Social isn’t a Bolt-on - it’s a Standalone Vertical Self-hosted strategy, D2C, and what drives growth


After a post-COVID reset, social and mobile gaming is back to steady growth, driven less by game catalogues and more by community mechanics, loyalty, and direct-to-consumer (D2C) distribution. Shaun McCamley, CEO of GameWorkz Social Games, argues the vertical is far from decline, explains why app stores are now optional, and outlines how land-based operators can set up a self-hosted social platform in three-five months.


Shaun, do you share the analysts’ view that social casino is in structural decline?


No. Te data and what we see on the ground point to ongoing growth, led by the US and Western Europe. Social today is powered by engagement layers, rewards, tournaments, leaderboards, so the “entertainment system” matters more than any single game title. Tat dynamic continues to expand the addressable audience.


How are regulatory shifts, especially in India and Southeast Asia, changing the map?


India presents a significant opportunity for social gaming if the product is localised and the right partners are chosen. Policy has generally been supportive of free-to-play and engagement-based social models, provided they remain fully non-monetary with no cash-out. Southeast Asia is more mixed, with varied state-by-state and country-by-country nuances, making local expertise essential.


With DMA-style moves reducing App Store lock-ins, how big is D2C now?


Material. We moved away from app stores two years ago. With HTML5, mobile UX is strong, you own the player relationship, and you avoid platform policies and 20-30 per cent fees. For most operators, D2C via web plus first-party data beats fighting for visibility as “one of a million” apps.


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What separates successful self-hosted social programs from the failed “bolt-ons”?


Treat social as its own vertical, budget, KPIs, roadmap, team, not as an extension of the gaming floor. Te US land-based market has established the playbook: integrate property loyalty, but operate social independently with its own CRM, content cadence, and promotions. Where groups struggle is governance (who owns P&L), resourcing, and trying to retrofit land-based thinking to a digital funnel.


Sweepstakes and alternative models: tailwinds or headwinds?


Both. Big operators with scale absorb higher payment costs and media spend; smaller entrants are feeling tighter banking and compliance scrutiny, which lifts acquisition costs. You can succeed without sweepstakes, look at major social businesses built on standard loyalty mechanics, but if you choose that route, model the payments and policy risk realistically.


Where do you see the next leg of product innovation?


Community-first features that create reasons to return beyond the spin: competitive ladders, team goals, social status, and meaningful rewards. AI has a role in protection and operations (e.g., detecting harmful spend patterns), but community is the near-term growth engine. Omnichannel helps where loyalty ties are strong, but social needs to stand on its own feet.


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