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ANJ publishes its 2021/2023 strategic plan
As soon as it was set up on 23 June 2020, the National Gambling Authority began drawing up its strategic plan for the next three years. It sets out its vision of regulation and how it intends to add value to players and economic players. Five priority focus have been set to keep gambling within a sustainable perspective of recreational gambling.
The development of the strategic plan was launched in July 2020 and continued until November. It was built through a collaborative process involving all ANJ agents as well as members of the ANJ Board. It was also based on contacts with operators or civil society that were organized after the launch of the ANJ. This plan was definitively adopted by the ANJ Board on 3rd December 2020.
Beyond the four objectives defined by the law, the ANJ must carry out its action in a medium-term strategic perspective, specify its vision of regulation and how it intends to bring value to players and economic actors. In short: define the regulator’s project.
This is all the more important as the new legal framework is complex and difficult to grasp for operators, as the health crisis has tightened competition conditions, and because each action taken by the regulator will be scrutinized in terms of its effects on market balances.
The central inspiration of this strategic plan is to keep gambling within a sustainable perspective of recreational gambling.
Given the psycho-social risks associated with gambling and in the particular context of health crisis, it is essential to consolidate a regulatory model that makes it possible to reconcile controlled development of the sector with the protection of the public interests involved, first and foremost the gamblers protection. This is a priority ethical issue for our country, and this ethical dimension of the ANJ’s action is included in all of the regulator’s actions and reflections.
Three methodological principles pass through all the proposals in this plan
Pragmatism: The desire to build step by step the regulatory architecture put in place by the 2019 order so that each operator in the gambling market can realistically and effectively adopt the new obligations;
Dialogue: The need to build regulation with all the actors through an organized and continuous dialogue. The ANJ is convinced that, if the roles of each are distinct, it is essential that the regulator be close to the realities on the ground, in dialogue with the stakeholders in order to best adjust its positions, tools and services;
Coherence: Finally, the concern to work with other public structures to coordinate our actions and offer economic players the most coherent and readable public front possible.
The 5 strategic focus that will guide the ANJ’s action over the next three years are as follows:
1st STRATEGIC FOCUS: Building a “value-adding” regulator at the service of a sustainable recreational gambling market
The ANJ must bring value to the gambling sector by implementing a comprehensive toolkit that includes preventive, prescriptive, control and sanctioning actions in a regulatory continuum. This approach is in the interest of operators, the security of their practices and the confidence of their customers. It contributes to the protection of gamblers and the preservation of a gambling practice that must remain recreational.
2nd STRATEGIC FOCUS: Placing the player at the heart of regulation
Gambling concerns almost one French people out of two, which makes it a very appreciated and widespread leisure activity, oriented towards an essentially recreational practice. However, with an estimated 1.4 million problem gamblers, the prevention of excessive gambling is a central public health issue in which the ANJ must take part; the implementation of the new obligations of operators will be decisive in this respect. Finally, the protection of minors is a priority.
3rd STRATEGIC FOCUS: Building a forefront regulatory system
The gambling market is particularly creative in games offers, promotional strategies of operators or gambling platforms. In order to be in tune with this world, ANJ must integrate this culture of innovation and digital technology, both with respect to the players it regulates and internally, in its operating mode and tools.
4th STRATEGIC FOCUS: Promoting a European vision of gambling regulation
European cooperation with the ANJ’s counterparts needs to be strengthened since many issues, both operational and strategic for the regulation of gambling, are now being addressed at this level. This is the case of the fight against money laundering or illegal gambling or the emerging economic role of gaming platforms. At a time when a choice has to be made between several regulatory models, the ANJ wishes to play a leading role in European and international cooperation.
5th STRATEGIC FOCUS: Strengthening our working community
The scope and diversity of its regulatory scope and the new legal obligations imposed on operators result in a high rate of demand and a very heavy workload for the teams; this pressure also requires a great deal of joint work by the teams.
It is therefore essential to pool resources and information, empower employees and attract new talent. The aim is to make “working together efficiently” the common language of the ANJ, by multiplying opportunities for exchanges and meetings, by introducing new forms of work organization that are more transversal and empowering, but also by embodying the values of goodwill and conviviality on a daily basis.
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Anton Eshtokin
Anton Eshtokin, Chief Marketing Officer at Boomerang Partners: Winning Golden Boomerang Awards is a meaningful professional marker within the industry
1. GBA is entering its third season in 2026. Looking back at the journey from the very first edition in 2024 — how would you describe how the tournament has evolved?
Perhaps the most significant change is that the Golden Boomerang Awards has clearly moved beyond being just another industry competition and has become a recognized brand within the affiliate marketing space. Over the past three years, we have not only increased brand awareness but also earned trust and built a strong community of participants who return to compete and improve their results.
I can confidently say that today, even participation in the GBA is a mark of quality. Why? Because it reflects a certain level of professionalism in the market. Winning, especially in the third season, becomes a clear marker of being among the very best in the industry.
What makes this evolution important is that formats like this are still relatively rare. GBA sits at the intersection of competition, expertise, and industry recognition – and we see it as a platform that not only rewards performance, but also contributes to the overall development of the affiliate market.
2. In 2025, more than 400 affiliate teams participated. What does that number tell you about what the market is looking for from formats like GBA?
For us, this is a clear signal that the market is actively seeking formats that go beyond pure performance-based incentives. You see, traditional affiliate programs are heavily focused on financial rewards for traffic – and there’s plenty of that in the market already. The significant growth in the number of Golden Boomerang Awards participants from season to season (226 in the first, 400+ in the second) demonstrates that affiliate teams have a strong demand for something different. I’m talking about competition, visibility, and a sense of belonging to a professional community.
GBA taps into that by offering not just rewards, but recognition and experience. Through our collaboration with AC Milan (I remind you that Boomerang Partners is an Official Regional Partner of AC Milan), we’re able to provide participants with opportunities that go beyond monetary value – things that are difficult to replicate within standard affiliate program structures.
Ultimately, it’s about creating a sense of legacy. Participation in the Golden Boomerang Awards becomes part of a longer-term professional story, not just a short-term performance cycle.
3. The theme of this season is ‘Beyond the Moment.’ Where did that idea come from, and why does it feel right for this particular stage of GBA’s life?
The idea behind “Beyond the Moment” came naturally as we entered the GBA’s third season. After two successful years, it felt like the right time to shift the focus from short-term wins to long-term performance.
It’s no secret that the affiliate market is highly volatile. Here, strong results can come quickly, sometimes unexpectedly. But staying at the top is a completely different challenge.
In the third season of Golden Boomerang Awards, we’re focusing on what exists beyond the moment of victory. Winning is important, but it’s only a snapshot. What truly defines top-tier affiliate teams is the work behind them. These are consistent execution, strategic thinking, adaptability, and the ability to identify new opportunities.
Thus, “Beyond the Moment” is about recognizing that invisible layer of effort that separates sustainable success from a one-time result.
4. Five months is a long run for an affiliate tournament. Engagement typically drops in the middle of any long competition. What specific mechanisms did you build into GBA 2026 to prevent that?
You’re right to point out the tournament’s length and the importance of maintaining participant engagement over such a distance, but we deliberately set this challenge for ourselves. That’s why we paid close attention to developing a clear and effective structure for the Golden Boomerang Awards. In the third season, it’s a multi-stage experience rather than a single continuous race. The season is divided into three phases, conceptually aligned with a football match structure, each with its own rules, objectives, and rewards.
This creates natural reset points and new incentives throughout the tournament, helping maintain momentum.
We’ve also introduced mechanics such as boosts and mid-season entry opportunities. This allows new affiliate teams to join and still compete for top positions, rather than being locked out by early leaders.
Additionally, not all mechanics are revealed upfront. Rolling out new elements during the season adds anticipation and keeps participants engaged over time.
5. 2026 is an extraordinary year for sport — the FIFA World Cup, the Winter Olympics, one of the most packed global calendars in recent memory. How does that shift the opportunity and the pressure for sports-focused affiliates?
Yes, 2026 is an exceptionally busy year for sports (and this applies not only to the past Olympic Winter Games Milano Cortina 2026 and the upcoming FIFA World Cup 2026, but also to many other high-profile tournaments), which creates both opportunity and pressure.
On one hand, a packed global calendar means more traffic peaks and more chances to scale. On the other hand, it increases competition – both in media buying and in capturing audience attention.
Who can succeed in such conditions? – Those affiliate teams that don’t just react to a given sporting event, but instead focus more on preparation and strategy. This means understanding which moments matter, how to prioritize them, and how to allocate resources effectively.
That’s why we introduced a dedicated Sports Marketing and Betting Calendar 2026 earlier this year. Combined with participation in the Golden Boomerang Awards, it provides affiliate teams with a more structured approach to the sports season and to capitalize on key moments.
In this context, GBA acts as an additional performance layer – amplifying focus and execution during a highly competitive period.
6. In your view, what genuinely motivates a top-tier affiliate in 2026 — is it financial upside, status, access, something else? And how does GBA address that?
Top-tier affiliates in 2026 are driven by more than just financial upside, although revenue remains a fundamental factor.
For experienced teams, money alone is often not a sufficient long-term motivator. They are already operating at a level where access, recognition, and positioning within the industry become equally important.
This includes being part of a trusted network, gaining visibility, and accessing opportunities that are not typically available through standard affiliate programs.
That’s where the Golden Boomerang Awards are positioned differently. It’s not just about rewards – it’s about status, professional recognition, and belonging to a high-level community.
Combined with the competitive nature of the season, this creates a stronger and more sustainable layer of motivation.
7. TIME TO WIN closed on March 31. It was directly connected to GBA — participants earned bonus points carrying into the new season. How do you see that handoff working, and what did TIME TO WIN teach you going into GBA 2026?
TIME TO WIN and Golden Boomerang Awards are designed to function as part of a unified ecosystem rather than separate competitions.
TIME TO WIN acted as a high-intensity entry point into the year. It helped re-engage our affiliate partners after the holiday season and encouraged a more sprint-based approach to performance, where teams actively test tools and strategies.
GBA, which follows immediately after, shifts the focus to long-term consistency and sustained results.
The connection between the two tournaments is also structural: participants from TIME TO WIN carry bonus points into the Golden Boomerang Awards. This creates continuity and rewards early engagement.
Overall, our goal is to build a system where affiliate partners stay engaged throughout the year – not just for short-term wins, but as part of a long-term collaboration.
8. If GBA is still running five years from now and has become exactly what you want it to be — what does that look like?
We would like the Golden Boomerang Awards to become a widely recognized and trusted benchmark within the affiliate industry. Already, we have serious reasons to believe that this goal will be achieved. These include growing interest from affiliate teams and participant numbers, increased media attention, and deeper engagement from the market.
A key focus going forward is trust. That’s why GBA is positioned as a performance-driven award, based on transparent data, a clear leaderboard, and measurable results.
Success would mean that winning the Golden Boomerang Awards is not just an achievement for the winner, but a meaningful professional marker within the industry.
Rather than competing directly with traditional awards, we aim to strengthen our niche as a highly practical, performance-based competition.
9. What would you say to an affiliate who is sitting on the fence right now, wondering whether GBA 2026 is worth their time and attention?
It’s worth approaching that question from a practical perspective. We all know that the affiliate marketing space is highly competitive. Staying passive in it can hardly be called a winning strategy. By participating in the Golden Boomerang Awards 2026, affiliate teams gain a structured opportunity to test their capabilities in a visible, high-pressure environment.
At the same time, the benefits are clear for all participants. For experienced affiliates, it’s a way to benchmark themselves against strong competitors and gain recognition. For newer players, it’s an opportunity to accelerate learning and better understand what high-level performance looks like.
There’s also value in being part of a professional community – exchanging experience, observing others, and staying aligned with market dynamics.
So the real question becomes not “is it worth it?”, but “what do you miss by not participating?” – especially in a year with this level of competition and opportunity.
The post Anton Eshtokin, Chief Marketing Officer at Boomerang Partners: Winning Golden Boomerang Awards is a meaningful professional marker within the industry appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Vegangster has become the first iGaming platform to integrate the Model Context Protocol (MCP), enabling AI agents to interact directly with platform systems in real time.
MCP is an open protocol that gives AI agents a structured way to communicate with software environments, allowing them to understand context, retrieve data, and perform actions on the user’s behalf. Instead of building separate integrations for each use case, MCP standardises how AI agents interact with platform systems, making integrations faster to deploy and easier to scale.
For player support, this means agents can resolve common queries, including deposit status, bonus conditions, and account issues. Instead of routing tickets or escalating requests, agents retrieve live data and resolve queries instantly within a single interaction.
On the operator side, tasks that previously required navigating multiple interface sections or exporting reports can now be handled through plain-language prompts: filtering player lists, reviewing performance figures, adjusting configurations. The practical effect is a shorter onboarding curve and faster execution of day-to-day tasks.
Michael Oziransky, Chief Product Officer at Vegangster, sees this as foundational rather than incremental:
“AI agents interacting with the platform mark a fundamental shift. What we are seeing now are just the most obvious use cases. The real value of MCP is in its flexibility. This opens the door to entirely new ways of operating and building on top of the platform. We are proud to be the first to bring this to iGaming.”
The integration is currently in beta with selected operators, with wider availability planned soon. Early adopters can already move beyond traditional interfaces and begin operating the platform through AI agents.
Press Contact
Romans Kozlovskis
The post Vegangster Becomes First iGaming Platform to Support AI Agent Integration via MCP appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Anton Eshtokin
Anton Eshtokin, Chief Marketing Officer at Boomerang Partners: Winning Golden Boomerang Awards is a meaningful professional marker within the industry
1. GBA is entering its third season in 2026. Looking back at the journey from the very first edition in 2024 — how would you describe how the tournament has evolved?
Perhaps the most significant change is that the Golden Boomerang Awards has clearly moved beyond being just another industry competition and has become a recognized brand within the affiliate marketing space. Over the past three years, we have not only increased brand awareness but also earned trust and built a strong community of participants who return to compete and improve their results.
I can confidently say that today, even participation in the GBA is a mark of quality. Why? Because it reflects a certain level of professionalism in the market. Winning, especially in the third season, becomes a clear marker of being among the very best in the industry.
What makes this evolution important is that formats like this are still relatively rare. GBA sits at the intersection of competition, expertise, and industry recognition – and we see it as a platform that not only rewards performance, but also contributes to the overall development of the affiliate market.
2. In 2025, more than 400 affiliate teams participated. What does that number tell you about what the market is looking for from formats like GBA?
For us, this is a clear signal that the market is actively seeking formats that go beyond pure performance-based incentives. You see, traditional affiliate programs are heavily focused on financial rewards for traffic – and there’s plenty of that in the market already. The significant growth in the number of Golden Boomerang Awards participants from season to season (226 in the first, 400+ in the second) demonstrates that affiliate teams have a strong demand for something different. I’m talking about competition, visibility, and a sense of belonging to a professional community.
GBA taps into that by offering not just rewards, but recognition and experience. Through our collaboration with AC Milan (I remind you that Boomerang Partners is an Official Regional Partner of AC Milan), we’re able to provide participants with opportunities that go beyond monetary value – things that are difficult to replicate within standard affiliate program structures.
Ultimately, it’s about creating a sense of legacy. Participation in the Golden Boomerang Awards becomes part of a longer-term professional story, not just a short-term performance cycle.
3. The theme of this season is ‘Beyond the Moment.’ Where did that idea come from, and why does it feel right for this particular stage of GBA’s life?
The idea behind “Beyond the Moment” came naturally as we entered the GBA’s third season. After two successful years, it felt like the right time to shift the focus from short-term wins to long-term performance.
It’s no secret that the affiliate market is highly volatile. Here, strong results can come quickly, sometimes unexpectedly. But staying at the top is a completely different challenge.
In the third season of Golden Boomerang Awards, we’re focusing on what exists beyond the moment of victory. Winning is important, but it’s only a snapshot. What truly defines top-tier affiliate teams is the work behind them. These are consistent execution, strategic thinking, adaptability, and the ability to identify new opportunities.
Thus, “Beyond the Moment” is about recognizing that invisible layer of effort that separates sustainable success from a one-time result.
4. Five months is a long run for an affiliate tournament. Engagement typically drops in the middle of any long competition. What specific mechanisms did you build into GBA 2026 to prevent that?
You’re right to point out the tournament’s length and the importance of maintaining participant engagement over such a distance, but we deliberately set this challenge for ourselves. That’s why we paid close attention to developing a clear and effective structure for the Golden Boomerang Awards. In the third season, it’s a multi-stage experience rather than a single continuous race. The season is divided into three phases, conceptually aligned with a football match structure, each with its own rules, objectives, and rewards.
This creates natural reset points and new incentives throughout the tournament, helping maintain momentum.
We’ve also introduced mechanics such as boosts and mid-season entry opportunities. This allows new affiliate teams to join and still compete for top positions, rather than being locked out by early leaders.
Additionally, not all mechanics are revealed upfront. Rolling out new elements during the season adds anticipation and keeps participants engaged over time.
5. 2026 is an extraordinary year for sport — the FIFA World Cup, the Winter Olympics, one of the most packed global calendars in recent memory. How does that shift the opportunity and the pressure for sports-focused affiliates?
Yes, 2026 is an exceptionally busy year for sports (and this applies not only to the past Olympic Winter Games Milano Cortina 2026 and the upcoming FIFA World Cup 2026, but also to many other high-profile tournaments), which creates both opportunity and pressure.
On one hand, a packed global calendar means more traffic peaks and more chances to scale. On the other hand, it increases competition – both in media buying and in capturing audience attention.
Who can succeed in such conditions? – Those affiliate teams that don’t just react to a given sporting event, but instead focus more on preparation and strategy. This means understanding which moments matter, how to prioritize them, and how to allocate resources effectively.
That’s why we introduced a dedicated Sports Marketing and Betting Calendar 2026 earlier this year. Combined with participation in the Golden Boomerang Awards, it provides affiliate teams with a more structured approach to the sports season and to capitalize on key moments.
In this context, GBA acts as an additional performance layer – amplifying focus and execution during a highly competitive period.
6. In your view, what genuinely motivates a top-tier affiliate in 2026 — is it financial upside, status, access, something else? And how does GBA address that?
Top-tier affiliates in 2026 are driven by more than just financial upside, although revenue remains a fundamental factor.
For experienced teams, money alone is often not a sufficient long-term motivator. They are already operating at a level where access, recognition, and positioning within the industry become equally important.
This includes being part of a trusted network, gaining visibility, and accessing opportunities that are not typically available through standard affiliate programs.
That’s where the Golden Boomerang Awards are positioned differently. It’s not just about rewards – it’s about status, professional recognition, and belonging to a high-level community.
Combined with the competitive nature of the season, this creates a stronger and more sustainable layer of motivation.
7. TIME TO WIN closed on March 31. It was directly connected to GBA — participants earned bonus points carrying into the new season. How do you see that handoff working, and what did TIME TO WIN teach you going into GBA 2026?
TIME TO WIN and Golden Boomerang Awards are designed to function as part of a unified ecosystem rather than separate competitions.
TIME TO WIN acted as a high-intensity entry point into the year. It helped re-engage our affiliate partners after the holiday season and encouraged a more sprint-based approach to performance, where teams actively test tools and strategies.
GBA, which follows immediately after, shifts the focus to long-term consistency and sustained results.
The connection between the two tournaments is also structural: participants from TIME TO WIN carry bonus points into the Golden Boomerang Awards. This creates continuity and rewards early engagement.
Overall, our goal is to build a system where affiliate partners stay engaged throughout the year – not just for short-term wins, but as part of a long-term collaboration.
8. If GBA is still running five years from now and has become exactly what you want it to be — what does that look like?
We would like the Golden Boomerang Awards to become a widely recognized and trusted benchmark within the affiliate industry. Already, we have serious reasons to believe that this goal will be achieved. These include growing interest from affiliate teams and participant numbers, increased media attention, and deeper engagement from the market.
A key focus going forward is trust. That’s why GBA is positioned as a performance-driven award, based on transparent data, a clear leaderboard, and measurable results.
Success would mean that winning the Golden Boomerang Awards is not just an achievement for the winner, but a meaningful professional marker within the industry.
Rather than competing directly with traditional awards, we aim to strengthen our niche as a highly practical, performance-based competition.
9. What would you say to an affiliate who is sitting on the fence right now, wondering whether GBA 2026 is worth their time and attention?
It’s worth approaching that question from a practical perspective. We all know that the affiliate marketing space is highly competitive. Staying passive in it can hardly be called a winning strategy. By participating in the Golden Boomerang Awards 2026, affiliate teams gain a structured opportunity to test their capabilities in a visible, high-pressure environment.
At the same time, the benefits are clear for all participants. For experienced affiliates, it’s a way to benchmark themselves against strong competitors and gain recognition. For newer players, it’s an opportunity to accelerate learning and better understand what high-level performance looks like.
There’s also value in being part of a professional community – exchanging experience, observing others, and staying aligned with market dynamics.
So the real question becomes not “is it worth it?”, but “what do you miss by not participating?” – especially in a year with this level of competition and opportunity.
The post Anton Eshtokin, Chief Marketing Officer at Boomerang Partners: Winning Golden Boomerang Awards is a meaningful professional marker within the industry appeared first on Americas iGaming & Sports Betting News.
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