It should be a priority for any large-scale
operator to look at their bottom-line savings as it's fundamental to the success of the
business. It's favourable to push content at the right price point in each specific market.
How does your role extend across the B2B and B2C sides of the business? Is there overlap or does each require dedicated resources?
Relatively, they're closer on an operational level than people expect. Of course, we're trying to organically grow B2C brands within each region we operate in with localised content, but at the same time it would be unfruitful for both parties if our B2B operations didn't succeed in the same space. Our business model allows for autonomy of the B2B platforms that we have, and we give each client the most tools possible to succeed in the casino operations that they have. We have a dedicated account manager for the B2B side of the business but overall, we try to keep a fine separation between the two entities whilst still maintaining growth of B2C and B2B.
One of your main focuses has been to optimise revenue share agreements with suppliers. Why has this been a priority?
I wouldn't say there was an overall issue when I came into Soft2Bet but for sure we can always look to optimise. It should be a priority for any large-scale operator to look at their bottom-line savings as it's fundamental to the success of the business. It's favourable to push content at the right price point in each specific market. If the content isn't performing, we obviously don't want to expose the content which is detrimental to the overall operational cost if the provider is expensive. I work closely with all my providers and hopefully over the years I haven't stepped on too many toes. Overall progress has been healthy for the business, ensuring a decrease in the actual effective rate proportional to the volume we generate. I'm very happy with our current agreements but I'm always looking for one next deal to hopefully secure a slight decrease in the effective rate that we pay here at Soft2Bet.
When it comes to hiring staff, you've had the autonomy to hire a team around you. What do you look for in prospective colleagues? What qualities are necessary to keep ahead of the curve on casino trends?
One of the great things about working at Soft2Bet is the ability to choose my casino team. We have a force of 25-strong which I'd like to think are well incorporated departments. When I'm hiring someone, it boils down to two concepts that I fundamentally believe. I look for a talented individual that I can work with on a daily basis. So, do they
GEORGE WADSWORTH Head of Casino SoftBet
have the skills required to the job based on their experience and will I personally work well with them? Will they be eager to come to work every day? I'm here to help them achieve their goals too and if that outlook resonates with me then we're going to have a fantastic working environment. So far so good on that score as I've got a great casino team.
How closely does your team work with compliance departments to help drive sustainable growth in new regulatory markets?
Te regulatory compliance and casino compliance are slightly different factors. In my team we have a Casino Compliance Manager and a Casino Compliance Coordinator who ensure business continuity in the seven markets that we currently operate in. Each market has its own challenges when it comes to compliance restrictions around content, wagering and responsible gaming. We ensure that we are following the best practice per market and work closely with regulatory boards to adhere to any updates that there could be in the casino space or on an operational level. In terms of sustainable growth content is king so we could work to deliver the largest amount of slot games per jurisdiction that we operate in. Tis will always be an ongoing task to deliver more games per market but that's what keeps us working every day as part of the business strategy to ensure we have the best possible offerings when we launch a brand in each market. Sustainable growth in regulated conditions is hard, but certainly this is what makes us a leading pioneer in these spaces.
Motivational Engineering has been a big push for the company. What elevates this solution above and beyond the industry competition?
MEGA is the new one on the block and everyone has heard about it at this point. If you haven't then definitely look into it. We're very excited to go live with these potential tools with our partners. We feel the organic player journey customers receive while going through the onboarding flow using the MEGA application increases retention and new users by up to 67 per cent. Te first few weeks of the player lifecycle is crucial to building brand awareness and retention so allowing the player to go through stages in relation to their player value automatically helps segment them into player categories and they'll be rewarded proportionately towards this as well.
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