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Sportradar Reports Strong Growth in Fourth Quarter and Full Year 2021

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Fourth quarter revenue grew 41% while full year 2021 revenue grew 39%, exceeding Company’s outlook
Annual revenue surpasses €500 million for the first time in Company’s history
Company projects solid annual revenue growth of 18% to 25% in fiscal 2022
Secured multiyear partnerships with NHL, NBA, ITF, ICC, UEFA, Bundesliga

Sportradar Group AG, a leading global technology company enabling next generation engagement in sports, and the number one provider of business-to-business solutions to the global sports betting industry, today announced financial results for its fourth quarter and full year ended December 31, 2021.

Full Year 2021 Highlights and Annual Outlook

  • Revenue for the full year of 2021 increased 39% to €561.2 million ($634.2 million)1 compared with the prior year, driven by strong growth across all business segments. Full year revenue exceeded the top end of the Company’s 2021 annual outlook range of €553 – €555 million.
  • Adjusted EBITDA2 for the full year of 2021 increased 33% to €102.0 million ($115.3 million)1 compared with the prior year. Full year Adjusted EBITDA exceeded the top end of the Company’s 2021 annual outlook range of €99.5 – €101.5 million.
  • Adjusted EBITDA2 for 2021 excluding Sportradar’s September 2021 Initial Public Offering (IPO) costs was €113.7 million ($128.5 million)1.
  • Adjusted EBITDA margin2 for 2021 was 18% compared with 19% for 2020. Excluding IPO costs, Adjusted EBITDA margin was 20% for 2021.
  • Strong Dollar-Based Net Retention Rate2 increased to 125% for fiscal 2021 compared with 113% for fiscal 2020 highlighting the continued success of the Company’s cross-sell and upsell strategy across its global customer base.
  • Cash and cash equivalents totaled €742.8 million as of December 31, 2021. Total liquidity available for use at December 31, 2021, including undrawn credit facilities was €852.8 million.
  • Sportradar extended multiyear partnerships with the National Hockey League (NHL), National Basketball Association (NBA), International Tennis Federation (ITF) and Bundesliga International, in addition to securing new deals with the International Cricket Council (ICC) and the Union of European Football Associations (UEFA). These deals reinforce Sportradar’s leadership as a trusted technology and data partner to the biggest leagues and federations around the world.
  • The Company provided an annual outlook for full-year 2022 for revenue and Adjusted EBITDA2. Revenue is expected to be in the range of €665.0 million to €700.0 million and Adjusted EBITDA2 is expected to be in the range of €123.0 million to €133.0 million. Please see the “Annual Financial Outlook” section of this press release for further details.

Fourth Quarter 2021 Highlights

  • Revenue in the fourth quarter of 2021 increased 41% to €152.4 million ($172.2 million)1 compared with the fourth quarter of 2020, driven by robust growth across all business segments.
  • Continued strong performance in the U.S. market with U.S. revenue increasing by 92% to €23.2 million ($26.2 million) 1 compared with the fourth quarter of 2020.
  • Adjusted EBITDA2 in the fourth quarter of 2021 increased 14.0% to €21.4 million ($24.2 million)1 compared with the fourth quarter of 2020.
  • Adjusted EBITDA margin2 was 14% in the fourth quarter of 2021, compared with 17% over the prior year primarily as a result of increased investment in content and technology, higher costs related to being a public company, as well as higher M&A costs.
  • Adjusted Free Cash Flow2 in the fourth quarter of 2021 decreased to (€22.5) million which resulted in a cash flow conversion2 of (105.1%) primarily as a result of additional interest from the Company’s senior secured term loan facility originating in November 2020, timing of sports data licensing payments to leagues, IPO related payments as well as higher costs associated with being a public company.

________________________
1 For the convenience of the reader, we have translated Euros amounts in the tables below at the noon buying rate of the Federal Reserve Bank of New York on December 30, 2021, which was €1.00 to $1.13.
2 Non-IFRS financial measure; see “Non-IFRS Financial Measures and Operating Metrics” and accompanying tables for further explanations and reconciliations of non-IFRS measures to IFRS measures.

Key Financial Measures

In millions, in Euros Q4 Q4 Change FY FY Change
2021 2020 % 2021 2020 %
Revenue 152.4 108.0 41% 561.2 404.9 39%
Adjusted EBITDA2 21.4 18.8 14% 102.0 76.9 33%
Adjusted EBITDA margin2 14.0% 17.4% 18.2% 19.0%
Adjusted Free Cash Flow2 (22.5) 7.1 14.5 53.5 (73%)
Cash Flow Conversion2 (105.1%) 37.5% 14.3% 69.6%

Carsten Koerl, Chief Executive Officer of Sportradar said: “I am very pleased with our strong results, which illustrate how well we are delivering on our operational and growth plans. Importantly, we have good momentum going into our next fiscal year. We are continuing to invest in content, technology and people that will allow us to deliver profitable growth in line with our goals.

Koerl continued, “We are particularly pleased about more than doubling our year-over-year revenues in the United States, which continues its explosive sports betting growth story. Sportradar has been a leader in this market since 2014, and we’re now seeing the results of our early investment. We continue to see the enormous opportunity as sports betting becomes an increasingly integral part of the media entertainment fabric in the U.S.

Segment Information

RoW Betting

  • Segment revenue in the fourth quarter of 2021 increased by 30% to €82.2 million compared with the fourth quarter of 2020. This growth was driven primarily by uptake in our higher value-add offerings including Managed Betting Services (MBS) and Live Odds Services, which increased by 74% and 26% respectively. MBS experienced record turnover3 and Live Odds grew as a result of higher volume of sports coverage.
  • Segment Adjusted EBITDA2 in the fourth quarter of 2021 increased by 58% to €45.7 million compared with the fourth quarter of 2020. Segment Adjusted EBITDA margin2 improved to 56% from 46% compared with the fourth quarter of 2020 driven by growth in higher margin products.
  • Full year 2021 revenue grew 32% to €309.4 million compared with the prior year of 2020. Full year Adjusted EBITDA2 increased 49% to €177.0 million. Full year 2021 Adjusted EBITDA margin2 improved to 57% from 51% in the prior year.

1 For the convenience of the reader, we have translated Euros amounts in the tables below at the noon buying rate of the Federal Reserve Bank of New York on December 30, 2021, which was €1.00 to $1.13.
2 Non-IFRS financial measure; see “Non-IFRS Financial Measures and Operating Metrics” and accompanying tables for further explanations and reconciliations of non-IFRS measures to IFRS measures.
3 Turnover is the total amount of stakes placed and accepted in betting.

RoW Audiovisual (AV)

  • Segment revenue increased in the fourth quarter of 2021 by 52% to €35.6 million compared with the fourth quarter of 2020.  This growth was primarily a result of increased volume of streaming services across all major sports.
  • Segment Adjusted EBITDA2 in the fourth quarter of 2021 increased by 77% to €9.9 million compared with the fourth quarter of 2020. Segment Adjusted EBITDA margin2 improved to 28% from 24% compared with the fourth quarter of 2020.
  • Full year 2021 revenue grew 32% to €140.2 million compared with the prior year of 2020. Full year Adjusted EBITDA2 increased 47% to €39.2 million. Full year 2021 Adjusted EBITDA margin2 improved to 28% from 25% in the prior year.

United States

  • Segment revenue in the fourth quarter of 2021 increased by 92% to €23.2 million compared with the fourth quarter of 2020. This growth was driven by our increased sales of U.S. Betting services as the underlying market and turnover3 grew. We also experienced strong adoption of our ad:s product, growth in U.S. Media and a positive impact from the acquisition of Synergy Sports.
  • Segment Adjusted EBITDA2 in the fourth quarter of 2021 decreased to (€7.6) million compared with the fourth quarter of 2020 primarily due to increased investment in the Company’s league and team solutions focused business. Segment Adjusted EBITDA margin2 decreased to (33%) from 11% compared with the fourth quarter of 2020 reflecting the aforementioned increased investment.
  • Full year 2021 revenue grew 108% to €71.7 million compared with the prior year of 2020. Full year Adjusted EBITDA2 decreased 38% to (€22.6) million. Full year 2021 Adjusted EBITDA margin2 improved to (32%) from (48%) in the prior year.

Costs and Expenses

  • Personnel expenses in the fourth quarter of 2021 increased by €12.7 million to €47.0 million compared with the fourth quarter of 2020 primarily resulting from additional hires in the Company’s product and technology organizations (2,959 FTE in the fourth quarter of 2021 vs 2,366 FTE in the fourth quarter of 2020).
  • Other Operating expenses in the fourth quarter of 2021 increased by €13.3 million to €27.2 million compared with the fourth quarter of 2020 mainly driven by higher travel and entertainment and marketing costs as pandemic restrictions eased, higher M&A costs as well as increased costs to implement a new enterprise resource planning (ERP) system.
  • Total Sport rights costs in the fourth quarter of 2021 increased by €8.8 million to €38.5 million compared with the fourth quarter of 2020, primarily resulting from a normalized schedule in sports such as NBA, NHL and MLB, as COVID-19 pandemic restrictions eased.

2 Non-IFRS financial measure; see “Non-IFRS Financial Measures and Operating Metrics” and accompanying tables for further explanations and reconciliations of non-IFRS measures to IFRS measures.
3 Turnover is the total amount of stakes placed and accepted in betting.

Fourth Quarter Business Highlights

  • Sportradar and the NBA announced an expansive multiyear partnership agreement that will see the NBA, Women’s National Basketball Association (WNBA) and NBA G League use Sportradar’s global and wide-ranging capabilities to grow U.S. operations, increase their international footprint and drive fan engagement. This new partnership begins with the 2023-24 NBA season and provides the NBA with an equity stake in Sportradar.
  • The Company extended its long-term partnership with Bundesliga International, a subsidiary of DFL Deutsche Fußball Liga, featuring a suite of AI-driven fan engagement tools which enable Genrmany’s top football league to better engage fans.
  • Sportradar also extended its partnership with Kambi, a leading global sports betting supplier. The deal reestablishes Sportradar as Kambi’s exclusive supplier of NBA, NHL, MLB, and college sports data in the US market.
  • Sportradar announced a new multi-year partnership with PointsBet, a premier global online gambling operator, that establishes Sportradar as PointsBet’s US supplier of choice for MLB, NBA, NHL, college football, and college basketball data.
  • Sportradar announced a partnership with UEFA’s as their exclusive authorized collector and distributor of data for betting purposes, as well as extending its role as UEFA’s official integrity partner. The Company secured this landmark agreement following UEFA’s first competitive tender process for its data distribution rights for betting purposes.
  • The Company strengthened its existing partnership with ITF with a three-year extension to serve as the ITF’s official data partner.
  • Sportradar was selected by the ICC making Sportradar its Official Data Distribution and Official Betting Live Streaming Partner. The partnership will create more opportunities for the ICC to engage with its fan base through Sportradar’s network of 1,000 media and sports-betting clients across 80 countries.
  • The Company underlined its commitment to protecting the integrity of sport with the launch of Universal Fraud Detection System (UFDS) free of charge. Sportradar Integrity services has utilized UFDS, to detect suspicious activity in 12 sports across more than 70 countries. Sportradar will begin delivering its UFDS bet monitoring service free of charge, to sports federations, sports leagues, and state authorities around the world, in its continued commitment to protecting the integrity of global sport and making the system accessible to all.
  • Sportradar announced significant high-profile hires to further strengthen its US team, including Andrew Bimson as North American Chief Operating Officer, Jim Brown as Head of Integrity Services & Harm Prevention and Rima Hyder as Head of Investor Relations.

Annual Financial Outlook

Sportradar is providing its outlook for fiscal 2022.

  • Revenue is expected to be in the range of €665.0 million to €700.0 million ($752.0 million to $791.0 million)1, representing growth of 18% to 25% over fiscal 2021.
  • Adjusted EBITDA2 is expected to be in the range of €123.0 million to €133.0 million ($139.0 million to $150.0 million) 1, representing growth of 21% to 30% over fiscal 2021.
  • Adjusted EBITDA margin2 is expected to be in the range of 18.5% to 19.0%, an improvement over the prior year.

1 For the convenience of the reader, we have translated Euros amounts in the tables below at the noon buying rate of the Federal Reserve Bank of New York on December 30, 2021, which was €1.00 to $1.13.
2 Non-IFRS financial measure; see “Non-IFRS Financial Measures and Operating Metrics” and accompanying tables for further explanations and reconciliations of non-IFRS measures to IFRS measures.

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G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship

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Welsh driver beats Ismael Fahssi by two points after a 12-round season running March 27 to May 28 with a $750,000 prize pool.

G2-backed Alpine Sim Racing driver Otis Lawrence has been crowned 2026 F1 Sim Racing World Champion after the season concluded on May 28.

The 2026 F1 Sim Racing World Championship ran from March 27 to May 28 and featured a $750,000 prize pool. Drivers representing Formula 1 teams competed across four events, starting with a live opener at DreamHack Birmingham.

The title was decided at the final event. Lawrence secured multiple race victories across 12 rounds and finished top of the standings.

Lawrence won the championship by two points ahead of Scuderia Ferrari HP Esports driver Ismael Fahssi. Reigning champion Jarno Opmeer of Oracle Red Bull Sim Racing placed third overall.

The post G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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“No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo”

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Com uma trajetória construída em grandes grupos globais de mídia, entretenimento e varejo digital, Andréa Curral chega ao Grupo Esportes Gaming Brasil para ocupar o cargo de Diretora de Marketing em um momento estratégico para o mercado brasileiro de apostas regulamentadas.

Após passagens por empresas como Privalia, Discovery e Warner Bros., a executiva assume o desafio de fortalecer o posicionamento institucional e a estratégia de marca das operações Esportes da Sorte, Onabet e Lottu em um cenário cada vez mais competitivo, regulado e orientado por experiência do consumidor.

Em meio ao amadurecimento do setor de iGaming no Brasil, temas como branding, jogo responsável, aquisição eficiente, reputação e conexão cultural ganham relevância crescente para operadoras que buscam crescimento sustentável e diferenciação de longo prazo.

Nesta entrevista exclusiva ao Gaming Americas, Andréa Curral fala sobre como sua experiência em mercados tradicionais contribui para a construção de marcas mais sólidas no iGaming, o papel do marketing na promoção do jogo responsável, os desafios de equilibrar branding e performance em um ambiente altamente dinâmico e as estratégias do Grupo EGB para ampliar presença durante grandes eventos esportivos e manifestações culturais no país.

Andréa, você construiu uma trajetória sólida em gigantes globais de mercados tradicionais como Privalia, Discovery e Warner Bros.
Como essa experiência em branding e experiência do consumidor contribui hoje para sua atuação no iGaming com o Grupo EGB?

Andréa Curral – O principal aprendizado que trago de empresas de mídia, entretenimento e varejo digital é que marcas sólidas não se sustentam apenas em grandes campanhas, mas em consistência, experiência e construção de relacionamento no longo prazo. No iGaming, isso é ainda mais relevante, porque a relação com o usuário passa diretamente por confiança, clareza e segurança.

No Grupo EGB, buscamos aplicar uma visão integrada entre branding, performance e experiência do consumidor.

Isso significa tratar conteúdo como um ativo estratégico, trabalhar comunicação com lógica editorial e segmentação inteligente, além de utilizar métricas e tecnologia para melhorar continuamente a jornada do usuário.

Minha experiência em ambientes altamente competitivos também contribui para equilibrar crescimento, posicionamento institucional e eficiência operacional em um momento de amadurecimento importante para o mercado brasileiro.

Diante do atual momento de consolidação do mercado regulado no Brasil, quais são os principais focos e diretrizes da sua diretoria para o posicionamento institucional das marcas do grupo, Esportes da Sorte, Onabet e Lottu, dentro desse novo cenário?

O cenário atual exige marcas mais claras, operações mais eficientes e uma relação mais consistente com o público. Nossa estratégia está estruturada em três pilares principais: diferenciação de portfólio, experiência do usuário e construção de reputação.

Esportes da Sorte, Onabet e Lottu possuem posicionamentos distintos dentro do grupo, isso reduz a sobreposição e fortalece a identidade de cada operação. Mas um pilar comum a toda nossa empresa é o jogo responsável. É nossa responsabilidade garantir um ambiente controlado e saudável para a diversão.

Somos uma empresa com DNA brasileiro e nossos contratos de patrocínio vão além da exposição de mídia. Incentivamos a cultura nacional, gerando experiências relevantes, que conectam as marcas a territórios de grande relevância popular, como esporte, entretenimento e cultura.

Ao mesmo tempo, o aumento do custo de aquisição torna essencial uma operação integrada entre marketing, produto, atendimento e retenção, sempre alinhada às diretrizes de jogo responsável e à regulamentação vigente.

O Grupo EGB enfatiza o compromisso com o “jogo responsável”.
Como o marketing pode atuar de forma prática na educação do apostador e na promoção de bem-estar, transformando essa diretriz em comunicação efetiva para o público?

Para nós, jogo responsável não pode ser tratado apenas como uma obrigação regulatória ou uma mensagem complementar de comunicação. Ele precisa fazer parte da experiência do usuário, da operação e da construção de reputação da companhia.

O marketing tem um papel importante nesse processo ao comunicar com clareza, evitar promessas irreais e contribuir para uma relação mais consciente do usuário com o entretenimento.

Isso envolve reforçar mensagens sobre limites, autocontrole, pausas e transparência nas regras.

Também acreditamos que comunicação responsável ajuda a fortalecer um ambiente mais seguro e sustentável para todo o ecossistema. No longo prazo, confiança e reputação são ativos fundamentais para qualquer marca que queira crescer de forma consistente no setor.

Em termos de estratégia de crescimento, como você equilibra construção de marca de longo prazo (branding) com performance de curto prazo em um setor altamente dinâmico e competitivo como o iGaming?

Hoje Branding e performance trabalham em conjunto, de forma absolutamente integrada, para que os resultados de crescimento sustentável não dependam apenas de aquisição. Por isso, trabalhamos uma operação orientada por métricas, dados e otimização contínua, sem perder a visão estratégica de longo prazo.

A construção de marca passa por coerência, qualidade da experiência, clareza de comunicação e consistência na entrega. Esse mecanismo de relacionamento cria comunidade e reforça a confiança do usuário na marca.

A Copa do Mundo é um dos momentos mais disputados pela atenção do público.
Como o Esportes da Sorte está estruturando sua estratégia de mídia, conteúdo e transmissões oficiais para garantir presença forte e multiplataforma durante o torneio?

A Copa representa um dos maiores momentos de mobilização do entretenimento esportivo, então estruturamos uma estratégia multiplataforma que combina mídia, conteúdo e experiências presenciais.

O Esportes da Sorte fechou o patrocínio oficial das transmissões da Copa no SBT e na N Sports, garantindo presença em TV aberta, streaming, canais digitais e propriedades online das emissoras. Essa entrega amplia frequência e alcance de marca ao longo do torneio.

Mas entendemos que presença de mídia sozinha não é suficiente. Por isso, trabalhamos campanhas institucionais que conectam entretenimento, cultura popular e engajamento emocional.

“Torça como um Corinthiano”, por exemplo, usa a relação histórica da torcida do Corinthians com o clube para resgatar a conexão do brasileiro com a Seleção. Já “Convoque” aposta em humor, fantasia e linguagem digital para ampliar diálogo com diferentes públicos.

Tudo isso é desenvolvido mantendo o compromisso com comunicação responsável e alinhada às diretrizes do setor.

Dentro desse ecossistema de marca e entretenimento, quais serão os principais desdobramentos das ações de rua e patrocínios locais durante os períodos de grande consumo esportivo, como a Copa do Mundo?

Para os grandes eventos esportivos, nossa estratégia combina presença multiplataforma com experiências de proximidade junto ao público.

O objetivo é fazer com que as marcas do grupo estejam inseridas de forma orgânica na rotina e nos espaços de convivência dos torcedores, conectando entretenimento, conteúdo e experiência de marca.

Além da presença em mídia e transmissões oficiais, vamos trabalhar ativações proprietárias e ações presenciais em diferentes regiões do país, sempre buscando fortalecer relacionamento, engajamento e conexão cultural com o público.

Essa atuação também conversa diretamente com a visão do Grupo EGB de transformar patrocínios em plataformas contínuas de experiência e conteúdo, indo além da exposição tradicional e construindo relevância de longo prazo para as marcas.

Além do futebol, o Grupo EGB também investe em grandes manifestações culturais e eventos populares, como Carnaval e festivais regionais.
Como essas ativações se conectam à estratégia global de marca e à construção de presença no território brasileiro?

Nossa estratégia de marca está muito conectada à cultura popular e aos grandes territórios de mobilização do público brasileiro. O esporte é um pilar importante, mas não é o único.

Hoje o grupo apoia iniciativas de grande relevância nacional, como o Galo da Madrugada, o Festival de Parintins e o Carnaval em diferentes capitais brasileiras.

Essas propriedades ajudam a ampliar a presença nacional, fortalecer relacionamento com diferentes comunidades e criar conexões mais orgânicas com o público.

Mais do que exposição, buscamos desenvolver projetos de longo prazo que integrem conteúdo, experiência e ativação local. Isso permite que os patrocínios deixem de funcionar apenas como mídia tradicional e passem a operar como plataformas de relacionamento e construção institucional das marcas.

The post “No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo” appeared first on Americas iGaming & Sports Betting News.

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How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System

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In the iGaming industry, bonuses and welcome packages are no longer a brand differentiator. At the same time, compliance pressure is growing, acquisition costs continue to rise, and player trust has become harder to earn — and easier to lose.

As a result, player feedback is becoming one of the industry’s most important operational signals — changing from “nice to have” to a necessary indicator.

According to RocketPlay’s internal research conducted in early 2026, more than 20% of players check review platforms before registering on a casino website. For many of them, community feedback now matters as much as bonuses or game selection.

This shift is changing the role of reviews entirely, as right now review platforms function as public diagnostics systems for operators — revealing where friction appears, how brands behave under pressure and whether communication feels fair when something goes wrong.

From rating to operational signal

For years, many operators treated reviews mainly as a reputation management task: answer complaints, improve ratings and move on.

Today, complaints often reveal operational weaknesses faster than internal dashboards. Delayed withdrawals, unclear bonus rules, verification issues or poor escalation logic usually become visible in player feedback first.

That is why more operators now treat complaint handling as an operational process, rather than a PR layer. Players expect speed, clarity and fairness: they want to understand what happened, why a decision was made and whether the operator is open to reassessing the case.

Currently, some brands are building complaint workflows around 3 key principles: speed, clarity and fairness. Automation helps prioritise sensitive cases and reduce friction, while final decisions remain human-owned — especially in Responsible Gaming situations or complex disputes.

One example of this approach can be seen in RocketPlay’s operational model. The platform applies this approach through a structured 2-stage resolution system that covers both internal complaint handling and external escalations via independent platforms. Instead of treating complaints as isolated support tickets, the company uses recurring player feedback to identify friction points, clarify mechanics and improve communication flows.

In 2025, they closed 100% public complaints across Casino Guru and AskGamblers, with no repeat complaints from the same player. Recurring themes from these cases are consolidated and turned into product priorities, so that the same issue does not reach the next player.

This approach has also been recognized by the industry. In 2026, RocketPlay was shortlisted at the Casino Guru Awards in the category “The Most Effective Handling of Complaints,” reflecting its focus on transparent communication and structured complaint resolution. RocketPlay also won “Innovator of the Year (Operator)” at The International Gaming Awards 2025 for its AI-driven support implementation.

Why speed alone is not enough

Fast responses still matter, but speed alone no longer defines good complaint handling. Players value transparency, contextual reasoning and communication that feels human

RocketPlay’s internal metrics show that around 95% of cases receive a first meaningful response within 24 hours, while approximately 90% are addressed within two hours. AI-powered chat and email automation additionally help resolve a significant share of repetitive requests without requiring agent intervention.

However, the company believes that automation only works when paired with explainability. A rigid “Terms-only” approach may technically protect the operator, but can still damage long-term trust if players feel ignored or unfairly treated.

What this means for operators in 2026

The broader lesson for the industry is clear: reviews are no longer just reputation management. They are operational input.

In 2026, the operators most likely to build sustainable trust will not necessarily be the ones with the largest bonuses or the most aggressive acquisition funnels. Instead, they will be brands capable of listening systematically, reacting transparently and treating player feedback as part of product development itself.

The industry is entering a phase where trust is becoming measurable in public — and increasingly, players are the ones defining what that trust actually looks like.

The post How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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