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.
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.
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.
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.
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 Schüll, 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.
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.
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.
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.
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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