Interviews
Sportsbooks – the challenge of going it alone
Launching an in-house created, quality sportsbook is not a task for the faint of heart, particularly in such a fast-moving, crowded and competitive marketplace. AllSported’s CEO, Alan Casey and Technamin’s founder and CEO, Suren Khachatryan, examine what benefits there are for some to resist the temptation to go it alone in favour of a tried and trusted solution and the wider, overall challenges.
Creating a robust, intuitive and attractive sportsbook is vital for anyone entering the marketplace or looking to expand their offering. Just how difficult is it to get right?
AC – The sheer number of moving parts makes it almost impossible to build a successful brand from the ground up without the right kind of help. Getting a new brand off the ground is expensive and entails a great deal of manpower. This staffing proposal alone can be enough to make prospective investors nervous.
As well as that, our industry’s compliance landscape is constantly shifting and keeping on top of those continual updates is a near-impossible task with every other factor that needs to be considered. Then there is payment provision to consider and all the nuances and preferences that come with it as well as optimising the look and feel of the front end. Meanwhile, operators need to engage in the ongoing negotiations for the multiple feeds for data content and pricing to make their offering attractive to end-users. It’s simply far too much to consider at any one time.
An operator on a new brand needs to be able to dedicate the bulk of their attention to getting new customers in the door. Platform providers do all the heavy lifting at the start, then down the line, when the project is stable, an operator can look to move to a better platform or even buy a licence a platform, or even buy a platform outright, but this is far from feasible to begin with.
SK – Even if we were to develop the most attractive sportsbook, it would not function without a dedicated and professional team. As a provider, that’s the first challenge we must overcome. It’s crucial to have a team of creative, innovative professionals who are enthusiastic about their tasks and are willing to dedicate themselves thoroughly to the process. Finding the right people is something we must tackle from the get-go.
Next up is the product itself. A sportsbook is a product that deals with a large amount of data on live mode, 24/7, 365 days per year, without delays. That’s why we need to consider the speed of the website as an important challenge that companies often face. At the same time, providing immediate loading and smooth operations is crucial, which is something we are able to do at Technamin.
Mathematics is at the core of everything we do, which is why sports analysis must be conducted on a high level with the most delicate calculations. This is part of what turns an ordinary sportsbook into a successful one that functions properly.
Last but not least, we must be very attentive toward safety. It is imperative that we monitor and analyse user behaviour accordingly in order to provide progress and security to the business and maintain a secure environment. These are all factors that we must keep an eye on when creating a sportsbook.
What can an experienced B2B platform provider offer any newcomers to the vertical that they can’t achieve themselves?
AC – Cost saving and time to market are the main factors. Although AllSported isn’t a platform provider, we offer everything a customer needs to launch a horse racing product. The cost of someone building out a horse racing trading team is quite significant. On top of that, they would have to get providers for data, content and pricing and then complete all those integrations.
With our help, operators can get everything in one integration and receive a tier-one calibre racing product that they don’t have to think about once it’s switched on. Through the accuracy and speed of our pricing, we’ve seen customers plug us in and immediately achieve double-digit margin percentages, which remain consistent.
SK – Starting everything from scratch would be a financial and professional challenge beyond most newcomers. On the other hand, an experienced B2B provider will have a longer and more in-depth understanding of data, which enables them to implement various AI solutions on different functions based on the data collected over years of being active in the industry.
Additionally, experienced providers have already achieved well-organised work between different departments. This is a significant advantage and a major step toward rapid development and support.
In Technamin’s case, we provide 24/7 technical and client support in case any issues occur. It is important to us that we cater to everything for our operators, and the collective industry insight of our team allows us to do so.
What benefits in terms of timescale are there for operators to consider when partnering with a provider?
AC – An expedited timescale is definitely one of the biggest advantages of a good provider. Platforms and B2B providers have already done the heavy lifting and have ready-made solutions that they can get live for an operator’s customers pretty much overnight. Operators can have the open business sign on the door from day one, or can at least be under construction and have the coming soon sign up as soon as possible. It’s a very clear-cut decision.
SK – If the provider has the proper infrastructure required to set up the product efficiently and in time, the operator will be able to scale in a shorter time frame. At Technamin, we can fully provide operators with the sportsbook in a little over a week, depending on the circumstances. As most operators are intent on entering the market faster, this is an advantage for them.
Moreover, we not only fully support the technical side of things, but we also offer consulting with risk management and promotional issues in very short time periods. We do this so the operator can hit the ground running as soon as the sportsbook is delivered.
For suppliers, what does the future hold and how can they ensure that they and their platforms remain attractive to operators?
AC – The feedback we hear the most from customers of platform providers is a desire for more flexibility. There is a feeling among operators that with platform providers, you get what you pay for and a more customisable product comes at a premium. However, even the ability to alter elements like pricing strategies isn’t a given.
We’re talking to a lot of people who would love a better solution for horse racing but have their hands tied by their providers. They’re spending huge sums on marketing and trying to acquire customers, but then they’re offering a subpar horse racing product and giving away up to 10 per cent in margin due to price latencies. So as necessary as platform providers are, new brands should choose wisely from the outset to ensure they maintain control of their offering.
SK – Technology is always progressing. On one hand, the operators’ needs must be fully covered, but it is also crucial to keep the product up to date with the latest technological developments and advancements and tweak things accordingly.
We must also ensure that there are unique and creative solutions that have not been implemented in the market, and to use these solutions as leverage for operators.
In addition to tech advancements, we also keep track of UI/UX and come up with innovative website designs that attract different markets and market segments. It’s also worth noting that one must always be open to partners’ feedback and ensure that the best service is immediately provided for them, which is what Technamin’s dedicated teams are trained to do.
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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?
The post ¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años? appeared first on Americas iGaming & Sports Betting News.
Betting Companies
Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years?
Are betting companies to blame or is it Brazil’s economic framework of the last 35 years?
This is the central question raised by Carlos Akira Sato in his analysis of Brazil’s rising household debt.
Rather than attributing over-indebtedness to sports betting platforms, he argues that the issue is rooted in decades of economic transformation shaped by credit expansion, financialization, and increasingly sophisticated systems of consumer stimulation across multiple sectors.
The debate surrounding Brazilian household debt has gained a new preferred target: sports betting platforms.
The so-called “bets” have taken center stage in the news, political discourse, and regulatory discussions, often associated with rising default rates and financial compulsiveness.
But perhaps the correct question is another one: did the over-indebtedness of Brazilian families really begin with bets?
The answer, under a serious historical analysis, is no.
The phenomenon predates the regulation of sports betting by decades and is linked to a profound economic, cultural, and technological transformation that began in the 1990s, when Brazil gradually abandoned a closed and inflationary economy to enter a modern logic of consumption, credit, and the financialization of everyday life.
The economic opening promoted during the Collor administration changed the country’s consumption patterns.
A few years later, the Real Plan brought monetary stability and transformed the population’s economic psychology itself.
For the first time, millions of Brazilians began financing goods, using credit cards, paying in installments, and incorporating debt as a normal part of economic life.
This process represented progress and financial inclusion.
But it also consolidated a new economic model based on the anticipation of families’ future income. Credit ceased to be an exception and became permanent infrastructure supporting national consumption.
Banks, retailers, and financial institutions quickly understood this change. Large retail chains stopped acting solely as product distributors and became financial platforms.
Private-label cards, sophisticated installment plans, and permanent financing mechanisms became part of consumers’ daily lives. In many cases, financial margins became just as relevant as the sale of the products themselves.
Throughout the 2000s, the model deepened.
The expansion of banking access, electronic payment methods, and fintechs accelerated the financialization of everyday life.
From 2013 onward, with the regulatory opening promoted by Law No. 12,865, mobile phones simultaneously became banks, digital wallets, credit platforms, marketplaces, and permanent environments for behavioral monetization.
Credit became instant, invisible, and integrated into the digital experience. Consumers started obtaining financing in just a few clicks, often within the purchasing flow itself. Brazil definitively entered the era of behavioral hyperstimulation of consumption.
And this is where the contemporary debate begins to reveal an important contradiction.
While the country spent decades building a sophisticated economic architecture based on credit expansion, emotional advertising, gamification, attention capture, and monetization of future income, structural investment in financial education remained insufficient.
Brazil taught its population how to consume before teaching them how to build wealth.
Today, virtually every relevant sector of the economy operates advanced behavioral stimulation mechanisms: digital retail, apps, streaming platforms, delivery services, marketplaces, banks, fintechs, and social networks.
Advertising is no longer merely informative; it has become algorithmic, personalized, and emotional. The modern consumer competes for attention and self-control against systems designed to maximize engagement and continuous consumption.
This phenomenon appears even in sectors rarely associated with regulatory debates.
The food retail industry, for example, uses sophisticated neuromarketing techniques to boost the consumption of ultra-processed foods, alcoholic beverages, and impulse-buy products. Yet few segments have faced a level of monitoring similar to that imposed on sports betting.
Brazil’s regulated betting sector emerged under one of the strictest frameworks in the digital economy.
Platforms are required to biometrically identify users, monitor behavior, track transactions, report suspicious activity to COAF, implement responsible gaming policies, and prevent bets financed through credit.
The Brazilian model requires prior deposits and prohibits “uncovered” betting.
In other words, regulators correctly understood that the combination of compulsiveness and credit could become socially explosive.
But here an inevitable question arises: why have sectors historically associated with the over-indebtedness of Brazilian families operated for decades under significantly lower levels of behavioral monitoring?
Data from CNC show that the percentage of indebted families reached 80.2% in February 2026 — the highest level in the historical series.
This scenario did not begin with bets. It is the result of decades of aggressive credit expansion, financialization of daily life, hyperstimulation of consumption, and the structural absence of economic education for the population.
Comparative framework: regulatory and behavioral obligations
| Topic / Obligation | Betting operators | Banks | Retail / Food |
|---|---|---|---|
| Formal customer identification (KYC) | Mandatory, robust, biometric | Mandatory | Limited |
| Account ownership validation | Mandatory | Generally mandatory | Usually nonexistent |
| Behavioral monitoring | High | Focused on fraud and credit | Low |
| Prohibition of credit use | Yes | No | No |
| Emotional advertising | Under increasing restrictions | Permitted with limits | Widely used |
| Protection against compulsiveness | Mandatory | Very limited | Practically nonexistent |
| Self-exclusion tools | Mandatory | Nonexistent | Nonexistent |
| Obligation to report to COAF | Yes | Yes | Limited |
| Source-of-funds control | Mandatory | Mandatory | Generally nonexistent |
| Behavioral oversight | Intense | Moderate | Low |
| Formal responsible consumption policies | Mandatory | Partial | Generally nonexistent |
Perhaps the most provocative point is precisely the regulatory asymmetry revealed by this debate.
Several sectors historically associated with compulsiveness, hyperconsumption, and dependency have operated for decades under a less interventionist regulatory logic than the one currently applied to sports betting.
In the end, the real debate may not simply be “how should betting be regulated?”, but rather how to prepare society to live in a digital, hyper-financialized economy permanently driven by attention capture, consumption, and behavioral monetization.
Carlos Akira Sato
Co-Founder of Fenynx Digital Assets and specialist in Regulated Markets, Financial Infrastructure, Governance, and Innovation. Vice President of Institutional Relations at PAGOS (Association for Electronic Payment Management).
The post Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years? appeared first on Americas iGaming & Sports Betting News.
BC Engine
BC.Game’s new CEO Kar Kheng Giam on strategy, structure and growth
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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