Casino Life Issue 178 Volume 20

GAME ON!

Cordish Gaming puts an exclamation point in Louisiana

CASINO

Welcome...

“Here’s a Howdy-Do!”

Publisher: Peter White

Tel: +44 (0) 1892 740869

Mob: +44 (0) 7973 273714 peter@outsourcedigitalmedia.com

Editorial:

Editor in Chief : David McKee dmckee@huntingtonpress.com

Editor EMEA: Damien Connelly damien@outsourcedigitalmedia.com

Online iGaming Editor: Mark McGuinness markmcguinness847@gmail.com

Columnist: Raymond Chan ymrchan@hotmail.com

Victor H. Royer

International Features Editor victor@outsourcedigitalmedia.com

Associate Editor EMEA: Andrew Behan a.behan@librasgroup.com

Las Vegas Correspondent: Ryan Slattery RyanSlats@gmail.com

International Correspondent: Lyudmyla Kyrychenko lyudmyla.kyrychenko@outsource digitalmedia.com

Production:

Designer: Stewart Hyde stewart@de5ign.co.uk www.de5ign.co.uk

Accounts: Helen Holmes accounts@outsourcedigitalmedia.com

IT Director: Pasha Kuzminskiy pasha@outsourcedigitalmedia.com

My apologies to Savoyards. The words of W.S. Gilbert were my candid reaction to the pickle in which our beloved industry finds itself. That problem boils down to two words: money laundering.

This has become the besetting sin of the English-speaking casino business, as evinced by a spate of scandals in both the United States and Australia. Too many (and one is ‘too many’) corporate cultures have gotten it into their noggins that money laundering – and the attendant penalties – are simply the cost of doing business. That must change.

Perhaps the teaching moment will be the predicament faced by Star Entertainment. It is staring at a potential AU$400 million fine for blowing off Australian money-laundering laws and regulations. Simply put, a fine that big could wipe Star clean off the map.

Too big to fail? We think not. Star’s crimes included laundering AU$900 million in Chinese funds so they could be used for gambling (not the “hotel expenses” that were drip-dried).

Star also ran a secret VIP room and lied to regulators about it, as well as tolerating the business of 117 high-risk patrons, including the notorious Alvin Chau (currently residing in a Chinese prison). Seventy of those persons were deemed prospective money launderers, for good measure.

The scofflaw firm complains that it can’t even pay AU$100 million ($57 million in U.S bucks). As we say in the States, if you can’t do the time, don’t do the crime. That goes double for feckless Bally’s Corp., which thought it was getting a $190 million bargain for what’s left of Star but now faces (and should have known it would have to pay) $260 million for the sins of its predecessors.

Americans have no right to gloat. Money laundering is still a federal crime here, for the moment. Regulators thought they’d drawn a line in the Sands — as in Las Vegas Sands — when they slapped it with $16 million in penalties in 2017. If the industry was paying attention, it developed amnesia really quickly.

The past year has seen the resolution of high-profile cases involving Wynn Resorts, MGM Resorts International and Resorts World Las Vegas. Nevada regulators were loath and slow to act, imposing slap-on-the-wrist fines. The feds have not always been as clement. Wynn had to pay $130 million to make its troubles go away. And it stayed in business.

Ironically, Wynn just closed the purchase of a Mayfair casino, thereby entering one of the few Anglophonic jurisdictions not to have serious moneylaundering worries (yet). Perhaps that’s a testament to British regulation. Whatever the case, we hope Wynn has profited from its expensive American lesson. As could the industry at large.

David McKee Editor

What’s Old is New Again The El Cortez in downtown Las Vegas completes a major renovation. By

and

record-breaking edition of

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Editorial Policy: The views and opinions expressed in Casino Life remain principally the views of contributors and do not necessarily reflect those of the editor or publishers.

The publishers wish to avoid inaccuracies and, whilst every precaution has been taken to ensure that information contained in this publication is accurate, no liability is accepted by the editor or publishers for errors or omissions, however caused.

Unless otherwise stated, articles appearing in this publication remain the copyright of the publishers and may not be reproduced in any form without the publisher’s written consent.

The White Album

By Peter White

here are few things quite as electric as the opening night of a new integrated resort and, for me, Solaire Manila will always hold that special place. It was more than just another ribbon-cutting – it was a frontrow seat to the Philippines making its play on the global stage of luxury gaming destinations.

TI still remember the energy of that evening. As invited press, I was lucky enough to step into the property before the doors officially opened. The atmosphere was one of organized chaos: banks of slot machines going through their final system checks, carpets being hoovered to perfection, tables gleaming as staff gave them one last polish. Every detail mattered. It was a countdown not just to the opening of a resort but to the unveiling of a national statement of intent.

Solaire Resort & Casino officially opened on March 16, 2013 – the flagship development of Bloomberry Resorts Corporation. It was the first of its kind in the Philippines, and its ambitions were clear. It was to be a five-star integrated resort that could sit comfortably alongside the likes of Macau and Las Vegas. In many ways, it succeeded.

Spread across a sprawling 30,200 square meters, Solaire’s two-level casino floor offers over 2,300 slot machines and 200 electronic table games. The technology was – and still is – top-tier. But what truly struck me back then (and still does today) was the sheer scale and sophistication of the entire resort.

Beyond gaming, Solaire features 15 diverse dining venues, from casual fare to fine dining, alongside a lyric theater, spa, fitness facilities, cabañas by the pool, and a grand ballroom worthy of any international convention. It’s not just a casino; it’s a destination.

On a recent return visit, I managed to spend an evening at the Pool Bar & Grill and I’m very glad I did. Overlooking the beautifully lit pool and surrounded by the calm of the cabañas, it was the perfect contrast to the high-energy buzz of the casino floor. The food was superb, the service impeccable and it reminded me just how well-rounded the Solaire experience really is.

Later that night, I found myself once again in the Dragon Bar – an iconic part of the resort and a perfect vantage point for soaking up the atmosphere. The design, naturally, bears the distinct touch of Paul Steelman, whose architectural fingerprints are all over the world’s most spectacular casino spaces. Hopefully next time I’m there, I’ll manage to get that elusive photo with the CEO – another reminder of how far Solaire has come since that first night.

The rise of the Philippines in the international gaming market owes a lot to this pioneering project. Solaire didn’t just open its doors. It opened the country to a whole new world of opportunity.

Peter White, Publisher of Casino Life Magazine

Lively on the Bayou

Brand-new Live! Louisiana is an immediate hit. By

David McKee

"Experience” is a word you’ll hear a great deal when talking to Live! Louisiana General Manager John Chaszar. He’s heading up the newest casino-resort in the Shreveport/Bossier City area of Louisiana. During construction, executives of parent company Cordish Gaming talked up a prospective, Las Vegas-quality casino that would be coming to the becalmed bayou area. What they delivered appears to have made good on that promise.

Right from the start, Live! Louisiana is a hit. It grossed $12 million in its first month of business, last March, and followed that up with a $13.3 million April, giving market leader Margaritaville an intense run for its money. Live! Louisiana depleted Margaritaville and all other casinos in the area to the tune of double-digit declines as players flocked to the newcomer.

To helm its newest in a string of highly successful properties, Cordish Gaming tapped Michigan State

University graduate John Chaszar. He’s late of Tropicana Evansville, which he debuted and which is now Bally’s Evansville. Chaszar’s three-decade career in casinos has taken him through nine states, including postings at Hollywood Baton Rouge and a fateful term at Hollywood Bay St. Louis, in Mississippi, where he felt the brunt of Hurricane Katrina’s fury.

A veteran of Penn Entertainment, Chaszar now finds himself competing with his former bosses. Given the moonshot opening of Live! Louisiana, it seemed a logical place to begin our conversation, which has been edited for clarity.

Congratulations on the opening. How have the first few months of business been?

Awesome. I don’t think any of us got into the business to build casinos, although we love to operate them. It’s always a challenge and always rewarding when you build them from ground up. Business has been great.

Obviously everybody wants more but the business has been really, really, really good.

What are the most popular aspects of the casino so far?

Oh god! Prime Rib, our steak house, has hit the ball out of the park. It’s a wonderful venue. People are just amazed by Sports & Social, with the large video screens for watching sporting events. That, combined with our partnership with DraftKings, has made it one unique aspect in this market, where it’s a great place to come and dine, and watch a game, and occasionally place a bet on some sporting events to add to the excitement.

How are you differentiating yourselves from the many other casinos in the market?

That’s the million-dollar question in any market. We all have slot machines. It’s obviously through service. We

have hired the cream of the crop of this market. Also, we have cultivated some great folks here. It’s through service. A $300 million investment didn’t hurt. But it’s always going to be through service. We have some phenomenal people here. We have the highest service scores in our company. That’s how we’re going to win folks over and how we’re going to get folks back to this market.

What is the Live brand meant to convey and how important is it?

The Live brand is probably twofold. Number one, entertainment. Live is known for its entertainment. We do that through many different aspects. We do that not only through entertainment, seven days a week, somewhere on this property. We don’t just do it through our patrons. We do it in all aspects of our business, including employee events: having DJs at a meeting at seven o’clock in the morning. That’s half of the experience with Live and half of what we’re known for.

But we’re also known for our dining experiences. Our company started off as a restaurant company

John Chaszar, General Manager, Live! Lousiana

many, many years ago. A lot of casinos build restaurants for a place for people to eat. The Cordish family has built restaurants to create experiences. When you come here you’ll get an experience, whether it’s an Italian experience at Ridotto Grand Café, an Asian experience at Lok Fu or a very elegant, great experience in Prime Rib. Everything is about experiences here, not just fulfilling a need to eat.

Cordish has promised a Vegas-caliber experience. What does that mean and how is it possible on a $270 million budget, given what they spend in Las Vegas nowadays?

[chuckles] It’s all a matter of perspective. We’re a Midwest casino. We’re not going to build the multibillion dollar fountains of Bellagio out front. But when you walk into our casino it’s a single-level, land-based casino. It is a phenomenal experience. It is something that you will only experience in Las Vegas. Very, very few regional casinos are going to be able to offer this, especially on riverboats. That’s why the decision to allow land-based casinos here in Louisiana was a great thing to do for this market. Other markets have already done this, whether it be in Indiana or Iowa. It has changed the people’s way of experiencing gaming in those regional markets.

I challenge you to go to any Station Casino in Las Vegas. It’s the exact same experience you have there, if not better here. It’s just all the different aspects that

you can do with a land-based facility. $300 million is not chump change. We’re not a multi-billion dollar casino but I can promise you that a lot of aspects of what you experience here are equal to or better than what you experience in Las Vegas.

How did your experiences in Evansville, Baton Rouge and Bay St. Louis prepared you for Shreveport/Bossier City?

I would hope that I matured over time with the experiences that I had. But in particular, Evansville was the first land-based casino that was allowed by legislation in the state of Indiana. There I actually built a brand-new casino from the ground up across the street from the riverboat, Casino Aztar. We actually moved from the riverboat operation onto the land. So that was one experience that was pretty closely related to this.

Baton Rouge was important for the Louisiana experience: getting used to the regulations here. But Bay St. Louis is probably the biggest, most important experience of my life. I was there when Hurricane Katrina wiped out the entire casino industry on the Gulf Coast. So I was an integral part of rebuilding that entire resort from ground up after Hurricane Katrina. So not only did it teach me about the construction and insurance processes, it also matured me in the aspect of resilience – what I learned not only about myself but the people around me, rebuilding our lives, not just a casino.

What challenges are specific to this market?

[laughs] Prior to us arriving, the biggest challenge is this market really drove customers away. There wasn’t a lot of reinvestment. This market, I’m going to be just guessing at the numbers, I wouldn’t be surprised if this market was 50 percent coming out the Dallas market. And now it’s less than 10 percent. We’ve given people not a reason to come to the Shreveport/ Bossier market. But, with our revitalization of the old Diamond Jack’s casino and creation of a brand-new entertainment experience, we’ve given people in Dallas another reason to come back to the Bossier market, not just for gaming but for an entire dining and entertainment experience here in Bossier City. The biggest challenge is just convincing people to come back to the Bossier market.

What’s your customer mix so far?

The majority of our customers come from within 50 miles of the property. All of these casinos here were built to accommodate weekend business. Hence the reason we have these Goliath casinos of 500 rooms or more – to accommodate folks coming from as far south as Houston, as far east as Jackson, Mississippi, and as far west as Dallas. The majority of our weekday

business comes from within 50 miles but the majority of our weekend business comes from within 250 miles.

Perhaps you could tell us a little about the property: How large is it, particularly the gaming floor?

The gaming space itself is 47,000 square feet. We have over a thousand slot machines. We have 40 table games. Everything is incorporated right there. We’re the only property in the market where you can walk right out to the parking garage off the casino floor. We have 549 hotel rooms. We have four primary restaurants. We have three bars, which are just for every day. We have PBR, which is our Country bar, which is open Thursday, Friday and Saturday nights. It gives a whole other element of entertainment and excitement to our casino that nobody else in this market has. It’s a pretty well-rounded experience. You don’t have to leave the property to have a great resort weekend with us. We’re really excited about what we’ve built here.

How has the sports betting business been?

It’s good. Our partnership with DraftKings was an immediate success in this market. DraftKings wasn’t in this market. It’s another amenity that we offer for

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excitement. Personally, I create more excitement by betting on teams I normally wouldn’t root for. It’s a great, little amenity that we can have at the property and just one more aspect of the gaming experience that gives people a reason to come here and have fun.

Do you envision expansion at some point?

[laughs] Let me get used to these clothes first. Yeah, I do envision that someday we’ll do something at this property but right now we’re just trying to fine-tune what we’ve built. We believe we perfectly fit this market and we’re doing what we believe we’re going to do at this point. I believe we’re actually exceeding some of our expectations. Let’s refine what we have. If you were to ask me, in the future, I can almost promise you that we would definitely look at expanding some of the entertainment space that we have, so that we can accommodate larger concerts here at the property. But those are all future thoughts. Right now we’re just concentrating on what we have and perfecting what we have right now.

Finally, what is your message to the markets who bring you customers?

We’re back in business. Bossier is back in business. It’s again a premier destination for the entertainment experience and the gaming experience. It’s a reason to come here versus heading north to Oklahoma. People used to come here for this entertainment experience and they’ve left us. We’re back and we’re open for business, and Bossier is back, bigger and better than it was before.

What’s Old is New Again

The El Cortez in downtown Las Vegas completes a major renovation. By Ryan Slattery

he El Cortez Hotel & Casino has a unique history. It’s one flush with eccentric owners, the likes of which include notorious gangsters Bugsy Siegel, Meyer Lansky, Gus Greenbaum and Moe Sedway. They ran the hotel in its infancy in the 1940s. Gaming pioneer Jackie Gaughan purchased the downtown property in 1963 and ushered it through its golden days.

TThen, in 2008 after 45 years at the helm, Gaughan sold the El Cortez to his good friend, current owner Kenny Epstein. He has taken the resort in a new direction, marketing it to locals and millennials.

A winning gamble

The effort has paid off. Epstein estimates that the property now sees an even split among tourists and locals visiting the property, with the average age of

those coming to drink and gamble at the El Cortez being in their mid-thirties. It’s not all that surprising that the casino is popular among millennials, given its location in the heart of the Fremont East Entertainment District, an area known for its collection of restaurants, bars and nightlife.

“The area has changed,” Epstein says with a bit of excitement, in an interview with Casino Life. “There’s definitely a younger clientele coming to the property. They feel comfortable in the atmosphere we created and like it here. It’s a great thing for us.”

Now there’s even more for them to like. In late February, the El Cortez celebrated the completion of its property-wide expansion with a grand reopening event. The first phase was both cosmetic and functional. A popcorn ceiling in the casino was replaced with tiles, 102 rooms in the main tower were

completely remodeled and a Starbucks coffee shop was added streetside at the front of the hotel.

But the big reveal was the unveiling of the $20 million casino expansion, which pushed into an underused, back-of-house portion of the property that heretofore saw only minor conventions and meetings. By opening it up, the El Cortez was able to add two bars (one with an elevated stage for live entertainment), an Asian noodle house restaurant called Hot Noods by Chinglish, and 10,000 square feet of new gaming space. This includes a high-limit room, featuring slots where guests can bet up to $250 at a time. It’s a stark difference from the popular, vintage, coin-operated slot machines in an area known as the breezeway.

“There aren’t many of them around anymore,” Epstein admits of the coin machines. For a reason. “You have to count the coins and wrap them. It’s a big deal and time consuming. Casinos are better off with the modern [ticket-in/ticket-out coinless] machines, but we have these loyal customers that love the nostalgia of the coin machines.”

Balancing old and new was one of the challenges with the renovation. It was an effort to preserve the vintage appeal and history of the hotel while modernizing the property. Epstein says the goal of the remodel was to have architects create a seamless transition from the old casino to the new addition.

“Jackie [Gaughan] was my mentor,” Epstein says.

“What we have here at El Cortez is history. We don’t have movie theaters. We don’t have bowling alleys. We don’t have 15 restaurants. We’re a throwback, oldtime casino. We take pride in that. We’re continuing on with Jackie’s vision. We’re trying to emulate him but upgrading the place at the same time. I’ve been in Las Vegas a long time and know that history is important.”

Kenny Epstein, Owner, El Cortez Hotel & Casino

Unique challenges

For an 83-year-old property – the longest continuously running hotel and casino in Las Vegas – one that’s listed on the National Register of Historic Places, it was paramount to honor the past while embracing the future. To execute that vision, Epstein reached out to McCarthy Building Cos., JIVE Architecture, YESCO and Kenneth Ussenko Design. The project came with

IMAGES: CHRIS WESSLING

its own set of unique challenges.

“You have an old property and what happens when you start ripping things up? You find stuff that you didn’t know was there,” Epstein explains.

For example, the room renovations opened up “more than a can of worms,” he says. As builders started work they found issues with the existing plumbing and electrical systems that had to be corrected, ballooning costs of the remodel to more than $105,000 per room.

Another challenge with the downstairs casino expansion was working within a finite footprint to produce that seamless transition. That was left to lead designer Kenneth Ussenko to solve.

“One of my favorite ways to design is to blend old and new together, and to see how far we can push the boundaries of this existing shell,” Ussenko recalls. “If we do our job right, it looks like it’s been there forever.”

A classic look

With Epstein wanting a Classical and grand space, Ussenko leaned on some basic design elements to deliver just that. He raised the ceiling and added moldings and crowns, finishes that subliminally bring you back in time.

“It was very important for me to tie some of that into the look and feel,” Ussenko explains. “Naturally, you just feel like you stepped into something that has been there for a while.”

A large chandelier hanging in the high-limit room gives a dated, elegant feel, while the two signature bars harken back to more Classical times as well. The Roulette Bar was designed as a round gaming bar, allowing for guests to easily flow around it, while the Show Bar recreates the bygone age of entertainment with a stage for live entertainment behind the bar.

Ussenko says he was inspired by the thought of how entertainment once was decades ago in casinos in Atlantic City and Las Vegas when singers or pianists played right on the casino floor. To sell the vintage-meets-modern idea of the ShowBar to Epstein, Ussenko included a scene from Casablanca playing in black and white on the video screen. On the day we toured, sporting events dominated the screens.

“This was just such a fun project,” Ussenko says. “It was exciting for us to merge the old and new, and bring this project to life.”

In Peace and War

Ukraine grapples with its once and future gambling industry. By Eugene Gerden

The Ukrainian government, together with the national Parliament (Verkhovna Rada), plans to significantly tighten control over the gambling activities in the country in the coming years.

Currently, the gambling business continues to be one of the most scandalous in Ukraine. This which is due to the connection of many market operators with the Russian Federation. Recent reports in some Ukrainian media indicate severe debts by Ukrainian troops as a result of gambling.

At present, the Parliament is working on the design of a package of laws aimed at seriously restricting gambling advertising and complicating access to illegal online casinos and mobile apps. These are particularly directed at young people (aged under 21) and the military.

As part of these plans, serious restrictions will be applied for advertising, as there are plans to ban

the use of military personnel, volunteers, popular figures and anything related to war in the promotion of gambling in Ukraine. In addition, the authorities will ban the provision of licenses for gambling activities to owners or former managers of companies with Russian registration, and any other affiliation with Russia and its business.

Implementation of these plans is considered as very important by the Ukrainian government. It hopes that this will not lead to any drop of revenue of the industry.

Out of the Shadows

In 2023, the Ukrainian gambling business contributed over $272 million to the state budget in 2023 in the form of taxes. This was mainly the result of a campaign to bring the gambling market out of the shadows and its legalization. That became significantly higher than in 2022, when only UAH 730 million were generated ($19.1 million). The

official results for 2024 have not yet been published. However, most local analysts and gambling operators expect the figures will be significantly higher those achieved in 2024.

The gambling business in Ukraine was legalized in August 2020. At that time, the state Commission for the Regulation of Gambling & Lotteries was created. It issues licenses to local gambling operators. In accordance with Ukrainian legislation, local gambling operators must pay license fees annually. For example, a one-year license for an online casino costs 23.4 million UAH. Thanks to the efforts of the state, much of the Ukrainian gambling sector has been taken out of shadows.

Fighting Fire with Fire

The gambling business had been officially banned in Ukraine in May 2009, after a fire in one of slot machine halls of Dnepropetrovsk. The conflagration killed nine people. Its resonance was so great that the Ukrainian Cabinet of Ministers on the same day issued an order to suspend all the casino licenses in the country and ordered their closure for a period of one month.

A week later, the parliament adopted a law, which banned gambling business in Ukraine, which entered into force in June 25 of the same yeart. Before the ban, the total number of casinos and other gambling facilities in Ukraine was estimated at 13,000, which brought annual revenue in the amount of $200 million.

After the imposition of the ban, the industry began to work illegally. Until 2020, the Ukrainian media systematically reported on the detection of a wide networks of illegal gambling establishments, including casinos in the majority of cities of the country.

Wartime Strictures

Still, the official legalization of the industry in 2020 provided a major impetus for its growth. During wartime the government considers it as one of the most important revenue sources to the state budget. In this regard, the control over its activities will be tightened, particularly tax payments.

According to the chairman of the Verkhovna Rada’s Committee on Tax & Customs Policy, Danilo

Getmantsev, many local gambling operators evaded taxes. This was carried out with the participation of some leading local banks. Control over their activities will be tightened.

In addition to direct tax payments, the Ukranian state budget receives indirect payments from gambling businesses, particularly through hotels where casinos have opened or IT companies cooperating with online casinos. As the head of the Ukrainian Gambling Council, Anton Kuchukhidze said, more than 30 billion Hryvnias were accumulated from various spheres related to casinos and gambling in Ukraine in 2024.

Gambling business has a social importance for Ukraine these days, as it creates jobs for Ukrainians. This is especially important, given that the current unemployment rate in Ukraine is about 30 percent. In wartime, when a number of Ukrainian companies have been forced to relocate abroad, it is very important to continue business within the territory of the country.

An Uncertain Future

After the end of the war, the development of gambling in the country is expected to take place through the establishment of gambling zones in the existing recreational and tourist areas of the country. Prior to February 24, 2022 the authorities of Ukraine discussed

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such plans with the participation of private investors. According to initial plans, one of such zones was supposed to be established in the city of Truskavets, one of Ukraine’s best resorts. It is famous for its mineral springs and is located in the Lviv region (Western Ukraine).

At the same time, the establishment of the second zone has been discussed in the Transcarpathian region of the country, which is located in the southwestern part of Ukraine. This is coterminous with the historical region of Carpathian Ruthenia. Finally, the third zone is supposed to be established in the city of Morshyn another health resorts. It is also located in Ukraine’s Lviv Oblast.

Indochina on the Move

The rise and strategic importance of social gaming in Southeast Asia. By Shaun McCamley

The global gaming industry has experienced a remarkable transformation over the last two decades. This has been fueled by advances in mobile technology, evolving consumer behavior and the rise of digital entertainment platforms. Within this landscape, social gaming has emerged as a distinct and rapidly expanding sector. It is particularly relevant in Southeast Asia, where mobile-first engagement, a youthful population and a burgeoning middle class create the perfect environment for non-wagering entertainment.

Social gaming encompasses free-to-play digital games that often feature casino-style mechanics like slots, card games and bingo, designed primarily for entertainment rather than gambling. Although players can buy virtual coins or assets, they are unable to cash out any winnings. This business model has thrived worldwide and is now entering a crucial phase of strategic significance across Southeast Asia.

Understanding the Social Gaming Model

At its core, social gaming combines the engagement mechanics of real-money gambling with the

accessibility of mobile gaming. It generates revenue primarily through two channels:

• In-app purchases (IAPs): Players buy virtual currency or items to enhance gameplay.

• Rewarded ads: Users watch ads in exchange for game credits or bonuses.

Key benefits for operators include:

• Low regulatory risk: No real-money payouts mean social-casino games are usually outside gambling legislation.

• Scalability: Platforms can be deployed and expanded rapidly across jurisdictions.

• Data ownership: Operators gain valuable insight into player behavior, allowing them to tailor future offerings.

Why Social Gaming Matters for Casino Operators

1. Unlocking the 80 percent who don’t gamble

Land-based casino operators typically focus on gaming floors, yet data shows that up to 80 percent of property visitors do not engage in wagering. Social gaming provides a bridge to this untapped audience by offering engaging, brand-aligned entertainment that’s accessible from anywhere.

2. Extended brand engagement

Social-gaming platforms maintain guest relationships beyond the physical resort's confines. This enables:

• Year-round interaction with customers.

• Digital loyalty programs.

• Cross-promotions for hotel stays, events and merchandise.

3. Monetisation without risk

Unlike real-money gaming, social platforms generate revenue without risk of capital loss to players. The result is a win-win model: Operators earn through IAPs and ads, while players enjoy stress-free gameplay.

4. Testing ground for online gaming

For jurisdictions where online wagering remains prohibited or tightly regulated, social gaming provides a legal, strategic foothold. Operators can:

• Build digital infrastructure.

• Grow a database of engaged users.

• Prepare for a regulated future.

The Southeast Asia Advantage

Southeast Asia represents a unique growth frontier for social gaming due to:

• Demographics: A young, mobile-first population.

• Digital payments: Increasing use of e-wallets and mobile banking.

• Tourism: Casino resorts can utilize social gaming to enhance guest engagement beyond the visit. Markets such as the Philippines, Vietnam, Malaysia and Thailand are showing early signs of adoption. Cambodia and Laos are expected to follow suit as mobile penetration increases.

Regional Snapshot: The Philippines, Thailand and Vietnam

In the Philippines, social gaming is gaining momentum thanks to a progressive regulatory framework, widespread smartphone adoption and a strong domestic gaming culture. State regulator PAGCOR’s tolerance of social platforms enables land-based operators to experiment with digital entertainment solutions that extend beyond realmoney gaming. Integrated resorts in Manila and Cebu are increasingly exploring branded social ecosystems to capture long-tail guest engagement, and to improve digital loyalty metrics.

Thailand, while lacking legal real-money casino gaming, is a fertile ground for social platforms. With over 90 percent smartphone penetration and a digitalnative population, Thailand’s consumers are highly receptive to entertainment-based gaming apps. Social casino games, puzzles and instant-win games are already enjoying viral traction. Operators looking to enter the Thai market through social gaming can build brand affinity and collect valuable user data without violating gaming laws.

Vietnam represents a compelling mid-term opportunity. The government has shown cautious openness to regulated gaming through pilot casino programs and evolving legislation. While realmoney iGaming remains restricted, social gaming currently exists in a regulatory grey area, permitting international platforms to operate without interference. A rising middle class, surging smartphone usage and cultural familiarity with gaming make Vietnam an ideal candidate for social-gaming investment. Local partnerships and culturally adapted content will be key to market success.

Case Studies and Industry Leaders

The Playtika story: From $92 million to $4.1 billion. One of the most striking examples of the strategic and financial potential of social gaming is the rise of Playtika. In 2011, Caesars Entertainment acquired the Israeli startup for $92 million, aiming to bolster its digital growth through Caesars Interactive Entertainment. Over the following years, Playtika surpassed expectations, becoming a significant revenue generator with hits like Slotomania and House of Fun.

By 2016, just five years after its acquisition, Caesars sold Playtika to a Chinese consortium led by Giant Interactive for an impressive $4.1 billion. This remarkable return on investment highlighted not only the rapid growth and profitability of social gaming but also sent a clear message to the entire industry: Social platforms are no longer just marketing tools; they are highly valuable digital assets in their own right.

Aristocrat and Light & Wonder

These two leading slot manufacturers have built billion-dollar, B2C, social-casino businesses –Aristocrat’s Product Madness and Light & Wonder’s SciPlay – demonstrating the viability of this model. Both companies use social platforms to:

• Test new game concepts.

• Build global brand equity.

• Generate significant non-wagering revenue.

Integrated Resorts in the Philippines

Operators in Entertainment City, such as Hann Casino Resort and Nustar Resort & Casino, are exploring branded social platforms as a way to:

• Retain high-value tourists.

• Engage non-gambling visitors.

• Provide family-friendly alternatives.

Why Many Southeast Asian Casino Operators Are Set up to Fail Online

Despite the clear advantages, many Southeast Asian operators are failing to capitalize. Why?

1. Misaligned organizational structures

Social gaming success depends on product development, digital marketing and live operations expertise—not simply branding or retail functions. Many operators assign digital strategy to departments that lack technical or online-gaming experience.

2. Short-term thinking

Rather than investing in a long-term platform strategy, some choose quick-turn, white-label options that:

• Limit brand control.

• Restrict player-data access.

• Offer little in the way of innovation.

3. Lack of KPI understanding

Key performance indicators such as:

• LTV (lifetime value)

• ARPU (average revenue per user)

• CAC (customer acquisition cost)

... are often unfamiliar to land-based management. Without these metrics, it’s impossible to evaluate platform performance or ROI.

4. Underestimating the digital mindset

Digital platforms operate at a different pace than traditional businesses, emphasising continuous testing, quick iterations and immediate customer feedback. Those who overlook this fact often struggle to craft engaging player experiences.

5. No clear product ownership

Social-gaming initiatives are frequently added as

an afterthought to current marketing or IT roles. For these initiatives to thrive, it’s crucial to have a dedicated product owner who is empowered to foster continuous improvement and facilitate collaboration across different teams.

6. Inadequate budgeting for growth

Successful social platforms require initial marketing investment and ongoing budgets for user acquisition, retention campaigns, and content development. Many casino groups underfund these areas, expecting organic traction without a strategic push.

7. Missed first-mover advantage

Hesitation or delay means competitors gain valuable lead time to refine product-market fit, build user bases and establish brand loyalty. For regions where regulation is silent, fast movers stand to define the space.

Strategy Blueprint: How to Win in Social Gaming

For land-based operators in Southeast Asia, the following strategic steps are critical:

1. Internal alignment

• Appoint a digital lead with experience in online gaming.

• Define social-gaming objectives: revenue, engagement or brand building?

2. Partner selection

• Select a B2B platform partner that offers flexibility and proven content.

• Ensure full access to analytics and monetization tools.

3. Brand integration

• Use custom design to reflect the look and feel of your physical property.

• Integrate reward points, events and resort branding.

4. Marketing and community

• Launch with a strong promotional push across digital and on-site channels.

• Build a community via contests, leaderboards and VIP perks.

5. Analytics-driven optimization

• Monitor LTV, retention, ARPU and churn.

• Run A/B tests on offers, features and design.

• Adapt based on data, not intuition.

6. Leverage emerging technology

AI-driven personalisation, dynamic in-game offers and gamified loyalty extensions are reshaping social gaming. Augmented reality (AR) and metaverse integrations are also opening new frontiers in player immersion. Southeast Asian operators who invest in these tools can leapfrog competitors.

Regulatory Considerations

Social gaming generally avoids gambling classifications, but gray areas can exist. Key points include:

• Avoiding mechanics that resemble wagering.

• Transparent disclaimers (no real-money winnings).

• Age verification and responsible-play messaging. Countries like the Philippines are tolerant of social gaming. Others, such as Thailand and Vietnam, are silent, thereby creating opportunities for first movers.

The Sweepstakes Model: How it Works and Why it’s Popular

Sweepstakes-based gaming has become a popular segment within the social-gaming landscape, particularly in the United States and Latin America. It is now gaining traction in Southeast Asia. Unlike traditional social gaming, these sweepstakes models utilize a legal loophole that allows players to win real-world prizes, including cash, without needing a gambling license.

How Sweepstakes Gaming Works

The model is typically structured around two virtual currencies:

• Gold coins: Used for standard gameplay with no real-money rewards.

• Sweepstakes coins (or sweeps): Earned through free mail-in entries or bundled with purchases of gold coins, these can be used in games that offer the chance to win real cash prizes. Once players accumulate winnings through the sweepstakes games, they can redeem those virtual winnings for real-world money, gift cards or other prizes. Crucially, the inclusion of a free-entry method ensures compliance with sweepstakes laws in many jurisdictions, keeping the platform outside the scope of real-money-gambling regulation.

Why it’s so Popular

1. Regulatory accessibility: Because sweepstakes platforms do not require gambling licenses, operators can launch quickly and scale across regions with restrictive gaming laws.

2. Player appeal: The chance to win real-world rewards, without risking money in the traditional gambling sense, adds excitement and value for users.

3. Marketing versatility: Sweepstakes models are ideal for user acquisition through promotions, giveaways and influencer campaigns.

4. Revenue model: The sale of virtual coins provides a monetization path while maintaining legal compliance. Some platforms also integrate rewarded ads and loyalty programs.

Sweepstakes platforms like Chumba Casino and Global Poker have demonstrated the model’s success. They are generating strong revenues, and expanding player bases by appealing to both casual and competitive players. For Southeast Asian operators, adopting or integrating a sweepstakes mechanic could be a way to future-proof platforms while offering increased engagement and monetization potential.

Monetization Models in Practice

A mature social gaming platform can earn revenue from multiple streams:

Revenue Stream Description

In-app purchases: Players buy virtual currency/ items.

Rewarded video ads: Users watch ads to earn bonuses.

Offerwall: Players complete surveys or offers. Sponsorships: Brands advertise via themed events or items.

Profit margins are typically high, ranging from 30 percent to 75 percent, especially when accompanied by strong user retention and frequent in-game purchases.

The Competitive Landscape

Although the space is growing, few operators in Southeast Asia have made decisive moves. This presents a golden opportunity for:

• Early adopters to build digital audiences.

• Suppliers to tailor solutions for regional needs.

• Investors to capitalize on an underdeveloped market with high margins.

What the Future Holds

As regulatory environments evolve and digital entertainment continues its rise, expect the following trends:

• Hybrid models: Real-money operators launching social arms and vice versa.

• Cross-vertical platforms: Integration with e-commerce, loyalty and event ticketing.

• Regional regulation: Frameworks may emerge to govern or license social platforms.

• Platform consolidation: Expect M&A activity, as successful platforms gain scale.

• Gamified loyalty ecosystems: Casinos will embed social platforms into broader guest-engagement strategies.

• Player behavior analytics: Advanced analytics will become essential to understanding drop-off points, churn predictors and top-spender behaviors. Tools that visualize these insights will empower better retention and monetization decisions.

Expanding the Player Journey through Personalization and Retention

To transform social gaming from a passing trend into a reliable revenue source, operators need to focus on optimizing the player journey. This involves analyzing engagement patterns and utilising real-time data to create customised experiences. By employing advanced segmentation strategies based on players’ spending habits, session durations, and favorite content types, platforms can offer highly targeted promotions and bonuses.

For instance, the onboarding experience for new users should be distinct from that of returning players. Welcome rewards, tutorial guidance and initial game recommendations should smoothly introduce users to the platform while also encouraging early microtransactions. Mid-tier players typically respond well to incentives tied to their progress, social competitions and seasonal events. VIP players expect exclusive tournaments, personalised support and recognition programs.

Additionally, implementing AI-driven prediction models can help spot potential churn risks, enabling operators to proactively present re-engagement incentives like bonus currency, limited-time items or tailored in-app notifications. It’s essential that retargeting efforts through email or push notifications align with behavioral triggers to maximize effectiveness without overwhelming users.

Enhancing Player Retention through Social Features

Enhancing player engagement goes beyond just offering individual rewards and personalized experiences. Integrating social features can significantly boost player retention. Elements like leaderboards, gifting systems and real-time multiplayer challenges help cultivate a sense of community. When players feel socially connected to the platform – whether through competition or collaboration – they’re much more likely to keep coming back.

Furthermore, establishing clans, clubs or guilds can form small communities where players can progress together and earn collective rewards. These dynamics encourage daily logins, extend session lengths and improve overall retention rates. Additionally, operators should think about implementing moderated chat systems or using emojis to promote communication while ensuring a safe and inclusive environment.

The Role of Seasonal Events and Live Operations

Live operations – such as time-sensitive challenges, festivals, or mini-games – play a crucial role in maintaining user engagement. These events generate a sense of urgency and excitement, enticing both paying and non-paying users to return to the ecosystem. When tied to holiday themes or local cultural celebrations (like Lunar New Year or Songkran), they can lead to significant increases in revenue and participation.

To successfully run live ops, teams should develop content calendars, establish update pipelines and track event KPIs in real time. An effectively managed live-ops cycle keeps the platform feeling fresh and engaging, even for veteran players. Additionally, these events can serve as informal A/B testing grounds for introducing new features or monetization strategies.

Expanding into Influencer and Affiliate Ecosystems

As the social gaming-industry evolves, influencer and affiliate marketing are set to play a more significant role. Content creators with gaming followings can help boost new-platform launches, promote in-game events or run exciting giveaways. Affiliates, particularly in Southeast Asia’s mobile-centric markets, already play a crucial part in helping users discover new apps.

By offering unique bonus codes, referral rewards and affiliate dashboards with real-time performance

tracking, platforms can scale their user-acquisition efforts. When influencers are woven into the gaming experience through avatars, branded items or cobranded challenges, they make the transition from mere promoters to integral parts of the in-game universe.

Combining performance marketing with community engagement allows social gaming platforms to connect with younger audiences and tap into niche subcultures more effectively than traditional advertising ever could. To transform social gaming from a passing trend to a sustainable revenue stream, operators need to focus on optimizing the player journey. This entails understanding engagement patterns and using realtime data to personalize experiences.

Implementing sophisticated segmentation strategies – driven by factors like spending habits, session lengths and preferred content types – enables platforms to deliver precisely targeted offers and bonuses. For instance, the onboarding process for new users should differ from that of returning players. Welcome rewards, tutorial support and game suggestions should be designed to smoothly integrate new users while encouraging early microtransactions. Mid-tier players gain from progress-based incentives, social competitions and seasonal events. High-tier users expect exclusive tournaments, dedicated support and recognition programs. Utilizing AI-driven prediction models can help identify users at risk of churning and proactively offer re-engagement incentives, such as bonus currency, limited-time items or personalized in-app messages. Additionally, retargeting through emails or push notifications should align with user-behavior triggers to maximize effectiveness without overwhelming customers.

Conclusion: Social Gaming is not Optional — It’s Essential

In a world where digital engagement drives value, social gaming offers:

• A monetizable touchpoint with non-gambling audiences.

• Year-round brand interaction.

• Strategic positioning for future online expansion. Casino operators who ignore this channel risk falling behind as competitors build databases, engage younger audiences and strengthen digital brand equity. Southeast Asia is ripe for disruption. The question is: Who will move first and who will be left behind?

An update report on gaming legislation in Gibraltar, Malta and

Mauritius Vestiges of Empire

Gibraltar

Gibraltar, as a British overseas territory, offers one of the world’s most reputable gambling licenses. It is governed by strict and independent regulations that attract leading operators.

The jurisdiction is known for its high standards and strict requirements, as reflected in the fact that only around 30 companies have successfully obtained a license in the territory. Licensed entities are required to have a “substantive presence” in Gibraltar – which means that licensees must maintain a physical office, qualified staff and relevant infrastructure (e.g., servers) within the jurisdiction.

The primary legal framework governing gambling in Gibraltar is the Gambling Act 2005. It regulates both remote and land-based gambling operations. Since 2022 there have been ongoing talks and consultations on the new draft, which would primarily revise the existing licensing fees. There is also a strong focus on maintaining trust in the gambling market, protecting consumers, encouraging fair and responsible gambling, preventing criminal links, and in protecting Gibraltar’s public interest and reputation.

The minister responsible for gambling is the gaming-license-issuing authority. The Gambling Commissioner (i.e., the Gibraltar Regulatory Authority) is granted powers to ensure that licensees conduct their operations in accordance with their licenses and maintain the good reputation of Gibraltar.

Currently there are six available types of license in Gibraltar: (i) Remote Gaming B2C Operator (online casino); (ii) Remote Betting B2C Operator (online bookmakers and organizations); (iii) Other Remote B2C Gambling Products (betting intermediaries); (iv) Non-Remote B2C Gaming Operator (land Casinos) (land-based casinos — slot machines and platforms); (v) Non-Remote B2C Betting Operator (land-based bookmaker) (ground bookmaker, lottery); and (vi) Gambling B2B Support Services. Each respective license is issued for a five-year term with the possibility of renewal.

The application process is straightforward but quite strict and formal, which ensures that all licensed entities are fully compliant. Licensing times can vary. However, a well-prepared application that fully addresses ownership, management, governance, a clear business plan and policies on anti-money laundering, terrorism prevention, data protection, and consumer protection can be processed fairly quickly (within two to six months from filing of a complete application).

As already noted above, there are envisioned amendments to the Act, but since 2022 there have not been any new developments in this field. The focus will most likely remain on strengthening player protection, enhancing transparency, reinforcing the requirement for a substantive presence, and generally improving regulatory integration and cooperation.

Malta

Malta is known for its robust and business-friendly regulatory environment, making it a popular hub for online gambling companies.

Malta’s reputation as a focal point for the gaming industry is built on decades of strategic legislation and forward-thinking regulatory frameworks.

Even though it is viewed as a traditional society, already in the 1960s the country regulated lottery games in the territory. Such a pioneering approach could have been clearly seen in 2001, when Malta transformed global gambling by becoming the first EU country (becoming a a member state in 2004) to regulate online gambling with the Lotteries & Gaming Authority Act. As in other territories with extensive experience in the industry, licensed operators must have an established presence in Malta, including physical offices and key staff.

The current Gaming Act came into force in August 2018, replacing the previous laws that separately regulated land-based casinos, cruise-ship casinos, lotteries, remote gaming, and other games like bingo and gaming halls. This act is supplemented by various subsidiary legislation and regulations, including the Remote Gaming Regulations & Gaming Authorizations Regulations. The new Act combined all these gaming activities into one law and established the Malta Gaming Authority (MGA) as the single regulator responsible for overseeing them.

Malta’s licensing system follows an “open window” approach, meaning the MGA can grant unlimited licenses and operators can apply any time. The only exception is the National Lottery license, which is limited to one and awarded through a special tender process.

In line with ongoing developments in the entire regulatory environment (which included enhancement of audit and compliance procedures, updated oversight and player protection controls), in 2024 the licensing system itself became even more

straightforward. It is now based on simply having a distinction between a B2C and B2B license. The structure of the remote gaming license is based on a “umbrella” concept whereby, under a B2C or B2B license, the licensee can add or remove different gaming activities with ease – provided that regulatory approval is provided by the MGA. Licenses are valid for a term of 10 years and are renewable subject to ongoing compliance and a renewal process.

Operators based outside Malta, but licensed in the EEA or another approved country, need a Recognition Notice to offer services in or from Malta. The notice lasts one year and can be renewed. Malta’s gaming rules apply equally to all types of technology, so it does not matter if games are offered online, on mobile or through other digital platforms.

As the gaming industry is a key sector in Malta, local courts have developed significant expertise in handling cases related to licensing and other regulatory matters. A notable example is a February 2025 ruling by Malta’s Civil Court, which rejected the enforcement of Austrian court judgments against Malta-licensed operators. The judgments had ordered TSG Interactive Gaming Europe Ltd and European Lotto & Betting Ltd, both licensed by the MGA, to refund losses to Austrian players. The Austrian courts had found the contracts invalid under Austrian law, as the operators did not hold local licenses, and ruled that the players were entitled to refunds. However, the Maltese court declined to enforce these rulings.

Mauritius

The gambling sector in Mauritius is governed by the Gambling Regulatory Authority Act (GRA Act) No. 9 of 2007. The competent authority in the territory, the GRA, operates under the Ministry of Finance, Economic Planning & Development and is administered by the Gambling Regulatory Board. The GRA acts as the sole regulatory authority (with a specialized horse racing division), ensuring integrity, compliance and consumer protection.

The licensing regime includes the following types of licenses: (i) land-based gaming licenses; (ii) betting licenses; (iii) horse racing licenses; (iv) lottery and promotional game licenses; (v) online gambling licenses; and (vi) personal and ancillary licenses. Most gambling licenses (including betting, gaming house, online and casino licenses) are issued for a period of one year, renewable annually upon application and continued compliance. The sole discrepancy with this approach is that the national lottery license is typically issued for a longer fixed term through a concession or tender process (e.g., 10 years or more), depending on the specific terms negotiated.

With respect to online gambling, it is strictly regulated and only licensed operators may offer

services to Mauritian residents. Residents are prohibited from accessing offshore gambling sites. The GRA has the authority to block ISPs, and to order banks and other payment-service providers to block such access. This system is fully enforceable through legal, technological and regulatory measures, reflecting the GRA’s robust oversight.

Based on publicly available information, currently there are no pending amendments to the GRA Act. Nonetheless, the country’s commitment to aligning with global best practices in the gambling sector certainly means that improvements may be expected.

DISCLAIMER: Law Firm Siketić & Tomić d.o.o. wish to avoid inaccuracies and, whilst every precaution has been taken to ensure that information contained in this report is accurate, no liability is accepted for errors or omissions, however caused.

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Localization in Affiliate Programs

The secrets of 1xPartners’ success in global markets

1xBet's affiliate program adapts to different regions. Why this is happens to be the key to its leadership.

In the era of globalization in the iGaming industry, universal promo strategies no longer guarantee success in different countries. The effectiveness of bookmaker-affiliate programs depends on their ability to consider the cultural, economic and regulatory features of each market.

1xPartners, the affiliate program of the international betting giant 1xBet, demonstrates impressive results in Asia, Latin America and Africa. This is primarily due to deep localization.

How does the program adapt its tools to different audiences? What strategies allow it to maintain leadership in a competitive environment? And why is its experience especially relevant for markets with high growth potential?

Global Reach, Local Approach

1xBet operates in over 150 countries and its 1xPartners affiliate program offers the following advantages:

• 70 interface languages;

• 250-plus payment systems;

• Personalized creatives for local tournaments and sports;

• Support for partners through dedicated managers who know the specifics of the region. Most importantly, the program does not simply translate content but creatively adapts marketing strategies to players’ behaviors in each country. 1xBet helps partners better understand their source visitors and maximize their income, while simultaneously making unique offers aimed at individual markets.

Asia: A Focus on Basketball, Cricket and Local Ambassadors

In 2025 1xBet recorded a 68 percent increase in active

players in India – a significant figure for such a gigantic market. What made this possible? The company points out the following factors:

• Integration of over 50 new slots from Asian providers such as Mancala Gaming and Winspinity Gambit;

• Tournaments featuring a substantial prize pool, namely ₹363,500 for the Indian Casino League;

• Collaborations with sports and cultural stars, such as cricketer Heinrich Klaasen and actress Urvashi Rautela.

In the Philippines, where basketball is incredibly popular, 1xBet became a sponsor of the Philippine Basketball League MPBL and attracted local ambassadors, including the famous basketball player Chris Newsome. “Our strategy considers the regional peculiarities of Asia. For example, in Manila we focus on basketball content, while in India we emphasize cricket and new slots with bonus systems,” a 1xPartners representative notes.

Latin America: Football, MMA and Local Payment Systems

In Brazil, Mexico, and Chile, 1xBet has not only launched a platform in Portuguese and Spanish but also integrated itself into the sports culture:

• It became a partner of the Brazilian national team in the 2026 World Cup qualifiers.

• It attracted prominent athletes as ambassadors, including Jose Aldo, one of the most well-known MMA fighters.

• It has completed the regulatory process in Peru and Ecuador, and is now actively working on obtaining a full license in Mexico.

“Latin Americans are emotionally attached to their clubs and athletes. That’s why we don't just advertise bets – we become part of their sports ecosystem,” 1xBet says.

The company views the Latin American market as highly demanding and therefore even more attractive. Succeeding in this region is challenging, due to the abundance of offers from various competitors. Earning players’ trust here shows that you are really good. With 1xBet’s performance improving each year, the company is confident it is on the right track.

Africa: Mobile Betting, Local Leagues and Social Initiatives

The African market is rightly considered one of the most dynamic. In 2024, Nigeria entered the top 10 countries in terms of online betting volume, while in Rwanda and Malawi the audience grew by over 100 percent.

1xBet responded to the demand in these and other countries on the continent as follows:

• It launched 1xBalance, a responsible-gaming campaign featuring African influencers that reached over 10 million people.

• It has expanded its support for the Confederation of African Football (CAF), with which the partnership has been ongoing for several years, as well as for local clubs like PWD Bamenda (Cameroon) and Diables Noirs (Republic of Congo).

• It optimized the platform for mobile devices, since most bets in Africa are placed from smartphones.

“Africa is not one market but 54 different ones. In Kenya, the bets are regulated at the national level and, in Nigeria, at the state level. Our task is to consider these nuances,” the company says.

How and Why Does 1xPartners Benefit from Localization?

1. Cultural relevance

Creatives featuring local stars and tournaments

attract customers more effectively than standard advertising materials do. It does not guarantee success, but it allows you to tell players that, if their favorite athletes trust 1xBet, then fans should also pay attention to the company’s offers.

2. Trust through local partnerships

Top-level sponsorships (CAF, MPBL, and the Brazilian national football team) enhance brand awareness and foster loyalty, while the company actively promotes sports development at the local level, conveying its message in various ways.

3. Technical flexibility

Support for popular payment methods in a specific country makes depositing and withdrawing funds as convenient as possible. Those who wish can even use cryptocurrencies, not to mention regular payment systems favored both within the country and worldwide.

4. Partner support

Personal managers help adapt traffic to regional specifics. Numerous promotional materials offered by 1xBet provide a vast selection for various sites and pages. Additionally, the unique betting product, which includes more than just sports betting, enables us to expand our network of partners each year.

What’s Next? Localization as Standard!

1xPartners’ experience proves that there are no universal solutions in iGaming affiliate programs. Success comes to those who:

• Study local habits. For example, Latin Americans’ passion for MMA or Africans’ love for live betting;

• Invests in local sports and influencers;

• Adapts payments and promos to suit each market.

It should signal to the industry that the future belongs to hybrid strategies, which combine global reach with targeted personalization. 1xPartners has considered this factor, and its growth in Asia, Africa and Latin America is the best proof.

Join 1xPartners and start earning now. Register via the link, and the affiliate program manager will help you optimize your traffic and boost your income with 1xBet.

Beyond the Perfect Smile

Is your live-dealer casino a community or just a cold transaction?

By Mark McGuinness

e have mastered the aesthetics of live gaming, streaming flawless videos of professionally trained croupiers with impeccable whiter-than-white smiles. Yet beneath this polished veneer lies a hollow truth: a relentless churn of players moving from one bonus to the next.

WThe industry's obsession with transactional acquisition has created a lonely experience. The only sustainable future lies in building genuine communities and fostering the emotional relevance that turns a

solitary bet into a shared adventure. Isn’t that what a land-based casino is all about: the atmosphere, emotional thrill and energy?

A Hollywood Masterpiece

Log on to any virtual casino floor today and what do you see? You see professionalism. You know that feeling when you walk into a party that looks perfect, but the atmosphere is completely dead? That’s what I get from live casinos today. I see the polished studios and the perfectly presented croupiers.

The technology is seamless, the streaming is crisp, and the whole thing runs like a Swiss watch. It is, without a doubt, a masterpiece of a Hollywood-scale production. However, if you look closely beyond the veneer and stereotypes of the smile and the spin, isn’t there a subtle, creeping emptiness to it all?

For too long, the industry has focused on the mechanics of acquisition and retention, often forgetting the human element that makes gaming compelling in the first place. We have built a magnificent revolving door. We entice players with generous, almost desperate, welcome bonuses. They come in, they play, they burn through the bonus. Then they are gone, lured away by the next, even shinier, offer from a competitor.

This constant churn is not only expensive but also exhausting. It is a business model built on a perpetual sugar rush, a short-term high that inevitably leads to a crash. We are playing with fire, assuming an endless supply of new players will walk through that door, without ever asking ourselves why the old ones keep leaving.

A Solitary Experience

The fundamental problem is that we have created a transactional environment rather than a relational one. A player logs in, places a bet and logs out. They might be sitting at a virtual blackjack table with six other avatars but are they truly playing with them? Or are they just six solitary individuals sharing the same digital real estate? Are they human? The experience is often very isolating.

Let's talk about the chat boxes! If you can even call them that. Most of them are spammed with autoresponses. The human interaction is zero. And the dealers? They’re professional, absolutely. But it’s a scripted professionalism. They’re trained to be pleasant, not to be too real. There’s no genuine warmth, no real connection. We’ve become so obsessed with perfecting the science of the game that we've completely forgotten the art of the gathering. I must ask: How long can we really keep this up?

Where the Future Lies

The future, the real, profitable and sustainable future of live gaming does not lie in another zero, multiplier or bonus offer, or a fractional improvement in streaming latency. It lies in building communities. It lies in creating spaces where players feel they belong, where their presence is valued beyond their wallet share and where the experience itself is the primary reward. The future is about shared play and fostering profound emotional relevance.

Let us be clear. Emotional relevance is not about contrived sentimentality. It’s about creating a genuine sense of camaraderie, shared purpose,and a collective experience. Think about the irresistible pull of a local pub quiz. People do not go just for the chance to win a £20 bar tab; indeed, in my local, they don’t. They go for the banter, the friendly rivalry, the shared groans at a tricky question, and the collective cheer of a correct answer. They go to be part of something. Why has the online gaming world, with all its technological prowess, struggled so profoundly to replicate this basic human need?

Genuinely Phony

The answer is that we have been trying to automate authenticity. We have viewed players as data points on a spreadsheet rather than as people seeking entertainment and connection. The antidote to this cold, clinical approach is not another algorithm. It is a person. Specifically, it is the co-creator.

The term ‘influencer’ feels too corporate and one-dimensional. A co-creator, on the other hand, is a partner in building the experience. These are the charismatic streamers, the natural hosts and the trusted personalities who have already built the very thing the industry so desperately needs: an engaged, loyal community. They are not just advertisers. They are the human bridge between a corporate brand and a real, breathing audience. They are the pubquiz hosts for the digital age.

Dismissing this as a niche marketing tactic is a profound mistake. The numbers tell a story of incredible potential. Consider a hypothetical but entirely realistic co-creator we will call ‘Casino Chris.’ Chris streams his live casino play three nights a week on Twitch and YouTube. He has a combined following of 300,000 subscribers. This is not a colossal, movie star-sized audience. It is a dedicated, highly engaged community. His core demographic is 25-to-45-year-olds, people with disposable income who view gaming as a primary form of entertainment, not a desperate get-richquick scheme.

The Linchpin

Now for the crucial part. The average engagement rate for a standard digital ad campaign typically struggles to exceed one percent. It is a passive, often-ignored medium. Chris, during a sponsored stream on a branded table, consistently achieves an engagement rate of over seven percent. But what does that engagement look like? It is not a passive click. Thousands of people actively participate in the chat, using custom emojis, cheering for Chris when he wins and commiserating when he loses.

These people are not just watching a game; they are part of a shared story unfolding in real time. They trust Chris’s judgement. When he says a platform is fun and fair, his community listens in a way they never would to a banner ad.

Integrating a co-creator is not about simply slapping a logo on their stream. It is about building something together. Imagine a dedicated ‘Chris's Crew’ blackjack table hosted by him every Friday night. This is not just another live table; it is an event. It is a place for his community to gather.

The operator can take this further. What about a ‘Community Chest’ side bet where, if the host hits a specific outcome, everyone playing at the table wins a small bonus? This transforms the game from a ‘me versus the house’ scenario into an ‘us against the house’ adventure. It creates a team dynamic. It fosters a collective emotional investment that no deposit match could ever buy.

Thinking Emotionally

For me, this is where the emotional strategy clicks into place and directly tackles the churn that marketing teams all complain about! When a player logs on to join a streamer they follow, their motivation and mindset undergo a complete change. They now have a reason to return, a reason which isn't a draconian bonus code but the promise of being part of that community again.

In essence, we're helping them find their virtual pub. This creates the kind of robust, durable connection that translates into genuine long-term value. The bonus might have been the initial hook but it’s the community that will make them stay.

This is the evolution from the Wild West of pure technological innovation, where we simply added more games and faster speeds, into a more mature, experience-focused era. It requires a shift in mindset from the top down. We must stop seeing players as mere users to be monetized and start seeing them as community members to be engaged and entertained. We must have the courage to invest in people, in personalities and in the beautifully

messy, unpredictable, and powerful force of human connection.

No Place Like Home

The path forward demands that we ask different questions. Instead of asking, ‘How can we get more players?’, we should be asking, ‘How can we give our players more reasons to love being here?’ Instead of ‘What is the maximum bonus we can offer?’, we should ask, ‘What is the most exciting, shared experience we can create?’

The technology is already here. The platforms are robust. The final missing piece of the puzzle is putting the soul back into live gaming. By embracing shared play and placing authentic, human connection at the heart of our strategy, we can build a future for live gaming that is not only more profitable and sustainable but also infinitely more fun.

We can build brands that people are proud to play with and communities that stand the test of time. The house, after all, does not always have to feel lonely. It can – and should – feel like home.

No-Fluff Zone

Arecord-breaking edition of iGB L!VE will deliver innovation, inspiration and insight in its new London home. By Peter White

iGB Global Portfolio Director Naomi Barton explained for us how July’s edition of iGB L!VE will deliver unparalleled business opportunities, in a city widely regarded as being the beating heart of the iGaming industry

You’ve launched London iGaming Week. Can you explain what it comprises and what attendees can expect?

London iGaming Week is an amazing opportunity for the global iGaming industry to come together for a week of connection, innovation and celebration, all centered around iGB L!VE. London iGaming Week runs from July 1 through July 4 and is a series of immersive curated events, seminars, and parties taking place at ExCeL London, as well as iconic London venues.

It features social events such as the iGB Affiliate Awards, the EGR B2B Awards, Welcome Drinks in Canary Wharf, and the Legends by Fire & ICE celebration. These happen alongside unique

opportunities to network and learn at the iGB StartUp Accelerator, the Affiliate & Operator Mixer, and Technology in Gaming, which comprises a day of networking, learning, and fun.

An initiative that we are extremely excited about is our deeper partnership with LatAm Media Group, which will see us stage the first-ever London LMG Futbol Experience. Taking place on July 4, the livestreamed, six-a-side tournament will be played on a state-of-the-art 5G pitch, with games officiated by fully qualified referees. Delivering a mixture of competition and camaraderie, it’s a fantastic milestone which will build on iGB L!VE’s reputation for running the most popular business, networking, and social iGaming events of the year.

The iGB L!VE keynote draws on insights from F1. Can you expand on this?

For our 2025 keynote, I am really excited to confirm that we are drawing on the insight and compelling backstory of Claire Williams, OBE. Claire is the former leader of the Williams Formula 1 racing team, and one

The London Waterfront Experience will be launched at iGB L!VE

of the most prominent and successful women in F1 history. Exploring the best-practice parallels which can be drawn between the data-driven worlds of F1 and iGaming, Claire will be in conversation with the awardwinning journalist and broadcaster Nadine Dereza, on the Pulse Stage at ExCeL London on July 2.

An inspirational leader, Claire was responsible for transforming Williams F1 from an outdated, maledominated culture into one renowned for being a pioneer of innovative technology, sustainability, diversity and inclusion. Her development of a high-performance team culture galvanized an underperforming race team that had been struggling on and off the grid into its best finishing positions in years.

Progressing from the Silverstone press office to leading a group of over 1,000 employees, Claire possesses an authentic and fearless approach to leadership. Her keynote will be one of many mustattends of the iGB L!VE experience and will underline the brand’s focus on driving increased performance in the industry as well as our unswerving commitment to diversity.

What else can iGB L!VE attendees expect from the conference program?

The main iGB Pulse stage has been positioned as the TED of iGaming, featuring a mix of highly practical case studies, data presentations, and panel discussions on best practices across operators and affiliates. Session topics this year that will be of highlight are innovations to in-play betting, how to use IP and branding to protect your competitive advantage, building aligned, agile, high-impact growth teams, integrated marketing and SEO strategies, how to build links when no one wants to talk about gambling, as well as market dives into LatAm, UAE, and Italy.

Off the main stage, this year will see an expanded programs of events covering HR and personal development, AI-driven strategies for acquiring and retaining affiliates, as well as how to scale up and exit as a startup. There are 30 inspiring sessions taking place at what is the world’s fastest-growing gaming expo. The full programcan be viewed at: https://www.igblive.com/event-schedule

What strategies are in place to achieve the ambitious growth targets set for iGB L!VE over the next five years?

Sectors have to evolve in order to remain relevant

and that applies even more to businesses active in the iGaming industry. Our non-negotiable business philosophy is to always work in partnership with our customers to establish their objectives and exceed their expectations.

We are working in partnership with our iGaming Advisory Board to ensure that we deliver what our customers really need and want from us, and that iGB L!VE reflects their needs. The insight of our customers is critical. It serves as the foundation as we continue to build an agile and progressive Tier 1, global, B2B event that’s in tune with the market. Consulting with customers, understanding their business objectives, and doing everything in your power to meet those objectives is a no-frills, effective – but often overlooked – strategy.

Do you believe that events such as iGB L!VE have a responsibility to address player protection?

Absolutely. World-class exhibitions such as iGB L!VE provide a powerful platform for engagement. The opportunity to bring together the international industry with its regulators in a professional environment is a key opportunity to ensure that gaming regulation delivers robust player-protection undertakings. This is done within a progressive framework which enables the industry to grow. July will see the biggest commitment to sustainable gambling at an edition of iGB L!VE.

Naomi Barton, Global Portfolio Director responsible for iGB L!VE

The Sustainable Gambling Zone (SGZ) reflects the very latest thinking on player protection. The SGZ pods will feature a mix of notfor-profit and private-sector companies that have a shared objective of developing technology in the pursuit of safer gambling across the iGaming industry. There will also be a high-caliber content program at SGZ. It will serve as a connection point for regulators and policy makers. We remain utterly committed to supporting safer gambling and the promotion of regulated markets. We want to continue to facilitate those crucial conversations and educate the industry alongside showcasing product innovation.

How will new features like the London Waterfront Experience enhance the overall attendee experience?

The London Waterfront Experience involves an iGB L!VE takeover of the Street Kitchen & Bar, part of ExCeL’s ‘Immerse LDN’ Dock Edge entertainment district. It will include a series of entertainment activations, including a centerpiece barge which will be moored at the edge of the dock, and which represents a dynamic networking and social space. Open throughout the show it will provide a vibrant and (most importantly) a London-inspired ‘twist’ on the social and business opportunities that the

industry loves about iGB L!VE. This feature will help deliver another world-class experience whilst retaining the DNA of the event. We want the industry to feel connected to their community and have some fun. Tell us about this year’s iGB Affiliate Awards. We’ve already spoken about London iGaming Week and everything is in place to make the awards a highlight of the week. The critically acclaimed broadcaster and musician Myleene Klass, MBE will be hosting the Cool Britannia-themed Awards on July 3. These are widely regarded as being the most prestigious and transparent in the industry. Celebrating the achievements and innovations of the iGaming affiliate community, the awards are being held at the Troxy, a stunning Art Deco masterpiece which has an 80-year musical heritage. It has featured performances by Liam Gallagher, Jarvis Cocker, Garbage and The Cure. The Cool Britannia-themed awards are being contested across 20 highly coveted categories. The black-tie event comprises a drinks reception, a threecourse, sit-down dinner and live music with carriages at 2 a.m.

Judgable submissions are up more than four percent year-on-year, with the most hotly contested category – based on the number of nominations –being Best Affiliate Program. The fastest-growing

Claire Williams OBE, former leader of the Williams Formula 1 racing team has been confirmed as the keynote at July’s iGB L!VE

category is Best Affiliate Network, up 79 percent, with Best Digital Agency, Best Affiliate Idol and Best Newcomer representing the other key growth categories. Due to the quality of submissions received from non-affiliate businesses for the Marketing Campaign of the Year category, we have created an additional award to recognize the best campaign by an affiliate program or network in 2024.

We have also experienced strong traction for the new Best Affiliate Management Platform category, with most of the leading and all of the fastest-growing providers having thrown their hats in the ring. It’s also significant that 40 percent of the submissions which have progressed to the finals are from businesses not previously shortlisted.

This response reflects the transparency and integrity of the awards. Each judge is required to sign an NDA to keep all submitted information confidential and to declare any potential conflicts of interest. I think the industry respects the fact that every winning submission has succeeded entirely on its merits. Tickets can be booked at https://igb-live-awards.reg.buzz

What are your hopes and aspirations for the show, and what’s your closing message to industry professionals ahead of the first edition of iGB L!VE opening in London?

iGB L!VE has sustained four years of fantastic growth. The objective is to continue on that flight path and to deliver another exciting edition in our new London home. We will be looking to London to provide a springboard to achieve our overarching vision which is to bring together the entire iGaming ecosystem, connecting the right audiences to deliver genuine and tangible business growth for our customers. In terms of specifics, we have targeted over 30,000 visitors and 550-plus exhibitors/sponsors by 2028.

As for the 2025 edition, my message would be: If you work in iGaming, and you are looking for your next opportunity after ICE and iGB Affiliate Barcelona to meet and generate business with the world’s best global iGaming investors and most influential operators, iGaming suppliers, tech vendors, and affiliates in the largest regulated market in the world, iGB L!VE simply cannot be missed.

To quote highly respected tech founder Karolina Pelc, iGB L!VE is “energizing, focused and refreshingly no-fluff.” That sums the show up perfectly and explains why it is a genuine mustattend event.

iGB L!VE: 2 - 3 JULY, 2025 | ExCel London https://www.igblive.com

The iGB Affiliate Awards are being hosted by Myleene Klass MBE

Rinse Cycle

What I dislike about the casino industry (Part Two). By Al O’Grady

n my last article, I wrote about what I do not like about the casino industry. I wrote about how the industry took advantage of those having addictions, mental handicaps or those acting out of desperation to meet their financial obligations. In the article, I tried to be fair and balanced with the industry, saying it does have self-exclusion programs for addicts and it does run PR campaigns to gamble within your limit.

IBut I still question if more can be done. Regarding those with mental handicaps, the industry will say –and rightly so – that it must treat those with handicaps equally under the law. Again, while that is true I still have a personal, ethical dilemma with taking money from someone at the blackjack table who cannot count to 21.

Finally, for those acting out of desperation trying to win some money for survival, the casino will say it caters to everyone and cannot tell people how to spend their money, even if it is their last dime. Again I agree that, as adults, we all must be accountable for

our actions. But I must swallow a bitter pill, being part of an engine that dangles the carrot in front of noses of those less fortunate. These are all concerns that I have with the industry at large, but I am saving my biggest concern for the end and that has to do with money laundering.

If you were unaware of casinos and money laundering and you think I am giving a great idea to the criminal element, think again. Trust me, government regulators, casino operators, the police, and criminals (especially drug dealers) are very aware of using casinos to launder the proceeds of crime. I will not ignore the elephant in the room. This has been going on for years. What I truly do not know is if the problem is getting better or worse.

A Few Questions

I cannot speak for every casino operator, government regulator or police force. I can only comment what goes on in my circle. Some areas of the world are cracking down, while others are ignoring it. My

employer provides anti-money-laundering training to its employees every year but I must wonder, Who was spearheading this? Was it the government regulator or the casino? I have no doubt it was the government regulator.

My next question is, if the government did not mandate this training would the casino take the initiative and provide it to its workers? My guess is no. Why would you do something that could negatively impact your profits? Which leads me to the conclusion, if you are not a part of the solution, you are part of the problem. Hence my problem working within this industry.

What If …

Let me give you a hypothetical scenario. What if you own a lumber company. Some guy who looks a bit flashy says he wants to build a deck and needs some lumber for his project. The lumber bill comes to $5,000 and he pays cash with crisp $100 bills. Are you going to ask him for ID or what he does for a living or where he got the money? Or are you going to thank him for the business and ask when he would like it delivered?

This example is a little more extreme, but let us imagine that you are a home builder. That same flashy guy wants you to build a home for $500,000 and he wants to pay cash in five $100,000 installments. You are fairly sure what kind of guy you are dealing with, but business has been slow and this keeps your employees working for the next two months. What would you do? This is an ethical dilemma for sure.

You may be of the viewpoint that this is just business between two parties and what is the problem? The problem is how was the money was obtained and how did it impact other people’s lives. Drug dealers profit from addicts. What did those addicts have to do to get that money? Was it theft, prostitution or some other crime? Do we still tolerate that lumber purchase in that way in civil society? I know it is naïve to think you will eliminate crime in the world, but you can slow it down in your own little corner by taking away the profit incentive.

Passion and Pitfalls

Whether it is a $5,000 buy-in at a $25 blackjack table or a $100,000 at an exclusive, VIP baccarat game, money laundering is money laundering. The amount does not matter. So I must make a choice. Do I want to be a part of this machine? If I am not part of the

solution, then I am also part of the problem.

If I am truly passionate about the pitfalls of money laundering, then am I a hypocrite for working in this industry? Fair point. But as we all know, life is not black and white but various shades of gray. There are times when we must weigh the pros and cons and accept what we cannot control to make a living.

There is a variation of the serenity prayer, “God grant me the strength to change the things I can, the courage to realize the things I cannot and the wisdom to know the difference between the two.”

I cannot control the criminal element, but I can control the table I serve. If you are buying in with proceeds of crime, I will report it to my supervisor. I will not ignore criminal activity that may have exploited someone’s life, just so someone can get his gambling kicks or evade criminal prosecution by cleaning up his dirty money. That is something I can control.

I am not a saint. I am by no means perfect. Gambling is my vice in life, but I like to think that I do it responsibly. I play with money that I can afford. I view it as entertainment. If I win, great. If I lose, I will take it like a man. I feel the majority of players are like that too.

So while I know there are nefarious characters at the table involved in money laundering and giving the industry a bad name, I refuse to let the actions of a few stop me from trying to make a living. Fortunately, that does not mean I have to like it.

Good luck at the tables and do not forget to tip the dealer.

Al O'Grady

From Riverboats to the Digital Age

A personal journey through poker’s evolution. By Edwin Ford

s someone who’s spent years following poker’s intriguing path, I’m always amazed by how this simple card game has transformed itself across centuries. What began as a pastime for gamblers on 19th century Mississippi riverboats has become a cornerstone of live and electronic casino gaming worldwide. Today, poker is not just a game. It’s a living, evolving culture shaped by innovation, technology and changing player tastes.

AThe Early Days: Riverboats and Player-Versus-Player Play

My journey into understanding poker’s roots took me

back to the early 1800s, when riverboat gamblers played a crude 20-card game on the Mississippi River. By the 1840s, the game had evolved into the 52-card poker we know, with familiar hand rankings like flushes and straights becoming standard. Interestingly, during this time poker was a contest between players themselves; the house was merely an observer, taking a small rake but not directly involved in the action.

The Game-Changing Moment: Caribbean Stud Poker

Fast forward to 1982, when everything changed with the invention, by David Sklansky and Steve Lipscomb, of Caribbean Stud Poker. For the first time, poker

became a banker’s rules game, pitting players directly against the dealer instead of each other. This was revolutionary from a casino’s perspective: A steady edge of about 5.2 percent meant reliable revenue. For players, it was a fresh, fast-paced twist on a classic game.

Around this era, I also saw how progressive jackpots, which had started to make waves in slots (notably with Bally’s 1986 Money Honey), began linking poker tables across casinos. The excitement of chasing a growing jackpot that could hit on a rare royal flush added a new thrill, cementing poker’s appeal in the banker’s-rules arena.

Cultural Fusion: The Arrival of Pai Gow Poker

In 1985, poker took a fascinating turn with Pai Gow Poker, blending Western poker-hand rankings with the ancient Chinese domino game Pai Gow. This variant’s unique format, where players create both a five-card “high” hand and a two-card “low” hand to beat the dealer, introduced a slower, more strategic game with low volatility. Its relatively low house edge of approximately 1.4 percent and cultural flair gave it a special place on casino floors, appealing especially to players who favored longer, steadier play.

Bonus Bets and the Rise of ThreeCard Poker

By the late 1980s and early 1990s, my research showed the emergence of bonus bets, side wagers that paid out for hitting specific poker hands, regardless of the main game’s result. These bets added layers of excitement and new strategic considerations for players.

The debut of Three Card Poker in 1994, commercially launched around 1997, truly spotlighted this innovation. Designed by Derek Webb, this fastpaced game challenged players to beat the dealer with just three cards, while the Pair Plus bonus bet rewarded any pair or better. It combined simplicity with strategic betting, quickly becoming one of the most popular poker-based table games. The house edge on the main bet sits around 3.4 percent, while the Pair Plus bet ranges from about 2.3 percent to 7.3 percent, depending on pay tables.

I also noticed that after Three Card Poker’s success, bonus bets using poker hand rankings began cropping up in other table games like baccarat and blackjack.

This demonstrated poker’s growing influence across the casino landscape.

Let It Ride and Four Card Poker

During the early 1990s, Let It Ride emerged, offering a unique twist: Players placed three equal bets and could choose to withdraw one or two bets as the hand progressed. This combination of poker-hand rankings and incremental betting strategy made it both accessible and engaging. Let It Ride’s house edge is roughly 3.5 percent, depending on how players manage their bets.

Then, in the early 2000s, Four Card Poker arrived, challenging players to build the best four-card hand, with bonus bets paying for strong combinations like three-of-a-kind or better. The house edge on Four Card Poker’s ante and bonus bets generally falls between 2.5 percent and 3.5 percent, varying with pay tables.

The Breakthrough: Ultimate Texas Hold’em

One of the most fascinating discoveries in my exploration was Ultimate Texas Hold’em. Although invented by Steven Au-Yeung in the late 1990s, it wasn’t until around 2002 or 2003 that it became widely commercialized and licensed by companies like Playtech. This game brilliantly adapted the world’s

Edwin Ford

most beloved poker variant into a banker’s-rules format, where players face the dealer.

Ultimate Texas Hold’em stands out with multiple betting rounds and strategic choices, offering a relatively low house edge of about 2.2 percent. Its success helped push poker deeper into the heart of casino table games, appealing to both casual players

and those who enjoy strategic decision-making.

Poker Goes Electronic

While these live game variants thrived, poker’s electronic side blossomed too. Video poker machines, which had been around since the late 1970s, gained massive popularity in the 1980s and 1990s. Titles like Jacks or Better and Deuces Wild became staples, offering some of the highest returns available on casino floors when played skillfully, often with returns exceeding 99 percent.

In the 1990s and 2000s, electronic versions of banker’s rules poker games, Caribbean Stud, Three Card Poker and Ultimate Texas Hold’em began appearing, speeding up play and lowering staffing needs. These electronic formats integrated progressive jackpots and bonus bets, sometimes linking machines across entire casino networks to build massive jackpots that attracted large crowds. Poker-themed slot machines also emerged, blending the thrill of poker hands with slot gameplay mechanics, offering a fresh take on the game’s core excitement.

The Poker Boom: An Online and Media Explosion (2003 and beyond)

The 2003 World Series of Poker win by Chris Moneymaker, a relatively unknown amateur who qualified through an online satellite, sparked what’s now famously called the “Moneymaker Effect.”

Suddenly, millions of new players flooded online poker sites, from PokerStars to Full Tilt Poker, ushering in a global poker boom.

Televised tournaments brought poker’s strategy and drama into living rooms worldwide, cementing its status as a mainstream pastime. Online platforms innovated rapidly, introducing new variants, side bets and digital-only formats tailored to a growing, diverse player base.

Looking Ahead: The Future of Poker

From my vantage point, poker’s future is incredibly exciting. Virtual-reality technology promises fully immersive poker rooms where players can interact socially and strategically from anywhere. Artificial intelligence is poised to become a powerful tool for strategic coaching and fair-play monitoring. Blockchain-based platforms offer transparent, decentralized gambling with provably fair outcomes and instant payouts.

Meanwhile, progressive jackpots and bonus bets continue to captivate players, now embedded in both live and electronic formats. Hybrid games blending poker’s skill elements with slot-machine excitement are emerging, attracting younger demographics and expanding poker’s cultural footprint.

A Timeless Game

Reflecting on poker’s long and winding journey, it is clear that its strength lies in adaptability. From a 19th

century card game played among riverboat gamblers to the sophisticated banker’s rules table games of the 1980s and beyond, and now into the digital and virtual realms, poker has continually reinvented itself.

The introduction of banker’s rules variants like Caribbean Stud, the rise of progressive jackpots and bonus bets and the widespread embrace of electronic and online formats showcase a game that balances tradition and innovation like few others. As poker continues evolving, it remains a compelling mix of skill, strategy and chance, captivating players around the world and promising new chapters for years to come.

BA Remarkable Legacy

Bo Mazzetti was a giant in California tribal gaming. By David Ross

o Mazzetti (1947-2025), longtime tribal chairman of the Rincon Band of Luiseño Indians in San Diego County, cast a giant shadow over California gaming for 16 years.

The Rincon Band owns Harrah’s Resort Southern California, one of the largest, most-successful casino resorts in the state. The tribe and its casino came into their own in the world of California power politics under the stewardship of Mazzetti.

Following his May 2, 2025 death his tribe paid tribute. “Mazzetti advocated the protection of tribal sovereignty. While prioritizing the needs of tribal members, Mazzetti championed the Rincon tribe’s

generous support of community organizations and causes throughout the region. Under Mazzetti’s vibrant leadership, the tribe grew in stature and influence throughout the state, while providing for the care and protection of its tribal members,” it stated.

A Simple Philosophy

Mazzetti’s philosophy for dealing with people was simple. “It’s really talking to people instead of talking at people,” he once said. “That’s really what it’s about. When you get people that will do that, relationships develop.” His down-home style put everyone at ease and he often began conversations with, “How’s it going, pardner?”

It was an effort he made when he became chairman. “We didn’t have the money like other tribes to go hire lobbyists – to get our name around up there,” he said. “I made it my one of my primary objectives to go get to know the senators and assembly people and governors on a one-on-one basis. So that’s what we did. We got to know the main players. Really about 20 percent of everybody up there really get things done. That was kind of my goal; to get to know all those folks.”

Since then, “We’ve had outstanding relationships with all the committee chairs— such as the national water, natural resources, government oversight for gaming, all of those committees. So we would have a good relationship with these folks and, of course, always with our local senator and assemblyperson.”

From the Gridiron to Vietnam

Frederick Quinton Mazzetti was born September 30, 1947 in Escondido. He was nicknamed “Bo” because his little brother couldn’t pronounce “brother.” He grew up on a rural reservation with a few hundred members, where the local newspaper would report “cow vs. car” as an item of interest.

He graduated from Orange Glen High School in 1966, where he was a star football player. He joined the U.S. Navy, serving in Vietnam. He was later devoted to veterans affairs and spearheaded efforts for an Indian-veterans memorial.

After his discharge in 1971, Mazzetti attended California Polytechnic University-Pomona, earning a BS in Behavioral Science. He became San Diego County’s Indian community affairs officer.

After leaving the county, he obtained general contractors’, general engineering and water-welldrilling licenses. He became roads officer at the Bureau of Indian Affairs-Riverside and created the Reservation Transportation Authority (RTA).

Battling the Terminator

Mazzetti brought gravitas and respect to the tribe. He was comfortable with California legislators or hobnobbing with U.S. senators and members of Congress. He helped found the Southern California Tribal Chairmen’s Association, formed because tribes needed to stand together to defend their interests. He spent much time protecting tribal sovereignty as related to Rincon’s casino. As chairman, Mazzetti, fought epic court battles against California’s Gov.

Arnold Schwarzenegger. In 2022, Rincon opted out of the state’s oversight of gaming operations – or rather persuaded California to do so. Today, Rincon works directly with the National Indian Gaming Commission (NIGC), the first California tribe to do so.

Mazzetti described the 13-year struggle thusly. “First, we went to the Supreme Court with Gov. Arnold Schwarzenegger and we prevailed. The court said if you are going to demand something of a tribe, you have to give something back of meaningful value.”

Dollars and Sense

For years, California and Rincon argued over the state’s gaming-oversight charges. A provision in tribal-gaming compacts says the state will charge “reasonable costs.”

When Mazzetti first heard that term he thought it problematic: “Who is going to determine what ‘reasonable’ is?”

When gaming officials arrived, Mazzetti kept track. The first bill was for $840,000 and he scoffed, “Obviously that is ridiculous. The state would refuse to say what it was doing for the money it was charging. So I took the times the state staff were physically at our gaming reservation, and found out what their hourly salary rate was and calculated that. It came out to $3,965 for the whole year,” Mazzetti recalled. “So, we paid the state that for a couple of years to try to get their attention.”

The tribe kept trying to calculate actual costs, but state officials wouldn’t break them down. So Rincon employed a procedure in the gaming compact that allows the state to “opt in or opt out” of providing regulatory oversight. “We gave them that option and they chose to opt out. That’s how we came to work directly with the National Indian Gaming Commission.”

Tribal Gaming & Hospitality quoted Indian Gaming Association Chairman Ernie Stevens Jr. regarding Mazzetti: “His unwavering dedication to mentorship and tribal sovereignty set a standard for us all. As this monumental leader transitions to the spirit world, we honor his remarkable legacy by uplifting one another, upholding our tribal values and striving for a brighter future for our communities. His profound impact resonates deeply, reminding us of the respect, knowledge and advocacy he passed down, empowering us to carry forward the mission on behalf of Indian country.”

Harnessing Innovation

The role of interdisciplinary collaboration. By

Raymond Chan

For years, the gaming industry has grappled with a persistent challenge: effective collaboration among stakeholders in order to innovate together. Despite the critical need for synergy between operators, game designers, manufacturers, regulators, and policymakers, meaningful communication and knowledge sharing have often eluded the industry.

This ongoing issue has hindered innovation and the enhancement of player experiences. However, recent advancements in frontier technology highlight how interdisciplinary collaboration can potentially reshape the industry’s future.

Effective Data Sharing and Integration with AI

The design of modern AI models enables the exchange of information by pre-aggregating data meanings, effectively breaking down silos among operators, designers and regulators. This fosters a more collaborative environment without exposing sensitive raw data.

Related AI agents can further foster collaboration across various sectors. Stakeholders in the gaming

industry can now seamlessly share data, findings and insights while maintaining privacy with confidence. The result also can identify commonalities and differences to enhance communication. Analyzing extensive datasets helps uncover common themes and differences across gaming operations, revealing insights that may otherwise remain hidden.

Raymond Chan

This capability encourages innovative thinking and a deeper understanding of player behavior without triggering regulator/operator concerns over privacy laws. Enhanced communication among stakeholders – ensuring alignment among operators, game designers and policymakers – leads to more effective collaboration and decision-making, and fuels innovations.

Personalized Tools for Collaboration with Innovative Business Models

There is no one-size-fits-all solution. Every operator, every region and every party is unique, and that’s exactly what AI-backing solutions are good at! Model Context Protocols (MCP) are getting mature as we speak and – by leveraging specific gaming data – the team with AI models can create customized tools that address unique challenges at much less effort.

This tailored approach allows for more relevant insights and solutions, boosting productivity and creativity in collaborative efforts. This can create a strong business model to fund itself too – the new data-analytic business. In other words, the profit incentive can catalyze innovation. By sharing insights and expertise, organizations can generate income while contributing to a collaborative ecosystem of knowledge that motivates interdisciplinary efforts, and cultivates a culture of innovation.

Steps to Achieve Enhanced Collaboration

To effectively implement collaborative solutions in the gaming industry, consider the following steps:

1. Develop a foundation model: Create or leverage a robust foundation that will serve as the basis for developing various tools tailored to the needs of different stakeholders, including operators, designers and regulators.

2. Build communication layers: Establish userfriendly interfaces, which are called AI agents and also the Model Context Protocol (MCP). That would allow stakeholders to interact with the environment and collaborative tools. This layer should facilitate seamless communication and data exchange among all parties involved.

ABOUT RAYMOND CHAN

Raymond is a software engineer by profession with a track record in corporate innovation and entrepreneurship. He co-founded two prosperous startups, TGG Interactive and Global Gaming Group in USA and Asia respectively, where he served as director and CEO to lead the electronic gaming businesses from 2007 to 2018. Earlier in his career, Raymond was a founding member of the business intelligence team at ETRADE from Morgan Stanley and played a pivotal role in designing the TiVo customer intelligence system in Silicon Valley.

3. Enable interconnectivity among models and parties: Ensure that various tools can connect and communicate with each other. Implementing technologies like blockchain can enhance data security and collaborative learning among operators, manufacturers, and policymakers.

4. Implement continuous-learning systems: Establish systems for ongoing learning, allowing stakeholders to adapt to the rapidly changing gaming landscape. This iterative process will improve the relevance and effectiveness of collaborative solutions over time.

Future Directions

As we look to the future, the evolution of AI technologies holds immense promise for enhancing interdisciplinary collaboration in the gaming industry. By leveraging collaborative approaches, we can significantly improve cooperation among operators, game designers, manufacturers, regulators and policymakers. We will be driving meaningful progress toward innovative solutions that enhance player experiences and operational efficiency.