Interviews
European Gaming Streamers Roundtable
Participants
Michael Pedersen, CCO at Livespins
Will Barnes, Owner at Hideous Slots
Bryan Upton, Founder at Lucksome
David Mann, Chief Commercial Officer at Swintt
There is no question that online slot streaming is enjoying a meteoric rise in popularity? What are you doing to leverage the potential it provides?
Michael Pedersen, CCO at Livespins
We have launched an entire company with the sole purpose of leveraging the meteoric rise of online slot streaming, Livespins. For a long time, people have been asking if online casino can be social, but you only have to look to Twitch to see that it absolutely can be. To date, there have been more than 280 million hours of streaming footage consumed in the slots category and the chat is on fire. With the hypothesis well and truly proved, we launched Livespins to take this a step further by allowing players to get in on the action by betting behind the streamer and to also offer operators and developers a reputable, compliant platform via which they too can capitalise on the popularity of streaming. We really are going all-in on this as, ultimately, we believe that it is the future of online casino.
Will Barnes, Owner at Hideous Slots
Hideous Slots was always meant to be about community, and the live streams themselves are really at the core of audience engagement. I consider that streaming and video promotion has already overtaken traditional methods of content discovery amongst key demographics. For me, this means using online streaming to achieve the things that would previously have been achieved elsewhere – for example, remembering to lead viewers to your website through streams, comments and Live Chat has now become just as important as traditional SEO. Working with game providers is becoming more common for streamers – as you’ve said, online slot streaming is massively on the rise, and streamers are now proving to be one of the most direct tools in marketing. But we still need to maintain our integrity and the trust of the audience – so commentary on specific products must always fair and balanced.
Bryan Upton, Founder at Lucksome
Not enough would be the honest answer. We are a small and new studio going through a normal start-up process of improvement, scaling and hitting our rhythm. I would say that we are building Slots that the streaming community would have an affinity for. Voodoo Temple, our latest slot has a lot of punch and enough big wins behind it in the first week of launch to have proven that. This is a starting point at least. Now, for us it’s about getting our games and brand in front of the streamers around the world and letting them do what they do best – play and entertain. We are just starting to push in this direction and learning how this part of the industry is working. With this meteoric rise, has come a premium for streamers’ time, and that is something smaller studios like Lucksome would need to understand in terms of return before taking that cost on. Is there some solid data on this to prove the business case? It would be great to be able to have those discussions, and how to help the younger, innovative studios into the limelight.
David Mann, Chief Commercial Officer at Swintt
I agree that the popularity of slot streaming is increasing every month. And for us, as a slot supplier, it is very important that the streaming community knows about our game releases so they can share our latest titles with their followers. A good relationship with the streamers that share the same culture and beliefs as the studio is key as this ensures they are aware of new games coming to the market. However, it is also important to release games that are liked by the community that follows the streamers, because ultimately big wins are what are people interested in. So high volatility games with high max wins should definitely be a part of the portfolio of anyone who wants to succeed in gaining visibility for their games among streamers and their audiences.
We are seeing some studios build out their own teams of streamers. What are the pros and cons of doing this?
Michael Pedersen, CCO at Livespins
I am a great believer in knowing what you are good at and making that your focus. Game studios are great at developing engaging and entertaining slots and that is where they should deploy their resources. They can then partner with streamers or platforms such as Livespins and get in on the action that way. Of course, this means that streamers and streaming platforms need to be driving progress.
The way I see it, live streaming consists of two parts – the technical and the human. Over time, everyone will nail the technology but because there is such a reliance on the human element this is where the real difference will be made. That is why at Livespins we provide our streamers with access to coaches, props, themes, etc and this is something that studios will struggle to do while also ensuring their games continue to top the charts.
Will Barnes, Owner at Hideous Slots
I think the biggest advantage of building your own team is that you’re going to have complete control over the content. Ultimately the engagement will always be with the individuals on screen and I think this might be difficult to manage if things become successful. The danger will always be that people are tuning in for the influencer and not the brand itself. An associated issue is that social media success often involves interaction across platforms and this can be a 24/7 job. Motivating a team to make personalised social media posts, and to be passionate about your product would be a challenge – especially when competing against streamers who are offering this with ease. To really enjoy success, you need to find someone who is not just passionate about entertaining, but also passionate about engaging with the audience, and passionate about the gambling!
Bryan Upton, Founder at Lucksome
The pros are pretty obvious, if you set up something well, you gain influence and the exposure of your games, which all studios, big and small need and want. It would also create a stream of solid and direct feedback on a segment of the market to allow you to hone your product even more. The cons, personally I think the truly GREAT streamers are not just the ones that are fun to watch but are also authentic and independent. Meaning they play everyone’s games, they play the games they love, the games their audience love. Asking them to play a game they don’t like falls flat on the stream and the watchers feel it. If you have your own streamer set up, you need to make sure what you’re producing in terms of content is spot on for the community you are serving and your streamers really need play other competitor games as well – otherwise you’ll lose the audience. I guess another con is scale. You’ll need a lot of people to tackle those important local markets, Italy, German speaking, Spanish etc etc. In the same way as a provide you try to push your games all over the world, you would want your reach and influence to match. I would say that is out of reach for smaller studios and a different business to that of running a game studio. I think it would be great to see some stronger relationships between streamers and suppliers to produce some great original content and experiences – so there is something to be had there.
David Mann, Chief Commercial Officer at Swintt
I believe studios that build a team of their own streamers lose the legitimacy and trust of the viewers because it is very probable that in-house streamers will not criticise the studios’ games even if they are not up to standard. However, by having your own team of streamers, you a studio can ensure that all of their games are played and see the light of the streaming community. So, there are pros and cons to both, but if studios want to engage and entertain players in an authentic way it is important for streamers to remain independent.
Just how difficult is it to launch streaming channels and build sizable audiences? What are the key challenges faced and how can they be overcome?
Michael Pedersen, CCO at Livespins
Livespins is a very different beast. We are not an affiliate streamer and we do not depend on building large audiences and a loyal community of fans. This is because we integrate directly with an online casino operator and engage with their existing player base. For affiliate streamers, it is insanely difficult to launch a channel and build a sizeable following, and then also convert that following into paying players at partner online casino brands. That is why Livespins is so innovative – it allows operators to capitalise on the popularity of streaming by offering it to their players and by also letting them bet behind the action taking place across the reels.
Will Barnes, Owner at Hideous Slots
Launching a channel comes with a number of challenges, and the most significant challenge is building an audience. Often, finding those first 20-30 viewers comes quite easily – friends, friends of friends, or those who enjoy the high level of engagement that a smaller stream can provide. Again, once you surpass 150-200 viewers, growth is more consistent, as your content is pushed out by YouTube and Twitch organically. But between 30-150 viewers is a real struggle, and I think the quickest way to overcome this hurdle is to try and offer something a bit different, and to keep trying. Keep showing up, keep offering somewhere for people to join together, and hope that eventually these numbers continue to grow. There’s no shortcut to building huge numbers – it’s about being authentic, and if you have something interesting or unique enough, eventually it will pay off.
Bryan Upton, Founder at Lucksome
We are seeing this continued trend in European markets of high volatility game play – but we have hit the ceiling in terms of how much we can push this, factors from high exposure to the Operators and squeezing of margins with very harsh, high risk math profiles are, in my opinion, creating the beginnings of player fatigue and burnout and reticence from the industry. I feel player tastes are settling into a happy medium between the extremes that our industry tends to have an affinity with, with is a good thing. From our side, we continuously have to avoided falling into the noise of all the other game releases, and having something to talk about directly to players and through influencers I think is key. We pride ourselves on being more transparent on the games we’re producing and how they work, as we think it is key to attracting the right players to your games. We keep an eye on new trends in and outside our industry and how we can utilise or jump on them to make better gaming experiences, which is our life blood, as is as adjusting our design processes looking at the new generation of players out there.
David Mann, Chief Commercial Officer at Swintt
This is definitely not the easiest task. You need to be trustworthy, entertaining and stream on a regular basis to gain a sizable audience. But trust is really key here. Viewers follow streamers to see their reactions so during a stream they need to interact with the audience and react to the important moments when they play. Streamers are also trying to help to change the perception of gaming, so it is important to set the key goals when launching a streaming channel. I see it being of huge importance to be a legit streamer and to stay away from adopting the practices of so-called fake streamers.
What tactics are you using to drive growth? Are audience demands changing? If so, how? And what impact is this having on streams?
Michael Pedersen, CCO at Livespins
Because we are coming at live streaming from a B2B perspective, we are driving growth by integrating with more operators and partnering with more slot providers. Audience demands are changing – no longer are players happy sitting at home just spinning the reels. They want to engage and interact with streamers and other players, and they also want to be involved in a more direct way and that is why we offer the option to bet behind.
The quality of streams is going to have to improve, and that is why we offer our streamers coaching and the tools they need to create entertaining environments. I think we will also see players demand more transparency from streamers and ultimately concerns about responsible marketing and safe gambling will probably lead to regulatory oversight. Of course, this is something that has already been built into the Livespins platform.
Will Barnes, Owner at Hideous Slots
As I’ve said previously, I always try to put a unique spin on any content I produce, which in itself can be difficult when working within a niche category. I recognise that a commonality amongst successful influencers is to share as much as possibly – and so I endeavour to put myself out there, engaging with social media at every opportunity. Over time, the audience changes. You bring in new viewers, and you begin to notice some of the older ones drop off – this is natural, but as a result of a changing audience, sometimes we have to move along with content too. Some months our viewers primarily want to see bonus buys, and at another time there may be a demand in the chat for an exciting new release. What endures is the desire to have a say in the content – taking requests from the chat, so we keep this at all times. There’s no denying this has a huge impact on streams – our bonus hunt streams receive the most engagement, especially in terms of live viewers when we open the bonuses we have saved. Often it’s about weighing up what gets the most viewers against the cost of producing the content, and keeping the majority of viewers happy with the decisions made.
David Mann, Chief Commercial Officer at Swintt
To have your game streamed by popular streamers introduces the game to a much wider audience and can bring potential players, therefore we like to team up with the streamers and run promotions together to reward the players for trying out our games. We believe that by doing this it’s fun for the players, streamers, and ourselves as well. The audience loves to see huge wins but at the same time, it is important to keep bets within a realistic range so the streamer can show their followers that they can hit nice multipliers with affordable bets.
Where is slot streaming ultimately headed? And what role will you/your organisation play in pushing the sector towards its ultimate destination?
Michael Pedersen, CCO at Livespins
I touched on it in the last question, but I believe that affiliate slot streamers are heading into troubled waters. It is only a matter of time before regulators, operators and providers in regulated markets and even Twitch distance themselves from some of the more unsustainable practices that we are unfortunately seeing many affiliates adopt today.
For example, many have their gameplay sponsored in some way, but do not always disclose this to their viewers, essentially misleading their community into thinking their often-lavish lifestyle can be afforded due to gambling winnings, which is not the case.
As affiliate streamers have their income strongly correlated with the size of their community, unfortunately, we often see practices like view botting, very large bet amounts and extreme studio behaviour, often engineered to create virality and subsequently, increase their following.
Again, this is where Livespins comes in. We really do not like what we are seeing right now with affiliate streamers on Twitch, and we do not think that it is a sustainable platform or practice in the long term. Of course, the appetite for streaming content is only going to intensify. Livespins is an alternative to this; it is regulated, and all of the streaming and betting is taking place inside a licensed entity. We are also leaving unsustainably large bet amounts behind.
Ultimately, the experience that we offer means that we don’t need to wager irresponsibly to create viral videos that engage audiences and allow us to monetise.
Will Barnes, Owner at Hideous Slots
As time goes on and streaming continues to build in popularity, I think we will only see growth and diversification within video promotion. Even outside of slot streaming, influencers are leading the charge in marketing. Long gone are the days of radio or television advertising driving the majority of sales – nowadays, the endorsement by a trustworthy influencer, can make a real difference. What’s most interesting about this is that for a person to earn that position of trust, they just have to be well known, even if no one is quite sure why they’re well known. I believe slot streaming will go in the same direction.
I think we all play a part in this by continuing to build the streaming community, but on a personal level I’d like to play a role in showing viewers that yes, I advertise a product, and yes I am an ‘influencer’, but I take that position of trust seriously. I want my viewers to know that whether they’ve watched me for a week or for three years, I stand by the things that I say, the content I produce, and the products that I advertise, and I think it’s important that anyone involved in the streaming community shares this goal. Streaming will continue to drive marketing, and it’s up to those of us currently involved to decide how we are viewed in this time.
Bryan Upton, Founder at Lucksome
It’s headed to a more interactive experience with the audience becoming more involved with the stream. New platforms will emerge that will add tools to allow this form of gambling interaction and socialisation. We are a fast-growing industry that is mainstreaming, and now, therefore, I believe can support this level of community that perhaps before would not have been impossible. We hope to be a content partner in this, supplying a core part of the experience, but also meaning that we are aware will may need to look at how to adapt our games design in this direction in the future. Until then we will watch, learn and see where we can add value in what we do best, games.
David Mann, Chief Commercial Officer at Swintt
In my opinion, streaming is undoubtably a very important part of the gaming industry and its future and it will only grow over the coming months and years. I hope that we will see an increase in legit and trustworthy streamers who will help to improve the perception of slots and gaming. Our plan is to release more games that will be liked by the streaming community and to cooperate with the streamers who we believe run their business in the right way.
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Fana Colette Senior Social Media Manager at GameOn
Defining the Future of B2B Social in iGaming – Q&A with Fana Colette, Senior Social Media Manager at GameOn
Congratulations on becoming GameOn’s Senior Social Media Manager. What attracted you to this role in particular, and why now?
The first thing was the breadth and depth of GameOn’s client roster. The range of brands the team works with means you’re solving genuinely different problems week to week, which keeps the work sharp and exciting. The second was GameOn’s reputation within the industry. It’s a company that’s clearly built strong relationships and real credibility over a long period of time.
As for the timing, spending time consulting independently taught me a huge amount, particularly about the commercial side of running a business. I reached a point where I wanted to combine that entrepreneurial experience with the scale, support, and collaborative environment of a larger team. Joining GameOn gives me the opportunity to apply everything I’ve learned alongside people with deep industry expertise and the infrastructure to deliver at a high level.
You’ve grown social pages to tens of thousands of followers. What was the approach that made that possible, and what will you bring from that experience to GameOn?
My approach to growth has always been rooted in two things: a deep understanding of the audience and a clear commercial focus.
First, you have to keep the customer at the centre of everything. You need to be relentless about understanding who they are, what they care about, what frustrates them, what makes them engage, and ultimately what drives action. A lot of brands think they understand their audience, but very few truly do.
Secondly, you need to stay commercially minded at every stage. Running my own business sharpened that mindset significantly. Growth should always tie back to business outcomes. Engagement for the sake of engagement is a vanity metric. The real goal is building trust, brand affinity, and visibility that contributes to revenue and long-term growth.
That’s the mentality I’ll be bringing to GameOn: social strategies that are creative and engaging, but always aligned with measurable commercial impact.
Social media in iGaming has evolved significantly over the years. What trends are you seeing right now? Where do the biggest opportunities lie for B2B brands in particular?
Social media has changed faster in the last two or three years than it did in the decade before. In 2023, the idea of brands being represented by AI-generated influencers would have sounded ridiculous. Now it’s a genuine consideration for some businesses. The pace of change is something brands need to fully accept. What worked six months ago may already feel outdated.
What I’m seeing now is a clear shift away from generic, overly polished content towards more distinctive, personality-led communication. The brands performing best are the ones willing to stand out and develop a recognisable voice. Audiences are increasingly exposed to homogenous content, so if your competitor could post exactly the same thing as you, it’s probably time to rethink your strategy.
For B2B brands specifically, founder-led thought leadership on LinkedIn remains a huge opportunity. People still buy from people, and a credible founder voice often builds more trust than branded content alone ever can.
The second opportunity is understanding how younger audiences consume content. Gen Z professionals are now entering junior commercial and decision-influencing roles across iGaming, and their expectations around content are very different. If your B2B social presence feels outdated, overly corporate, or disconnected from modern platform behaviour, it simply won’t resonate.
A lot of iGaming companies struggle to make social work. What are the common mistakes you most often see, and how do you approach them differently?
One of the biggest mistakes is that brands play it too safe. Compliance is obviously critical in iGaming, but there’s often far more creative flexibility available than companies assume.
Another common issue is that social media gets treated as a secondary marketing channel rather than a core part of the wider commercial strategy. When that happens, content becomes inconsistent, reactive, and lacking in direction.
My approach is to treat social as a genuine driver of engagement, visibility, and business outcomes. That means being more intentional with content, more consistent in execution, and more willing to test, learn, and iterate.
I always start with a simple question: what is this content actually supposed to achieve, and how will we measure success? Once you answer that properly, the strategy becomes much clearer.
As you settle into the new role, what are you hoping to tackle first, and what does success look like for GameOn’s social offering over the next 12 months?
My first priority is understanding what we already have. That means conducting a proper audit across the client roster to identify what’s working, what isn’t, where the opportunities are, and where we can create quick wins.
Over the next 12 months, success for me would mean seeing social become a more central part of our clients’ growth strategies. I want to see stronger performance metrics, more distinctive brand voices, and clearer evidence of how social contributes to wider business objectives.
Ultimately, I’d love GameOn to become the first name people in iGaming think of when they’re serious about social media. Not just because we deliver strong results for existing clients, but because we’ve built the proof points, case studies, and standout work that naturally attracts the next wave of business.
There’s a real opportunity right now to define what great B2B social looks like in iGaming, and that’s the standard I want us to set.
The post Defining the Future of B2B Social in iGaming – Q&A with Fana Colette, Senior Social Media Manager at GameOn appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Andréa Curral
“No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo”
Com uma trajetória construída em grandes grupos globais de mídia, entretenimento e varejo digital, Andréa Curral chega ao Grupo Esportes Gaming Brasil para ocupar o cargo de Diretora de Marketing em um momento estratégico para o mercado brasileiro de apostas regulamentadas.
Após passagens por empresas como Privalia, Discovery e Warner Bros., a executiva assume o desafio de fortalecer o posicionamento institucional e a estratégia de marca das operações Esportes da Sorte, Onabet e Lottu em um cenário cada vez mais competitivo, regulado e orientado por experiência do consumidor.
Em meio ao amadurecimento do setor de iGaming no Brasil, temas como branding, jogo responsável, aquisição eficiente, reputação e conexão cultural ganham relevância crescente para operadoras que buscam crescimento sustentável e diferenciação de longo prazo.
Nesta entrevista exclusiva ao Gaming Americas, Andréa Curral fala sobre como sua experiência em mercados tradicionais contribui para a construção de marcas mais sólidas no iGaming, o papel do marketing na promoção do jogo responsável, os desafios de equilibrar branding e performance em um ambiente altamente dinâmico e as estratégias do Grupo EGB para ampliar presença durante grandes eventos esportivos e manifestações culturais no país.
Andréa, você construiu uma trajetória sólida em gigantes globais de mercados tradicionais como Privalia, Discovery e Warner Bros.
Como essa experiência em branding e experiência do consumidor contribui hoje para sua atuação no iGaming com o Grupo EGB?
Andréa Curral – O principal aprendizado que trago de empresas de mídia, entretenimento e varejo digital é que marcas sólidas não se sustentam apenas em grandes campanhas, mas em consistência, experiência e construção de relacionamento no longo prazo. No iGaming, isso é ainda mais relevante, porque a relação com o usuário passa diretamente por confiança, clareza e segurança.
No Grupo EGB, buscamos aplicar uma visão integrada entre branding, performance e experiência do consumidor.
Isso significa tratar conteúdo como um ativo estratégico, trabalhar comunicação com lógica editorial e segmentação inteligente, além de utilizar métricas e tecnologia para melhorar continuamente a jornada do usuário.
Minha experiência em ambientes altamente competitivos também contribui para equilibrar crescimento, posicionamento institucional e eficiência operacional em um momento de amadurecimento importante para o mercado brasileiro.
Diante do atual momento de consolidação do mercado regulado no Brasil, quais são os principais focos e diretrizes da sua diretoria para o posicionamento institucional das marcas do grupo, Esportes da Sorte, Onabet e Lottu, dentro desse novo cenário?
O cenário atual exige marcas mais claras, operações mais eficientes e uma relação mais consistente com o público. Nossa estratégia está estruturada em três pilares principais: diferenciação de portfólio, experiência do usuário e construção de reputação.
Esportes da Sorte, Onabet e Lottu possuem posicionamentos distintos dentro do grupo, isso reduz a sobreposição e fortalece a identidade de cada operação. Mas um pilar comum a toda nossa empresa é o jogo responsável. É nossa responsabilidade garantir um ambiente controlado e saudável para a diversão.
Somos uma empresa com DNA brasileiro e nossos contratos de patrocínio vão além da exposição de mídia. Incentivamos a cultura nacional, gerando experiências relevantes, que conectam as marcas a territórios de grande relevância popular, como esporte, entretenimento e cultura.
Ao mesmo tempo, o aumento do custo de aquisição torna essencial uma operação integrada entre marketing, produto, atendimento e retenção, sempre alinhada às diretrizes de jogo responsável e à regulamentação vigente.
O Grupo EGB enfatiza o compromisso com o “jogo responsável”.
Como o marketing pode atuar de forma prática na educação do apostador e na promoção de bem-estar, transformando essa diretriz em comunicação efetiva para o público?
Para nós, jogo responsável não pode ser tratado apenas como uma obrigação regulatória ou uma mensagem complementar de comunicação. Ele precisa fazer parte da experiência do usuário, da operação e da construção de reputação da companhia.
O marketing tem um papel importante nesse processo ao comunicar com clareza, evitar promessas irreais e contribuir para uma relação mais consciente do usuário com o entretenimento.
Isso envolve reforçar mensagens sobre limites, autocontrole, pausas e transparência nas regras.
Também acreditamos que comunicação responsável ajuda a fortalecer um ambiente mais seguro e sustentável para todo o ecossistema. No longo prazo, confiança e reputação são ativos fundamentais para qualquer marca que queira crescer de forma consistente no setor.
Em termos de estratégia de crescimento, como você equilibra construção de marca de longo prazo (branding) com performance de curto prazo em um setor altamente dinâmico e competitivo como o iGaming?
Hoje Branding e performance trabalham em conjunto, de forma absolutamente integrada, para que os resultados de crescimento sustentável não dependam apenas de aquisição. Por isso, trabalhamos uma operação orientada por métricas, dados e otimização contínua, sem perder a visão estratégica de longo prazo.
A construção de marca passa por coerência, qualidade da experiência, clareza de comunicação e consistência na entrega. Esse mecanismo de relacionamento cria comunidade e reforça a confiança do usuário na marca.
A Copa do Mundo é um dos momentos mais disputados pela atenção do público.
Como o Esportes da Sorte está estruturando sua estratégia de mídia, conteúdo e transmissões oficiais para garantir presença forte e multiplataforma durante o torneio?
A Copa representa um dos maiores momentos de mobilização do entretenimento esportivo, então estruturamos uma estratégia multiplataforma que combina mídia, conteúdo e experiências presenciais.
O Esportes da Sorte fechou o patrocínio oficial das transmissões da Copa no SBT e na N Sports, garantindo presença em TV aberta, streaming, canais digitais e propriedades online das emissoras. Essa entrega amplia frequência e alcance de marca ao longo do torneio.
Mas entendemos que presença de mídia sozinha não é suficiente. Por isso, trabalhamos campanhas institucionais que conectam entretenimento, cultura popular e engajamento emocional.
“Torça como um Corinthiano”, por exemplo, usa a relação histórica da torcida do Corinthians com o clube para resgatar a conexão do brasileiro com a Seleção. Já “Convoque” aposta em humor, fantasia e linguagem digital para ampliar diálogo com diferentes públicos.
Tudo isso é desenvolvido mantendo o compromisso com comunicação responsável e alinhada às diretrizes do setor.
Dentro desse ecossistema de marca e entretenimento, quais serão os principais desdobramentos das ações de rua e patrocínios locais durante os períodos de grande consumo esportivo, como a Copa do Mundo?
Para os grandes eventos esportivos, nossa estratégia combina presença multiplataforma com experiências de proximidade junto ao público.
O objetivo é fazer com que as marcas do grupo estejam inseridas de forma orgânica na rotina e nos espaços de convivência dos torcedores, conectando entretenimento, conteúdo e experiência de marca.
Além da presença em mídia e transmissões oficiais, vamos trabalhar ativações proprietárias e ações presenciais em diferentes regiões do país, sempre buscando fortalecer relacionamento, engajamento e conexão cultural com o público.
Essa atuação também conversa diretamente com a visão do Grupo EGB de transformar patrocínios em plataformas contínuas de experiência e conteúdo, indo além da exposição tradicional e construindo relevância de longo prazo para as marcas.
Além do futebol, o Grupo EGB também investe em grandes manifestações culturais e eventos populares, como Carnaval e festivais regionais.
Como essas ativações se conectam à estratégia global de marca e à construção de presença no território brasileiro?
Nossa estratégia de marca está muito conectada à cultura popular e aos grandes territórios de mobilização do público brasileiro. O esporte é um pilar importante, mas não é o único.
Hoje o grupo apoia iniciativas de grande relevância nacional, como o Galo da Madrugada, o Festival de Parintins e o Carnaval em diferentes capitais brasileiras.
Essas propriedades ajudam a ampliar a presença nacional, fortalecer relacionamento com diferentes comunidades e criar conexões mais orgânicas com o público.
Mais do que exposição, buscamos desenvolver projetos de longo prazo que integrem conteúdo, experiência e ativação local. Isso permite que os patrocínios deixem de funcionar apenas como mídia tradicional e passem a operar como plataformas de relacionamento e construção institucional das marcas.
The post “No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo” appeared first on Americas iGaming & Sports Betting News.
2026 sports betting
For Sportradar, the 2026 World Cup is set to reshape acquisition and engagement in sports betting
With expectations of generating approximately US$ 50 billion in bets worldwide, the 2026 World Cup is already seen by the industry as the largest commercial event in the recent history of sports betting.
In an expanded tournament with 48 teams, 104 matches and a duration of 39 days across three different countries, Latin American operators are preparing to compete for attention, retention and conversion in an increasingly competitive environment driven by real-time data.
More than media volume or massive campaigns, experts point out that the competitive differentiator in the next World Cup will be the ability for personalization, automation and dynamic activation during the micro moments of the match.
Technologies based on artificial intelligence, live data and micro betting are already transforming the way operators approach acquisition and engagement in major international tournaments.
At the same time, regulatory advancement in Latin America and the maturation of bettor behavior are increasing pressure for more efficient, contextual campaigns aligned with local compliance requirements.
In this interview, Sportradar, represented by Rodrigo Cambiaghi, Senior Digital Advertising Sales Executive for Latin America, analyzes how operators can prepare for the 2026 World Cup, which strategies performed best in the Euro Cup and Copa América, the impact of real-time personalization and the challenges of executing regional campaigns in a fragmented regulatory landscape.
The estimated global betting volume for the 2026 World Cup is US$ 50 billion. What does this number represent in terms of real opportunity for Latin American operators, and what are the main risks for those who do not prepare?
Sportradar – The estimated US$ 50 billion betting volume during the 2026 World Cup shows the scale of the opportunity the tournament represents for Latin American operators.
We are talking about the largest attention and engagement event in the industry, in an edition that will feature 48 teams and 104 matches, creating more moments of connection with fans and more acquisition opportunities over 39 days of competition.
But the competitive differentiator will not lie solely in the size of media investment. The most prepared operators will be those capable of using data, technology and personalization to activate real-time campaigns aligned with the emotional context of the match.
Today, consumers expect more relevant experiences connected to what is happening on the field at that exact moment, whether it is a goal, a comeback or an outstanding individual performance.
At the same time, there is a significant risk for those who fail to prepare properly. Generic campaigns, relying only on bonuses or media volume, tend to lose efficiency in an extremely competitive environment.
Without robust real-time data infrastructure and continuous optimization capabilities, it becomes much more difficult to capture moments of highest betting intent and transform increased tournament traffic into sustainable long-term growth.
In the end, the 2026 World Cup should consolidate an important shift in the industry, where scale remains relevant, but technology, personalization and real-time execution become the true competitive differentiators.
You mention a “generalized sameness” in the market. What did the most successful operators at Euro 2024 and Copa América do differently in terms of advertising technology?
What we saw in Euro 2024 and Copa América was an important shift in approach.
The most successful operators moved away from broad and generic campaigns to adopt strategies much more driven by data, context and real-time fan behavior.
Instead of treating every minute of a match the same way, they began activating campaigns at moments of highest emotion and betting intent.
Advertising technology played a central role in this. Campaigns started using live data, automation and artificial intelligence to adjust messages, offers and creatives according to what was happening on the field.
A goal, a period of attacking pressure, an outstanding individual performance or even changes in match dynamics became triggers for dynamic campaign activation across multiple channels, including social, video, audio and programmatic.
The result was much more relevant and efficient communication. During Euro 2024 and Copa América, operators that combined branding, performance and moment-driven campaigns saw significant growth in deposits and a reduction in CPA, even in a highly competitive environment.
How do dynamic creative ads triggered by match moments actually work in practice — a goal, a corner, a shift in pace? Can you give a concrete example of a campaign?
Today, dynamic creative ads operate in a way that is closely connected to the logic of micro betting, which is precisely betting on fast and specific events within the match.
Instead of waiting for the final result of the game, fans interact with micro moments in real time, such as the next corner, the next shot on goal or whether a specific player will hit the target in the next play.
In practice, the technology monitors live match data and identifies moments of increased intensity or betting intent.
If a team starts applying heavy pressure, for example, the system can automatically activate campaigns related to the next corner, next shot on goal or other relevant offensive actions.
All of this happens within seconds, with personalized creatives being distributed across digital channels while the emotion of the play is still unfolding.
This model makes the experience much more contextual and relevant for the user. Instead of generic campaigns, fans receive messages aligned with the exact moment of the game and their own consumer behavior. It is precisely this combination of real-time data, automation and micro betting that is reshaping how operators approach acquisition and engagement during major sporting events.
The concept of “always on” is central to your approach. How do operators maintain relevance in the minutes between goals, when betting intent still exists but the peak moment has passed?
The “always on” concept is based on the understanding that fan engagement does not disappear between major match events.
Even when the game enters a period without goals, attention still exists in live statistics, anticipation of the next play, individual player performance and social media conversations. It is precisely in this interval that the most prepared operators are able to maintain relevance using real-time data and personalization.
In practice, this means activating campaigns and betting suggestions aligned with the current context of the game. If a team is applying more pressure, for example, users may receive offers related to the next corner, next shot on goal or other micro betting markets.
The focus shifts away from only the major event, such as a goal, and expands to include the entire dynamics of the match.
The key difference lies in the ability to transform live data into more relevant and continuous experiences. With automation, AI and behavior-driven campaigns, operators are able to keep users engaged throughout the entire match journey, not only during peak emotional moments.
The 2026 World Cup lasts 39 days and takes place across three countries. How should an operator structure its marketing budget to be agile enough to capitalize on unexpected outcomes without losing brand consistency?
In a tournament like the 2026 World Cup, flexibility becomes just as important as budget size. The most efficient operators do not work with a rigid plan from start to finish.
They structure campaigns capable of redistributing investment in real time, based on performance, audience behavior and narratives that emerge throughout the tournament.
This is especially important in a World Cup with 104 matches, multiple time zones and different markets involved.
Unexpected stories always emerge, such as surprise teams, viral players or matches that generate much higher-than-expected spikes. Prepared operators are able to react quickly to these moments, increasing presence in channels and campaigns that are performing best in that specific context.
At the same time, brand consistency remains fundamental. A common mistake is concentrating almost all investment solely on acquisition and immediate performance.
The strongest brands are able to balance awareness, acquisition and retention throughout the 39 days of competition, maintaining a clear identity while adjusting messaging, formats and campaign intensity as fan behavior evolves during the tournament.
What are the main differences between Latin American markets in terms of bettor behavior during major tournaments, and how does this affect campaign strategy?
Although football is a shared cultural element across Latin America, the region’s markets present very different levels of maturity, regulation and digital behavior.
In more mature markets, users already hold multiple accounts and have greater familiarity with live betting, making personalization, retention and user experience key factors. In newer markets, there is still a very strong focus on acquisition and awareness building.
We also see important differences in emotional fan behavior. During major tournaments, engagement tends to grow strongly as local teams progress in the competition.
This makes highly localized campaigns much more impactful than generic regional strategies. User behavior changes rapidly according to narrative, team performance and social media momentum at that moment.
For this reason, campaign strategy must be flexible and driven by real-time data. There is no single approach for the entire region.
The most efficient operators are able to adapt creatives, messaging, channels and even investment intensity based on the specific behavior of each market, maintaining cultural relevance and higher acquisition and retention efficiency.
The regulatory landscape in Latin America is fragmented. How can operators working across multiple markets run efficient campaigns without compromising local compliance?
Regulatory fragmentation is one of the main challenges in the industry today in Latin America, especially for operators working across multiple markets at the same time.
Each country has different rules regarding advertising, targeting, permitted channels and responsible communication, which requires campaigns to be much more adaptable and compliance-driven from the very beginning of planning.
In this scenario, technology and automation play a fundamental role. The most prepared operators work with platforms capable of applying market-specific restrictions in real time, adjusting targeting, formats, frequency and messaging according to local regulation. This allows operational efficiency without compromising compliance or regulatory safety.
At the same time, it is important to find a balance between standardization and local relevance. Regional strategy can be centralized in terms of brand, technology and data intelligence, but activation must respect the cultural and regulatory context of each country.
The most efficient campaigns today are precisely those that manage to combine regional scale with highly localized execution.
The post For Sportradar, the 2026 World Cup is set to reshape acquisition and engagement in sports betting appeared first on Americas iGaming & Sports Betting News.
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