“Having worked for many years on B2C, I understand the pain points of operators,” Calvia reflects. Today’s challenge is delivering both stability and customisation - environments capable of handling vast concurrent traffic while shaping individual player experiences.
“Te goal is to ensure that products are stable and scalable whilst tailoring player preferences and individual behaviours,” Darren explains. Success, he adds, depends on proving that these experiences correlate directly with retention and brand value.
While many in iGaming claim to be at the cutting edge of AI, Calvia offers a reality check. “As an industry we consider ourselves very innovative, but I think in this space we’re probably not. Compared to Netflix or Spotify, iGaming has only scratched the surface of behavioural intelligence. We’re a long way behind and iGaming’s got a massive opportunity to catch up.”
Te missing piece isn’t data quantity - it’s meaningful utilisation. “You can have as much data as you want but if you're not using it in the right way, it's not giving the brand or players the benefits,” he stresses.
platform remains our baby, and we still put more development resources on our platform than we do any other products.”
Where PAMs once single-handedly defined a platform’s value, today’s operators want cohesion - one integrated system that unifies data, content, and behavioural intelligence.
“It’s about having a fully joined up experience such as having a sportsbook, game aggregation and multiple data sources all integrated in the same place,” Calvia explains. “It’s an ecosystem with real-time data that is fuelled from your PAM, but you’re ingesting data from multiple different products within your offering.”
Tese layers - gamification, AI-driven predictions, real-time CRM, recommendation engines - can only deliver genuine value when the underlying infrastructure is unified. Darren describes it in simple terms: “If the PAM is the foundation of the house, all the other innovative, engaging and exciting features that sit above it all work together and complement it.”
Darren’s experience at Ladbrokes Coral, GVC, and Entain give him fluency in the operational pressures operators face: slow campaign setups, data silos, multi-jurisdiction complexity, and the difficulty of achieving meaningful personalisation at scale.
Many prospective clients still think they need a PAM and Darren says this is almost always a misunderstanding. “90–95 per cent of conversations when you get into the crux of the matter, it's not actually a PAM they’re after.” Once VeliTech showcases its connected ecosystem - spanning proprietary sportsbook, PAM, game aggregation, studios, real-time CRM, workflows and gamification - clients recognise the gap between a standalone PAM and a fully integrated player architecture.
“People quickly realise that they'll never get close to that utopia state of seamless products if they're not working with one provider that can offer all those things together,” he says. Disparate suppliers can be made to work - but never as efficiently or intelligently as a single, unified ecosystem.
Unlike many providers speaking aspirationally about future tech stacks, VeliTech’s ecosystem is already live. “We can offer that now but it's always evolving,” Calvia emphasises.
With proprietary control over every layer of the stack, VeliTech’s advantage is its ability to innovate synchronously across verticals. “Yes, we have it now, but it will be better in six months. Tis is a living and growing thing.”
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