Interviews
HIPTHER Community Voices: Interview with CEO of Media 24 Martins Lasmanis
From his early days in digital marketing to leading one of the most dynamic affiliate networks in iGaming, Martins Lasmanis brings nearly two decades of hands-on experience and strategic insight to the table. In this edition of Community Voices, Martins reflects on the evolution of the industry, the bold moves that shaped Media 24’s growth, and how the company is embracing AI and a product-first mindset to stay ahead. Dive into his story of resilience, speed, and smart risk-taking — and what it takes to build a future-ready affiliate powerhouse.
Can you tell us about your journey into the iGaming industry, how your role and experiences have grown over the years, and what key lessons you’ve learned along the way?
I started in digital marketing about 18 years ago, focusing on SEO. I remember spending my first two weeks just reading everything I could find online. A lot of it turned out to be useless, but it gave me the basics. From there, I worked at a few companies, launched and sold my own digital marketing agency, and later became a freelancer.
In 2016, an affiliate marketer reached out to me through a mutual connection who recommended me based on previous work. I joined his company in 2017 as an employee. That move felt like a risk, but I saw potential.
I spent about four and a half years there. Over time, I started to see big opportunities in markets the company wasn’t willing to explore. Eventually, I decided to leave, sold my shares, and took a break. In May 2022, I joined Media 24.
One key lesson I’ve learned is that long-term consistency often matters more than one brilliant idea. And when you’re scaling fast, being agile and willing to adapt quickly is sometimes more important than being perfect.
After 8+ years in iGaming, what are the biggest changes you’ve seen in the industry, and how has Media 24 kept up with them? What key things have helped Media 24 stay strong?
Even though the industry never stops evolving, the fundamentals of affiliate marketing haven’t changed much. What has changed is the pace of Google updates. They are a constant source of stress for many SEO-focused affiliates. They now come one after another and sometimes have a big impact.
And now when AI begins to reshape how people search, affiliates will need to rethink how they attract organic traffic. In some cases, we’ve already seen that AI-driven results take away up to 30% of traffic from organic searches. Its growing impact means we should prepare for fundamental changes coming ahead.
What’s helped us most is staying extremely focused. We ran at a loss for almost two years after starting the company. It is often the reality when you are starting a SEO based business. It was incredibly stressful, we nearly ran out of money for salaries at one point. But we kept going with one plan — to make it work.
Now we have grown to 60+ websites, 300 partners and a team of over 50 people. And we didn’t aim for perfection, we aimed for progress. That speed-first mindset helped us significantly.
In a competitive industry like iGaming, looking back, can you think of an idea or plan that felt very risky at first but ended up being a big success for Media 24? What did you learn from that?
One of the riskier moves was our “plant seeds everywhere” strategy. We decided early on to enter almost every market where sports betting was popular. Around 90 GEOs in total. In some cases, the numbers said we shouldn’t bother doing that. But we trusted our instinct.
In that way we were able to quickly identify promising markets, then double down where the data started to make sense. It taught us that data is crucial, but so is intuition. Especially in an industry where emerging markets can surprise you.
It also helped us distribute risk. With presence on so many markets, external factors like Google updates or website blocking had a much smaller impact on the overall business. That made Media 24 much stronger and agile in the long run.
Does Media 24 use new technologies like AI? If so, how does using these technologies help the company get stronger or better at what it does?
Definitely. AI-powered tools have already helped us a lot. For example, we noticed a content formatting task that took our managers hours every day. It was repetitive and added up to dozens of lost hours weekly. So, we built an AI-powered algorithm to automate it. Now it takes just minutes, saving our team days and weeks of work each year.
We’re watching AI closely and see a lot of potential. A few months ago, we started developing an AI-first mindset across the team, setting up bi-monthly meetings and workshops to explore how we use these tools and what’s possible. It’s already changing how we work, and we hope to build up on that. The goal is to figure out how we can optimize our work processes and eliminate as many routine, repetitive tasks as possible. We want to free our employees as much time as possible to think, to create, to be proactive, and to create value.
If you could give one piece of advice to someone wanting to build a successful company in iGaming today, what would it be?
Focus on building something future-proof. That means strong partnerships, transparency, and a long-term mindset. In affiliate marketing, a lot of your success depends on trust. Both with users and with operators.
Also, don’t wait for everything to be perfect before launching. Start fast, learn fast, and improve as you go. The ability to move quickly is still one of the biggest advantages you can have in this space.
What are the main future plans for Media 24, and what kind of impact do you hope the company will have on the iGaming world in the years to come?
Our focus is on becoming a product-driven company. We’re seeing a shift in the industry, many affiliates are building tools and user experiences that go far beyond what was considered enough a few years ago. That’s the direction we’re heading as well.
The new generation of players wants better experiences. We hope Media 24 can play a leading role in creating what the future of affiliate marketing looks like. Agile, technological, and always focused on the user.
The post HIPTHER Community Voices: Interview with CEO of Media 24 Martins Lasmanis appeared first on European Gaming Industry News.
apuestas deportivas
¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años?
Esta es la pregunta central planteada por Carlos Akira Sato en su análisis sobre el creciente endeudamiento de los hogares en Brasil.
En lugar de atribuir el sobreendeudamiento a las plataformas de apuestas deportivas, sostiene que el problema tiene sus raíces en décadas de transformación económica marcadas por la expansión del crédito, la financiarización y sistemas cada vez más sofisticados de estimulación del consumo en múltiples sectores.
El debate sobre el endeudamiento de las familias brasileñas ha ganado un nuevo objetivo preferente: las plataformas de apuestas deportivas.
Las llamadas “bets” han pasado a ocupar un lugar central en los medios, el discurso político y las discusiones regulatorias, frecuentemente asociadas al aumento de la morosidad y la compulsividad financiera.
Pero quizá la pregunta correcta sea otra: ¿el sobreendeudamiento de las familias brasileñas realmente nació con las bets?
La respuesta, desde un análisis histórico riguroso, es negativa.
El fenómeno es mucho anterior a la regulación de las apuestas deportivas y está vinculado a una profunda transformación económica, cultural y tecnológica iniciada en los años 90, cuando Brasil abandonó gradualmente una economía cerrada e inflacionaria para entrar en una lógica moderna de consumo, crédito y financiarización de la vida cotidiana.
La apertura económica promovida durante el gobierno de Collor cambió el patrón de consumo del país.
Pocos años después, el Plan Real trajo estabilidad monetaria y transformó la propia psicología económica de la población.
Por primera vez, millones de brasileños comenzaron a financiar bienes, usar tarjetas de crédito, pagar en cuotas e incorporar el endeudamiento como parte normal de la vida económica.
Este proceso representó un avance y una inclusión financiera.
Pero también consolidó un nuevo modelo económico basado en la anticipación del ingreso futuro de los hogares. El crédito dejó de ser una excepción y se convirtió en infraestructura permanente de sostén del consumo nacional.
Bancos, minoristas y entidades financieras comprendieron rápidamente este cambio. Grandes cadenas dejaron de actuar únicamente como distribuidoras de productos para convertirse en plataformas financieras.
Las tarjetas private label, los sistemas de financiación sofisticados y los mecanismos permanentes de crédito pasaron a integrar la vida cotidiana del consumidor. En muchos casos, el margen financiero se volvió tan relevante como la propia venta del producto.
A lo largo de los años 2000, el modelo se profundizó.
La expansión de la bancarización, de los medios electrónicos de pago y de las fintech aceleró la financiarización de la vida cotidiana.
A partir de 2013, con la apertura regulatoria impulsada por la Ley nº 12.865, el celular pasó a funcionar simultáneamente como banco, billetera digital, plataforma de crédito, marketplace y entorno permanente de monetización del comportamiento.
El crédito se volvió instantáneo, invisible e integrado a la experiencia digital.
El consumidor pasó a contratar financiación en pocos clics, muchas veces dentro del propio flujo de compra. Brasil entró definitivamente en la era de la hiperestimulación conductual del consumo.
Y aquí es donde el debate contemporáneo comienza a revelar una contradicción importante.
Mientras el país construyó durante décadas una sofisticada arquitectura económica basada en expansión del crédito, publicidad emocional, gamificación, captura de la atención y monetización del ingreso futuro, la inversión estructural en educación financiera siguió siendo insuficiente.
Brasil enseñó a su población a consumir antes de enseñarle a construir patrimonio.
Hoy, prácticamente todos los sectores relevantes de la economía operan mecanismos avanzados de estímulo conductual: retail digital, aplicaciones, streaming, delivery, marketplaces, bancos, fintechs y redes sociales.
La publicidad dejó de ser meramente informativa y pasó a ser algorítmica, personalizada y emocional.
El consumidor moderno compite por su atención y autocontrol contra sistemas diseñados para maximizar el engagement y el consumo continuo.
Este fenómeno aparece incluso en sectores raramente asociados al debate regulatorio.
El comercio alimentario, por ejemplo, utiliza técnicas sofisticadas de neuromarketing para impulsar el consumo de productos ultraprocesados, bebidas alcohólicas e ítems de compra impulsiva. Sin embargo, pocos segmentos han enfrentado un nivel de monitoreo similar al impuesto a las apuestas deportivas.
El sector regulado de las bets surgió en Brasil bajo uno de los marcos más estrictos de la economía digital.
Las plataformas deben identificar usuarios biométricamente, monitorear el comportamiento, rastrear operaciones, comunicar movimientos sospechosos al COAF, implementar políticas de juego responsable e impedir apuestas financiadas con crédito.
Es decir: el regulador entendió correctamente que la combinación entre compulsividad y crédito podía ser socialmente explosiva.
Pero aquí surge una pregunta inevitable: ¿por qué sectores históricamente asociados al sobreendeudamiento de las familias brasileñas operaron durante décadas bajo niveles significativamente menores de monitoreo conductual?
Datos de la CNC muestran que el porcentaje de familias endeudadas alcanzó el 80,2% en febrero de 2026 — el nivel más alto de la serie histórica.
Este escenario no nació con las bets. Es el resultado de décadas de expansión agresiva del crédito, financiarización de la vida cotidiana, hiperestimulación del consumo y ausencia estructural de educación económica de la población.
Marco comparativo : obligaciones regulatorias y conductuales
| Tema / Obligación | Bets | Bancos | Retail / Alimentos |
|---|---|---|---|
| Identificación formal del cliente (KYC) | Obligatoria, robusta, con biometría | Obligatoria | Limitada |
| Validación de titularidad de cuenta | Obligatoria | Generalmente obligatoria | Normalmente inexistente |
| Monitoreo conductual | Alto | Enfocado en fraude y crédito | Bajo |
| Prohibición del uso de crédito | Sí | No | No |
| Publicidad emocional | Con restricciones crecientes | Permitida con límites | Ampliamente utilizada |
| Protección contra compulsividad | Obligatoria | Muy limitada | Prácticamente inexistente |
| Herramientas de autoexclusión | Obligatorias | Inexistentes | Inexistentes |
| Obligación de reporte al COAF | Sí | Sí | Limitada |
| Control del origen de fondos | Obligatorio | Obligatorio | Generalmente inexistente |
| Fiscalización conductual | Intensa | Moderada | Baja |
| Políticas de consumo responsable | Obligatorias | Parciales | Generalmente inexistentes |
El punto más provocador quizá sea justamente la asimetría regulatoria que este debate revela.
Varios sectores históricamente asociados a la compulsividad, el hiperconsumo y la dependencia han operado durante décadas bajo una lógica regulatoria menos intervencionista que la actualmente aplicada a las apuestas deportivas.
Al final, el verdadero debate tal vez no sea solo “cómo regular las apuestas”, sino cómo preparar a la sociedad para vivir en una economía digital, hiperinanciarizada y permanentemente orientada a la captura de la atención, el consumo y la monetización conductual.
Carlos Akira Sato
Co-Founder de Fenynx Digital Assets y especialista en Mercados Regulados, Infraestructura Financiera, Gobernanza e Innovación. Vicepresidente de Relaciones Institucionales de PAGOS (Asociación de Gestión de Medios de Pagos Electrónicos).
The post ¿Son las casas de apuestas las culpables o la arquitectura económica construida por Brasil en los últimos 35 años? appeared first on Americas iGaming & Sports Betting News.
Betting Companies
Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years?
Are betting companies to blame or is it Brazil’s economic framework of the last 35 years?
This is the central question raised by Carlos Akira Sato in his analysis of Brazil’s rising household debt.
Rather than attributing over-indebtedness to sports betting platforms, he argues that the issue is rooted in decades of economic transformation shaped by credit expansion, financialization, and increasingly sophisticated systems of consumer stimulation across multiple sectors.
The debate surrounding Brazilian household debt has gained a new preferred target: sports betting platforms.
The so-called “bets” have taken center stage in the news, political discourse, and regulatory discussions, often associated with rising default rates and financial compulsiveness.
But perhaps the correct question is another one: did the over-indebtedness of Brazilian families really begin with bets?
The answer, under a serious historical analysis, is no.
The phenomenon predates the regulation of sports betting by decades and is linked to a profound economic, cultural, and technological transformation that began in the 1990s, when Brazil gradually abandoned a closed and inflationary economy to enter a modern logic of consumption, credit, and the financialization of everyday life.
The economic opening promoted during the Collor administration changed the country’s consumption patterns.
A few years later, the Real Plan brought monetary stability and transformed the population’s economic psychology itself.
For the first time, millions of Brazilians began financing goods, using credit cards, paying in installments, and incorporating debt as a normal part of economic life.
This process represented progress and financial inclusion.
But it also consolidated a new economic model based on the anticipation of families’ future income. Credit ceased to be an exception and became permanent infrastructure supporting national consumption.
Banks, retailers, and financial institutions quickly understood this change. Large retail chains stopped acting solely as product distributors and became financial platforms.
Private-label cards, sophisticated installment plans, and permanent financing mechanisms became part of consumers’ daily lives. In many cases, financial margins became just as relevant as the sale of the products themselves.
Throughout the 2000s, the model deepened.
The expansion of banking access, electronic payment methods, and fintechs accelerated the financialization of everyday life.
From 2013 onward, with the regulatory opening promoted by Law No. 12,865, mobile phones simultaneously became banks, digital wallets, credit platforms, marketplaces, and permanent environments for behavioral monetization.
Credit became instant, invisible, and integrated into the digital experience. Consumers started obtaining financing in just a few clicks, often within the purchasing flow itself. Brazil definitively entered the era of behavioral hyperstimulation of consumption.
And this is where the contemporary debate begins to reveal an important contradiction.
While the country spent decades building a sophisticated economic architecture based on credit expansion, emotional advertising, gamification, attention capture, and monetization of future income, structural investment in financial education remained insufficient.
Brazil taught its population how to consume before teaching them how to build wealth.
Today, virtually every relevant sector of the economy operates advanced behavioral stimulation mechanisms: digital retail, apps, streaming platforms, delivery services, marketplaces, banks, fintechs, and social networks.
Advertising is no longer merely informative; it has become algorithmic, personalized, and emotional. The modern consumer competes for attention and self-control against systems designed to maximize engagement and continuous consumption.
This phenomenon appears even in sectors rarely associated with regulatory debates.
The food retail industry, for example, uses sophisticated neuromarketing techniques to boost the consumption of ultra-processed foods, alcoholic beverages, and impulse-buy products. Yet few segments have faced a level of monitoring similar to that imposed on sports betting.
Brazil’s regulated betting sector emerged under one of the strictest frameworks in the digital economy.
Platforms are required to biometrically identify users, monitor behavior, track transactions, report suspicious activity to COAF, implement responsible gaming policies, and prevent bets financed through credit.
The Brazilian model requires prior deposits and prohibits “uncovered” betting.
In other words, regulators correctly understood that the combination of compulsiveness and credit could become socially explosive.
But here an inevitable question arises: why have sectors historically associated with the over-indebtedness of Brazilian families operated for decades under significantly lower levels of behavioral monitoring?
Data from CNC show that the percentage of indebted families reached 80.2% in February 2026 — the highest level in the historical series.
This scenario did not begin with bets. It is the result of decades of aggressive credit expansion, financialization of daily life, hyperstimulation of consumption, and the structural absence of economic education for the population.
Comparative framework: regulatory and behavioral obligations
| Topic / Obligation | Betting operators | Banks | Retail / Food |
|---|---|---|---|
| Formal customer identification (KYC) | Mandatory, robust, biometric | Mandatory | Limited |
| Account ownership validation | Mandatory | Generally mandatory | Usually nonexistent |
| Behavioral monitoring | High | Focused on fraud and credit | Low |
| Prohibition of credit use | Yes | No | No |
| Emotional advertising | Under increasing restrictions | Permitted with limits | Widely used |
| Protection against compulsiveness | Mandatory | Very limited | Practically nonexistent |
| Self-exclusion tools | Mandatory | Nonexistent | Nonexistent |
| Obligation to report to COAF | Yes | Yes | Limited |
| Source-of-funds control | Mandatory | Mandatory | Generally nonexistent |
| Behavioral oversight | Intense | Moderate | Low |
| Formal responsible consumption policies | Mandatory | Partial | Generally nonexistent |
Perhaps the most provocative point is precisely the regulatory asymmetry revealed by this debate.
Several sectors historically associated with compulsiveness, hyperconsumption, and dependency have operated for decades under a less interventionist regulatory logic than the one currently applied to sports betting.
In the end, the real debate may not simply be “how should betting be regulated?”, but rather how to prepare society to live in a digital, hyper-financialized economy permanently driven by attention capture, consumption, and behavioral monetization.
Carlos Akira Sato
Co-Founder of Fenynx Digital Assets and specialist in Regulated Markets, Financial Infrastructure, Governance, and Innovation. Vice President of Institutional Relations at PAGOS (Association for Electronic Payment Management).
The post Are betting operators to blame, or is it Brazil’s economic framework of the last 35 years? appeared first on Americas iGaming & Sports Betting News.
Following his appointment as CEO of BC.Game in March, Kar Kheng Giam (KK) speaks about the strategic priorities shaping the company’s next phase, from strengthening operational foundations to navigating the evolving role of crypto within regulated gaming markets.
You’ve stepped into the CEO role at a pivotal time for the industry. How do you assess the current position of BC.Game?
BC.Game enters this stage from a position of strength in terms of product, user engagement and global reach.
At the same time, the broader industry is evolving. Expectations around governance, regulatory alignment and operational maturity are increasing, particularly for businesses operating across multiple jurisdictions.
So while the foundation is strong, there is a clear opportunity to further strengthen the structure of the business to support long-term, sustainable growth.
That foundation is reflected in the scale of the business today, with more than 9 million registered users and over 500,000 monthly active players, and in the progress we’ve made across licensed markets such as Anjouan, Kenya, Nigeria and Mexico.
How would you define the strategic focus for BC.Game over the next 12 to 24 months?
It comes down to three interconnected areas. First, reinforcing the operational and governance framework of the business, ensuring we are well aligned with the expectations of more established regulatory environments.
Second, continuing to invest in the product – not just in terms of content, but in the overall user experience and platform reliability.
And third, taking a disciplined approach to market expansion, focusing on jurisdictions where we can build a sustainable and compliant presence.
It’s about evolving the business in a structured and deliberate way.
You’ve highlighted governance and structure. What does that mean in practical terms?
It means putting in place the systems, processes and organisational clarity needed to operate at scale.
As companies grow internationally, complexity increases – across regulation, payments, technology and operations. Strengthening governance is about ensuring those elements are well coordinated and consistently managed.
This is not about changing what BC.Game is, but about building the framework that allows it to grow more effectively.
Why has trust become so important at this stage?
At BC.GAME’s scale, trust is no longer just about brand but increasingly becomes a business issue – it affects retention, partnerships, market entry and long-term growth.
And trust is built in very practical ways. People judge a platform by whether the rules are clear, whether communication is smooth, and whether issues actually get resolved. That’s why growth on its own is no longer enough.
Where is the most immediate trust pressure on BC.GAME showing up today?
The pressure shows up most clearly in user experience and issue handling because that’s where people feel it first.
Some of the feedback does point to response times and cases where issues stay in the same entry point for too long. When that happens often enough, it becomes bigger than a service issue, it starts to shape trust.
What changes is BC.GAME putting in place in response to these issues?
We’ve already started making changes. That includes upgrading how user issues are handled, bringing cross-functional teams in earlier, and improving how issues are identified and coordinated internally.
As the business has grown, relying too heavily on a single customer support entry point is no longer enough. The focus now is to make issue handling clearer, more stable, and better suited to the scale of the platform.
What role does organisational development play in this next phase?
As the business grows, it’s important to ensure that the organisation evolves alongside it. That includes strengthening leadership structures, clarifying roles and responsibilities, and building capabilities in key areas such as compliance and market operations.
Ultimately, strategy is only as effective as the organisation delivering it.
From a leadership perspective, how do you approach guiding a globally distributed business?
In a global organisation, alignment is critical – everyone needs to understand the strategic direction and how their role contributes to it. At the same time, there needs to be flexibility to adapt to local market dynamics.
My role is to create that balance – providing clear direction while enabling teams to execute effectively within their markets.
Finally, what does success look like for BC.Game over the next few years?
Success is about building a more structured, resilient and trusted business.
That means strengthening our position in regulated markets, continuing to evolve the product, and ensuring the organisation is equipped to operate at scale. This current period is a crucial one for us as we introduce multiple product rollouts at BC.GAME, with several key updates scheduled to go live. These include BC Engine, along with a broader upgrade to the bonus system and, of course, the World Cup.
If we can achieve that through consistent, incremental progress, then we will be well positioned for the long term.
The post BC.Game’s new CEO Kar Kheng Giam on strategy, structure and growth appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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