Having been onboarded several times in the past, I understand the frustrations when you go live, and things aren't what was discussed. It was important to me that Wiztech has a thorough onboarding session with our customer success team. It's reminiscent of a psychiatrist and a patient lying on a chair. We ask a lot of questions. We try and do it in a personal manner, but whilst it might be painful, we come out with a vision.
you only have a few dozen partners, it's easier to manage and provide a good service. In our suite of clients, we have startups, and it benefits them because we can get to market quickly, but we can still tailor the approach. We don't say this is what we have on the shelf, take it or leave it. After we've spoken to them, we can say these are the options we can go down. We try to incorporate their vision and opinions into the approach.
Now, granted, if they turn around and say, I want to have flying unicorns coming out the screen and rainbows and stardust, we must put a limit on what we can do and be honest with ourselves that some things just won't be developed in time. But if it's a showstopper for the client, then we would try to put it in the roadmap. With a client like Winpot, there are daily, weekly, monthly challenges of changing things around for the regulator, reporting, new game integrations, and so on. We're based in Cyprus, so we need to get that feedback and integrate them quickly - meaning agility is key. I believe our current suite of partners really benefit from how agile our platform is. Te common denominator is that we don't just want to launch a fast, quick, copy paste, your way-to-market type of brand. We believe that our partner needs to have a means to stand out.
How does Wiztech prioritise the needs of clients verses broader industry trends?
Tere are two things. Yes, the customer always does know best and a lot of the time you're the Winston Churchill bulldog on the dashboard nodding your head. We incorporate what they're saying, but it needs to first be backed up with data. If we’re seeing that something is working in another market and it's not a conflict of interest, we will turn around to our partner and say, listen, these guys are doing this type of campaign in a certain geo, it's worked well, and we can do it for you. In those circumstances most of the time the client will say yes.
But if a client comes to us with suggestions (some crazier than others) we will try and understand based on data. If they're saying I know that this will work, we can't just take their word for it because if we're going to prioritise a development for a certain partner, even if it isn't
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going to affect everyone else or not everyone else going to take it, we still need to understand why we're allocating those resources. Will it generate more GGR for the partner and in turn for us? For me, data is the most important thing when making those decisions.
What types of features or improvements are most fast-tracked due to competitive pressure?
Regulatory changes are the top priority when working in regulated markets. in markets such as Mexico, for example, they don't often give you a lot of warning. It could be that you need to make a change tomorrow. If not, you will be in breach. Te other changes that we find most common are around CRM with people trying to extract more value from their customers. Tis doesn’t necessarily have to be your run of the mill CRM platforms that are out there. It's not so much in terms of the look and feel of the website - we find that once clients are set on their templates, they're relatively happy and content - but there may be some changes which need to be made in terms of game management and what they're showing.
Te main changes outside of regulatory ones are to do with extracting more value which makes sense. A clients might start marketing and realise that their CPA is $400 but the estimated player value is $600. It's much easier for marketers to say it's the product's fault, but what needs to change is the extraction of value.
What internal processes and technologies enable Wiztech to bring a client live in just a matter of weeks? What makes the Wiztech platform architecture particularly flexible?
An excellent CTO. It's a breath of fresh air when you have a tech team where the answer is always yes, just give us some time to go and find a solution. Open mindedness is something that helps, as well as experience side. Having been onboarded several times in the past, I understand the frustrations when you go live, and things aren't what was discussed. It was important to me that Wiztech has a thorough onboarding session with our customer success team.
It's reminiscent of a psychiatrist and a patient lying on a chair. We ask
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