Interviews
Yann Bautista: Peter & Sons is on its own path of slot creativity
What’s the back story to Peter & Sons? Who is behind the studio and where did the name come from?
The Peter & Sons story begins in 2019 when six people with tons of experience in mobile casino and game development came together to launch a studio with a difference. A few of us had previously worked together in a similar venture part of a major online casino operator. We knew we had what it took to create thrilling games that would stand out in game lobbies, and we knew that we worked well together. With that, Peter & Sons was born. As for the name, we wanted something that would inspire tradition, a label that conjured the image of a century-old family business transitioning from retail slot machines to online casino games.
How have you developed your company, its culture and indeed the Peter & Sons brand?
From the get-go, we identified five pillars that each project, hire and decision would be based on. The first is creativity to the core – creativity is not just what we do, it’s how we do it. This means trying new things, pushing boundaries for players and ensuring that our games keep moving the industry forward. The second pillar is anti-boring. Life is too short to be just another games company doing more of the same. We are here to walk our own path, stand out from the crowd and leave our mark. The third pillar is to sweat the small stuff. We leave no stone unturned in our pursuit of perfection. We are laser-focused on the details that make a difference to players and our partners. Pillar four is easy does it. We are super easy to work with and always get the job done. Our games are easy to spot in the lobby, easy to play and easy to enjoy. The last pillar is player-obsessed. We are committed to improving the player experience of our games because we want to be their first choice each time they enter the casino game lobby.
You operate in a highly competitive market so how do you ensure your games stand out?
As veterans of this remarkable industry, we are aware of and appreciate the competitive landscape we operate in. In addition to our pillars, we also took the decision that wherever as a studio we can control and affect, we will do it in the most positive way. From game production, to commercial engagement, to support – we try to go the extra mile in all touch points with our partners in order to increase the value of our services and consequently the performance of the partners.
Is there a Peter & Sons hallmark that players can instantly recognise when experiencing one of your games?
We have come to learn that both players and operators can instantly spot a Peter & Sons game due to our unique style. Our logo really stands out, too, and sticks in players’ minds. We actually use our logo in some pretty cool ways and try to implement it in each title, sort of like an easter egg in a movie. The Peter & Sons goat can be found in each title, whether that’s on the loading screen, as an in-game character, on symbols or even on win coins. Some call it subliminal messaging, we call it savvy marketing.
It also helps that we have a very successful title in our portfolio. Barbarossa has become something of a flagship title and attracts a lot of attention from players and the wider industry. Unlike the usual churn curve of a slot, Barbarossa is showing elements of being a hit with a stable cohort of players that keep returning month in month out. We are working on a follow-up, Barbarossa 2, that will take the player experience to the next level and with even more big win potential.
How are you differentiating through game mechanics? Is this the most important area for a studio to differentiate?
For us, the magic is found in combining existing mechanics with new concepts and visuals to create a new player experience. For example, on our next run of games, we will be including special features around blocks – gameplay we initially introduced in Frozen Age – and more advanced mechanics around multipliers, as we did in Peter Hunter. We also have some classic slots in the works with consolidated mechanics including our twist on the fishing format. Mechanics are important, but if you look at the top-grossing games from the leading providers, they are mostly adaptations of existing mechanics.
How do you ensure your games appeal to a broad player audience?
We are all passionate about slot games and while our tastes differ, we know what matters most to players. This guides our mission as a studio, which is as simple as it is clear. And that is to curate a diverse portfolio that caters to the unique preferences of different players across different markets. We are unwavering in our dedication to achieving excellence in every aspect of game production. We don’t settle for the ordinary and instead meticulously study existing games in search of areas of improvement while drawing inspiration from our favourites. Reskins are a no-go for us. We take a quality-over-quantity approach and take great pride in delivering distinct experiences with each game we create.
This means we are always innovating to craft games that are not only fresh and captivating, but that are also infused with smart features. More than just mechanics, our emphasis is on seamlessly integrating these features into thematic elements within the game. The graphical presentation of these mechanical features is carefully curated to elevate the overall game experience, taking players on an amazing adventure with each spin of the reels.
Can you tell us more about SkillOnNet’s investment in Peter & Sons? How did this come about and how is it benefiting both parties?
Peter & Sons has basically become the content arm of SkillOnNet, which frankly brings some incredible perks for a relatively young studio. The first major upside is that we enjoy the resources that a tier one group such as SkillOnNet has at its disposal. This covers everything from accounting to legal and compliance. This support allows us to focus on what we do best, and that is producing brilliant games.
More importantly, we can leverage the dozens of local licences that SkillOnNet holds to deploy our content in regulated markets across the globe. At this point in our journey, this is a position we never expected to be in. Young studios struggle to obtain one or two licences in the early days, but we are already in a position to distribute in some of the biggest global markets including the UK, Spain, Denmark, Sweden, Ontario, Italy, Portugal, Germany and Greece, not to mention those that are in the pipeline including New Jersey, Peru, Brazil and more. This allows us to cater to tier-one operators via a single integration into multiple markets.
2023 was a big year for you. Can you share one or two major highlights?
The year started with the SkillOnNet investment and ended with Peter & Sons move on to the next chapter of its success story. This progression saw us move from distributing only via the Yggdrasil Master Program and the Relax Silver Bullet to getting our own platform and RGS. This in turn allows us to create brilliant partnerships and integrations with some of the best aggregators and operators in the space including Relax, Hub88, IGT and Playtech. We have also launched a new website https://peterandsonsgames.com, grown the team and secured certifications and licences. This has put an incredibly solid foundation in place for 2024 and beyond.
How will you carry the momentum you have built over the coming 12 months?
Last year we were focused on building the foundation on which we can grow and not only achieve but exceed our goals. We are now expanding our commercial team significantly. Using the licences and certifications we hold, we expect to grow our independent distribution in all major markets with all tier-one operators in each. We have already built huge momentum behind our games and, as a studio, we are well known. This is a very fortunate position to be in but one we intend to take full advantage of.
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.
-
Latest News6 days agoTom Horn Gaming rolls out new slot Reborn of Zeus 3000 with multipliers up to x3000
-
Boris Gartner7 days ago
LALIGA Announces Multi-year Partnership with Polymarket
-
Africa6 days ago
Hollywoodbets partnership drives Tom Horn Gaming’s expansion in South Africa
-
Canada7 days ago
IGSA Welcomes New Partner Members: Focal Research and RGC Canada
-
betting innovation5 days ago
DATA.BET Expands at SiGMA South America 2026
-
Compliance Updates6 days ago
Licence to Operate: The New Regulatory Frontier in Ireland, Finland and New Zealand
-
betting platforms6 days ago
US Public Health Debate Intensifies as Boston Hosts Landmark Online Gambling Symposium
-
Amusnet7 days ago
Amusnet Wins Best Game Studio at SiGMA Awards South America 2026
