EGT y EGT Digital llegaron a Brasil con una trayectoria consolidada en más de 85 jurisdicciones, bajo la firme decisión de no replicar un modelo internacional en un mercado que exige una adaptación local.

Al frente de esa estrategia se encuentra Celina Guedes, quien lidera la expansión de la compañía en los mercados brasileños de juego, casinos y VLT.

Con más de 20 años de experiencia en los segmentos de casinos físicos y online en Brasil y América Latina, Guedes ha estructurado su enfoque en torno a lo que denomina “glocalización”: aplicar estándares tecnológicos globales al comportamiento, la regulación y las expectativas específicas del jugador brasileño.

Los resultados ya son visibles. EGT ganó la categoría de Mejor Solución VLT en los BiS Awards 2026. El despliegue en Paraíba validó el modelo VLT a escala operativa, con una recurrencia y un compromiso (engagement) por parte de los usuarios que superaron las proyecciones iniciales. En Río de Janeiro, la solución superó la Prueba de Concepto con Loterj, abriendo las puertas a uno de los mercados de juego más estratégicos del país.

In esta entrevista, Guedes analiza qué diferenció a EGT en el competitivo mercado brasileño, cómo funciona la integración omnicanal en la práctica y por qué cree que el crecimiento a largo plazo de la industria depende de la regulación, la transparencia y el juego responsable; no a pesar de ellos, sino gracias a ellos.

Celina, ¡felicitaciones por los BiS Awards 2026! EGT y EGT Digital ganaron en la categoría de Mejor Solución VLT. En tu opinión, ¿cuál fue el “factor X” que diferenció a su producto en un mercado tan competitivo como el de Brasil este año?

Celina Guedes – Creo que nuestro principal diferenciador fue la combinación de una tecnología robusta, la experiencia del jugador y la adaptabilidad al mercado brasileño. EGT ya cuenta con una trayectoria global consolidada en más de 85 jurisdicciones, pero en Brasil no nos limitamos a replicar un modelo internacional: localizamos la solución.

El mercado brasileño exige rendimiento, estabilidad, seguridad regulatoria y, al mismo tiempo, un entretenimiento accesible e intuitivo. Logramos entregar exactamente ese equilibrio a través de una solución VLT omnicanal que es altamente escalable y cuenta con una amplia aceptación por parte de los jugadores.

Además, la integración entre EGT y EGT Digital nos permitió ofrecer un ecosistema completo para operadores y loterías estatales, lo cual es esencial en un entorno cada vez más competitivo y regulado.

Mencionaste que EGT busca establecer “nuevos estándares más altos”. ¿Cómo equilibra la compañía la tecnología global proveniente de Bulgaria con las especificidades culturales y regulatorias del jugador brasileño?

Este equilibrio se logra precisamente porque EGT cuenta con experiencia global pero opera localmente con equipos que entienden profundamente cada mercado.

Brasil tiene características muy específicas: el comportamiento del jugador, el perfil de consumo, una legislación en evolución e incluso preferencias visuales y de jugabilidad. Es por eso que trabajamos en estrecha colaboración con los operadores y los organismos reguladores para adaptar las interfaces, los recorridos del usuario, los métodos de pago, la comunicación y las funciones a las expectativas brasileñas.

Al mismo tiempo, mantenemos los estándares internacionales de seguridad, cumplimiento y estabilidad tecnológica, los cuales son reconocidos a nivel mundial. Esta combinación de experiencia global e inteligencia local es uno de los pilares de nuestro crecimiento en el país.

La operación de Paraíba fue un hito en cuanto a despliegue a gran escala. ¿Cuáles fueron los principales aprendizajes de este proyecto y qué dicen los números iniciales de rendimiento sobre la aceptación del formato VLT por parte de los usuarios?

Paraíba fue extremadamente importante porque validó, en la práctica y a escala operativa, el potencial del modelo VLT en Brasil.

El principal aprendizaje fue la fuerte demanda que existe por un producto regulado que sea seguro y ofrezca una experiencia de entretenimiento de alta calidad. El público respondió de manera muy positiva desde los primeros meses de operación.

Los indicadores iniciales superaron nuestras expectativas en términos de recurrencia de usuarios, compromiso (engagement) y estabilidad operativa. Esto demuestra que los jugadores brasileños están abiertos al formato VLT cuando se presenta dentro de un entorno tecnológico regulado, transparente y confiable.

Respecto a Río de Janeiro: el producto superó la Prueba de Concepto (PoC) con Loterj. ¿Qué puede esperar el mercado de Río de este lanzamiento y cómo planea EGT escalar esta solución a otros estados que están configurando sus loterías en 2026?

Río de Janeiro es un mercado estratégico para toda la industria, y la aprobación de la PoC fue un paso muy relevante.

El mercado puede esperar una solución moderna y segura, diseñada para ofrecer una experiencia física y digital integrada. Nuestro objetivo no es solo desplegar terminales, sino construir un ecosistema sostenible para operadores, loterías y jugadores.

Creemos que muchos estados están observando de cerca los modelos que se están implementando ahora. Por lo tanto, nuestro enfoque es demostrar la eficiencia operativa, la capacidad de generación de ingresos y la responsabilidad regulatoria.

EGT está preparada para escalar rápidamente, ya que cuenta con la infraestructura tecnológica, la experiencia internacional y la adaptabilidad regulatoria necesarias para respaldar nuevos proyectos estatales en diferentes etapas de madurez.

La solución de EGT se describe como completamente omnicanal. Para nuestra audiencia, ¿cómo funciona en la práctica esta integración entre las terminales físicas y la plataforma digital? ¿El jugador se mueve entre ambos mundos con una sola cuenta?

Sí. Ese es uno de nuestros principales diferenciadores.

Los jugadores pueden comenzar su experiencia en una terminal física y continuar en el entorno digital utilizando la misma cuenta, billetera (wallet) e historial de interacción. Esto crea un recorrido fluido, moderno y conveniente.

La integración omnicanal permite a los operadores tener una visión unificada del comportamiento del usuario, lo que viabiliza campañas más inteligentes, programas de fidelización y mecanismos avanzados de cumplimiento.

En la práctica, conectamos lo mejor de ambos mundos: la conveniencia de lo digital con la presencia física y el alcance de las terminales VLT.

In un escenario donde el gobierno está bloqueando plataformas sin solvencia económica, ¿cómo protege la seguridad y transparencia del ecosistema de EGT Digital tanto a los operadores como a los usuarios finales?

Este movimiento regulatorio refuerza algo que EGT siempre ha defendido: el crecimiento sostenible depende de la regulación, la transparencia y la responsabilidad.

Toda la infraestructura de EGT Digital opera bajo estrictos estándares internacionales de cumplimiento, certificación y seguridad tecnológica. Trabajamos con sistemas auditables, controles antifraude, trazabilidad operativa, protección de datos y monitoreo continuo.

Esto protege a los operadores desde el punto de vista regulatorio y financiero, pero también brinda a los consumidores la confianza de utilizar una plataforma legítima, segura y supervisada. En un mercado que madura rápidamente, las empresas sólidas con una trayectoria internacional consistente ganan protagonismo de forma natural.

Estamos viendo un intenso debate en Brasilia sobre la ludopatía y el endeudamiento de los hogares. ¿Cómo incorpora la tecnología VLT de EGT mecanismos de Juego Responsable y controles de gasto para prevenir conductas compulsivas?

El Juego Responsable es un tema central para EGT a nivel global y también en Brasil.

Nuestra tecnología incluye herramientas para el control del tiempo de sesión, límites de depósito y de apuestas, alertas de comportamiento de riesgo y mecanismos de autoexclusión. Además, los operadores pueden monitorear patrones de comportamiento sospechosos de manera mucho más efectiva a través de nuestra tecnología.

Creemos que la regulación y la innovación deben ir de la mano. El objetivo de la industria debe ser proporcionar un entretenimiento seguro, sostenible y transparente.

Este es un debate importante y saludable para la madurez del sector, y EGT quiere ser parte de la construcción de un mercado responsable a largo plazo.

Celina, para cerrar: el Grupo EGT ya está presente en 85 jurisdicciones. Con Brasil alcanzando su madurez en 2026, ¿dónde ves a EGT Digital en el ranking nacional durante los próximos dos años?

Brasil se ha convertido en uno de los mercados de juegos y apuestas más estratégicos del mundo, y EGT ve un enorme potencial de crecimiento aquí.

Durante los próximos dos años, nuestro objetivo es consolidar a EGT y EGT Digital entre los proveedores líderes de tecnología y soluciones omnicanal en el país, expandiendo la presencia tanto en el segmento físico como en el digital.

Estamos invirtiendo fuertemente en expansión operativa, alianzas locales, innovación tecnológica y relaciones institucionales. Creemos que solo estamos al comienzo de la transformación de este mercado en Brasil.

Nuestro enfoque no es solo el crecimiento en números, sino construir una operación sólida y sostenible, reconocida por su excelencia tecnológica y la confianza del mercado.

EGT and EGT Digital arrived in Brazil with a consolidated track record across more than 85 jurisdictions — and a deliberate choice not to replicate an international model in a market that demands local adaptation.

At the centre of that strategy is Celina Guedes, who leads the company’s expansion in Brazil’s gaming, casino and VLT markets.

With over 20 years of experience across land-based and online casino segments in Brazil and Latin America, Guedes has built her approach around what she calls “glocalization” ,  applying global technology standards to the specific behaviour, regulation and expectations of the Brazilian player.

The results are becoming visible. EGT won the Best VLT Solution category at the BiS Awards 2026. The Paraíba rollout validated the VLT model at operational scale, with user recurrence and engagement exceeding initial projections. In Rio de Janeiro, the solution passed the Proof of Concept with Loterj, opening the door to one of the country’s most strategic gaming markets.

In this interview, Guedes discusses what differentiated EGT in a competitive Brazilian market, how omnichannel integration works in practice, and why she believes the industry’s long-term growth depends on regulation, transparency and responsible gaming, not despite them, but because of them.

Celina, congratulations on the BiS Awards 2026! EGT and EGT Digital won in the Best VLT Solution category. In your view, what was the “X factor” that set your product apart in such a competitive market as Brazil this year?

Celina Guedes – I believe our key differentiator was the combination of robust technology, player experience, and adaptability to the Brazilian market. EGT already has a consolidated global track record across more than 85 jurisdictions, but in Brazil we did not simply replicate an international model, we localized the solution.

The Brazilian market demands performance, stability, regulatory security, and at the same time accessible and intuitive entertainment. We were able to deliver exactly that balance through an omnichannel VLT solution that is highly scalable and widely accepted by players.

In addition, the integration between EGT and EGT Digital allowed us to offer a complete ecosystem for operators and state lotteries, which is essential in an increasingly competitive and regulated environment.

You mentioned that EGT seeks to establish “higher new standards.” How does the company balance global technology from Bulgaria with the cultural and regulatory specifics of the Brazilian player?

This balance is achieved precisely because EGT has global expertise but operates locally with teams that deeply understand each market.

Brazil has very specific characteristics: player behavior, consumption profile, evolving legislation, and even visual and gameplay preferences. That is why we work closely with operators and regulatory bodies to adapt interfaces, user journeys, payment methods, communication, and features to Brazilian expectations.

At the same time, we maintain international standards of security, compliance, and technological stability, which are globally recognized. This combination of global experience and local intelligence is one of the pillars of our growth in the country.

The Paraíba operation was a large-scale rollout milestone. What were the key learnings from this project, and what do the initial performance numbers say about user acceptance of the VLT format?

Paraíba was extremely important because it validated, in practice, the potential of the VLT model in Brazil at operational scale.

The main learning was the strong demand for a regulated product that is safe and offers a high-quality entertainment experience. The audience responded very positively from the first months of operation.

Initial indicators exceeded our expectations in terms of user recurrence, engagement, and operational stability. This shows that Brazilian players are open to the VLT format when it is presented within a regulated, transparent, and reliable technological environment.

Regarding Rio de Janeiro: the product passed the Proof of Concept (PoC) with Loterj. What can the Rio market expect from this launch, and how does EGT plan to scale this solution to other states shaping their lotteries in 2026?

Rio de Janeiro is a strategic market for the entire industry, and the PoC approval was a highly relevant step.

The market can expect a modern, secure solution designed to deliver an integrated physical and digital experience. Our goal is not only to deploy terminals, but to build a sustainable ecosystem for operators, lotteries, and players.

We believe many states are closely observing the models being implemented now. Therefore, our focus is to demonstrate operational efficiency, revenue generation capacity, and regulatory responsibility.

EGT is prepared to scale quickly, as it already has technological infrastructure, international experience, and regulatory adaptability to support new state projects at different stages of maturity.

 The EGT solution is described as fully omnichannel. For our audience, how does this integration between physical terminals and the digital platform work in practice? Does the player move between both worlds with a single account?

Yes. That is one of our main differentiators. Players can start their experience on a physical terminal and continue in the digital environment using the same account, wallet, and interaction history. This creates a seamless, modern, and convenient journey.

The omnichannel integration allows operators to have a unified view of user behavior, enabling smarter campaigns, loyalty programs, and advanced compliance mechanisms.

In practice, we connect the best of both worlds: the convenience of digital with the physical presence and reach of VLT terminals.

In a scenario where the government is blocking platforms without economic substance, how does the security and transparency of the EGT Digital ecosystem protect both operators and end users?

This regulatory movement reinforces something EGT has always supported: sustainable growth depends on regulation, transparency, and responsibility.

All EGT Digital infrastructure operates under strict international standards of compliance, certification, and technological security. We work with auditable systems, anti-fraud controls, operational traceability, data protection, and continuous monitoring.

This protects operators from a regulatory and financial standpoint, but also gives consumers the confidence of using a legitimate, secure, and supervised platform.

In a rapidly maturing market, solid companies with a consistent international track record naturally gain prominence.

We are seeing an intense debate in Brasília about gambling addiction and household debt. How does EGT VLT technology incorporate Responsible Gaming mechanisms and spending controls to prevent compulsive behavior?

Responsible Gaming is a core topic for EGT globally and also in Brazil.

Our technology includes tools for session time control, deposit and betting limits, risk behavior alerts, and self-exclusion mechanisms. In addition, operators can monitor suspicious behavioral patterns much more effectively through our technology.

We believe regulation and innovation must go hand in hand. The industry’s goal should be to provide safe, sustainable, and transparent entertainment.

This is an important and healthy debate for the sector’s maturity, and EGT wants to be part of building a long-term responsible market.

Celina, to close: EGT Group is already present in 85 jurisdictions. With Brazil reaching maturity in 2026, where do you see EGT Digital in the national ranking over the next two years?

Brazil has become one of the most strategic gaming and betting markets in the world, and EGT sees enormous growth potential here.

Over the next two years, our goal is to consolidate EGT and EGT Digital among the leading technology and omnichannel solution providers in the country, expanding presence in both physical and digital segments.

We are heavily investing in operational expansion, local partnerships, technological innovation, and institutional relationships. We believe we are still at the beginning of the transformation of this market in Brazil.

Our focus is not only growth in numbers, but building a solid, sustainable operation recognized for technological excellence and market trust.

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