Interviews

Personalisation in sportsbook roundtable

Published

4 years ago

August 8, 2022

George Miller

Reading Time: 7 minutes

Leonid Pertsovskiy, Chief Executive Officer at Betby

If the pandemic has taught us anything about the current landscape of sportsbetting, it is that immersive experiences that facilitate modern requirements and short attention spans are becoming essential to survival. With the space becoming increasingly saturated with similar offerings and products, creating a more engaging user journey is key to standing out and ultimately retaining business.

How have you pivoted your offering to facilitate modern customer preferences? Or is it a case of ‘it if ain’t broke, don’t fix it’?

At Betby, we have done a lot over the past couple of years to adjust our sportsbook to the unique preferences of modern users, even though the general needs and requirements have remained consistent over the past five, or even ten years. The end user still wants to see their favourite events on a platform, as well as less distractions, higher limits, and instant bet settlement, and our sportsbook offering has evolved over the years to facilitate these preferences and attract a broader demographic of user.

Nowadays, our platform features high-quality content, including markets on more than 90 traditional sports, major tournament that stretch across the globe, an impressive selection of esports and virtual sports events, and the cherry on the cake: our proprietary Betby.Games range.

The remarkable variety of our offering is what helps us to stand out from the crowd and engage new users. A year ago, nobody could have predicted that we would be able to offer Kabaddi, Golf and Formula 1 live to our audiences, but our sportsbook has really opened up avenues to the rest of the world in a drive to provide followers of all sports with suitable markets, and live odds. It is important to be flexible to satisfy client needs, while offering same level of adaptation when talking about risk-management, localisation strategies, and promotional campaigns. Investing in flexibility means investing in long-term stability and adjusting to the post-pandemic sportsbook landscape.

We’re seeing plenty of changes in user behaviour and betting patterns, led by a surge in ‘in-play’ betting, Prop Bets, and Bet-Builder tools. What are you doing to capitalise on this phenomenon?

We’ve certainly played with the idea of dividing up old-school audiences from the newcomers, due to the differences in their behaviours. We understand experienced punters don’t particularly enjoy new features or innovation within sportsbook, and therefore require a simplified layout and interface that they can relate to, while on the other side of the spectrum, new users enjoy being met with an abundance of new technologies and products thanks to their pursuit of instant gratification.

Our recent focus has been on boosting gamification and the social aspects of our sportsbook, which aligns neatly with modern user requirements, such as needing consistent entertainment and various aspects of interaction in their experiences.

Have any innovations in the sportsbetting space have caught your attention?

We see a lot of innovations in the field of data analysis and recommendation systems where reporting and business intelligence (BI) tools have become more integral, and the times of buying market share with traffic investments are over. Our clients see just how easily and effectively they can optimise their marketing budgets using our BI analytics system, and this is exciting for both us and them.

Another innovation that we have started to see more of this past year is contests being created occurring between passionate sport followers. While casino tournaments have existed for the best art of a decade now, sportsbook was always seen as less capable of supporting engaging competitions, especially between punters, which is why we recently introduced a sportsbook tournaments engine, which has shown fantastic results.

With the worlds of esports and sports betting blending at an unprecedented rate, is it time that esports merits its own tab in a sportsbook?

Yes, absolutely. Esports has an entirely different audience to regular sports, as well as a distinct streaming-centric user interface, and even a different approach to risk-management in sportsbook and marketing strategy.

Esports as a vertical is very much here to stay, and competitions are extremely popular when it comes to the betting experience that surrounds their unique events, with passionate fans that enjoy placing a wide selection of bets on them. It is a very rare for a user to follow both traditional sports as well as esports, let alone combine the two in one betslip, and for this reason it should have its own tab that is managed differently to the classic sportsbook. Esports is an entirely different space to that of traditional sports, and with interaction between players and esports followers occurring in so many ways, it needs to be respected as a phenomenon.

Bobby Longhurst, Managing Director at Sportingtech

If the pandemic has taught us anything about the current landscape of sports betting, it is that immersive experiences that facilitate modern requirements and short attention spans are becoming essential to survival. With the space becoming increasingly saturated with similar offerings and products, creating a more engaging user journey is key to standing out and ultimately retaining business.

How have you pivoted your offering to facilitate modern customer preferences? Or is it a case of ‘it if ain’t broke, don’t fix it’?

We’re constantly evolving and catering our offering not only to new customer types but to specific markets. Rather than resting on our laurels, we’re consistently dedicated to incorporating new ideas and solutions into the Sportingtech Quantum platform. Attention to detail is imperative; if the customer believes there has been a lack of effort in the offering put before them, the overall success of the operation will be jeopardised. Localisation, and by extension player profiling, is what sets an offering apart from the competition, and this is something that Sportingtech prioritises – most prominently displayed in our proprietary Popular Bets and Popular Events widgets. In today’s industry, the idea that a one-size-fits-all solution can be offered is one that just doesn’t stand up. Our Quantum platform also has modularity at its core, and this is something that can’t be overlooked – if operators are handed the reins, they can personalise their own offering and subsequently make the experience better for the end user.

We’re seeing plenty of changes in user behaviour and betting patterns, led by a surge in ‘in-play’ betting, Prop Bets, and Bet Builder tools. What are you doing to capitalise on this phenomenon?

The rising prominence of these new kinds of betting is clear to see, but this relatively new environment can be a confusing place to navigate for newcomers. Sportingtech’s Bet Assist offering is ideally placed, making traversing platforms more straightforward for players – it generates automated betting tips based on historical data, live-score and AI analysis, covering both pre-match and in-play markets across seven sports and with complete bet slip integration, and has been proven to increase user engagement, retention and turnover rates. In addition, our FastBet solution, which enables users to wager multiple single bets across all sports at the touch of a button without creating a betslip, is the only feature of its kind on the market. Players are likely to place more bets than they usually would with a standard betslip.

Have any innovations in the sports betting space caught your attention?

Sports betting is a hub of innovation, and our Popular Bets and Popular Events widgets are testament to this. They allow operators to display a particular market’s current top-10 bets and top-10 events, automatically refreshing every five minutes. Offering our operator customers a localised, intuitive way to immediately boost engagement is extremely gratifying. With minimum effort on the operators’ part, they can be confident that their players are constantly being shown the most popular bets and events at any one time. Our priority is to provide flexibility of use, allowing operators to display the bets and events on different areas of their sites while also being optimised for mobile and desktop. It is important that they auto-populate according to the operators’ markets, which has gone a long way to making this the hassle-free and personalised engagement tool we set out to make.

With the worlds of esports and sports betting blending at an unprecedented rate, is it time that esports merited its own tab in a sportsbook?

Sportingtech’s authority in Latin America is well documented, and we are seeing that esports’ popularity in these markets is on a steep upward trajectory. New opportunities frequently arise in emerging markets for the introduction of new verticals, and our platform offers a quick and easy way to market, offering the very best of what esports has to deliver. Bettors in LatAm markets have fallen in love with esports and its popularity looks set to continue to grow – esports will certainly merit its own place in a sportsbook if this trend continues.

Suren Khachatryan, founder and CEO of Technamin

If the pandemic has taught us anything about the current landscape of sports betting, it is that immersive experiences that facilitate modern requirements and short attention spans are becoming essential to survival. With the space becoming increasingly saturated with similar offerings and products, creating a more engaging user journey is key to standing out and ultimately retaining business.

How have you pivoted your offering to facilitate modern customer preferences? Or is it a case of ‘it if ain’t broke, don’t fix it’?

Innovation is one of the cornerstones of Technamin. We could have easily stuck with the traditional approach to a sportsbook, but we decided to take things a step further and develop a sportsbook that is ideally suited to the needs of both operators and bettors. The “if it ain’t broke, don’t fix it” philosophy may apply to all sportsbooks, as their functionalities are by and large the same. However, it’s the approach that differs. Our approach is to create a product that is easily customisable to each partner’s preference and offers each end user a personalised sports betting experience.

With the development of technology and innovation, users are displaying a decreased attention span. Therefore, the majority of players prefer matches with rapid changes and easy solutions. Technamin works hard to provide the maximum amount of live matches and in-play betting throughout the year with the most reliable odds. Our professional team of traders and risk managers make sure we provide the most accurate data to our partners. Bet Builder and Prop Bets are the other tools that make the players’ journey more enjoyable and multifunctional. These are the features that our team continually develops.

Have any innovations in the sports betting space caught your attention?

I think we are living in the best of times when it comes to innovation in sports betting. We are very keen on how crypto payments are going to evolve in the sector. These currencies are already taking the industry by storm, and things are only going to progress from there. Another feature we are very excited about is the addition of VR and augmented reality technology that is going to create a more immersive experience for the end user. Overall, every technological innovation is exciting because it can be a gateway to something breathtaking.

With the worlds of esports and sports betting blending at an unprecedented rate, is it time that esports merited its own tab in a sportsbook?

Certainly so. Regardless of where each of us stands in the “are esports real sports?” debate, the facts clearly show that esports are here to stay and are popular when it comes to the betting experience. The fans are passionate about them and love to bet on the events. It’s just another fresh and innovative side of sports betting that we must embrace and build on. And the growing demand is something that operators must meet if they wish to maintain their popularity in the industry. Of course, we at Technamin are here to help with that!

apuestas

Una decisión inequívoca para los mercados predictivos en Brasil

Published

15 hours ago

May 4, 2026

GamingAmericas.com

una-decision-inequivoca-para-los-mercados-predictivos-en-brasil

La Resolución 5.298 del Consejo Monetario Nacional de Brasil establece un límite regulatorio claro para los mercados de predicción como Polymarket y Kalshi.

En este análisis, Carlos Akira Sato examina cómo la medida refleja un cambio profundo en la arquitectura financiera de Brasil, redefiniendo qué califica como un instrumento financiero legítimo y estableciendo límites a la financiarización de eventos no económicos.

Carlos Akira Sato es cofundador de Fenynx Digital Assets y especialista en mercados regulados, infraestructura financiera y juego responsable.

En este artículo de opinión, argumenta que la Resolución 5.298 de Brasil no se trata tanto de prohibir Polymarket y Kalshi, sino de definir los límites de la próxima generación del sistema financiero.

La publicación de la Resolución nº 5.298 del Consejo Monetario Nacional establece, de forma inequívoca, un nuevo límite para la actuación de plataformas como Polymarket y Kalshi en el país. La conclusión es directa: estos modelos dejan de encontrar espacio regulatorio en Brasil. Pero la relevancia de la decisión no reside en la prohibición en sí, sino en lo que revela sobre el futuro de la arquitectura financiera.

La Resolución 5.298 no aborda explícitamente los mercados predictivos. Actúa en un plano más profundo, al redefinir qué puede considerarse un instrumento financiero legítimo.

Al exigir que los contratos estén vinculados a variables económicas con formación objetiva de precios, el regulador elimina la posibilidad de estructurar instrumentos —por sofisticados que parezcan— basados en eventos políticos, sociales o conductuales. No se trata de un ajuste periférico, sino de un reposicionamiento conceptual.

Durante años, plataformas como Polymarket y Kalshi prosperaron precisamente en la ambigüedad. No son casas de apuestas tradicionales ni encajan completamente como bolsas de derivados.

Operan en un territorio intermedio: contratos basados en probabilidades, lenguaje financiero y una promesa implícita de descubrimiento eficiente de precios sobre el futuro. Esa zona gris siempre fue su principal activo y también su mayor riesgo regulatorio. Lo que Brasil ha hecho ahora es eliminarla.

El punto más sofisticado de la resolución está en su diseño. El Consejo Monetario Nacional no atacó la tecnología, ni el formato de las plataformas, ni su ubicación. Atacó la esencia: la naturaleza del riesgo negociado.

Al hacerlo, volvió irrelevante si la operación se realiza mediante contratos bilaterales, plataformas offshore o protocolos basados en blockchain. Si el riesgo no es económico, el contrato no es admisible. Es una forma de regulación que privilegia la sustancia sobre la forma y que, por ello, tiende a ser más resiliente.

Esta decisión proyecta efectos más allá del debate sobre apuestas. Dialoga directamente con la discusión sobre tokenización y con la idea, ampliamente difundida en los últimos años, de que cualquier evento podría convertirse en un activo digital.

Brasil señala lo contrario: la innovación es bienvenida, pero no ilimitada. La tokenización encuentra legitimidad cuando está anclada en la economía real —crédito, cuentas por cobrar, activos productivos— y la pierde cuando intenta capturar comportamientos, opiniones o eventos sociales como base de negociación.

Es en este punto donde la resolución también revela una tensión institucional. El propio texto normativo asigna a la CVM la responsabilidad de emitir regulación complementaria. La elección es jurídicamente comprensible, pero institucionalmente discutible.

Si el propio diagnóstico del regulador reconoce que se trata de instrumentos híbridos —que transitan entre derivados, valores mobiliarios y estructuras de captación—, la ausencia de una iniciativa conjunta desde el inicio resulta llamativa. La opción de una regulación secuencial, con el CMN estableciendo directrices y la CVM detallando la normativa, introduce un desfase que puede reabrir temporalmente la misma zona gris que se busca cerrar.

La paradoja es evidente. La resolución es sofisticada al atacar la esencia económica de los contratos, pero fragmenta la ejecución regulatoria al distribuir competencias de forma no simultánea.

En un entorno donde la innovación financiera ocurre en la intersección de distintos regímenes —bancario, mercado de capitales y, en ciertos casos, apuestas—, la coordinación deja de ser deseable para convertirse en necesaria. La falta de sincronía puede generar interpretaciones divergentes, inseguridad jurídica y, sobre todo, oportunidades residuales de arbitraje.

Aun así, el núcleo de la decisión permanece sólido. Al restringir lo que puede considerarse un activo financiero, Brasil establece un límite silencioso pero poderoso a la financiarización de la realidad. No todo evento puede convertirse en un contrato. No toda expectativa puede convertirse en un precio. Y no todo lo que puede tokenizarse debe necesariamente negociarse.

Decir que Polymarket y Kalshi no pueden operar en Brasil es, por tanto, correcto. Pero es solo la superficie. Lo que está en juego es la definición de las fronteras de la próxima generación del sistema financiero.

Un sistema que seguirá incorporando tecnología e innovación, pero que, al menos en el caso brasileño, permanecerá anclado en la economía real. Y en ese proceso, la calidad de la coordinación entre reguladores será tan determinante como la claridad de las propias reglas.

Carlos Akira Sato – Cofundador de Fenynx Digital Assets. Especialista en mercados regulados, infraestructura financiera, gobernanza, innovación y juego responsable.

The post Una decisión inequívoca para los mercados predictivos en Brasil appeared first on Americas iGaming & Sports Betting News.

Brazil

An unequivocal decision for prediction markets in Brazil

Published

15 hours ago

May 4, 2026

GamingAmericas.com

an-unequivocal-decision-for-prediction-markets-in-brazil

Brazil’s National Monetary Council Resolution 5.298 marks a clear regulatory boundary for prediction markets such as Polymarket and Kalshi.

In this analysis, Carlos Akira Sato examines how the measure reflects a deeper shift in Brazil’s financial architecture, redefining what qualifies as a legitimate financial instrument and setting limits on the financialisation of non-economic events.

Carlos Akira Sato is co-founder of Fenynx Digital Assets and a specialist in regulated markets, financial infrastructure and responsible gambling.

In this op-ed, he argues that Brazil’s Resolution 5.298 is less about banning Polymarket and Kalshi than about defining the boundaries of the next generation of the financial system.

Brazil’s National Monetary Council Resolution 5.298 sets an unambiguous limit for platforms such as Polymarket and Kalshi in the country. The conclusion is straightforward: these models no longer find regulatory space in Brazil. But the significance of the decision lies not in the prohibition itself, it lies in what it reveals about the future of financial architecture.

Resolution 5.298 does not explicitly address prediction markets. It operates at a deeper level, redefining what can be considered a legitimate financial instrument. By requiring that contracts be tied to economic variables with objective price formation, the regulator eliminates the possibility of structuring instruments, however sophisticated in appearance, based on political, social or behavioural events. This is not a peripheral adjustment. It is a conceptual repositioning.

For years, platforms like Polymarket and Kalshi thrived precisely on ambiguity. They are not traditional bookmakers, nor do they fit neatly as derivatives exchanges. They operate in an intermediate territory, contracts based on probabilities, financial language and an implicit promise of efficient price discovery about the future. That grey zone was always their main asset, and their greatest regulatory risk. What Brazil has now done is eliminate it.

The most sophisticated aspect of the resolution lies in its design. The CMN did not target the technology, the format of the platforms, or their location. It targeted the essence: the nature of the risk being traded. In doing so, it made irrelevant whether the operation occurs through bilateral contracts, offshore platforms or blockchain-based protocols. If the risk is not economic, the contract is not admissible. It is a form of regulation that privileges substance over form — and is, for that reason, likely to prove more resilient.

This decision projects effects well beyond the gambling debate. It speaks directly to the discussion around tokenisation and the widely held idea in recent years that any event could be converted into a digital asset. Brazil signals the opposite. Innovation is welcome, but not unlimited. Tokenisation finds legitimacy when anchored in the real economy, credit, receivables, productive assets, and loses it when it attempts to capture behaviour, opinion or social events as the basis for trading.

It is at this point that the resolution also reveals an institutional tension. The normative text itself assigns to the CVM the responsibility of issuing complementary regulation. The choice is legally understandable, but institutionally questionable.

If the regulator’s own diagnosis recognises that these are hybrid instruments, moving between derivatives, securities and fundraising structures, the absence of a joint initiative from the outset is notable. The option for sequential regulation, with the CMN setting guidelines and the CVM filling in the detail, introduces a lag that may temporarily reopen the very grey zone it intends to close.

The paradox is evident. The resolution is sophisticated in attacking the economic essence of contracts, but fragments regulatory execution by distributing competencies non-simultaneously.

In an environment where financial innovation occurs at the intersection of different regimes, banking, capital markets and, in certain cases, gambling, coordination ceases to be desirable and becomes necessary. The lack of synchrony may generate divergent interpretations, legal uncertainty and, above all, residual arbitrage opportunities.

Even so, the core of the decision remains solid. By restricting what can be considered a financial asset, Brazil establishes a silent but powerful limit on the financialisation of reality. Not every event can be turned into a contract. Not every expectation can be converted into a price. And not everything that can be tokenised should necessarily be traded.

To say that Polymarket and Kalshi cannot operate in Brazil is therefore correct, but it is only the surface. What is at stake is the definition of boundaries for the next generation of the financial system. A system that will continue to incorporate technology and innovation, but that, at least in the Brazilian case, will remain anchored in the real economy. And in that process, the quality of coordination between regulators will be as decisive as the clarity of the rules themselves.

Carlos Akira Sato is co-founder of Fenynx Digital Assets and a specialist in regulated markets, financial infrastructure and responsible gambling. In this op-ed, he argues that Brazil’s Resolution 5.298 is less about banning Polymarket and Kalshi than about defining the boundaries of the next generation of the financial system.

The post An unequivocal decision for prediction markets in Brazil appeared first on Americas iGaming & Sports Betting News.

Baltics

Kanggiten: From B2C Insight to B2B Performance in iGaming

Published

21 hours ago

May 4, 2026

Wladimir P.

kanggiten:-from-b2c-insight-to-b2b-performance-in-igaming

As TechXperience Stage Sponsor of HIPTHER Baltics: Riga 2026, Kanggiten brings its performance-focused platform and operational expertise to the heart of the event’s technology discussions. We spoke with Ivan Korkin, Head of Account Management at Kanggiten, about translating B2C experience into scalable B2B solutions and driving measurable growth in today’s iGaming landscape.

How would you position Kanggiten today, and what core value does your platform deliver to partners?

– Kanggiten today is a modular iGaming platform built specifically for teams that operate on the B2C side. The core idea behind the product is simple: we take over 10 years of real operational experience and translate it into technology that helps partners turn traffic into measurable revenue.

From a technical perspective, the platform combines all key elements: casino and sportsbook engines, aggregation, payments, analytics, CRM, and affiliate management – within a single ecosystem. This allows operators to manage the entire lifecycle without fragmentation.

Another important aspect is adaptability. The platform is designed to support multi-geo operations, including local payment methods, currencies, and compliance requirements, which is critical for performance in different markets.

In terms of collaboration, we provide flexible models – from white label setups for fast market entry within a few weeks, to more customized turnkey solutions depending on the scale and maturity of the project.

What are your next steps for scaling the business and strengthening Kanggiten’s market position?

– Our current focus is split between product evolution and business expansion.

On the product side, we are actively developing new capabilities, including predictive tools that will help marketing teams make more informed decisions based on data patterns inside the platform.

At the same time, we are scaling commercially. We’re onboarding new clients, launching additional brands, and expanding into new markets. 2026 is already showing strong momentum, especially as our visibility in the market has increased and inbound demand continues to grow.

So in practical terms, our priorities are clear: expand geographically, grow the number of active brands on the platform, and continue investing in product development.

How has your experience with end users shaped your B2B approach, and how is this reflected in your product and results? Could you share an example?

– Our B2C background fundamentally defines how we approach product development. We don’t build features based on assumptions – everything is tested and validated through real user behavior.

There are several areas where this is especially visible.

First is retention. Today, sustainable growth is driven more by retention than by acquisition. That’s why we focus heavily on onboarding flows, CRM logic, bonus structures, and reactivation strategies. Retention is not a standalone tool – it’s a system built on continuous testing and data analysis.

Second is segmentation. Personalization only works when it’s built on meaningful segmentation. We test different traffic groups, analyze behavioral patterns, and create tailored scenarios for each segment. This directly impacts monetization efficiency.

Third is the use of AI. At this stage, AI is no longer experimental – it’s embedded into operations. We apply it in fraud prevention, KYC, content generation, and support automation to improve both efficiency and decision-making.

And finally, distribution channels. We work across a wide range of touchpoints, which allows operators to engage users in different environments and adapt quickly when market conditions change.

If we look at a practical example, GEO-specific behavior plays a critical role. In Turkey, even small UI details like how percentage values are displayed can influence conversion.

In LATAM, on the other hand, fraud patterns are more prominent, so we implement additional AI-driven verification layers. These insights are transferable once validated in one market, they can be applied in others with similar characteristics.

What challenges do operators and affiliates most often face after working with other platforms, where do they typically lose revenue or users, and how do you address these issues?

– In most cases, the issues are not unique – they repeat across different operators and platforms.

One of the main gaps is conversion management. Many platforms generate traffic but lack the tools to properly analyze and optimize the funnel. Without clear visibility into user behavior, improving conversion becomes difficult.

Another area is engagement. Gamification is often either too basic or requires additional development. In practice, it should be a core part of the platform, not an add-on, because it directly impacts retention and revenue.

Scalability is also a frequent issue. Platforms may perform well at a smaller scale but struggle under higher load. Without real operational experience, these limitations often appear too late. Our approach combines stable infrastructure with continuous adaptation, allowing us to maintain performance under growth.

Retention is another critical point. It doesn’t happen automatically – it needs to be engineered through segmentation, personalized communication, and ongoing experimentation. This is where our B2C experience plays a key role.

If we break it down further, operators typically lose performance in four areas:

conversion inefficiencies, lack of GEO adaptation, technical limitations, and slow time-to-market.

We address these by building the platform as a flexible system that evolves continuously rather than a static product.

What factors have the greatest impact on growth and conversion today, and how do you see these evolving in 2026–2027?

– One of the main drivers will be hyper-personalization. Platforms will increasingly adapt in real time to individual user behavior, shaping unique experiences for each session.

At the same time, market expansion will continue to fuel growth. New regions and emerging markets will open additional opportunities for operators, along with new approaches to acquisition and engagement.

Another major shift will come from automation. Operational processes will become increasingly automated, reducing manual workload and improving efficiency.

This will be driven not only by AI in general, but by more advanced, agent-based systems that can handle tasks such as content generation, customer interaction, and fraud detection with minimal human involvement.

Overall, the direction is clear: more data-driven decision-making, more automation, and more adaptive user experiences.

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