Interviews
Exclusive Q&A with Dejan Orlac, Head of Design at Royce&Bach
Let’s start from the beginning. Your beginnings, that is. Our readers love to learn more about top professionals and their life. Tell us more about yourself.
I was one of those kids that knew what he wanted to do from early on. That is to turn problems into elegant solutions through design. I loved drawing anything that moved, either on wheels, through the air or, underwater. My passion led me to the Academy of Arts and Design in Ljubljana, where I studied Industrial Design. After a successful study, I moved to London to pursue my appetite for design at the Royal College of Art, studying MA in product design. I never finished the course as I found myself in front of a new challenge in the gaming industry. It was an opportunity I couldn’t refuse. I became a partner and head of design at the original Royce&Bach company. One thing led to another, and soon I was playing a part in launching the online casino platform called Oryx Gaming. We planned, developed, and designed a complete library of over 40 slot games, online roulette games, and poker games. We also designed all interfaces and the whole front end that enabled the launch of the product.
It was enough. I needed a break from the gaming environment and embarked on a new adventure. I was designing different products in various industries, from toys to phones and anything in between. I worked on projects for many high-end brands like Burberry, Coway, Panasonic, LG, and many others. It was a valuable learning experience that allowed me to reflect on the gaming industry that gave me the start. It is funny how I came back full circle and decided to focus on the gaming industry again with more specific goals.
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Perhaps the first time you made your mark in the industry was by launching Archipelago 8 electronic roulette. Tell us about that experience.
Before starting the journey with Royce&Bach, I was already designing online casino lobby’s and games for Playtech, and other casino providers. It gave me significant knowledge and confidence for my next adventure. Royce&Bach was an incredible opportunity for a 22-year-old boy. I worked and learned from some of the most intelligent people in the industry. The company had a clear goal and product vision; to disrupt the gaming industry with a better approach to a customer and user experience. The design was our first bet. Our first presentation of the Archipelago roulette was in 2007 at ICE in London, and the interest was overwhelming. However, it came with its fair share of challenges. After the show, we realized we need to go back to the drawing board and make changes to the design, construction, and implement additional feedback from potential buyers. And we did. The plan hit home with the Asian demographic, and shortly after, we started shipping our first products. Soon we proudly installed our roulette in the MGM Grand Macau.
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You were involved with gaming product designs when you were working in Orlach Design? Could you tell us about some of the designs that you were associated with?
Orlach design is my own design company. Through Orlach design, I designed products, concepts, user interfaces, and other innovative solutions for many well-known international companies. I also worked directly with leading design studios helping them with their projects. Together we worked on products for beverage brand Budweiser, JSP and Keeler. I also designed the new UI for the ROXI home music entertainment system and worked on many projects at Burberry. It was interesting to be part of the TV brand campaign for Peugeot or cooperate on developing sets for Garnier TV commercials. Through Orlach design, I worked on many projects in healthcare tech, scientific, industrial, high spec and toy industry, interiors, and furniture design. It enabled me to receive international recognition and win the awards such as Red Dot Design award Concepts and Core77 Best Of Design.
You were also part of some innovations like a digital market place of 3Dprintable industrial designs. How did it go?
The 3Defied project is a digital platform with a professionally created consumer level 3d product content. Through 3Defied, designers, design companies, and prominent brands can connect and sell their work. The end customer is the owner of a 3d printer or a regular customer who prints the content through outside vendors. It is my “pet” project. I strongly believe in it, and it is something I am very passionate about. Unfortunately, due to ongoing gaming projects, 3Defied is currently on the backburner.
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What about your present company Royce&Bach? Tell us about your areas of expertise, ongoing projects and clients.
Our passion is to create innovative gaming products that add value to players, operators, and casino vendors. Through strategic, industry-informed, and innovation-driven design, Royce&Bach strives to enhance players’ experience and maximize operators’ return on investment. We design all kinds of online and land-based casino-relevant experiences and equipment. Electronic roulettes, slot machine cabinets, player terminals, user interfaces, and casino games are just a few of many products we designed for our clients. Ultimately Royce&Bach uncovers hidden potential and delivers innovative products that exceed our client’s expectations.
We are currently working on several fascinating products. My team is designing a new slot machine and a new automated roulette for a renowned retail casino gaming company. A well-known international brand hired us to design real room interiors for their live virtual games. For them, we are also conceptualizing new games that are either more immersive or integrate the brand on a different level. Demand for digital products is rising, and we are looking forward to developing that side of the business as well.
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Could you explain the design process and its various stages from concept to manufacturing?
We must maximize the ROI for investors as well as enhance the entertainment experience for our players.
I want to think that I am in the process of developing our “patented” approach to the challenges of designing for the gaming industry. We based our approach around understanding specific players’ psychologies. We want to know what triggers their senses, what gets them into “the zone,” how they associate themselves with the product and, how they perceive a machine design as their winning tool.
First, we dive deep into research to uncover and identify the specific opportunities associated with the client and focus on solving those through product design. Through fieldwork, we talk to all parties involved in the product lifecycle. We also learn from previous research in our industry. Works from Natasha Dow SchĂĽll, Roger Thomas, and Bill Friedman are an essential base for further actions. After we gather all relevant information, we create a design brief which we use throughout the development process.
Next, we move to the “concept design phase,” where we propose a variety of ideas for product design. We review them with our clients and together select the winning horse. Sometimes we choose several concepts and develop them further. I like to say that those are our horses in the race, competing against each other. After the race is over, we end up with a winning horse, which becomes our winning concept.
Now it is time to optimize our design. Together with our clients, we review the ergonomics, add further technical input from the engineering team, and, overall, create a winning proposal. What follows is finalizing colors, materials, and finishes (CMF), preparing renderings, models, and mock-ups for presentations. The result is a product that makes our clients proud and excited about the future.
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You have worked with a lot of start-ups and helped them get ahead. What are your views about start-ups in the gaming industry in general. Pros, cons and general advice, if any?
In my view, many companies developing gaming solutions, underestimate the financial investment, and the time needed to create a successful product. Due to gaming-related legislation and strict certification processes which differ from country to country, the process is more complicated in comparison to the mainstream entertainment business. Also, the industry is small, everybody knows each other, and the competition is ruthless. That creates a unique set of challenges for any start-up that wants to thrive in our industry.
Collaborate with someone who can think and work outside perceived limitations. It can uncover hidden potential you never knew was there. Do your research, look deep to avoid surprises later. Design to attract, impress, and satisfy. Be different. It will help you stay on track and continuously evolve in the ever-changing gaming environment. Design is the best tool to explore new opportunities, adapt, and plan for the future. Design is also your best bet in the product development journey to success. It’s an investment that pays back double, at least.
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What are the challenges and opportunities that you find in the gaming industry in terms of design?
Planning design for any gambling solution creates challenges on many levels. First, the product design must be fit for the manufacturer and easy-to-operate for the vendor. The vendor is the actual buyer who has to service and maintain the product. Second, players require much understanding. They expect to receive a completely different user experience than the vendor. Both use the same product but on different levels and have different requirements. Satisfying both is very challenging. That generally makes products complicated to design and produce because they’re often required to do too much at once.
The gambling market is also continually changing. It needs to adapt to new generations of players through technology, better research, and innovation. That presents a multitude of design pathways that can open up opportunities to create innovative designs that amuse existing players or attract new ones.
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Final question. With a number of gaming product manufacturers employing in-house designers, what value additions can an external designing firm provide?
If you want to stay ahead, you need to collaborate with someone who can work outside perceived limitations. The in-house design team usually has plenty of work supporting ongoing business demands. That is why it’s essential to include outside professionals who are well informed overall and have cross-industry experiences to come up with fresh ideas. Flexibility, free-thinking, insight, and the quality of specialized people enables our clients to offer products that exceed expectations. Most everyday consumer products that we use were conceived and designed by external design studios. Big corporations rely on smaller companies. A lot of talented and skilled people will instead work for a smaller studio than a corporation.
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You’re the Founder and CTO of AmaraTech—what inspired you to start the company, and how has your journey shaped where you are today?
Our Story: Technology Innovation Born from Purpose:
AmaraTech IT Solutions, founded in 2020 in the Washington, DC metro area and expanding strategically into Africa, dedicated to transforming communities through technology. Our journey began with a profound experience in Liberia, a country riddled by 14 years of brutal civil war, witnessed the limitations on human potential and economic growth due to inadequate technology infrastructure. This experience sparked a deep commitment to making advanced technology accessible for all, enabling organizations to flourish amid challenges. We truly believe in technology’s amazing ability to empower and transform communities everywhere.
Intro Link: https://www.youtube.com/watch?v=wstteIwaSKk
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What’s one big lesson you’ve learned as a founder that you wish you knew earlier?
Learning to say no as a founder is one of the most critical yet counterintuitive skills for startup success. The natural instinct is to say yes to every opportunity, partnership, feature request, and meetings, but this creates resource dilution, product confusion, and team fatigue that ultimately kills focus and progress. Startups with limited time, money, and energy must recognize that every “yes” is an implicit “no” to something else, and that niche dominance beats broad mediocrity. The cost of learning this lesson late includes providing so many products that confuse users, burning resources on low-impact initiatives, and missing opportunities in core focus areas. Successful founders develop “hell yes” criteria, create decision frameworks, practice graceful declines, and conduct regular priority audits to maintain laser focus. The paradox is powerful: saying no to more opportunities allows you to say a much bigger yes to what truly matters, creating clearer product vision, stronger team alignment, better resource utilization, and ultimately more fundable and successful business.
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In your view, what makes great managed services today—and how do you bring that to life in the work you do?
At AmaraTech, we believe great managed services today go far beyond traditional IT support—they require proactive, AI-driven cybersecurity intelligence tool that prevents threats before they impact business operations. We deliver this through our integrated ecosystem approach, where cutting-edge threat detection, cloud infrastructure, and business applications work seamlessly together under 24/7 SOC monitoring. What sets AmaraTech apart is our commitment to being true strategic partners: we develop deep industry expertise to understand each client’s unique compliance requirements and operational challenges, then translate our technical capabilities into measurable business outcomes like revenue protection and competitive advantage.
Through transparent reporting, continuous innovation with leading cybersecurity vendors, and flexible engagement models that scale with growth, we don’t just manage technology—we architect security-first solutions that drive business success. When you partner with AmaraTech, you’re not getting a vendor; you’re gaining a cybersecurity-focused technology advisor dedicated to keeping your business protected, compliant, and positioned for innovation in an increasingly complex threat landscape. My passion for helping organizations embrace progressive technology drives successful business transformation and seamless technology integration, positioning our company as a leader in next-generation cybersecurity solutions.
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Do you see any gaps in the tech industry that you think more companies should be addressing?
The cybersecurity industry urgently needs to develop AI-native security frameworks that can match the speed and sophistication of AI-powered attacks, which are scaling exponentially while traditional defenses remain linear. Current cybersecurity frameworks are built on reactive, signature-based models that cannot adapt fast enough to counter AI-generated attack variations, creating dangerous gaps in real-time threat response.
The industry must prioritize developing adaptive security architectures that integrate human expertise with AI-driven defense systems, democratize advanced security tools for organizations of all sizes, and establish rapid threat intelligence sharing networks that operate at machine speed. At AmaraTech, we’re addressing these framework gaps by building AI-enhanced security operations that evolve with threat patterns, making enterprise-grade adaptive defenses accessible through managed services, and creating collaborative intelligence systems that amplify human analyst capabilities rather than replacing them. The critical challenge is shifting from traditional periodic security updates to continuous, proactive AI-native frameworks that can defend against tomorrow’s threats today—because the window for reactive cybersecurity approaches is rapidly closing in an AI-accelerated threat landscape.
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How do you keep up with the fast-changing tech landscape—especially when it comes to things like cybersecurity, compliance, or AI?
As cybersecurity threats evolve at unprecedented speed with AI-powered attacks and constantly shifting compliance requirements, AmaraTech maintains its competitive edge through a comprehensive intelligence ecosystem that combines strategic vendor partnerships, real-time threat monitoring through our Security Operations, and active participation in threat intelligence sharing communities. Our team maintains cutting-edge certifications while operating hands-on testing labs for emerging AI security technologies, ensuring we can rapidly assess, deploy, and scale new defensive measures across our client portfolio within hours of threat emergence. This systematic approach to continuous learning—from regulatory compliance partnerships to client-driven insights and internal knowledge sharing—positions us as a proactive cybersecurity advisor who anticipates and prepares for threats before they impact business operations. While many MSPs react to security incidents, our commitment to staying ahead of the threat landscape through multi-layered intelligence gathering and rapid adaptation capabilities ensures our clients receive protection against both current attacks and tomorrow’s emerging cyber challenges, making cybersecurity readiness a competitive advantage rather than a reactive necessity. It enables organizations to thrive in our increasingly connected, threat-aware digital landscape by fostering inclusive partnerships that bridge technology gaps and accelerate innovation adoption across diverse business sectors.
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What’s coming up next for you and AmaraTech—any big plans, goals, or ideas you’re excited to roll out?
I’m currently leading the development of a groundbreaking AI-powered cybersecurity platform designed to revolutionize security management for businesses and organizations through advanced technology integration and intelligent automation. This comprehensive solution leverages custom AI models built on cutting-edge large language models to enhance user interaction and automate complex security workflows, delivering protection through a dual-module architecture. The platform combines systematic Vulnerability Management—featuring automated assessment, structured remediation workflows, and continuous monitoring capabilities—with advanced Threat Intelligence that generates operation-specific insights tailored to each organization’s unique risk profile, industry sector, and business context. By delivering actionable threat intelligence for informed risk assessment and strategic remediation planning, this innovation empowers organizations to systematically identify, prioritize, and address security risks while maintaining regulatory compliance, ultimately improving overall security posture and delivering personalized cybersecurity experiences that create measurable business value across diverse client platforms.
The post HIPTHER Community Voices: Alieu Kamara – Founder and CTO of AmaraTech 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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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