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Cheltenham: Next steps for horse racing

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Horse racing is one of the oldest activities in the world and the Cheltenham Festival is one of the spiritual homes of the sport. While the meeting is guaranteed to deliver strong engagement rates for UK-facing operators, there’s less interest among sportsbooks further afield in Europe. However, as horse racing continues to grow on the international stage, are European operators missing a trick by not identifying ways to make Cheltenham Festival and other UK meetings appealing to their own audience?

With the festival kicking off this week, European Gaming spoke to experts in the field on how the sport can make an impact internationally and the best practices required to make it relevant to a wider audience, while maintaining its status in the UK.

Alan Casey, CEO of AllSported

Adam Conway, Head of Trading at SIS

Dylan Casey Head of Paid Media, Checkd Media

 

Huge opportunities abound throughout the festival which brings a great deal of competition. How can horse racing operators make sure they stand out from the crowd during the event?

Dylan Casey: Too many operators allow their messaging to become like wallpaper throughout Cheltenham week. The ones who succeed are those that offer something unique or present their offer in a way that captures the customer’s eye and paid social advertising can allow operators to do just that.

A major advantage of paid social for horse racing operators is the guarantee of eyeballs and the sequencing of the messaging. The control of adverts being seen in a particular order can allow operators to get creative and even allow them to tailor the offer a customer sees based on their behaviour.

When running paid social for partner’s during the festival, we like them to refresh their messaging and offers daily. By tailoring it to certain races, horses or even jockeys, the messaging is always fresh and can help to avoid ad fatigue.

Not all operators will have the flexibility and resources to promote a different offer for each day of the festival. However, even if an operator’s offer isn’t unique enough to stand out, paid social advertising provides them with a huge opportunity to present that offer in a way that will allow them to do so.

Alan Casey: Content is king. Creating a sense of familiarity and comfort is all-important in cross-selling. Time and again, we see that racecards that feature plenty of content, predictions and ratings improve dwell time significantly.

However, even when an operator has this all-important content, how do they balance the integration times with the results? Separate integrations and multiple API feeds can take time and a lot of resources to put in place. It’s true that content is not always the priority compared to revenue-generating add-ons like cashing out, but without the content to engage customers, it’s likely a sportsbook will only get customers who are there to make a specific bet.

As well as that, consistency and balance matters a great deal, operators don’t need to be stand-out price every race, but an operator needs to be competitive in every race in terms of pricing and place terms. An operator can acquire a lot of customers by having the headline offer of the day or week, but it leaves the door open for customers to exploit that offer and leave.

Adam Conway: Aside from the traditional marketing techniques that operators adopt for the week of Cheltenham Festival, such as attractive promotional offers, offering a vast range of markets that are appealing to both existing bettors and newcomers is important. This includes the use of derivatives, which complement classic markets and allows those with little experience of racing betting to get involved.

Through our partnership with RACELAB we can offer the latest in trading technology which can help operators stay ahead of the smart money and offer prices at opportune times that standout from the crowd.

 

To what extent is there an appetite for UK horse racing outside the UK and Ireland? How does the sport need to adapt to appeal to this audience?

Alan Casey: From a customer perspective, there is a huge appetite, especially with regards to Cheltenham. It’s an easy sell with the best horses, jockeys and trainers on show and there are always magical storylines that capture the public’s imagination around the festival.

The obstacle for international operators is that the sport requires a huge level of expertise to work within it. The time and financial investment necessary to building a team to monitor the landscape is formidable.

The obvious solution is to outsource, but even then, there are pitfalls. It’s possible that an out-of-the-box service will leave an operator open to inaccurate pricing and following the exchanges blindly is dangerous based on liquidity and latency issues. It can be difficult to acquire and retain horse racing customers and even more so if there is no differentiation in the offering.

Operators need to invest in a flexible solution with a great deal of two-way communication. It’s vitally important to be able to react to your own customers’ bets and factor this into pricing. If an operator is reacting to the market alone, that lag will eat away at their bottom line.

Adam Conway: The cultural significance of major UK horse racing meetings means less for international operators and their customers, but there are still opportunities for non-UK sportsbooks to make the most of these events. The betting product needs be optimised differently for markets where there is less racing heritage, otherwise bettors are not going to be as likely to engage. This means promoting certain markets that can be more relevant to them. For instance, derivatives are becoming increasingly popular with international operators, with markets such as match betting and odds vs. evens far easier to understand. Ultimately, these types of markets don’t require as much insight into the sport itself, which encourages a wider audience to engage with the product. Horse racing needs to attract a new generation of bettors, and outside of the UK these kinds of markets are important to this approach.

Of course, establishing an in-house trading team to cover 24/7 racing events can be costly. In addition, the availability of traders that have the specialist knowledge required can be difficult to find in markets where there is a modest racing culture, which means they cannot efficiently manage pricing and risk. Our SIS Trading Services can help operators in these markets by offering them a fully outsourced solution that leaves the entire racing proposition in the hands of our experts.

 

How can international operators capitalise on UK horse racing meetings like Cheltenham Festival, which are proven to generate strong bettor engagement in its home market? What can domestic operators do to maintain a slice of the action amid such intense competition?

Adam Conway: One of the main challenges that UK operators face during major UK meetings such as the Cheltenham Festival is profitability. Promotions which include offers like extra places paid can impact the overall margins they can make. These sportsbooks require products and tools that can grow business and maximise margins. At SIS, we are working hard to make this possible by enhancing our Trading Services with the addition of next generation trading tools. In partnership with RACELAB, our traders now have the very latest technology advantage, ensuring we can stay ahead of the smart money and produce more intelligent prices. This includes the Odds Engine compilation software, which has the biggest breadth of content and the most sophisticated trader controls and the highest number of priced horses (including all the local pools).

For international bettors from regions where there is less racing heritage, we have found that it has been useful to offer additional levels of support to operators new to the sport. This means increasing the emphasis on those betting markets that are simpler to understand and don’t require specific in-depth racing knowledge. We can offer operators a managed trading service to help them manage their risk.

Alan Casey: A little education goes a long way. A huge number of people that aren’t full-time racing fans flock to bet on Cheltenham every year because of the status it holds. Investing in the right odds and pricing package that includes content as part of the deal can go a long way towards engaging these fans, as well as seasoned ones.

Cheltenham simply lends itself to this kind of content with some captivating narratives every year. Rachael Blackmore and Henry de Bromhead combining throughout last year’s event and taking the festival by storm stands out as a great example. There are always interesting narratives surrounding Ruby Walsh and Willie Mullins as well. It all captures the imagination and if international operators can gain the means to educate their customers on the ins and outs of the sport, they will be on to a winner.

Domestically, it’s about finding the right balance between trading and marketing teams. Consistency is essential in this product offering throughout the week. Single race odds boosts or acquisition offers don’t guarantee you a customer’s wallet for the four days of the festival or even for an entire day. The key is giving customers a choice of races that spreads out the positions more evenly and then helps the operator engage the customer in each race throughout the festival.

How is price latency and odds generation different in horse racing compared to other sports betting activities? What challenges does this present for operators?

Alan Casey: If we take a traditional sport like football, the teamsheets are announced an hour before kick-off and we see the market shifts as a result. Outside of that, there isn’t a lot of other information flowing into the market.

In horse racing however, there is more information in the market and operators are exposed from the minute they put bets up with no set times as to when information will enter the market. Latency issues become far more apparent in horseracing, dealing with large bets can result in loss of margin from a day’s racing. During the final minutes before the off, any latency or speed issue can result in operators being left badly exposed.

With the market constantly flocculating like this, Push APIs that inform operators the instant a price has changed can be invaluable, leaving no time for incorrect pricing on a sportsbook. Mere seconds of inaccurate pricing can be the difference between profit and loss.

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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?

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¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años?

Esta es la pregunta central planteada por Carlos Akira Sato en su análisis sobre el creciente endeudamiento de los hogares en Brasil.

En lugar de atribuir el sobreendeudamiento a las plataformas de apuestas deportivas, sostiene que el problema tiene sus raíces en décadas de transformación económica marcadas por la expansión del crédito, la financiarización y sistemas cada vez más sofisticados de estimulación del consumo en múltiples sectores.

El debate sobre el endeudamiento de las familias brasileñas ha ganado un nuevo objetivo preferente: las plataformas de apuestas deportivas.

Las llamadas “bets” han pasado a ocupar un lugar central en los medios, el discurso político y las discusiones regulatorias, frecuentemente asociadas al aumento de la morosidad y la compulsividad financiera.

Pero quizá la pregunta correcta sea otra: ¿el sobreendeudamiento de las familias brasileñas realmente nació con las bets?

La respuesta, desde un análisis histórico riguroso, es negativa.

El fenómeno es mucho anterior a la regulación de las apuestas deportivas y está vinculado a una profunda transformación económica, cultural y tecnológica iniciada en los años 90, cuando Brasil abandonó gradualmente una economía cerrada e inflacionaria para entrar en una lógica moderna de consumo, crédito y financiarización de la vida cotidiana.

La apertura económica promovida durante el gobierno de Collor cambió el patrón de consumo del país.
Pocos años después, el Plan Real trajo estabilidad monetaria y transformó la propia psicología económica de la población.

Por primera vez, millones de brasileños comenzaron a financiar bienes, usar tarjetas de crédito, pagar en cuotas e incorporar el endeudamiento como parte normal de la vida económica.

Este proceso representó un avance y una inclusión financiera.

Pero también consolidó un nuevo modelo económico basado en la anticipación del ingreso futuro de los hogares. El crédito dejó de ser una excepción y se convirtió en infraestructura permanente de sostén del consumo nacional.

Bancos, minoristas y entidades financieras comprendieron rápidamente este cambio. Grandes cadenas dejaron de actuar únicamente como distribuidoras de productos para convertirse en plataformas financieras.

Las tarjetas private label, los sistemas de financiación sofisticados y los mecanismos permanentes de crédito pasaron a integrar la vida cotidiana del consumidor. En muchos casos, el margen financiero se volvió tan relevante como la propia venta del producto.

A lo largo de los años 2000, el modelo se profundizó.

La expansión de la bancarización, de los medios electrónicos de pago y de las fintech aceleró la financiarización de la vida cotidiana.

A partir de 2013, con la apertura regulatoria impulsada por la Ley nº 12.865, el celular pasó a funcionar simultáneamente como banco, billetera digital, plataforma de crédito, marketplace y entorno permanente de monetización del comportamiento.

El crédito se volvió instantáneo, invisible e integrado a la experiencia digital.

El consumidor pasó a contratar financiación en pocos clics, muchas veces dentro del propio flujo de compra. Brasil entró definitivamente en la era de la hiperestimulación conductual del consumo.

Y aquí es donde el debate contemporáneo comienza a revelar una contradicción importante.

Mientras el país construyó durante décadas una sofisticada arquitectura económica basada en expansión del crédito, publicidad emocional, gamificación, captura de la atención y monetización del ingreso futuro, la inversión estructural en educación financiera siguió siendo insuficiente.

Brasil enseñó a su población a consumir antes de enseñarle a construir patrimonio.

Hoy, prácticamente todos los sectores relevantes de la economía operan mecanismos avanzados de estímulo conductual: retail digital, aplicaciones, streaming, delivery, marketplaces, bancos, fintechs y redes sociales.

La publicidad dejó de ser meramente informativa y pasó a ser algorítmica, personalizada y emocional.

El consumidor moderno compite por su atención y autocontrol contra sistemas diseñados para maximizar el engagement y el consumo continuo.

Este fenómeno aparece incluso en sectores raramente asociados al debate regulatorio.

El comercio alimentario, por ejemplo, utiliza técnicas sofisticadas de neuromarketing para impulsar el consumo de productos ultraprocesados, bebidas alcohólicas e ítems de compra impulsiva. Sin embargo, pocos segmentos han enfrentado un nivel de monitoreo similar al impuesto a las apuestas deportivas.

El sector regulado de las bets surgió en Brasil bajo uno de los marcos más estrictos de la economía digital.

Las plataformas deben identificar usuarios biométricamente, monitorear el comportamiento, rastrear operaciones, comunicar movimientos sospechosos al COAF, implementar políticas de juego responsable e impedir apuestas financiadas con crédito.

Es decir: el regulador entendió correctamente que la combinación entre compulsividad y crédito podía ser socialmente explosiva.

Pero aquí surge una pregunta inevitable: ¿por qué sectores históricamente asociados al sobreendeudamiento de las familias brasileñas operaron durante décadas bajo niveles significativamente menores de monitoreo conductual?

Datos de la CNC muestran que el porcentaje de familias endeudadas alcanzó el 80,2% en febrero de 2026 — el nivel más alto de la serie histórica.

Este escenario no nació con las bets. Es el resultado de décadas de expansión agresiva del crédito, financiarización de la vida cotidiana, hiperestimulación del consumo y ausencia estructural de educación económica de la población.

Marco comparativo : obligaciones regulatorias y conductuales

Tema / Obligación Bets Bancos Retail / Alimentos
Identificación formal del cliente (KYC) Obligatoria, robusta, con biometría Obligatoria Limitada
Validación de titularidad de cuenta Obligatoria Generalmente obligatoria Normalmente inexistente
Monitoreo conductual Alto Enfocado en fraude y crédito Bajo
Prohibición del uso de crédito No No
Publicidad emocional Con restricciones crecientes Permitida con límites Ampliamente utilizada
Protección contra compulsividad Obligatoria Muy limitada Prácticamente inexistente
Herramientas de autoexclusión Obligatorias Inexistentes Inexistentes
Obligación de reporte al COAF Limitada
Control del origen de fondos Obligatorio Obligatorio Generalmente inexistente
Fiscalización conductual Intensa Moderada Baja
Políticas de consumo responsable Obligatorias Parciales Generalmente inexistentes

El punto más provocador quizá sea justamente la asimetría regulatoria que este debate revela.

Varios sectores históricamente asociados a la compulsividad, el hiperconsumo y la dependencia han operado durante décadas bajo una lógica regulatoria menos intervencionista que la actualmente aplicada a las apuestas deportivas.

Al final, el verdadero debate tal vez no sea solo “cómo regular las apuestas”, sino cómo preparar a la sociedad para vivir en una economía digital, hiperinanciarizada y permanentemente orientada a la captura de la atención, el consumo y la monetización conductual.

Carlos Akira Sato
Co-Founder de Fenynx Digital Assets y especialista en Mercados Regulados, Infraestructura Financiera, Gobernanza e Innovación. Vicepresidente de Relaciones Institucionales de PAGOS (Asociación de Gestión de Medios de Pagos Electrónicos).

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.

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Betting Companies

Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years?

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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.

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BC Engine

BC.Game’s new CEO Kar Kheng Giam on strategy, structure and growth

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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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