Gaming America Sep/Oct 2025

THE CEO SPECIAL

We speak with (from left to right), NGCB Chairman Mike Dreitzer, Superbet Brazil CEO Alex Fonseca, DraftKings CEO Jason Robins, Poarch Band of Creek IndiansTribal Chair & CEO Stephanie

and

Bryan

SportsGrid CEO Jeremy Stein.

COO, EDITOR IN CHIEF

Julian Perry

CONTRIBUTING EDITOR

Tim Poole

SENIOR STAFF WRITER

Beth Turner

STAFF WRITERS

Kirk Geller, Laura Mack, Will Underwood

LEAD DESIGNER

Claudia Astorino

DESIGNERS

Olesya Adamska, Callum Flett, Gabriela Baleva

JUNIOR DESIGNERS

Medina Mammadkhanova, Monika Petrova

ASSISTANT DESIGNER

Tanya Aleksova

ILLUSTRATOR

Judith Chan

MARKETING & EVENTS MANAGER

Mariya Savova

FINANCE & ADMINISTRATION ASSISTANT

Dhruvika Patel

PUBLISHING ASSISTANT

Abi Ockenden

IT MANAGER

Tom Powling

COMMERCIAL DIRECTOR

Deepak Malkani

Deepak@playerspublishing.com

Tel: +44 (0) 204 591 3117

ACCOUNT DIRECTOR

Michael Juqula

Michael.Juqula@gamblinginsider.com

Tel: +44 (0) 207 039 9186

SENIOR ACCOUNT MANAGER

William Aderele

William.Aderele@gamblinginsider.com

Tel: +44 (0) 203 884 9277

BUSINESS DEVELOPMENT MANAGER - U.S.

Miguel Malave

Miguel.Malave@playerspublishing.com

Tel: +1 702 850 8503

ACCOUNT MANAGERS

Irina Litvinova

Irina.Litvinova@gamblinginsider.com

Tel: +44 (0) 203 855 0662

Serena Kwong

Serena.Kwong@gamblinginsider.com

Tel: +44 (0) 203 787 4615

AWARDS SPONSORSHIP MANAGER

Michelle Pugh

Michelle.Pugh@globalgamingawards.com

Tel: +44 (0) 207 360 7590

CREDIT MANAGER

Rachel Voit

WITH THANKS TO:

Myron Sundust, Dr Jennifer Shatley, Keith Whyte, Elliott Rapaport, Jasmine Klapperich, Jason Robins, Mike Dreitzer, Stephanie Bryan, Jeremy Stein, Alex Fonseca, Michael Bauer, Brooke Fiumara, Tim Minard, Shivan Patel, Matt Reback, Martin Stålros, Mor Weizer, Trevor Pope, Sue Page, Eric Schultz, Keith Kruczynski, Andrew Burke, Kathleen McLaughlin, Andrea Avedillo, Alfredo Lazcano,Hugo Baungartner, Giorgi Tsutskiridze, Michal Imiolek, Nik Robinson, Galaxy Gaming, Interblock and Ainsworth

EDITOR’S LETTER

Once again, it is our honor and privilege to bring to you the 2025 Edition of Gaming America's CEO Special.

With Presidents, Chairs and CEOs eligible for the feature, we bring you five of the very best leaders in this year's issue, starting with none other than DraftKings

Co-Founder & CEO Jason Robins. Five years ago, Robins spoke to Gaming America after DraftKings posted $71m in Q2 revenue. Even back then, it was clear both Robins and DraftKings were already hugely influential within US gaming.

Fast forward and, after $1.51bn in Q2 revenue, with a huge share of the fantasy, sports betting and online casino markets under its belt, DraftKings is a force to be reckoned with. Robins thus reflects on success, 'expensive lessons' and more in our feature-length interview.

Alongside him is none other than the new Nevada Gaming Control Board Chairman Mike Dreitzer, who leans on his years of experience being both a supplier and moving in regulatory circles. His is a fascinating story of learning and leading.

Poarch Band of Creek Indians Tribal Chair & CEO Stephanie Bryan also joins us to reflect on a rich life and career that has very much put her Tribe first.

Meanwhile, Jeremy Stein, a previous million-dollar fantasy sports winner, tells us about eight years as SportsGrid Co-Founder and CEO – and where he believes the industry is headed.

Completing our list is Superbet Brazil CEO Alex Fonseca, who tells us all about his story in Latin America, and the exciting-yet-complicated market Brazil has become today.

A CEO Special also means a bumper overall issue – we couldn't leave the 25,000+ G2E attendees with little to read as this fantastic show celebrates its 25th anniversary! So, either side of our main feature, we have contributions from Dr Jennifer Shatley, Keith Whyte and Elliott Rapaport on the responsible gaming side, and Greentube, OPTX, Eclipse Gaming, Playtech, Neosurf, Bragg Gaming and more on the provider side.

Elsewhere in our September/October Edition, we interview Myron Sundust on the golf course in Arizona, while our LatAm section brings views from Hugo Baungartner, Michal Imiolek, Nik Robinson, Andrea Avedillo, Alfredo Lazcano and more.

Within the ever-evolving landscape of global gaming, LatAm continues to see growth but, simultaneously, increasing regulation, while the US continues to see conflicting momentum swings regarding sweepstakes, prediction markets and more.

So there is plenty to ponder. But America remains, it is fair to say, a land of opportunity. In gaming, there is plenty. Even if size and scale are certainly helpful in seizing that opportunity...

JULIAN PERRY, COO, Editor-in-Chief

Gaming

2632-766X

Five years after joining the CEO Special as the leader of a newly public company, DraftKings CEO Jason Robins rejoins us for 'the sequel.'

NGCB Chairman Mike Dreitzer joins the CEO Special to shed light on both sides of the regulator/supplier divide.

Poarch Band of Creek Indians Tribal Chair and CEO Stephanie Bryan breaks down what it means to lead the only federally recognized Tribe in Alabama.

The SportsGrid CEO & Co-Founder tells his tale, betting on where the future of the industry lies.

Brazil has boomed in recent years. But regulation is tightening up. To tell us more, the Superbet Brazil CEO joins Gaming America to reflect.

GLOBAL GAMING AWARDS

Gaming America previews the executive category for the upcoming Global Gaming Awards Americas.

Gaming America’s Kirk Geller plays a round with Myron Sundust at the Whirlwind Golf Club in Arizona. 20

PLAYER-FOCUSED APPROACH

Responsible Online Gaming Association Executive Director Dr. Jennifer Shatley discusses shifting responsible gaming strategies.

SAFETY

President of Safer Gambling Strategies Keith Whyte speaks on practices to improve safer gambling in the US.

TRACK

Elliott Rapaport returns to Gaming America to discuss the player behaviors operators should be mindful of.

Greentube CPO and CRO Michael Bauer reflects on expanding into new states, G2E and more.

Co-CEO Brooke Fiumara brings us the latest from the AI casino supplier.

Eclipse CEO Tim Minard speaks on C-suite hires, key partnerships and more.

Brooke Fiumara

Jason Robins

Bragg Gaming Commercial VP for North America

Shivan Patel speaks to Gaming America.

Do we need occupational therapists in casinos?

CHANGING TIDES

Galaxy Gaming President & CEO Matt Reback reflects on how the industry has changed since his appointment.

RLX Gaming celebrates a big annversary.

Latin America

What's the latest for the industry giant?

BOTH SIDES

GammaSweep CEO Trevor Pope breaks down the sweepstakes operator and provider markets in the US.

Neosurf CEO – Americas, Sue Page, tells Gaming America of the importance of putting players first in the payments market.

Executives from Bluberi, Novomatic Americas, Ainsworth and Konami speak on supplier strategy and the latest land-based slots.

86 INFLUENCER FOCUS

Returning contributors Andrea Avedillo and Alfredo Lazcano discuss influencer marketing in Mexico.

88 LOOKING AHEAD

Hugo Baungartner returns to Gaming America to predict the future of Brazil.

90 A SOCIAL BALANCE

Spribe CCO Giorgi Tsutskiridze talks influencer culture, social wagering and more.

92 FORGING RELATIONSHIPS

Wazdan CEO Michal Imiolek discusses partnerships in LatAm, learning experiences and more.

94 TAPPING IN

Big Time Gaming CEO Nik Robinson discusses what LatAm players want from their games.

96 PRODUCT REVIEWS

Gaming America surveys the latest gaming innovations, including those from Galaxy Gaming, Interblock and Ainsworth.

88 Hugo Baungartner

78 Kathleen McLaughlin

GAMING AMERICA | GLOBAL GAMING AWARDS

THE EXECUTIVES

Gaming America dives into the respective nominees for this year’s Executive of the Year category, ahead of the Global Gaming Awards Americas 2025, held in Las Vegas on October 6.

LORI KALANI , Chief Responsible Gaming Officer, DraftKings DraftKings’ first Chief Responsible Gaming Officer, has been instrumental in advancing the operator's commitment to responsible play.

Gaming

ANDREA ROSSI,

Commercial Director LatAm,

Commercial Director LatAm, Betsson

Latin America, Rossi has been

As Commercial Director for Latin America, Rossi has been instrumental in Betsson’s growth. He has overseen launches in Colombia, Brazil and Paraguay, opened hubs in Bogotá and Buenos Aires, and secured an agreement with Boca Juniors.

MATT WILSON,

MATT WILSON, President & CEO, Light & Wonder

Wilson is an exemplary leader whose strategic

Wilson is an exemplary leader whose strategic vision and operational expertise have positioned L&W as a leading cross-platform global games company.

NATALIA TORRES, Head of Region LatAm, Evolution

role in Evolution’s expansion

Torres has played a pivotal role in Evolution’s expansion and leadership across Latin America. In 2025, she was one of the key figures who drove the launch of Brazil’s first fully localised live casino studio.

ADAM GREENBLATT, CEO, BetMGM

GREENBLATT CEO

As the only CEO of a toptier joint venture operator, Greenblatt continues to deftly manage internal and external complexities amid market pressure.

MARTIN STORM , CEO, BMM Innovation Group

Storm has transformed BIG into a global leader in gaming compliance, cybersecurity and training. Storm’s leadership and commitment to innovation shape a safer, responsible industry.

VP Interactive, AGS

ZOE EBLING, VP Interactive, AGS

Ebling has transformed a innovation

Ebling has transformed the AGS Interactive Division into a hub of innovation and growth, doubling game output and leading industry-first omnichannel launches. Her customer-first approach secured key partnerships with FanDuel, DraftKings, Caesars and launched new markets.

KENJI HALL, GM, Yaamava’ Resort & Casino at San Manuel Hall brings 30+ years of gaming and hospitality experience. Under his leadership, Yaamava’ became the largest casino in the West and the only AAA Five-Diamond casino.

MATT HEAP, Managing Director, ProhiBet

Global CEO, Interblock

JOHN CONNELLY, Global CEO, Interblock

As Global CEO, Connelly has led Interblock through

As Global CEO, Connelly has led Interblock through transformational growth, expanding into 348 jurisdictions across 145 countries and over 200 product variations. He played a key role in establishing ETGs as a casino floor staple, and his leadership secured Interblock’s acquisition by Oaktree Capital.

AMY HOWE, CEO, FanDuel

FanDuel has a period of hyper growth since 2021, cementing the position of

Howe has led FanDuel through a period of hyper growth since 2021, cementing the position of US market leader in both online sports betting and iGaming, as well as the first mobile operator to achieve full-year profitability.

DAVID NATROSHVILI, Founder & CEO, SPRIBE

Heap was instrumental to the successful launch of ProhiBet, the industry’s first prohibited bettor solution. In the past year, the company significantly advanced sports betting safety and fairness across the Americas by deploying its ProhiBet tools.

of ProhiBet, the industry’s first

Natroshvili has revolutionized iGaming with the global success of Aviator, which remains the most popular online game in Brazil. Under his leadership, Spribe pioneered new forms of social and interactive gaming that resonate with younger audiences, driving engagement.

GLOBAL GAMING AWARDS | GAMING AMERICA

GEORGE DASKALAKIS, Founder & CEO, Kaizen Gaming

GEORGE DASKALAKIS, Founder & CEO, Kaizen Gaming

Daskalakis has driven Betano’s rise as one of Latin America’s fastest-growing operators, leading its rapid entry into key markets such as Mexico, Argentina and Brazil.

Betano’s rise as one of Latin

SARA DUTSCHKE, Chairwoman,

Ione Band of Miwok Indians

Dutschke’s career has been dedicated to advancing Tribal sovereignty and development, with extensive experience advising Tribal clients on governance, government relations, and business and economic development.

ANTHONY WILLIAMS, President & CEO,

DRA and Q Casino + Resort

Williams stepped into his new role as President & CEO of the Dubuque Racing Association and Q Casino + Resort earlier this year, having already energized momentum behind the ongoing renovation and expansion of Q Casino’s resort amenities. new role as President & CEO

SVP & GM,

PENNY PARAYO, SVP & GM, Live! Casino Virginia

An industry veteran with over 30 years of operational leadership, Parayo is SVP and GM for Live! Casino Virginia, bringing deep brand knowledge from her service at Live! Casino & Hotel in Hanover, MD.

STACY SHAW, Senior Manager for Product Marketing, Oregon Lottery

STACY SHAW, Manager for Marketing, Oregon Lottery

Shaw leads Product Marketing, Customer Experience, and RG for the Oregon Lottery. Over the past decade, she has built one of the country’s most respected RG programs.

Marketing, Customer

Gaming Association

DR. JENNIFER SHATLEY, Executive Director, Responsible Online Gaming Association

With over two decades of experience, Dr. Shatley was appointed Executive Director of ROGA upon its launch. In just over 12 months, she has positioned the organization as a unifying force.

ALLIE EVANGELISTA, President, Hard Rock

EVANGELISTA,

Hotel & Casino Bristol

Since 2022, Evangelista has led Hard Rock Hotel & Casino Bristol’s evolution from a temporary facility into a premier regional destination. Her strategic vision, operational excellence and deep community ties firmly establish her as one of the industry’s most impactful leaders.

has led Hard Rock Hotel &

CRAIG BILLINGS, CEO, Wynn Resorts

Since becoming CEO in 2022, Billings has evolved every component of Wynn Resorts’ business – F&B, retail, entertainment programming, and gaming –cementing Wynn & Encore Las Vegas as must-visit destinations in the city.

MATTHEW MORGAN, Chairman, OIGA

CEO, Superbet Brazil

ALEX FONSECA, CEO, Superbet Brazil

Fonseca’s vision balances strong brand growth with a long-term commitment to responsible operations, positioning Superbet as both a market innovator and a trusted partner in Brazil’s evolving gaming landscape.

BILL CARSTANJEN, CEO, Churchill Downs Incorporated

BILL CARSTANJEN, growth

Carstanjen’s ability to balance ambitious growth with prudent decision-making has positioned horseracing and gaming giant Churchill Downs as one of the strongest and most resilient operators in North America.

TOM JINGOLI, President & COO, Konami Gaming

Jingoli was promoted to President & COO off Konami Gaming and Managing Director of Konami Australia Pty, marking a milestone achievement after serving the company for more than two decades, with strategic leadership across a variety of areas.

TOM JINGOLI, to President & COO off President & GM, Jamul Casino Resort 2018,

MARY CHEEKS, President & GM, Jamul Casino Resort

Since 2018, Cheeks, a seasoned leader with over 30 years in casino management and casino finance, has led Jamul Casino Resort through an ownership transition, successful rebranding and team optimization.

As Chairman of the Oklahoma Indian Gaming Association, Morgan ensures OIGA fulfills its core purpose of educating and disseminating information to Tribal, federal and state governments on critical issues relating to Tribal gaming leadership.

ensures OIGA fulfills its core purpose of educating and disseminating state gaming

FROM THE COURSE: THE FRONT NINE

Driving innovation in our usual From The Top column, Gaming

America’s Kirk Geller swung down a fair way to Arizona, joining Gila River Resorts & Casinos – Vee Quiva GM Myron Sundust for a round of 18 holes at the Whirlwind Golf Club. Here, we present the front nine holes – one question per green!

HOLE ONE (367 YARDS, PAR 4)

In the 20-plus years you have worked with Gila River Resorts & Casinos, how have you seen the properties expand its presence across Arizona?

We started out in a little slot house way back in the day here in Chandler, and since then it’s been community-based and building out our brand as new leaders. We eventually expanded into Wild Horse Pass, which is

now our flagship, then we opened Vee Quiva and also now our newest property Santan Mountain out in the Gilbert area.

So the brand has evolved over the years and we’ve changed some of our marketing campaigns as the area continued to evolve itself and as we started to attract new consumers from all over – California, Chicago, the Midwest – where we’ve seen people flood into the Arizona marketplace. We’ve had to adapt and be sure to obviously stay true to our original brand of Gila River, while

still maintaining a focus on doing what the market tells us.

HOLE TWO (342 YARDS, PAR 4)

What type of impact has golf had on Gila River Resorts & Casinos?

Great question. Golf has done wonders for us, especially in the flagship property Wild Horse Pass, which is just half a mile away from the Whirlwind Golf Club. We also have our Sheraton Grand property that does

Hole 7 at the Whirlwind Golf Club, Arizona

some deals with Whirlwind as well. Since Covid-19, golf has picked up quite a bit in terms of new players, attraction and the base has grown for the golf community. More recently, the LPGA just did their first stop here at Whirlwind Golf Club in March and it was really nice to have all of that client base come out for support. The female pro golfers were also able to stay at the Wild Horse Pass Casino and the Sheraton Grand Resort.

They took advantage of all the amenities here; it was really nice to bring all the crowds in and, from what we understood, it was one of the highest-ever LPGA turnouts in Arizona and brought 19 of its top 20 players to the event as well. It was a great experience not just for the casino but the community overall, so I believe we’re going to negotiate and have the LPGA come back to Whirlwind for the next year or two. The partnership Whirlwind has with us is through our health and wellness department, and our initiatives have grown over the past five years, where they had me head up the golf piece of it all, partnering with Whirlwind to hold golf programs for our enterprise and for our employees. They can come to learn the game, even the very basics such as how to swing, putt, hold the club, what a club is, all of that.

Then we also do a series where we take them on the course, they play nine holes and learn about course management. I’ve also created an additional piece called the Major, which is a big golf event where we have around 60 employees come out, some celebrities, pro golfers and we just have fun, play DJ music and host activities like giveaways and prizes for attendees. For our more seasoned golfers, we are currently holding a summer program where they’ll go out and play nine or 18 holes, and gain points similar to the FedEx standings for the PGA before we award a championship at the end of the summer.

HOLE THREE (549 YARDS, PAR 5)

Having worked on the casino floor prior to becoming GM of Vee Quiva, how has the brand

CHIPPING IN | GAMING AMERICA

continued to stay up to date with the latest gaming innovation?

How we go about it is every property has its own GM, but we also have a centralized corporate gaming office that does a great job of procuring new titles and the updated technologies. Whether that’s analytics or devices from various game makers, the GMs come in and work directly with the office to fine tune what they feel is best suited for their property.

Every property is unique here, even though we’re in such close proximity we all have our various client bases we have to tend to; but we do work closely with our corporate gaming office to ensure we have the best and latest gaming technologies out there. And, of course, travelling to IGA and G2E, working with our vendors to see what’s hot and new out there.

HOLE FOUR (140 YARDS, PAR 3):

In what ways has sports betting begun to have a greater impact at Gila River properties, including the BetMGM sportsbooks within each casino?

The sportsbook was integrated when we had our compact renegotiation with the State of Arizona, allowing us to bring in not only sportsbooks but craps, roulette, baccarat and all the other Vegas-style gaming – which we were very excited about. We jumped at the opportunity to partner with one of the major players out there, and we ended up with BetMGM. It’s been a great partner for us at each one of our casinos, and we were also able to build our own mobile segment through working with the BetMGM team.

Myron Sundust at the Whirlwind Golf Club, Arizona

GAMING AMERICA | CHIPPING IN

We felt it would be a good fit for us, being that Arizona is such a heavy sports state, also maintaining partnerships with the Arizona Cardinals, Phoenix Suns, Arizona State University and the Coyotes NHL team before they departed for Utah. With those partnerships, we’re able to hopefully build our sports segment and bring people into our retail sportsbooks at each one of our properties.

HOLE FIVE (314 YARDS, PAR 4)

Have Gila River properties become a destination for fans during those big sporting events?

Yes, to a certain degree but especially Wild Horse Pass and even our newest property Santan Mountain, because they developed their sportsbook to be built around a true Las Vegas style. Those properties were able to build sportsbooks with this feeling in mind, whereas some of our other properties were converted existing spaces into a sportsbook.

Santan Mountains was built for a sportsbook, however, and you can really tell when there’s a good following at that

location: the management teams do a great job of activating a greater presence for football, the NBA Playoffs, golf events, etc. I think we’ve really captured the desires of an Arizona sports fan when building out these offerings.

HOLE SIX (511 YARDS, PAR 5)

How does Gila River and its properties remain dedicated to Tribal sovereignty and connecting with the community in which the Tribe is located?

We do our best to stick to our values, our mission and the vision for the community side of it all. We are really big on trying to fulfill that mission by promoting from within. I, myself, am a product of our community mentorship program for executive leadership. I went through it twice, once as a middle manager and then as an assistant director.

We created the program to help our community and ensure we’re building up our members to grow new leaders from within, so we’re more self-sufficient in being a Tribal-owned casino. There are a lot of new Tribal leaders in executive roles and it’s nice to see them take what they learned from the outside, come back and bring it to our communities. The contributions and all the hard work we put into the mission, the enterprise and the business side of it pays dividends to our community through various educational programs, housing programs, health programs, etc.

Tribal communities either do outreach or come to us and ask how we’ve built our programs to give back to our members, whether that be in leadership, health or whatever they may need as well.

HOLE SEVEN (126 YARDS, PAR 3)

How can each Gila River Resorts & Casinos property stand out on its own even while falling under the same brand?

We have different demographics and market segments we can tap into. For example, Vee Quiva has a 90-room hotel and can attract leisure travellers, group travellers and of course our own local market. Wild Horse Pass tourists are more resort-style, they have the big pools and parties, which makes them unique. They have big conference rooms for large groups and handle the main attractions or big names for entertainment.

Lone Butte is more the locals casino and they just expanded their poker room, which represents the only poker room at any Gila River property – to help stand out. Santan Mountains, as I mentioned earlier, is unique

through its sportsbook. It was designed to capture the Vegas-style feel and Santan

I feel this is how we really contribute to our own community, grow and become almost a benchmark or a leader for travel gaming in Arizona. I’ve seen other

our own community, grow and become

CHIPPING IN | GAMING AMERICA

Mountains also has big open windows that carry natural light to help the property feel brighter and more open. It’s a modern redesign I am looking to bring to Vee Quiva within the next few years.

HOLE EIGHT (268 YARDS, PAR 4)

our corporate teams and our Chief Executive teams to ensure consistency among marketing campaigns, corporate promotion initiatives and partnerships that we leverage with the local sports teams. We all get a piece of that, as well as the BetMGM partnership. We’re all connected in that sense and of course the missions, vision and values we hold to ourselves and

guests, partners or whoever. From there, we can obviously add our own uniqueness for each initiative to help stand out within the consumer base.

HOLE NINE (393 YARDS, PAR 4):

Finally (for now!), in what ways did beginning your career with Gila River Resorts & Casinos on the gaming floor help to prepare you for a leadership position?

It definitely helped me stay grounded in terms of what the guest experience is like, working with our guests from a frontline perspective, middle management perspective and now executive level. It helps me in my decision-making, on what I feel is best for the consumer – and not only the consumer but my team.

Making their jobs easier, taking into account what they’re experiencing and what they’re dealing with, while giving them the tools they need to do their jobs effectively and provide excellent guest service. And of course, staying up to date with the trends, technologies and everything that comes into play within our

our guests.

I think with any initiative we put forward, our corporate teams or our leadership always ensure there is cohesion for each of the properties before we introduce it to

I think with any initiative we put forward, we environment. It gave me an opportunity to see what the frontline employees go through and gain a large respect for the work they accomplish.

You can read the Back Nine interview on the Gaming America website to complete your round.

Myron Sundust (left) with Kirk Geller (right)

A C-SUITE PRIORITY

Over the past decade, social responsibility and sustainability have emerged as key business imperatives for companies across all industries – none more so than in gaming, whose growth and heightened media interest means maintaining a social license to operate is vital.

The pressures driving this shift are multifaceted: society increasingly expects businesses not just to deliver financial returns, but also to demonstrate strong ethical standards and positive community impact. This also comes at a time when keen media interest in the fast-growing gaming industry means business practices are scrutinized more closely than ever, demanding higher standards to protect and enhance both reputation and shareholder value. These heightened expectations coincide with growing competition for consumers’ attention and an increased demand for personalized experiences.

In this environment, responsible gaming is no longer a niche or optional compliance issue. It is a fundamental part of delivering

a modern, personalized, player-first experience. When implemented effectively, responsible gaming measures can build the foundation for lasting customer relationships. They can provide players with

Dr. Jennifer Shatley, Responsible Online Gaming Association Executive Director and Gaming America contributor, returns to the CEO Special issue of our magazine –after taking part in the headline feature last year.

DR. JENNIFER SHATLEY Executive Director Responsible Online Gaming Association

resources to help facilitate a long-term, enjoyable experience within their limits. Moreover, when players view brands as genuinely invested in their wellbeing, it fosters trust and loyalty that can serve as a powerful differentiator in today’s increasingly crowded market.

First, it’s essential to define what these programs are and what they are not. Responsible gaming programs are not treatment or addiction programs; they are preventative measures that help promote responsible play for all players. Viewing responsible gaming in this way helps move beyond a compliance approach that merely checks off various regulatory requirements. Instead, it seeks ways to implement a holistic approach, embedding responsible gaming into the corporate culture and providing a personalized customer experience.

In practice, this means being committed to more than mandatory responsible training for all employees. While that is an effective start, responsible gaming should be viewed as a shared company

value that informs every decision and interaction. Human resources can embed these values throughout the corporate culture, marketing communicates the benefits of responsible gaming tools as part of the entertainment experience, and customer service staff are empowered to support players proactively. This holistic approach ensures that responsible gaming is not confined to a single department but is instead a guiding principle that shapes everything from technology investments to loyalty programs.

With 28 years of experience in the gaming field, including helping establish some of the first responsible gaming innovations in the industry at Harrah’s/Caesars, I understand that transformational change can’t happen overnight. Through my leadership of the Responsible Online Gaming Association (ROGA), we aim to provide a blueprint for what an evidence-based responsible gaming corporate policy should consist of, while also facilitating industry collaboration among operators, regulators, researchers and

BEYOND COMPLIANCE | GAMING AMERICA

advocates to make these changes possible.

ROGA’s new Guidelines for VIP Player Program Management is an example of how operators can weave responsible gaming into their broader strategy. Our guidelines reimagine these programs through a responsible gaming lens, ensuring player wellbeing is prioritized alongside promoting engagement and loyalty. We recommend several strategies, including proactive monitoring of player activity, tailored responsible gaming communications and dedicated training for VIP hosts to supplement existing responsible gaming training. These guidelines enable operators to provide a more personalized experience for their most engaged customers, supporting players and strengthening long-term sustainability and reputation.

principles. For example, DraftKings’ My Budget Builder enables players to set spending limits in a clear, personalized and accessible way at any time. FanDuel’s My Spend budgeting tool, which provides customers with customized insights about their play, was supported by a multichannel marketing campaign to drive awareness and engagement. BetMGM utilizes GameSense training to enable its employees to deliver targeted and personalized player support.

As outlined in our VIP guidelines, a truly effective responsible gaming strategy is dynamic and adaptive, leveraging data and player feedback to refine and personalize the player experience further. Leading operators are already implementing these

When responsible gaming is given proper attention and treated as a core business function, it drives innovation, improves brand reputation, strengthens investor confidence and creates a sustainable foundation for growth. Companies that adopt this mindset are well-positioned to meet the expectations of today’s customers for a personalized experience. As we mark Responsible Gaming Education Month and gather at this year’s G2E, let’s commit to making responsible gaming a shared priority for the benefit of all players and the industry’s long-term health.

GAMBLING’S NEW ‘NORMAL’

Keith

Whyte, President of Safer Gambling Strategies and Gaming

America contributor, speaks on the efforts made to prioritize safer gambling practices across the US and the principles that could aid in this journey.

More Americans gambled last year than drank alcohol. That may come as a surprise – but it’s a clear sign of how deeply gambling is embedded in modern American life.

According to the 2024 NGAGE Survey by the National Council on Problem Gambling (NCPG), 71% of US adults reported gambling at least once in the past year, compared to 65% who reported drinking alcohol. Just a decade ago, those numbers were roughly even – around 65% for each.

But while participation continues to rise and gambling becomes increasingly normalized, public policy hasn’t kept pace. The result is a regulatory patchwork that often leaves Americans confused about what’s legal, what’s regulated and what’s not. If gambling is now “normal,” then safer gambling must be the norm as well.

FROM SIN TO VICE... TO NORM

The shift in how Americans perceive gambling has been building for decades. But it accelerated rapidly after the May

2018 Supreme Court decision overturning the federal ban on sports betting (PASPA). What was once a state-by-state concern has become a national phenomenon.

Sportsbooks now advertise during virtually every major sporting event, often alongside – if not indistinguishable from – unregulated

KEITH WHYTE President Safer Gambling Strategies

or illegal gambling products such as illegal sportsbooks, social casinos, sweepstakes and prediction markets. In fact, the American Gaming Association recently reported that half of all online casino ads are for offshore sportsbooks or sweepstakes sites.

This hurts consumers and the legal operators, and leads to backlash. A March 2025 poll found that 76% of New Jersey voters support placing limits on gambling advertising.

SAFER GAMBLING MUST BE POLICY – NOT JUST A SLOGAN

As gambling becomes a fixture of everyday culture, we need to reframe the conversation. Gambling should not be viewed solely as a vice or a matter of personal responsibility. Like alcohol or tobacco, it demands a public health approach grounded in safer gambling principles. This includes:

• Setting a consistent minimum age to gamble. It’s time for state and Tribal governments to adopt 21 as the minimum age for all forms of gambling

SAFER GAMBLING | GAMING AMERICA

– including daily fantasy, lotteries and charitable gaming.

• Establishing harmonized safer gambling standards. Tools like time and spend limits, cooling-off periods, and selfexclusion should be standard and embedded across all platforms, in every jurisdiction – with opt-out rather than opt-in defaults.

• Enabling data sharing and transparency to support real-time monitoring and early identification of risky gambling behavior across operators, verticals and states.

• Launching national awareness campaigns to help consumers distinguish between legal, regulated gambling and illegal or unregulated offerings.

• Investing in prevention, treatment and research. We need sustained federal funding and national investment on par with what’s provided for other behavioral health conditions.

• These steps are not anti-gambling. They are pro-safety, pro-consumer and essential to a modern, mature gambling policy. They can also reduce long-term

public health costs and support the sustainability of the industry.

A MOMENT OF OPPORTUNITY

We are at a tipping point. The normalization of gambling is no longer on the horizon –it’s here. And that presents both risk and opportunity. We can continue with fragmented, reactive policies or we can take a coordinated, proactive approach that centers public health and consumer protection.

As gambling becomes more common, people should be able to do it legally and safely. They should have access to clear, accurate information about the risks involved. And for those who experience harm, help must be available, accessible and affordable.

Gambling is no longer just a state issue – it’s a national one. Policy must evolve to reflect that. For example, too many Americans can’t tell the difference between what’s legal, regulated or illegal in their state or online. Without clarity, confusion grows – and so does exposure to harmful, unregulated products.

MAKING SAFER GAMBLING THE DEFAULT

We have an opportunity to make safer gambling the default, but only if we act collectively. Industry leaders, regulators, researchers and advocates must work together to create consistent national policies and programs. We need to:

• Educate the public to recognize and avoid illegal operators.

• Promote gambling literacy, helping people critically assess gambling ads and have realistic expectations of winning –and losing.

• Maximize the beneficial aspects of technology to recognize early signs of harm, support appropriate interventions and facilitate safer gambling practices.

That’s how we protect consumers –especially young people and those at risk – and ensure that gambling, in all its forms, is conducted more safely.

Gambling may be normal now – but harm doesn’t have to be.

THE NEXT BIG FOCUS

Elliott Rapaport, Birches Health Founder & CEO and Gaming America contributor, discusses the player behaviors that are essential to track.

As online sports betting has evolved, so too have the tools utilized to track player behaviors. Operators today can understand many facets of a player’s actions – wagers, amounts, promotion engagement, time spent on the platform and – often most importantly to regulators and treatment accessibility advocates – potential at-risk behaviors.

With the football season approaching, Birches Health finds it important to highlight at-risk behaviors that may be critical for gambling operators and others in the industry to track, to protect their customers and hopefully reduce the likelihood of gamblingrelated problems.

1. INCREASING BETTING FREQUENCY

An early warning sign of gambling disorder can be a sharp uptick in how often a player bets. This may mean moving from occasional weekend wagers to betting daily, or sudden engagement in multiple sessions in a single day. Tracking frequency patterns can help detect when a user’s habits are shifting toward compulsive gambling.

Metric to track: Bets and sessions per day compared to a player’s averages historically.

2. ESCALATING AMOUNTS WAGERED

An increase in the size of wagers, particularly directly after a large loss may signal that a player is “chasing” losses. This behavior should be monitored carefully, as it is one of the most commonly seen behaviors in gambling clients at Birches Health. Monitoring wager size on an ongoing basis allows operators to flag this behavior before it becomes catastrophic. Metric to track: Percentage increase

in average bet size over a defined time period, including after losses specifically.

3. EXTENDED AND LATE-NIGHT SESSIONS

Players betting for long, uninterrupted blocks during the later evening and night may be indicative of a lack of control. These patterns may be tied to emotional or stress-driven betting, both of which increase the likelihood of gambling-related harm, including impacts on mental and physical wellbeing.

Metric to track: Duration of sessions and frequency of activity between midnight and 6:00am.

4. REPEATED DEPOSIT OR CANCELLED WITHDRAWAL ATTEMPTS IN A SHORT TIME PERIOD

Multiple deposits or cancelled withdrawal attempts within a short time period may signify that a player is trying to recover their

losses. When accompanied by canceled withdrawals (e.g. a player attempting to withdraw their stake then cancelling it), this can demonstrate a player who is not in full control of their betting behaviors.

Metric to track: Number of daily deposits and/or withdrawal attempts and time intervals between them.

5. IGNORING RESPONSIBLE GAMBLING TOOLS

Operators who offer RG tooling hope it gets utilized, but it remains optional. These tools ‒ including deposit limits, time limits and cool-off periods – are often available to players (albeit at times more than others depending on where in an app they are featured). Bettors who repeatedly adjust or disable these tools, especially after activating them, may be struggling to control their gambling behavior.

Metric to track: Lack of utilization of deposit limits, time limits, or frequent need of cool-off periods, among other RG tools.

6. ERRATIC BETTING PATTERNS

While harder to quantify, erratic shifts in betting behavior – such as alternating between extremely high and low stakes or betting on unfamiliar sports – can indicate emotional decision-making rather than rational analysis.

Metric to track: Variability in bet size and diversification of markets compared to historical player behaviors.

ELLIOTT RAPAPORT Founder & CEO Birches Health

As we approach the return of football season and increased betting activity nationally, operators need to be focused on at-risk behaviors both in their overall player population and at the individual level. Through proactive monitoring, companies can move beyond mere regulatory and legal compliance and into active harm prevention.

LOCALITY WITH RESONANCE

Michael Bauer, Greentube CPO and CRO, tells Gaming America all about expansions in Delaware and Pennsyvlania, plans for G2E and more.

Now that you are live in Delaware and Pennsylvania, how do you reflect on your opening few weeks in these two states?

We’re very pleased with the initial rollout in both. The feedback from players has been encouraging and, operationally, we’ve hit the ground running. Pennsylvania was a key strategic milestone for us in 2025 – it’s a high-potential market with a strong appetite for quality iGaming content. We’ve already launched with major operators including Caesars, Rush Street Interactive, FanDuel, BetMGM and Fanatics, which gives us a solid foundation to build on. Our focus now is on deepening those partnerships and delivering content that truly resonates with local players. Delaware is also progressing well through our collaboration with Rush Street, and we’re optimistic about the long-term growth there.

Where are you currently seeing the most growth of all the states you are live in?

Currently, the biggest growth naturally comes from the new states we went live in. But we see great spillover effects into other states as well, where New Jersey is developing very positively.

What kind of campaigns are you conducting with operators across multiple states, given what Greentube has previously discussed with Gaming America about the benefits of having scale?

We’re leveraging our scale to offer tailored, localized experiences. That

includes exclusive games for specific operators in the new markets, which we then combine with promotions in existing ones. In addition to that, we have started working with influencers and streamers in the US that are promoting our content.

If there was one aspect of the US gaming landscape you would change (apart from iGaming being legal in more states!) what would it be?

Most importantly, I would change the requirement for having a local server center in each of the states. I understand the need to have local infrastructure in the US but having it in each state just overcomplicates things and makes the whole value chain more expensive. Regulators could achieve a

very similar outcome with the requirement of sending daily reports to them.

If there was one aspect of US gaming you could implement in Europe or other regions around the world, what would it be?

Absolutely – the regulatory framework in the US is more robust in many respects. While it is more complex and demanding to obtain both corporate and personal licenses, that rigor creates a safer, more transparent ecosystem. In Europe, we’re seeing increasing product restrictions that can unintentionally push players toward unregulated markets. A more balanced approach – like we see in the US – could help protect players while still allowing innovation to thrive.

Finally, what are your goals for G2E – and what are you hoping the show can enable you to achieve in Q4 2025?

MICHAEL BAUER CPO and CRO Greentube

G2E is a key event for us and continues to grow in importance with every passing year, especially now that we have a dedicated US studio based in Las Vegas in the form of Greentube US. With more of our team on the ground, we’re presenting a distinctly US-first strategy. We’ll be showcasing new titles developed specifically with American customers in mind, and we see this as a pivotal moment to strengthen our market position heading into Q4. Our goal is to solidify existing partnerships, explore new opportunities and demonstrate our commitment to delivering premium, localized content at scale.

AUTOMATING QUALITY SERVICE

Gaming America speaks with OPTX Co-Founder and Co-CEO Brooke Fiumara on how the company aims to support iGaming growth, while expanding its presence into new markets.

In 2024, you stated that OPTX was monitoring the growth of iGaming and sports betting; are there ways in which the company is currently assisting operators for each vertical?

Yes, at OPTX we’re still very optimistic about the growth of online gambling and sports betting avenues, and we are actually in the process of releasing an iGaming module that will help support standalone iGaming operations with slots, marketing and player development. Not only that, we have an additional module to help land-based operators that may also offer online games, so we’re very excited about this new offering. It truly is a game changer for the iGaming space and stay tuned for the announcement of our first iGaming customer.

Do you foresee iGaming and sports betting taking center stage at events such as G2E if it hasn’t already, or perhaps the growth seen in markets such as Canada and LatAm?

I don’t foresee them taking center stage, but I can certainly see both becoming an equally as important module to the other solutions OPTX offers. It’s no longer a secondary offering given we have now productized an offering for iGaming specifically. It will be given the same amount of presence as every other module we operate in and believe there’s just as much opportunity, if not more, in

the iGaming space for a product such as OPTX to continue to expand.

How is OPTX growing in markets such as Canada and LatAm?

We actually just went live in Canada with our first customer, the Saskatchewan Indian Gaming Authority. They have seven properties and we are just thrilled with their adoption of the tool, and their ability to incorporate OPTX throughout its entire operation. That was our first customer in Canada and North America to go live and we’re really, really excited about their growth. We think having a customer like the Saskatchewan Indian Gaming Authority will continue to expand our presence in Canada and eventually Latin America.

What type of innovation is currently receiving focus from OPTX and what opportunities can this technology provide for operators and the company, as well?

Our focus today is on automation because we see a ton of opportunities to use AI to make predictive analytics for player and machine behavior, before ultimately putting those recommendations through our automation engine. We’re really putting our resources towards AI modeling and predictions through the platform itself.

Of course, we also ask ourselves how OPTX can continue to help operators to adapt in this gaming industry, whether through technology or building an online consumer base, etc. As technology continues to grow and as use cases around artificial intelligence continue to grow, a tool such as OPTX at its core can allow an operator – in a user-friendly way – to take all of that information, all of that data, all of those recommendations and boil it down to very specific options.

BROOKE FIUMARA Co-Founder and Co-CEO OPTX

Without a tool like OPTX, you might need teams of analysts to decipher through the information and ultimately come up with an action; then maybe you still need a tool to execute said action. We want to cut out several of those steps for the operators, allowing them to keep up with the technology and utilize OPTX to execute throughout their operations, whether that’s slots, marketing, player development, table games or iGaming.

ROOTED IN QUALITY

Eclipse Gaming CEO Tim Minard details the hiring of CPO Mike Trask, and how the supplier plans to execute its product roadmap.

Talk us through the onboarding of Mike Trask as CPO in June. Bringing Mike Trask on board has been a pivotal move for Eclipse as we continue to evolve and expand our game development strategy. Mike’s diverse background – spanning marketing, sales and product – gives him a comprehensive perspective that goes far beyond traditional game design. Since joining the team in May, he’s immersed himself in our projects, quickly becoming a driving force in both creative direction and execution.

Under Mike’s leadership, we’ve already expanded our development roadmap and are on pace to deliver a record number of new titles heading into Q1 2026. He’s also strengthened the studio by bringing in new talent and ensuring cohesive integration with our existing team. His attention to detail is unmatched; no feature, sound or animation escapes his review. That level of dedication is now embedded in our development process.

Looking ahead, players and operators alike will begin to see the results of Mike’s influence – games that are not only innovative and visually stunning but thoughtfully crafted from top to bottom. His approach is elevating every aspect of what we create, and it’s shaping the next exciting chapter for Eclipse.

What innovations and trends can you foresee in 2025 and beyond?

As we look ahead, Eclipse Gaming sees continued momentum around innovations that are already reshaping the Tribal gaming market. One of the most exciting developments has been the recent launch of our Electronic Table Games (ETGs) in partnership with Interblock. While this category is still relatively new for us, the early

results have been highly promising. Through this collaboration, we have introduced Class II compliant ETGs that are already creating new revenue opportunities for our Tribal partners and helping them compete more effectively in a rapidly evolving market. As players increasingly seek out more engaging and high-energy experiences, Eclipse is well positioned to meet that demand, supporting Tribal casinos with innovative solutions that drive performance and enhance the overall gaming environment.

Tell us about the Callisto cabinet and your strategic direction.

The launch of the Callisto cabinet represents more than just new hardware; it signals a clear step forward in Eclipse’s strategic evolution. Alongside its release, we have implemented significant internal changes to both our processes and team structure, all aimed at strengthening our ability to deliver games that resonate deeply with

today’s players. Our current focus is centered on developing player-driven content, with titles that feature popular mechanics such as growing pots, hold and spin and engaging bonus features that keep players entertained and coming back.As we look to 2026 and beyond, our product development strategy will continue to lean into these trends while also drawing from Eclipse’s signature game library and trusted math models. This approach allows us to balance innovation with the consistency our Tribal partners rely on. Ultimately, we want this direction to lead to a stronger presence on gaming floors nationwide by producing high-performing, visually compelling and mechanically exciting games that meet modern expectations. Callisto is just the beginning.

What potential is there for Eclipse to form partnerships in 2025?

Eclipse has a significant opportunity to expand its presence, and we’re approaching this with intention and a long-term vision. Our aforementioned partnership with Interblock was announced last year. It is a prime example of how the right collaboration can drive meaningful impact. This initiative allowed us to demonstrate the strength of our software in a new product line, and the initial installs have been met with overwhelmingly positive feedback.

TIM MINARD CEO Eclipse Gaming

Looking forward, we’re in active discussions around several new partnerships. While details are forthcoming, our focus remains on aligning with organizations that complement our values, support our customers in the Tribal gaming space – and bring innovation to the forefront.

Growth for Eclipse isn’t just about market share; it’s about thoughtful expansion rooted in quality, collaboration and long-term customer success.

DELIVERING ‘EN MASSE’

Bragg Gaming Group’s Commercial VP for North America, Shivan Patel, discusses how the supplier works to enhance innovation.

In what ways has Bragg developed its product and technology portfolio throughout 2025?

At Bragg, we’re continuously innovating and upgrading our products and technology, which has been a key area for the business. We’ve added a slew of new localized studio partners to the Powered by Bragg program and have worked with key operator partners in the US to develop exclusive content, which is set to give them a significant competitive advantage. On the technology side, we’ve added Big Ticket Bonanza to our Fuze player engagement toolset, and it is helping our partners attract and retain players over the long term.

How does Bragg’s portfolio of content create a unique selling position for the company?

Our strength as a supplier is our unique, highly localized content and that is what we’re primarily known for in many markets globally. We work collaboratively with great studios to develop content that responds to the needs of our operator partners and their respective markets. By creating and being able to deliver this content en masse, we cultivate strong relationships, relationships which allow us to sell in our technology solutions such as our PAM, HUB and Fuze technology, all of which deliver a competitive advantage for new and existing operator partners.

Where can examples of crossover integration be seen within Bragg’s portfolio of technology?

We are a data-driven company and data collection is extensive at all levels of the business. Speaking directly to the crossover between our data reporting software and

our Fuze promotional toolkit, data informs all of the deployable tools within it, most notably our AI-powered games recommendation system – which uses data to deliver a hyper-personalized playing experience. Data enables our Fuze toolkit to become an indispensable tool for operators seeking to create significant LTV from players.

Heading into the 25th anniversary of the G2E trade show, what can the industry expect to see showcased by Bragg in October? We’re so happy to be going to G2E as it turns 25, and we’ll be bringing with us our full range of innovative iGaming products and technology to this showpiece event. We’ll have both proprietary and exclusive online casino content, as well as solutions like our PAM platform, the Bragg Hub and our gamechanging Fuze marketing and promotional toolset. We’re also highlighting

our new bespoke proprietary content deals with tier-one operators in the US like Caesars and Hard Rock Digital, and will be looking to agree similar partnerships throughout the event.

Having brought on Luka Pataky to develop AI strategy within Bragg’s product development, how do you foresee this level of innovation enhancing user experience for the supplier’s consumer base?

The strategy Luka will be developing with our technology teams is a 360-degree one that reaches into every facet of the business. It is about integrating AI into product development and design, user experience, external communications, safer gambling initiatives and internal processes to drive growth and efficiency. These additions will significantly enhance both the user experience for players and our operator partnerships alike, in that it will allow us to be more agile and efficient as a business.

How has Bragg made efforts to expand its content portfolio across LatAm in 2025, as gaming continues to grow in the region?

SHIVAN PATEL Commercial VP Bragg Gaming Group

Building on our solid groundwork in 2024, we’ve expanded our business across LatAm significantly throughout 2025. Since launching in Brazil in January, we’ve grown our content partnerships to more than 50% of the licensed market, including the likes of Betsson and BetMGM. We also made a strategic investment in Brazilian games studio RapidPlay, which will see the development of localized content for the market. Independent of Brazil we’ve launched with Doradobet in Peru and are continuing to grow our footprint across the region.

DEALING A HELPING HAND

Megan Elswyth sits down with Jasmine Klapperich , a second-year occupational therapy student at Touro University Nevada, who wants to create a completely new job role within the casino industry: occupational therapists... for poker.

The world of poker is unique, even within gaming as a wider entity. There is drama, famous players, different styles of playing and regulars each night with an everevolving storyline of bad beats, bluffs and battling for the bubble. But all of this comes at a cost, one that any poker player or dealer would be able to tell you about. The game does not simply drain your mental resources, but your physical ones too. It might seem unlikely, after all, aren’t the players just sat there all evening?

Well yes, and that’s exactly the problem. After bonding with her father over poker, Jasmine Klapperich fell in love with the game and its precise blend of strategy, maths and psychology. The more time she spent at the tables, the more she became aware of how little the game has evolved in terms of ergonomics and the strain felt by both players and dealers alike. Between the long hours, the lack of movement and repetitive motions, live poker can easily lead to long-term discomfort and pain. She is now studying occupational therapy at Touro University Nevada – and thinks she has found a gap in the market.

So this is something that I’ve experienced myself. After dealing poker for many years, I had to undergo occupational therapy for repetitve strain injury in my hands and strain in my neck. Do you think croupiers would benefit from this sort of education and support? That’s exactly my vision. I see occupational

therapy coming into the picture, and for anyone who’s not sure what occupational therapy is, it is the process of helping people do what they need or want to do based on what occupations are important and meaningful to them. This could be your career, your role as a mother, you could be taking care of someone, or even preventing burnout. So when the environment is inhibiting someone from performing, whether that’s being a professional poker player or being a dealer in this case, this can lead to injury.

This injury can then cause them to take breaks and take time off their job. I’ve seen dealers on the Las Vegas Strip having to use this kind of equipment to do their

jobs at the tables. They will often bring cushions, a rake to bring in the chips, or even compression gloves to help with the pain. I think a lot of it, in terms of poker, is looking at environmental adaptations. How can we fit the environment to you? Rather than having these standard tables and chairs, is there something we can change? In the past five, or even 10 years, poker has changed so much; yet the poker rooms haven’t changed very much at all. The equipment itself hasn’t been adapted to suit a wider range of people or needs.

JASMINE KLAPPERICH Occupational Therapy student Touro University Nevada

In recent years, I’ve become more healthconscious – and I don’t think I’m the only one. People are exercising more, they’re eating better, becoming more aware of their posture and not sitting for so long. But I think because there’s still a stigma of being a poker player, or a professional gambler, it can be easy to overlook making improvements to this aspect of your life. Looking at dealers right now, the World Series of Poker (WSOP) is going on and there is such a high influx of dealers right now working extreme hours. In those months, if we could have an occupational therapist come in and assist them, give them exercises and make sure their equipment is fitting correctly for them, that could avoid some of the injuries you’ve experienced, in my opinion.

So most of the table games, especially out in the pit, they’re fun and the gameplay loop is short. But with poker, the players are sitting

still for hours and hours at a time. What kind of stresses does that put on the body that is unique to that game?

Perhaps the most unique aspect of poker is that when you play the other table games, it is appropriate to stand up. This means you can stretch your muscles, encouraging blood flow and movement in general. You always see people standing up around the blackjack and roulette tables but, with poker, it’s much less socially acceptable. Due to the nature of the game, not only are you trying to protect your cards, but other players are too. A lot of people don’t really stand up because it can be awkward to be standing next to your opponent when you’re in a hand and you are the only one stood up. People only really stand up to go to the restroom or to take a phone call, they don’t even stand up to eat. Players will eat at the table. Because of this, the tables are much lower in the poker rooms than in the pit. Everyone is seated, even the dealers, which means they are not designed to be used any other way.

When you’re standing or sitting for a long period of time, this can introduce different pressures on the body. The parts of the body that are most affected in this case are the hands, the neck, the back and lower spine. Within the poker world, the dealer is sitting for so long and their neck is constantly in flexion; they’re looking down all the time. So are all the players. You rarely see people looking up or stretching. Dealers also don’t have a great way to keep their wrist in a neutral position. So a lot of them always have their wrist flexed or extended and that can also cause carpal tunnel syndrome if you have your wrist in flexion for long periods of time. It puts compression on the median nerve and this can cause numbness and tingling in the fingers. A lot of my clients were poker dealers or poker players, and many of them had tendinitis in their fingers or carpal tunnel in their wrists.

Many esports teams are now integrating occupational therapy into the wider support availble to players and teams.

SOMETHING DIFFERENT |

Do you think land-based gaming is behind on this?

I do think so. I’ve tried to research whether people have looked at the potential effects of introducing occupational therapy and the way this can assist with injuries from overuse between dealers and players. The only studies I could find were conducted in Asian countries or abroad. So far, nothing in this regard has been studied in the US, and the few studies that are from this country didn’t look into these issues specifically. It was looking into how casinos can impact hotel workers, or environmental hazards like how smoking in the casino can impact dealers, but nothing in the physical aspect of that. I do believe we’re behind in this research, especially in the US.

What incentive is there for gambling companies to invest in occupational therapists for croupiers?

I think the incentive for casinos is there. It would be an amazing incentive if I’m a dealer and I’m told I can get occupational

therapy while I’m a dealer to prevent injuries, and also just for overall health reasons. Occupational therapists can help with routines, roles, habits, diet and sleep. It really opens up a whole avenue that I think a lot of casinos haven’t looked into, but they should if they want to be progressive and be ahead of the game. With how society is moving, people are more health conscious. There are dealers I’ve met that have dealt for 30 years and you can just see the wear and tear on them, and that doesn’t really make people want to deal for sure. It’s a tricky job. When you start, you don’t really realise the implications physically and even mentally that dealing can put on you.

If casinos can see the financial value behind supporting their staff, and how it will reduce time off, recruitment costs from high staff turnovers, workplace compensation etc, then that’s an incredible incentive for them. It’s always more profitable for a company to train good staff and keep them, rather than getting stuck in a cycle of hiring and rehiring.

Klapperich in action

THE CEO SPECIAL

We speak with (from left to right): DraftKings Co-Founder & CEO Jason Robins (page 38), NGCB Chairman Mike Dreitzer (page 44), Poarch Band of Creek Indians Tribal Chair & CEO Stephanie Bryan (page 52), SportsGrid Co-Founder & CEO Jeremy Stein (page 58) and Superbet Brazil CEO Alex Fonseca (page 64).

THE SEQUEL

When Gaming America last invited Jason Robins to take part in our CEO Special, DraftKings had just reported Q2 2020 net revenue of $71m. Fast forward five years and the industry giant has generated $1.51bn in revenue for Q2 2025, $301m in adjusted EBITDA and $158m in net income. Those numbers, each of which dwarf that initial $71m figure, speak for themselves. Back in September 2020, DraftKings had only recently gone public, New York hadn’t even legalized mobile sports betting yet and we were still in the midst of the Covid-19 pandemic. Much has changed since, not least further acquisitions from DraftKings – SimpleBet in August 2024, Jackpocket for $750m in February 2024 and a mega merger with Entain that didn’t quite happen.

The Robins household, meanwhile, has also grown in that time, with the DraftKings CEO now a father of five. Not only has Robins had two more children, his oldest is 11 – a “big difference” from when he was six. Robins has taken up golf, progressing from “I couldn’t even get the ball off the ground” in April 2021 to an approximate 15 handicap today. Life, therefore, is just as busy outside the boardroom as at DraftKings’ Boston HQ.

“It feels more like a decade ago since that interview, but it was only five years," Robins tells Gaming America to kick off our CEO Special sequel.

“I think the industry and we as a company have gone through a lot of growth in that time. In many ways, when we were in the year or two before we went public, we were still a start-up. As we went public, we transitioned to a more mature company, but the market was still rewarding growth and profitability was not as important. The

Five years after first joining us for his first CEO Special, DraftKings Co-Founder & CEO Jason Robins looks back on the journey since with Editor Tim Poole. From profitability to predictions, we cover M&A, Tribal relations in California, Illinois and much more.

following year, we lost almost a billion dollars, but this year we’ll make almost a billion –just four years later. So, definitely, a lot has changed with the company.”

Indeed, from its origins in fantasy sports, to sports betting and online casino (with perhaps more verticals to come), adaptability has bred success for DraftKings.

THE PROOF IS IN THE PUDDING

In truth, the timing of our interview could not be better for Robins. Having just reported its Q2 results, in which DraftKings generated the aforementioned $1.51bn in revenue – up 37% year-over-year – adjusted EBITDA of $301m and, crucially, $158m in net income, there is little room for me to nitpick. “Q2 was really a historic quarter for us, because financially it was our record in terms of adjusted EBITDA and we had never done better than that,” the DraftKings Co-Founder & CEO beams. “Being able to make over $300m in adjusted EBITDA, which is more than double any previous quarter we'd ever had, only one year after our first year of profitability – two years ago we weren’t even profitable – that’s really something the team is very proud of. We obviously had some outcome favorability on our side, but we would have still had a big quarter even without that. It shows the power of the business model when we can get the hold rates up and have good cost discipline. We’re not growing our fixed costs and continuing to see our margins expand every year.

leverage of the investment we’ve made in the product and the trading platform has put it in a great place. In new states, we don’t really need to spend more on marketing, either. So this is the moment we’ve been telling investors about the last few years. At the same time, I also think we’re talking about just the current set of states we’re in. We have about half the country right now that we can’t offer online sports betting to. So there’s still so much more green field out there.”

THE ‘P’ WORD

Robins’ mention of profitability is opportune. Many have questioned DraftKings’ profit-making ability – or lack thereof – over the years. For some time, the operator was a high-growth revenue generator bleeding money due to high costs. The situation was such that Robins regularly took to his own personal X, formerly Twitter, account, warning that investors will regret any DraftKings stock they sold off. Profits, he insisted, would arrive in the long term.

“In many ways, I feel like the business is both at the healthiest and strongest it’s ever been – and this isn’t going to be the peak. It’s poised to get better. We have really hit an inflexion point where the

To all intents and purposes, Robins looks to have been proven right. Profitability, however, used to be something of a taboo ‘P’ word, with many asking when the company would finally make money – myself included – following a predictable pattern of quarterly revenue growth counteracted by quarterly net losses. I ask Robins if it was simply a case of being patient – and persuading investors to stay on board. Explaining his strategy, the DraftKings CEO gives a very real insight from the viewpoint of the business leader making the day-to-day decisions – and facing the resultant day-to-day scrutiny.

GAMING AMERICA | CEO SPECIAL –

“In many cases, there are really not a lot of options. Sometimes you only have one option. If you’re fortunate, you may have two or three that are even reasonable to consider. If you rewind way back in our early days, we were not the first daily fantasy sports (DFS) company. FanDuel was one of the very first and really the first successful one, then there were probably about 20-25 DFS websites by the time we launched in 2012. So DFS is a two-sided marketplace, if you will. Liquidity matters, so being behind and being small is a huge disadvantage. We were in a position where we had no choice, I felt, but to raise a lot of money and try to catch up quickly before the bigger ones were too far ahead of us.

“We were asking what would happen if we attract new people to the market and then they’d figure out ‘FanDuel’s bigger for daily fantasy – I’m going to go play there.’ What we needed to do was catch up really quickly and, after raising a lot of money by 2015, we ended up doing that; now we are significantly larger than they are. We’re probably about four to five times as big as they are for DFS. We now have the biggest prize pools but, in those early days, I didn’t feel like we had a choice.”

“WE HAD A WAY WORSE PRODUCT”

The next stage of DraftKings’ journey brought a stark realization. With Paddy Power Betfair (now Flutter Entertainment) buying FanDuel for $158m in May 2018, DraftKings was, by comparison, going to market with third-party, and potentially inferior, software. Robins and his team “quickly realized we have a way worse product. And we weren’t going to win with a worse product.” That prompted

even further investment, as well as subsequent M&A – DraftKings bought SBTech, announced in December 2019, as part of the SPAC deal that took it public. At the same time, Robins recalls, the likes of Caesars and Penn Entertainment were “just throwing marketing dollars around.”

“We had to make a big investment in product and marketing; I felt that was the only choice. If we don’t, we are going to end up losing and we’re not going to create the value we can create for our shareholders – even though I’m asking shareholders to hold on for a bit longer right now. Fortunately, at the time, high-growth, unprofitable companies were very much in vogue. That was part of the reason you saw Caesars, Penn, Wynn throwing money at it – because the market was telling them: we don’t care about profitability, we are just excited about growth. I would get questions from investors at the time, asking ‘When is this all going to stop?’ Well, it’s going to stop when you tell them to stop. You’re the ones feeding the money in, so once you stop doing that, people will react!

“And sure enough, from late 2021 to 2023, growth all of a sudden very much fell out of favor, and unprofitable companies like ours had a peak of $74 traded down to like $9.75 or something like that. We hadn’t changed the story, it was just a totally different sentiment. But the good news by that point was we already knew this wasn’t going to last. That’s part of why we went public; we raised money four times – billions of dollars. We had such a war chest at that point that we could afford to execute on our strategy. Even though nobody loves seeing their share price in the toilet, we didn’t really need to worry because we

“We ended up learning a very expensive lesson in california, and the good news is the relationships there are as strong as they've ever been. It didn't do any permanent damage on that front.”

were not selling stock. I’m very proud of the team because that year, like I said, in 2022 we had almost $1bn in adjusted EBITDA loss. Two years later, we had our first profitable year. Then this year, we’ve said we’re going do around $900m. I think that’s a great turnaround: almost $2bn in just three years.”

ENTAIN WOULD HAVE BEEN “TOO MUCH TO DIGEST”

Once we received confirmation Robins would be rejoining Gaming America ’s CEO Special, there was no shortage of potential conversation points – as we’ve already seen. As we’ll also get into later, there’s still everything from Illinois to Saturday Night Live to come. And yet the first question that came to my mind was a thought-provoking hypothetical. In September 2021, DraftKings submitted a $20bn offer to purchase Entain – joint owner of BetMGM, and parent company of brands such as Ladbrokes and Coral. The offer prompted a high point for Entain stocks, as they reached $30.40 (at the time of writing, its share price sits at $11.26), while DraftKings was buoyed to a share value of $53.65.

But a merger failed to materialize. To this day, DraftKings has remained a US company. Much like Caesars, it does not rely heavily on huge international revenue streams from Europe or beyond. For Las Vegas Sands, by comparison, there is always an irony to note that a company with such an American name now only has properties in Asia. Acquiring Entain would have taken DraftKings into a number of markets worldwide. As things stand, Entain is live across several core European markets, with operations in Brazil and, of course, in the US itself via BetMGM. So I ask Robins: would an alternate timeline set the industry on a very different path?

“I think so,” he responds. “We would be in many, many countries around the world, which would have changed a lot in terms of where I would be focused. Obviously, I’d still have to focus on the US, but it would be a global business, which I think would be a huge difference. Upon

reflection, it’s good that that didn’t come together. Not that I don’t think Entain is a good company. I do. It’s more that it would have been too much for us at the time to digest, while also focusing on competing in the US.”

AN EXPENSIVE LESSON

That US focus has, as we’ve already established, paid dividends – in more ways than one. Naturally, though, it has not all been smooth sailing for DraftKings. Historically, it has faced its regulatory battles as a DFS firm pre-PASPA – one that was also blocked from merging with FanDuel in 2017 on anticompetition grounds. In 2022, DraftKings would go on to lose a key regulatory battle in California. It is worth noting here that defeat was not DraftKings’ alone – but the operator stood accused of underestimating the power of the Tribes of California, believing it could bulldoze its way into the market.

Within the Golden State’s delicately

poised gaming landscape, sports betting is yet to be legalized. California’s population of 39.4 million makes it a would-be gold mine for regulated operators once this potential reality comes to fruition. But, three years ago, both Proposition 26 (backed by Tribes) and Proposition 27 (backed by commercial operators) were rejected by Californians. These Bills attempted to legalize sports wagering within the state and brought an estimated cost of $450m.

While the current climate sees Tribes take issue with sweepstakes operators and prediction platforms, there was a time when, due to Prop 27, DraftKings and FanDuel were declared public enemy number one. Today, both sports betting giants are spoken of in glowing terms. Victor Rocha, Conference Chair of the Indian Gaming Association (IGA) praised both at this year’s IGA trade show, whereas he told me firms like BetMGM

and PrizePicks can “go and find the highest building and jump off.”

But that improved relationship has come at some cost – an “expensive lesson,” as Robins puts it. “Well, I definitely think it’s hard to look back and say we weren’t doing it the wrong way. We ended up learning a very expensive lesson, and the good news is the relationships there are as strong as they’ve ever been. It didn’t do any permanent damage on that front, but it definitely set us back. It took a few years to regain trust. Looking back, if we knew then what we know now, we would have done it differently. At the same time, sometimes you have to go through certain types of experiences to learn – and I think now we’re in a much better place because of it.

“But, you know, California is a great example. Obviously it’s more complicated, but I don’t think it’s a state that will forever not have online sports betting. I think it will.

In April 2021, Robins took up golf. He now plays at a handicap of around 15

GAMING AMERICA | CEO SPECIAL – JASON ROBINS

Good progress has been made and the Tribes are getting to a place where they’re coming together on a framework, too. There are still a few things to be worked out, but I actually feel like it’s moving in a direction that will ultimately result in California having online sports betting. There will be more states, not less.”

ILLINOIS: WE COULDN’T DO NOTHING

Moving Eastward, Illinois made headlines in July by approving a first-of-its-kind sports betting tax rate. Indeed, for an operator’s first $20m in wagers, they will be taxed $0.25 per bet – effective 1 September. After $20m, tax on every bet rises to $0.50. But more fascinating than this new system was the market’s collective response. Circa Sports, bet365 and ESPN Bet have since announced minimum bets or surcharges in the Prairie State. But FanDuel and DraftKings’ response was even more immediate: the pair would introduce a state-wide pass through of the tax on mobile and online bets placed. I put it to Robins: are DraftKings and FanDuel now too big to fail?

“I don’t think I would necessarily characterize it that way. I think it’s a very novel concept and I don’t think it was very well thought through,” the executive argues. “It doesn’t make sense to place a tax on a wager that’s greater than the expected revenue that’s going to be earned from the wager, and that’s what’s happening at the low-dollar transactions. I see some operators have chosen to implement a minimum bet amount instead of passing the fee along. We’ll see what different solution works, but doing nothing was not an option. I look at it less as we hold the cards and more, the way they implemented the law, we couldn’t do nothing. If you do nothing, you end up losing money on a very high number of bets. We have many wagers that are $0.25, $0.50, $1, $2 and even $5. These are no longer going to be profitable.

“In some ways, I’m unhappy about it because I feel like it’ll mess up a lot of the market. On the other hand, we are going to see what happens – maybe customers will say the products are better and they’re okay

“ We couldn't do nothing in Illinois. If you do nothing, you end up losing money on a very high number of bets. We have many wagers that are $0.25, $0.50, $1, $2 and even $5. These are no longer going to be profitable.”

paying a $0.25-$0.50 fee. Maybe it’ll be different based on what people are betting, meaning the lower-dollar bets will go offshore and maybe the people betting more won’t care because it’s a rounding error for them. It’s really hard to know how it’s going to play out, but I do think we’re going to find out and, in some ways, that’s not the worst thing in the world. Obviously, I wish it didn’t happen this way, but because everybody’s hand was forced, we’re trying to see what happens when a tax increase actually starts to impact the offering to the customer –which has never happened before. I know it’s happened abroad; when taxes are raised, it generally gets passed along to the customer through odds changes or other means. But it hasn’t happened in the US yet, so we’re going to find out.”

DRAFTKINGS PARODIES: IF THEY’RE FUNNY, I LIKE THEM

As we draw towards the conclusion of our Part Two interview, there is a real-life example I want to bring to Robins’ attention. We have discussed the product and how it impacts the player, while we have also covered the high marketing spend across US sports betting. But how does an increase in marketing translate in wider society? In February 2024, one Saturday Night Live (SNL) skit from Shane Gillis particularly caught my eye. It was named ‘Rock Bottom Kings’ and depicted a site where you could bet on your own friend’s misfortune, while they lost all their money displaying typical problem gambling tendencies. Objectively, it was a funny sketch.

The parody and name used were hardly subtle, though, and the clip reflected a broader trend not unique to the US. In markets where legalized sports betting

proliferates, so too do gambling ads. And that isn’t to everyone’s liking. “ I don’t remember that one specifically,” Robins remarks. “There’s been a bunch of them and my attitude towards those has always been: If they’re funny, I like them. If they’re not, I don’t. I thought the funniest one was what Conan O’Brien did. Then there was another SNL one that I can’t remember, I liked. I thought the John Oliver one was not funny at all.

“It just depends on whether it’s funny, and if it’s done with the intent to be comedic or the intent to take a shot at us. And I understand comedy involves taking shots. So if it’s taking a shot, but in a way that’s funny, I don’t mind. I can handle that. If it’s taking a shot at us and it’s not even funny, then it’s bad comedy, in my opinion. That’s how I look at it. I don’t get to watch much TV anymore because I have kids, work and other stuff that takes away time, but I used to watch SNL all the time and it has a lot of funny sketches.”

SEPARATION FROM ASSOCIATION

Away from the specifics of comedic composers, Robins sees a link between negative pushback to sports betting marketing and the regulatory situation in Illinois. It’s a fair comparison to make and subsequently launches the DraftKings CEO into his most impassioned answer of our interview. An “interesting dynamic” impacts our industry, he notes, that doesn’t affect “big businesses” like Facebook or Uber. Indeed, the percentage of the US population that is an engaged sports betting customer is “relatively small” – but those who bet are “very passionate about it.” Naturally, for the 80-85% majority, constant wagering adverts can become tiresome.

According to Robins, however, that same principle applies to policymaking, with only a small percentage of those in legislature actually being bettors. Robins theorizes: “I know some places like Germany have said as much as 80% of the volume is migrated back to the illegal market, but I think most states get it. Over time, as generations turn over, gambling will no longer just have a negative perception. But, right now, especially if you’re outside Nevada, I think people associate betting with the illegal market. The view only considers illegal operators who are generating no tax revenue.

They’re not doing things to verify age and it’s hard to get your money out. Then you have the stories of the local bookies in the neighborhood who break your kneecaps when you don’t pay.

“These are the things people associate historically with betting, not with a legal, regulated market. And so, if you’re not a customer already, you’re coming into it with that association in your mind. I think those are things that will change over time but, in the near term, we have to educate and try to be good stewards of the industry. We still have the challenge of the legal market, which muddies the waters for us so often. We hear stories from reporters, ‘Oh, I heard about this kid who lost his deposit.’ Well, where were they? ‘In Texas.’ We don’t operate in Texas –so it must have been an illegal operator. You

don’t find those stories happening in the legal regulated market but, because of the lack of education, that can go over people’s heads. So we’re battling that association, but over time that’ll change and all the states that have legalized will see the illegal market dwindle toalmost nothing.”

PREDICTING THE FUTURE

Kalshi, Polymarket and Robinhood – all led by relatively young execs. Underdog, too, has partnered with Crypto.com to enter the sports event contract space. While legal uncertainty lingers, the predictions arena is something DraftKings is very much expected to enter – with anticipation rising following FanDuel’s own announcement.

So where does DraftKings go from here? International expansion does not remain a priority for Robins, who has already discussed the benefits of staying US-focused and aligning costs to reward investors. New states will legalize, new innovations will boost the DraftKings product – same-game parlays helped immensely, while the SimpleBet acquisition boosted the company’s live and microbetting capabilities. But, even within the US’ already diverse gaming landscape, where you are as likely to see an online DFS operator as a land-based casino giant, there is still a whole new vertical for DraftKings to grow into.

The prediction markets space.

At the time of writing, FanDuel has created a joint venture with CME Group – a financial derivatives exchange operator with a market capitalization of $97bn – to enter the prediction/event contract space in Q4. In so doing, it will compete with young, hungry firms boasting their own billion-dollar-plus valuations, namely

DraftKings has been monitoring federally regulated prediction markets and says it will work collaboratively with all stakeholders. Robins mused: “This whole federal prediction markets concept is fascinating. There’s never a dull moment. Whenever you think you’re in a zone where ‘okay, we can just keep our heads down, focus and the better execution will win,’ there’s some curveball that’s thrown our way. It always makes us think ‘okay, now what are we going to do?’ This is the latest one.”

Robins is right to highlight the change this industry constantly faces. Who knows what may come up if we convene for Part Three with the DraftKings CEO in another few years’ time? Until then, we ask for a quick summation of what the future holds for the operator. There is no hesitation as Robins utters the words “win with the customer.” Just as importantly, though, the shareholders are now getting in on those wins. And that makes DraftKings difficult to bet against.

The DraftKings team

Nevada Gaming Control Board, Chairman MIKE

DREITZER

Gaming

America's Kirk

Geller

Across the average span of one’s career in gaming, it’s rare to find an executive, or any level of position really, who is on both sides of the regulatory compass throughout their journey. The constant interplay between regulators, operators and suppliers extends far beyond evolutionary moments such as the legalization of online gambling in 2013, or the overturning of the Professional and Amateur Sports Protection Act (PASPA) in 2018.

For Nevada Gaming Control Board (NGCB) Chairman Mike Dreitzer, these elements have been career ever-presents, starting at the very beginning of his path in the state’s Attorney General’s Office from 1996-1999, where he served as Deputy Attorney General under Frankie Sue Del Papa, the first-ever woman to be elected to the position in Nevada. Dreitzer’s experience would eventually take him through various roles with companies such as Global Gaming Group, BMM Test Labs, Ainsworth Game Technology and Gaming Arts, before finding his way back to the regulatory side, following the resignation of former NGCB Chairman Kirk Hendrick in January 2025.

BROOKLYN BORN

Prior to his first position with the Nevada Attorney General’s Office, however, Dreitzer grew up in Brooklyn, New York, discovering the business-first mindset of the city that never sleeps.

REGULATED OPTIMISM

shares the story of NGCB Chairman Mike Dreitzer, whose gaming industry experience covers both sides of the constant tug of war between regulators and suppliers.

different place than what I left, but I had a great upbringing, good values and I’m proud to have grown up in New York,” Dreitzer shares with Gaming America. “We were in Brooklyn, which was a little bit less hustle and bustle than Manhattan, but we would always take the L train from Canarsie into the city where I worked for various summers. Obviously the city has a rhythm and an energy which is unparalleled, so I always have a special place in my heart for that as well.”

When discussing the early lessons provided by his New York upbringing, Dreitzer highlights the authenticity and blooming curiosity handed down to him by his mother and father. He says, “Hard work was always important, something my parents taught me, as was the need to constantly be curious to learn and grow from that learning. They also taught me to be honest, humble and do my best at all times.”

HOG WILD

Dreitzer applied to Emory University School of Law in Atlanta, Georgia.

“I graduated from school in 1991 and after the winters in upstate New York, I thought Emory in Atlanta would be a good change. That was a big culture shift going from New York to Georgia at a time that was actually pre-Olympics, and I think Atlanta in some ways defines itself pre and post-Olympics. They were still creating a lot of the highway system and infrastructure in the early 1990s,” Dreitzer explains. Atlanta has a very strong sense of US history and I definitely respected it and enjoyed learning about it.

Throughout his years studying at Emory, Dreitzer would also receive the opportunity to study abroad in the Netherlands, where he learned about subjects such as aviation law, the differing legal systems in Europe as compared to the US and the experience of watching Super Bowl XXVII at the US Embassy in the Hague.

“I grew up in a little neighborhood called Canarsie back in the 1980s and it was a great place to grow up. I’ve lived in Southern Nevada for 31 years now, but obviously I still have roots in New York and there’s still a part of me that loves New York. Interestingly, my older son lives in Brooklyn and it’s an entirely

Dreitzer would use the ideology to land a scholarship at Cornell University, further assisted by in-state tuition which helped the future gaming executive pursue a career in agricultural economics. From learning how to show pigs to interning at the Economic Research Service within the US Department of Agriculture, Dreitzer was gaining no shortage of firsthand experience in the field.

His work included clipping pigs’ nails and cleaning stalls at agricultural competitions, all the way to eventually receiving accreditation in a published research journal on the substitutability of inputs for crop yield. After these experiences,

Following law school, a traditional legal career had little appeal for the former pig showman. Settled in a Washington DC market where “one-in-10” people were lawyers, Dreitzer instead found greater opportunity in Las Vegas, Nevada, where his future awaited.

THE WILD WEST

“I moved to DC thinking I’ll be a government lawyer. I was a research assistant for a professor named Fred McChesney who had a lot of background with the FTC (Federal Trade Commission). I wanted to become a government lawyer, work for the FTC and do something in that space, but at the time one in 10 people in DC were lawyers. So I said, ‘hmmm, this might not be for me’ and

the city just seemed overly structured,” Dreitzer says.

“So I had an opportunity to come out to southern Nevada, this was around Christmas of 1994, and I just loved it. I found that Nevadans were and still are very hardworking folks, and if you worked hard, were curious and got involved, you could both do well and do good at the same time.”

Dreitzer continues: “In 1996, the Attorney General at the time was Frankie Sue Del Papa. WhenI got there, I originally represented the Child and Family Services before moving over to the Nevada Gaming Control Board and the Nevada Gaming Commission. The NGCB Chairman was a man named Bill Bible, who had been just a real force within gaming regulation. It made a great impression on me to watch him and how it all happened, so I was hooked right away and have been involved in gaming ever since.”

Joining the Attorney General’s Office also provided Dreitzer with his first opportunity to be seen within the gaming industry, particularly after – respectfully – voicing his opinion during a meeting regarding a highprofile case. While not many young attorneys would risk disagreeing with more seasoned legal executives, the risk eventually paid off for Dreitzer, having gained recognition from the NGCB Chairman himself.

“I was assigned a case that was pretty high profile, and it was an investigation into something a licensee had done. They (the licensee) had a well-known attorney and I remember sitting down in a meeting talking about some of the details of the case and the attorney on the other side said what he had to say. I just said, ‘I respectfully disagree’ and, at the time, it was hard for somebody to potentially speak up like that and I did,” Dreitzer recalls.

“It turns out that I was right and the Chairman at the time said, ‘wow, good for you,’ kind of thing and I remember he called me afterward that evening and said, ‘you did good.' At that moment I started to feel as if I had made my mark a little.”

The lessons shared with Dreitzer throughout his time spent with the Attorney General’s Office have stuck with the current NGCB Chairman, especially in his first few months since being appointed. Believing each member of the NGCB “stands on the shoulders of those who came before us,” Dreitzer recalls watching Nevada grow into the dominant market force it continues to represent in 2025. For years, Dreitzer had the chance to develop a more crucial understanding of the complex relationship between regulators and operators, as well as the “careful balance” of establishing a strong gambling industry.

CROSSING OVER

For my first job after the Attorney General's office, I had an opportunity to work for Progressive Gaming. I jumped in as Executive Director of Compliance and Associate General Counsel, so I was also able to do some of the legal work and by that I mean the transactional contracts, things of that nature,” Dreitzer said. “I’ve always enjoyed working in a regulatory environment. I’ve always had a good instinct for it. I feel as though I understood the importance of regulation and what regulators were looking for.”

Due to his work with the Attorney General’s Office in Nevada, Dreitzer had the experience necessary to obtain the trust of suppliers and operators, for what each respective company required out of new regulation. Gaining the “credibility and perspective” to show regulators he understood both sides of the gaming industry coin, Dreitzer would then move on to his first experience growing a company from the ground up, being part of the original team at Global Gaming Group.

“I had an opportunity to be a Founder of a company, which was interesting to me because, with Global Gaming Group, I was intrigued by not only regulation, but also business development. Being a Founder,

Dreitzer at Gaming America HQ with Staff Writer Kirk Geller

GAMING AMERICA | CEO SPECIAL – MIKE DREITZER

you have to wear many hats, so I really enjoyed that aspect of being on the ground floor, wearing all these hats and needing to do many things for the business to succeed,” Dreitzer commented.

“Global Gaming Group was one of the first third-party game design studios; we were part of the early trend where we designed games for companies. Now third-party studios are quite common but, in the early days it was us and a few other ones, and I really enjoyed that type of space.”

TAKING OWNERSHIP OF THE MAINSTREAM

and would focus on the areas of the business that made sense. I wasn’t going to tell people how to draw a symbol and they weren’t going to tell me how to set up a deal or do something on the business side; so it worked in that way for several years.”

Claiming the Co-Founder and COO positions with Global Gaming Group also provided Dreitzer with the responsibilities of leadership and “getting the best” out of a team, even if the company resembled more of a “mom-and-pop shop” than the larger suppliers he would come to work with. The roles offered Dreitzer a “step towards learning how to be a leader” as well as the issues that can’t be replicated in a school environment. Not only that, but the executive also began to understand the importance of recognizing various strengths within one’s team, as Dreitzer utilized the creativity of others to help bridge the gap between design and regulation.

Dreitzer looks back: “We had to learn to work together and there was a recognition that we each had our own set of strengths,

After spending six years helping to grow Global Gaming Group, Dreitzer decided to step back into what he described as the “mainstream” sector of the gaming industry, conversing with BMM Testlabs CEO Martin Storm about taking over the COO position. Storm had an interest in bringing Dreitzer on board as the company continued to develop its US presence, even opening a new office during the two-year run Dreitzer subsequently spent with BMM Testlabs.

Dreitzer found himself responsible for both the company’s North and South American offices, slowly gaining knowledge of running a gambling testlab. Confronted with “something different” in his career yet again, Dreitzer found enjoyment in the innovation and perspective of entering a new space within gaming. “It was sort of natural. I understood the environment. I didn’t get frustrated or overwhelmed by it, because I had been in a regulatory environment my whole career, so it was just another example of that.

“I was more on the product side, learning to manage, among other things, people who were doing test scripts and testing devices,

but all within a regulatory context. As I said, one of the themes of my career has been understanding, respecting and being really effective at working in regulated environments – and that was no different.”

After his two years with BMM Testlabs, Dreitzer received a call from former Ainsworth Game Technology CEO Danny Gladstone, who was searching for the right fit to become President of the supplier’s North America operations in 2013. Despite having found new enjoyment in working within gaming testlabs, Dreitzer knew it was time for him to return to his “core passion” and delve further into the mainstream sector of gaming manufacturing.

Not only did Dreitzer find himself at the forefront of one of the industry’s fastestrising companies, he also became acquainted with an “absolute legend” in Len Ainsworth, who he quickly realized was one of the most optimistic figures he would ever come across.

GLASS HALF FULL

“I think, looking back, that’s a really important trait for our longevity and life outlook. He would always say, whatever the initiative was, ‘we’ll either go to success or oblivion, and we’ll just deal with that.’ He was always very optimistic about what was to come. You look at a guy like Len, he founded Aristocrat based upon dental equipment from his dad’s shop and then he left Aristocrat because he had a (cancer) diagnosis. I believe as the legend

goes he outlived the doctor that gave him the diagnosis, and still founded Ainsworth,” Dreitzer recalled.

“Len Ainsworth has had his share of success and failure in Australia and the US, but he's always been very optimistic and very forward-looking. In fact, many of the people I’ve been fortunate to know who lived into their 90s and even their 100s, the common trait is optimism and a teflon personality in a way. They don’t let anything overly affect them. They just deal with what they’ve got to deal with and keep going.”

Throughout his tenure with Ainsworth, Dreitzer played a part in numerous milestones for the supplier, including its shift into online gaming, the opening of its 291,000 sq ft North American headquarters in Las Vegas in 2016, and Novomatic AG’s acquisition of a majority stake in Ainsworth (with more shares being acquired by Novomatic this year).

“I remember when we were going to build the new office, the question was how big we were going to build it. I had suggested something more conservative, but Len and Danny pretty much said, ‘no, we’re building bigger,’” Dreitzer says. “He wanted a big building with a big red ‘A’ on the top as a real homage to stamping his flag in the US, so he ended up building a 300,000 sq ft office there which was, at the time, well in excess of what we needed. But

“I was more on the product side, learning to manage, among other things, people who were doing test scripts and testing devices, but all within a regulatory context. As I said, one of the themes of my career has been understanding and respecting regulated environments.”

that was what Len wanted so he made it happen.”

BUILDING THE BASE

In 2018, Dreitzer began having conversations with Gaming Arts Founder and Chairman David Colvin, who shared a similar optimistic trait that Dreitzer was quickly finding to be typical among the most creative minds across the industry. As President, and eventually CEO, of Gaming Arts, Dreitzer found himself with the familiar scene of building a company from the ground up. Commenting on the importance of “optimism and curiosity,” Dreitzer explained how those beliefs were quickly challenged by the emergence of Covid-19 in 2020, even though Gaming Arts used the shutdown period to develop a budding portfolio.

“In 2018 and then 2019, to say it was a mature industry is, and was, a huge understatement. You had your giants that had been developed and found great success, so we started off as a little platform with a couple of games, a little team of really dedicated and talented game designers and engineers. We had a Nevada license, built it up to 150 licenses across commercial jurisdictions and Tribes and put out our first game in 2019. We thought to ourselves, ‘okay this is good, we’re starting strong and things are going well,’ and then Covid-19 just slammed us,” Dreitzer recalls.

which was great. When Covid ended, we were able to come back stronger with more titles and more products, because one of the problems with the small companies is that you can only make so many games. These larger companies may create 400 games a year, but we were making four or six, so it became an opportunity to build out our portfolio.”

Despite creating more han most suppliers of comparable size were developing at the time, the goal was still to just “get a game or two on the floor that work,” due to a failure rate Dreitzer estimated was around 80-90% for suppliers. While not utilizing what Dreitzer described as a “great strategy” to build its presence in the market, Gaming Arts found successes with multiple products in the postCovid recovery period, but the opportunity for non-organic growth could be felt by the leadership team.

“Covid, of course, was super hard. My fear was that if we closed the doors, we would go away forever and wouldn’t get remembered because we’d just get washed away. To his great credit, David Colvin supported me and kept the doors open; we actually took the Covid period to catch up a little bit and build games,

Having begun conversations with potential partners that stalled prior to the Covid-19 shutdown, Dreitzer resumed talks with Germany-based company Merkur Group and its subsidiary, Merkur Gaming. The developer entered into a strategic cooperation agreement with Gaming Arts in October 2023, signaling its intention to become a direct supplier in North America. Fast forwarding to May 2025, the Nevada Gaming Commission approved a gaming license for Merkur Gaming, paving the way for its acquisition of Gaming Arts, which is expected to be completed in the third quarter of 2025.

“We won’t be IGT or Scientific Games, but we want to be a supplier in a robust niche market in the US. We don’t intend to operate B2C in the US. We want to stay in the B2B business. In the medium and long term,

we see opportunities to provide games in the online space. Gaming Arts is trying online games, which are successful, in addition to the land-based,” Merkur Group Board Chairman and CFO Lars Felderhoff said during the hearing. “The content is great, but is different from what we have back home in Europe. We want to leverage all of the assets of Gaming Arts in other markets outside the US.”

MIKE DREITZER

Dreitzer shared his view of the transaction as well, having taken over the CEO role for Gaming Arts in April 2021. “A lot of times when you’re in a small company, you’re frankly in survival mode. We’re just trying to get the platform to be stable so it can perform well and consistently across all jurisdictions. And just getting some games that would go out and be accepted by our customers, so not necessarily a strategy of trying to figure out where we fit in or what sort of games we should make.

“The first few years of Gaming Arts was about making new and different products, and that was hard because the market didn’t really have an appetite for new games. We were unique and being unique is hard, and can cause a lot of failure, because players just aren’t used to this sort of game. While we were trying to figure all that out, ultimately the last couple of years it became about doing more and more integration with Merkur. Cash flow was a challenge because if you put a game out and don’t get paid right away, it will create problems you can’t even begin to understand. Merkur represented a perfect marriage and I’m proud of what we were able to accomplish. I can’t wait to see what they’ll do in the future.”

YEARS IN THE MAKING

Representing the “only position” Dreitzer would consider leaving Gaming Arts for, he quickly expressed interest in succeeding Hendrick as Chairman. Dreitzer viewed becoming NGCB Chairman as a “magical” moment, providing the executive with plenty of opportunity to “give back” to the state in which he had built his career.

“I had an opportunity to meet with the Governor and we talked about continuing to do the work Kirk had begun, streamlining regulation, bringing up the Board on more current regulation. Because the work never ends, you just have to always try and get better and better,” Dreitzer says.

“Having been there for over a month now, we are continuing to streamline regulation and modernize the Board. Our team is here to regulate gaming and protect the public while making things safe and collecting critical tax revenue on behalf of the state.”

With Dreitzer back on the regulators' side of the business, he continues to form a “unique perspective” in his efforts to contribute to a mature Nevada gaming environment. Despite having gained over 25 years of experience working with regulators, operators and suppliers, Dreitzer still found himself undergoing a crash course in regulation after taking on the NGCB Chairman role.

After just over seven years serving with Gaming Arts as President and CEO, Dreitzer had no plans to depart from the gaming supplier, wanting to build upon the agreement formed with Merkur in 2025 and beyond. In January 2025, however, former NGCB Chairman Kirk Hendrick announced his resignation from the Board following a 120day legislative session, despite having been appointed to a four-year term by Nevada Governor Joe Lombardo in 2023.

“The term that commonly comes up these days is drinking through a fire hose, because there’s so much information and frankly it’s so different from what I’ve been doing. I’ve had to learn and learn... and learn and learn, I’m curious about everything. I literally am so blessed to be able to learn all of these fascinating things about our industry. I’m

starting to get more comfortable in terms of decision making, what makes sense and what’s good policy, but I rely greatly on this tremendous staff. I couldn’t do it without them – and it’s all starting to slow down for me and make sense.”

MODERNIZED APPROACH

Dreitzer also shared that licensees in Nevada should expect regulations that are “consistently applied and predictable,” as the NGCB continues to modernize its approach to safeguarding one of the largest industries in Nevada.

“I just want to leave the Control Board a little better than I found it and it's truly that simple,” Dreitzer explains. “There are so many lessons I take from the great people I’ve worked with along the way. I really think I’ve developed a specific leadership style that is accountable and authentic. I’m just trying to do my best to support this great group of professionals here at the Nevada gaming Control Board now that my career has led me to this point. I’m super grateful to be here, and I’m going to do what I can to work with this great team to make a lasting impact. And I think if you can do something with your time where you leave a mark for those who come after you, then there’s nothing better than that.”

With optimism, curiosity and authenticity, Dreitzer plans to enter this new stage of his career with an open mindset, and the desire to learn about the regulation that has helped Las Vegas and Nevada as a whole grow into the capital of gaming. Following in the footsteps of incredible leaders before him, the near 30-year gaming veteran will now be looked upon to help usher in the next evolution of this vast industry.

“I just want to leave the Control Board a little better than I found it and it's truly that simple. There are so many lessons I take from the great people I've worked with along the way. I really think I've developed a specific leadership style that is accountable and authentic.”

STEPHANIE BRYAN

Poarch Band of Creek Indians, Tribal Chair & CEO

As the only

AGREE TO DISAGREE, RESPECTFULLY

federally recognized Tribe in Alabama, Poarch Band of Creek Indians Tribal Chair and CEO Stephanie Bryan discusses her path to leading the organization with Gaming America.

In the early history of the Poarch Band of Creek Indians Tribe, various members would recall the struggles of having to persevere through poverty-stricken conditions while attempting to gain federal recognition from the United States Government. From land battles throughout the 1800s to discriminatory treatment, the Tribe relied on faith and an early focus toward education to continue nurturing the strength and resilience which had already persisted for well over 200 years.

Despite the hardships faced by Tribal Citizens prior to finally obtaining federal recognition from the US in 1984, Poarch Band of Creek Indians Chairwoman and CEO Stephanie Bryan recalls how “strong family and love” provided a sense of wealth “money could never buy” in her early childhood years.

THE RICHEST POSSESSION

“We really didn’t have much growing up, but I often tell people we had the most important thing money could never buy and that was love. We were a really close-knit community, sharing food, working in the garden with my uncle. Growing up in that community and not having much but love and a strong faith, those morals and values that were instilled makes me the person that I am today. Even though I was made fun of a lot of times in school as a little girl from Poarch, Alabama who didn’t have much, little did they know I had a lot,” Bryan tells Gaming America

“My parents always said ‘agree to disagree, respectfully’ and I think that’s what the problem is in America today. It’s hard for people to agree to disagree respectfully. I

have truly watched the community go from poverty to prosperity, but we’re still humble people and we’ll never forget where we have come from. The powwow ground was right next to my home, we would all be out there playing stickball or kickball all day. Other people had televisions or phones, a lot of times we didn’t have those types of things in our community. But that’s what made all of us have such a close bond to one another as a strong family.”

Bryan also recalled memories of learning the Tribe’s traditional dance to helping cook fried chicken that would raise money to send then-Head of Council Calvin McGhee to Washington DC, so he could lobby for their federal recognition. These same values and lessons passed down are the same reasons her grandmother always reminded Bryan to “never be ashamed” of her origins.

but through Indian country. The same girl who was too shy to take the stage after winning a Poarch Creek princess competition would start working for the Tribe as a teenager – and continued even through her early adulthood while balancing her studies in school and as a young mother.

FIRST AND FOREMOST

Bryan worked to initiate grants within the Tribe that allowed numerous children, as well as her own, to receive quality daycare while mothers and fathers worked to better the environment. When Poarch Creek was officially recognized by the US in 1984, Bryan’s maiden name, “Abney,” would see her become the first-ever member listed for the Tribe, including being given roll number 0001. “We worked out of these little modular buildings. Then I worked in our housing department and we received funding from the Federal Government for farmers home grants, where we were able to go in and work on some of the elder’s homes because, even when I was growing up, you could see the dirt through the floor slats of each home. Like I said we didn’t have much, but we thought we had everything because we had family who truly loved us,” Bryan says.

Even while employing just “three or four” members within the Tribal office in the early days of seeking recognition, Bryan slowly gained an understanding of what sovereignty meant not only to Poarch Creek,

“At one time I was working two to three jobs, going to college and balancing being a single mom. I lived in one of our very first rental housing units that was funded through HUD’s Dollars Homes. I was raised by very strong women and ‘quit’ was not in our vocabulary. We had a really strong support group in the community wanting all of us to succeed and it was very inspiring for me.”

GAMING AMERICA | CEO SPECIAL – STEPHANIE BRYAN

After graduating, Bryan began to work in insurance, finding stable success while keeping an eye on the continued development of her community once recognition had been earned. Following an unfortunate medical incident suffered by her uncle, who had served for nearly 28 years with Poarch Creek, the future Tribal Chair & CEO began her political career within the Tribe by seeking a leadership role in 2006.

AS LUCK MAY HAVE IT

Since the position required just two meetings per month, Bryan foresaw little issue in balancing her insurance career with the new responsibilities… that is until a group of Tribal Council Members nominated her to become Vice Chair of Poarch Creek, of course. Despite the worry of obtaining a full-time position with Poarch Creek while also managing an insurance career, Bryan seemingly let fate decide her new course in life, as the old saying “tails never fails” proved true once again for the impending Tribal leader.

“Some of the leaders came to me and said, ‘Stephanie, we’re going to nominate you for the Vice Chair position,’ and I said, ‘oh no, I was just elected, you can’t do that,’ but they did... and I was clueless. I didn’t know how to decline a nomination,” Bryan explains. “It was a tie between me and another individual, and our constitution stated that, if it’s a tie after four votes, we would flip a coin. He called heads, it was tails and that’s how I became

the Vice Chair of the Tribe and really how I got involved in Tribal leadership.”

by our Citizens in a general election,” Bryan recalls.

From there, Bryan began entering the world of not only Tribal politics, but gaming as well, given the Vice Chair position for Poarch Creek also served as Chair of the Poarch Creek's Gaming Commission, working directly with organizations such as the National Indian Gaming Commission (NIGC). While Poarch Creek’s gaming enterprises at the time extended to just “smoke-filled modular trailers” with bingo machines, Bryan still found herself staying up until the early morning each day acting as a “sponge” building gaming knowledge and learning terminology.

TAKING OWNERSHIP

After an additional five years serving as Vice Chair of Poarch Creek Indians, Bryan found herself with the opportunity to run for the Tribal Chair & CEO position, which if elected would make her the first female member of Poarch Creek to hold the leadership position. With a history of being told to always remember her community, the Poarch Creek-born executive was now at the head of the same table she had helped grow for three decades.

Even at the start of her political career when Bryan would find herself with a “deer in the headlights” view of what sovereignty and the legal aspects of Tribal gaming meant for her community, she managed to persevere through an adaptable personality. When her term as Vice Chair had run its course in 2009 and she was up for re-election, the Tribe surprised Bryan once again, choosing to continue her appointment over fellow members that carried 30-40 years of experience.

“That year it was another individual and I seeking the position of Vice Chair. The other person had served 32, 33 years, so I said, ‘oh wow, there’s no way, I’ve only served three.’ I had no name recognition but everybody knew I worked really hard and that year I was the first directly elected executive member

Bryan tells Gaming America: “In 2014, I became the first female Tribal Chair and CEO for the Poarch Band of Creek Indians, which, going back to our history of being a matrilineal society, women were leaders in the early days. This new role still presented challenges I had to overcome and break through that glass ceiling. Everybody was so used to male leaders as Tribal Chair and CEO for Poarch Creek, so it was quite a challenge. But as I said, all of the struggles make me stronger, and those challenges continue to help me flourish as a person.”

In addition to her responsibilities overseeing the growth of Poarch Creek’s gaming enterprises, Bryan was now responsible for supervising positions such as Attorney General/Chief Legal Officer, Chief of Staff, Chief Financial Officer and Chief Human Resources Officer. Her work extended far past Tribal grounds, however, as she was now the front-and-center voice of Poarch Creek when battling Alabama lawmakers and even the Escambia County’s tax collector’s office. Bryan came out with her hand raised on both occasions, defeating the Alabama Attorney General and tax collector’s office in court when the Tribe’s sovereignty and jurisdiction were challenged in 2015 and 2016, respectively.

Attorney General Luther Strange filed a lawsuit attempting to stop the operation of what his office considered illegal slot machines at casinos owned by the Poarch Creek Tribe on Tribal reservation land in Alabama. But the 11th Circuit Court of Appeals ruled the state could not regulate Tribal gaming

xxxxxxxxxxxx Chairwoman Bryan with children at the the Tribe's Fred L. McGhee Learning Center

CEO SPECIAL – STEPHANIE BRYAN | GAMING AMERICA

businesses on sovereign lands. In Escambia County, tax assessor James Hildreth claimed Poarch Creek land was illegally placed in trust due to not being “under federal jurisdiction” in 1934, only to be disregarded with a unanimous ruling that stated the reservation is protected by the Indian Reorganization Act, which bars state and local taxation of Indian lands.

A GOOD EGG

With ambitions to become less reliant on federal grants and contributions, Bryan guided her leadership team through Poarch Creek’s acquisitions of Wind Creek Bethlehem in Pennsylvania, Aruba Renaissance Resort & Casino and Curacao Renaissance Resort & Casino.

“For the Tribe today, I can honestly say that only around 10% of our budget comes from federal grants, whereas the rest stems from revenues that we generate from our own businesses. I asked our leadership to have an off-site meeting, where we had a firm come in and help us strategically look at diversifying our portfolio and that’s when we made a decision to go outside Alabama for business expansion,” Bryan explains.

“We expanded our gaming portfolio, but a part of the vision and the platform I ran on was to also expand outside of gaming, and start working toward hospitality and federal contracting. I didn’t want the Tribe to be known strictly for gaming because we are in a very conservative state and it is very tough to operate. We’ve seen the state delegation and legislative body restrict gaming for years and we’ve still yet to get some type of bill passed through the legislative process, but I feel like we have made some movement in that regard.”

As Bryan still refers to gaming as Poarch Creek’s “bread and butter,” the portfolio of hotel properties and federal contract companies the Tribe has built in recent years has helped the community flourish without having one sole reliance of income, or having too many eggs in one basket. “If you would have ever told me growing up in the Poarch Creek community that gaming would be our way out of poverty, I would have told you absolutely not, because of the strong

conservative faith-based community we’ve lived in. Even some of our own people do not gamble, but it changed their quality of life and they know that.

"The Indian Gaming Regulatory Act was one of the greatest things to provide new oppotunities and help pull Native Americans out of poverty. Our sovereignty is constantly being chipped away and challenged on many levels, so it’s our job as leaders to fight and protect where we came from. I tell people often that if you were raised in a povertystricken community, you would understand truly how life has changed; from getting your teeth cleaned in an airstream bus that Indian Health Services would send through

our community to now having a 75,000 sq ft health department.

“Today, 80% of our revenue goes back into education, healthcare, infrastructure, fire, police protection, boys and girls clubs, assisted living for our elders. We feed our elders, we have a community garden where our Tribal Citizens can pick fresh vegetables and fruit. We've even opened our own meat-processing plant, where we can process our own cattle to have our own food sovereignty. All of these areas really motivate me every morning, because my passion is to help improve quality of life for people and ensure we can sustain ourselves for future generations.”

Chairwoman Bryan in and among the community

Chairwoman Bryan (left) again with US Secretary of Interior Deb Haaland (right)

GAMING AMERICA | CEO SPECIAL – STEPHANIE BRYAN

PERSEVERANCE CONQUERS ALL

Having found her “love language” in helping grow the community in which she was raised, Bryan's responsibilities still did not come without their challenges, as she had to navigate being a mother of three children and representing the Tribal council in a full-time position, all while taking a pay cut from her previous career. Pointing out that “no one can say it’s about the money” for Bryan, the Poarch Creek Tribal Chair and CEO also took on a battle with cancer, coming out stronger and continuing to build a “sustainable future for years to come.”

Despite having passed before witnessing the fruits of such vital and tiring labor for the Tribe, the memories of Chief McGhee and her grandmother fuel Bryan to fulfill the duties of her role all while pushing any desire for accreditation to the wayside. Believing she is less about the recognition and more focused on “getting the job done,” Bryan remains thankful for the sacrifices made by her ancestors before her, and even recalls the early hopes for her Tribe when first visiting the nation’s capital.

“I’ll never forget in 2006 after I was elected and then took my first trip to Washington. I saw some other Tribal leaders there with their Governor and state legislators, and I thought, ‘man, I would love for that to be us. Maybe one day it can be.’ And I can honestly

say that our state delegation on the federal level has been there for us,” Bryan says. “It’s taken time to educate people on what sovereignty truly means to us as a Tribal nation, but the majority of leaders have helped us with legislation to reauthorize the Indian Health Care Improvement Act and special diabetes programs, so we’ve come a long way. It’s taken a lot of time and sacrifice, but we have a great leadership team, we have great employees at all of our entities that we consider part of our Poarch Creek family and we really just embrace people. We’re not a corporation, we’re a huge Tribal family and we have a huge network of wonderful people.”

NOT AFRAID TO FIGHT

One of the fondest memories Bryan holds from her political career was a discussion surrounding one-touch bingo devices and whether the gaming type fell under Class II or Class III standing. Former NIGC Chairman Philip Hogen questioned whether the games classified as bingo, given that the money and technology invested into the software allows each device to appear as if there were no bingo involved at all. In the midst of her time working with Poarch Creek’s gaming regulatory group, Bryan would tell Hogen he could “draw a bright line” on where games such as these stood within the industry, but

to “please not use sharpie” since Bryan was more than happy to consider the research necessary to prove a Class II designation. When Tracie Stevens would take over Hogen’s role as Chair of the NIGC, Bryan was asked to define and present the regulations behind one-touch bingo to the Commission, accepting the offer without hesitation but certainly feeling nerves with very little background in speaking to regulatory bodies such as the NIGC. As she had throughout her career, Bryan persevered, and explained how one-touch bingo fell under a grandfathered clause instilled by the NIGC prior, and how the utilization of such devices is allowed for Poarch Creek enterprises in Alabama. The approval was “life-changing” for the Tribe, as Bryan began to explain the potential benefits of gaming revenue to her community, even though many were concerned over how stretching beyond previously set limits may affect Poarch Creek sovereignty. “We explained to them at a certain point within the state, your revenues will plateau. For us to keep growing benefits, we had to look at ways outside of Alabama because we did not successfully get legislation passed that allowed us to invest in the state. Therefore, we started investing in commercial properties like in Pennsylvania. We had a community meeting with our Tribal Citizens where we said, ‘look, we need to take a certain amount of money, invest it and diversify our portfolio,’” Bryan says.

“That’s where the diversification of our portfolio began, but the main thing is to always protect our sovereignty and our trust properties. Those entities and resorts that we have on trust property are our very top priority. The other facilities outside of Alabama answer to state gaming commissions, as you well know, but those are stringent background checks. There’s all sorts of things we have to go through, but we’ve always done it right and done it well.”

AN UNSTOPPABLE FORCE

As a female leader herself, Bryan also calls attention to the growing familiarity she’s had with creating discourse with other women in power. “Knowledge, network and self-confidence” can lead any industry

Chairwoman Bryan with her mother

executive, male or female, to a C-level position. “Seek all the knowledge you can. Sometimes being quiet, not saying a word and being a sponge to consume all the knowledge will help you build the selfconfidence to get in front of those men and fight for what you feel is right in the gaming world; making a huge difference and impact on future generations. Women can do that,” Bryan states.

“I’ll never forget I was on a panel in San Diego and there were two attorneys from California that said, ‘wow, that lady’s smart, but I don’t know about that Southern accent’ and they didn’t know I overheard them. I walked up and I said, ‘don’t let the Southern accent fool you. I’m a very hard worker. I have the knowledge and, when I’m determined, I’m unstoppable.’ They didn’t know what to say, but I will tell women to always believe in themselves. When you have the knowledge and the confidence, knowing that you’re changing and inspiring people’s quality of life, you can also be unstoppable.”

Bryan’s work also extends past the Tribal community, as she currently serves on the Boards of multiple institutions such as the Business Council of Alabama Executive Committee, Economic Development Partnership of Alabama and Leadership Alabama. Through these positions, the Chairwoman and CEO has been able to broaden the legacy of Poarch Creek to more than just gaming expansion, to total economic development and sustainable employment. While she continues to educate “not only state legislators” but those on the federal level as well, Bryan ensures the Tribe “tells its own story.”

WHAT LIES AHEAD

citizen successfully run for Tribal office just two years later.

“I’ve served for almost 20 years now and my family, my kids especially, they say, ‘Mom, you’ve made a lot of sacrifices, a lot of great things have happened and, at some point, can we have an idea of what your exit strategy may be?’ But I’ve always said I want to leave the Tribe in good leadership hands so that people can carry on the legacy of love and improve the quality of life for Tribal Citizens,” Bryan explains. “We have a mentor and protégé program for Tribal Citizens to become an entrepreneur. This program allows them to borrow money to start up businesses, so we’ve created pathways to inspire that younger generation, encouraging them to go and do great things. And we’ve seen some very exciting times.”

The generations which came before her, Chief McGhee and her grandmother, would certainly be astonished at the growth the Poarch Creek community has displayed throughout Bryan’s tenure. As with many Tribal positions, the Poarch Creek leader desires to leave behind a legacy where she is not credited for the successes of her Tribe, but rather remembered for the ways she brought about positive change to her land.

Bryan continues: “Each day, each second, we should never take it for granted because things can change drastically. With a stroke of a pen, our sovereignty, every Tribe’s sovereignty, could be questioned. Being able to watch these children use those tools at their fingertips to grow and become doctors, lawyers, there’s nothing that makes my heart more proud than to see our Tribal Citizens use those benefits to improve their quality of life for them, for their families and their future.”

“They always taught me to take advantage of opportunity and never depend on entitlement. As the leader I am today, that’s what I hope my legacy will always be. I was a leader that left a legacy of love, opportunity and a passion to constantly strive to improve quality of life for people. I believe in giving people the tools they need and inspiring them to take advantage of opportunity, not entitlement,” Bryan concludes.

As the Poarch Band of Creek Indians Tribe continues to pave new history in Alabama and beyond, Bryan remains at the forefront of expanding not only the community’s gaming enterprises, but the opportunities available for those who will follow in her footsteps. While Bryan’s motto of “agree to disagree, respectfully” is certainly one to live by, there are no disagreements on what legacy she is leaving behind on the very lands her journey first began.

Bryan’s own experience of encouraging future Poarch Creek generations involves a young Tribal member who worked under her supervision as a policy analyst prior to receiving an opportunity to begin employment in federal contracting, something Bryan had no issue pushing the young man to pursue. Believing those in Tribal communities should “always encourage to seek opportunities” in which they can form new experiences, Bryan was thrilled to see the same Poarch Creek

Chairwoman Bryan (right) with Alabama Governor Kay Ivey (left)

STEIN SportsGrid, Co-Founder & CEO

JEREMY

THE SHIFTING FIELD OF PLAY

At the intersection of sports betting and broadcasting sits SportsGrid Co-Founder & CEO

It’s a busy time in life for Jeremy Stein, Co-Founder & CEO of SportsGrid. On top of running the sports betting broadcasting network – during a transitional phase within the organization’s history – Stein is all too used to getting up at 4am. Not necessarily to take work calls.

“My wife and I just welcomed our second child and we are obviously excited,” a proud father tells Gaming America. “We recently moved from the New York City area to Pittsburgh, where my wife grew up. I grew up about two hours from here, so we’re very close to both sides of our family and, moving from a city to the suburbs, we get a lot more space. So, in terms of balancing SportsGrid and being a father, it feels a lot more manageable here than it would in the city.”

Indeed, as we’ve seen already in our CEO Special, ‘balance’ is the key word for so many leaders raising a family while at the same time running a business. It was a theme Stephanie Bryan often brought up, while Jason Robins – who is also good friends with Stein’s business partner Louis M. Maione – spoke to us about being a father of five. Stein was one of three children growing up, while his wife was one of two, so there was always a shared desire to start a family of more than one child.

But the balance Stein speaks of is easier achieved given the fact he is doing already

his dream job: being an entrepreneur. When we ask what a young Stein’s dream career was growing up with his two siblings, he doesn’t want to sound too clichéd, but explains: “I am charting my own path. I started my career working in tech back in 2008. That’s when I graduated, and I’m a finance major, so it was a very interesting time to be a graduating finance major during the global financial crisis. You basically took whatever jobs were available. I took a job that was in a start-up and honestly I loved it: the freedom it offered really fits more with my personality than, let’s say being chained to my desk in banking or private equity from 9am to 2am and always being on call. Not that I’m not always on call now, it just feels better because there’s a real sense of ownership as opposed to 95% of my work being thrown in a garbage can. That is really what happens at the lower levels of finance!”

Jeremy Stein. As a past fantasy sports winner himself (seven figures), Stein’s career so far provides quite the story. But, as he tells Gaming America, sports betting is one thing – the move into online casino content quite another.

time before he Co-Founded SportsGrid, he was actually a high-value fantasy sports player, winning $1m both in fantasy football and fantasy basketball. It was a “very interesting period” in his life, as he reflects, but it was not necessarily as glamorous as one might assume.

“I was a very high-volume daily fantasy sports player, and I was betting about $250,000 on a daily basis. I think at that time I had a 14% ROI, which was obscenely high, and that’s for a lot of reasons. At the time, there was a lot of overlay, there were a lot of promotions available. But when I actually did the math in the short term, it didn’t really make sense to do anything else because the amount of money I was standing to make in the next two years dwarfed any other form of compensation. While that’s true, it’s not all glamorous, right? The famous phrase is ‘it’s a tough way to make an easy living’ and that’s true.

FROM DREAMS TO FANTASY

Notable within Stein’s journey so far are some facets he’s already discussed, such as his entrepreneurial nature and the fact he is a family man – and that’s before we get to the bread and butter of SportsGrid itself. But a very easy-to-spot headline jumps out when looking into Stein’s erstwhile career at a venture capital fund: in the

“Daily fantasy sports is a very highvariance game. I had periods of time where I lost every single day for six weeks straight, so you really had to do some deep soul searching. The bulk of the money I made actually didn’t come from those big tournaments, it came from general cash games. It’s very, very expensive to win those tournaments. To put it into context, I think it cost me $750,000 in basketball to win that million dollars. So actually, if I

GAMING AMERICA | CEO SPECIAL – JEREMY STEIN

didn’t win that event, I would have been negative by a large margin. Football happened to be more profitable because I was able to win all of my seats for the tournament in week one, so it was a little bit less of a grind. But everything is not always what it seems on the surface, particularly with respect to really big prize pools like that.”

THE ELEVATOR PITCH

Using Roger Federer as an analogical yardstick, Stein compares competing in fantasy tournaments to tennis. It’s a sport Stein played growing up and, essentially, if you’re not Federer – or perhaps on today’s circuit Jannik Sinner or Carlos Alcaraz – you might not necessarily be making money competing every week. In one way, though, that helped prepare Stein for life in business – and gaming in

particular – because it gave him experience of a “really underrated” aspect of the job: disassociation. Essentially, you have to “detach yourself from the value of money,” if you are willing to trade six-figure sums and continue living your normal life having just lost a wager of that value.

Using some of that experience, Stein sits today as CEO of SportsGrid – a company he has led for over eight years. For those familiar with the organization, they may see parallels with our CEO Special interview with DraftKings CEO Robins back in 2020. Perhaps the full market is yet to learn of SportsGrid’s value to the ecosystem, but Gaming America is willing to bet that the name becomes more and more recognizable with each year that passes. So what, essentially, is the company’s USP?

Stein gives us the elevator pitch: "It’s

evolved over the years. When we first began, the thesis was data: sports is data. You don’t need like a large production team like ESPN has to produce sports betting content. You don’t need a body to really predict tonight’s game and you certainly don’t need a team of people to recap last night’s game. Sports is simply numbers. If you can have some form of algorithm or computer programme that spits out that data – and pair it with a host who can hold an audience and a sound engineer, you can produce. While it’s going to be lower production value, you can produce the same quality of actual content as anybody else. And when you pair that with distribution, it becomes very powerful.”

That thesis has proved itself over time, Stein asserts, with SportsGrid’s network of operators boasting the likes of FanDuel, BetRivers, BetMGM, DraftKings, Caesars, bet365 and Fanatics. He adds: “We told everybody what we were going to do, and we went out and did exactly that.”

That said, there is somewhat of an inflection point in SportsGrid’s fledgling history that adds to the timing of this very interview. Indeed, of late, the company that literally holds the word ‘Sports’ in its name is pivoting – or, as Stein puts it, expanding is the better word – more towards casino. So much so that the executive can even see a 50-50 split between sports and casino content in SportsGrid’s future.

“We are the number one free ad-supported television in sports. We have over 35% of the market, we have 240 million unique viewers. And what that means is we have a very large audience of people that like to bet on sports. That is enormously valuable, as you can see the amount of companies in the space that spend money to actually try to acquire that audience. We’ve done it in a way that’s leveraging all of this free distribution. But we’ve also learned our audience doesn’t just like to bet on sports, they like to play casino games, social casino games, sweepstakes games, which allows us to expand into adjacent content for both our existing operator base and new operators as well. So we’re really excited about what the future holds and this is the first time in our history that we’re creating non-sports content.”

Jeremy with his family

GAMING AMERICA | CEO SPECIAL –

INDEPENDENCE OF THOUGHT

SportsGrid’s business model is largely sponsorship-based, although there has been a recent expansion into affiliate marketing. If a customer sees an advert on a partner website, in terms of data, that provides SportsGrid with a router ID and an IP address, which can then allow the company to identify what other devices are included in the household via an identity resolution provider. That, according to Stein, is native to the business without any external promotional codes or last-click attribution like with cookies. “It’s top of the funnel meets bottom of the funnel,” as the CEO puts it, and is something he believes is “new to the industry” and a “very exciting business segment we expect to grow in the future.”

Looking more broadly at this particular sector, though, there are two recent examples we feel it’s important to get Stein’s two cents on. Firstly, in 2021, aforementioned operator DraftKings bought VSiN (Vegas Sports Insider Network), only to sell it back in 2024. In a particularly infamous tale, meanwhile, Penn Entertainment acquired Barstool Sports for an approximate $388m in 2023 (after initially buying a 36% stake in 2020). Later in 2023, Penn sold Barstool back to owner Dave Portnoy for just one dollar...

Both are very different stories but one common question can be asked: does operator-led media fail to attract an audience on the grounds that it is no longer independent?

“I think the operators did a poor job of integrating those, so it’s not a fair experiment as such,” Stein tells Gaming America “Product development cycles are often very long, particularly as the company gets bigger, and you have a lot of teams that have different goals. In some cases, you also had companies that actually had very little distribution, so it was a flawed concept to begin with. I think the operators have learned that media in general, it’s a hard business, right? It’s one that’s different from theirs. They are transactional businesses and they just want to get as many people through a funnel as possible. But when you operate a media company, you can’t just operate it from a transactional standpoint. You have to operate it from a traditional standpoint and I think that can be very expensive to do. I think you saw a lot of investment on the media side and the operators weren’t necessarily patient enough to see the payoff on the other end.”

THE ‘P’ WORD RETURNS

Checking back again to our DraftKings

interview earlier in the magazine, we have seen the industry giant undergo a huge journey to reach profitability on the other side. For Stein, the scale is far smaller for now, but he takes “great pride” in the fact that SportsGrid is a profitable business –and has been for the last five years. In 2021, the company was even the subject of a $240m takeover offer. It was a successful offer, too, with a celebratory dinner even arranged between new business partners. A last-minute cancellation, however, provided Stein with another important life and career lesson.

“Yes, we had a deal that fell apart at the finish line and was stopped under a complicated set of circumstances,” he explains. “But things like that happen. We’re not the only company that’s happened to, and we certainly won’t be the last. That was 2021 – time flies! – and we’re well past that. That’s part of running any business – you don’t know what you don’t know. Even though I’m eight years in, I’ve seen a lot. We’ve been through a lot of pain and I’m not even referring to that acquisition. Honestly, that feels more like a speed bump compared to some of what we’ve been through. But there are still things that happen on a daily basis that continue to surprise me. You’re always operating in uncharted

Brian Christopher and SportsGrid first partnered roughly a year ago

territory... and that is the beauty of running a company.”

THE SOCIAL NETWORK

As Stein has already discussed, SportsGrid is expanding into casino content. Brian Christopher, in particular, is a high-profile slot streamer the company will be working with more as time goes on. But it’s not just online casino SportsGrid is open to. Indeed, despite ongoing litigation and regulatory question marks across the US, Stein is confident social gaming and sweepstakes are still huge areas worth targeting. For the company itself, this also comes with more regulatory freedom, as Stein explains: “Our position is we’re a media business. We create content and there’s nothing that prevents me from creating any form of content. To put this in perspective, I air sports wagering content in states where sports wagering is not legal. It’s information, it’s entertainment, it’s a product that people want – and there’s no law that prevents me from doing that.

“That may be a poor analogy for sweepstakes, because again our position is sweepstakes is legal under law, until any laws change. But, with various partners who operate under their own legal opinions, our position is it’s legal under sweepstakes law. That might conflict in certain states with gaming regulations, but that’s up to a regulator to decide. The US legal system is vast, which is nice, but at the same time when you have such vast laws oftentimes some of them will conflict. That will all work itself out in time. We like to use the term pre-regulation. Pre-regulated markets to me are exciting as an entrepreneur because that’s where a lot of innovation happens. You can innovate a lot quicker if you don’t have that red tape.”

While prediction and event contract markets are “certainly having their day in the sun right now,” Stein sees a lower volume here and perhaps less of a need for content. Where the majority of his excitement for the future lies, however, is online casino. The vertical may still only be legal in seven states but Stein notes the impact on operator revenues even from the small percentage

“ I think all of the industry's focus now is honestly on casino. It s a highermargin product and, if you look at even the states that have it, it is meaningful. Honestly, I think companies would prefer to operate a casino over a sportsbook for a variety of reasons, and that's where the future is headed for sure. ”

of the US. “We’ve conquered sports betting content, and we’re also moving into casino. It broadens opportunities for the business. It’s a completely new revenue stream and it’s going to open a lot of doors for us. That’s something we’re unbelievably excited about and we think it’s going to be a major growth engine for us in the future. That’s another big differentiating factor between us and everybody else in our space. Reading the tea leaves, everybody in our industry is talking about casino, so it makes sense to be in that space.”

THE INDUSTRY’S FUTURE

Stein describes both himself and fellow Co-Founder Maione as “very hands-on” –an assessment he believes his staff would share. Taking that approach, Stein wants to see a shift in industry focus. Right now, as far as casino streaming goes, the streamer is not the main attraction –the game is. But, at SportsGrid – and particularly via partnering with a slot streaming powerhouse in Brian Christopher –Stein wants to change that, bringing “true talent into the industry.”

on tonight’s game.’ Slots and online casino feels like it’s in a very similar place. A lot of people play it, but they don’t necessarily share that information with their friends. We want to remove the taboo, if you will.”

Stopping short of saying sports betting is “solved,” there is an apparent limit to the amount of new iterations fantasy sports and sports wagering can provide. By comparison, there is innovation occuring across both social casino and the more traditional form of online casino. And that’s exactly why Stein can see an eventual 50-50 split for the SportsGrid business model. Sports drives live viewership and the size of the NFL, as one example, cannot be underestimated. That explains why the likes of Netflix and Apple are bidding so vehemently for sports broadcast rights.

“We’re doing it differently. It’s not just streaming games. We’re building game shows, because at the end of the day, casino is fun. It’s meant to be portrayed that way, so we think that is longer-form content that will lend itself really well to the industry. Our long-term goal is to get people to talk about casino the way they talk about sports betting. Sports betting used to be an activity people would do in private and you wouldn’t talk about it. Now people openly say, ‘hey, I bet

And yet, when we ask where the wider industry is headed – your FanDuels, your DraftKings (already BetMGM is very online casino-focused), Stein is confident iGaming remains the future. “Oh yeah, without question,” he asserts. “I think all of their focus now is honestly on casino, every single one of them. It’s a higher-margin product and, if you look at even the states that have it, it’s meaningful. Honestly, I think companies would prefer to operate a casino over a sportsbook for a variety of reasons, and that’s where the future is headed for sure.”

So, if Stein is not up at 4am because of his children, the casino element of the business is something he “wakes up every morning thinking about.” And, for both a company and CEO that enjoyed so much growth via sports, that is perhaps the biggest sign so far of the shifting field of play.

In a market as volatile, loud and chaotic as Brazil’s newly regulated betting scene, having a calm operator at the helm of one of its biggest companies almost feels like a contradiction. But if you speak to Alex Fonseca, CEO of Superbet Brazil, contradiction is exactly where the opportunity lies. While others chase speed and push branding, he bets on clarity and meaning. It’s a subtle but radical shift in a landscape known more for its firestorms than for its frameworks.

Unlike many others who might have landed in the upper levels of the industry, Fonseca didn’t grow up dreaming of odds and margins. His entry into gaming was shaped not by nostalgia or personal attachment, but by an intellectual and professional curiosity about complexity. That distance gave him an edge and an ability to see the sector as part of a much broader system, both economic and cultural, and more than just as an isolated vertical.

BETTING ON CREDIBILITY

From misunderstood industry to measured leadership, Superbet Brazil CEO Alex Fonseca tells Gaming America how he is trying to redefine gaming in Brazil.

A trained economist with a business background, Fonseca had spent years observing how industries evolve, how consumers behave and, above all, how markets crack under pressure.

“Becoming a gambling CEO was never the ‘plan,’ but what always drove me was the idea of leading in a complex industry where there are no easy answers, only constant adaptation.”

That appetite for uncertainty eventually led him to Superbet, now one of Brazil’s fastest-growing operators, and to the middle of the national betting boom that arrived with the subtlety of a parade and all the structure of a house of cards. While many companies were scrambling to grab market share, Fonseca was focused on building something that could withstand the scrutiny, the competition and the inevitable regulatory turbulence that always seems to be changing the destination.

to sport that is unique in the world. And competitive because with over 200 operators active, standing out requires more than just marketing, it requires authenticity, responsibility and scale.”

In this chaos, Superbet didn’t just stand out, it catapulted. “In one year we have grown from a new brand to the number three brand in the Brazilian market and this is huge!”

Still, of course, this was not just about numbers. Fonseca credits the “financial strength, innovation, amazing professionals and deep local engagement” as key drivers. But he also insists the game isn’t just market share; more than that, it’s market credibility.

GOOD OLD BRAZILIAN PASSION

VISION AND DISRUPTION: INSIDE FONSECA’S BRAZIL PLAY

When Fonseca stepped into the Brazilian gambling industry, he came prepared, not just with market awareness, but mostly with a strong foundational understanding of what makes complex sectors evolve. His background in economics and business made him fluent in the dynamics that separate temporary success from lasting impact. “I was fascinated by sectors where competition is intense and where innovation and technology create constant disruption,” he tells Gaming America, reflecting on a career that began far from betting.

Brazil’s market is rarely described as dull. In Fonseca’s own words, it’s “dynamic, passionate, competitive.” The country’s scale, digital connectivity and cultural love for sport make it a uniquely fertile ground for betting brands… but not to forget it’s also a brutally demanding one. Regulation is everchanging, enforcement is inconsistent and the constantly growing number of new brands means consumers are bombarded with offers that often blur into one another.

“Dynamic because the market is constantly evolving with new regulations, taxes and debates. Passionate because Brazilians have an emotional connection

Despite the surge in licensed operators, Brazil’s scene remains far from clean as a significant portion of the market is still dominated by unregulated platforms that operate without oversight, avoid taxation and, of course, put consumers at risk.

“The real competition in Brazil is the illegal market, which still holds a significant share. For legal operators like Superbet, the mission is bigger than competing with each other, it’s about establishing credibility, winning player trust and shaping the long-term sustainability of the industry.”

BUILDING A BRAND THAT SHOWS UP

In a country where football is religion and sponsorships are practically scripture, Superbet didn’t have time to tiptoe. The operator had to make sure its presence was not only seen but felt, considering how many brands would invest in sponsoring football. Under Fonseca’s oversight, it

pursued long-term deals that signaled commitment, not convenience, choosing partners like São Paulo FC, Fluminense FC, Série B of the Brazilian Championship, while also being part of the newly launched Kings League Brazil. “Superbet has shown true commitment to Brazilian sport, investing in projects that go beyond logos to create meaningful fan experiences.”

Superbet’s rise in Brazil hasn’t just been about investment or visibility, it has had far more to do with emotional resonance. For Fonseca, forging real cultural connection means understanding what the sport represents and honoring that meaning in every touchpoint. These aren’t just strategic alignments, they’re important identity markers for the population. “Brazilians are among the most passionate sports fans in the world and football is not just a game here, it is culture, identity and emotion. At Superbet, we understand that connecting with fans requires more than sponsorship visibility, it demands authenticity and respect for this passion.”

This cultural intelligence isn’t just a branding tactic as Superbet’s involvement in Brazilian sports is deeply intentional. Fonseca believes the only way to stand out in such a passionate market is to truly belong to it. That means crafting partnerships that go beyond visibility and into shared purpose, in a blend of culture and creativity; showing up in the right jersey with the right energy. “Our partnerships are built on storytelling, creativity and shared values. We don’t just sponsor football, we celebrate it alongside the fans, making Superbet a true part of Brazil’s sporting culture.”

“Dynamic because the market is constantly evolving with new regulations, taxes and debates. Passionate because Brazilians have an emotional connection to sport that is unique. And competitive because, with over 200 operators active, standing out requires more than just marketing, it requires authenticity, responsibility and scale.”

and showing up even when the answers aren’t obvious. “I see myself as a CEO who balances vision with execution. My job is to define where we’re going, to make difficult calls when needed and to hold the company accountable to its values.”

LEADERSHIP IN THE PRESSURE COOKER

Fonseca doesn’t describe himself as the type of CEO who hides behind titles or processes. His leadership style prioritizes clarity, alignment and resilience. He operates with both foresight and tactical presence, fully aware that in a sector like betting, theory alone isn’t enough. It’s about getting involved, making trade-offs

But leadership, as he sees it, isn’t about possessing the loudest voice. In an industry known for big moves and even bigger egos, Fonseca takes a different approach, one rooted in cohesion. For him, his role isn’t to have all the answers, but to create alignment across an evolving ecosystem. “Leadership is less about being the expert and more about being the integrator. You must align very different stakeholders, employees, regulators, partners and the public, around a common narrative.”

That philosophy applies internally too. “My team knows they can count on me, contact me and even discuss ideas with me at any time. I know my role is to lead the company and our long-term vision, but I’m also a leader that remains close to the areas on a daily basis.”

Externally, though, his role is even more delicate. Brazil’s industry is young and controversial. Public sentiment swings easily, media scrutiny is intense, politicians are divided and, in that kind of environment, leadership becomes as much about tone as strategy.

WHEN THE TIGER GROWLED

Fonseca arrived during one of the Brazilian industry’s most controversial moments: the rise of Jogo do Tigrinho, the nickname Brazilians gave to Fortune Tiger. The slot game quickly gained notoriety not for its

gameplay, but for how it was marketed, largely through influencers with massive followings who skirted legal grey areas to promote it. Audiences were misled about guaranteed victories with get-richquick videos. “The Fortune Tiger case revealed the dangers of an unregulated market. It blurred the lines for consumers, created mistrust and gave ammunition to critics who argue that gambling is inherently unsafe.” So much so that a national enquiry was held into influencer marketing within Brazilian gaming: the CPI das Bets.

The enquiry didn’t hold back, nor does Fonseca dismiss it. “The CPI showed the urgency of more transparency in the industry and the need to combat the illegal market. Influencer marketing in Brazil is extremely powerful but it must be done responsibly.” Superbet’s approach was to draw the line. “We make sure every partnership, whether with clubs, influencers or media, reflects our values: responsibility, authenticity and respect for the player. I believe it’s the responsibility of operators to lead by example.”

Fonseca sees the amount of influencers who are tied to companies that promote the Tiger not as a scandal, but a signal. “We must see it as a wake-up call. Legal operators have to clearly differentiate themselves, showing players that compliance and safety are non-negotiable.” It’s a point many operators are only now realizing, especially as Brazil’s political class continues its uneasy relationship with the gaming sector. And that’s where

Fonseca sees his role not just as a business leader but as a kind of ambassador –for what the industry could and should become.

SUSTAINABLE DOESN’T MEAN SLOW

As the dust is yet to settle on Brazil’s regulatory landscape, it’s clear Fonseca isn’t looking for shortcuts or fireworks. There’s no appetite for gimmicks or hyper-growth that burns out in a year, as he believes “growing at any cost is easy but growing in a sustainable way that will keep us at the top, that’s the real challenge.”

And he means it. For all the success Superbet has enjoyed since its entry into

Brazil’s regulated scene, Fonseca isn’t chasing short-term spikes: his metric for success goes beyond the leaderboard. “To me, it’s not only about gaining market share, but how to build a sustainable company that will be among the top companies in five, 10, 15 years.”

yes, market share will naturally follow. If in a decade, the Brazilian gaming market is seen as trustworthy, well regulated and beneficial to society – and if Superbet played a central role in that transformation – that will be my proudest legacy.”

His sights are set on more than just visibility: he wants trust, reputation and cultural relevance for the company, the kind of legacy that outlives whatever current hot trend the industry is chasing, because it creates memories and deep connection. “Are we building a company that will still be respected and thriving in 10 or 20 years? Are we contributing positively to Brazilian sport and society? If the answer is

CLIMBING WITH CONTEXT

It’s a vision that mirrors how companies built their rises. While most operators rely on aggressive spend and flash campaigns to break into the public’s radar, Superbet went for context and, besides that, creativity that made sense, not just more noise. Fonseca attributes much of this to his team. “We definitely have the best professionals of the market working every day to build the brand that will one day be the number one in Brazil,” he says. Fonseca knows that in a country as emotionally driven and brand-conscious as Brazil, simply having a license and a logo isn’t enough anymore, especially considering the growing number of competitors. “Our ambition is to be consistently among the leaders but not only in revenue. We want to lead in trust, in reputation and in cultural relevance.”

The company’s partnerships reflect this. It’s not about having the biggest names, it’s about having the right tone. From football sponsorships to Carnival activations and Kings League branding, “We don’t just sponsor football. We celebrate it alongside the fans.”

EYES ON REGULATION, HANDS ON ETHICS

Fonseca’s stance on regulation is pragmatic. He doesn’t treat policymakers as obstacles to be outmaneuvered, but as necessary partners in the long game. This is especially crucial in a market like Brazil, where political attitudes toward gambling are ambivalent and can shift rapidly depending on media coverage or public scandals. While many CEOs in emerging markets see regulators as adversaries, Fonseca doesn’t wear that chip on his shoulder. If anything, he sees a potential alignment if both sides can play the long game.

“The CPI showed the urgency of more transparency in the industry and the need

to combat the illegal market,” he says. He’s blunt about the consequences of ignoring that urgency: “If we don’t regulate ourselves, regulators will step in with restrictions that may harm the whole market.”

Rather than waiting for rules to be imposed, Superbet tries to anticipate them. That means implementing internal checks that mirror what responsible regulation should look like, long before it becomes legally binding or publicly demanded.

This isn’t simply risk management; it’s also a deliberate form of brand positioning rooted in long-term vision.

That’s not theory, it’s a strategy and every decision Superbet makes, from influencer partnerships to press positioning, is filtered through the lens of lasting legitimacy and cultural responsibility, which is a personal belief from Fonseca. “Partnerships should never mislead consumers or encourage irresponsible play.” Let’s face it, for other operators in Brazil, this hasn’t always been the case.

LEGACY THINKING IN A HYPE MARKET

If there’s one thing Fonseca makes clear, it’s that he’s not here to chase quarterly headlines. As already stated, his focus is on creating an organization that can still be standing and thriving a decade from now, which is a kind of thinking that is rare in industries driven by urgency and speculation. “My personal goal is to help shape and evolve the gaming industry, helping lead it to sustainable growth. The regulated industry is still very young and I’m sure there’s still a lot to change while getting more mature. We will probably experience a natural phase of consolidation where the strongest and most committed operators will remain.”

And yes, as much as this sounds idealistic, it also is necessary when there is so much public doubt about the industry's credibility, from the public to politicians. Finance Minister Fernando Haddad, for example, has gone on record saying that, if it were up to him, the online gambling betting market would be completely banned.

For Brazil, a country trying to reconcile its love for sport with its caution around

”This industry combines so many elements: sports, entertainment, regulation, consumer psychology and technology. That combination is incredibly challenging but also rewarding.”

gaming, that kind of leadership might be the difference between an industry that burns out and one that becomes embedded in civic and cultural life.

left with is a CEO who believes the sector can be better. That belief doesn’t come from naive optimism. It comes from exposure, analysis and the desire to lead something that matters.

BEYOND NOISE, BEYOND NOW

While some competitors chase virality, Fonseca is trying to build something meant to outlast the moment. That means understanding not only what the audience wants, but why they want it; and then delivering on that expectation with clarity and fun, not necessarily spectacle. It’s this focus that led Superbet to align its image with broader narratives, from social responsibility to creative integrity. Fonseca sees betting as part of a cultural fabric that is constantly being redefined. “This industry combines so many elements: sports, entertainment, regulation, consumer psychology and technology. That combination is incredibly challenging but also rewarding. It tests your ability to balance growth with responsibility.”

Fonseca isn’t pretending that gaming is without risk, he’s just insisting that risk can be managed, ethics can be incorporated and trust can be built. In an era where credibility is harder to earn than ever, that commitment might end up being the most valuable asset of all. If you ask Fonseca what drives him, it’s not a fixation on revenue graphs or press releases. It’s an insistence on meaning, which is something he believes has been missing in the narrative around gambling in Brazil for far too long.

That balance is evident in Superbet’s branding choices as the company doesn’t lean on controversy to get attention. In a market that already screams, sometimes what stands out is a brand that actually listens. “Consistency and clarity are vital. When the market is turbulent, people look to leadership for stability.”

That’s why Superbet looks to lean on clarity. In a market this saturated, clarity is a competitive advantage. It becomes the anchor that players return to when the headlines fade and the hype dies down. It’s the difference between being part of a moment and being part of a movement.

THE ‘WHY’ BEHIND THE WIN

If you strip everything else away, brand deals, growth stats, headlines, what you’re

“Too often, this sector is associated only with risk or controversy. I want to change that,” he says. Indeed, Brazilians are more and more aware that this will not come with PR campaigns or empty branding, it comes with action, structure and standards that treat consumers as participants, not just targets. In a sector that still faces significant public mistrust, that philosophy might be what helps Superbet stay upright when the next wave of scrutiny hits.

CLOSING THE GAP

So what does the future look like for Fonseca and Superbet? It looks intentional, measured, like a refusal to be dragged into the shortterm frenzy at the expense of long-term value. Not stagnant. Not slow. But deliberate, strategic and aligned with values that don’t change with the algorithm, but rather try to change the algorithm itself. It’s a style of leadership that might feel understated in a sector known for noise. But it’s also one that Brazil and the wider gaming world could use more of. In a market built on bets, Fonseca isn’t gambling. He is building.

SETTING THE PACE

Galaxy Gaming President & CEO Matt Reback reflects on two years in the role, as well as the supplier’s notable partnership with Hasbro.

Having formed a new partnership with Hasbro in July, what type of new products and themes can consumers expect from Galaxy Gaming?

Galaxy Gaming is launching a new line of “enhanced” table games, starting with Monopoly-themed experiences. These aren’t just branded overlays – they’re deeply integrated with Monopoly’s iconic elements like properties, houses, hotels, the game pieces and Mr. Monopoly himself. It is important to understand that Monopoly isn’t just a game. It’s a cultural touchstone with nearly 90 years of global recognition. By integrating Monopoly into all-new table game concepts, Galaxy is tapping into nostalgia and brand awareness that few can match.

We will also be unveiling the first of our all-new Yahtzee‒themed game concepts. Our roadmap also includes some really exciting Battleship concepts; however, these will be released to the market a bit later. One of the goals with each of these new table games is to attract a broader demographic, including casual players, younger adults and women –groups that traditional table games often miss. This relationship with Hasbro positions Galaxy as an innovative leader in branded table games, with the first releases debuting at G2E and hitting the market in Q1 2026.

How is Galaxy Gaming integrating its portfolio to meet the demands of online players compared to those in retail facilities?

Galaxy is expanding its digital offerings with online versions of popular games like EZ Baccarat. We’re also introducing multi-side bet games and linked jackpots across titles, to create more engaging and rewarding experiences for online players, aligning with

the evolving expectations of the expanding iGaming audience.

Coming up to the two-year anniversary of taking over as President and CEO, in what ways has gaming become more innovative since you joined Galaxy Gaming, and how has the supplier gone about matching this growth?

Over the past two years, the industry has embraced greater volatility and more dynamic ways to engage players. Galaxy has matched this pace and, in many ways, we are actually setting the pace by innovating in game design, merchandising and player interaction –ensuring our offerings keep the pit fresh and competitive for our customers.

With the growth seen in LatAm and Canada in 2025, what type

of opportunities can be presented for Galaxy Gaming?

The growth in Latin America and Canada presents exciting expansion opportunities. These markets are ripe for Galaxy’s unique table game offerings and the company is actively exploring ways to establish a stronger presence there.

You bring experience from both operators and suppliers. How has that shaped your leadership approach at Galaxy?

Having worked on both sides of the industry, I try to bring a balanced perspective that informs most of our strategic product decisions. This dual experience helps me understand the needs of our customer – the casino operator – and the end user/patron. At the end of the day, we make games that operators want because patrons enjoy playing them. Every day, I call upon my experiences walking casino floors and talking to patrons or meeting with operators to learn about their requirements. Hopefully, my diverse experience results in a more holistic, collaborative and effective leadership style.

Galaxy has a significant presence in side bets and proprietary table games. How are you leveraging technology to enhance these offerings?

MATT REBACK President & CEO Galaxy Gaming

Galaxy is pushing the envelope with its GOS Sapphire platform, which features dynamic progressives, advanced sensors, visually striking designs and the most customizable display graphics in the industry. Looking ahead, we are exploring wide-area progressives (WAP), a broad range of Hasbro game integrations and potentially omnichannel experiences that bridge landbased and online play.

A CONFIDENT PATH

RLX Gaming CEO Martin Stålros reflects on 2025 performance and Relax Gaming's 15th anniversary.

What results has RLX Gaming witnessed in the US so far?

We are very pleased with our progress in the US and it’s fair to say the headway we’ve made has been both rewarding and motivating for the entire company. That said, we are not going to rest on our laurels, our ambitions remain extremely high; we see plenty more opportunity ahead. The organic growth we’ve experienced has been particularly encouraging, when you see player data steadily increasing without the need for aggressive pushes to get things over the line, it gives us real confidence that we have the right team in place, that the product is resonating.

This growth is a result of building strong relationships with our operator partners and ensuring our content is tailored to meet player preferences in the region. Every new market presents its own unique set of challenges and opportunities; our focus has been on learning quickly and adapting. While there’s still a long road ahead, the performance so far confirms that we’re on the right path to becoming a significant player in the US.

How do you reflect on striking partnerships with operators such as BetMGM and DraftKings?

To be able to work alongside brands of the calibre of BetMGM and DraftKings is not only a fantastic opportunity but also essential to building a strong presence in North America. These are household names with enormous reach, exceptional teams and a deep understanding of their player bases. Partnering with them allows us to integrate our games into platforms that already have the trust and loyalty of millions of players. This kind of collaboration accelerates our visibility in the market, enabling us

to showcase our unique mechanics and high-quality content to a wider audience. It also fosters a healthy exchange of ideas and insights, which helps us refine our portfolio to better suit regional tastes. In short, working with such respected operators is a cornerstone of our strategy to cement RLX Gaming as a go-to content provider in the US.

Which expected game releases is RLX Gaming most excited to bring to market?

I have a lot of confidence in our upcoming roadmap. Over the past year, we’ve undergone a learning curve and made some strategic adjustments to reposition our productions and releases, ensuring they’re perfectly aligned with both operator needs and player expectations. Coming into Q4 and beyond, we have what I believe is one of our most attractive mixes of content to date.

MARTIN STÅLROS CEO RLX Gaming

One title I’m particularly excited about is Bill & Coin 2: Mummy Mischief. This sequel builds on everything players loved about the original, while introducing new features and characters to elevate the gameplay experience. We’ve added bonus modes such as a Book-style expanding symbol round, Sticky Coins and a Super Bonus that combines all three bonus modes into one – plus returning fan favorites like the multiplier ladder. It’s bigger, bolder and has all the ingredients to become one of our standout releases for 2025. We’re confident it will make a real impact when it hits the market.

Having reached one year since taking over as CEO, which moments have stood out to you most since the appointment?

One of the real highlights for me was our 15year anniversary celebration earlier this year. We rented out a resort in Mallorca in April and brought together all of our incredible “relaxers” from across the business. Seeing everyone in one place – sharing ideas, celebrating successes and reflecting on the journey so far – was a truly special moment. From a business perspective, I’ve been particularly proud of the innovations we’ve made in our European operations, including enhancements to our Dream Drop offering, which have strengthened engagement and player excitement. Looking ahead, my focus is on continuing to expand our market footprint, particularly in North America, where we see huge potential, as well as in other key global markets. The goal is clear – to grow our market share, deliver standout content and ensure Relax Gaming remains synonymous with innovation, quality and player-focused experiences worldwide.

LONG-TERM INVESTMENT

Playtech CEO Mor Weizer speaks to Gaming America ahead of G2E, reflecting on Playtech’s West Virginia launch, working with the likes of BetMGM, Rush Street and DraftKings – and more.

How has life started for Playtech in West Virginia, following your June launch?

Our launch in West Virginia has been a strong step forward in our US expansion strategy. Early engagement has been highlight encouraging particularly in our live casino vertical, which continues to exceed expectations. West Virginia is a market that values quality and innovation, and our technology stack especially our IMS platform and live dealer capabilities has resonated well with both operators and players.

We are currently live with multiple operators in the state, delivering a broad portfolio that includes RNG casino content, live dealer experiences, and our full technology stack: IMS, PAM+, POP aggregation, and our omnichannel sportsbook.

We have partnered with several leading brands in the state, and the collaborative spirit has been excellent. What’s most exciting is the appetite for differentiated content and responsible gaming tools, both of which are core to Playtech’s offering. We’re not just entering markets; we’re helping shape them.

What are Playtech’s plans for G2E this year?

We plan to continue to reinforce our commitment to the US market. A key focus will be the expansion of our Live casino footprint with studios in Michigan, New Jersey, Pennsylvania, and our unique and fantastic studio in Las Vegas developed in Partnership with MGM Resorts International. We will also showcase US-tailored casino content, our advanced platform solutions and introduce bingo and poker both in active

development for launch in the US. Our presence at G2E will be about demonstrating our long-term investment in the region and our readiness to support operators seeking to elevate their technology stack.

How have you found the differences between working with Rush Street Interactive, Delaware North, DraftKings and BetMGM – and how do you adapt and tailor your offering between these brands?

Each partner brings a distinct approach, from brick & mortar-leveraged to sports betting-led operators (as well as those in between), and that diversity is what makes the US landscape so dynamic. Our modular technology allows us

to adapt to each partner’s strategic goals. Whether it’s customizing player journeys, integrating with proprietary systems, or delivering exclusive content, we tailor our approach both technically and culturally. It’s about understanding each brand’s DNA and building long-term value together.

Are there any big announcements planned for H2 this year and the early part of 2026?

Following the successful divestment of Snaitech, we’re entering a new phase of strategic focus on B2B growth. In H2, we’ll be announcing new partnerships across some key markets, including further expansion in Brazil, which continues to be one of our most promising markets.

If there was one wish you could make for US iGaming (apart from legalising more states!) what would it be?

Beyond broader regulation, it would be for greater interoperability and data transparency across platforms. The US market is fragmented and, while that creates opportunities, it also presents challenges in delivering consistent, personalised and responsible experiences.

MOR WEIZER CEO Playtech

If operators, regulators and technology providers could collaborate more on shared standards particularly around player data, responsible gaming and content delivery, we could unlock a new level of innovation and trust. The potential is enormous and, with the right infrastructure, the US could lead the world in regulated digital entertainment.

Visit us at G2E Las Vegas, Booth 2452 and experience the Supreme difference firsthand.

A VERSATILE ENGINE

GammaSweep CEO Trevor Pope explains the current sweepstakes climate in the US, and what it means to be both an operator and provider in the space.

Take us through your product offerings and explain where GammaSweep sits in the chain between sweepstakes operators and players?

GammaSweep is, at its core, a turnkey gaming development company. We specialize in what is known as a white-label social sweepstakes casino. The difference is we don’t touch the money. While we offer a white-label solution at turnkey speeds, there’s actually a lot of customization that goes into the product. On top of the development side of things, we are also a consulting company as well.

In terms of where we sit, I would say we don’t sit directly between the operators and the players. We’re here to empower operators with everything they need to manage the platform; from frontend development to back-end compliance to reporting infrastructure.

How would you define the sweepstakes landscape in the EU market, for example – and how does this differ to the North American region?

The EU and North American sweepstakes landscapes are evolving in different ways. In North America, especially in the US, the model has matured under a strict compliance framework that varies state by state. One thing to remember is that sweepstakes isn’t a new concept, it’s deeply rooted within a lot of promotional exceptions to gambling laws.

By contrast, what we’re seeing is more of a growing interest in the EU markets for a compliant, price-based gaming model that mirrors the US sweepstakes model. I think

Europe is approaching sweepstakes with a lot more caution, but the gap is closing quickly and this leaves plenty of room for expansion.

How has GammaSweep had to reposition its operations amid the turbulent regulatory landscape for US sweepstakes?

When it comes to compliance, you can either look at it as a threat, or as an opportunity to innovate. Our platform was built from day one with compliance at its core; we include all the features you need to stay compliant. This foundation has allowed us to stay ahead of the curve as scrutiny increases in different US markets.

I would say a more recent shift for us is that we’ve deepened our legal partnerships and we’re investing more in

the compliance side of things, so that we can quickly adapt to regulatory changes.

What does it mean to be both a sweepstakes operator and supplier in the current landscape?

What this essentially means is we hold ourselves to a higher standard, and our compliance standards are a little stricter than others. I think the biggest challenge we’re facing today, whether it’s an operator or as a provider, is the speed that state-level regulators are responding to the popularity of sweepstakes.

For sweepstakes operators, the margin for error is rapidly shrinking. It’s important that we try to sit in the middle of being an operator and being a provider because. That is what’s going to provide the most longevity for our customers.

How do you reflect on 2025 so far and how have your experiences this year informed your roadmap for Q4 and 2026?

2025 has been a transformational year. We’ve probably increased our operator base four to five times over. We’ve expanded into some new verticals. We’re significantly upgrading our platform’s infrastructure, and more launches are on the horizon. We’re going to be debuting a new product called GammaGames, which will be our proprietary suite of sweepstakes slots and casino-style games.

TREVOR POPE CEO GammaSweep

Overall, we want to deliver the most competitive retention rates in the industry when it comes to gross gaming revenue share. Looking ahead for what is to come in Q4 and in 2026, we will continue to invest time and resources into the international markets.

BEYOND THE TRANSACTION

WagerWallet by Neosurf is aiming to bring a player-first approach to iGaming payments. Sue Page, CEO – Americas, Neosurf, tells us more...

Launching a payment product in the US means stepping into a crowded market but one we believe is ready for something new. Wallets are gaining traction, players want more control and the payment experience has become a key driver of loyalty. It’s no longer just about moving money; it’s about delivering the kind of seamless, flexible experience that keeps players engaged and operators competitive.

What we heard in the US, loud and clear, was that the market was ready for something purpose-built. Not a retrofitted ecommerce tool. But a wallet that matched the rhythm of real betting behaviour, improved compliance workflows and gave players a better handle on their spend.

PLAYERS ARE DIFFERENT

Unlike other financial behaviors, betting is fast, frequent and often emotion driven. Our US research, conducted with Betting Hero, revealed that 55% of players deposit and withdraw at least every other week. Yet existing payment flows aren’t keeping up with this behavior. Inconsistent experiences across different operator accounts, with delays on both deposits and withdrawals, and limited visibility into total betting spend, are all contributing to player dissatisfaction. Products like WagerWallet addess these issues and more. Players get instant access to their funds, can set personal limits and have a centralized view of profit and loss across multiple operators. For operators, it’s an improved payment experience that helps keeps players and funds, in their ecosystem.

IMPROVING OPERATOR MARGINS

Every redeposit carries a cost and, in many cases, operators are paying that cost multiple times on the same funds. When a player withdraws and later redeposits, the operator is hit with processing fees all over again.

Multiply that across a player base and it becomes a major drag on margins.

The right wallet changes that equation. By enabling withdrawals back into a wallet environment where players already manage their betting budget, the funds remain within a controllable, cost-efficient loop. There is no need to exit to a bank or external account, meaning fewer third-party fees and lower redeposit overheads. Besides, traditional payment flows leave operators blind once money leaves the platform. But with the right solution, operators gain access to previously unavailable data; how much is being redeposited, how much is lost to competing operators and how much is withdrawn completely. That level of insight supports smarter retention strategies and allows for more informed decisions.

SHARED COMPLIANCE = SAFER PLAY

Responsible play isn’t just the operator’s job. We believe this is a shared responsibility between operators, platforms and providers. But many responsible gambling tools go unused. Players told us they want better

budgeting features – 79% said they’d like a way to track their total betting spend – but they aren’t utilizing RG tools or limits because they associate them with problem gambling. What they actually want are intuitive, proactive money management tools that empower them and feel like a part of the overall betting product.

THE CASH ECONOMY STILL MATTERS

Digital innovation often focuses on card and app-based journeys, but many players still value cash, whether for budgeting, privacy or access reasons. And they regularly use more than one funding method. Our research found that 65% of players were using or would use cash to deposit from retail locations. That’s a significant segment and one that’s continually underserved.

THE FUTURE OF WALLETS

SUE PAGE CEO – Americas Neosurf

The US betting market isn’t standing still. As regulation advances and player expectations rise, payments are no longer just about moving money, they’re about enabling trust, improving experience and shaping behaviour. Wallets are now central to that shift, not just as a convenience, but as a key component of a healthier, more accountable ecosystem.

Digital wallets are growing in popularity and are now the preferred payment method for many players. Players expect speed and simplicity but that is only part of the story. They also want privacy, budgeting support and greater control over their spend. Our research shows they’re actively looking for tools that help them stay in control.

Ultimately, payments are not a standalone function, they’re a fundamental part of the iGaming experience. And with that comes responsibility. To players, who deserve tools that empower and protect them. To operators, who need partners that go beyond compliance. Finally, to regulators, who should expect payment providers to contribute to a safer, more transparent industry.

INNOVATING FAMILIARITY

Executives from Bluberi, Novomatic Americas , Ainsworth and Konami share insight into the latest supplier strategies and slot innovations on the casino floor.

ANDREW BURKE, CEO, Bluberi

As CEO, Burke is focused on building a high-quality and fun company that emphasizes creating innovative products, designed with the intent to create market disruption and entertainment for players. Burke instills the philosophy of pushing the company and himself to be 1% better every day, while creating a positive company culture that encourages employees to deliver their best work and have a good time doing it.

KATHLEEN MCLAUGHLIN, VP of Marketing, Novomatic Americas

McLaughlin brings decades of firsthand casino management and global gaming experience to her role as VP of Marketing at Novomatic Americas. She has worked across every facet of casino operations, from slot product strategy to floor optimization, in markets ranging from Las Vegas to Macau, to Tribal gaming and VGT routes in the US. That blend of local insight and international perspective gives her a unique lens on how innovation is shaping the North American gaming floor in 2025.

KEITH KRUCZYNSKI, VP of Studios – North America, Ainsworth Game Technology

Kruczynski is a veteran game designer and R&D executive, having spent 12 years as Director of Game Development for Bally Technologies – prior to stints at IGT and as the first-ever VP of Game Development for Gaming Arts.

ERIC SCHULTZ, VP of Studio Operations, Konami Gaming

Schultz was appointed VP of Studio Operations at Konami Gaming, Inc. in 2023, backed by more than 20 years’ experience in casino games engineering. In this role, Schultz is responsible for the leadership and direction of Konami’s overall game development operations, including new product development, future product enhancements and existing product lifecycle support. He oversees skilled engineering and design teams spanning game software development, art design, sound design, math design and project management.

Andrew Burke: 2025 has been a tale of iteration and reimagination on popular game mechanics more so than a story on innovation. If you study the highest-performing titles from 2025 you will see a lot of player-favorite elements including three pot fillers, cash on reels and hold and spin. Fortunately for both us and players, there are almost endless ways to reimagine and combine the best gaming mechanics. At Bluberi we spend a ton of effort trying to understand where the market is and how players respond to the latest and greatest mechanics. Our latest Devil’s Lock & Shark Lock games called Slice n’ Dice really highlights the Bluberi approach to creating products. In these games we have expanded upon and reimagined both cash on reels and hold & spins in a unique way. Presenting something familiar in a new and exciting way is what we believe results in the best products.

Kathleen McLaughlin: In competitive North American markets, where players are surrounded by choice, these cabinets function as anchor points. They are the high-end retail displays of the slot floor. The size, the light spill, the content choreography, they command attention in a mass of standard cabinets. From the operator’s perspective, they set the tone for a section of the floor and create an environment where players settle in for longer sessions. From the player’s perspective, ergonomics matter: reclined seating, expansive visuals, and intuitive control panels make the experience feel personal. When you get that balance between spectacle and comfort right, you are turning a five-minute trial into a thirty-minute or more session. These cabinets are not just innovations; they are floor economics and loyalty machines disguised as art. Feature rich gameplay mechanics, especially advanced multi-level progressives, are also on the rise. In the North American market, the strongest performers are combining cinematic animation, dynamic progressives and multiple trigger bonuses. Pair that with a well-known brand and you have a proven formula for both revenue and brand loyalty. Omnichannel and branded content continue to be powerful drivers, with games launching in both land-based and online formats to extend reach. Data integration is also accelerating, as live play data connects directly into loyalty programs, enabling a more tailored experience for players.

What types of innovation have been gaining popularity among retail slot players in 2025

Keith Kruczynski: We have been seeing a lot of perceived perception, such as the everpopular three-pot games, for a while now, and they don’t appear to be going away any time soon. Coming up with new ways to display that mechanic and enhance it in different ways, by adding more “pots,” for instance, is proving to be a popular way to extend the life of those games. The Symbol Catch mechanic, where players collect a certain symbol to gain more rewards or larger rewards is gaining popularity, a few games featuring that come to mind and have been receiving a lot of attention lately. It has been around a very long time but when you find a new way to display it to players, such as with hold & spin, which we feature in quite a few of our games, we’re able to give an older mechanic a breath of new life.

Eric Schultz: Digital entertainment across all industries is more interactive and dynamic, and the gaming industry is no exception. More than any time prior, players are focused on getting into bonus features that are new and engaging. Concurrently, games are becoming more character driven. We are seeing more whimsical characters that are closely intertwined with interactive features. An example of this is Konami Gaming’s new What the Duck game. Animations of the game’s cowboy duck character help anticipate, deliver and celebrate various feature events throughout the game play experience. Other game play innovations continue to iterate on popular ‘what you see is what you get’ and ‘cash on reels’ reward systems. These mechanics are appealing to players because they clearly communicate what they’ve won, and how. One recent release that leverages this type of mechanic is Buzzr, based on the vintage TV game show channel. Random credit prizes appear on the center reels, awarded in conjunction with a Buzzr symbol on reel one. If this occurs with credits on all center reels, players also have the chance to hit a bonus Card Sharks or Family Feud symbol on reel five, taking those credits into bonus events and boosting the prizes even higher.

Andrew Burke: In recent years there has been a major push to extend internal franchises. The results speak for themselves, but players are playing titles that they are familiar with. At Bluberi we are certainly leaning into and building our own brands. This includes our successful Devil’s Lock franchise as well as our newest hits including Timber Jack and Honey Bomb. In many ways extending a brand just makes good business sense. Our teams can start from a place where we already have a strong player recognized theme and can focus on just enhancing the play experience for players. However, it is important to have a balanced approach between extending existing brands and creating new ones. It’s a fine line and it’s hard to predict when players will be fatigued on a specific theme. We are committed to our biggest brands but are also working on several new concepts at any given time. We have recently released three great games in Raging Red, Dancing Pots and Berry Bucks. All these themes contain the elements that would make them ripe candidates for extension.

Kathleen McLaughlin: There is always a balance between innovation and familiarity. New titles, especially those on premium cabinets, create buzz and pull in players looking for the latest experience. But reintroducing proven titles, especially with strong IP, taps into nostalgia and reduces rollout risk, provided the math model is strong. The most notable floors use a measured hybrid strategy. You anchor with titles players know will deliver, then inject standout new games to maintain excitement and drive interest. No matter how beautiful the hardware is or how strong the brand, the math drives the success and performance dictates footprint.

Is there a strategy behind choosing to develop completely new slot titles for casino floors versus re-introducing a more familiar game

Keith Kruczynski: Here at Ainsworth, we follow the 80/20 rule. 80% of our games are based on previous successes, whether ours or something we have seen in the field that resonates with players, and where we can maybe incorporate a popular feature into a new game that we are creating. We try to make around 20% of our games completely new and innovative. We have seen some success with that, such as Dragon Legacy. We debuted that game with a feature that has never been seen before at IGA this year, and plan to show an improved version of it at G2E. Also, the way our Neon’s Bonus Blast interacts with its sign package is completely new and unseen on casino floors. Another focus of ours has been brand extension; taking some of our most popular and recognizable titles and adding on to them with new games that combine some of what made the initial game popular but add some new art and features to take it to the next level. You’ll see that at this year’s G2E with games such as San Fa Fortunes and new titles under our Triple Troves family, for instance.

Eric Schultz : It is very common to see recognizable game brands return, because everyone benefits. Players enjoy it because it’s familiar, but with some new components added. Casino properties appreciate it, because it’s less risky than an unknown theme. And game companies like it because it allows them to dip into their existing intellectual property while providing something new for the market. At the same time, it is important to maintain a healthy balance of entirely new game creations and brand extensions. Leaning too heavily in either direction is a risk, either of game product obscurity or game product oversaturation.

Andrew Burke: Increasingly we are seeing a future where all of our games will end up online. Today it is not a one-for-one transfer because of the effort required to port our games from land-based to online. As a result of that effort, we only try and send our best products online. At our core at Bluberi we believe in quality, and we just won’t do something if we don’t see a path to quality. As a result of this commitment to quality we have been very focused on our land-based business, but we are not naïve. We believe online will be a much bigger part of our strategy over the next several years.

Kathleen McLaughlin: Without question. In today’s environment, game launch is rarely land-based only. Operators want that title to appear online quickly so they can leverage brand momentum. Increasingly, content that begins on online channels is being adapted for the physical floor. Piggy Prizes, Wand of Riches, is an example of our Green Tube online performance translating into a land-based product rollout for Novomatic Americas. This approach is particularly effective for brand reinforcement and player loyalty marketing, where player engagement spans both in-person and remote channels. It is about giving players the same entertainment value and brand experience, whether they are sitting in a VIP chair on the casino floor or playing from home.

When creating these new titles, has it become a requirement to integrate land-based games into an online format in recent years

Keith Kruczynski: It is not a requirement to integrate land-based games into an online format, but it’s definitely a good practice. For a company of our size, doing that makes us more competitive. It is a good way to introduce our titles to a whole new audience, and if it catches on in the online space, maybe when those players go to a brickand-mortar casino they will recognize it and play it there, too. We can also gather a significant level of data from online games to let us know if a title is resonating, and that can help us create better games for both markets. We saw a lot of success with the omnichannel debut of our San Fa games last year, even being honored for TopPerforming Omni-Channel Slot Game, so we are focusing on bringing more of our games to both mediums.

Eric Schultz: Online delivery is a requirement to consider as we’re developing games. To accommodate the different form factors, our development teams are continually exploring new design solutions. Land-based media is innovating at the same time as we’re looking to accommodate online delivery, which requires additional planning and development on our part, in order to translate that unique land-based content to online channels. But it’s a challenge that is manageable and we’re targeting our first omnichannel release with K-Pow! Pig Brilliant Buddha. Even beyond the new titles, Konami has a long legacy of popular, land-based slot content, spanning hundreds of themes over two decades. We’ve only just scratched the surface on the amount of proven popular content we have available to deliver online. The more top titles we bring to more formats, the greater the opportunity for players to enjoy their favorite slots however they enjoy.

Andrew Burke: Operators continue to want variety in their products. At Bluberi, variety is extremely important to us. We look at each product roadmap like a portfolio of investments the business is making. Like all good investment portfolios, you want to be diversified. This gives you the best chance of creating games that will resonate with players when competing with a limited pool of resources. Our competitors invest several times more in R&D, but rather than matching their spend, we focus our resources on delivering exceptional quality and bringing truly unique games to market. If we bring products that are effectively the same as our competitors, we are giving our operators very little in the way of variety.

Kathleen McLaughlin: Performance has always been the baseline. If a game does not meet stringent performance targets, it does not stay on the floor. That is true in North America and in all markets. We have seen the minimum performance threshold continue to rise; and what continues to evolve is the demand for acquisition flexibility. Operators want sourcing models that fit their capital strategies: a mix of purchase, lease and lease-to-own. They expect seamless integration with loyalty systems and backend analytics so they can track and personalize play in real time. And we have seen a shift in bet structures, with floors offering a broader range from penny to dollar-plus denominations in the same cabinet to appeal to both casual and high-limit players. The other thing that has evolved are more LED display designs with transparent LED displays and synchronized, lower profile bank backdrops that transform a game by delivering game centric content right at player level to keep sightlines clean. These shifts reflect a heightened, more sophisticated and data-driven approach to floor management in North America. Operators here are looking for innovation that is not just flashy, but measurable in performance and adaptable to market demands. That is the sweet spot where long-term loyalty and profitability meet.

Are there ways in which specific requests from the operator have shifted in 2025

Keith Kruczynski: Operator requests have not changed, per se, but we have seen more variants in what they are looking for. Player groups and tastes can vary widely from market to market, and even from casino to casino within a specific market. Operators know their players very well and are looking for games that will resonate and excite their specific players. We do our best to honor those requests and design games that will appeal to a wide variety of players. We have recently been performing some focus groups in different markets for that reason: to get a better understanding of what we are doing well and what we can do better, what players across the country like and don’t like in a game, so we can create games that will make players happy and operators successful.

Eric Schultz: Working closely with our casino customers, we often receive feedback that directly impacts product. Game configuration options are one of the biggest areas we hear feedback from operators, because market appetite for different setups can evolve rather quickly. This can include bet level, denomination or progressive reset options, to name a few. This feedback is one of many reasons we value our close relationships with casino customers, to help inform future products, so that we’re set up for success and it ultimately benefits all involved – properties, players and the manufacturer.

LATAM INTRO

With expert guest contributions, Gaming America looks into the issues at the heart of Latin American gaming. In this edition:

Andrea Avedillo and Alfredo Lazcano look into the state of influencer marketing within Mexico

88

Hugo Baungartner gives us more on the Brazil market

90

Spribe CCO Giorgi Tsutskiridze discusses gaming trends

92

Wazdan CEO Michal Imiolek talks through the supplier's LatAm plans

94

Big Time Gaming CEO Nik Robinson on what makes LatAm players tick

ETHICAL AND LEGAL RESPONSIBILITY

Andrea Avedillo and Alfredo Lazcano, Mexican gaming lawyers from the Lazcano Sámano law firm and regular Gaming America contributors, discuss influencer-driven gambling advertising in Mexico.

In the age of digital marketing, influencers have become key players in advertising strategies across industries, from beauty and tech to financial products, online gaming is no exception at all. While influencer marketing presents exciting opportunities for brands, it also raises critical legal and ethical questions, particularly when the products being promoted involve risk-taking activities, such as gambling. In Mexico (as in other Latin America countries), this issue has become relevant, as influencers increasingly promote online gambling platforms with limited regulatory oversight. The result is a legal gray area where transparency requirements coexist with major enforcement gaps, especially concerning the protection of minors and vulnerable populations.

INFLUENCERS & ADVERTISING: WHAT THE CONSUMER LAW SAYS

In Mexico, influencer marketing is generally regulated under the Federal Law on Consumer Protection (Consumer Law). Article 32 of the Consumer Law requires that all advertising must be truthful, verifiable and not misleading. This provision applies to any advertising medium, including digital platforms and social media. To complement this, the Guide for Advertising by Influencers (guidelines), issued by the Federal Bureau for Consumer Protection (PROFECO) provides practical instructions and best practices standards that aim to increase transparency in influencer-generated content.

According to the Guidelines, when an

influencer publishes content promoting a product or service – including reviews or shout-outs – and receives any form of compensation or benefit in return, such content is classified as advertising. As a result, it must comply with specific requirements, such as using designated hashtags and ensuring that disclosures are clear, visible and easy to understand. Additionally, the information provided must be accurate, verifiable and free from misleading or exaggerated claims.

These measures aim to help consumers make informed decisions and prevent deceptive marketing practices. However,

while the guidelines encourage influencers to verify that the promoted product or service complies with applicable regulatory requirements, the current framework presents significant gaps regarding gamblingrelated advertising, as no specific rules or safeguards have been established for this specific content (or rather marketing to promote bets) created by influencers.

GAMBLING ADVERTISING UNDER MEXICAN LAW: A LIMITED REACH?

The regulations to the Federal Law on Games and Drawings (gaming regulations) establish specific rules regarding how gambling activities may be promoted. For instance, all gambling-related advertising must: i. avoid misleading claims, ii. include the information of the gaming license (permit),

iii. refrain from targeting minors, and iv. include responsible gambling messages.

ANDREA AVEDILLO Head of Legal Lazcano Sámano law firm

Yet, the above-mentioned provisions on gambling advertising were conceived at an embryonic stage of the hyper-digitalized world we live in today, when advertising channels were primarily limited to radio, TV, print and billboards. The rise of the internet, particularly social media, has rendered many of these rules difficult to apply or enforce effectively. Influencer content is often casual, ephemeral (e.g. Instagram Stories) and decentralized. As a result, it is naive to think gambling operators might not be tempted to circumvent the more stringent advertising

requirements imposed by the Mexican legislation by contracting influencers who promote their platforms in a less explicit, but perhaps more impactful manner.

However, although the gaming regulations do not explicitly address influencer marketing or social media promotions, the harsh reality is that this omission creates legal uncertainty for everyone: players, influencers and operators, while limiting the ability of PROFECO and the Mexican gaming regulatory body, the Ministry of the Interior (SEGOB), to monitor and enforce compliance.

And why not say it? In our opinion, one of the most pressing concerns with influencerdriven gambling advertising should be its potential impact on minors and vulnerable individuals. Social media platforms like TikTok, Instagram and YouTube are heavily populated by underage users, many of whom follow influencers who share lifestyle content, gaming reviews or financial advice. Despite this, there are no specific safeguards under current Mexican law to prevent influencers from exposing these audiences to gambling content. This regulatory void increases the risk of distorting healthy entertainment behaviors among youth and other smaller but not less important groups, such as problem gamblers.

ENFORCEMENT CHALLENGES IN THE DIGITAL AGE

Even where legal obligations exist, enforcement remains a major hurdle. PROFECO, while proactive in issuing the guidelines, lacks sufficient resources and technological tools to effectively monitor the full spectrum of influencer content. The burden of compliance therefore falls on the influencers themselves, many of whom may be unaware of the legal nuances or fail to disclose their sponsorships adequately.

Additionally, enforcement is complicated by the cross-border nature of online gambling. Neither influencers nor operators are penalized for advertising platforms that run without a permit granted by SEGOB unless a consumer files a formal complaint,

and even then, the outcome is uncertain. This impunity not only undermines the regulatory environment but also creates a market disadvantage for licensed operators who comply with the law and follow responsible marketing practices, compared to those who operate in the shadows of illegality without a SEGOB Permit.

INDUSTRY DILEMMAS: REACHING NICHES VS. STAYING COMPLIANT

For operators, influencer marketing presents a double-edged sword. On one hand, it can offer direct access to niche audiences – esports fans, crypto users or high-income young adults – at a fraction of the cost of traditional advertising. On the other hand, it increases the legal and reputational risk of noncompliance.

Some operators may try to mitigate this risk by including contractual clauses requiring influencers to comply with advertising regulations and disclose their partnerships. However, in our experience, this approach is only as effective as the influencer’s understanding and willingness to comply. Furthermore, without a robust enforcement mechanism or official guidelines tailored to gambling promotions on digital platforms, these contracts offer limited protection. There is also the question of due diligence:

should operators be responsible for verifying that influencers avoid targeting minors? Should they vet the content before it goes live? The current legal framework does not provide clear answers, leaving both brands and influencers to navigate an uncertain compliance landscape.

CONCLUSION: TOWARDS A MORE ACCOUNTABLE MODEL

Mexico’s current legal framework for influencer advertising, anchored in Consumer Law and the Guidelines, offers a foundation for regulating almost any commercial digital content. However, when it comes to gambling advertising on social media, the law falls short of the enormous scope and complex technological intricacies of the digital media ecosystem.

The absence of targeted protection for minors, the lack of enforcement mechanisms against illegal operators and the outdated scope of advertising regulations (especially with regard to gambling) could engender a perfect storm of legal ambiguity. If Mexico intends to foster a safer and more responsible gambling environment, our authorities and lawmakers must adapt to modern advertising trends and close the existing gaps. In the meantime, operators, influencers and consumers alike must exercise greater caution. Transparency is only the first step; true accountability is needed to ensure ethical standards.

Mexico must move toward specific regulation for influencer-driven gambling promotions, ideally through coordinated efforts by SEGOB and PROFECO. This includes establishing safeguards to protect vulnerable segments of our society, encouraging operators to take responsibility for ensuring their affiliates promote only authorized platforms and strengthening enforcement mechanisms through diligent monitoring and complaint processes. Education and outreach are also essential so that influencers understand the legal implications of their content.

ALFREDO LAZCANO Chair Lazcano Sámano law firm

In a digital world where one post can reach millions instantly, ethical and legal responsibility can no longer be optional.

GAMING AMERICA | REGULATION

BRAZIL’S IGAMING FUTURE

After six months of regulation, Hugo Baungartner, Gaming America contributor and Director of Institutional Relations at Grupo Esportes Gaming Brasil, looks ahead...

On January 1 2025, Brazil officially opened its regulated sports betting and online gaming market with the enforcement of Law 14,790/2023. The creation of the Secretariat of Prizes and Betting (SPA), under the Ministry of Finance, marked a decisive step toward professionalizing a sector that had already been generating billions informally. The first six months have confirmed the enormous potential of this industry, while also exposing the challenges that must be addressed to ensure its long-term sustainability and credibility.

The numbers speak for themselves. By May 2025, the Government had issued 79 operating licenses, covering 177 authorized brands. Licensing fees alone brought in approximately BR2.2bn ($180m), with each license priced at BR30m. In the same period, federal tax revenue reached BR3.8bn, based on a 12% rate applied to gross gaming revenue (GGR) – the difference between total wagers and total payouts. By year-end, the Government expects sector taxation to generate between BR8bn and BR12bn, making Brazil one of the most promising iGaming markets in the world.

For licensed operators, regulation has

ushered in a new standard of compliance. On our platforms, for example, we have implemented rigorous identity verification, transaction monitoring and anti-money laundering protocols. Self-exclusion tools, voluntary spending limits and activity alerts form part of our responsible gaming strategy – underscoring that true growth

can only be sustained if player protection remains a top priority.

Yet critical challenges persist. Unlicensed – and outright illegal – operators continue to target Brazilian players, making robust enforcement and effective blocking of unauthorized websites and transactions essential. Furthermore, the proposed increase in the tax rate to 18% in October has created uncertainty among investors, tightened operating margins and even prompted speculation that some licensed operators might surrender their permits due to financial strain.

HUGO BAUNGARTNER Director of Institutional Relations Grupo Esportes Gaming Brasil

Brazil stands at a historic turning point for iGaming. Regulation has laid the foundation for a robust industry – one capable of generating significant revenue for the country while offering a secure, transparent gaming environment. The next step is to ensure regulatory stability, strengthen responsible gambling measures, and maintain open dialogue between industry stakeholders and the government to keep this ecosystem evolving. If these priorities are met, Brazil has the potential to become a global benchmark for innovation, integrity and sustainability in the betting sector.

LATAM: SOCIAL COMMUNITY

Gaming America speaks to Spribe CCO Giorgi Tsutskiridze about LatAm influencer culture, as well as the importance of social experiences and gameplay volatility within the region.

When it comes to localising crash games, how do you approach marketing to players in LatAm who are often looking for a volatile wagering experience?

At Spribe, we understand that players in LatAm are naturally drawn to games that deliver high excitement and volatility. Our flagship crash game, Aviator, is built around these core attributes – fast rounds, high multipliers and a strong sense of anticipation. But localisation goes beyond the gameplay itself. We tailor our marketing by focusing on storytelling that resonates with regional cultures, leveraging relatable narratives, local slang and popular digital platforms. We also ensure seamless mobile optimisation, since many players in LatAm access our content primarily through smartphones.

With influencer culture currently booming in the LatAm market, do you think the appointment of local brand ambassadors is a good way to break into the landscape?

Absolutely. Influencer culture in LatAm is incredibly powerful – people want to engage with personalities they trust and admire. Partnering with local brand ambassadors who genuinely connect with their audience allows us to humanise the Aviator experience and build credibility faster. But it’s not just about visibility; it’s about authenticity. We look for ambassadors who genuinely enjoy the product and can bring the social,

competitive spirit of Aviator to life in a way that feels natural to their followers.

What kind of key innovations do you feel have enhanced the social aspect of crash games in recent years?

The biggest leap has been real-time interaction – both with the game and with other players. Features like live chat, visible multipliers and real-time leaderboard stats have transformed crash games from a solo experience into a social one. We’ve also introduced mechanics that encourage community engagement, such as shared wins, lucky streak celebrations and integrated emojis or reactions. These

GIORGI TSUTSKIRIDZE CCO

features have turned games like Aviator into digital hangouts where users feel part of something bigger.

Would you categorise the demand for social gaming elements in LatAm as possibly the biggest nonnegotiable when tailoring online games for the market?

Without question. LatAm players thrive on community, whether it’s in real life or online. The social aspect is not a feature – it’s a necessity. Players want to see each other’s bets, celebrate wins together and feel part of a dynamic environment. This sense of collective energy is something we prioritise in both design and marketing. Ignoring it would mean missing the mark completely in this region.

What can you tell us about your roadmap in the region for the rest of the year?

LatAm is a strategic focus for us in 2025. We’re expanding our footprint through new operator partnerships, enhancing localisation across Spanish and Portuguese markets and rolling out region-specific campaigns with local influencers. Additionally, we’ll be debuting new Turbo Games that align with the fast-paced, socially driven preferences of the region. We’re also investing in on-theground presence at key industry events and continuing to build strong regulatory relationships as markets evolve. It’s shaping up to be one of our most active years in LatAm to date

LOCALIZATION IS CRUCIAL

Wazdan CEO Michal Imiolek discusses standing out in LatAm, forging strong partnerships and learning experiences from new markets.

LatAm is growing rapidly. How do you stand out in a region like this?

The Latin American market is incredibly dynamic and full of potential. To truly stand out, we focus on providing a superior player experience through a combination of technology and innovation. Our games are built on unique features like our popular Hold the Jackpot, Cash Infinity and Chance Level. These features are designed to be more than just gimmicks as they are carefully crafted to offer long-term engagement and boost player retention. We also ensure full mobile optimisation and utilise the Ultra Lite Mode, as the majority of players in the region access our games on their phones.

How important is it for Wazdan to create games inspired by local culture?

Localization is absolutely crucial. While our games have a global appeal, incorporating authentic cultural references is key to building a strong connection with players. For example, our Mighty Wild series, featuring the panther and jaguar, has resonated strongly in the region because of its relevance to local wildlife and themes. Our roadmap also includes a title rooted in Brazilian culture. While I can’t disclose more at this stage, it’s set to deliver another rewarding experience. By blending our innovative mechanics with elements that feel familiar and authentic, we can differentiate ourselves from the competition and create a more meaningful experience for players.

make it a key priority. We are already live in several key countries such as Brazil, Argentina, Colombia and Peru, but have ambitious plans for further entries. The market’s potential for growth and the receptive player base make it an incredibly exciting and essential part of our future.

What has been your biggest learning experience in the LatAm region?

MICHAL IMIOLEK CEO Wazdan

What makes a good partner in LatAm?

Our approach to partnerships is built on trust and a long-term vision. We do not simply supply a library of games but rather see ourselves as true collaborators. We support our partners with promotional tools, network promotions and in-depth data analysis to help them optimize performance and grow their business. A good partner shares our commitment to a win-win collaboration. They benefit from our retention-boosting titles and we, in turn, grow alongside them.

What role does Latin America play in Wazdan’s global strategy?

Latin America is a strategic pillar of our global expansion, alongside Europe and the US. The region’s enormous potential and the rapid growth of regulated markets

Our biggest realization has been the immense importance of a mobile-first strategy. The vast majority of players in LatAm use their phones for their slot sessions, so a seamless and engaging mobile experience is not just a preference but a necessity. We have also learned that players in the region crave excitement and personalised experiences. Lastly, building brand trust and forging strong local partnerships are non-negotiable. Players are more likely to engage with operators who are recognized and trusted in their own market, which is why we invest so heavily in these relationships.

What is next on Wazdan’s LatAm agenda?

We have a clear roadmap for the region. Our immediate focus is on expanding our portfolio of certified games to offer an even wider selection of titles. We are also working on entering new regulated markets to broaden our footprint. Finally, we will continue to build even stronger relationships with our operator partners and participate in key industry events across the region, to stay connected with the local market and its evolving needs.

GAMING AMERICA | LAUNCHING IN LATAM

TAPPING IN

You recently launched your TapCards series of games. How did you identify this type of gameplay as one players would enjoy?

We spotted a growing appetite for quick, engaging and easy-to-understand gameplay, especially among mobile-first audiences in LatAm. TapCards combines Tap & Reveal instant gratification with strategic elements, which is easy to play and appeals to players looking for fastyet-rewarding experiences. The success of casual and social games in the region has signalled that TapCards’ card-based format would resonate well, offering something fresh and accessible beyond traditional slots.

Big Time Gaming CEO Nik Robinson breaks down the games that appeal to LatAm players, looking at Brazil and beyond.

and Big Bucks Deluxe TapCards, make it a fast-paced, fun, turbo-charged tap and reveal game. Prepare to be blown skyhigh with TapCards, an all-guns-blazing, jackpot-smashing, edge-of-your-seat thrill ride with win potential soaring up to an astronomical 25,000x your stake with TapCards series.

You have a Who Wants to Be a Millionaire-branded TapCards game. How does integrating known IPs help push new games? Leveraging an iconic brand like Who Wants to Be a Millionaire instantly builds player trust and excitement. Familiarity with the IP lowers the barrier to entry, making players more willing to try the new TapCards mechanic.

Its four iconic titles, Bonanza TapCards, Millionaire TapCards, Extra Chilli TapCards

NIK ROBINSON CEO Big Time Gaming

When it comes to players in LatAm, what sort of games do they enjoy?

Branded titles provide a sense of comfort, familiarity and a storytelling framework that enhances engagement, which is crucial in markets like LatAm where players appreciate culturally relevant and recognizable content specially loved by audiences in the US and Europe.

LatAm players tend to enjoy games with vibrant visuals and social competitive elements. That’s why low-stake games like Fizzy Pennyslots did so well, because players can bet as little as a penny but the dynamic vibrant visuals, where big wins keep fizzing out of the bottles. This makes it a lot of fun with mouthwatering Multipliers of up to x200 in base game and the studio’s innovative Win Exchange that balances luck with skill, making it an exhilarating experience. And it performed well.

This will allow us to engage players across the region with content that meets their preferences and then, as the market evolves and player tastes mature, we can start to introduce our

more complex titles that top the charts in more established markets. There’s a strong preference for games that deliver big win potential combined with low bet amounts and engaging narratives that inspire the local culture.

LAUNCHING IN LATAM | GAMING AMERICA

Incorporating social features and mobile optimisation addresses the connectivity and community-driven nature of LatAm gaming audiences.

How can your products be tailored for the needs of LatAm players?

The LatAm region offers a vast market with a sizable population and significant demand for online casino and slot experiences. Localization is key, from language and cultural references to payment methods that suit the regional ecosystem.

We design games with flexible betting ranges to cater to both casual players and high rollers, ensuring accessibility across socio economic segments as well as versatile mobile gaming preference which is quite big in LatAm as well as US.

Brazil, obviously, has been a big talking point in terms of emerging LatAm markets. But are there any other markets Big Time Gaming is keeping an eye on?

Absolutely. While Brazil remains a priority due to its sheer size and growth potential, we’re also closely monitoring our launch in Mexico, Colombia and Argentina. These markets have shown strong regulatory progress and increasing player engagement, as well as a stream of influencers making waves loving the BTG titles like Bonanza, Big Bucks Deluxe, Big Bad Bison and Spicy Meatballs topping the charts in terms of numbers. LatAm

is ripe for innovative game launches. These markets are emerging where we see opportunities for players to adapt our portfolio to local tastes.

More generally, what does Big Time Gaming hope to have achieved in LatAm by this time next year?

We aim to have established Big Time Gaming as a go-to supplier known for innovation and tailored experiences in LatAm, with strong partnerships across key regulated markets. We want to lead with games that resonate locally while driving player engagement through fresh mechanics like TapCards.

Ultimately, we hope to contribute significantly to the region’s evolving gaming culture by offering exciting, accessible content that respects and celebrates LatAm diversity.

Aerial View of Farol da Barra in Salvador, Bahia, Brazil

WHAT'S NEW?

Gaming America assesses new products hitting the casino floor, featuring Galaxy Gaming, Interblock and Ainsworth.

GALAXY GAMING – GOS SAPPHIRE

Galaxy Gaming’s GOS Sapphire is reshaping the table game experience with its powerful, flexible technology and industry-first Dynamic Progressive system. This jackpot engine introduces a thrilling feature that can multiply random pays by up to 10x – creating high-impact moments that drive excitement and repeat play across a wide range of table games. Already delivering measurable success, GOS Sapphire has helped transform performance at properties like The Plaza Casino in Las Vegas, where a single blackjack table equipped with the system generates up to 78,000 bets per month. Operators

across the industry are reporting increased engagement, improved efficiency and stronger revenue performance.

GOS Sapphire also powers Galaxy’s newest branded progressive titles –Monopoly and Yahtzee – set to launch at G2E 2025. These games are designed to integrate seamlessly across a wide variety of table formats, combining familiar brand elements with innovative gameplay mechanics. By blending nostalgia with cutting-edge design, they inject fresh energy into the pit while staying true to the spirit of the originals. The result is a unique mix of familiarity, excitement and operational versatility

that’s expected to resonate strongly with both players and operators.

With successful deployments across the Carnival Cruise Line fleet and adoption by leading operators including Golden Entertainment, Penn Gaming and Boyd Gaming, GOS Sapphire has proven its adaptability across diverse environments. Its advanced sensor integration, customizable TableVisions and centralized management platform make it a comprehensive solution for modernizing table game operations.

GOS Sapphire isn’t just a product – it’s a platform driving the next generation of table game innovation.

BINGO WITH AN AMUSE-ING TWIST

Interblock is reshaping the casino floor with Amuse, an innovative category that pushes the boundaries of traditional gaming. Casino floors have long been organized into three core segments: slots, table games and electronic table games (ETGs) – Interblock was instrumental in elevating ETGs to their own distinct category.

Now, Amuse introduces a fourth segment devoted to amusement-style titles powered by RNG wagering. Built to engage a broader audience, this new category enhances casino entertainment, drives incremental revenue and delivers a truly interactive experience for guests.

PRODUCT REVIEWS | GAMING AMERICA

The stunning visuals and interactive design of Amuse Bingo elevate the traditional game into a dynamic, immersive experience that’s as engaging to watch as it is to play. The unique sphere form factor captivates players, while customizable gameplay options offer a fresh take on bingo. Building on the momentum of last year’s debut and the praise it earned for its

engaging gameplay and broad appeal, Bingo will return to Interblock’s Booth #1239 at G2E 2025 with new enhancements and surprises designed to take the experience even further.

As part of the evolving amuse lineup, Bingo reinforces Interblock’s dedication to shaping the future of casino entertainment by merging amusement and wagering into a seamless, memorable experience.

Interblock’s Amuse product line delivers innovative titles that blend fun with the thrill of wagering. One of the most exciting offerings in this lineup is Bingo, a reimagined take on the classic game that appeals to players of all ages. The Amuse approach to Bingo operates on a single random number generator and supports multiple game styles, creating a flexible, scalable solution for casinos while attracting an entirely new generation of players and offering what traditional players expect.

Interblock’s Amuse product line delivers thrill of wagering. One of the most exciting players of all ages. The Amuse approach to

GAMING AMERICA | PRODUCT REVIEWS

AINSWORTH – NEON’S BONUS BLAST

Ainsworth is proud to present Neon’s Bonus Blast, the company’s first premium game. The game’s hero, a little green alien named Neon, takes players through three separately themed worlds – Blazen, Lumina and Geodia –filled with unique and attractive art to truly set the tone in each theme. Each game is complete with bonus features and fun animations, including four progressive jackpots and Neon’s friend, EX-7, a robot who will come out occasionally to expand the player’s reels to either four, five, or six high, giving them more chances to win.

is played. When one or both blasters are full, the Bonus Blast feature will trigger, awarding the player free spins with a twist! The Red Blast adds red symbols to the reels, which, when landed, will lock in a prize for every subsequent spin. The Blue Blast adds a blue symbol, which will add credit amounts to all other prizes on the screen, including

the red symbol, if both Blue and Red have been triggered at the same time. This Blast feature, combined with the spectacle created on the sign package, adds a level of wonder and anticipation to this game, attracting players from around the floor to come over and give Neon’s Bonus Blast a try!

along with one Neon symbol, Neon will start credit rewards, and if the reels have expanded,

When credit symbols appear on the reels along with one Neon symbol, Neon will start blasting symbols to increase the player’s credit rewards, and if the reels have expanded, that means even more chances to blast up high rewards, maybe even a massive win!

In the Bonus Blast feature – a truly unique

In the Bonus Blast feature – a truly unique feature to the industry – the Neon character can send a signal to the attractive custom sign package, blasting up the player’s rewards to make their wins even bigger.

Neon has two blasters – a red one and a blue one – which will fill up as the game