Interviews
HIPTHER Community Voices: Jurijs Rapoports – Chairman of the Board & Chief Operations Officer of Tonybet
Welcome to HIPTHER Community Voices, where we sit down with industry leaders to discuss their journey and vision. Today, we’re joined by Jurijs Rapoports, the Chairman of the Board and COO of Tonybet.
With a career spanning over a decade in iGaming and technology, Jurijs has a reputation for building high-performing teams and driving operational excellence. His strategic leadership has been instrumental in Tonybet’s success, focusing on global market growth and operational efficiency. He’s known for balancing big-picture vision with hands-on execution, empowering his teams to excel while actively engaging with the broader iGaming community.
Since taking the helm of Tonybet SIA in 2024, Jurijs has been guiding the company’s next phase of strategic growth, solidifying its position as a major competitor in the international iGaming landscape. We’re excited to dive into his experience and insights.
Tonybet has made a name by sticking to the rules. What drives your commitment to full licensing, even in markets where others cut corners?
We don’t make light of our license acquisitions, that’s for sure. There are a lot of reasons for this, but most importantly it supports our main goal to give the best experience possible to our users.
We hold several licenses worldwide since 15 years of running the business, such as Canada and the Netherlands, both of which have particular requirements to enter the market. With our experience to follow the law to the letter and operate in various places, we are then seen more as trustworthy. As a brand, it’s gaining us a respected name in an industry usually surrounded by stigma. The fact that we can promote ourselves as a licensed operator is like showing our badge of honor. We show to our players, new or existing, how reliable we are. Our dedication to cultivating this trust creates meaningful, long-lasting connections with them.
That also reflects in our marketing strategies, from adding legal lines to reminding players to game responsibly, keeping in mind the rules set for us. As a result, we’re driven to give premium entertainment where player safety and comfort is indispensable. Overall, it pushes us to be adaptable and creative. Yes, it is a difficult path to take, but we hold onto the belief that it will lead us to sustainable, long-term success.
In an industry where shortcuts are common, what does “doing things right” actually look like at Tonybet?
We know we’re “doing things right” when more and more players are being trusting and loyal through the little improvements, rather than game-changing ways, in all the things we create. Even in strengthening our brand, we always take a closer look at the market.
At Tonybet, we always show to our players that we treat them as a community. When it comes to promoting our platform, we portray iGaming as a valid and meaningful form of leisure. As long as it’s done responsibly, there’s no shame in doing so. But as we’re all aware, there are more operators that opt for shortcuts, making things worse for the very few that truly care for the market and understand the importance of complying with regulations. There are even several cases of non-compliant campaigns that are still practiced to this day and spread around. This kind of exploitation cannot continue any longer than it should have. Changes must be made. That’s why we consistently do what we do. By advocating for responsible gaming, safety, and mutual respect for our players, we encourage others to turn in a more ethical direction.
Fraud is a growing threat. How is Tonybet using machine learning and tech to stay ahead of bad actors?
Fraud is something that will not ever stop. It’s an inevitable force that should not be dealt with passively. But thanks to machine learning models, real-time monitoring is possible and much more effective against bad actors. At Tonybet, we have a combination of solutions in our systems, including behavioral analytics, device fingerprinting, geolocations, and many more. We also collaborate with trusted third-party vendors that provide us tools and global intelligence that give us security advantages.
Of course, these tools could only go so far without training the very backbone of the company. So, we also adopt practices like red teaming, audits, and internal stress testing.
We don’t have a one-size-fits-all solution. We’re always evaluating our systems to check for blindspots.
Can you share an example of when your risk or player protection systems helped prevent a potential crisis or high-risk situation?
There was one time we detected a group of 400 newly registered accounts acting strangely. These accounts shared the same device fingerprints, with IP overlaps and identical gameplay patterns, such as adding small bets right after redeeming a welcome offer. This is a common behavior of coordinated bonus abuse. Our fraud detection system flagged the activity within hours of them becoming active. Without our high-tech solutions, it might take days or even weeks for one person to connect all the dots manually. Our team acted quickly, freezing the accounts and reporting the incident within the same day. In the end, we prevented over €30,000 in potential losses, kept the promotions going, and went back to business as usual without any PR nightmare.
It was a great example of how the right technology doesn’t only make us respond faster: it allows us to act early, protect the business, and prevent honest players from being affected.
Gamification is a buzzword—but what does it mean to you? What new features are in the works to keep players engaged and entertained?
True, gamification is all the rage nowadays, a marketable catchphrase in the industry. But to us, there’s more to it than that. We have a tagline “We’re here to play,” that we place in all of our promotional campaigns. It’s our main philosophy to be dedicated to creating what’s fun and exciting for people. To bring a grand experience where players would think and feel our platform is just like playing in a real casino. Gamification makes this feat possible. So to us, it plays a big role.
Gamification is part of our USPs. We invested a lot on it for our platform. Alongside the use of AI, players can see a personalized gaming lobby based on their preferences. Another gamified feature is the Daily Missions, created for those who only have little time to play but still being able to get rewards by accomplishing simple tasks. Our VIP program, on the other hand, was also refined by gamification for our loyal players. Both casino and sports-betting have some sort of VIP levels that makes the overall gameplay more engaging and interactive. These are available in our platform and mobile apps already and they get updated based on user feedback.
With the pace of tech and regulation accelerating, where do you see Tonybet in the next five years?
By then, Tonybet would be in a leading position as a reliable operator for both regulators and users. I’d want our brand to be known for delivering a casino and sports-betting platform that managed to balance being fun and yet also trustworthy.
Part of our roadmap is to continue refining our product using AI and other cutting-edge tools available to us. We’re always looking for new and better ways to personalize the experience for our users, something as intuitive and innovative as Daily Missions, which is one of our standout features.
When it comes to accessibility, we will continue reaching out with our existing players and make sure our services are available to the right people. We will be leveraging affiliates and Google search channels for this one.
There’s this vision we have to become a market driver that highlights how important white-label operators are for player comfort and security. So in everything we do, we will keep on promoting responsible and safe gaming practices, and helping players embrace them every step of the way.
A huge thank you to Jurijs Rapoports for joining us and sharing his insights on responsible gaming, operational excellence, and Tonybet’s commitment to building a brand rooted in trust.
His perspective on how adherence to regulations and player safety isn’t a hurdle, but a foundation for long-term success, is a powerful message for the entire industry. It’s clear that under his leadership, Tonybet is not just playing the game, but also working to change it for the better.
HIPTHER Community Voices is a platform dedicated to highlighting the leaders, innovators, and visionaries shaping the future of the iGaming and tech industries.
If you’re a member of the HIPTHER Community and have a story to tell or an opinion to share, we want to hear from you! Reach out to us to be featured in our next interview.
The post HIPTHER Community Voices: Jurijs Rapoports – Chairman of the Board & Chief Operations Officer of Tonybet appeared first on European Gaming Industry News.
It’s not just black and white label
Yoni Sidi, CEO at Wiztech, says white labels are all about striking the balance between pros and cons, but for some, it’s impossible to achieve and that’s why it’s important to consider other options.
For most operators, a white label solution seems to offer the best route to market. But is that actually the case?
I’ve been working in the industry for more than two decades now, and over that time, I’ve worked on both sides of the fence – so on the white label operator side and on the white label provider side. This gives me a deep understanding of the pros and cons of white label solutions, and this understanding ultimately led me to launch Wiztech. To answer your question more directly, white labels are always about striking the balance between the pros and cons they present – for some operators, a balance can be found, but for others, it can’t. Ultimately, it comes down to knowing what you want from your platform or technology stack, and whether a white label can meet those requirements with the budget and resources you have available to you.
So, what are the pros and cons of a white label platform?
There are plenty of upsides to white labels, and that’s why they’re used by so many operators. The main advantages are speed to market and cost effectiveness – you can literally go from first discussions to your online casino being live in a matter of weeks. The upfront fees are relatively small, and, in most cases, you pay a revenue share back to the platform provider. This can tighten margins a little, but it means you don’t have to have a large capital reserve to get going. Another benefit is that you can take on as much or as little of the operation as you like – for some, they will let the platform provider take care of the operational aspect while they focus solely on marketing and customer acquisition. Other upsides include licensing, with the white label partner securing and being responsible for the licences they hold.
Drawbacks. The biggest for me is the lack of differentiation you get with a white label. The many brands that run on the platform often look very much the same, just with different logos and branding. After a few months of operating your online casino, you’ll likely notice friction points that you’ll want to address, but the rigid nature of white-label platforms means it’s incredibly difficult to smooth out even the smallest of bumps in the road. It’s also incredibly difficult to roll out unique features and functionality as the development team is usually working through a backlog of requests – most of which are for the friction bumps that need ironing out. Factor in the frequent regulatory changes that happen, and the need for the development team to respond to them, and it’s easy to see how hard it can be to improve the experience being offered to players.
How can operators strike a balance between the pros and cons of white labels?
It comes down to understanding the capabilities of the platform provider and whether they offer customisation and localisation. If they don’t, the operator needs to determine if this is a price they’re willing to pay in exchange for the speed to market and cost effectiveness that white labels provide. Of course, some white label providers do offer support and are happy to help when it comes to developing and deploying bespoke features and functionality. But in my experience, most don’t have the capacity for this, even if they say they do. For me, the balance is found by accepting the limitations of white labels and working within the (often pretty rigid framework) they provide. There are plenty of examples of operators that have done this and have gone on to run very successful brands in highly competitive markets.
Is there an alternative to white labels?
The most obvious alternative is to develop a proprietary technology stack, but this approach comes with just as many, if not more, pitfalls. Building a platform from the ground up is incredibly expensive and tremendously risky, and this is why so few operators outside of the industry power players have been able to pull it off. And even those that do often encounter issues such as ongoing maintenance, tech debt, staffing and compliance. But there is a middle ground between white label and proprietary, and it can be found with smaller platform providers whose technologies offer the agility, flexibility and adaptability required for operators to launch highly customised, almost bespoke, online casinos and sportsbooks.
How does Wiztech fit into the platform mix, and how do you support your partners in achieving their goals in often highly competitive markets?
At Wiztech, we champion modular tech and the likes of AI and automation. By embracing these, we have been able to build powerful yet highly customisable casino and sportsbook solutions that are also fully compliant in tightly regulated markets. In our experience, being able to quickly respond to regulatory changes provides a competitive advantage to our customers. In Mexico, for example, our client Winpot has been able to deliver a unique player experience while always ensuring compliance. And this is against a backdrop where regulatory changes often come with very little notice. Our technology can adapt quickly while Winpot continues to capitalise on the growing demand for entertaining online casino products and experiences.
But just as important as our technology is our approach to our partners. This sees us undertake a comprehensive onboarding process where we spend a lot of time understanding the client’s “why” before we map out the “what” and the “how”. This has proved to be incredibly effective and ensures that our clients can get the most out of the flexibility of our platform and the high levels of customisation and personalisation it provides.
The post The White Label Dilemma: Finding the Right Balance for Your iGaming Business appeared first on Gaming and Gambling Industry in the Americas.
Interviews
The UX Revolution: Why Gaming Corps’ Website Redesign Reflects the Industry’s Digital Shift
How Gaming Corps’ Website Redesign Mirrors the Industry’s Shift Toward Seamless Digital Journey
The online gaming industry is a whirlwind of constant change, and to stay ahead, companies must evolve their digital presence. Juha Kauppinen, CEO of Gaming Corps, explains why the company’s recent website redesign was more than a simple visual update. It was a strategic move to better reflect the company’s growth, showcase its expanded portfolio, and create a seamless digital experience for partners and stakeholders.
What prompted the decision to redesign the website?
We had clearly come to a natural point in Gaming Corps’ growth, so the need for a redesign just naturally became obvious.
We’ve had many new game releases, record-breaking quarters, and the launch of our Remote Gaming Server, so it became clear to the team that we needed a website which better reflected who we are today.
It wasn’t just about a fresh look, it was about making it easier for partners to explore what we offer and connect with us in a more intuitive, seamless way.
How does the new site better reflect who you are as a business today compared to a year or two ago?
A year or two ago, we were still finding our footing and growing our portfolio.
But today, we’re a more established, ambitious company with a clear identity and vision. The new site reflects that shift – it’s more polished, more dynamic, and built to showcase not just our games, but our capabilities as a partner and platform provider.
What were the most important improvements you wanted to make during the redesign — and why were they important for your users or partners?
We wanted to ensure the website reflected how we present ourselves as a modern, innovative studio.
So, we now have a more modern, user-friendly design and a UX that’s more intuitive. What this means is that the site is easier to use, whether you’re a client, partner or stakeholder.
Speaking of partners, it’s now easier for them to understand what we do and explore our games.
We’re very proud of the Gaming Corps portfolio, so now we can showcase it much better, with clearer vertical distinctions between our Mine, Smash4Cash and Plinko games, etc.
When it comes to us as a company, we can now highlight our careers section to support our drive for talent acquisition and to keep growing our fantastic team.
Finally, the new site also gives more prominence to our investor relations, reflecting our position as a listed company and offering clarity on that.
Were there any common pain points, feedback, or gaps in the old site that influenced your approach to the new one?
The main product offering wasn’t clear to partners or visitors. The site design felt outdated and more suited to an early-stage company, and those days are long behind us now.
Our investor relations content wasn’t visible or prioritised enough, considering that we’re a PLC, and existing partners weren’t highlighted.
The old site just didn’t reflect who we are, what we do and what we can do. The new one does all of those things.
How important is your website today in terms of attracting or informing potential partners, clients, or stakeholders? Has that role changed in recent years?
Our website has become a much more important touchpoint for us, especially as we’ve grown internationally and have expanded what we offer to our B2B clients.
Our site is often the first chance we get to make an impression on potential partners or stakeholders, so it needs to communicate who we are, what we offer, and where we’re going.
The role of our website has evolved – it’s no longer just a digital brochure; it’s a core part of how we connect and do business.
What would you say to other companies in the B2B iGaming space thinking about refreshing their digital presence?
Don’t underestimate the impact of a strong digital presence, because it’s more than just visuals.
It’s about clarity, usability, and showing your value at a glance.
Also, involve your people from across the company early on, as this helps create something that truly reflects your brand and speaks to your audience.
The post The UX Revolution: Why Gaming Corps’ Website Redesign Reflects the Industry’s Digital Shift appeared first on European Gaming Industry News.
Live casino’s rise has been meteoric, but the recent slowdown at the top end of the market suggests the next phase of growth won’t come from scale alone. As the sector matures, Ady Totah, CEO at LuckyStreak, explains why agility, hands-on management and a sharper product focus are fast becoming the new competitive edge.
There is a perception that the biggest live casino providers are the most capable. Is bigger always better?
It’s easy to assume that the biggest brands automatically deliver the best service, but with scale comes complexity. For larger organisations, adding new features or reacting to a regulatory update can take weeks or even months, especially when decisions span multiple time zones or teams have long approval chains.
At LuckyStreak, while we’re an established business with a large, dedicated workforce at our live dealer studio in Riga, our management team remains intentionally small and hands-on. In many ways, we operate more like a start-up, with fast, focused leadership at the core.
Myself and my co-founder Erez Cywier are closely involved in the day-to-day operations. This proximity shortens decision making processes, speeds up product assessments and empowers us to act quickly. We’re not tied down by long-winded protocols or bureaucracy.
A perfect example of this agility came when we saw an opportunity in the growing sweepstakes market. We already had the foundations but needed to adapt quickly. In just one quarter, we delivered compliant user interfaces, multi-coin virtual currency systems and configured both our own live games and third-party content to meet the unique needs of the sweepstakes audience. This is the kind of rapid pivot that is only possible when your decision-makers are hands-on.
How do boutique providers keep product planning sharp and strategic?
Knowing what matters and prioritising ruthlessly is what allows smaller providers to remain competitive in the market, when faced with more established, Tier 1 names. Speed, however, does not mean shortcuts.
We are sharpening our performance across the board and ensuring our roadmap gives us the flexibility to act when new opportunities arise. Effective product planning is all about focus. That means tuning out the industry noise, resisting trends for the sake of trends, and asking: what delivers real impact for our partners?
While some companies struggle under the weight of large and inflexible roadmaps, we have the luxury of being selective in what we build, and that makes our product roadmap more actionable, more tailored and therefore more valuable to our partners.
How can providers keep up with rising regulatory pressures?
Operating across multiple jurisdictions means navigating a complicated patchwork of compliance frameworks, licensing rules and technical standards quickly.
Compliance is not a support function, but a core part of the business. For larger businesses, these regulatory changes may present disruptions, but our size and structure allow us to react quickly and stay ahead of the curve, without compromising on quality.
To maintain both speed and quality, we moved from traditional Agile sprints to a continuous integration and deployment (CI/CD) model. Instead of bundling releases every two weeks, we push updates multiple times a week. This means we can react quickly to feedback, ship improvements faster, and keep our platform evolving without unnecessary delays.
Why is a more focused approach the future of live casino?
The criteria for what operators need from their live casino provider is changing. Reliability, flexibility, speed and compliance support are becoming just as, if not more, important than table count. We design everything with these qualities in mind, and we back that up with a strong culture of ownership and continuous delivery. This mindset allows us to innovate quickly, without sacrificing the robustness our partners expect.
In this new landscape, being lean, focused and responsive isn’t a limitation. In live casino, a genre requiring significant on-going operational investment, the providers that thrive are not always the biggest, but the smartest and the ones who can adapt fastest.
The post Scale isn’t everything: Why agility is the new advantage in live casino appeared first on European Gaming Industry News.
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