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Statement by the Board of Directors of LeoVegas in relation to the public offer from MGM

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The Board of Directors of LeoVegas unanimously recommends the shareholders of LeoVegas to accept the public offer from MGM of SEK 61 in cash per share.

This statement is made by the Board of Directors[1] of LeoVegas AB (publ) (the “Company” or “LeoVegas”) pursuant to Rule II.19 of the Nasdaq Stockholm Takeover Rules (the “Takeover Rules”).

Background
MGM Casino Next Lion, LLC, a wholly owned indirect subsidiary of MGM Resorts International (“MGM”), has today announced a public offer to the shareholders of LeoVegas to transfer all of their shares in LeoVegas to MGM for a consideration of SEK 61 in cash per LeoVegas share (the “Offer”). The total value of the Offer corresponds to approximately SEK 5,957 million[2]. The price of SEK 61 per share in the Offer will not be increased.

The Offer represents a premium of:
·         approximately 44.1 per cent compared to the closing price of SEK 42.32 of LeoVegas shares on Nasdaq Stockholm on 29 April 2022, which was the last trading day prior to the announcement of the Offer;

·         approximately 57.6 per cent compared to the volume-weighted average trading price of SEK 38.70 of LeoVegas shares on Nasdaq Stockholm during the last 30 trading days prior to the announcement of the Offer; and

·         approximately 76.5 per cent compared to the volume-weighted average trading price of SEK 34.56 of LeoVegas shares on Nasdaq Stockholm during the last 180 trading days prior to the announcement of the Offer.

The acceptance period for the Offer is expected to commence on or around 3 June 2022 and expire on or around 30 August 2022.

Completion of the Offer is conditional upon, inter alia, that the Offer is accepted to such an extent that MGM becomes the owner of shares representing more than 90 per cent of the outstanding shares in LeoVegas (on a fully diluted basis), as well as all regulatory, governmental or similar clearances, approvals and decisions necessary to complete the Offer, including approvals and clearances from competition authorities, being obtained, in each case on terms which, in MGM’s opinion, are acceptable. MGM has reserved the right to waive the conditions for completion of the Offer. The Offer is not conditional upon financing. MGM has stated that it will not increase the price of SEK 61 in the Offer. By this statement, MGM cannot, in accordance with the Takeover Rules, increase the price in the Offer.

The Board of Directors of LeoVegas has given consent to MGM to offer a management incentive plan for certain key employees of LeoVegas and notes that MGM has obtained a statement from the Swedish Securities Council (Sw. Aktiemarknadsnämnden) confirming that the proposed incentive plan is compatible with the Takeover Rules (Ruling 2022:16).

The Board of Directors of LeoVegas has, at the written request of MGM, permitted MGM to carry out a due diligence review of LeoVegas in connection with the preparation of the Offer. With the exception of information that was subsequently included in LeoVegas’ Q1 report for 2022, MGM has not been provided with any inside information regarding LeoVegas in connection with the due diligence review.

MGM has obtained irrevocable undertakings to accept the Offer from the Company’s largest shareholder and Chief Executive Officer, Gustaf Hagman, and certain other shareholders[3]. Gustaf Hagman has undertaken to tender 8,050,000 shares (8.2 per cent of the outstanding shares in LeoVegas), and other shareholders have undertaken to tender a total of 6,909,281 shares in LeoVegas (7.1 per cent). Accordingly, irrevocable undertakings to accept the Offer from shareholders representing in total 14,959,281 shares (15.3 per cent) have been obtained. The irrevocable undertakings apply irrespective of whether a higher competing offer is made. The irrevocable undertakings will terminate if the Offer is not declared unconditional on or before 31 October 2022. In addition, Torsten Söderberg, who is also a Board member of LeoVegas, has stated that he is very supportive of the Offer. Torsten Söderberg and family owns 4,533,861 shares in LeoVegas (4.6 percent).

SEB Corporate Finance (“SEB”) is acting as financial adviser and Cederquist is acting as legal adviser to LeoVegas in connection with the Offer.

Process conducted by the Board of Directors
In parallel with other interested third parties contemplating public tender offers, MGM contacted LeoVegas in December 2021. The Board of Directors engaged SEB to lead the process of evaluating other parties’ interest for the Company. In February 2022, MGM submitted a non-binding offer letter to the Board of Directors of LeoVegas indicating an interest to pursue with a public offer subject to, inter alia, a satisfactory due diligence review and the Board of Directors of LeoVegas recommending the shareholders to accept the offer from MGM. The Board of Directors gave MGM permission to conduct a due diligence review. As instructed by the Board of Directors, SEB entertained parallel processes with other interested parties in the interest of creating maximum value for the shareholders in LeoVegas. Following further negotiations with the Board of Directors and SEB, MGM increased its non-binding offer, to a price level other interested parties could not match, in order to receive a recommendation from the Board of Directors.

The Board of Directors’ recommendation
In its evaluation of the Offer, the Board of Directors has taken a number of factors into account which the Board of Directors deems relevant. These factors include, but are not limited to, the Company’s present strategic and financial position and the Company’s expected potential future development and thereto related opportunities and risks.

The Board of Directors notes that the Offer represents a premium of approximately 44.1 per cent compared to the closing price of SEK 42.32 of the Company’s share on Nasdaq Stockholm on 29 April 2022, which was the last trading day before the announcement of the Offer, and a premium of approximately 57.6 per cent and 76.5 per cent respectively, compared to the volume-weighted average share price for the Company’s share on Nasdaq Stockholm during the last 30 and 180 trading days, respectively, prior to the announcement.

As noted above, LeoVegas has received several indications of interest or non-binding offers concerning a potential tender offer. MGM’s offer is, in the assessment of the LeoVegas Board of Directors, the superior offer from the perspective of the shareholders. The LeoVegas Board of Directors has investigated and considered market and industry trends, and certain strategic alternatives available to LeoVegas. Such alternatives included, but were not limited to, remaining an independent listed company with a possible listing in the USA. The LeoVegas Board of Directors has also considered the risks and uncertainties associated with such alternatives.

LeoVegas operates in an industry which is characterised by, inter alia, high innovation pace, new regulation and consolidation. In this context, the Board of Directors believes that the industrial logic and strategic fit between LeoVegas and MGM is attractive and should serve both the company and its employees well in the future.

The Board of Directors further notes that LeoVegas’ largest shareholder and Chief Executive Officer Gustaf Hagman and certain other shareholders, representing in aggregate 15.3 per cent of the outstanding shares and votes in the Company, have entered into undertakings to accept the Offer, subject to certain conditions, irrespective of whether a higher competing offer is made. In addition, Torsten Söderberg, who is also a Board member of LeoVegas and together with family owns 4.6 per cent of the outstanding shares, has stated that he is very supportive of the Offer.

As part of the Board of Directors’ evaluation of the Offer, the Board of Directors has engaged BDO to issue a so-called fairness opinion regarding the Offer, see Appendix 1. According to the fairness opinion, the Offer is fair to LeoVegas’ shareholders from a financial point of view (subject to the assumptions and considerations set out in the fairness opinion).

Under the Takeover Rules, the Board of Directors shall, based on the statements made by MGM in the Offer press release issued earlier today, present its opinion regarding the impact that the implementation of the Offer will have on LeoVegas, particularly in terms of employment, and its opinion regarding MGM’s strategic plans for LeoVegas and the effects it is anticipated that such plans will have on employment and on the places in which LeoVegas conducts its business. In this respect, the Board of Directors notes that MGM has stated that “MGM values the skills and talents of LeoVegas’ management and employees and intends to continue to safeguard the excellent relationship that LeoVegas has with its employees. Given MGM’s current knowledge of LeoVegas and in light of current market conditions, MGM does not intend to materially alter the operations of LeoVegas following the implementation of the Offer, subject, of course, to MGM’s continued regulatory review. There are currently no decisions on any material changes to LeoVegas’ or MGM’s employees and management or to the existing organization and operations, including the terms of employment and locations of the business”. The Board of Directors assumes that this description is correct and has no reason to take a different view in this respect.

Based on the above, the Board of Directors unanimously recommends the shareholders in LeoVegas to accept the Offer.
This statement shall in all respects be governed by and construed in accordance with Swedish law. Disputes arising from this statement shall be settled exclusively by Swedish courts.

The information in the press release is information that LeoVegas is obliged to make public pursuant to the EU Market Abuse Regulation and the Takeover Rules. The information was submitted for publication, through the agency of the contact person set out above, at 08.00 CEST on 2 May 2022.


[1] The Board member Torsten Söderberg and the Company’s largest shareholder and Chief Executive Officer Gustaf Hagman have not participated in the Board’s evaluation of or discussions regarding the Offer due to conflict of interest.
[2] Based on 97,652,970 outstanding shares in LeoVegas, which excludes 4,000,000 treasury shares held by LeoVegas. In the event that LeoVegas should pay any dividend or make any other value transfer prior to the settlement of the Offer, the price per share in the Offer will be reduced correspondingly.
[3] LOYS AG: 3,259,281 shares (3.3 per cent). Robin Ramm-Ericson: 2,250,000 shares (2.3 per cent). Pontus Hagnö: 1,000,000 shares (1.0 per cent). Gilston Invest AB: 400,000 shares (0.4 per cent).

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G Gate Awards 2026

N1 Partners in Three G Gate Awards Nominations

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N1 Partners has been shortlisted for the G Gate Awards 2026 in three categories. Following the first round of voting, N1 Partners remains in the race for victory in the following nominations:

  • iGaming Advertiser of the Year
  • PR Campaign of the Year
  • Event of the Year

Reaching the final stage of the G Gate Awards 2026 reflects N1 Partners’ key achievements over the past year, including the growth of its affiliate program and product portfolio, the launch of the N1 Puzzle Promo with a €500,000 prize pool, and the organisation of the “Because We Can” Grand Final during iGB Affiliate Barcelona.

The second and final voting round is now open and will run until June 22. The winners of the awards will be determined at this stage, and every vote counts.

How to Vote for N1 Partners

Supporting N1 Partners in the final round takes just a few clicks:

  1. Visit the G Gate Awards website.
  2. Select N1 Partners in the following categories:
    • iGaming Advertiser of the Year
    • PR Campaign of the Year
    • Event of the Year
  3. Click the “Vote” button.
  4. Enter your phone number.
  5. Confirm your vote via the incoming call or Telegram verification code.

Support N1 Partners at the G Gate Awards!

Each of these nominations reflects the work of the N1 Partners team, the trust of our partners, and the support of a community that continues to grow alongside the company.

There is not much time left until the final voting stage closes.

Your vote is very important — thank you for the support!

Why work with N1 Partners

  • 14+ casino and sportsbook brands with high Reg2Dep 
  • 10+ Tier-1 GEOs
  • CPA up to €700 and RevShare up to 55% + NNCO for top partners

Be number one with N1!

The post N1 Partners in Three G Gate Awards Nominations appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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N1 Partners x RAZE Case: ROI+ in Canada within 3 Days

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Gambling traffic in Tier-1 markets rarely forgives mistakes. Especially when it comes to Facebook, where CPM costs are high, auction volatility is significant, and testing is expensive.

This was exactly the challenge the RAZE team faced when entering the Canadian market together with N1 Partners in spring 2026. The goal of the campaign was not just volume — the team needed to find a setup capable of maintaining FTD quality, preserving ROI, and scaling in one of the most expensive iGaming GEOs on the market.

In this case study, N1 Partners and RAZE will explain:

  • why only 2 out of 10 tested slots remained profitable;
  • how the acquisition strategy for Tier-1 Facebook was built;
  • how the N1 Partners funnel influenced conversion rates;
  • and what helped maintain ROI during scaling.

Initial Data

GEO: Canada

Vertical: Gambling (iGaming)

Traffic type: Facebook (PWA) 

Campaign period: April, 20 – May, 8 

Goal: FTD + ROI

Volume (FTD): ~300 deposits

N1 Partners brands: N1 Bet, RollXO, Slot Lounge, Slot Mafia, Lucky Hunter, Retro Bet и Goldex Casino

N1 Partners comment: At the start, we decided not to limit ourselves to a single brand and tested seven brands simultaneously to identify combinations with the highest conversion rates and profitability for the RAZE team’s approach. This allowed us to collect a larger data sample and thoroughly analyse traffic behaviour across our brands.

The main challenge remained traffic quality. In Tier-1 GEOs, generating deposits alone is not enough — it is crucial to understand how traffic performs over time and how players behave after making their first deposit.

Additionally, RAZE had limited historical data on running N1 offers in Canada, which created uncertainty regarding which approach, slot, and “creative + funnel” combination would deliver the best projected ROI.

Why Canada?

Canada was chosen as one of the most stable Tier-1 GEOs for the gambling vertical due to its highly solvent audience, large Facebook traffic volume, and consistent demand within the niche.

Another factor was the state of the Facebook auction. During the campaign period, competition in Canada was lower than in several other English-speaking GEOs, allowing for more comfortable CPMs and faster scaling of successful setups.

However, along with volume came the primary Tier-1 challenge — the high cost of mistakes. As a result, the team deliberately avoided a single-offer strategy and opted for broad testing instead.

RAZE Strategy

Facebook PWA is the core traffic source and key media-buying specialization for the RAZE team.

To begin, the team requested a list of top-performing slots for Canada from N1 Partners and analyzed them using spy tools: which approaches were already active in the auction, what mechanics competitors were using, and which creatives were generating the highest CTR.

N1 Partners comment: Along with a list of top-performing slots, the RAZE team received recommendations regarding Canadian audience specifics, target metrics, and minimum data thresholds required to evaluate traffic quality from N1 Partners. This enabled RAZE to build tests based on advertiser-focused metrics rather than operating blindly.

A custom funnel featuring N1 Partners bonuses was also created.

At the same time, three optimisation models were launched:

  • Auto Bid
  • Min CPA Cap (when triggered, budgets were aggressively scaled up to ~$10,000+ for optimal delivery)
  • Max Bid

The primary goal was to quickly determine which model provided the best buying control and allowed Facebook’s algorithm to learn most effectively under expensive Tier-1 traffic conditions.

N1 Partners’ involvement extended beyond simply providing offers and slots.

N1 Partners comment: In addition to recommendations regarding top slots and audience specifics, it was important for us to evaluate how partner traffic interacted with different brands. Therefore, from the very beginning, we established profitability benchmarks and KPIs that became our key reference points after the first tests.

One of the main characteristics of Tier-1 Facebook traffic was its inconsistency even within high-quality traffic segments. Because of this, campaigns could not be evaluated too early — the algorithm needed sufficient time to accumulate data.

This later became one of the key factors behind the campaign’s success.

RAZE Strategy Analysis

At launch, the RAZE team tested 10 slots from N1 Partners. The slots were analyzed through spy tools to determine which creatives were running and which approaches were currently trending.

After evaluating the feasibility of each approach, the team selected 2 slots and developed custom creatives based on identified patterns.

However, initial tests revealed that most hypotheses were not economically viable.

Only two slots from the N1 Bet brand remained profitable:

  • Gates of Olympus 1000
  • Coin Volcano

 

Examples of Coin Volcano creatives that were used

Approaches That Worked and Why

The Coin Volcano funnel delivered the best results in terms of the traffic-to-FTD conversion path.

N1 Partners comment: From the N1 product side, this performance was further supported by the funnel structure itself: users were sequentially presented with a welcome bonus, available payment methods, and the most popular games for their region.

On the N1 Partners side, the team evaluated not only the final number of deposits but also the efficiency of the entire funnel. Average campaign performance reached 39.83% for Click-to-Registration (Click2Reg) and 37.99% for Registration-to-Deposit (Reg2Dep). This made it possible to identify specific buyer–creative–product combinations with strong potential for further scaling.

As a result, users understood the offer faster and the overall setup became more cohesive. This is especially important in Tier-1 GEOs, where the cost of mistakes at every stage is significantly higher.

      

PWA and landing page design featuring the advertiser’s bonus offer

N1 Partners comment: One of the key success factors was a properly structured funnel. The landing page focused exclusively on essential information and guided users through a clear post-registration flow: a welcome bonus as the primary hook, payment methods, top regional games, and continued interaction with the product.

Additionally, the N1 Partners team continuously monitored page loading speed and technical landing page performance to minimise traffic losses before registration.

Creatives and Approaches

During testing, the team experimented with several approaches:

  • video creatives
  • reaction-style scenarios
  • offline casino aesthetics
  • classic static ads

However, nearly all complex approaches underperformed compared to simple static creatives.

The best-performing setups were the most straightforward combinations: slot + bonus + winnings + clear CTA.

Static creatives offered lower installation costs, enabling faster offer changes, slot rotation, and testing of new angles without rebuilding production assets from scratch. As a result, most of the budget was ultimately shifted toward static creatives.

Scaling and Optimization

Initially, the team tested three acquisition models simultaneously: Auto Bid, Min CPA Cap, and Max Bid. The primary focus was not only deposit cost but also FTD quality, which meant decisions were made only after collecting sufficient data.

Working Approaches

    • Min CPA Cap + aggressive scaling.
      Once a stable CPA was achieved, budgets were increased aggressively, reaching approximately $10K in some cases. This allowed the team to capture volume while maintaining ROI.
  • GEO segmentation.
    English-speaking provinces with lower CPMs delivered the strongest performance.
  • Time-based optimisation.
    Most conversions occurred during evenings and weekends, so budgets were allocated more aggressively during those periods.
  • Delayed campaign evaluation.
    Traffic quality improved after 30-40 deposits, so campaigns were not shut down prematurely. N1 Partners analytics played a major role here.
    The product team analysed performance by individual buyers and setups, allowing them to assess traffic quality more deeply than standard CPA or initial deposit metrics and provide timely recommendations regarding scaling or stopping campaigns.
N1 Partners comment: Across numerous tests, we observed that campaigns generating 40+ FDs were significantly more likely to deliver stable profitability. Prematurely stopping campaigns with limited volume often resulted in shutting down potentially strong setups before the algorithm had fully learned.

At the same time, aggressive scaling only worked for proven setups. Increasing budgets too early caused CPM and CPA to rise faster than the volume of quality deposits.

N1 Partners comment: Before launch, we established the following profitability benchmarks:

  • Week 1 → >30% DepSum/Payout
  • Week 2 → >45%
  • Week 3 → >50–55%
  • Week 4 → >65–70%

Average deposit count: from 2.2.

Players with only one deposit: no more than 70%.

This enabled us, as the advertiser, to receive traffic of the required quality while allowing the partner to maintain profitability during scaling.

Where Profit Was Lost

  • Only 2 out of 10 tested slots remained profitable, meaning part of the budget was spent on ineffective tests.
  • Video and reaction-based approaches lost to simple static creatives featuring slots and bonuses.
  • Premature scaling of weak ad sets increased CPM and CPA without improving FTD quality.
  • Some campaigns were stopped before Facebook had enough time to complete its learning phase.

Campaign Results

Over 18 days, the team achieved:

  • FTD Volume: ~300 deposits
  • Traffic: 2,659 installs
  • CTR: 0.9–1%
  • CPC: $2.5–4
  • CPA: $140–156
  • Best Optimization Model: Min CPA Cap + aggressive budget scaling

Positive ROI was achieved as early as the third day of traffic acquisition.

After the first 30 deposits, the team stabilized at approximately 30 daily FTDs and, on some days, reached up to 50 deposits despite account bans and market turbulence.


Ad Account #1


Ad Account #2

Day 1 of Ad Campaign

Day 3 of Ad Campaign

One of the key success factors from the N1 Partners side was the continuous feedback exchange between the media-buying and product teams.

N1 Partners comment: Simply acquiring players is not enough. For long-term cooperation, traffic profitability must work for both the advertiser and the buying team. Regular feedback and in-depth traffic analysis by buyer and setup enabled us to quickly determine which campaigns truly deserved scaling.

Case Takeaways

The RAZE × N1 Partners case once again proved that in Tier-1 markets, finding a strong creative or a winning slot alone is no longer enough.

Success comes only when several factors work together:

  • strong Facebook media buying;
  • deep traffic quality analytics;
  • an effective product funnel;
  • continuous data exchange between partner and advertiser;
  • scaling only validated setups.
N1 Partners comment: Even before launch, both teams established unified traffic quality criteria and scaling benchmarks. This approach accelerated decision-making, eliminated subjective evaluations, and helped focus on setups that were profitable for both parties.

FAQ: RAZE x N1 Partners Case Study

1. What was the main insight of the campaign?

The main insight was that in Tier-1 GEOs, you cannot rely solely on creatives or bidding. Canadian traffic is expensive, and if your funnel fails to meet user expectations, you start losing money.

We succeeded through a comprehensive approach: we took top-performing slots from the advertiser, validated them using spy tools, filtered out weak hypotheses through testing, built a custom funnel around a specific slot, and only then began scaling.

Ultimately, we realised that the right funnel can be just as important as the creative itself. It directly impacts FTD quality and overall profitability. “— Artem Mayskiy, Team Lead at Media Buying, RAZE.

2. What surprised you during launch?

What surprised us was how traffic quality improved with scale. Initial deposits do not always provide an objective picture: campaigns may appear unstable, CPA fluctuates, and at that point the temptation to stop everything is very strong.

However, traffic quality turned out to be better than expected. After 30-40 deposits, it became clear that the algorithm was finding the right audience much more effectively. That was a very important signal for us.” — Artem Mayskiy, Team Lead at Media Buying, RAZE.

3. What is scalable from this campaign and what is not?

From the advertiser’s perspective, it is crucial to monitor profitability benchmarks and quickly disable underperforming traffic. Before launch, we agreed with our partner on minimum acceptable traffic thresholds and adhered to them.

The percentage of players making only a single deposit (without repeats) could not exceed 70%. By strictly following these metrics during testing, we received traffic of the quality we required as an advertiser, while the partner maintained profitability.” — Alexey Gusarov, Team Lead of Affiliates, N1 Partners.

4. One piece of advice for affiliates and the market.

Don’t stop campaigns too early. Keep driving installs and determine your acceptable deposit and install costs. This allows you to evaluate any funnel objectively and make informed decisions rather than guessing. It’s also important not to spread yourself too thin.

We tested 10 slots, but only 2 remained in active use. Growth started when we stopped distributing budget across numerous hypotheses and focused on setups that had already demonstrated proven audience interest.

It’s better to fully optimise one working funnel than to superficially test ten.” — Artem Mayskiy, Team Lead at Media Buying, RAZE.

It’s important not only to monitor your own metrics as an advertiser but also to understand your partner’s needs.

Everyone talks about win-win relationships between advertisers and media-buying teams, but in practice, this only works when both sides genuinely understand each other’s objectives and make decisions based on overall traffic economics rather than isolated metrics.

This approach is exactly what allowed the team to become profitable by the third day and maintain stable volume in one of the market’s most expensive GEOs.”Alexey Gusarov, Team Lead of Affiliates, N1 Partners.

Subscribe to the RAZE team on Telegram, where they share fresh case studies, campaign results, proven setups, and scaling insights based on real-world experience rather than theory.

Work with N1 Partners and scale gambling traffic alongside a team that helps build long-term profitable setups:

  • 14+ casino and sportsbook brands with strong Reg2Dep performance
  • 10+ Tier-1 GEOs
  • CPA up to €700 and RevShare up to 55% + NNCO for top partners

Be Number One with N1!

The post N1 Partners x RAZE Case: ROI+ in Canada within 3 Days appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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G Gate Awards 2026

N1 Partners in Three G Gate Awards Nominations

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N1 Partners has been shortlisted for the G Gate Awards 2026 in three categories. Following the first round of voting, N1 Partners remains in the race for victory in the following nominations:

  • iGaming Advertiser of the Year
  • PR Campaign of the Year
  • Event of the Year

Reaching the final stage of the G Gate Awards 2026 reflects N1 Partners’ key achievements over the past year, including the growth of its affiliate program and product portfolio, the launch of the N1 Puzzle Promo with a €500,000 prize pool, and the organisation of the “Because We Can” Grand Final during iGB Affiliate Barcelona.

The second and final voting round is now open and will run until June 22. The winners of the awards will be determined at this stage, and every vote counts.

How to Vote for N1 Partners

Supporting N1 Partners in the final round takes just a few clicks:

  1. Visit the G Gate Awards website.
  2. Select N1 Partners in the following categories:
    • iGaming Advertiser of the Year
    • PR Campaign of the Year
    • Event of the Year
  3. Click the “Vote” button.
  4. Enter your phone number.
  5. Confirm your vote via the incoming call or Telegram verification code.

Support N1 Partners at the G Gate Awards!

Each of these nominations reflects the work of the N1 Partners team, the trust of our partners, and the support of a community that continues to grow alongside the company.

There is not much time left until the final voting stage closes.

Your vote is very important — thank you for the support!

Why work with N1 Partners

  • 14+ casino and sportsbook brands with high Reg2Dep 
  • 10+ Tier-1 GEOs
  • CPA up to €700 and RevShare up to 55% + NNCO for top partners

Be number one with N1!

The post N1 Partners in Three G Gate Awards Nominations appeared first on Americas iGaming & Sports Betting News.

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