Interviews
Exclusive Q&A with Sujit Unni, Chief Technology Officer at Paysafe
How important are payment methods and speed of payment processing important for customer experience in online sports betting?
We talked with Sujit Unni, Chief Technology Officer at Paysafe, which had conducted a survey among US punters. He provided insightful and detailed answers on this and several other questions.
Read on for some fascinating perspectives on the past, present and future of the payment process and its role in online sports betting.
Q. Let’s start with the recent survey that Paysafe conducted among US sports bettors. What are the key takeaways from the survey?
A. Here are some of the conclusions we came to after surveying sports bettors in eight regulated US states:
Available payment methods influence players’ decision to use a brand: To fully capitalize on the growing opportunity of online sports betting, sportsbook operators should strongly focus on the player experience at the checkout. The payment methods that are available and the security of said methods are critical for players when it comes to evaluating which brand they choose to place their bets with.
Transaction security factors highly into choice of sportsbook: When asked to identify which criterion was most important when depositing funds with a sports-betting brand, bettors said the security of the transaction was more important than any other characteristic.
Easy and fast payments are critical: Just as important to players is the speed and ease with which they receive their winnings when they wish to cash out. According to four fifths (79%) of US sports bettors we surveyed, they have a negative impression of the sportsbook when their expectations related to cash out speeds aren’t met. This can result in the sportsbook taking a large reputation hit. A poor reputation spreads among players and can result in a significant brake on its growth.
The online sportsbooks themselves must be fast and efficient: It’s important to make sure the sportsbook’s payment platform is moving quickly and efficiently. The easier it is for a player to access payouts, the more likely they will be to continue using the platform. Those who adapt to these demands will position themselves well for significant growth.
Q. Everybody talks about the speed of payments. How does speed factor into the mobile process as a whole, and how does it contribute to the overall success of an online business, especially an iGaming business?
A. iGaming is changing more rapidly right now than ever before. Mobile’s role in this evolution is huge, given apps’ potential for speed and the strong relationship we’re able to build with end-users: We’re right there, in their pockets, whenever they pick up their phone.
But proximity alone is not enough. End-users will grow bored or burnt out if their experiences are slow, or if we’re not constantly offering new experiences and improving what’s already available.
Increasing the speed of our processes and the user experience is critical in that every second of load time anywhere within the app literally costs every company money, especially in iGaming, which is less of a considered purchase than traditional mobile shopping or eCommerce. iGaming customers are making fluid, real-time decisions; the more time they have to wait to get to the next step, the less patient they become and the more likely they are to drop off.
Speed is a function of many factors, and there are a number of processes that power the payments experience. We work with mobile DevOps platform Bitrise to increase the speed of all of the mobile processes that power the user experiences leading up to and including payments, as well as the behind-the-scenes operational processes that influence our ability to release updates to the app stores more frequently and faster.
The payments part of the mobile process is a particularly expensive place to be slow. Out-pacing competitors in that process is what’s creating the winners in this space.
Q. What are the ways by which Paysafe tries to accelerate its mobile processes and e-payments?
A. If you look at it from a very high level, the two primary ways we accelerate our processes and e-payments are through having the best talent and technology.
We stay competitive on the talent side by attracting and – just as importantly –
retaining the best people in the world in this space. We have been able to build on their expertise to constantly improve the speed at which we deliver value for merchants and consumers alike.
When you are investing in this level of talent, it’s important that you are not wasting their skills on things like troubleshooting, waiting around hours to test builds, or doing manual fixes to problems that could be automated. So, on the technology side, our mobile engineering teams use Bitrise to test all new code, reduce build times from hours to minutes, identify issues that might interfere with the user experience, and so on, before submitting releases to the app stores.
Our goal is to always do everything as fast as possible, without sacrificing our standards of quality and security.
Q. It looks like the ‘slow and steady’ will not win the races anymore. But could the focus on speed–especially in payment processing–be detrimental to the fraud-prevention measures?
A. Building on my last answer, it’s imperative to not sacrifice security to save time. I will say that one of the upsides of investing in technology like Bitrise is that it allows us to get the best of both worlds: Speed and security. In our mobile engineering processes, for example, Bitrise allows us to automatically run a number of security tests and checks that were previously slow, manual labour. Now they take up less time, are more consistently executed, and actually free up the team to work on innovations for our merchants and consumers. That’s not to say that there aren’t manual checks involved anymore, but those are fewer and more meaningful.
Q. Could you talk about the recent innovations that Paysafe brought to the payments ecosystem?
A. Given the nature of our business we are constantly evolving our value proposition and anchor around our philosophy of customer outcomes. We tend to think of innovation around key pillars including:
- Evolving our business to be a true cloud-based platform that supports multi-sided markets. This allows existing customers and merchants to access new features and stay engaged with our platform. The recent introduction of Openbucks, a product that allows store gift cards to be used at point of sale at other merchants in the Paysafe network, benefits customers who can now use restricted gift cards across a wider merchant base, and allows our merchants to accept a non-traditional payment method.
- Building out hybrid-business models with the wider finance eco-system through the launch of capabilities like pop-up banking with traditional banks like TSB. While serving as a revenue stream, this also allows banks like TSB to optimize their branch footprint and enables customers to access simple transactions using the Paysafe network.
We have also spearheaded a suite of embedded finance offerings with partners like Amazon and Google. Our offerings of cash to digital, digital wallets and processor agnostic payment methods makes us one of the few firms that can offer industry specific open loop and closed loop solutions.
Q. Allow me now to bring a customer perspective. What benefits do companies, especially those in the iGaming sector, gain from integrating the accelerated payment solutions of Paysafe?
A. Given our “born in gaming” origins, we believe we are one of the few payment platforms in the market that has a full suite of solutions to support both store based and online operators. This means our combination of brick and mortar, wallet, and cash solutions allow customers to seamlessly transact and play across the in-store and online offerings of our gaming merchants.
Solutions like our single integration API give our gaming merchants access to payment processing platforms that are accessible in multiple geographies through different processors, a host of local payment methods and a global network of banks. This in effect improves the customer experience and reduces revenue losses from declined transactions.
Effective risk and fraud management is a key differentiator, given the deep expertise and geographical coverage we provide the industry. Our investment in our risk and fraud infrastructure protects both merchants and customers while ensuring a seamless payments experience.
Q. The new technologies in the payment space have blurred the boundaries of national currencies to an extent. What are your thoughts on the influence of the laws and regulations of different countries on the growth of payment processes, especially for a highly regulated industry like iGaming?
A. The world is definitely a smaller place from a payments perspective today than it was five or six years back, largely enabled by the rapid adoption of disruptive technologies like blockchain, API driven ecosystems, and standardization of messaging services.
Like any financial service, payments are heavily influenced by regulation – and fortunately in a good way for the most part. Governments have been quick at recognizing how critical a scalable and democratized payments infrastructure is to drive economic growth and, as a result, we see regulation being enacted in in many markets. This is helping build out global payment ecosystems – for instance, UPI in India, Open Banking in Europe, or FedNow in the US. As this ecosystem continues to evolve, we see the emergence of trends like pay by bank and local payment methods continuing to grab market share from the card schemes, which will benefit both consumers and merchants.
iGaming is still in its infancy and, in certain markets like the US, can ride this wave of an open payments ecosystem to provide a far superior experience to its customers. Regulation in gaming is still evolving and it will look to more mature markets in Europe for insight as it starts to put in place legislation for the industry. Paysafe is leveraging its established presence in the EU to bring insight and product offerings to the US market that allow our gaming partners to not only grow their business in line with established legislation but also to build and offer products that consider future legislation that we think could be enacted.
Q. What is your take on the growth of mobile payments over the last few years?
A. Smartphones are a part of our daily lives today and are to a large degree considered indispensable. In the few years leading up to the pandemic, we were already seeing steady growth in mobile payments. The onset of the pandemic accelerated that growth by as much as 75% in some segments.
Some of the key drivers are:
The influence of digital transformation: As industry sectors, particularly financial services, have increasingly been disrupted and transformed, the mobile phone has emerged as an important customer engagement channel. As customer behavior matured to using mobile phones as a transaction medium, the need to support payments drove adoption.
The rise of emerging digital economies: The other big influence was the rise of emerging economies. India, for example, had a head start in becoming a digital economy with its population armed with mobile phones before they even had access to desktop computers. Countries like India that are supported by digital friendly government regulations, have a large unbanked population and an industry that’s very willing to provide payment and banking solutions, witnessed exponential growth in mobile payments.
Apps, wallets, and subscription services: As the number of apps hosted on Apple and Android platforms grew, people are increasingly using mobile phones to purchase a range of services, from buying tickets to ordering rides and subscription services. This adoption led to the creation of a full payment supportive ecosystem, including wallets (Apple Pay, Google Pay, and our own Skrill digital wallet, among others) and emerging payments volumes driven by a growing library of subscription services.
Payments continue to become easy and reliable: Having a credit or a debit card used to be the only way to make a payment on a mobile phone. However, payments have evolved to keep up with the emerging digital landscape. Today beyond these traditional payment methods, customers can pay with their bank accounts, cash, and by using over 200 local payment methods specific to geographies –which has democratized payments. That coupled with regulation to promote open banking systems and reliable real-time payments as well as faster payment infrastructure has helped drive the surge of mobile payments.
Increasingly secure and safe transactions: Wherever there is a financial transaction there is also the risk of fraud. Because of this, mobile phones have evolved to continually make transactions both convenient and safe. Whether it’s by using face ID, biometrics or contactless payments, the ability of the manufacturers to deliver secure payments was critical in driving the wider adoption of mobile payments.
Q. Let’s conclude with something about the future. Could you reveal some of the changes that you foresee coming in the mobile space? What about the payments sector?
A. With app store operators seeing pressure from governments around the world to loosen their grips on the mobile ecosystem – especially in terms of payments – we expect to see some massive changes soon.
Alternative app stores that allow more app choices for end-users and more payment processing choices for app store publishers are benefitting both merchants and consumers.
Additionally, we expect the consumer’s need for speed to increase even further, widening the divide between those businesses that can deliver on this expectation and those that can’t.
We’re confident that, between the talent of our team and partners like Bitrise, we’ll land on the right side of that divide.
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2026 FIFA World Cup
Game Changer: The World Cup’s Role in the Future of North American Betting
As North America prepares to host the 2026 FIFA World Cup, the spotlight is turning to what could be a defining moment for the region’s iGaming and sports betting landscape. Joining us for this roundtable are Allan Stone, Founder & CEO of Intelitics, Sue Page, CEO Americas at Neosurf, and George Arabatlian, Head of Commercial Partnerships at BETER, who share their insights on regulation, player engagement, product innovation, and the long-term impact the tournament could have on the future of betting across the continent.
With most of North America operating under fragmented or provincial regulatory frameworks, do you expect the World Cup to accelerate regulatory change or standardisation across the continent?
Allan Stone: No. Regulators don’t move on the timeline of a tournament. They move on the timeline of the next election cycle.
The World Cup will produce the political theatre that usually triggers reactive regulation. A problem gambling story. A compliance slip. A cross-border advertising incident. What it won’t produce is standardisation. The US system is designed not to standardise. State revenue interests, tribal compacts and existing operator agreements make continental harmonisation structurally impossible for the next decade.
What the tournament will accelerate is consumer expectation. A fan in Toronto who bets during the group stage, flies to Dallas for the quarter-final, and tries to use the same app, and can’t, will notice. Multiply that by a few million people across three countries over five weeks, and you get bottom-up pressure that operators have to answer, because regulators won’t.
That’s where the real shift comes from. Not legislation. Consumer dissatisfaction with fragmented product availability, inconsistent payouts, and different promo structures in every jurisdiction. The operators that engineer the best cross-border experience, inside the rules they’re given, will come out of July with a structural advantage that regulators can’t hand out and competitors can’t copy quickly.
Sue Page: This is a tricky one to answer, as there so many moving parts in North America’s provincial regulatory framework. The reality is that we likely won’t know how big an impact the World Cup will have on future change or standardisation until we actually see the successes and failures of the current fragmented legislation during the tournament itself. One thing I think we can say with almost complete confidence is that the World Cup will definitely be an eye-opener for provincial regulators, and if bettors are constantly encountering issues with their ability to use apps and wager as they travel from state-to-state and country-to-country following games, it could serve as the catalyst that informs future discussions and builds the case for more joined-up legislation.
George Arabatlian: Regulators move to their own rhythm, and a six-week tournament isn’t going to reshape frameworks that have taken years to negotiate.
What the tournament will do, however, is create the evidence base. Regulators across all three countries will watch how the industry handles this moment, especially in terms of responsible gambling measures and player protection.
Handle it well and you build the case for expansion and standardisation further down the line. Handle it badly, however, and you hand ammunition to every legislator who already has reservations.
For many North American fans, this will be their first time betting. What do operators and businesses need to do to ensure that this is as smooth as possible and create the best betting environment possible for bettors?
Allan Stone: Build for the first bet, not the hundredth.
Most betting apps in North America were designed by and for people who already know what a parlay is. The onboarding assumes the user has a mental model of odds, markets and settlement. A first-time World Cup bettor doesn’t. They want to put $10 on Argentina, understand when they get paid, and trust that the app isn’t going to do something weird with their money.
That means fewer screens before the first bet. Clearer pricing. Defaults that work without the user making fifteen decisions. Instant withdrawals to their card. In-app explanation of how the bet settles, delivered inline and contextually at the moment of friction, not buried in a glossary page nobody reads.
The operators that try to convert this audience to same-game parlays and player props on day one will lose them. The ones that let them place a simple moneyline bet, pay out fast, and then slowly widen the product surface over the tournament will convert five times more of them.
The test isn’t whether they can place a bet. It’s whether they can place a second bet without asking a friend how to do it.
Sue Page: Not to keep on banging the same drum, but the first step is to start with payments and onboarding. After that, you just need to keep the journey brutally simple. Fewer steps. Fewer failures. Faster confirmation. Faster payout. If a first-time bettor deposits successfully, places a straightforward bet, and sees winnings arrive quickly, that experience builds confidence. If they hit document requests, rejected payment methods, or withdrawal delays on day one, they may never come back. At the end of the day, the most important thing for bettors is to have a quick and hassle-free experience that works, and anything that fails to deliver that experience, whether justifiably or not, will only fuel the previously-mentioned scepticism that surrounds US iGaming.
George Arabatlian: Regulators move to their own rhythm, and a six-week tournament isn’t going to reshape frameworks that have taken years to negotiate.
What the tournament will do, however, is create the evidence base. Regulators across all three countries will watch how the industry handles this moment, especially in terms of responsible gambling measures and player protection.
Handle it well and you build the case for expansion and standardisation further down the line. Handle it badly, however, and you hand ammunition to every legislator who already has reservations.
Football (soccer) has always struggled to break into the American market in the way it has in Europe, with bettors often more focused on domestic sports. What do operators need to do to ensure continued interest in the sport after the tournament has finished?
Allan Stone: The tournament ends in July. The retention problem starts the next morning.
Most operators will acquire a soccer-led cohort in June, get one month of engagement, and then try to cross-sell them into NFL in September. That won’t work. A casual fan who bet on the World Cup isn’t a latent NFL bettor. They’re a soccer bettor, and if the product doesn’t have a soccer story after July, they churn.
The answer is a soccer content calendar that starts on day one of August. MLS is live. The Premier League kicks off mid-August. Champions League by mid-September. There’s a full year of soccer to hand this audience if operators actually build for it. Dedicated soccer CRM. Soccer-first markets on the home page for that cohort. Promo mechanics that match the rhythm of a 90-minute match, not a four-hour NFL broadcast.
The second piece is distribution. US soccer has tastemakers. Writers, podcasters, YouTubers, supporter groups with direct relationships with this audience. Most of the industry ignores them because they don’t fit the legacy sponsorship framework. Those are the partnerships that keep the cohort engaged. A three-second DraftKings ad during a Timbers match won’t do it.
Sue Page: As a Brit, lifelong Evertonian and England fan, who has lived in the US for over 20 years, the shift has been obvious. Soccer is no longer niche, but it is still event driven here rather than a weekly habit. Operators need to bridge that gap by taking World Cup engagement and connecting it to whatever comes next, MLS, Liga MX, Premier League, and European competitions etc, so that interest does not drop off after the final is over. The best route is not to push football as a copy of NFL betting, but to lean into what football does well: providing an always-on global inventory, player-based engagement, high-significance games, and the deep connection to fantasy teams.
George Arabatlian: The Final is in mid-July. MLS is mid-season, European leagues are in pre-season, and the NFL is weeks away. That window is where the football habit either forms or dies.
Operators need to plan for it now, not in June. That means a calendar of football content that fills the gap – MLS, Liga MX, Leagues Cup, plus continuous products like eFootball that keep football betting active on quieter days.
It also means using the data gathered during the tournament to personalise what gets served afterwards. If someone is betting on every Mexico match, you know something important about them, and you should be speaking to them in Liga MX terms the following week.
Betting features and products have developed significantly since the 2022 World Cup. Looking at the emergence of AI, personalisation, micro-betting and other tech/trends, what do you think will have the biggest impact on bettors this summer?
Allan Stone: Micro-betting. By a distance.
A World Cup match has a different rhythm from a four-hour NFL broadcast. Fewer stoppages, longer phases of play, a two-goal game that can swing in thirty seconds. Micro-betting fits that rhythm in a way traditional pre-match markets don’t. Next corner. Next shot on target. Next yellow card. It matches the behaviour of the casual audience this tournament attracts. Short attention, emotional engagement, constant want for the next action.
AI will matter, but it’ll matter back-office. Fraud, payments, creative optimisation, CRM personalisation, inventory buying. Consumer-facing AI products like pick optimisers and AI betting assistants still aren’t good enough to move the number, and in most cases the data latency makes them worse than useless.
Personalisation is the ceiling, not the product. It’s what lets micro-betting work for different players. A recreational bettor sees three simple micro markets. A high-velocity bettor sees fifteen. Same engine, different surfaces.
The brands that go into July without a serious micro-betting product are going to watch their engagement metrics collapse by the round of 16. This tournament isn’t about pre-match handles. It’s about what happens in the 90 minutes.
George Arabatlian: Micro-betting, by a wide margin. The fundamental shift in how younger bettors engage with content is a shift towards shorter cycles and faster feedback loops. They’re not patient with 90-minute outcome bets in the way the previous generation was. Our data from the 2024 Euros shows this clearly – the ‘Next Goal’ market on eFootball grew its share by more than 20% during the tournament.
AI and personalisation matter too, but they work best in service of that faster tempo rather than as standalone features. The winning combination is a sportsbook that understands what the individual bettor wants in the moment, serves it instantly, and settles it fast. Operators who get this right will have a product their audience still wants to use in August – and well beyond
The post Game Changer: The World Cup’s Role in the Future of North American Betting appeared first on Americas iGaming & Sports Betting News.
Bjørnar Heggernes Chief Commercial Officer at The Mill Adventure
Navigating the Dutch frontier
Following the recent launch of Winz.nl, powered by The Mill Adventure (TMA), we sat down with Bjørnar Heggernes, Chief Commercial Officer at The Mill Adventure, to discuss how technology, true partnerships and player-centric innovation are the keys to succeeding in the Netherlands and beyond.
Powering a new brand in a regulated market like the Netherlands is often seen as a compliance minefield. How does TMA help a partner like Winz.nl navigate these complexities while maintaining a focus on growth?
Bjørnar Heggernes: It is correct that the Dutch market is one of the most rigorous and demanding in the world. For a new brand, the technical overhead of meeting KSA standards, ranging from CRUKS (the central player exclusion register) integration to complex reporting, can be very difficult to overcome.
Our philosophy is centred around a compliance-first approach. We support complex regulated markets through configurable, jurisdiction-specific workflows. This means the heavy lifting of regulatory logic is handled at the core platform level. For the Netherlands, this includes localised onboarding, responsible gaming automation, CRUKS and CCBR integrations, vault reporting, and intervention controls.
For Winz.nl, this was critical. We provided the technical and compliance infrastructure required for the Dutch market, allowing them to move from licence acquisition to a full launch with total confidence.
With recent warnings from the KSA chair regarding the growth of the black market, there is a clear need for better channelisation. How can regulated brands use innovation to lure players away from illegal sites without resorting to aggressive tactics?
BH: To improve channelisation efforts, the regulated offer must be the superior choice and not just the compliant one. Through our AI-driven SmartLobbies, we automate the casino experience to ensure players see the content they actually enjoy in real-time. Another real game-changer for channelisation is our loyalty framework, exemplified by Winz.nl’s WinClub. It replaces traditional, operator-driven bonus mechanics with a player-initiated model where players earn points and choose their own rewards from a catalogue. It’s transparent, it aligns with responsible gambling principles, and it builds genuine trust. When a player feels in control and is presented with a comprehensive experience that is tailored to them, the unregulated alternative loses its appeal.
We often hear about the hold that legacy operators have on market share. Why is the partnership between an operator and a platform provider the deciding factor for a new brand’s survival?
BH: In today’s B2B landscape, a platform provider must be a strategic growth partner. Large-scale operators can be slowed down by massive, multi-layered infrastructures that make rapid pivoting difficult. Operator groups like Orange Gaming succeed because they are agile. Our partnership works because we provide the technical flexibility and regulatory infrastructure needed to support a differentiated brand while maintaining strong compliance controls. When a platform is modular, the operator can adapt to a sudden regulatory change or a shift in player appetite in days, not months. That speed-to-market is a crucial way to carve out share in a highly competitive regulated market.
How does a technologically advanced platform, one that utilises AI and real-time Business Intelligence (BI), tangibly impact an operator’s bottom line?
BH: It comes down to operational efficiency. Many established brands have massive internal teams manually managing lobbies and CRM campaigns, whereas our platform automates these manual processes. By using real-time BI and AI, a brand can identify and serve niche segments very effectively. For example, our SmartLobbies solution ensures the gaming content is relevant to the individual, which increases retention and Lifetime Value (LTV). We want our partners to make quicker, smarter decisions based on live data. In the Dutch market, where margins are tight and competition is fierce, that level of automation can make all the difference in terms of sustained profitability.
The post Navigating the Dutch frontier appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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