Interviews

Non-traditional content roundtable

Published

4 years ago

July 11, 2022

Reading Time: 7 minutes

With younger generations of players now the target audience for operators and suppliers we are seeing an increase in non-traditional content hitting the market, including multiplayer and crash games. European Gaming spoke to a number of providers on the importance of innovating and evolving the casino offering to better suit player preferences.

Nikolay Illiustrov, Head of Games at Playson (NI)
Thomas Smallwood, Marketing Manager at ESA Games (TS)
Ivan Kravchuk, Chief Executive Officer at Evoplay (IK)
Arcangelo Lonoce, Head of Business Development at Habanero (AL)

What makes non-traditional content exciting in a market space where ‘slots are king’ and does this new genre make way for more innovation in iGaming?

NI: We believe that the fact that many younger customers arriving in online casinos are doing so without any prior knowledge of slots, be them online or land based. Whilst this is a challenge, it is also an opportunity for innovation.

Younger generations have grown up not just with different cultural influences but different forms of entertainment, such as mobile games and entertainment apps. Online slots are often a new experience, and it is not clear to them how games like this function. A game’s maths, features and even basic functionality are often alien to them.

To win them over and create longer playing sessions, developers need to provide context that is familiar to this audience. For example, we see lots of attempts to create “mobile-style” slots that relate to mobile games such as Scatter slots or Cluster Pays slots.

TS: I think it is natural that most operators want to appeal to a broader base with the content they offer. We all “consume” content on our mobiles differently than we did a few years ago, so from an acquisition perspective, as well as cross-selling from one vertical to another, non-traditional content gives more opportunities to engage with a different audience and retain those whose tastes are changing.

Non-traditional content gives more opportunity to innovate, but we certainly feel that this innovation is driven by what we see happening within certain demographics or sectors, rather than innovation for innovation’s sake. So, with purpose, non-traditional games like our sports-themed Goal Mine and Basketball Mine which have exciting goal or free-throw rounds, can genuinely attract new players. The same is true of our crash-style games, the format of which allows us to think outside of egaming norms.

IK: Evoplay has established itself as a leader in delivering innovation to the online casino space in many forms. With an aim of reforming the iGaming industry, we lead the way with unparalleled slots and instant games, featuring pioneering concepts that have never been seen on the market before.

Our flagship title, Star Guardians has become the perfect solution for millennial gamers, who now comprise 23% of the wider population. This generation has grown up surrounded by video games and new technologies, and naturally are in search of iGaming experiences that mimic the same excitement as modern products, while providing gambling elements to the play.

Another great example is our recently launched crash game, Goblin Run, with a runner mechanic and competitive spirit making the most of the industry’s obsession with crash-style experiences in recent months. We took a classic framework and introduced aspects of gamification, adding skins, ranks, and chat functions to enhance the social aspect and competitiveness of the experience. These titles alone demonstrate just how far we have come in terms of forcing our way into non-traditional content, and where we are heading on this impressive trajectory.

AL: Looking at the evidence, you can see that non-traditional content has been quite successful in our marketplace. Just look at crash games for example – they appeal to sports punters a lot more than slots do and have seen a meteoric rise this past year, simply due to the fact that they present a fresh idea of interaction and function at a fast pace, with multiple results being delivered in a limited amount of time. This makes them very appealing to players who might not like to spin reels and wait for wins.

I think most of the industry has come to the consensus that we need more non-traditional content, as currently it’s appealing to certain types of players. With that being said, we know that not all non-traditional content has proven successful with slot players. So, whether or not non-traditional content can be used to cross-sell slots, operators would be wise to target segmented demographics – such as those from different verticals.

What are the challenges when creating non-traditional content to ensure it appeals to the target audience?

NI: First and foremost, game design needs a lot of consideration. You need to rip up the rule book and consider options that will appeal to those who are not familiar with classic slots. This takes time, effort and investment and there is no guarantee that you will get it right every time, so it requires patience too. Given that niche solutions can be difficult to scale, you have to accept that there is a strong element of risk involved.

Lastly, and more importantly, you have to consider regulations. When entering a market with new mechanics you can’t be confident from day one about compliance, or how long the new game type will take to obtain all necessary licenses. There are very few overnight successes.

TS: Our lightweight mobile games do appeal to a large audience, therefore perhaps the biggest challenge is a lack of belief in non-traditional content. For example, although we can see in the figures the extent to which our EasySwipe™ games generate new revenue – and even help to increase turnover on sports – it requires the vision on the side of the operator to embrace this.

The flip side is that early adopters will also be able to learn more from the non-traditional content we, and other providers, develop. This intelligence will feed into bespoke content and of course greater power in acquiring a new generation of customers.

IK: If we’re talking about our 3D games, the main complexity lies in the implementation of various innovations in a cross-technology environment. To pull this off, it requires a thorough and fundamental development of every single component of a product. We often meet the challenge of implementing a concept’s design in the backend, while the adaption of our games to mobile platforms also requires a high level of attention to detail, especially in terms of the user interface and experience.

Thanks to our game engine Spinential, we can easily modify our products depending on market peculiarities and regulatory requirements. In addition to this, the engine allows us to add gamification elements to our titles, such as Bonus Buy and Jackpot features, making them even more attractive to audiences and operators.

AL: I can only speak for the non-traditional content we create ourselves, for example the content we produce wouldn’t necessarily appeal to those that want the crash games experience. But they will be presented in a different way from our traditional products. Take our Orbs of Atlantis title for example, the video slot doesn’t feature reels but is a game based on physics – where up to 80 different symbols fall and crash against each other, with adjacent symbols creating wins. This shows you can provide a mathematical model which is quite slot-based but deliver it in a way which appears to be different to slots. It’s important to cater to different demographics that might be more interested in a slightly different experience to the one you find in slots. As far as we are concerned, we ensure that our production follows a strong mathematical model that you generally find in slots.

Creating content that’s less traditional will naturally come with some challenges depending on who you’re targeting. If you want to attract those that like quick results, virtuals or live sports then you must ensure that your non-traditional content speaks to them on a cultural level. It all depends on your demographics and what you have in mind when you created the product. At Habanero, the non-traditional content we create is primarily aimed at slot players, as we have a strong understanding of the experience they’re after.

How do you expect this genre to develop in the near future with player preferences forever evolving?

NI: This genre has already shown promise when it comes to development and meeting player preferences with the advent of crash and multiplayer games. The former cater for players who feel quite comfortable betting but demand a quick and simple format.

Meanwhile, multiplayer games represent a great opportunity of attracting emerging demographics, bringing a social element into games creates an illusion of playing together with millions of other players. This feeling of being part of a community and share a gambling experience has great potential.

Tournaments could be also an example of a multiplayer approach, but not traditional tournament mechanics with a leaderboard and single winner. Instead, they provide a competition between teams where players can communicate with each other and create a more social and engaging experience.

TS: We will continue to produce our sports-themed Mine series, with Tennis Mine being released later in the year and new crash-style games to follow. At the same time, we will look to learn from the end user to see how we can do things better. Our ethos is about being simple, fast and mobile, so providing we do not waver from this we are happy to continue evolving the content we produce.

From a wider viewpoint we are discussing with operators how we can tailor our games to suit their specific markets, so there will be more bespoke content in the future, and bespoke in this sense will mean more than just adding a logo. We feel a degree of localisation is a potential game-changer for non-traditional content.

IK: I am confident that non-traditional content will continue developing and involve more providers as they become inspired by the positive experiences of other industry representatives. While there will always be demand for traditional slot content, the demand for ground-breaking products will only increase as the industry grows, giving developers a huge scope to deliver creativity and innovation.

The main obstacle for other providers is the risk associated with emerging technologies that are still new to them. We have seen this with the HTML5 revolution, and we are seeing it now with innovations like the metaverse. Having spent several years experimenting with solutions and developing our leading game engine, we already know what to expect and how to make the most of this innovation, while others need to start afresh.

AL: It’s hard to say, but the evidence shows that these games are here to stay because they tap into the culture and psychology of key demographics. It won’t take anything away from traditional content, but you can see everyone experimenting with designs that communicate fresh themes and experiences to an audience, whilst working out of a mathematical model that the audience is more familiar with.

Some companies have proven to be very successful and have grown very quickly in this space; this doesn’t seem to be a fad and appears to be something that taps into player culture. If you look at the way the market is evolving, then you will notice that there’s a type of restlessness from stakeholders to deliver different experiences to players.

Look at fishing games in Asia: they have proven tremendously successful in that region but they’re something which might not work elsewhere for a number of reasons. With non-traditional content you always have to consider player experiences which happen outside the realm of gambling and seamlessly combine this with suitable mathematical model – you’ll always need to maintain that gambling core that appeal to the demographics you are speaking to.

Adam Miles Director of Sales DEGEN Studios

Why the Slot Market Needs to Move Beyond the ‘Safe Middle’

Published

8 hours ago

March 17, 2026

Wladimir P.

why-the-slot-market-needs-to-move-beyond-the-‘safe-middle’

Check out our latest Q&A w/ Adam Miles, Director of Sales, DEGEN Studios

You’ve joined DEGEN as Director of Sales at a key moment for the studio. What drew you to the role?

DEGEN has a very defined identity. It’s not trying to sit in the safe middle of the market, and it’s not trying to be everything to everyone. The games are high-volatility, identity-led and built with a specific player in mind. That makes the commercial proposition much stronger.

In a saturated industry, differentiation isn’t optional. Operators don’t need more generic content. They need studios that understand their audience and can deliver something with character and intent. DEGEN already had that direction, which made the opportunity compelling.

DEGEN positions itself as bold and disruptive. Does that make the sales conversation easier or more challenging?

It makes it clearer. When you have a defined identity, you’re not trying to convince every operator. You’re engaging with those who understand the value of differentiated content and who have player segments that respond to high-volatility, high-impact experiences.

Safe content will always have a place. But there is a significant audience looking for something more intense, more distinctive. Our job commercially is to ensure DEGEN’s portfolio is positioned where it will resonate most.

Transparency around who you are simplifies the conversation, shifting the focus from volume to value.

What are your immediate priorities in the role?

First, strengthening global distribution in a targeted way. It’s not about placing the portfolio everywhere. It’s about aligning with operators and aggregators who understand our positioning and can give the games the right context in their lobbies.

Second, deepening partnerships. We want operators to see DEGEN as a studio with a defined role in their content mix, particularly for high-volatility segments.

Internally, it’s also about feedback. Sales shouldn’t operate in isolation. Performance data, operator insight and market trends need to feed back into roadmap discussions. That loop between commercial and creative teams is essential if you want consistent growth.

DEGEN recently launched the DEGEN Powered initiative. How does that fit into your commercial strategy?

DEGEN Powered expands the conversation beyond individual releases. By partnering with studios like Spin Lab, who share a similar philosophy around player-first, identity-led design, we’re building a broader ecosystem.

It’s not a funding model or a traditional publishing structure; it is a strategic alignment. The studios maintain independence, but the DEGEN Powered banner signals shared values and a commitment to high-impact gameplay.

Commercially, that adds depth. It shows consistency in approach and reinforces the idea that this isn’t a one-off tone, it’s a growing segment of the market.

In such a competitive market, what gives DEGEN a genuine edge?

Most studios will aim for the broadest possible appeal, for DEGEN it’s about audience focus and being intentional. The portfolio is built around clearly defined player behaviours, particularly those who engage with higher volatility and stronger thematic identity.

When you understand who the game is for, your commercial message becomes sharper. Instead of promising universal appeal, you can demonstrate defined appeal backed by performance logic.

Operators are increasingly data-driven. They segment their player bases carefully. When a studio understands that segmentation and builds accordingly, the commercial discussion becomes more credible.

As your role develops, what does success look like for you?

Success is about expanding the brand sustainably. That means entering key markets with the right partners, strengthening our global footprint and ensuring the portfolio performs consistently across different territories.

It’s also about reputation. I want DEGEN to be recognised not just as a creative studio with attitude, but as a reliable commercial partner. A studio that delivers differentiated content and backs it with structured, strategic growth.

If operators associate DEGEN with bold, high-volatility experiences that perform for specific segments, and they trust us to support that with strong partnerships and execution, then we’re on the right path.

Ultimately for me, the role is about scaling the commercial side of the business while protecting what makes DEGEN different.

The post Why the Slot Market Needs to Move Beyond the ‘Safe Middle’ appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

Alberto Ruiz-Ocaña Senior Business Development Manager at GLI

Compliance by Design: How Built-In Regulation Accelerates Game Launches

Published

4 days ago

March 13, 2026

Wladimir P.

compliance-by-design:-how-built-in-regulation-accelerates-game-launches

Interview with Alberto Ruiz-Ocaña, Senior Business Development Manager at GLI

Ahead of HIPTHER Prague Summit 2026, we speak with Alberto Ruiz-Ocaña, Senior Business Development Manager at Gaming Laboratories International (GLI®), to explore how embedding compliance directly into the game development lifecycle can dramatically accelerate market entry in today’s increasingly regulated gaming landscape.

Alberto, you will be speaking on the Markets, Expansion & Forward Outlook panel at the Compliance Stage. From your vantage point, how is the role of “compliance by design” evolving as operators and suppliers scale across an increasing number of regulated markets?

Previously, gaming operators and suppliers focused primarily on designing products to meet market demand, and although this remains a vital focus point, when expanding into multiple regulated markets they face challenges dedicating significant time and resources to adapt these products to meet requirements of each individual jurisdiction.

Today, leading operators and suppliers are integrating compliance into the product lifecycle from the beginning. Compliance is no longer treated as a final checkbox, but as a core design principle that shapes workflows and feature decisions. This approach allows teams to scale faster across regulated markets, reduce rework, and empower teams to build games that are both innovative and regulation-ready.

From your experience working with operators and suppliers globally, what are the most common compliance gaps that still delay launches in regulated markets?

In my experience, the most common delays around launches are due to difficulty in understanding the technical requirements defined by the regulators, which can vary directly and in ways that are more nuanced in each jurisdiction. By consulting and engaging with our compliance specialists upfront, it allows teams to clearly define all technical and regulatory prerequisites before applying changes to products. This proactive approach avoids rework and reduces uncertainty, enabling teams to launch faster.

GLI is widely recognized for its pre-compliance and certification services. How does early engagement with testing partners change the speed and efficiency of market entry for new products?

Early engagement with a testing partner is a key accelerator for successful market entry, especially when planning to launch across multiple markets. When GLI is involved at the very beginning, visibility into technical constraints, certification requirements, and market specific expectations are provided. This full life-cycle compliance approach allows operators and suppliers to build strong, scalable platforms, while clearly separating the elements that must be adapted for each jurisdiction.

As regulated markets continue to multiply, how should development teams balance innovation speed with the growing complexity of jurisdiction-specific technical standards?

Consult with GLI early and often. There are more opportunities than ever before, and that is exciting for suppliers. With that also comes the need to be mindful of regulations which can also evolve quickly. Because of our global network, GLI can provide the most up-to-date information available so that suppliers can build their innovative products with compliance in mind right from the beginning of their development process.

Many emerging jurisdictions are introducing new regulatory frameworks. What practical steps should suppliers take today to future-proof their products against evolving compliance requirements?

After testing and certification, it is equally important for suppliers and operators to stay closely connected with GLI. Ongoing collaboration ensures that teams remain informed about regulatory updates, emerging requirements, and market-specific changes before they become obstacles.

Another practical step is to design products using well-established GLI Standard Series as the framework. These industry standards reflect global best practices and provide technical guidelines that suppliers can use during development, helping them align with many regulatory expectations from the start.

When suppliers build their platforms around these widely recognized standards, they create a strong and compliant foundation that already aligns with the majority of regulatory principles. From there, adapting to specific jurisdictional requirements becomes significantly easier and more efficient.

Beyond technical approval, how does strong compliance strategy contribute to long-term commercial success, trust with regulators, and smoother global expansion?

Having a strong compliance strategy is essential to suppliers of all sizes, and utilizing the global GLI network of technical and compliance experts is the best tool in anyone’s toolbox. One of the most meaningful outcomes we hear from clients who tap into our expertise is that, after completing certification, their product is stronger from a quality and reliability perspective. Doing things properly shows trust and quality, which is one of the keys to success.

GLI is the Grand Quality & Compliance Sponsor at HIPTHER Prague Summit 2026. What key conversations are you looking forward to having with operators and suppliers during the event, and where do you see the biggest compliance challenges — and opportunities — emerging next?

I am excited to hear what the other panelists will share, but also very interested in the questions from the public, as we need to know the different points of view of all shareholders in the gaming sector. My main goal is to meet new people and support with our knowledge on any projects they will have moving forward.

The post Compliance by Design: How Built-In Regulation Accelerates Game Launches appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

Evoplay

Seasonal Campaigns and Tournaments: Q&A w/ Olga Pronak Head of Key Account Management at Evoplay

Published

6 days ago

March 11, 2026

Wladimir P.

seasonal-campaigns-and-tournaments:-q&a-w/-olga-pronak-head-of-key-account-management-at-evoplay

How are seasonal campaigns and tournament-based mechanics changing the way players engage with slots compared to traditional gameplay?

Right now, we see that tournament mechanics and seasonal campaigns increase player engagement by introducing additional layers of success and rewards. However, we cannot say this with complete certainty yet, as we need more time to observe long-term patterns. Sometimes players simply do not have time to join short promotions, as they are busy with their daily lives. At the same time, running shorter campaigns of around three months gives players multiple chances to compete while maintaining high engagement throughout the promotion.

What makes limited-time events and promotional layers so effective in driving retention and repeat play?

By now, the gaming industry is very familiar with tournaments and, more recently, prize drops. However, in today’s environment, where people are used to receiving new information in short 30-second videos every day, it can become boring for a player to see and play the same things everywhere, even though they enjoy tournaments. A greater number of promotional layers gives players a sense of novelty and fresh engagement.

We saw this in practice with our Big Adventures campaign, which ran in phases featuring Tournaments, Prize Drops, and Wheel of Fortune rather than a single promo. Prize draws were held every three months, offering high-value rewards such as iPhones, alongside in-game rewards and additional chances to win through Tournaments, Prize Drops, and Wheel of Fortune. This mix maintained player activity, built anticipation, and generated extra engagement as players approached the final grand prize, a trip for two to the Maldives. The key value of this approach is that it expands the pool of potential winners, giving more players real opportunities to succeed and stay motivated.

How do competitive elements like leaderboards and rewards reshape player motivation and interaction?

I believe this principle is well known, as it is used everywhere now – in marketing, education, and sports. However, in Tournaments, Prize Drops, or Wheel of Fortune, it may differ slightly, as we see different motivations shaping player interaction and engagement. In Tournaments, we show players their current position and how many additional points they need to earn to reach a prize or move to a higher tier. In Prize Drops or Wheel of Fortune, we show that other players have already won prizes, demonstrating that the rewards are real and that everyone has the same opportunity to win. People like to be part of exclusive groups.

Do you see seasonal ecosystems becoming a standard expectation for slot audiences in the years ahead?

It’s hard to say whether this will remain the standard over the coming years, as the entertainment industry is evolving rapidly, including in iGaming, where innovations driven by AI and other emerging technologies are advancing. We also enjoy experimenting with new tools and implementing bold ideas, including exploring ways to engage players in fresh and unexpected ways. But at least for the next year, I believe this will be one of the most popular approaches.

The post Seasonal Campaigns and Tournaments: Q&A w/ Olga Pronak Head of Key Account Management at Evoplay appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.