critical. Modernisation, he stresses, shouldn’t replace dependency on legacy systems with dependency on third parties.
Te relaunch is scheduled to go live as planned and without disruption - a point Dominic sees as central to the definition of success. “Te Pools was the epitome of a clean upgrade,” he underlines. “An entire refresh dropped into a complicated environment in a very sympathetic way.” Te breadth of Fincore’s engineering capability - more than 250 engineers based in Belgrade - made it possible to work across a wide range of technologies while respecting the brand’s heritage and player trust.
As a product guy, Dominic finds the rise of AI energising rather than intimidating. “I enjoy it more,” he admits. For him, AI is a tool - powerful when applied thoughtfully, but never a substitute for human judgement.
In day-to-day product work at Fincore, AI-enabled tools have accelerated collaboration and experimentation. Platforms like Miro, combined with newer AI capabilities, allow teams to prototype and share ideas far more quickly. “Te ability to prototype quickly and to share ideas isn’t replacing our input,” Dominic explains. Instead, it acts as an accelerator. He likens AI to “a really on-the-ball, keen intern” - fast and helpful, but not always right. “You have to be there.”
Too often, Dominic observes, senior leadership teams attend industry events, discover a new AI-powered platform, and decide to add it to the stack without
considering the operational impact. “You’re dropping it on the poor guys who’ve already got 12-hour days." Te question that rarely gets asked, he argues, is whether that extra complexity improves the player experience.
Tat emphasis on sympathy and simplicity extends to Dominic’s broader view of how suppliers should think about product expansion. As portfolios grow and new tools emerge, he questions whether more functionality automatically delivers better outcomes. “I think they want tools that work better and make their daily jobs better."
Too often, Dominic observes, senior leadership teams attend industry events, discover a new AI-powered platform, and decide to add it to the stack without considering the operational impact. “You’re dropping it on the poor guys who’ve already got 12-hour days." Te question that rarely gets asked, he argues, is whether that extra complexity improves the player experience. “No, because it’s too much to do and too hard to use.”
Tis tension is particularly visible in the world of bonuses, where Fincore's CPO sees a clear shift underway. “We’re seeing a move back towards simple-to-understand, easy-to-consume bonusing,” he says, even as Fincore continues to support more complex structures when they genuinely add value. Simplicity, he stresses, benefits both operators and players.
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DOMINIC LE GARSMEUR Chief Product Officer Fincore
Beyond internal workflows, Dominic sees the greatest value in using AI within production systems to remove friction and improve player outcomes - from recommending more relevant bonuses to resolving customer service queries faster. Tat’s where Fincore is focusing its efforts, embedding intelligence directly into the platform rather than layering it on top.
At the same time, there is caution about overstating novelty. “We’ve had expert systems and machine learning platforms for a long time,” Dominic notes. While today’s tools represent a significant step forward, they shouldn’t be treated as something to fear. Instead, he frames AI as a way to remove unnecessary manual effort.
“Do you want 100 customer service people looking up every player’s profile,” he asks, “when the machine can do it for you?”
For Dominic, that question captures the real opportunity facing the industry. Not replacing people or adding complexity, but using technology intelligently to simplify systems, empower teams, and improve player experiences without breaking what already works.
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