From an operator’s perspective, there shouldn’t be four different Aloplays. I see them as one customer-facing organisation. Marketing creates the first impression, Sales starts the relationship, Account Management develops the commercial partnership and Technical Account Management ensures everything is delivered properly. If those teams have different objectives or fail to communicate, the partner notices immediately. My job is to create shared objectives, clear ownership and strong communication across all four.
Does that help prevent Sales from promising something the technical team cannot deliver?
Sales needs to push boundaries. A good salesperson understands the company’s current limits and where those limits can realistically be stretched. Tat is part of how businesses progress. But you also need to know when to stop. We never want a customer coming back two or three months after signing and saying: “You promised us something you couldn’t deliver.” Reputation matters enormously in such a small industry. At the end of the day, our success is measured by our partners’ success, so Sales needs to manage expectations and Account Management needs to deliver what has been promised.
How involved should Sales remain once an operator has launched?
Tere needs to be a proper transition. Tese sales cycles can take a long time and strong relationships are often built before the contract is signed. You cannot simply sign the agreement, introduce an account manager and disappear. Sales and Account Management should work together until the account manager has all the information and relationships required to take the partnership forward.
What are your immediate commercial priorities as Aloplay grows?
Growth and foundations have to happen in parallel. Of course, we want more partners and international expansion, but we also need the commercial organisation capable of supporting that growth. Tat means clear processes from lead generation and Sales through onboarding and Account Management, stronger reporting, better alignment and clear accountability.
Retention is equally important. You can keep acquiring customers, but if you aren’t retaining them, you are running in circles. We want to help existing partners perform better, launch additional brands and enter new markets. Te objective isn’t growth at any cost. It is sustainable growth without compromising the service partners expect.
What type of operators are you targeting?
One important group is experienced operators looking to enter new markets, launch additional brands or challenge their existing platform
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relationships. We also see a significant opportunity among affiliates looking to become operators. Tey already understand player acquisition, which is one of the hardest parts of the business. We can provide the technology and operational services that allow them to concentrate on that strength.
For operators unfamiliar with Aloplay, where does the company fit into the technology stack?
We are an end-to-end B2B iGaming technology partner. At the core is our platform covering casino, sportsbook, game aggregation and integrations across the wider operator ecosystem. Partners can then work with us in different ways, from turnkey and white-label solutions to individual products or extensive managed services. Te important point is that we don’t believe every operator should use the same setup. Te platform should adapt around the operator rather than forcing the operator into a predefined model.
Aloplay has been operating for around five years but has remained relatively behind the scenes. What has the company been building during that period?
We saw platform providers entering the industry with good technology and major marketing investment, but sometimes struggling to deliver the operational services and performance operators actually needed. Our focus over those five years was therefore on strengthening the technology, operational capabilities, conversion and retention tools, and building the foundations required to scale. We are now at the stage where we can take that proposition much more actively into the B2B market.
Casino, sportsbook and aggregation are offered by countless platform providers. What genuinely differentiates Aloplay?
Flexibility - although that word is probably overused in our industry. For us, it means flexibility in both platform and people. Technically, we have a modular ecosystem that can be configured around different products, integrations and levels of operational support. But the people are equally important. Sometimes solving an operator’s problem means changing a process, adapting the commercial structure or prioritising a technical requirement because it has particular commercial importance.
I tell our salespeople to be like Mickey Mouse: big ears, small mouth. Listen first. Operators shouldn’t have to redesign their businesses around their technology provider. Te provider should adapt around them.
If an operator is comparing Aloplay with several established platform providers, what gets you over the line?
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