Interviews
Exclusive Q and A with Tamas Kadar, Founder and CEO of SEON
“The sun literally never sets on SEON”, proudly declares Tamas Kadar while talking about the rapid growth of his company over the last few years.
There is more in this interview than such eye-catching slogans. He talks here about SEON’s origin, what exactly they do and how they do it. He concludes with insightful comments on fraud detection in the gambling industry and new developments.
Jump straight to the interview more such gems of quotes after the following appetizer about the tech start-up space:
“We have also been a profitable company since 2019, which is rarer than you’d think in the tech start-up space, where so many companies rely on rounds of investment rather than solid business fundamentals.”
Q. Let us start from the origin of SEON. Like Google, Facebook and many others, SEON too was founded at a university. While there is a brief intro about it on your website, could you narrate what exactly led to the founding of SEON?
A. Bence Jendruszák and I met at Corvinus University in Budapest and we instantly found that we had a shared interest in cryptocurrency. We saw that there was a gap in the market for a crypto exchange that served Central and Eastern Europe (CEE). When it went live, we were immediately bombarded by fraud attempts, but when we looked at what was currently on the market from legacy anti-fraud companies we found that nothing was really as good as what we knew was possible.
We created our own homebrew anti-fraud solution, and it was so good that other companies asked to use it. We saw that we had a business idea that had far more potential than the crypto exchange, re-focused our efforts, and now four years later here we are.
Q. Talk to us about the growth of the company over the years? Could you provide some statistics?
A. The most important stat is always going to be customer growth: we now have over 5,000 clients ranging from SMEs and start-ups to major international companies. We have also been a profitable company since 2019, which is rarer than you’d think in the tech start-up space, where so many companies rely on rounds of investment rather than solid business fundamentals. Most recently, we hired our hundredth employee, and we’re still growing.
Q. What are the recent developments and expansions? How did the company perform in a pandemic-induced world?
A. We’ve opened offices in four countries now: Budapest, London, the US and Indonesia – the sun literally never sets on SEON.
We also broke a record for the largest ever investment in a Hungarian company when we were funded by Creandum, who were also early investors in Spotify, Klarna and Depop. Their investment and mentorship are already allowing us to create new products and bring them to a much greater audience.
What’s more, we adapted well during the pandemic because we have always worked across multiple offices – changing to home working wasn’t a major challenge to us. The only difficulty was dealing with the sheer quantity of fraud during the past 18 months, but we have been able to continue to support our clients just as well as we had before the pandemic.
Q. SEON offers two products: Intelligence Tool and Sense Platform. Could you describe how SEON’s solution evolved into its present version?
A. The ideas were there from the start, but the technology behind them has gotten more sophisticated. We continually work on increasing speed to detect fraud even faster whilst reducing as much friction as possible for the end customer. At the same time, we build on depth for accuracy to reduce false positives. The more layering and data points we can check gives customers more certainty in each risk score. We also expand our breadth to cover more social signals and digital data points – an all-seeing eye to identify fraud quickly.
Q. How does SEON reduce friction for customers onboarding new users and accounts?
A. We know that customers want a fast, seamless sign-up process. If signing up for a new gaming site takes too long or requires too much work on the part of the player then they will go elsewhere. However, in gaming, as with other high-stakes industries like banking, there are regulatory demands that increase the ‘friction’ that new players are going to feel before they can start playing. It’s also very easy for anyone, whether they are a professional fraudster or just an unscrupulous player, to use throwaway emails, ‘burner’ phones and easy to obtain fake IDs and synthetic identities.
SEON can run a light and invisible customer profiling system in real time during customer signup that can assign risk scores to each customer – those with high scores will be given extra checks while the majority that are fine will go through with less friction. Since it is running in the background, customers will never know that they are being checked.
Q. What are the major types of fraud that SEON encounters and tackles? What sort of fraud do you think will affect the gaming and gambling industry in particular?
A. There are new forms of fraud emerging every day, so this list is going to be by no means extensive, but in iGaming we tend to see a larger number of low-stakes forms of fraud than in other industries. We find that because many gaming platforms give free bets or credit for new signups there is a lot of multi-accounting, which is fairly easy to find because there’s no incentive to create foolproof synthetic identities for a $10 bonus.
We also see a lot of ‘friendly’ fraud from players as opposed to criminals – players who have been banned creating new identities or unsuccessful players starting chargebacks to get back their losses. It’s a very fast-moving space compared to some of the other industries we work with, which is why it’s ideally suited for an AI-based system that can keep up.
Q. How does SEON ensure that it does not breach the user data protection and privacy regulations and protocols?
A. We always only use publicly available sources such as open data from social networks when we collect information—things like your browser, your screen resolution and hundreds of other device features.
We don’t store this information long-term in all cases – it is deleted after 12 months and not stored in a central database. We are fully compliant with GDPR and the relevant privacy regulations in the areas we operate. More importantly, we are always thinking about the balance between privacy and security in our work.
Q. Could you reveal the expansion plans and product launches in the near future?
A. We have just significantly upgraded our device fingerprinting capabilities based on our research on the kind of setups that fraudsters use to hide their tracks, and this will greatly increase our ability to not just detect fraud but prevent false positives and thereby increase the number of customers.
We also recently rolled out a revenue widget, designed to allow iGaming customers to easily see a snapshot of how much a user has deposited and withdrawn within the past year. Fraudsters usually have high revenue with low deposits as they abuse bonuses and loopholes.
Product updates and improvements are always ongoing as we develop more features that better support our customers and solve real fraud problems that they face.
To learn more about SEON, visit: https://seon.io/
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apuestas deportivas
¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años?
The post ¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años? appeared first on Americas iGaming & Sports Betting News.
Betting Companies
Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years?
Are betting companies to blame or is it Brazil’s economic framework of the last 35 years?
This is the central question raised by Carlos Akira Sato in his analysis of Brazil’s rising household debt.
Rather than attributing over-indebtedness to sports betting platforms, he argues that the issue is rooted in decades of economic transformation shaped by credit expansion, financialization, and increasingly sophisticated systems of consumer stimulation across multiple sectors.
The debate surrounding Brazilian household debt has gained a new preferred target: sports betting platforms.
The so-called “bets” have taken center stage in the news, political discourse, and regulatory discussions, often associated with rising default rates and financial compulsiveness.
But perhaps the correct question is another one: did the over-indebtedness of Brazilian families really begin with bets?
The answer, under a serious historical analysis, is no.
The phenomenon predates the regulation of sports betting by decades and is linked to a profound economic, cultural, and technological transformation that began in the 1990s, when Brazil gradually abandoned a closed and inflationary economy to enter a modern logic of consumption, credit, and the financialization of everyday life.
The economic opening promoted during the Collor administration changed the country’s consumption patterns.
A few years later, the Real Plan brought monetary stability and transformed the population’s economic psychology itself.
For the first time, millions of Brazilians began financing goods, using credit cards, paying in installments, and incorporating debt as a normal part of economic life.
This process represented progress and financial inclusion.
But it also consolidated a new economic model based on the anticipation of families’ future income. Credit ceased to be an exception and became permanent infrastructure supporting national consumption.
Banks, retailers, and financial institutions quickly understood this change. Large retail chains stopped acting solely as product distributors and became financial platforms.
Private-label cards, sophisticated installment plans, and permanent financing mechanisms became part of consumers’ daily lives. In many cases, financial margins became just as relevant as the sale of the products themselves.
Throughout the 2000s, the model deepened.
The expansion of banking access, electronic payment methods, and fintechs accelerated the financialization of everyday life.
From 2013 onward, with the regulatory opening promoted by Law No. 12,865, mobile phones simultaneously became banks, digital wallets, credit platforms, marketplaces, and permanent environments for behavioral monetization.
Credit became instant, invisible, and integrated into the digital experience. Consumers started obtaining financing in just a few clicks, often within the purchasing flow itself. Brazil definitively entered the era of behavioral hyperstimulation of consumption.
And this is where the contemporary debate begins to reveal an important contradiction.
While the country spent decades building a sophisticated economic architecture based on credit expansion, emotional advertising, gamification, attention capture, and monetization of future income, structural investment in financial education remained insufficient.
Brazil taught its population how to consume before teaching them how to build wealth.
Today, virtually every relevant sector of the economy operates advanced behavioral stimulation mechanisms: digital retail, apps, streaming platforms, delivery services, marketplaces, banks, fintechs, and social networks.
Advertising is no longer merely informative; it has become algorithmic, personalized, and emotional. The modern consumer competes for attention and self-control against systems designed to maximize engagement and continuous consumption.
This phenomenon appears even in sectors rarely associated with regulatory debates.
The food retail industry, for example, uses sophisticated neuromarketing techniques to boost the consumption of ultra-processed foods, alcoholic beverages, and impulse-buy products. Yet few segments have faced a level of monitoring similar to that imposed on sports betting.
Brazil’s regulated betting sector emerged under one of the strictest frameworks in the digital economy.
Platforms are required to biometrically identify users, monitor behavior, track transactions, report suspicious activity to COAF, implement responsible gaming policies, and prevent bets financed through credit.
The Brazilian model requires prior deposits and prohibits “uncovered” betting.
In other words, regulators correctly understood that the combination of compulsiveness and credit could become socially explosive.
But here an inevitable question arises: why have sectors historically associated with the over-indebtedness of Brazilian families operated for decades under significantly lower levels of behavioral monitoring?
Data from CNC show that the percentage of indebted families reached 80.2% in February 2026 — the highest level in the historical series.
This scenario did not begin with bets. It is the result of decades of aggressive credit expansion, financialization of daily life, hyperstimulation of consumption, and the structural absence of economic education for the population.
Comparative framework: regulatory and behavioral obligations
| Topic / Obligation | Betting operators | Banks | Retail / Food |
|---|---|---|---|
| Formal customer identification (KYC) | Mandatory, robust, biometric | Mandatory | Limited |
| Account ownership validation | Mandatory | Generally mandatory | Usually nonexistent |
| Behavioral monitoring | High | Focused on fraud and credit | Low |
| Prohibition of credit use | Yes | No | No |
| Emotional advertising | Under increasing restrictions | Permitted with limits | Widely used |
| Protection against compulsiveness | Mandatory | Very limited | Practically nonexistent |
| Self-exclusion tools | Mandatory | Nonexistent | Nonexistent |
| Obligation to report to COAF | Yes | Yes | Limited |
| Source-of-funds control | Mandatory | Mandatory | Generally nonexistent |
| Behavioral oversight | Intense | Moderate | Low |
| Formal responsible consumption policies | Mandatory | Partial | Generally nonexistent |
Perhaps the most provocative point is precisely the regulatory asymmetry revealed by this debate.
Several sectors historically associated with compulsiveness, hyperconsumption, and dependency have operated for decades under a less interventionist regulatory logic than the one currently applied to sports betting.
In the end, the real debate may not simply be “how should betting be regulated?”, but rather how to prepare society to live in a digital, hyper-financialized economy permanently driven by attention capture, consumption, and behavioral monetization.
Carlos Akira Sato
Co-Founder of Fenynx Digital Assets and specialist in Regulated Markets, Financial Infrastructure, Governance, and Innovation. Vice President of Institutional Relations at PAGOS (Association for Electronic Payment Management).
The post Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years? appeared first on Americas iGaming & Sports Betting News.
BC Engine
BC.Game’s new CEO Kar Kheng Giam on strategy, structure and growth
Following his appointment as CEO of BC.Game in March, Kar Kheng Giam (KK) speaks about the strategic priorities shaping the company’s next phase, from strengthening operational foundations to navigating the evolving role of crypto within regulated gaming markets.
You’ve stepped into the CEO role at a pivotal time for the industry. How do you assess the current position of BC.Game?
BC.Game enters this stage from a position of strength in terms of product, user engagement and global reach.
At the same time, the broader industry is evolving. Expectations around governance, regulatory alignment and operational maturity are increasing, particularly for businesses operating across multiple jurisdictions.
So while the foundation is strong, there is a clear opportunity to further strengthen the structure of the business to support long-term, sustainable growth.
That foundation is reflected in the scale of the business today, with more than 9 million registered users and over 500,000 monthly active players, and in the progress we’ve made across licensed markets such as Anjouan, Kenya, Nigeria and Mexico.
How would you define the strategic focus for BC.Game over the next 12 to 24 months?
It comes down to three interconnected areas. First, reinforcing the operational and governance framework of the business, ensuring we are well aligned with the expectations of more established regulatory environments.
Second, continuing to invest in the product – not just in terms of content, but in the overall user experience and platform reliability.
And third, taking a disciplined approach to market expansion, focusing on jurisdictions where we can build a sustainable and compliant presence.
It’s about evolving the business in a structured and deliberate way.
You’ve highlighted governance and structure. What does that mean in practical terms?
It means putting in place the systems, processes and organisational clarity needed to operate at scale.
As companies grow internationally, complexity increases – across regulation, payments, technology and operations. Strengthening governance is about ensuring those elements are well coordinated and consistently managed.
This is not about changing what BC.Game is, but about building the framework that allows it to grow more effectively.
Why has trust become so important at this stage?
At BC.GAME’s scale, trust is no longer just about brand but increasingly becomes a business issue – it affects retention, partnerships, market entry and long-term growth.
And trust is built in very practical ways. People judge a platform by whether the rules are clear, whether communication is smooth, and whether issues actually get resolved. That’s why growth on its own is no longer enough.
Where is the most immediate trust pressure on BC.GAME showing up today?
The pressure shows up most clearly in user experience and issue handling because that’s where people feel it first.
Some of the feedback does point to response times and cases where issues stay in the same entry point for too long. When that happens often enough, it becomes bigger than a service issue, it starts to shape trust.
What changes is BC.GAME putting in place in response to these issues?
We’ve already started making changes. That includes upgrading how user issues are handled, bringing cross-functional teams in earlier, and improving how issues are identified and coordinated internally.
As the business has grown, relying too heavily on a single customer support entry point is no longer enough. The focus now is to make issue handling clearer, more stable, and better suited to the scale of the platform.
What role does organisational development play in this next phase?
As the business grows, it’s important to ensure that the organisation evolves alongside it. That includes strengthening leadership structures, clarifying roles and responsibilities, and building capabilities in key areas such as compliance and market operations.
Ultimately, strategy is only as effective as the organisation delivering it.
From a leadership perspective, how do you approach guiding a globally distributed business?
In a global organisation, alignment is critical – everyone needs to understand the strategic direction and how their role contributes to it. At the same time, there needs to be flexibility to adapt to local market dynamics.
My role is to create that balance – providing clear direction while enabling teams to execute effectively within their markets.
Finally, what does success look like for BC.Game over the next few years?
Success is about building a more structured, resilient and trusted business.
That means strengthening our position in regulated markets, continuing to evolve the product, and ensuring the organisation is equipped to operate at scale. This current period is a crucial one for us as we introduce multiple product rollouts at BC.GAME, with several key updates scheduled to go live. These include BC Engine, along with a broader upgrade to the bonus system and, of course, the World Cup.
If we can achieve that through consistent, incremental progress, then we will be well positioned for the long term.
The post BC.Game’s new CEO Kar Kheng Giam on strategy, structure and growth appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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