Interviews
Roundtable – Thinking Outside the Box with experts from Betsson, Gamingtec and Press Enter
Q: Is the online gambling industry lagging behind others when it comes to UX?
Betsson – Janick Bonnici – Gaming Content Optimisation Manager
Although we are seeing substantial improvement, the simple answer is yes, when you compare the industry to other digital industries and their giants like Netflix, Spotify, Amazon – it is clear that these companies invest heavily in differentiating themselves from others in their field, offering customers with the most user-friendly and effective browsing experience. As an industry, our focus has heavily been on the content we release, innovation and adapting to constant change, which can distract our focus on user experience optimisation. It is understandably quite a challenge given that the industry has grown at such a fast pace and we’re often faced with regulatory changes, even impacting the way we can promote games on site, which means that every market has different UX requirements.
Gamingtec – Andrei Beu – Commercial Director
The COVID-19 pandemic shook the very foundations of businesses from different industries, forcing them to adapt to changing times at a much faster pace. More and more businesses realized the importance of building their online presence as the world retreated indoors. We can say that the gambling industry is somewhat more conservative hence lagging behind tech, travel or big data, yet there are certain markets (like EU) which are focusing a lot of attention on UI/UX.
Press Enter – Hampus Eriksson – Chief Product Officer
We are operating in an online industry, estimated to be worth more than $50bn which says to me we are doing something right. The industry is incredibly competitive and in order to acquire and retain players, UX has to be a priority for anyone hoping to drive a successful business and experience substantial growth.
Competition also drives innovation and our industry is renowned for pioneering technology that provides the best UX available. This not only applies to the moment players arrive at the lobby but also the choice of games, easy navigation, player personalisation, but also to more compliant requirements that are in place to ensure player protection. UX is everything and I believe the gambling industry truly thinks about the end to end player journey and what that UX looks like.
There will always be some incredible examples outside of gambling that surprise and impress us, and this is great, because it’s also important to be regularly inspired and learn how we can adapt new technologies to enhance our own industry.
Q: Casino game lobbies have not drastically changed in many years – why is this?
Betsson – Janick Bonnici – Gaming Content Optimisation Manager
The focus through the years has very much been around providing players with the best content and engagement before and whilst playing the games. This includes tailored content targeted at specific players based on their preferences, intriguing offers and engaging gamification experiences such as tournaments and missions, often offering massive prize pools. This was always the most effective way in attracting players to browse games, however as markets regulate and marketing becomes more limited, optimisation of your shop window becomes integral in allowing players to find content which they enjoy.
Gamingtec – Andrei Beu – Commercial Director
This is again a matter of the markets we are looking at. The more technically evolved countries have also brought in a better UX and are constantly updating their online gambling offering. We can easily tell the difference between operators active in Africa versus Europe. So lesser tech progress attracts conservativeness.
Press Enter – Hampus Eriksson – Chief Product Officer
At a glance, I can understand how one might think that lobbies have largely stayed the same in terms of format, however there is a lot more going on behind the scenes. Casinos have gone from offering players hundreds of games to thousands of games across multiple verticals. Today, players are provided with all the tools to navigate the lobby, with filtering systems, game categories, etc and operators are now finding ways of using the information they glean from player behaviour to come up with new and interesting ways to present games that the player would enjoy most.
Q: What technologies/solutions are available to help deliver a more personalised experience?
Betsson – Janick Bonnici – Gaming Content Optimisation Manager
We are definitely not short of data in our industry, which is the key ingredient to developing a personalized gaming experience. We spend hours on hours every day drilling down on deep dive analysis, with the end goal to deliver the most dedicated user journey. There are also third party companies specializing in content analysis and building personalized frameworks. Apart from this, with the tremendous volume of games on display and influx of new content being released on a daily basis, having a smooth content management system is essential. I would say there should be a balance of a refined game recommendation engine, with the touch of human experience as the ideal approach to achieve this experience, since our industry is constantly evolving, with new game types constantly being innovated by game studios – we need to ensure we are always on top of the current trends.
Gamingtec – Andrei Beu – Commercial Director
There are several tools that have been widely used in the past years to shape the UI/UX and they will keep on having an important role. Yet it’s only natural that designers and developers alike will look into the emerging UX technologies like Voice UI (Amazon Alexa, Google Home, Apple’s Siri and Microsoft’s Cortana), touchless gesture control, AI, VR and others. The industry will need to adapt as the trends show us the users being more and more connected to emerging technology.
Press Enter – Hampus Eriksson – Chief Product Officer
Going back to the previous question about UX, personalisation plays a large part in this. If a client doesn’t feel like they feel valued or that they belong, then they’re not going to want to stick around. An operator can provide the most immersive and thrilling content, but without ensuring personalisation is a priority within their UX ambitions, then it will not be money well spent.
There are a number of technologies available and many of which are easily integrated into iGaming platforms. These can range from extremely advanced solutions using many data points that will subsequently start learning player preferences by recommending games they are likely to enjoy or more simple solutions that allows you to present a range of games to be presented to a group of players qualifying into some set criteria’s.
The implementation of AI has also played a huge factor when it comes to personalisation and has been a hugely valuable tool in driving overall engagement throughout the player journey leading to increased wagering activity and ultimately maximising the lifetime value of each customer.
Q: Why is delivering a personalised experience so important for the player?
Betsson – Janick Bonnici – Gaming Content Optimisation Manager
Picture yourself as a person who is opening an online casino page for their first time, all you are presented with is a bunch of game thumbnails, perhaps some important information about the game, as well as the option to filter through the various game offerings and studios. As an average player, this massive selection can be quite overwhelming and often the player will choose a game related to an offer, or one of the first games they see on the page. If one of the first games you enter is an extremely volatile game for instance, as an average player you could deplete your balance instantly and get the opinion that you cannot win. We are building some brilliant content in this industry and there is absolutely something for any type of player, how you guide a player to making their choice of game is key to their perception of playing online.
Gamingtec – Andrei Beu – Commercial Director
Focusing on customers and testing different options is key in determining the most relevant and effective UX for online gambling. Various types of screen resolutions and browsers need to be supported to ensure an equally easy and enjoyable experience for the players. Moreover, operators need to make sure they consider every step users might take to find a game, access help, search and any reasons why they might want to abandon the site/app. The quicker users get to their goal, the more frequently they are likely to return to the same operator.
Q: What opportunities does it present the operator?
Betsson – Janick Bonnici – Gaming Content Optimisation Manager
The obvious opportunity is of course a far greater customer engagement and retention. By delivering a personalized experience from a UX point of view, every time a player logs in to their account, they are not seeing a static page, but ideally a fully customized experience. Retention is key in any industry, it is cheaper to retain players than acquire, I believe that the user experience, especially looking ahead, is going to be key in judging site stickiness and brand loyalty. Players are spoilt for choice nowadays, with new brands always being launched, the user journey is more important than ever.
Gamingtec – Andrei Beu – Commercial Director
Personalization is at the heart of a comprehensive customer experience. The benefits of good UI/UX are measurable and research shows us the importance of proper personalization:
- the ROI is likely to increase 5 to 8 times and sales by 10%
- personalized calls to action convert 200% better
- 90% of users are likely to be willing to share their behavioral data if the operator can make their experience faster and easier
Press Enter – Hampus Eriksson – Chief Product Officer
Investing in personalisation is a necessary approach by most operators because without it, it will dramatically reduce the lifetime value of that player. Therefore, the opportunities are all around ensuring the retention of players. I think that Game Recommendation Engines in all their various forms are maturing, and there is a lot of focus and investment going into that. CRM personalisation has also come on leaps and bounds, enabling operators to offer an end to end level of personalisation. This is particularly valuable when we engage with our players via Customer Support and/or Payments. The chat bots are great at taking care of many FAQs, and this undoubtedly expediates many requests on behalf of our players.
However, there will always be situations where players will need a real human interaction to solve a problem. Therefore, I think we have a great opportunity to improve how we respond to these types of enquiry; such as, why do I have to explain my problem to a customer representative and why have they not got the technology and tools to see what my problem is before I start talking to them? The stuck game rounds, spins that didn’t pay out correctly or bonuses that didn’t trigger or release is the type of information buried deep in 3rd party systems and can be accessed if you are guided where to look. I think we can make significant improvements in that area and empower 1st line support more to give help more promptly, rather than start collecting the information from the user to start up the investigation. Furthermore, as an industry we still need to continue to invest into empowerment of our 1st line. This is one of the few chances we get to communicate directly with our players, and you do not get a better opportunity to change a bad experience into a positive one. I am still amazed when I gamble around casinos and need help and still get hit with the same response that I got 10 years ago: “we need to escalate to the relevant department” answers, we need to minimise this to the absolute necessary level.
Q: How do you see casino game lobbies and the way content is pushed to players changing?
Betsson – Janick Bonnici – Gaming Content Optimisation Manager
I imagine that lobbies will come more alive with more customization on the user-end. The average shelf-life of a new game is becoming shorter and shorter, given the volume of content coming through, as a result the decay curve of a new game release is also much quicker. Everyone wants that front-page exposure, therefore judging that a game sticks from the beginning is vital. This should tie in with games becoming more feature-rich, which guarantees that they’ll be pushed through in more categories and filtering, thus granting them more exposure. We should aim to move away from static looking lobbies and bring online casino pages to life, really bringing forward the exciting experience and thrill which you experience in-game, before you even open the game.
Gamingtec – Andrei Beu – Commercial Director
Online casino operators generate huge volumes of data on a daily basis, and within this data there are plenty of indicators as to player preferences in each market. Identifying and monitoring trends in each market enables the operators to determine which games/providers they should promote, also allowing them to create bespoke content.
There is a series of factors to consider if you want to really engage with your players as an operator and the change will likely be based on behavioral data as well as emerging tech allowing the operators to provide a unique UI/UX.
Press Enter – Hampus Eriksson – Chief Product Officer
Our industry is constantly innovating and it won’t be long before it’s introducing a much more advanced way of serving the games and marketing information that players want to receive. I also think that for the more casual and recreational player, there might be a slower uptake in any significant changes to the game lobby but who knows – watch this space!
Powered by WPeMatico
apuestas deportivas
¿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 | Sí | 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 | Sí | Sí | 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.
Betting Companies
Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years?
Are betting companies to blame or is it Brazil’s economic framework of the last 35 years?
This is the central question raised by Carlos Akira Sato in his analysis of Brazil’s rising household debt.
Rather than attributing over-indebtedness to sports betting platforms, he argues that the issue is rooted in decades of economic transformation shaped by credit expansion, financialization, and increasingly sophisticated systems of consumer stimulation across multiple sectors.
The debate surrounding Brazilian household debt has gained a new preferred target: sports betting platforms.
The so-called “bets” have taken center stage in the news, political discourse, and regulatory discussions, often associated with rising default rates and financial compulsiveness.
But perhaps the correct question is another one: did the over-indebtedness of Brazilian families really begin with bets?
The answer, under a serious historical analysis, is no.
The phenomenon predates the regulation of sports betting by decades and is linked to a profound economic, cultural, and technological transformation that began in the 1990s, when Brazil gradually abandoned a closed and inflationary economy to enter a modern logic of consumption, credit, and the financialization of everyday life.
The economic opening promoted during the Collor administration changed the country’s consumption patterns.
A few years later, the Real Plan brought monetary stability and transformed the population’s economic psychology itself.
For the first time, millions of Brazilians began financing goods, using credit cards, paying in installments, and incorporating debt as a normal part of economic life.
This process represented progress and financial inclusion.
But it also consolidated a new economic model based on the anticipation of families’ future income. Credit ceased to be an exception and became permanent infrastructure supporting national consumption.
Banks, retailers, and financial institutions quickly understood this change. Large retail chains stopped acting solely as product distributors and became financial platforms.
Private-label cards, sophisticated installment plans, and permanent financing mechanisms became part of consumers’ daily lives. In many cases, financial margins became just as relevant as the sale of the products themselves.
Throughout the 2000s, the model deepened.
The expansion of banking access, electronic payment methods, and fintechs accelerated the financialization of everyday life.
From 2013 onward, with the regulatory opening promoted by Law No. 12,865, mobile phones simultaneously became banks, digital wallets, credit platforms, marketplaces, and permanent environments for behavioral monetization.
Credit became instant, invisible, and integrated into the digital experience. Consumers started obtaining financing in just a few clicks, often within the purchasing flow itself. Brazil definitively entered the era of behavioral hyperstimulation of consumption.
And this is where the contemporary debate begins to reveal an important contradiction.
While the country spent decades building a sophisticated economic architecture based on credit expansion, emotional advertising, gamification, attention capture, and monetization of future income, structural investment in financial education remained insufficient.
Brazil taught its population how to consume before teaching them how to build wealth.
Today, virtually every relevant sector of the economy operates advanced behavioral stimulation mechanisms: digital retail, apps, streaming platforms, delivery services, marketplaces, banks, fintechs, and social networks.
Advertising is no longer merely informative; it has become algorithmic, personalized, and emotional. The modern consumer competes for attention and self-control against systems designed to maximize engagement and continuous consumption.
This phenomenon appears even in sectors rarely associated with regulatory debates.
The food retail industry, for example, uses sophisticated neuromarketing techniques to boost the consumption of ultra-processed foods, alcoholic beverages, and impulse-buy products. Yet few segments have faced a level of monitoring similar to that imposed on sports betting.
Brazil’s regulated betting sector emerged under one of the strictest frameworks in the digital economy.
Platforms are required to biometrically identify users, monitor behavior, track transactions, report suspicious activity to COAF, implement responsible gaming policies, and prevent bets financed through credit.
The Brazilian model requires prior deposits and prohibits “uncovered” betting.
In other words, regulators correctly understood that the combination of compulsiveness and credit could become socially explosive.
But here an inevitable question arises: why have sectors historically associated with the over-indebtedness of Brazilian families operated for decades under significantly lower levels of behavioral monitoring?
Data from CNC show that the percentage of indebted families reached 80.2% in February 2026 — the highest level in the historical series.
This scenario did not begin with bets. It is the result of decades of aggressive credit expansion, financialization of daily life, hyperstimulation of consumption, and the structural absence of economic education for the population.
Comparative framework: regulatory and behavioral obligations
| Topic / Obligation | Betting operators | Banks | Retail / Food |
|---|---|---|---|
| Formal customer identification (KYC) | Mandatory, robust, biometric | Mandatory | Limited |
| Account ownership validation | Mandatory | Generally mandatory | Usually nonexistent |
| Behavioral monitoring | High | Focused on fraud and credit | Low |
| Prohibition of credit use | Yes | No | No |
| Emotional advertising | Under increasing restrictions | Permitted with limits | Widely used |
| Protection against compulsiveness | Mandatory | Very limited | Practically nonexistent |
| Self-exclusion tools | Mandatory | Nonexistent | Nonexistent |
| Obligation to report to COAF | Yes | Yes | Limited |
| Source-of-funds control | Mandatory | Mandatory | Generally nonexistent |
| Behavioral oversight | Intense | Moderate | Low |
| Formal responsible consumption policies | Mandatory | Partial | Generally nonexistent |
Perhaps the most provocative point is precisely the regulatory asymmetry revealed by this debate.
Several sectors historically associated with compulsiveness, hyperconsumption, and dependency have operated for decades under a less interventionist regulatory logic than the one currently applied to sports betting.
In the end, the real debate may not simply be “how should betting be regulated?”, but rather how to prepare society to live in a digital, hyper-financialized economy permanently driven by attention capture, consumption, and behavioral monetization.
Carlos Akira Sato
Co-Founder of Fenynx Digital Assets and specialist in Regulated Markets, Financial Infrastructure, Governance, and Innovation. Vice President of Institutional Relations at PAGOS (Association for Electronic Payment Management).
The post Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years? appeared first on Americas iGaming & Sports Betting News.
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.
-
AGCO5 days agoAGCO Takes Enforcement Action Against Two Companies for Allowing Their Games on Unregulated Gaming Websites
-
Apple4 days agoIBJR hails App Store approval as a milestone in the fight against illegal betting in Brazil
-
Caleta Gaming5 days ago
Caleta Gaming launches Cluster Cup high-volatility football-themed slot
-
AB Trav och Galopp5 days ago
Richard Woodbridge Elected to ATG Board of Directors
-
Brazil4 days ago
Esportes da Sorte campaign celebrates fans’ resilience in support of Brazil
-
game release5 days ago
Spinomenal adds Desperado Drifter Hold & Hit 3×3 to slot portfolio
-
apuestas deportivas4 days ago
¿Por qué Pix es central en la lucha contra el mercado ilegal de apuestas?
-
Apple5 days ago
El mercado de apuestas brasileño enfrenta su semana más turbulenta
