Interviews
Exclusive QandA with Eriks Petersons, Digital Transformation Director of Ciklum
We have here a fascinating interview with a leader in the gaming industry. Meet Eriks Petersons, Digital Transformation Director of Ciklum.
He talks here about his introduction into the industry as a professional poker player in Riga to his move to Malta and his career in the industry.
What stands apart in the opinions and views are a clear-cut focus on the player experience and how it needs to be unique and standardized.
“One area that is really lacking, in my opinion, is differentiated player experience.” He says with absolute conviction.
He also elaborates about the use of technology, regulation and the need to break down the internal processes into smaller and simple steps.
Read on. Don’t miss the wisdom.
Q. Let’s begin the interview with a brief intro into your career. Our readers love to hear top entrepreneurs talk about themselves.
A. I started off in the iGaming industry in early 2008, back in my hometown Riga, where I was a professional poker player. Poker was at its peak and everyone was talking about it. Fast forward to 2011, specifically the Black Friday events of April 15th, which pretty much put an end to the poker hype. I bought a one-way flight ticket to Malta in order to further develop my career in an industry I’d fallen in love with.
I’ve spent the past 10 years or so working in various operational positions in major B2B and B2C companies, working closely with clients, tech and products. Looking back, I was fortunate to join the industry at a time where I’ve been able to grow and mature alongside it. This has allowed me to develop a well-rounded knowledge of company operations and industry specifics.
My current role at Ciklum is leading the iGaming vertical. Our aim is to contribute back to the industry, sharing our technological know-how and supercharging the growth of our clients to reach new heights.
Q. How do you view the development of technology for the iGaming industry over the last few years? There have been too many things happening, such as the covid 19 pandemic, frequent regulation changes and the emergence of newer tools in artificial intelligence, big data, cloud computing and blockchain?
A. The last few years have been quite interesting. Whilst one might say regulation has been the biggest culprit for the lack of innovation, especially for those companies that have a global footprint, it’s also been one of the main motivators for innovation. The same is true for AI, Big Data and Cloud, which all serve regulatory needs in one way or another.
Now that we have seen the adoption of these new tools to some degree, it’s time to spread them out to the other areas of the product. One area that is really lacking, in my opinion, is differentiated player experience.
With some exceptions, most casinos are all the same. They just have a different look and feel. There’s nothing special that makes the player choose a particular brand, or even more importantly, stick to it.
Q. On what ways do you think the pandemic affected the igaming technology development? And what are the technological changes that igaming companies can adopt to make their functioning pandemic-proof in future?
A. There’s not been many new developments, but one that I do like is the shared player experience. It’s also a trend we have seen in other industries, such as video streaming, with tech giants like Netflix and Disney+ both launching watch-along features earlier this year.
In regards to technological changes, the industry has once again proved its recession-proof status. Although I’d say this is more due to the entertainment nature of the industry, rather than any particular technological development.
When times are tough, people look for moments of joy. As long as it happens in a sustainable and responsible way, why not have a chance of winning something as well?
On the other hand, the closure of all the sporting events during the pandemic taught us the importance of product diversification and over-reliance on physical world interactions. Therefore I’d expect things like already popular esports betting and virtual sports, especially built on the blockchain technology, to now grow in significance.
Q. Let’s now talk about technological changes. How can iGaming companies work on different regulatory changes and product features in parallel – without stalling each other, and offering seamless service to users?
A. There are quite a few factors at play here, from your product strategy, to planning, to prioritisation, to available budgets and headcounts. There needs to be a well-segregated system with teams formed around different areas of responsibility, which can work independently on their own release cycles. The emphasis should be on independence. For example, whilst your ‘responsible gaming’ or ‘fair play’ team is busy implementing a change in Germany, your ‘player acquisition’ team can refactor, test or improve the new features on the homepage.
The only other piece of advice, which is similar to what every productivity coach would tell you, is break things down into small logical chunks and start working on them at your earliest opportunity. This way you’ll avoid any last-minute stress for your teams, gain some productivity points, and thus benefit from extra time to spend on some nice, new, shiny features. The trick here is to keep releasing these small logical chunks directly to production, and in case the full feature (constituting of multiple small logical pieces) is not ready or requires to be launched later, you can keep its functionality configurable on or off – known as feature toggling.
Q. Why do companies need APIs to work with a number of 3rd party tools, such as fraud detection platforms, KYC verification tools, and others?
A. It’s not a question of why, but rather a question of how? If you don’t have a standardised process, you’ll keep adapting to each new integration coming your way and thus fitting more and more customisations and exceptions to your platform, which would eventually grow into an uncontrollable beast that no one wants to deal with.
As a simple example, if we focus just on the basic functioning of the online slot – there’s tons of various online slot providers out there which each have their own API. However, all slots function pretty much in the same way. You need to query the wallet to check the balance, you need to call the provider to make a bet (spin), and then you need to be notified of any winnings. Now, as an example, some providers will not return any calls when there is a loss, some will return a call as 0 winning, whilst others will register each loss separately. If you don’t have these things standardised in your platform, you’ll keep having different variations of the same that will eventually become hard to maintain.
Q. What are your insights on the use of cloud computing in working with huge amounts of players data?
A. There are numerous benefits of using Cloud which are already pretty well documented. First of all, huge amounts of data require enormous amounts of storage. Whilst it’s technically possible to increase the capacity of your in-house servers, you need to plan these things well in advance.
Secondly, due to cloud’s ‘infrastructure as a service’ model, you’re basically moving all your upfront bare metal CAPEX expenses to much smaller OPEX expenses which would grow only as you grow, and thus are much better on your bottom-line.
Last but not least, cloud provides the ability to scale your infrastructure very quickly so you can manage large spikes of traffic or prepare for a new market launch. The cherry on top is when you manage to automate this horizontal and vertical scaling.
Q. How do you think simple changes – such as registration forms design – can make a big difference in the player experience and eventually the revenue for iGaming operators?
A. One can never stop experimenting. Player trends are constantly changing, and you should not forget to account for the multiple market and cultural aspects in this equation. There are tons of untested hypotheses which can only be validated by real data. Is a three step registration process better than one?
Even the smallest things like the colour, shape or positioning of a button can have an enormous impact on player behaviour and thus the conversion rate. Successful operators never stand still, they keep experimenting, keep validating, and keep improving their product and thus revenue in small, manageable increments at a time.
Q. Finally, where do you see the current digital transformation heading to. In future, will digital transformation invade privacy and data security of the end users much more than it does today?
A. Overall, the digital transformation topic is quite broad, but one important aspect of it is the ability to see things in much greater detail, understanding those details, and then having better control over them. This may be physical items, events or outcomes. Having said that, it definitely touches on all possible aspects of player data. I would expect regulations and moral principles to set the boundaries.
Think of your phone, it already has dozens of various sensors built into it which can detect light, sound, gravity, acceleration, location, temperature, biometrics, and a lot more. One can opt to use this data, and who knows, maybe in the future, instead of the traditional spin buttons on the slot machines, players will throw their phone up in the air to feed the slot’s unique RNG algorithm.
But on a more serious note, short to mid-term I’d expect to see more control given to the players in terms of how they want to entertain themselves. From the look and feel to the actual dynamics of the play. They might want to play solo, or have a party game with their friends, where balances are shared and winnings distributed. Prop bets will also become much more granular by using every imaginable data point of the particular sport / market, placed via smart speakers directly on your TV whilst watching the live stream.
Long-term, affiliates, and probably even individual players themselves, will be able to create their own casino within the casino and keep a portion of the revenues. They would be able to define every aspect from the look and feel to the type of games, localised bonuses and loyalty programs, and so on.
Then, in the not so distant future, this all will probably move to some sort of metaverse, with such attempts having already been made.
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Adam Miles Director of Sales DEGEN Studios
Why the Slot Market Needs to Move Beyond the ‘Safe Middle’
Check out our latest Q&A w/ Adam Miles, Director of Sales, DEGEN Studios
You’ve joined DEGEN as Director of Sales at a key moment for the studio. What drew you to the role?
DEGEN has a very defined identity. It’s not trying to sit in the safe middle of the market, and it’s not trying to be everything to everyone. The games are high-volatility, identity-led and built with a specific player in mind. That makes the commercial proposition much stronger.
In a saturated industry, differentiation isn’t optional. Operators don’t need more generic content. They need studios that understand their audience and can deliver something with character and intent. DEGEN already had that direction, which made the opportunity compelling.
DEGEN positions itself as bold and disruptive. Does that make the sales conversation easier or more challenging?
It makes it clearer. When you have a defined identity, you’re not trying to convince every operator. You’re engaging with those who understand the value of differentiated content and who have player segments that respond to high-volatility, high-impact experiences.
Safe content will always have a place. But there is a significant audience looking for something more intense, more distinctive. Our job commercially is to ensure DEGEN’s portfolio is positioned where it will resonate most.
Transparency around who you are simplifies the conversation, shifting the focus from volume to value.
What are your immediate priorities in the role?
First, strengthening global distribution in a targeted way. It’s not about placing the portfolio everywhere. It’s about aligning with operators and aggregators who understand our positioning and can give the games the right context in their lobbies.
Second, deepening partnerships. We want operators to see DEGEN as a studio with a defined role in their content mix, particularly for high-volatility segments.
Internally, it’s also about feedback. Sales shouldn’t operate in isolation. Performance data, operator insight and market trends need to feed back into roadmap discussions. That loop between commercial and creative teams is essential if you want consistent growth.
DEGEN recently launched the DEGEN Powered initiative. How does that fit into your commercial strategy?
DEGEN Powered expands the conversation beyond individual releases. By partnering with studios like Spin Lab, who share a similar philosophy around player-first, identity-led design, we’re building a broader ecosystem.
It’s not a funding model or a traditional publishing structure; it is a strategic alignment. The studios maintain independence, but the DEGEN Powered banner signals shared values and a commitment to high-impact gameplay.
Commercially, that adds depth. It shows consistency in approach and reinforces the idea that this isn’t a one-off tone, it’s a growing segment of the market.
In such a competitive market, what gives DEGEN a genuine edge?
Most studios will aim for the broadest possible appeal, for DEGEN it’s about audience focus and being intentional. The portfolio is built around clearly defined player behaviours, particularly those who engage with higher volatility and stronger thematic identity.
When you understand who the game is for, your commercial message becomes sharper. Instead of promising universal appeal, you can demonstrate defined appeal backed by performance logic.
Operators are increasingly data-driven. They segment their player bases carefully. When a studio understands that segmentation and builds accordingly, the commercial discussion becomes more credible.
As your role develops, what does success look like for you?
Success is about expanding the brand sustainably. That means entering key markets with the right partners, strengthening our global footprint and ensuring the portfolio performs consistently across different territories.
It’s also about reputation. I want DEGEN to be recognised not just as a creative studio with attitude, but as a reliable commercial partner. A studio that delivers differentiated content and backs it with structured, strategic growth.
If operators associate DEGEN with bold, high-volatility experiences that perform for specific segments, and they trust us to support that with strong partnerships and execution, then we’re on the right path.
Ultimately for me, the role is about scaling the commercial side of the business while protecting what makes DEGEN different.
The post Why the Slot Market Needs to Move Beyond the ‘Safe Middle’ appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Alberto Ruiz-Ocaña Senior Business Development Manager at GLI
Compliance by Design: How Built-In Regulation Accelerates Game Launches
Interview with Alberto Ruiz-Ocaña, Senior Business Development Manager at GLI
Ahead of HIPTHER Prague Summit 2026, we speak with Alberto Ruiz-Ocaña, Senior Business Development Manager at Gaming Laboratories International (GLI®), to explore how embedding compliance directly into the game development lifecycle can dramatically accelerate market entry in today’s increasingly regulated gaming landscape.
Alberto, you will be speaking on the Markets, Expansion & Forward Outlook panel at the Compliance Stage. From your vantage point, how is the role of “compliance by design” evolving as operators and suppliers scale across an increasing number of regulated markets?
Previously, gaming operators and suppliers focused primarily on designing products to meet market demand, and although this remains a vital focus point, when expanding into multiple regulated markets they face challenges dedicating significant time and resources to adapt these products to meet requirements of each individual jurisdiction.
Today, leading operators and suppliers are integrating compliance into the product lifecycle from the beginning. Compliance is no longer treated as a final checkbox, but as a core design principle that shapes workflows and feature decisions. This approach allows teams to scale faster across regulated markets, reduce rework, and empower teams to build games that are both innovative and regulation-ready.
From your experience working with operators and suppliers globally, what are the most common compliance gaps that still delay launches in regulated markets?
In my experience, the most common delays around launches are due to difficulty in understanding the technical requirements defined by the regulators, which can vary directly and in ways that are more nuanced in each jurisdiction. By consulting and engaging with our compliance specialists upfront, it allows teams to clearly define all technical and regulatory prerequisites before applying changes to products. This proactive approach avoids rework and reduces uncertainty, enabling teams to launch faster.
GLI is widely recognized for its pre-compliance and certification services. How does early engagement with testing partners change the speed and efficiency of market entry for new products?
Early engagement with a testing partner is a key accelerator for successful market entry, especially when planning to launch across multiple markets. When GLI is involved at the very beginning, visibility into technical constraints, certification requirements, and market specific expectations are provided. This full life-cycle compliance approach allows operators and suppliers to build strong, scalable platforms, while clearly separating the elements that must be adapted for each jurisdiction.
As regulated markets continue to multiply, how should development teams balance innovation speed with the growing complexity of jurisdiction-specific technical standards?
Consult with GLI early and often. There are more opportunities than ever before, and that is exciting for suppliers. With that also comes the need to be mindful of regulations which can also evolve quickly. Because of our global network, GLI can provide the most up-to-date information available so that suppliers can build their innovative products with compliance in mind right from the beginning of their development process.
Many emerging jurisdictions are introducing new regulatory frameworks. What practical steps should suppliers take today to future-proof their products against evolving compliance requirements?
After testing and certification, it is equally important for suppliers and operators to stay closely connected with GLI. Ongoing collaboration ensures that teams remain informed about regulatory updates, emerging requirements, and market-specific changes before they become obstacles.
Another practical step is to design products using well-established GLI Standard Series as the framework. These industry standards reflect global best practices and provide technical guidelines that suppliers can use during development, helping them align with many regulatory expectations from the start.
When suppliers build their platforms around these widely recognized standards, they create a strong and compliant foundation that already aligns with the majority of regulatory principles. From there, adapting to specific jurisdictional requirements becomes significantly easier and more efficient.
Beyond technical approval, how does strong compliance strategy contribute to long-term commercial success, trust with regulators, and smoother global expansion?
Having a strong compliance strategy is essential to suppliers of all sizes, and utilizing the global GLI network of technical and compliance experts is the best tool in anyone’s toolbox. One of the most meaningful outcomes we hear from clients who tap into our expertise is that, after completing certification, their product is stronger from a quality and reliability perspective. Doing things properly shows trust and quality, which is one of the keys to success.
GLI is the Grand Quality & Compliance Sponsor at HIPTHER Prague Summit 2026. What key conversations are you looking forward to having with operators and suppliers during the event, and where do you see the biggest compliance challenges — and opportunities — emerging next?
I am excited to hear what the other panelists will share, but also very interested in the questions from the public, as we need to know the different points of view of all shareholders in the gaming sector. My main goal is to meet new people and support with our knowledge on any projects they will have moving forward.
The post Compliance by Design: How Built-In Regulation Accelerates Game Launches appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Evoplay
Seasonal Campaigns and Tournaments: Q&A w/ Olga Pronak Head of Key Account Management at Evoplay
How are seasonal campaigns and tournament-based mechanics changing the way players engage with slots compared to traditional gameplay?
Right now, we see that tournament mechanics and seasonal campaigns increase player engagement by introducing additional layers of success and rewards. However, we cannot say this with complete certainty yet, as we need more time to observe long-term patterns. Sometimes players simply do not have time to join short promotions, as they are busy with their daily lives. At the same time, running shorter campaigns of around three months gives players multiple chances to compete while maintaining high engagement throughout the promotion.
What makes limited-time events and promotional layers so effective in driving retention and repeat play?
By now, the gaming industry is very familiar with tournaments and, more recently, prize drops. However, in today’s environment, where people are used to receiving new information in short 30-second videos every day, it can become boring for a player to see and play the same things everywhere, even though they enjoy tournaments. A greater number of promotional layers gives players a sense of novelty and fresh engagement.
We saw this in practice with our Big Adventures campaign, which ran in phases featuring Tournaments, Prize Drops, and Wheel of Fortune rather than a single promo. Prize draws were held every three months, offering high-value rewards such as iPhones, alongside in-game rewards and additional chances to win through Tournaments, Prize Drops, and Wheel of Fortune. This mix maintained player activity, built anticipation, and generated extra engagement as players approached the final grand prize, a trip for two to the Maldives. The key value of this approach is that it expands the pool of potential winners, giving more players real opportunities to succeed and stay motivated.
How do competitive elements like leaderboards and rewards reshape player motivation and interaction?
I believe this principle is well known, as it is used everywhere now – in marketing, education, and sports. However, in Tournaments, Prize Drops, or Wheel of Fortune, it may differ slightly, as we see different motivations shaping player interaction and engagement. In Tournaments, we show players their current position and how many additional points they need to earn to reach a prize or move to a higher tier. In Prize Drops or Wheel of Fortune, we show that other players have already won prizes, demonstrating that the rewards are real and that everyone has the same opportunity to win. People like to be part of exclusive groups.
Do you see seasonal ecosystems becoming a standard expectation for slot audiences in the years ahead?
It’s hard to say whether this will remain the standard over the coming years, as the entertainment industry is evolving rapidly, including in iGaming, where innovations driven by AI and other emerging technologies are advancing. We also enjoy experimenting with new tools and implementing bold ideas, including exploring ways to engage players in fresh and unexpected ways. But at least for the next year, I believe this will be one of the most popular approaches.
The post Seasonal Campaigns and Tournaments: Q&A w/ Olga Pronak Head of Key Account Management at Evoplay appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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