The SBC Summit in Lisbon will place a spotlight on evolving leadership dynamics as iGaming becomes increasingly regulated and exposed to global audiences.
Accepting forthcoming changes, Rosi Bremec, Chief Operating Officer (COO) at Game Lounge, underscores the value of leadership autonomy in responding to localized challenges, as iGaming incumbents can no longer rely on conservative, ‘one-size-fits-all’ strategies.
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SBC: Hi Rosi thanks for this interview ahead of the SBC Summit. Why do you believe that leadership should be held as a point of discussion and conflict for industry delegates?
Rosi Bremec (COO @ Game Lounge): Strong leadership is more essential than ever in a constantly evolving industry. We often have to make bold decisions more frequently than in other industries. For example, in affiliation, where we rely heavily on organic traffic, we’re essentially competing with one of the world’s most complex and changing algorithms—how Google determines rankings. Our strategy has to adapt quickly or, better yet, stay ahead of the curve. While we’re exploring non-organic growth strategies, organic traffic remains the backbone of our revenue.
When Google rolled out an update in December 2022, it significantly impacted 2023 revenues.. During this period, we had to make tough calls—pausing recruitment, salary reviews, and even reorganising the team, which unfortunately led to some redundancies. These were challenging decisions, but they exemplify the kind of strong leadership required to navigate such difficult times.
Moreover, leadership and psychological safety go hand in hand, and it’s crucial that we talk about this more openly in industry panels like this one. Psychological safety is the foundation that allows teams to navigate uncertainty and change confidently. For instance, at Game Lounge, there have been instances where market heads wanted to adopt a market-specific approach that differed from our standard practice.
Because our team operates in an environment where they feel safe to voice their ideas and challenge the status quo, we were able to explore these unconventional strategies. This openness led to innovative solutions that better aligned with the unique demands of each market, ultimately driving our success. As leaders, it’s our responsibility to create environments where our teams feel empowered to bring their full selves to work. This aspect of leadership is vital in ensuring that our industry can continue to thrive in the face of ongoing challenges and disruptions.
SBC: Let’s begin by focusing on your role as COO of Game Lounge; how are igaming operators changing to address current growth challenges?
RB: As an affiliate rather than an operator, we at Game Lounge have had to tailor our strategies to meet our operator partners’ evolving needs and challenges. One major adjustment we made was restructuring our casino department, shifting from a one-size-fits-all approach to a market-specific strategy that better addresses each region’s unique demands. This change was accompanied by a leadership overhaul within the department to ensure we had the right people leading these targeted efforts.
In addition to these structural changes, we’re focused on achieving a 3:1 efficiency ratio with our talent by 2025, a goal that underscores our dedication to empowering our teams to work smarter and achieve stronger results. We’ve also introduced a four-day workweek during the summer months to enhance our team’s well-being and further improve efficiency. This initiative has lifted morale and reinforced our commitment to sustainable growth and long-term productivity.
Our strong and professional relationships with our operators have been invaluable throughout this period. By maintaining clear communication and staying closely aligned with their objectives, we’ve successfully navigated these changes without disrupting our partnerships.
At Game Lounge, we take this collaboration further by establishing special task forces or focus groups, where our sales, SEO, product, and casino representatives regularly come together. These groups ensure that we’re constantly bringing in insights from our sales teams—who are in constant communication with operators—so that our products and strategies remain current and responsive to the needs of the market. This adaptability and close collaboration with our operators have been key in overcoming the growth challenges we’ve faced.
SBC: Observing current developments, why have so many gambling firms entered ‘strategic reorganisations’ in 2023 and 2024?
RB: We realised we needed a complete strategic rethink to enhance efficiency, shifting to give each market leader their own P&L and decision-making autonomy. While the transition had its challenges, like user-friendly P&L systems and adequate training for market leaders, we are making significant strides in improving these areas with clearer P&Ls and robust training programs. Setting precise expectations and goals is further refining our strategy.
SBC: From your leadership perspective, have igaming growth strategies become too conservative and standardised across markets?
RB: In some ways, yes. The industry could do a better job of catching up to the rest of the world, particularly when it comes to understanding and analysing user behaviour and data. We’re working on this, but there’s always room to be faster and more efficient. For example, at Game Lounge, we’re using AI to help us identify which markets to focus on, and we’re also leveraging it to better understand the cost of player acquisition. Our data scientists, who were previously more task-oriented, are now becoming integral to our casino teams. We’re moving towards a model where they’re actively involved in strategic discussions, contributing their insights and skills to help us innovate more quickly.
We’ve invested heavily in data science and are continuously exploring ways to integrate these capabilities into our business operations. This approach not only positions us as trendsetters in the industry but also underscores our commitment to staying ahead of the curve.
Additionally, I think there’s been too much emphasis on recruiting from within the industry, even for tech roles, which has sometimes compromised our ability to excel. We need to break down the stigma around working in the iGaming industry and open up opportunities for tech specialists from other fields to join us. This will help elevate the level of tech talent within the company and industry.
SBC: What is the solution to meeting growth and scale challenges in markets that have reached peak saturation?
RB: No single solution fits all scenarios, but three key strategies stand out. First, leveraging data and AI to deliver personalised experiences will help distinguish us in saturated markets.
Second, identifying untapped niches or regions can open new growth avenues. Lastly, forming strategic alliances and closely collaborating with partners will be crucial to navigating these challenges. Staying adaptable and customer-focused will enable us to continue thriving.
SBC: What is next for igaming, where do you see the next paradigm shift of the industry and its future fault lines?
RB: I believe the next significant paradigm shift in iGaming will centre around the industry’s ability to attract talent from outside its traditional boundaries. For too long, we’ve been somewhat insular, relying heavily on those with existing industry experience.
However, as we’ve seen at Game Lounge, bringing in fresh perspectives from other industries can lead to innovative approaches that help drive growth and transformation. Both our new CEO and I come from outside the iGaming world, and we’ve been able to turn the company around by leveraging our diverse experiences while letting our industry experts focus on what they do best.
Regarding future fault lines, transparency and customer experience will be critical areas. As players become more sophisticated, they’ll demand greater transparency, possibly through technologies like blockchain, which can offer a new level of trust and fairness in gaming. Additionally, understanding players on a deeper behavioural level and offering them highly personalised experiences will be crucial for retaining their loyalty. Those who can adapt quickly to these demands while also embracing new technologies will likely lead the way in the next decade.
SBC: Can you detail your key takeaway to summit audiences, on how the industry’s future winners will be shaped or formed?
RB: The future winners in the iGaming industry will prioritise their people. Success hinges on empowered, diverse teams that are given the freedom to innovate. It’s not just about having the best technology or strategy—it’s about creating an environment where employees feel valued, motivated, and psychologically safe. While perks like benefits and parties are nice, what truly matters is ensuring that your team feels secure enough to bring their whole selves to work, take risks, and contribute their best ideas without fear of judgment or retribution.
At Game Lounge, we’re deeply committed to these principles. We’re investing in our teams, fostering psychological safety, and embracing fresh perspectives. To further support this, we’ve introduced bespoke leadership training programs designed to help our team articulate their feedback and comments effectively. These programs include a unique three-way element where employees, their coaches, and their managers engage in conversations together. This approach provides a safe learning space for both employees and their managers to express themselves and grow.
We’re also striving to achieve a 3:1 efficiency ratio with our talent by 2025, demonstrating our commitment to empowering our people to work smarter and more effectively while maintaining a strong profit ratio. Additionally, initiatives like our summer four-day workweek enhance well-being and productivity, reinforcing our dedication to building a dynamic work culture.
Looking ahead, Game Lounge envisions leading the industry by embodying these principles and continuing to innovate not just in our products but in how we support and develop our people. We believe that by focusing on our teams and fostering an environment where everyone can thrive, we’ll be well-positioned to spearhead the industry’s next big shifts.