Latest News

Nueva Codere announces its CEO succession plan

Published

4 years ago

February 25, 2022

George Miller

Reading Time: 3 minutes

Vicente Di Loreto will step down from the CEO position, having completed both the operational transformation and financial restructuring of the Group and having reached an important personal milestone following an intensive professional career that has spanned 35 years.

The succession plan encompasses a transition period to be completed on June 30. From July 1, 2022, Alberto González del Solar and Alejandro Rodino, currently Retail COO and Chief Strategy & Corporate Areas Officer, respectively, will be appointed Co-CEOs of the Group.

From July 1, Di Loreto will continue his commitment to the Group as Board member and senior advisor to the management team.

Vicente Di Loreto, CEO of Codere Group since January 2018, has decided to gradually withdraw from his executive functions as CEO although will remain committed to the Group as Board member and senior advisor to the management team. This personal decision follows an intensive career spanning 35 year, most in an executive capacity, and will permit him to devote more time to his family and personal projects, while continuing to contribute his knowledge and experience to the Group in this new role.

In an orderly transition that, subject to shareholder approval, will be completed on June 30, Di Loreto will transfer his executive duties to Alberto González del Solar and Alejandro Rodino, both of whom will start to hold office as Co-CEOs on July 1, 2022.

“It has been an honour these last four years to be CEO of Codere Group. Alejandro, Alberto and I have been working together for many years and I am convinced that this new arrangement captures what is best for the Company. On completion of the restructuring, I have made a lifestyle decision and decided to pass on the baton of executive responsibility. This will allow me to have more time and flexibility, but my commitment to the project, the new board and the management team will remain intact in my new role as Director and senior advisor to the management”, declared Di Loreto.

Alejandro Rodino currently holds the position of Chief Strategy and Corporate Areas Officer. Previously he held the position of Retail COO for Spain and has been a key member of the executive team, with increasing responsibility for business operations and strategy. He has wide experience in the gaming industry and has been involved with Codere since 2003, either as a consultant or as an employee in various positions. He previously worked in investment banking, in several international assignments related to mergers and acquisitions, fund raising and strategic consultancy.

Alberto González del Solar has held the position of Retail COO since 2019. Before his current role he has been a key member of the executive team, assisting the previous Retail COO in Latin America, provisionally holding the position of IT and Platform Director and was part of the leading team implementing the Transformation Plan of the group. Previously, Mr. González del Solar managed the Argentinean business for several years, at a time when this business unit became the main EBITDA and cash contributor of the Group. Before joining Codere in 2005, he held management positions in several companies in Argentina.

Rodino and Gonzalez de Solar have worked closely together at Codere for over 15 years and have deep operational and strategic experience, both of the Group and the markets in which it operates. They are currently leading on the preparation of the Business Plan 2022-2026, which is under discussion with the Board and shortly to be finalized.

Christopher Bell, non-executive Chairman of Nueva Codere, explains: “Under the leadership of Vicente Di Loreto, the Company has achieved both an operational transformation and financial restructuring in extremely challenging circumstances. He has put all the pieces in place to allow the business return to growth after two years of pandemic. We are grateful for his achievements and fully support his decision, convinced that from his new position of responsibility he will continue to contribute knowledge and experience of great value to the Group. Alejandro Rodino and Alberto González del Solar are two professionals with in-depth knowledge of the industry and renowned throughout the Company, within which they have been cooperating from several positions of responsibility for more than 15 years. During the time we have spent together, we have been able to confirm their commitment and performance and I am excited and honored to be leading a business with a management team of this caliber and strength in depth”.

Betting

LEON Esports announces partnership with GamerLegion’s CS2 team

Published

3 minutes ago

October 23, 2025

Zoltan Tundik

leon-esports-announces-partnership-with-gamerlegion’s-cs2-team

Reading Time: < 1 minute

LEON Esports is excited to announce a new partnership with GamerLegion’s Counter-Strike 2 team — a leading German esports organization ranked among the top 15 teams in the world, renowned for its consistent top-tier performances.

This collaboration marks a new chapter for LEON Esports, as the brand continues to expand its presence in competitive gaming. Over the years, LEON has become an active force in esports — supporting professional teams and hosting its own tournaments across titles like CS2, Dota, Free Fire and Deadlock.

Together with GamerLegion, LEON Esports aims to bring even more action and engagement to fans — with exclusive offers, special markets, social media giveaways, and more challenges made for true esports and betting enthusiasts.

This partnership follows LEON’s successful collaborations with other major esports organizations such as SAW (Portugal), FlyQuest (Australia), and NFA (Brazil) — strengthening its position as one of the key players in the global esports scene.

Get ready for the next level — follow the action on our channels:

LEON Esports Linktree

The post LEON Esports announces partnership with GamerLegion’s CS2 team appeared first on European Gaming Industry News.

Compliance Updates

SuperPot, the Unique Sports Betting Jackpot, Now Available in the UK

Published

1 hour ago

October 23, 2025

George Miller

superpot,-the-unique-sports-betting-jackpot,-now-available-in-the-uk

Reading Time: 2 minutes

Delasport’s groundbreaking sports betting jackpot game, SuperPot, has received full certification from GLI in the UK. With this authorization, SuperPot becomes a one-of-a-kind, dedicated Sportsbook Jackpot solution on the British market.

The news comes just days after the revolutionary solution became certified for Ontario and marked its debut integration there and soon will go live with several brands in the market. SuperPot gives players the chance to predict the outcomes of major sporting fixtures.

Each ticket purchase contributes to a growing jackpot, and the winner is the one with the most correct picks – even without a perfect score. This “Must-Win” mechanic sets the product apart from traditional sportsbook offerings, appealing both to sports bettors seeking new thrills and casino players looking for an accessible entry point into sports wagering.

Advantages for UK Operators

SuperPot introduces an always-awarded must-win mechanic: each round’s pot is paid to the top predictor – players compete against their peers, and the most correct predictions win. This sets it apart from The Tote and free-to-play predictors and broadens appeal beyond horse racing into football, basketball, American football, and ice hockey. UK operators gain an assured strong turnover margin, while players benefit from a guaranteed payout to someone every round.

In addition, licensed operators in the UK, SuperPot represents a new way to grow engagement and extend player lifecycles, while securing stable margins from turnover without added exposure.

“Securing approval in the UK marks a major step forward for us,” said Delasport’s Global Sales Director Reece Calderbank. “SuperPot blends the excitement of jackpots with the passion for sports, offering players an easy-to-understand, highly rewarding experience. It’s designed to stand out in a mature and competitive market and ensure risk-free high margin for Operators.”

Market Outlook

The UK gambling market remains one of the largest and most established worldwide. According to the UK Gambling Commission, the total Gross Gambling Yield (GGY) in iGaming for April 2023–March 2024 reached £6.9 billion, with online Sports betting accounting to £2.4 billion GGY, driven primarily by football and horse racing.

The Tote pools enjoy durable racing liquidity is growing year by year to hundreds of millions and SuperPot gives operators that same mass-appeal mechanic as a paid, must-win product they control and extend it to additional sports and to new segments of players.

Industry research indicates that the UK sports betting market is forecast to grow at a CAGR of 11.4% between 2025 and 2030. Meanwhile, quarterly reporting from the Gambling Commission shows continued growth: in Q1 2025, online GGY rose 7% year-on-year to £1.45 billion, with record levels of active accounts and betting activity.

In such a competitive environment, a product like SuperPot has the potential to deliver an incremental ~2% revenue boost for operators who adopt it, further differentiating their sportsbook offering in the UK’s crowded marketplace.

The post SuperPot, the Unique Sports Betting Jackpot, Now Available in the UK appeared first on European Gaming Industry News.

Dominic Le Garsmeur Chief Product Officer at Fincore

How to get your product roadmap moving

Published

1 hour ago

October 23, 2025

George Miller

Reading Time: 3 minutes

Dominic Le Garsmeur, Chief Product Officer at Fincore, says product roadmaps often stall, but they don’t need to. Not if operators and suppliers design for adaptability and build on the right foundations.

Why do product roadmaps usually stall?

Product roadmaps are full of ambition – and rightly so. They capture bold ideas and big strategic bets; they’re the blueprint for the future of the business. But even the best plans can stall before they deliver real impact.

There are plenty of reasons. From shifting regulations to legacy tech, overloaded teams, or unclear ownership. The most damaging is outdated technology. Technical debt eats up development capacity, forcing teams to spend their time firefighting stability instead of building the next feature.

Fragmented ownership is another killer. When product, tech, compliance and ops aren’t aligned, there’s no shared direction. Work keeps moving, but what ships isn’t aligned to real needs—busy output rather than product that drives results.

What impact does regulation have on product roadmaps?

Regulation can force teams to switch focus, diverting resources from innovation to compliance. When every sprint turns into a regulatory emergency, progress halts.

That said, regulation doesn’t have to kill innovation. If an organisation designs for adaptability — with modular systems and clean architecture — it can absorb regulatory change without derailing strategic goals.

If a product roadmap stalls, what should operators and suppliers do?

Don’t wait for the perfect moment. Create forward motion now. At Fincore, we see four core tactics that make the difference:

1. Start with outcomes. Work backwards from the results you need, then design the tech strategy and architecture to deliver them.
2. Modernise surgically. Target the real bottlenecks — technical or procedural — and fix what unlocks the most progress first. Our modular IP components can be integrated quickly to deliver visible gains.
3. Automate with intent. Introduce automation where it frees up people and accelerates throughput.
4. Partner for momentum. Choose a partner that embeds with your teams. Not as a consultant, but as part of your delivery engine. That’s how we operate at Fincore: hands-on, aligned, and built to move things forward without disruption.

How can organisations prevent their product roadmaps from stalling in the first place?

Prevention starts with intent. Build your roadmap around adaptability, not just speed.

That means aligning tech strategy with business goals and reviewing that alignment often. Design systems for interoperability and flexibility, not minimum viable survival. Prioritise foundations such as clean data, seamless integrations and real-time monitoring. Deliver in tight loops to stay responsive and realistic.

When you do that, momentum accelerates. Teams move faster, releases land cleaner, and regulatory shifts stop being roadblocks. They just get handled.

What are the benefits of a product roadmap firing on all cylinders?

Momentum changes everything.

New features, channels and jurisdictions go live faster, without the drag of platform instability. Teams feel energised, focused, and proud of what they’re shipping. Regulatory changes stop being crises. Innovation becomes continuous.

And with that rhythm comes confidence across departments, across leadership, across the entire organisation. Everyone can see and feel progress.

How does Fincore help operators achieve this?

We don’t just unstick roadmaps. We build systems that keep them moving.

That starts with stabilising architecture and clearing technical debt. Then we go deeper: modernising code, streamlining processes, and aligning culture around delivery. Our modular software toolkit accelerates progress without risk. Clean integrations, real-time data, and automation that scales.

We embed alongside internal teams, taking ownership of outcomes and shipping value fast. The result? Sustainable momentum.

Unlocking a roadmap isn’t just about fixing delivery. It’s about reigniting progress and keeping it burning. Clean builds. Confident teams. Continuous flow. That’s progress done right.

The post How to get your product roadmap moving appeared first on European Gaming Industry News.