Interviews
Interview with Ksenia Igolkina, Lead Designer at Turbo Games
What types of games does Turbo Games` portfolio include? Why this kind, not another one?
Turbogames are the so-called “PROVABLY FAIR” games. This kind of game is based on technology that allows the player to make sure that the results are genuine and honest. In other words, this is simple mathematics in the “wrapper” of an entertaining game.
That’s what I like – playing such games gives a player a chance to touch pure luck. “Environmentally friendly luck” – I would say so. At Turbo Games, we have created several games based on very popular and familiar mechanics – like Mines, Crash, Limbo and so on. At the same time our portfolio has games for every taste – and this is the uniqueness of our selection of games.
With so many games out there, what differentiates Turbo Games from the rest of iGaming content providers?
As a designer, I would say that we are different, because we have a special visual character.
We are bold, bright, we are like a fresh breeze. We are assertive and even a bit aggressive. But this is our point. We are not afraid to be misunderstood – because our players are thinking people who want to be on the wave and are open to new things. And, I’ll tell you a secret – luck loves such people.
What are the key guidelines that you follow when designing a new game? Do real life events influence your choice of elements or general idea of the game?
In the process of designing, we try to adhere to certain algorithms and not go beyond the given UI / UX design, as we have earned a good audience on our first games, and we try not to change UX much from game to game. It should be “comfortable ” in each of our games, so that our players can quickly figure out familiar features.
At the same time, we try to use more and more new ideas and embody them graphically.
Here we work as a team. We generate ideas, discuss, look for references, and come up with a “plot”. This is great. We have a great team – and everyone from project managers to programmers and testers are super creative people. Therefore, we get such cool games.
Sometimes ideas are just in the air, sometimes we get inspired by something… it’s always a creative process.
How do you manage to create exciting games for the players? Where do you get inspiration from?
I have a whole collection of completely different pictures on Pinterest – which are not united by a common idea at all, at first glance. But, this is my “chest” with ideas for Turbo Games.
I like to start with history. For example, when we came up with our game “Hamsta” – at first it was a hamster who runs around a wooden wardrobe with supplies and steals jam … at the end, this idea grew into a radioactive cyber-hamster that digs holes in a post-apocalypse and collects various items .
Could you tell us a bit more about current trends? What makes a game successful nowadays?
I think it’s definitely important to keep up with new design trends, or marketing, or… just keep up with the news, after all.
Games are a very emotional thing, so in order to do something that will cause a response from the user, it must correspond to his/her thoughts today. This is not easy to follow. But we do our best.
At the same time, many factors must be taken into account – to make the design not only beautiful for today, but so that it does not become outdated quickly. At the same time, it is necessary to respond to the demands of the public.
Furthermore, trends scan the global geopolitical landscape and remind people what is going on in the world through different channels. As Ukrainians, we filled the duty to create military games as Bayraktar & Javelin and to use them as the instruments for transmitting the current Ukrainian reality of cruel unprecedented war to our global audience. So, with the help of the product Turbo Games makes its contribution to support our Homeland in 2 ways:
- by forming the conscious understanding of the true picture of russian invasion into Ukraine;
- by attracting the attention of the global community that all the world should be involved to stop this madness.
On such a wave we created the game Bayraktar inspired by one of the drones that the Ukrainian military forces use on the battlefields. After it our rating just soared!
Therefore, to be successful it is needed to be in & to set trends that have a big sense close to your users` feelings and wishes right now.
What Turbo game do you consider the most successful from a designer’s point of view? Why?
I really love Mines. We decided to make them in neomorphism style – that’s why the game looks very modern, “tactile” and as clear as possible. A player wants to play it because the effect of “soft buttons” and pleasant clicks is created. In fact, our Mines are practically an anti-stress game.
I also love Neko. There is a very cute cat and a very “delicious” environment.
How much time does it take to draw 1 instant game? Do you do it alone?
For over a year I had been drawing the game alone. Now we have 2 designers in our team. As we have an age gap this helps us to cover trends and preferences of different generations. Furthermore, the basis for the development of any game is collective expertise of all the team.
What concerns development – well, all games are born in different ways, from a month to three. Depends on the working load.
Finally, what can we expect in the future from TurboGames?
We have extensive plans. But you can be sure – they will be very nicely implemented and it will be a pleasure to play them!
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Backed by Grupo Silvio Santos, founded by Silvio Santos, the company aims to position itself as a platform that goes beyond traditional betting.
In an interview during BiS SiGMA South America, Fernando Justos Fischer, CEO of TQJ, detailed the company’s strategic pillars, the sector’s challenges and its long-term vision for the Brazilian market.
According to Fischer, the current moment is one of consolidation in the regulated market.
The expectation is that the sector will move toward more mature discussions, focusing on compliance, sustainability and user protection.
In this context, the event is seen as a strategic space for alignment between operators, regulators and partners, driving more structured growth.
TQJ’s strategy is based on three main pillars: strengthening brand and distribution by leveraging the group’s assets; a data-driven operation focused on efficient acquisition and sustainable retention; and responsible gaming as a core principle of the business.
All of this, according to the executive, is supported by technology and intelligence applied to the user experience.
The backing of Grupo Silvio Santos is highlighted as a key competitive advantage.
For Fischer, the combination of credibility, scale and expertise in entertainment allows TQJ to position itself as an accessible, trustworthy brand with a strong connection to the Brazilian audience.
The goal is to lead the market in trust and responsibility.
In a highly competitive environment, the company is focusing on integrating proprietary distribution, gamified experiences and the intensive use of data and artificial intelligence for personalization.
Fischer notes that competitive advantage will increasingly lie in retention, supported by advanced CRM, engagement mechanics and solid responsible gaming practices.
During the event, this positioning was also demonstrated in practice.
Bet do Milhão came to life in a live game show format, directly connecting entertainment and betting. The activation generated engagement and reinforced the company’s value proposition.
Among the main challenges in the Brazilian market, Fischer highlights the need to build a sustainable environment amid intense competition, as well as the importance of educating consumers and combating illegal operators.
He states that operators with discipline, governance and a long-term vision will have a competitive advantage.
In terms of responsible gaming, TQJ already implements tools such as deposit limits, self-exclusion, behavioral monitoring and active communication with users.
The company adopts a preventive and continuous approach that goes beyond regulatory compliance.
This monitoring is carried out through real-time behavioral analysis, enabling the identification of risk patterns and allowing for fast and precise interventions.
Fischer emphasizes that the company aims to go beyond regulatory requirements, viewing responsible gaming as both a competitive differentiator and an institutional commitment.
Artificial intelligence plays a central role in the operation. In marketing, it is used for campaign optimization, prediction and content generation.
In product, it supports the continuous evolution of the user experience. In security, it strengthens analysis and protection systems.
Additionally, AI enables deeper integration between entertainment and betting, creating more interactive and personalized experiences.
Features such as real-time personalization and gamified mechanics are already part of the company’s roadmap.
Even so, Fischer stresses that there is a clear limit when it comes to personalization: user protection. All strategies must operate within responsible parameters, without encouraging risky behavior.
In summary, the CEO defines TQJ’s role in this new phase of the market as a platform capable of connecting entertainment and betting in Brazil with responsibility, technology and trust.
The post TQJ bets on entertainment and responsible gaming in Brazil’s regulated market appeared first on Americas iGaming & Sports Betting News.
apuestas
Entretenimiento, datos y responsabilidad: la estrategia de TQJ para el mercado regulado en Brasil
Todos Querem Jogar (TQJ) entra en la nueva fase del mercado regulado brasileño apostando por la integración entre entretenimiento, tecnología y juego responsable.
Con el respaldo del Grupo Silvio Santos, fundado por Silvio Santos, la compañía busca posicionarse como una plataforma que va más allá del betting tradicional.
En entrevista durante el BiS SiGMA South America, Fernando Justos Fischer, CEO de TQJ, detalló los pilares estratégicos de la operación, los desafíos del sector y la visión de largo plazo para el mercado brasileño.
Según Fischer, el momento actual es de consolidación del mercado regulado. La expectativa es que el sector avance hacia discusiones más maduras, con foco en compliance, sostenibilidad y protección al usuario.
En este contexto, el evento se consolida como un espacio estratégico para el alineamiento entre operadores, reguladores y socios, impulsando un crecimiento más estructurado.
La estrategia de TQJ se basa en tres pilares principales: el fortalecimiento de marca y distribución, aprovechando los activos del grupo; una operación orientada a datos, con foco en adquisición eficiente y retención sostenible; y el juego responsable como principio central del negocio.
Todo esto, según el ejecutivo, está apoyado por tecnología e inteligencia aplicada a la experiencia del usuario.
El respaldo del Grupo Silvio Santos es señalado como un diferencial competitivo relevante.
Para Fischer, la combinación de credibilidad, escala y experiencia en entretenimiento permite posicionar a TQJ como una marca accesible, confiable y con fuerte conexión con el público brasileño. El objetivo es liderar el mercado en confianza y responsabilidad.
En un entorno altamente competitivo, la empresa apuesta por la integración entre distribución propia, experiencias gamificadas y el uso intensivo de datos e inteligencia artificial para la personalización.
Fischer destaca que la ventaja competitiva estará cada vez más en la retención, apoyada por CRM avanzado, mecánicas de engagement y prácticas sólidas de juego responsable.
Durante el evento, este posicionamiento también se tradujo en la práctica.
La Bet do Milhão cobró vida en formato de game show en vivo, conectando entretenimiento y betting de manera directa.
La activación generó engagement y reforzó la propuesta de valor de la compañía.
Entre los principales desafíos del mercado brasileño, Fischer destaca la construcción de un entorno sostenible en medio de una alta competencia, así como la necesidad de educar al consumidor y combatir a los operadores ilegales.
Afirma que los operadores con disciplina, gobernanza y visión de largo plazo tendrán una ventaja competitiva.
En el ámbito del juego responsable, TQJ ya implementa herramientas como límites de depósito, autoexclusión, monitoreo del comportamiento y comunicación activa con los usuarios.
La compañía adopta un enfoque preventivo y continuo que va más allá del cumplimiento regulatorio.
Este monitoreo se realiza mediante análisis comportamental en tiempo real, lo que permite identificar patrones de riesgo y realizar intervenciones rápidas y precisas.
Fischer subraya que la empresa busca ir más allá de las exigencias regulatorias, considerando el juego responsable como un diferencial competitivo y un compromiso institucional.
La inteligencia artificial desempeña un papel central en la operación. En marketing, se utiliza para optimización de campañas, predicción y generación de contenido.
En producto, contribuye a la evolución de la experiencia del usuario. En seguridad, fortalece los sistemas de análisis y protección.
Además, la IA permite profundizar la integración entre entretenimiento y betting, creando experiencias más interactivas y personalizadas.
Funcionalidades como la personalización en tiempo real y las mecánicas gamificadas forman parte del roadmap de la empresa.
Aun así, Fischer enfatiza que existe un límite claro en la personalización, la protección del usuario. Toda estrategia debe operar dentro de parámetros responsables, sin incentivar comportamientos de riesgo.
En síntesis, el CEO define el papel de TQJ en esta nueva fase del mercado como el de una plataforma capaz de conectar entretenimiento y apuestas en Brasil con responsabilidad, tecnología y confianza.
The post Entretenimiento, datos y responsabilidad: la estrategia de TQJ para el mercado regulado en Brasil appeared first on Americas iGaming & Sports Betting News.
To understand the story of Media 24, you really have to understand Arturs’ journey. He was the company’s very first employee, joining at the absolute beginning and helping build the foundation of what the business is today. After several years as Head of Sales, he has now stepped up to lead the entire organization into its next chapter.
In this interview, we’re going to talk about that transition from first employee to CEO. We’ll discuss Arturs’ vision for evolving Media 24 from a traditional affiliate into a modern digital ecosystem, his philosophy on internal leadership and delegation, and how the company is preparing for a massive 2026.
How does coming from a Head of Sales background change the way you view the CEO role compared to someone who might come from a product or tech background?
Coming from sales, you’re always focused on the finish line. A tech person might get caught up in making things perfect or adding features just because they’re cool. I don’t have that luxury. My focus is on things that actually move us forward. I’ve spent years talking to partners and seeing exactly what makes money and what doesn’t.
We’ve had that same philosophy at Media 24 since I started as the first employee. Act fast, check the data, and improve on what works.
Coming from sales also makes me more comfortable with the human side of the business. Being CEO isn’t just about decisions. But also about selling a vision to the team so they actually want to follow you. In sales, if people don’t believe in what you’re saying, you fail. I’m just applying that same logic here.
You were the first employee in Media 24, doing everything yourself. Now that you’re CEO, how do you handle stepping back and letting your team take the lead?
In the early days, If something needed doing, I did it. But you can’t scale a company if you’re making every decision yourself. My job now is to give my team the resources and the space to lead.
We’ve always believed in growing our own talent. For example, we recently promoted our new Head of Growth and our Head of Website Operations from within. Both have been with us for years. They’ve seen the company evolve, and I trust them completely.
I’m not looking for people who always agree with me. I want professionals who understand this business as well as I do, if not better. By promoting from within, I’m surrounding myself with people who have Media 24’s mindset but bring their own expert perspectives. My role now is to clear the path for them so they can build the products that will define our next few years in the industry.
We are seeing constant core updates. How is Media 24 protecting itself against the volatility of organic search?
You can’t ever truly be prepared for a Google update if your entire strategy is based on trying to trick an algorithm. If you spend all your time looking for shortcuts, you’re always going to be chasing the ones who lead.
Last year at Media 24, we took a serious look at our approach and redesigned our product strategy. Today, we aren’t building sites just to rank well. Instead, we’re building platforms that aim to be the undeniable go-to resource for each specific market
That means we’re investing heavily in the things that actually matter to a human being, not just a crawler. We’re re-imagining our content to provide real value, doubling down on UX, and constantly improving the product itself. By focusing on the end-user, search rankings become a byproduct of our quality rather than a lucky break we’re trying to keep.
Affiliates are often seen as “top of funnel.” How is Media 24 trying to own more of the user journey after the initial click?
It’s true that most affiliates stop at the click, but we see that as a missed opportunity. We understand that acquiring a new depositor is always significantly more expensive than retaining an existing one.
We’re moving toward building actual communities around our top platforms. A user might come to us for a specific bonus, but they are likely interested in other offers or new products down the road.
To capture that, we are creating touchpoints beyond just the website. We’re building a presence on social media and other channels where our users actually spend their time. If we can stay in front of the user where it matters, then we aren’t just sending traffic to operators. We’re delivering a much more loyal and valuable player.
There are cases when operators discontinue affiliate programs or cut commission rates. How do you future-proof a business that’s dependent on those relationships?
Unfortunately, that’s just the reality of the industry sometimes. You have to accept that these risks exist. For us, navigating those shifts is part of the process of building long-term relationships. You find out very quickly who your true partners are when things get tough.
That’s exactly why we invest so much time being present. We attend a lot of conferences and industry events throughout the year to meet our partners face-to-face. By staying close to the market and our partners, we can spot the red flags early and focus on the operators who actually value a fair, long-term collaboration.
Is Media 24 looking to diversify away from pure SEO traffic? Are PPC or social media traffic on your 2026 roadmap?
For 2026, our focus is staying on what we do best and what operators actually value most. SEO traffic is still the gold standard for quality in this industry. It takes a massive amount of work and patience to earn those positions, but the quality of that traffic is well worth the effort.
Regarding becoming multi-channel. It’s a conversation we’re having, and we are definitely exploring how to expand our expertise into new niches. But it won’t happen this year. 2026 is a massive year for us because of the World Cup. All our energy, investment, and product innovation are currently funneled into making sure our platforms are the best they can be for that event. We don’t want any distractions right now.
The lines between affiliate, media company, and data business are blurring. Does Media 24 see itself evolving beyond pure affiliate marketing?
I think affiliate marketing is really just a business model. It’s not the whole identity. If you look at the most successful players in our space today, they’ve already become hybrids.
We see ourselves the same way. We are a media company because we employ talented content writers and manage a social media presence. We are a data business because we have to understand user behavior at a very deep level to stay competitive.
The industry has evolved significantly. The best companies have evolved too. At Media 24, we don’t want to be put in a box. We are a digital business that uses an affiliate model to monetize. But our actual value lies in our content, our product, our data, and our ability to reach an audience better than anyone else.
The post Arturs Korolkovs on Leading Media 24’s Next Chapter appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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