, feedback, or gaps in the old site that influenced your approach to the new one?
The main product offering wasn’t clear to partners or visitors. The site design felt outdated and more suited to an early-stage company, and those days are long behind us now.
Our investor relations content wasn’t visible or prioritised enough, considering that we’re a PLC, and existing partners weren’t highlighted.
The old site just didn’t reflect who we are, what we do and what we can do. The new one does all of those things.
How important is your website today in terms of attracting or informing potential partners, clients, or stakeholders? Has that role changed in recent years?
Our website has become a much more important touchpoint for us, especially as we’ve grown internationally and have expanded what we offer to our B2B clients.
Our site is often the first chance we get to make an impression on potential partners or stakeholders, so it needs to communicate who we are, what we offer, and where we’re going.
The role of our website has evolved – it’s no longer just a digital brochure; it’s a core part of how we connect and do business.
What would you say to other companies in the B2B iGaming space thinking about refreshing their digital presence?
Don’t underestimate the impact of a strong digital presence, because it’s more than just visuals.
It’s about clarity, usability, and showing your value at a glance.
Also, involve your people from across the company early on, as this helps create something that truly reflects your brand and speaks to your audience.
The post The UX Revolution: Why Gaming Corps’ Website Redesign Reflects the Industry’s Digital Shift appeared first on European Gaming Industry News.
Live casino’s rise has been meteoric, but the recent slowdown at the top end of the market suggests the next phase of growth won’t come from scale alone. As the sector matures, Ady Totah, CEO at LuckyStreak, explains why agility, hands-on management and a sharper product focus are fast becoming the new competitive edge.
There is a perception that the biggest live casino providers are the most capable. Is bigger always better?
It’s easy to assume that the biggest brands automatically deliver the best service, but with scale comes complexity. For larger organisations, adding new features or reacting to a regulatory update can take weeks or even months, especially when decisions span multiple time zones or teams have long approval chains.
At LuckyStreak, while we’re an established business with a large, dedicated workforce at our live dealer studio in Riga, our management team remains intentionally small and hands-on. In many ways, we operate more like a start-up, with fast, focused leadership at the core.
Myself and my co-founder Erez Cywier are closely involved in the day-to-day operations. This proximity shortens decision making processes, speeds up product assessments and empowers us to act quickly. We’re not tied down by long-winded protocols or bureaucracy.
A perfect example of this agility came when we saw an opportunity in the growing sweepstakes market. We already had the foundations but needed to adapt quickly. In just one quarter, we delivered compliant user interfaces, multi-coin virtual currency systems and configured both our own live games and third-party content to meet the unique needs of the sweepstakes audience. This is the kind of rapid pivot that is only possible when your decision-makers are hands-on.
How do boutique providers keep product planning sharp and strategic?
Knowing what matters and prioritising ruthlessly is what allows smaller providers to remain competitive in the market, when faced with more established, Tier 1 names. Speed, however, does not mean shortcuts.
We are sharpening our performance across the board and ensuring our roadmap gives us the flexibility to act when new opportunities arise. Effective product planning is all about focus. That means tuning out the industry noise, resisting trends for the sake of trends, and asking: what delivers real impact for our partners?
While some companies struggle under the weight of large and inflexible roadmaps, we have the luxury of being selective in what we build, and that makes our product roadmap more actionable, more tailored and therefore more valuable to our partners.
How can providers keep up with rising regulatory pressures?
Operating across multiple jurisdictions means navigating a complicated patchwork of compliance frameworks, licensing rules and technical standards quickly.
Compliance is not a support function, but a core part of the business. For larger businesses, these regulatory changes may present disruptions, but our size and structure allow us to react quickly and stay ahead of the curve, without compromising on quality.
To maintain both speed and quality, we moved from traditional Agile sprints to a continuous integration and deployment (CI/CD) model. Instead of bundling releases every two weeks, we push updates multiple times a week. This means we can react quickly to feedback, ship improvements faster, and keep our platform evolving without unnecessary delays.
Why is a more focused approach the future of live casino?
The criteria for what operators need from their live casino provider is changing. Reliability, flexibility, speed and compliance support are becoming just as, if not more, important than table count. We design everything with these qualities in mind, and we back that up with a strong culture of ownership and continuous delivery. This mindset allows us to innovate quickly, without sacrificing the robustness our partners expect.
In this new landscape, being lean, focused and responsive isn’t a limitation. In live casino, a genre requiring significant on-going operational investment, the providers that thrive are not always the biggest, but the smartest and the ones who can adapt fastest.
The post Scale isn’t everything: Why agility is the new advantage in live casino appeared first on European Gaming Industry News.
-
Latest News5 days agoSweet Fortune Megaways: A Sweet Slot with Free Spins and Expanding, Multiplying Wilds
-
Asia5 days ago
ED Arrests Karnataka MLA Veerendra “Puppy” in Illegal Betting Case
-
Asia4 days ago
Macao Casino Sector Salaries Hit a 10-year High
-
gambling activities4 days agoUruguay Introduces New 0.75% Tax on Casino and Gaming Bets
-
Gambling in the USA5 days ago
Fanatics Betting and Gaming, Boyd Gaming Announce Missouri Partnership
-
Latest News3 days ago
Cactus Founder Nickolas Ribeiro Defends Industry’s Continued Commitment to Responsible Gaming
-
Latest News5 days ago
Rising Bonus Abuse in Sports Betting: Fraudsters Leveraging Hidden AI Powered Bots
-
Balkans3 days ago
ELA Games Partners With Superbet to Expand Offerings in Serbia
