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European Gaming Streamers Roundtable

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Reading Time: 11 minutes

 

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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apuestas deportivas

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

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

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

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

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

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

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

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

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

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

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

Este proceso representó un avance y una inclusión financiera.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Marco comparativo : obligaciones regulatorias y conductuales

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

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

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

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

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

The post ¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años? appeared first on Americas iGaming & Sports Betting News.

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Betting Companies

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

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

This is the central question raised by Carlos Akira Sato in his analysis of Brazil’s rising household debt.

Rather than attributing over-indebtedness to sports betting platforms, he argues that the issue is rooted in decades of economic transformation shaped by credit expansion, financialization, and increasingly sophisticated systems of consumer stimulation across multiple sectors.

The debate surrounding Brazilian household debt has gained a new preferred target: sports betting platforms.

The so-called “bets” have taken center stage in the news, political discourse, and regulatory discussions, often associated with rising default rates and financial compulsiveness.

But perhaps the correct question is another one: did the over-indebtedness of Brazilian families really begin with bets?

The answer, under a serious historical analysis, is no.

The phenomenon predates the regulation of sports betting by decades and is linked to a profound economic, cultural, and technological transformation that began in the 1990s, when Brazil gradually abandoned a closed and inflationary economy to enter a modern logic of consumption, credit, and the financialization of everyday life.

The economic opening promoted during the Collor administration changed the country’s consumption patterns.

A few years later, the Real Plan brought monetary stability and transformed the population’s economic psychology itself.

For the first time, millions of Brazilians began financing goods, using credit cards, paying in installments, and incorporating debt as a normal part of economic life.

This process represented progress and financial inclusion.

But it also consolidated a new economic model based on the anticipation of families’ future income. Credit ceased to be an exception and became permanent infrastructure supporting national consumption.

Banks, retailers, and financial institutions quickly understood this change. Large retail chains stopped acting solely as product distributors and became financial platforms.

Private-label cards, sophisticated installment plans, and permanent financing mechanisms became part of consumers’ daily lives. In many cases, financial margins became just as relevant as the sale of the products themselves.

Throughout the 2000s, the model deepened.

The expansion of banking access, electronic payment methods, and fintechs accelerated the financialization of everyday life.

From 2013 onward, with the regulatory opening promoted by Law No. 12,865, mobile phones simultaneously became banks, digital wallets, credit platforms, marketplaces, and permanent environments for behavioral monetization.

Credit became instant, invisible, and integrated into the digital experience. Consumers started obtaining financing in just a few clicks, often within the purchasing flow itself. Brazil definitively entered the era of behavioral hyperstimulation of consumption.

And this is where the contemporary debate begins to reveal an important contradiction.

While the country spent decades building a sophisticated economic architecture based on credit expansion, emotional advertising, gamification, attention capture, and monetization of future income, structural investment in financial education remained insufficient.

Brazil taught its population how to consume before teaching them how to build wealth.

Today, virtually every relevant sector of the economy operates advanced behavioral stimulation mechanisms: digital retail, apps, streaming platforms, delivery services, marketplaces, banks, fintechs, and social networks.

Advertising is no longer merely informative; it has become algorithmic, personalized, and emotional. The modern consumer competes for attention and self-control against systems designed to maximize engagement and continuous consumption.

This phenomenon appears even in sectors rarely associated with regulatory debates.

The food retail industry, for example, uses sophisticated neuromarketing techniques to boost the consumption of ultra-processed foods, alcoholic beverages, and impulse-buy products. Yet few segments have faced a level of monitoring similar to that imposed on sports betting.

Brazil’s regulated betting sector emerged under one of the strictest frameworks in the digital economy.

Platforms are required to biometrically identify users, monitor behavior, track transactions, report suspicious activity to COAF, implement responsible gaming policies, and prevent bets financed through credit.

The Brazilian model requires prior deposits and prohibits “uncovered” betting.

In other words, regulators correctly understood that the combination of compulsiveness and credit could become socially explosive.

But here an inevitable question arises: why have sectors historically associated with the over-indebtedness of Brazilian families operated for decades under significantly lower levels of behavioral monitoring?

Data from CNC show that the percentage of indebted families reached 80.2% in February 2026 — the highest level in the historical series.

This scenario did not begin with bets. It is the result of decades of aggressive credit expansion, financialization of daily life, hyperstimulation of consumption, and the structural absence of economic education for the population.

Comparative framework: regulatory and behavioral obligations

Topic / Obligation Betting operators Banks Retail / Food
Formal customer identification (KYC) Mandatory, robust, biometric Mandatory Limited
Account ownership validation Mandatory Generally mandatory Usually nonexistent
Behavioral monitoring High Focused on fraud and credit Low
Prohibition of credit use Yes No No
Emotional advertising Under increasing restrictions Permitted with limits Widely used
Protection against compulsiveness Mandatory Very limited Practically nonexistent
Self-exclusion tools Mandatory Nonexistent Nonexistent
Obligation to report to COAF Yes Yes Limited
Source-of-funds control Mandatory Mandatory Generally nonexistent
Behavioral oversight Intense Moderate Low
Formal responsible consumption policies Mandatory Partial Generally nonexistent

Perhaps the most provocative point is precisely the regulatory asymmetry revealed by this debate.

Several sectors historically associated with compulsiveness, hyperconsumption, and dependency have operated for decades under a less interventionist regulatory logic than the one currently applied to sports betting.

In the end, the real debate may not simply be “how should betting be regulated?”, but rather how to prepare society to live in a digital, hyper-financialized economy permanently driven by attention capture, consumption, and behavioral monetization.

Carlos Akira Sato
Co-Founder of Fenynx Digital Assets and specialist in Regulated Markets, Financial Infrastructure, Governance, and Innovation. Vice President of Institutional Relations at PAGOS (Association for Electronic Payment Management).

The post Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years? appeared first on Americas iGaming & Sports Betting News.

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BC Engine

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

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Following his appointment as CEO of BC.Game in March, Kar Kheng Giam (KK) speaks about the strategic priorities shaping the company’s next phase, from strengthening operational foundations to navigating the evolving role of crypto within regulated gaming markets.

 

 You’ve stepped into the CEO role at a pivotal time for the industry. How do you assess the current position of BC.Game?

BC.Game enters this stage from a position of strength in terms of product, user engagement and global reach.

At the same time, the broader industry is evolving. Expectations around governance, regulatory alignment and operational maturity are increasing, particularly for businesses operating across multiple jurisdictions.

So while the foundation is strong, there is a clear opportunity to further strengthen the structure of the business to support long-term, sustainable growth.

That foundation is reflected in the scale of the business today, with more than 9 million registered users and over 500,000 monthly active players, and in the progress we’ve made across licensed markets such as Anjouan, Kenya, Nigeria and Mexico.

How would you define the strategic focus for BC.Game over the next 12 to 24 months?

It comes down to three interconnected areas. First, reinforcing the operational and governance framework of the business, ensuring we are well aligned with the expectations of more established regulatory environments.

Second, continuing to invest in the product – not just in terms of content, but in the overall user experience and platform reliability.

And third, taking a disciplined approach to market expansion, focusing on jurisdictions where we can build a sustainable and compliant presence.

It’s about evolving the business in a structured and deliberate way.

You’ve highlighted governance and structure. What does that mean in practical terms?

It means putting in place the systems, processes and organisational clarity needed to operate at scale.

As companies grow internationally, complexity increases – across regulation, payments, technology and operations. Strengthening governance is about ensuring those elements are well coordinated and consistently managed.

This is not about changing what BC.Game is, but about building the framework that allows it to grow more effectively.

Why has trust become so important at this stage?

At BC.GAME’s scale, trust is no longer just about brand but increasingly becomes a business issue – it affects retention, partnerships, market entry and long-term growth.

And trust is built in very practical ways. People judge a platform by whether the rules are clear, whether communication is smooth, and whether issues actually get resolved. That’s why growth on its own is no longer enough.

Where is the most immediate trust pressure on BC.GAME showing up today?

The pressure shows up most clearly in user experience and issue handling because that’s where people feel it first.

Some of the feedback does point to response times and cases where issues stay in the same entry point for too long. When that happens often enough, it becomes bigger than a service issue, it starts to shape trust.

What changes is BC.GAME putting in place in response to these issues?

 We’ve already started making changes. That includes upgrading how user issues are handled, bringing cross-functional teams in earlier, and improving how issues are identified and coordinated internally.

As the business has grown, relying too heavily on a single customer support entry point is no longer enough. The focus now is to make issue handling clearer, more stable, and better suited to the scale of the platform.

What role does organisational development play in this next phase?

As the business grows, it’s important to ensure that the organisation evolves alongside it. That includes strengthening leadership structures, clarifying roles and responsibilities, and building capabilities in key areas such as compliance and market operations.

Ultimately, strategy is only as effective as the organisation delivering it.

From a leadership perspective, how do you approach guiding a globally distributed business?

In a global organisation, alignment is critical – everyone needs to understand the strategic direction and how their role contributes to it. At the same time, there needs to be flexibility to adapt to local market dynamics.

My role is to create that balance – providing clear direction while enabling teams to execute effectively within their markets.

Finally, what does success look like for BC.Game over the next few years?

Success is about building a more structured, resilient and trusted business.

That means strengthening our position in regulated markets, continuing to evolve the product, and ensuring the organisation is equipped to operate at scale. This current period is a crucial one for us as we introduce multiple product rollouts at BC.GAME, with several key updates scheduled to go live. These include BC Engine, along with a broader upgrade to the bonus system and, of course, the World Cup.

If we can achieve that through consistent, incremental progress, then we will be well positioned for the long term.

The post BC.Game’s new CEO Kar Kheng Giam on strategy, structure and growth appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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