Interviews
Q&A: Betting Jobs And Huddle Future Of Recruitment
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.
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We sit down with Rafael Levy, Chief Growth Officer at Dreidel, to learn more about how the rising start slot machine manufacturer from Mexico is taking the market by storm.
For those who haven’t heard of Dreidel, who are you, and what products do you offer to the industry?
We are a proudly Mexican company that’s been designing and producing land-based slots since early 2020. Recently, we’ve expanded our offering into the online space for the first time. From day one, our mission has been to bring innovation and quality to the land-based gaming market in Mexico, and we’ve done this by making sure we have a deep understanding of player and operator needs through the hands-on experience of our team and constant iteration and improvement of our products. What sets us apart – indeed, I’d say it’s our superpower – is the highly experienced team we have built at Dreidel, with everyone having worked directly in the field. This has allowed us to learn not only from the successes we have enjoyed but also from the challenges we have faced and overcome along the way.
Can you describe your approach to slot development?
Rather than develop products in isolation, we take a meticulous and practical approach to understanding the dynamics of the market we are in, especially when it comes to what the player expects from a slot game. By doing this, we’ve been able to put innovation at the foundation of our approach to development, which in turn allows us to consistently evolve our games and cabinets so they deliver fresh, engaging and differentiated experiences that hit the mark with players. Ultimately, our products for both land-based and online are born out of real-world insight and combine quality with creativity to ensure we not only meet but exceed player expectations. Because we are a young company, we’ve been able to use and leverage the latest technologies, and this has helped us deliver a superior product and ultimately build massive momentum behind the business.
Just how important is it to read the market and understand what players and operators are looking for?
It’s very important, and that’s why it’s a fundamental pillar at Dreidel. We have developed a process that allows us to read the market with precision and agility, and then easily feed that insight into our development cycle. We know that we operate in a highly dynamic environment where player preferences can shift quickly, driven by trends, global influences and evolving technologies. This is why we invest so heavily in continuous market research and pay close attention to player and operator feedback, as this enables us to act fast, adapt effectively and launch innovative products that stand out and gain traction from day one.
You mentioned your team as being critical to the early success you have achieved. Who are the key people behind the business?
Dreidel was formed as a joint initiative by a group of entrepreneurs with extensive operational experience in the gaming industry. This includes Isaac Shemaria and Moisés Shemaria, who came up with the initial idea for the business. Since our launch in 2020, we have grown with a structure that balances an ambitious strategic vision with strong on-the-ground execution. Today, the company is led by José Shemaria and Rafael Levy, and has a highly skilled multidisciplinary team driving key areas of the business.
The direction of the project is led by a collaborative leadership group that ensures every decision is aligned with our long-term goals. This synergy allows us to maintain a strong commercial focus, efficient operations, and sound financial planning, all aimed at meeting the evolving needs of the market. It’s worth highlighting our technology and innovation team, which plays a vital role in developing unique gaming experiences, turning ideas into functional products that resonate with both operators and players. This is complemented by the daily work of our developers, technicians, operators and commercial staff, who bring deep industry knowledge to ensure our products reach the market with both impact and quality.
We firmly believe that our true value lies in the strength of our collective talent. Every area and every person play a key role in turning ideas into reality. This integration of strategy, creativity, execution, and consumer insight is what has shaped our growth and continues to drive our success in such a competitive industry.
You’ve quickly established Dreidel as a leading slot machine manufacturer in Mexico. How did you do this, and what sets your product apart?
The market-leading position we have achieved is the result of a long, challenging yet rewarding journey. It’s been a step-by-step process, marked by both setbacks and incredible achievements, all of which have shaped us into the company that we are today. What sets us apart from other suppliers? I’d say it’s our ability to deeply understand and analyse what players want and enjoy. We don’t create generic products, we listen to the end user, study their behaviour, preferences, and playing habits, and design games that resonate with them on a personal level.
We focus on meeting the unique demands of the gaming sector, tailoring our offerings for each market we target. Mexico is our primary market, but we are making moves into other LatAm markets and North America, too. Our goal is to deliver games that are not only innovative in terms of technology and design but also captivating for the player, grabbing their attention from the very first spin to the last.
Today, we offer Class III products that are ranked among the top performers in the Mexican market. That leading position is the result of a clear vision, a player-focused approach and a passionate team committed to creating experiences that truly stand out.
What makes the land-based slot market so difficult to crack?
The land-based slot machine market is one of the most complex and demanding areas within the gaming industry, mainly due to the high barriers to entry, both technological and regulatory. It’s not enough to have a good idea; you need a product that is technically solid, commercially viable and fully compliant with strict industry standards.
One of our biggest challenges was developing the right product, one that would truly succeed in the market. This required significant investment in research, development, certifications and continuous testing. We also faced the challenge of competing against well-established brands, which pushed us to stand out not just through innovation, but through product quality and a deep understanding of the player.
We overcame these challenges by being patient, strategic and consistent. We had to earn the trust of operators and players one step at a time, proving that our products meet the highest standards while also delivering unique experiences that resonate with end users. It’s been a journey of perseverance, but one with highly rewarding results.
What is your top-performing game, and what made it so popular?
Our top-performing game is Imperial Ascension, a Class III title that stands out for its innovation and its ability to truly engage players. It’s more than just a slot game—it’s an immersive experience that captures attention through its functionality, visual appeal and the excitement it creates.
What has made Imperial Ascension such a success is its unique touch: it offers high rewards and a strong element of mystery that keeps players engaged throughout their session. The game continuously surprises players with multiple progressive jackpots embedded within the gameplay, which not only increases anticipation but also significantly boosts the potential for big wins. This combination of innovation, excitement and rewarding mechanics has made it one of our standout titles.
You also have a portfolio of online slots. What are your plans for the online segment, and what opportunities have you identified?
The online segment represents a completely different universe for Dreidel, with its own dynamics, audience profiles and player behaviours. That’s why we’ve developed a dedicated approach for this channel, with a specialised team that understands the nuances of the digital player experience.
Our online strategy is not about replicating the land-based model but rather adapting to new consumption habits by leveraging the advantages of technology and the accessibility of online platforms. We’ve identified significant growth opportunities in this segment, particularly driven by the increasing demand for digital entertainment, flexible formats and the ability to reach a much broader audience.
We are currently in a phase of deep market analysis and building a solid, tailored offering. Our goal is to deliver innovative, responsible and engaging experiences for online users. The online segment is a key path for our future expansion, both within Mexico and internationally.
You mention international markets. What are your plans to take Dreidel beyond Mexico?
This is the perfect time for international expansion and particularly into the United States because it’s the largest and most dynamic market in the gaming industry. It offers tremendous growth opportunities, a highly diverse base of end users, and presents many exciting challenges that we are fully prepared to take on.
The variety in player preferences within the US market pushes us to continue innovating and refining our approach. Our focus is on adapting to that diversity by delivering customised products that offer unique and engaging experiences.
The United States is one of our main strategic priorities, as we see the potential for exponential growth in that region. We’re confident that this is the natural next step for Dreidel and that we have the strength, creativity and vision to compete successfully on an international scale. Of course, we are also looking at other markets within Latin America and to replicate the success we have enjoyed in Mexico in the jurisdictions we chose to enter.
The post Getting to know Dreidel appeared first on Gaming and Gambling Industry in the Americas.
Armen Tatarevic VP of Gaming at White Hat Studios
White Hat Studios: The power of a diverse jackpot product portfolio
From the earliest brick-and-mortar facilities to the digital age of online casinos, jackpot products have remained a powerful acquisition and engagement tool, appealing to players with the allure of increased win potential beyond the base gameplay.
With the US iGaming market still in its relative infancy, there has been limited development and implementation of progressive jackpots. However, as the nation’s market continues to evolve, we are increasingly witnessing a variety of unique jackpot payout structures emerging, fuelled by companies like White Hat Studios. The first provider live in all seven regulated US states, the supplier has been at the forefront of jackpot innovation, initially with its Jackpot Royale
product, and most recently with the launch of Jackpot Royale Express, a fast-hitting structure that delivers more frequent payouts.
We spoke exclusively with Armen Tatarevic, VP of Gaming at White Hat Studios, to discover why developing a diverse suite of promotional tools has become essential.
What trends are influencing jackpot product development within the US?
Jackpots have long been synonymous with the US gambling industry and this appetite has translated from land-based to online casinos. However, with the rise in popularity of iGaming and the breadth of choice for players, it has become crucial to tailor products specifically in alignment with consumer preferences.
This approach is particularly pivotal in regulated US markets, where each regulated state has its own intricacies. For example, players in the established New Jersey market are typically drawn to larger jackpot prizes, considering the greater number of operators available to choose from.
In contrast, we see a trend of players in less mature markets, such as Pennsylvania, gravitating towards smaller, faster-hitting jackpot structures as they explore what works for them in the iGaming landscape.
Why is it important for suppliers to offer jackpot networks with varying payout structures?
Each player has unique preferences, and it is simply an unattainable goal for a single jackpot product to satisfy every playstyle. Crafting a diverse suite of promotional tools can accommodate a variety of preferences, with each product engineered to appeal to contrasting player tastes. Not only does this result in the curation of a well-rounded portfolio that maximizes potential audience reach, but also ensures operators can find everything they need from a comprehensive, all-in-one suite of promotional tools.
White Hat Studios’ progressive jackpot networks are the perfect example. Following the success of Jackpot Royale, which has a top prize that pays out an average of $175,000, we recently launched Jackpot Royale Express, designed to enhance engagement with a specific subsection of players by offering smaller jackpot payouts with far greater frequency. Landing five fireball symbols in linked games activates the Jackpot Wheel, where cash prizes and five progressive jackpots can be won, guaranteeing suspense with every spin.
Have you witnessed an appetite for fast-hitting structures in US markets?
It varies state-by-state, but there has been a general surge in the popularity of jackpot products that offer more frequent payouts, especially across mature UK and European markets. A key factor driving this trend is player psychology – some individuals feel that winning a top jackpot is highly unlikely, leading them towards games with more attainable prize structures. By offering lower prizes that drop regularly, these products sustain player engagement and enhance retention by creating a sense of continuous excitement and anticipation.
This is particularly prevalent in newly regulated states where players are still familiarizing themselves and exploring the landscape of online jackpot products. Here, the more cautious player approach drives traffic to fast-hitting jackpot structures. Striking the optimal balance between the frequency and size of payouts is the challenge for developers to overcome. Both jackpots that drop too infrequently and those that deliver regular but insignificant prizes will result in a loss of player interest for operators.
What has been the initial response to your own fast-hitting jackpot network, Jackpot Royale Express?
Jackpot Royale Express was designed to attract players with achievable jackpot prizes by increasing the likelihood of the Wheel feature triggering. It has certainly delivered on that promise, and in less than a week following launch, had already awarded more than 1,000 jackpot wins to US players. Many US-facing titles feature five fixed jackpots, so the nation’s players are already familiar with the format, and Jackpot Royale Express elevates this to new heights by triggering more frequently. We look forward to tracking its continued success as more and more of our hit titles are integrated into the network.
The post White Hat Studios: The power of a diverse jackpot product portfolio appeared first on Gaming and Gambling Industry in the Americas.
Despite rising competition, Malta remains Europe’s beating heart of iGaming. In this exclusive roundtable, Mehmet Guven, VP of Operations at EEZE, Natasha Giorgio, Head of Sales and Business Development at Hub88, and Mark O’Donnell, Head of Marketing at LuckyStreak, unpack what keeps the island at the industry’s core, from the enduring weight of the MGA licence and renowned tech infrastructure to a collaborative and supportive ecosystem.
The industry continues to invest heavily in Malta by hosting a number of high-profile events year-round. What keeps the country a ‘buzzing hub’ for iGaming despite global competition?
MO: Malta has a thriving gambling industry with loads of resident gambling companies. It’s a big and vibrant iGaming community, and a sunny, welcoming Mediterranean island, so it’s no surprise that the events side is growing, because people love going there.
There is a perception that the MGA licence may be under pressure with the growing number of local and international licences available across the world, but Malta still has big benefits for gaming companies, whether that’s low tax, a skilled workforce, EU membership, great tech and supporting services, or a very supportive government. And the reputation and credibility of the MGA means that a Malta licence is still highly coveted across the globe. It’s why LuckyStreak obtained a B2B Critical Supply Licence last year and can now offer our content to hundreds of licensed businesses and their players. What’s not to love?
MG: Malta’s success is rooted in a reputable regulator, the Malta Gaming Authority (MGA), along with a talented workforce and a cooperative industry climate. The country’s appealing tax policies, strategic position, and continuous industry events contribute to its vibrant scene. These factors foster a supportive atmosphere that attracts operators.
Additionally, Malta’s extensive industry expertise enables local companies to export these valuable skills to emerging markets, further solidifying Malta’s role in the global iGaming industry.
NG: Malta remains a crackling arena for iGaming because it offers basically everything the industry needs to thrive: strong regulation, a highly skilled workforce and, through a variety of conferences and events, an unbeatable industry community.
The MGA is still seen today as one of the gold standards for licensing, giving operators confidence to base their businesses here. But beyond compliance, Malta thrives on its networking culture. Year-round events like Next.io Networking events and Summits and countless other meetups keep the ecosystem connected and collaborative. This is why Hub88 is so intent on collaborating with firms like these so frequently.
Plus, the lifestyle helps – the land of eternal sunshine. A global language hub with English-speaking professionals and a great work-life balance attract talent from all over the world. While other jurisdictions compete on tax or licensing, Malta keeps evolving by fostering collaboration between startups, major operators and service providers. It’s this sense of community, combined with regulatory leadership, that keeps Malta at the heart of global iGaming.
What are the key opportunities to innovate and expand in Malta?
NG: Despite it already being something of a Goldilocks zone, Malta’s iGaming scene still offers plenty of room for improvement and growth. On the tech side, there are big opportunities in data-driven personalisation, gamification and payment solutions. These are some of our key foci in Hub88 innovation, as well as Live88 and Odds88 by extension, especially for emerging markets in Africa, Asia, and LatAm. The common theme on all of these development points is that they all put the customer first.
Responsible gaming tech is another growth area. It’s a deeply fascinating area of growth too as it balances the challenge of working to meet rising compliance standards while keeping players engaged.
Beyond tech, Malta’s diverse talent pool and active startup culture mean there’s room for fresh B2B services for Hub88 to collaborate with. The HubMarket The HubMarket has been a first-mover in collaborating with AI-powered marketing tools, retention platforms, and safer gambling solutions. Furthermore, from an expansion POV, Malta is the ideal launchpad for brands targeting Europe and beyond. Many operators use Malta as a base to explore crypto gaming, esports betting and social gaming verticals. Plus, with its strong support network of legal, financial, and tech service providers, Malta keeps making it easier for companies to test new ideas, partner fast and scale globally from a stable, regulated environment.
MG: There’s a lot of activity happening! Companies are actively exploring AI, blockchain, and mobile-first solutions, particularly in response to the growing demand for live and immersive experiences, such as virtual reality (VR) and augmented reality (AR).
At the same time, we’re seeing strong momentum in expanding into emerging markets, with fintech playing a larger role, particularly in payments and player onboarding. It’s an exciting time to be part of the innovation happening here.
MO: For a business like LuckyStreak, it’s a huge market opportunity. Half of MGA licensees are casino operators and the market is worth $100bn a year, so the upsides are clear. But as we know it’s a super-competitive market, and a live dealer provider like us, in this big industry, has to appeal to and persuade casino decision-makers, while all the others are doing the same. And we’re working hard at that.
It’s a place where innovation thrives; locally they have invested in modern and robust technology, and this nurtures solutions like secure blockchain and AI-powered personalisation, supporting the development of new verticals and formats, and it’s developing a reputation for responsible gaming, environmentally friendly operations, and transparent and compliant data practices. These developments are good for everyone in the industry.
What infrastructure is crucial for Malta to keep fostering a supportive and competitive environment?
MG: In the current landscape, robust internet infrastructure and data security are foundational, yet success hinges on adaptive compliance with evolving regulations, strategic investments in talent development, and the fortification of industry networks through targeted events. Focusing on operational efficiency and process optimisation is paramount, as a well-defined framework significantly accelerates time-to-market and enhances overall agility.
NG: For Malta to stay competitive, both digital and professional infrastructures are essential. We boast across a few of our verticals that maximum uptime with our products comes as standard. Continued investment in high-speed connectivity and cloud services is what enables this to happen; understandably our partners rely on real-time data, secure transactions and seamless experiences for their players.
Equally important as we’ve discussed already is regulation. The MGA must keep modernising its own frameworks to support innovation in areas like blockchain, esports and so on whilst maintaining player protection.
A thriving and robust ecosystem of legal, payments, compliance, support, commercial and marketing services makes both Hub88 and Malta in general’s industry agile. Meanwhile, conferences, meetups and knowledge-sharing forums obviously need to be continued for collaboration and growth. Together, this combination of both tech and human infrastructure ensures Malta stays not only a place to licence an iGaming brand but a place where bold new ideas are built, tested and scaled.
MO: Malta is attractive thanks to the investment in technology, like telecommunications systems and data centers, and has very high-speed internet, as well as new office developments like Ta’ Xbiex. It’s got a strong legal and regulatory framework in the MGA, and also plenty of legal and compliance practices on the island. Talent is obviously crucial and a big iGaming community serves that, and investment in training, and supporting access to the island for new talent is critical.
It’s no surprise that big money is being spent, seeing as 14% of the island’s GDP comes from iGaming. And anyone visiting for the big events will testify to the congestion and difficulty getting about, but the nature of the quaint towns and small streets makes it hard to see how they could or would build big highways for these peaks.
With a shift in the global regulatory landscape, why does a licence from the Malta Gaming Authority (MGA) still hold so much weight?
NG: The MGA persists as one of the world’s most respected regulators because it perfectly balances player protection with business innovation. While many countries have introduced local licences, the MGA’s framework is still seen as a global benchmark for compliance, fairness and responsible gaming. Operators with an MGA licence show partners, payment providers and players that they meet high standards for transparency, anti-money laundering and ethical marketing.
Given its proximity to both Europe and MENA regions, MGA has decades of experience managing cross-border operations, making it a preferred choice for brands targeting multiple international markets from one hub. I think the key thing that sets the MGA apart is its willingness to evolve very quickly, whether it’s adapting to new tech like blockchain or improving responsible gambling tools.
Even as markets like the Netherlands, Germany and Ontario launch local licences, the MGA remains a gateway for startups and global operators looking for a credible, flexible, internationally recognized licensing base.
MO: Because it is recognised globally for its rigorous standards, transparency, integrity, stability and credibility. As one of the first regulators, it set a benchmark for RG, AML, compliance, and player protection. This was a big attraction for LuckyStreak when we applied for our licence.
Being an EU jurisdiction grants operators access to European markets, tax benefits and banking. And investment in technology infrastructure and new technologies keep it at the head of innovation. And of course iGaming is hugely important to Malta’s economy, and the benefits go both ways with attractive tax rates and contributions to GDP. All these are values and benefits that it has, and which it endows licence holders with, in the eyes of the iGaming world, means Malta is still a hugely attractive location and jurisdiction and will remain so.
MG: The MGA licence is globally trusted for being stringent yet fair, signalling operator reliability and player protection. It serves as a benchmark that new regulatory bodies often measure themselves against. The licence opens doors to numerous markets, reassures players, and continuously adapts to stay ahead of industry developments, which is why it remains highly valued worldwide.
The post Roundtable: Why Malta remains the ‘hub’ of European iGaming appeared first on European Gaming Industry News.
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