Congratulations on becoming GameOn’s Senior Social Media Manager. What attracted you to this role in particular, and why now?

The first thing was the breadth and depth of GameOn’s client roster. The range of brands the team works with means you’re solving genuinely different problems week to week, which keeps the work sharp and exciting. The second was GameOn’s reputation within the industry. It’s a company that’s clearly built strong relationships and real credibility over a long period of time.

As for the timing, spending time consulting independently taught me a huge amount, particularly about the commercial side of running a business. I reached a point where I wanted to combine that entrepreneurial experience with the scale, support, and collaborative environment of a larger team. Joining GameOn gives me the opportunity to apply everything I’ve learned alongside people with deep industry expertise and the infrastructure to deliver at a high level.

You’ve grown social pages to tens of thousands of followers. What was the approach that made that possible, and what will you bring from that experience to GameOn?

My approach to growth has always been rooted in two things: a deep understanding of the audience and a clear commercial focus.

First, you have to keep the customer at the centre of everything. You need to be relentless about understanding who they are, what they care about, what frustrates them, what makes them engage, and ultimately what drives action. A lot of brands think they understand their audience, but very few truly do.

Secondly, you need to stay commercially minded at every stage. Running my own business sharpened that mindset significantly. Growth should always tie back to business outcomes. Engagement for the sake of engagement is a vanity metric. The real goal is building trust, brand affinity, and visibility that contributes to revenue and long-term growth.

That’s the mentality I’ll be bringing to GameOn: social strategies that are creative and engaging, but always aligned with measurable commercial impact.

Social media in iGaming has evolved significantly over the years. What trends are you seeing right now? Where do the biggest opportunities lie for B2B brands in particular?

Social media has changed faster in the last two or three years than it did in the decade before. In 2023, the idea of brands being represented by AI-generated influencers would have sounded ridiculous. Now it’s a genuine consideration for some businesses. The pace of change is something brands need to fully accept. What worked six months ago may already feel outdated.

What I’m seeing now is a clear shift away from generic, overly polished content towards more distinctive, personality-led communication. The brands performing best are the ones willing to stand out and develop a recognisable voice. Audiences are increasingly exposed to homogenous content, so if your competitor could post exactly the same thing as you, it’s probably time to rethink your strategy.

For B2B brands specifically, founder-led thought leadership on LinkedIn remains a huge opportunity. People still buy from people, and a credible founder voice often builds more trust than branded content alone ever can.

The second opportunity is understanding how younger audiences consume content. Gen Z professionals are now entering junior commercial and decision-influencing roles across iGaming, and their expectations around content are very different. If your B2B social presence feels outdated, overly corporate, or disconnected from modern platform behaviour, it simply won’t resonate.

A lot of iGaming companies struggle to make social work. What are the common mistakes you most often see, and how do you approach them differently?

One of the biggest mistakes is that brands play it too safe. Compliance is obviously critical in iGaming, but there’s often far more creative flexibility available than companies assume.

Another common issue is that social media gets treated as a secondary marketing channel rather than a core part of the wider commercial strategy. When that happens, content becomes inconsistent, reactive, and lacking in direction.

My approach is to treat social as a genuine driver of engagement, visibility, and business outcomes. That means being more intentional with content, more consistent in execution, and more willing to test, learn, and iterate.

I always start with a simple question: what is this content actually supposed to achieve, and how will we measure success? Once you answer that properly, the strategy becomes much clearer.

As you settle into the new role, what are you hoping to tackle first, and what does success look like for GameOn’s social offering over the next 12 months?

My first priority is understanding what we already have. That means conducting a proper audit across the client roster to identify what’s working, what isn’t, where the opportunities are, and where we can create quick wins.

Over the next 12 months, success for me would mean seeing social become a more central part of our clients’ growth strategies. I want to see stronger performance metrics, more distinctive brand voices, and clearer evidence of how social contributes to wider business objectives.

Ultimately, I’d love GameOn to become the first name people in iGaming think of when they’re serious about social media. Not just because we deliver strong results for existing clients, but because we’ve built the proof points, case studies, and standout work that naturally attracts the next wave of business.

There’s a real opportunity right now to define what great B2B social looks like in iGaming, and that’s the standard I want us to set.

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“Movers and Shakers” is a dynamic monthly column dedicated to exploring the latest trends, developments, and influential voices in the iGaming industry. Powered by GameOn and supported by HIPTHER, this op-ed series delves into the key players, emerging technologies, and regulatory changes shaping the future of online gaming. Each month, industry experts offer their insights and perspectives, providing readers with in-depth analysis and thought-provoking commentary on what’s driving the iGaming world forward. Whether you’re a seasoned professional or new to the scene, “Movers and Shakers” is your go-to source for staying ahead in the rapidly evolving iGaming landscape.

With the Live Casino landscape continuing to evolve in new and technologically exciting ways, Avanti Studios’ Jonas Delin explains how the use of digital clones is helping a traditionally costly vertical remove its adoption barriers and supply a much more scalable experience for operators

As a multi-billion dollar industry, Live Casino has long been one of the most prized product categories in online gambling. Built on a simple proposition of delivering the trust and spectacle of authentic, dealer-dealt games through the small screen, it’s one of the few verticals that can recreate the thrill of a bricks-and-mortar casino experience in an online environment – but until now, offering such engaging entertainment to players has come at a high price point for operators.

With recent advances in AI and MetaHuman technologies, however, this is starting to change. The movement to replicate real dealers using sophisticated digital clones or replace them entirely with real-time avatars and large language models is gathering pace; and while there are certainly arguments to be made for the benefits of both approaches, Avanti sits firmly in the former camp. In this article, I’ll look to explain why and outline the benefits that our unique approach can bring.

The Suspension Of Disbelief

For Avanti, choosing to work with clones rather than avatars was an easy decision. In our opinion, the moment a player perceives something to be artificial or uncanny, the trust relationship that makes Live Casino so valuable in the first place begins to erode. As such, in order for them to become fully invested in your product, all dealers need to be ultra realistic and completely human-looking. AI-built dealers aren’t quite there yet, but, by their very nature, digital clones are.

In our sophisticated motion capture studio, we record the performance and mannerisms of professionally-trained dealers and use this as the basis for our clones. Brought to life using Unreal Engine and the MetaHuman toolset, they’re then streamed directly into games, providing an experience that’s virtually indistinguishable from the real thing. Cards are also dealt in real time rather than being simulated, with every outcome being shared and dictated by provably fair RNG.

This second point is particularly key to the structural integrity of the live format itself. Real-time dealing – where multiple players make independent decisions against a shared dealer hand – is something that’s not easily replicated by a pre-rendered character, and this constraint currently puts a meaningful ceiling on what pure AI can deliver. At Avanti, there are no such concerns about our approach, helping us provide an authentic experience that all players can truly participate in.

Lower Costs, More Flexibility

Among those in the pro-AI camp, I’ve seen it posited that one of the biggest advantages of using this technology is that it substantially reduces traditional Live Casino costs for operators. While it’s certainly true having generated dealers eliminates set-up fees, removes the need for fixed-term contracts and reduces ongoing overheads, I’d argue Avanti’s approach is equally capable of delivering these competitive benefits without having to compromise on realism or visual fidelity.

Just like AI providers, we also offer a revenue share-only model; and the fact that we use a motion capture studio to create our clones doesn’t have any bearing on the that price operators pay. As opening one table costs just the same as opening 100, we provide an infinite level of scalability that comes with no studio rental, no staffing and no risk of sick days – and the fact that dealer language can be localised at the flick of a switch makes it easy for operators to enter new markets.

In a country like Brazil where Portuguese localisation will be legally mandated, this obviously provides a significant competitive advantage. Rather than scrambling to recruit Portuguese-speaking dealers at pace, we can simply change both the language and appearance of our existing clones to suit local requirements. We can also give operators the scope to open tables at any limits they require, creating a flexible product that can easily adapt to any market conditions.

With Avanti’s games providing the same benefits as their AI-generated counterparts in terms of software economics and scalability, there’s no doubt in my mind that the use of digital clones will have a big role to play in shaping the future of Live Casino. By removing the adoption barriers for operators and giving players a reliable and authentic experience they can trust, our unique approach offers the best of both worlds, helping make the vertical more accessible for everyone.

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