Interviews

Q&A: Betting Jobs And Huddle Future Of Recruitment

Published

4 years ago

April 11, 2022

Reading Time: 5 minutes

As we move into a post-pandemic world, European Gaming spoke to Chris Miller Managing Director at Betting Jobs and Mario Zdelican, Co-founder/EVP of Operations at Huddle about the future of recruitment in iGaming and the lessons to be learnt from the last two years.

In-person industry shows like ICE are returning after a hiatus. How important are these for both candidates and recruiters?

CM: Prior to the pandemic I would have said that in-person shows like ICE were essential. They serve as a great time to make introductions to clients who are hiring and candidates who are attending with a goal of employment. We can often be the matchmaker there and then and produce a successful outcome.

Over these last two years both we and our clients have had to adapt without them, of course. In a post-pandemic world, they may not seem as essential as we once felt they were. However, we will be making the most of having everyone in one place at the same time at ICE and other industry shows as it represents an opportunity for Betting Jobs to make things happen instantly.

MZ: Building relationships with talent across other industries, as well as the IT community, locally and globally is of essential importance when recruiting and this was incredibly challenging during pandemic-related lockdowns. There were attempts made in the form of online conferences, but the networking part could never be replicated and struggled to reach pre-pandemic levels.

Going back to in-person shows will help us in further building relationships with candidates. Great talent wants to build relationships with prospective employers and the people who work there, and this is much easier to achieve now that we are able to travel again. It is much easier to explain and demonstrate the Huddle vision and culture, as well as our projects, by actually showcasing it in-person to potential new employees.

Will the hybrid model of working persist in a post-pandemic world and what challenges does it raise?

MZ: We are sure hybrid work is here to stay. Over the course of the pandemic, we have witnessed enormous change within the working world – organisations that were once resistant to employees working from home have undergone a dramatic shift towards being open to work from home and hybrid models.

Since there was no playbook for those scenarios, organisations all over the globe had to try out various ways of dealing with distributed work. We are already seeing new organisational designs around hybrid workplaces, with a multitude of adjustments being made by companies looking to create a model that works for them. In the coming years, we are surely going to experience more and more challenges, but improvements as well. A long time ago we said goodbye to traditional working models, with employee well-being and work-life balance now the focus of the change. We are excited to see what the future brings. Based on what we have learned so far, we will have no problems in adapting to whatever comes our way.

CM: For me there is no doubt that the hybrid model of working will persist. I do expect some pushback from companies who traditionally require candidates to relocate to jurisdictions like Malta, Gibraltar, and Bulgaria to carry out their work. However, candidates are currently more attracted to companies that offer either fully remote working or a hybrid model of employment. There is never enough available iGaming talent to satisfy the entire marketplace at once. Therefore, the companies that are winning on the recruitment front are those who are agile in their approach to hiring and who are willing to embrace current market trends.

In terms of challenges, the building and maintaining a company culture is one of the most topical. Some iGaming businesses have taken to these changes well by being receptive to remote working from the earliest days of the pandemic, or having remote working already established within their business model. Working from home and nurturing their company’s culture simultaneously has become natural to them and their business practices.

Those who have struggled to adapt to this are eager to return to traditional employment. These businesses will find it may take longer to fill positions at large, as candidates have more choice and flexibility available to them currently. The way the working world has changed in the last two years will prove to be an ongoing challenge for those who are eager to return to the Monday to Friday 9-5 model.

What opportunities have been created for businesses being able to hire prospective employees who can work anywhere in the world?

CM: Accessing skillsets and talented employees who would have been out of reach to businesses previously for geographical reasons has created many opportunities. When it is determined that an employee must be based in a set location, the decision for who to hire is based on who is available within a reasonable radius, or who will be willing to relocate. This means that a company may hire the best person they have interviewed, as opposed to hiring who is the best person for the job.

This issue is eliminated for those open to global talent, however, there are sensible factors to consider such as the differences in time zone between employee and employer. However, the world is your oyster, as they say, and this rings true in the present day when it comes to recruitment.

MZ: Remote work helps us to reach the top talents around the globe, and it greatly facilitates the growth and development of both the business and the product. The iGaming industry has so much to offer, as do the start-ups that operate within it. Start-ups like Huddle are becoming more and more of an attractive prospect on the recruitment scene, and now we have the ability to work with talents from anywhere in the world. It feels as if we are just starting to show the potential of opportunities for the top candidate profiles.

Does this allow for the hiring of experienced staff in burgeoning markets such as the US and Latin America?

MZ: The iGaming industry has never been as much in demand for talent as it is now – it is suffering from a lack of industry expertise. This is mostly due to the US and LatAm markets opening up, as well as other, smaller, markets. Demand for talent, new products and services is at its peak. Therefore, we are trying to think outside of the box. As easy as it is to hire people within the industry, there are candidates in many tech companies across various industries that are a perfect fit that have already solved some of the problems we as an industry are facing. Bringing that knowledge under our roof as an industry is a huge plus.

CM: In some cases, yes, although we are finding that many of our US clients maintain office working policies. If that’s the case, this is of course what we work towards, although we do make the realities of the present-day candidate-led recruitment market clear. To a large degree it depends on the role that is available. For example, if it is for a commercial person who is required to meet clients, it is less important for them to be office-based than, say, the person who manages or has oversight of the office.

For the burgeoning market of Latin America, country managers and their teams are a good example, as many will naturally be based remotely. Businesses don’t want to establish many companies across the continent and pay for office rental. It’s commonplace for people in such positions to work remotely and hire teams within their country. However, this is not a new thing as it has been the case since the early days of the sector and remains that way now.

AI

Why operators are choosing to buy in their AI strategy

Published

5 days ago

February 18, 2026

Wladimir P.

why-operators-are-choosing-to-buy-in-their-ai-strategy

In an industry where margins are thin and player loyalty is fleeting, customer experience has become a key differentiator for operators. As AI becomes a core operational requirement, leadership teams face a clear choice: build proprietary technology in house, or partner with purpose built AI CX providers.

Alex Gould, CTO at Conduet, explains why more operators are choosing the latter.

What industry-specific CX challenges can an exterior solution address ‘out of the box’ compared to a generic build?

Generic AI struggles in sports betting and iGaming because player inquiries are shaped by complex, domain-specific rules and edge cases. Questions about settlements, promotions, withdrawals, or cash outs are rarely straightforward. They depend on wager structure, timing, eligibility criteria, and operator-specific logic.

Over 80% of player inquiries require pulling live, account-specific information from the PAM and applying it correctly within that broader rule set. Without purpose-built logic to interpret both the data and the edge cases around it, responses quickly become incomplete or incorrect.

This limitation is reflected more broadly in enterprise AI adoption. Research from MIT found that 95% of enterprise AI initiatives fail to deliver measurable business impact, often because broadly trained models are pushed into live environments without the domain context needed to handle real-world variability. What appears to work in controlled testing breaks down once exposed to operational complexity.

Purpose-built platforms are designed around this reality. By training on gaming-specific data, workflows, and failure modes, they can interpret live PAM data in context and handle both common and complex inquiries accurately from day one, without relying on extensive rules, manual escalation, or post-deployment patchwork.

How would you characterise the current skills gap within operator teams regarding AI implementation?

Operator CX teams are closest to the customer and understand where friction exists. The challenge is not identifying opportunities, but delivering AI that performs reliably in production. Turning insight into production-ready capability requires technical depth, dedicated ownership, and sustained iteration that sit outside the remit of most CX organisations.

Deploying AI in gaming requires expertise across model evaluation, conversation design, failure handling, and real-time interaction with PAMs and ticketing systems. It also requires ongoing investment to monitor performance, manage edge cases, and improve outcomes as volumes and player behaviour change. CX teams are structured to run day-to-day operations, which makes sustaining this work in parallel difficult.

As a result, many internal AI CX efforts stall or remain narrow in scope, not because the opportunity is unclear, but because the execution burden is too high.

What is the average time to market using a specialist platform, versus a full in-house build?

In-house AI efforts typically take 18 to 36 months to reach enterprise-ready scale. The delay is driven by the need to coordinate across CX, product, data, and engineering while establishing new ownership and operating models inside live CX environments.

A specialist platform compresses this timeline materially. With gameLM, operators can move from concept to live inbound CX in six to 12 weeks. Operators achieve 60%+ resolution within 90 days, scaling toward 80%+ shortly thereafter.

Why does a purpose built partnership model matter in iGaming & OSB CX?

In iGaming and online sports betting, the challenge is not adopting AI, but making it work reliably at scale. Generic platforms often shift the burden onto operators after deployment, requiring significant time and internal effort to adapt the technology to gaming-specific realities. That effort compounds as complexity grows.

A purpose built partnership model changes that dynamic. Instead of operators spending months closing gaps, AI is deployed using operating patterns already proven in live gaming CX. Common failure modes, escalation paths, and performance tradeoffs are understood upfront, reducing the need for downstream rework and ongoing firefighting.

Conduet applies this approach through gameLM, informed by operating a 500+ agent gaming CX organisation. That operating knowledge functions as an embedded R&D capability, shaping how the platform is tuned, prioritised, and extended alongside each operator’s environment. Inbound CX performance today directly informs the development of additional, gaming-specific capabilities such as reactivation, payments optimisation, and fraud prevention.

The result is a partnership model that delivers strong outcomes without transferring the hidden cost of adaptation and maintenance back to the operator, allowing CX capability to keep pace as the industry evolves.

Alex Gould is the CTO at Conduet, where he leverages his technical and strategic background to guide technology strategy and innovation. He is also the Founder and CTO of Everyday AI and previously founded computer vision company ViewX. Alex’s earlier experience includes roles at Primary Venture Partners and Bain & Company, and he holds an MBA from Columbia Business School and a Bachelor of Engineering (Hons) from the University of Canterbury.

The post Why operators are choosing to buy in their AI strategy appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

Interviews

Inside the Kongebonus Awards: What Norway’s Players Are Telling the iGaming Industry

Published

2 weeks ago

February 10, 2026

Wladimir P.

inside-the-kongebonus-awards:-what-norway’s-players-are-telling-the-igaming-industry

As the only iGaming awards originating from Norway, the Kongebonus Awards are decided entirely by open player voting, offering a rare, unfiltered view into what truly resonates with a dedicated gaming community. Kongebonus Editor-in-Chief, David Nilsen, explains how this year’s results reflect shifting player expectations, highlight both emerging and established studios, and contribute to wider industry conversations around quality, innovation and long-term engagement.

The Kongebonus Awards are now in their fourth year. How have you seen them evolve since the first edition?

Since the first edition, the Kongebonus Awards have grown both in reach and in significance. What started as a way to highlight standout games for our Norwegian audience has developed into a recognised annual moment where player sentiment is clearly reflected back to the industry. Each year we see greater engagement from the community and more awareness among studios and suppliers about what the awards represent. The structure has also matured, with categories that better capture the diversity of modern game development. Most importantly, the awards have become a consistent reference point for which games and providers have truly connected with players over the past year, giving the results increasing weight within the wider iGaming conversation.

This year’s awards were presented in connection with ICE Barcelona. How important is it to connect a Norwegian, player-driven initiative with the wider international industry?

Connecting the awards to an international event like ICE Barcelona helps bring local player insight into the global industry spotlight. While the voting comes from Norwegian players, the studios and games involved operate across many markets. Presenting the results in that setting underlines that player preferences in Norway are part of wider trends in iGaming. It also allows international stakeholders to see how a Nordic audience responds to different styles of games, mechanics and themes. That perspective can be valuable for product planning and market strategy.

This year’s winners were decided through open public voting. Why is it important that the results reflect the voice of players so directly?

Having the winners decided through open public voting ensures the results are grounded in real player experience. The recognition comes directly from the people who have spent time with the games, formed opinions and chosen their favourites. That gives the awards a strong sense of authenticity. It moves the focus away from internal industry perspectives and places it firmly with the end users. For studios, this kind of recognition signals that their work has genuinely resonated with players, not just performed well commercially. Player-led results offer a clear and transparent indicator of which games and providers have built lasting appeal, and that makes the outcomes especially meaningful within the industry.

The awards focus not only on commercial performance, but also on quality, innovation and player experience. From this year’s winners, what stood out most to you?

What stood out most was the balance between creativity and accessibility. Players clearly reward innovation, but only when it is paired with strong execution and an enjoyable overall experience. Many of the recognised titles combine distinctive mechanics with clear game identity and smooth gameplay. There is also evidence that consistency matters. Studios that repeatedly deliver engaging, reliable experiences tend to build strong followings, and that loyalty is reflected in the voting.

How do categories such as Rising Star Game Developer and the Readers’ Hall of Fame help ensure the awards spotlight both emerging studios and more established names?

These categories make sure the awards reflect the full spectrum of achievement in the industry. The Rising Star category gives visibility to newer studios that are already making a strong impression with players through innovation and creativity, even if they do not yet have the scale of the largest providers. In contrast, the Readers’ Hall of Fame recognises games that have achieved lasting popularity and become long-term favourites. Including both perspectives shows that excellence is not limited to one stage of growth. It highlights that players value both fresh ideas and proven experiences.

Looking ahead, how do you expect the awards to continue growing, and what role do you see Kongebonus playing in shaping player-led conversations in the industry?

As player expectations continue to change, the awards will develop alongside them. The aim remains to document and highlight the studios and games that genuinely stand out from a player perspective. Over time, this may mean refining categories or exploring new ways to reflect emerging trends, while keeping open voting at the core. Kongebonus will continue to act as a bridge between players and the industry, translating community sentiment into insights that studios and suppliers can learn from. By keeping the focus on player experience and feedback, the awards can play a growing role in encouraging the industry to prioritise quality, innovation and long-term player engagement.

To find out more about this year’s Kongebonus Awards and see the full list of winners, visit: https://www.kongebonus.com/nyheter/vinnere-av-kongebonus-awards-2025/

The post Inside the Kongebonus Awards: What Norway’s Players Are Telling the iGaming Industry appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

Interviews

Scaling innovation through the launch of Tequity Publishing

Published

4 weeks ago

January 28, 2026

Wladimir P.

scaling-innovation-through-the-launch-of-tequity-publishing

Following the announcement of its new publishing vertical and the successful debut of Royal Drop, we sat down with Tanja Bergman, Head of Growth RGS at Tequity, to discuss how this new arm is set to dismantle technical barriers for ambitious studios and why scalability is the new frontier for the ‘Burst Games’ genre.

Tequity has just officially launched its Publishing vertical. What was the primary catalyst behind this move?

The industry is currently in a fascinating place. There is no shortage of creative talent among studios, but there is a massive technical bottleneck. We have seen so many ambitious studios with incredible concepts – especially those moving beyond traditional slots – who have been getting bogged down in terms of getting those concepts out into the marketplace.

The catalyst for Tequity Publishing was simple. We wanted to break down those technical barriers. By handling the infrastructure, distribution, and compliance frameworks, we allow studios to do what they do best, which is build outstanding games. It’s about speed-to-market without compromising on the quality or the vision of their content.

The launch coincides with the release of Royal Drop. How does this game, and the partnership with Mirror Image Gaming and The Fortune Engine, showcase what Tequity Publishing is all about?

Royal Drop is the perfect proof of concept. It’s a collaboration that highlights three important pillars of modern game delivery. You have Mirror Image Gaming bringing that fresh, video-game-influenced Burst Games energy, The Fortune Engine provide the math tools and templates, and Tequity Publishing offers the global scale and distribution pathway.

It shows that when you remove operational friction, you can create a game-first experience that appeals to a new generation of players who want something more interactive than a standard 5×3 reel.

Tequity Publishing offers two models: RGSaaS and RGS-to-RGS. Can you walk us through the strategic benefits of each?

Flexibility is key, because no two studios are at the same stage of their journey. The RGSaaS model is our full-service offering. It’s designed for studios that want to focus 100% on the creative side. We provide the entire infrastructure and publishing framework and it is essentially a business-in-a-box for game creators.

The RGS-to-RGS model is a more streamlined, tech-first approach for studios that already have their own RGS but lack the distribution muscle. It allows them to plug into our growing operator and aggregator network instantly. Both models are built on the same philosophy: helping studios reach parts of the market they otherwise couldn’t access on their own.

You mentioned reaching new generations of players. How does this vertical specifically empower studios to innovate in ways they couldn’t before?

When a studio is concerned about how they are going to integrate with a multitude of different operators or how to navigate complex jurisdictional requirements, they tend to play it safe. They stick to what they know.

By taking that weight off their shoulders, we give them the opportunity to be brave. Studios like Mirror Image Gaming are pushing the boundaries of modern iGaming, taking influences from the video game world. This is exactly what the new generation of players is looking for. We provide the scalability so that these niche, innovative ideas can achieve mass-market impact.

It’s been a busy period for Tequity, following the success of your Originals series and the iBankroll partnership. How does the Publishing vertical fit into the broader Tequity roadmap for 2026?

It’s all part of becoming the ultimate technology partner for the gaming industry. Whether it’s our streamer-friendly Originals or our Bankroll-as-a-Service offering, the goal is to provide scalable, customisable solutions. Tequity Publishing is the natural evolution of that mission. We aren’t only providing the tools anymore, but also the pathway to the player. Looking ahead, you can expect a series of further launches through our three-way collaborations. We’re proving that the barrier to entry for innovation has never been lower.

Finally, for studios looking to scale quickly, what is your main message to them?

Don’t let technical noise drown out your creative signal. If you have a game concept that breaks the mould, you shouldn’t have to spend years building the distribution architecture to get it seen. That’s what we’re here for. We want to help you launch at a speed and scale that matches your ambition, so that you can make a significant splash in the industry.

The post Scaling innovation through the launch of Tequity Publishing appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.