“It’s not the upfront build cost that catches people out - it’s the ongoing maintenance.” With 200 people working daily on iGP’s platform, the scale of continuous development is easy to underestimate. “What happens when you’re two
years behind and can’t afford to rebuild again? For some it works, but for most, it doesn’t.”
Margins Under Pressure iGP Returns to Platform Roots
After a couple of years focused on expanding its portfolio with aggregation and lottery offerings, iGP is deliberately shifting the spotlight back to its foundations. For Michael Baker-Mosley, Chief Marketing Officer, the 2026 message is clear: platform comes first.
“We’ve been big on the aggregator, we’ve been big on lottery,” Michael explains, “but this year is about going back to our core - platform and turnkey.” Tat return isn’t nostalgic. iGP has fully recoded its platform, stripping out years of accumulated technical debt to create something cleaner, faster and more flexible.
At the heart of that rebuild sits VIBE - the Value Incentive Bonus Engine - a reimagined loyalty and promotions layer designed to tackle what Michael sees as one of iGaming’s biggest structural weaknesses. “Margins are under pressure everywhere. Affiliates, CPAs - everything’s going through the roof. Te blind spot is retention and loyalty.”
VIBE brings together every promotional mechanic - jackpots, Twist of Luck, free spins, free bets - under a single engine, alongside a rebuilt loyalty system and bonus shop. Te goal is simple: give operators the tools to manage the entire player journey without relying on fragmented systems or external fixes.
Tat philosophy runs through the broader platform story. iGP’s strength, Michael underlines, has always been depth rather than surface simplicity. “One of the biggest competitors to third-party platforms is operators building in-house. Tey usually do that because they can’t do what they want on someone else’s platform.”
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By contrast, iGP’s platform is designed to let operators build almost anything in one place. From acquisition mechanics to AI-driven content discovery and long-term loyalty, the emphasis is on control. “Operators can map out the player journey end to end,” he explains, outlining scenarios where free lottery tickets, opt-in jackpots, AI recommendations and loyalty rewards all work together rather than in isolation.
Tat flexibility also underpins iGP’s turnkey positioning. With casino, sportsbook, lottery and PAM delivered through a single back office, operators avoid the complexity - and cost - of stitching multiple systems together. “Too often, operators pay heavily upfront to acquire a player, only for them to leave shortly after,” Michael observes. “Tat model isn’t sustainable.”
Te pressure to control costs has also reignited interest in building platforms in-house, particularly in markets like the UK. But Michael is cautious. “It’s not the upfront build cost that catches people out - it’s the ongoing maintenance.”
With 200 people working daily on iGP’s platform, the scale of continuous development is easy to underestimate. “What happens when you’re two years behind and can’t afford to rebuild again? For some it works, but for most, it doesn’t.”
MICHAEL BAKER-MOSLEY Chief Marketing Officer iGP
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