Interviews
Betting That Works: DATA.BET’s Performance-First Approach to Sports Expansion
We sat down with Otto Bonning, Head of Sales at DATA.BET, to understand the vision behind their expansion from esports dominance into sports, and what this evolution means for operators worldwide.
Why did DATA.BET choose to expand from esports into traditional sports?
Otto: It’s a natural evolution for us. Over the past three years, we’ve built exceptional performance in esports for our clients, and now we’re ready to bring this expertise to the broader market. We have around 150 trading professionals, time-tested models, and proven capabilities – it only makes sense to expand our product offering. This isn’t just an add-on, it’s the next revolution in DATA.BET’s history.
What market gaps led you to develop a unified solution for these betting verticals?
Otto: The market lacks robust sportsbook solutions. Most operators face a choice: either sign up for a complete platform that includes everything from casino to payments, or piece together multiple providers. We identified a massive opportunity for our high-quality, plug-and-play solution that works seamlessly whether you’re a betting operator or a platform provider.
To meet this market demand and ease the integration journey, the DATA.BET team developed a Single Page Application (SPA or iFrame). Its key strengths lie in its flexibility, deep customization options – both visually and technically – and seamless integration.
For casino operators, it’s a simple solution to add quality betting without creating additional pain. It is as simple as adding a new game provider and can be completed in under a month. For betting operators and platform providers, it’s not only an addition of high-quality traditional sports, but also premium esports coverage that will help them earn more. This is a convenient option because they can connect our Odds Feed via API, or our SPA (iFrame) to their platform.
We’re offering a high-quality, personalized solution that really works for both operators and platforms. The achievements that made us a top esports provider – performance, reliability, and ease of integration – now apply to our complete sportsbook offering.
How does DATA.BET differ from competitors when handling both esports and traditional sports?
Otto: Three key differentiators set us apart. First, our technical foundation is built by developers who excel at creating technically complex solutions that are actually easy to integrate and scale for clients. No headaches, just steady performance day after day.
Second, we don’t just provide odds – we create them. Our in-house trading team combined with our data scientists and sophisticated algorithms, delivers consistent, high-performance margins across all sports. We work with official data sources, and our models are continuously tested and improved. This ensures we provide the best coefficients and quality feed.
Third, our betting product suite is comprehensive. Just like with esports, we’re bringing Bet Builder, Widgets, Video Streaming, and full functionality to sports and virtual. It’s not about having separate systems – it’s one unified, high-performance solution powered by our technical expertise, official data, and data science capabilities.
What problems do clients typically face before switching to DATA.BET?
Otto: Integration nightmares are, unfortunately, common in our industry. What we wanted to do was make one product and make it exceptionally high-quality from a technical standpoint, so that integration becomes seamless.
If you’re a casino operator, you can be up and running within 10 days. For B2B integrations, we’ve seen major platforms go live in just five weeks.
Our partnership with NuBet is a great example – they chose us for our broad market coverage, fast and seamless user experience, and a strong feature set, including Bet Builder, Video Streaming, and detailed in-game Widgets. The integration was smooth and collaborative, with both teams working hands-on. As NuBet noted, feature delivery has been rapid, feedback is valued, and issues are resolved promptly, without being left hanging.
The key to success is our integration team – they work around the clock and take an extremely bespoke approach to each client. When our partners are ambitious to go live quickly, we make it happen. The speed ultimately depends on the their readiness, but we remove all the traditional technical barriers from our side.
How do you adapt your solutions for different markets, particularly emerging regions like LatAm?
Otto: Regional differences are significant, from sports preferences to regulatory requirements. Take Brazil, for example. It’s heavily football-focused, which is why we’re enhancing our football content and securing official data rights for major leagues, including the Brazilian Série A and other Latin American competitions.
But here’s what’s interesting: esports ranks among the top three most popular betting categories in Brazil. Since we know how to do esports, combining that with top-tier football coverage creates a perfect solution for the LatAm market. We’re not just translating our product – we’re building it specifically for these markets.
What’s your approach for operators using separate providers for esports and sports?
Otto: We focus on demonstrating superior performance in specific areas. While we respect operators’ existing relationships with other providers, we can showcase our strengths in particular sports and esports disciplines. We’re exceptional at basketball and table tennis, for instance. Our models in these areas consistently outperform the competitors’.
The key is showing operators that consolidating with DATA.BET simplifies their operations and improves its margins and player experience. We work within the frameworks of our partnerships while finding ways to add value that others can’t match.
What’s particularly valuable is feedback from clients who initially were signed for esports, then also expanded to sports, and saw better performance than they had with their previous supplier.
What betting trends are you most excited about, and how is DATA.BET preparing?
Otto: The continued growth of live betting is transforming our industry. Players demand more engaging, responsive experiences – everything needs to happen in real-time. This is where our esports heritage gives us an advantage. Esports taught us that speed, accuracy, and synchronization are non-negotiable.
We’re building products where odds and game statistics visualization are timely matched. There’s no tolerance for a broken streaming feed with 30-second delays while odds update faster – that ruins the betting experience. Our unified approach ensures everything works together seamlessly. Widgets, Video Streaming capabilities, extensive markets – all synchronized and working as one cohesive system.
What’s the core message you want operators to understand about DATA.BET?
Otto: Simple: Betting that works. Stress-free, hassle-free, high-performance.
We deliver a fully functional, customizable sportsbook solution that adapts to your needs. Want to launch a new brand? Easy. Expanding to new markets? We have templates ready. Need to change your entire look and feel? It’s just a few clicks.
Our promise is steady performance, day after day, with all the tools you need to succeed. In an industry full of complexity, we’re the solution that works.
DATA.BET continues to expand its presence globally, with particular focus on emerging markets in Europe and Latin America. Their unified sportsbook solution represents a significant evolution from their esports roots, bringing the same performance-driven approach to traditional sports betting.
The post Betting That Works: DATA.BET’s Performance-First Approach to Sports Expansion appeared first on European Gaming Industry News.
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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