People. Technology is the starting line. You need reliability, uptime and a platform capable of converting and retaining players. Without those things, you don’t belong in the market.
Te differentiation comes from what happens beyond the technology. We want to understand an operator’s strengths, weaknesses and challenges, ask the right questions and identify where we can genuinely add value. Te more value you create for a partner, the stronger and more loyal that relationship becomes.
You recently secured a licence for South Africa and are building momentum in Latin America. How do you decide which markets to prioritise?
We don’t want to enter a market simply because it is large or everybody is talking about it. We look at regulation, maturity, growth potential, competition and, most importantly, whether Aloplay can genuinely add value there. South Africa is a market where we are making a serious commitment, while Latin America continues to offer significant opportunities as individual markets develop. But international expansion requires localisation.
Payments, content, sportsbook, regulation and player behaviour differ from market to market. We don’t want to collect flags on a map. We want to choose markets strategically, understand them properly and build sustainable partnerships.
Do you enter a market in response to customer demand, or secure the licence first and then look for customers?
Opportunity comes first. We need to identify where the opportunity exists and what value we can bring before making significant investments. Tere is little value in securing a licence, implementing compliance and reporting requirements and investing heavily in a market without a clear commercial opportunity. It has to be a coordinated process, with Legal, Compliance, Business Development and Sales working together.
What is the biggest challenge in scaling internationally without losing your flexibility?
When you are smaller, speed comes naturally because people are close to each other and decisions happen quickly. Te danger as you grow is introducing processes that create unnecessary bureaucracy. Te objective is structure without complexity. You need clear ownership and good systems, but they should help people make decisions quickly rather than slow them down. Most importantly, you have to stay close
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to partners. If we become three times bigger but three times slower, we haven’t achieved anything.
Can you realistically maintain a personal level of service as the business becomes much larger?
Yes, but only if you make it part of the culture early. Partners have to remain at the centre of the organisation. Te roadmap, integrations and systems we build should ultimately reflect what partners need. Maintaining that level of service requires investment, particularly in people, but if personal service is genuinely part of the company culture rather than simply a sales message, it can scale with the business.
You’ve spoken about next-generation products and new player engagement solutions. What should operators expect over the next 12 months?
We are strengthening the core platform and broadening the ecosystem, while looking at how player behaviour and operator requirements are changing. One area is expanding the entertainment experience beyond traditional iGaming products. Prediction markets, for example, have attracted significant interest and we are looking at how opportunities like that could fit into the wider operator ecosystem.
AI and automation are another major focus. Operators still rely heavily on static reports. We want to provide dynamic reporting and AI-driven insights that give partners real-time visibility into their operations, including affiliate performance and where resources should be invested. We expect significant progress there within the next three to four months. But our approach to innovation is simple: we don’t add technology because it is fashionable. It needs to solve a real problem, create a commercial opportunity or help an operator perform better.
If we speak again in three years, what would you most like operators to say Aloplay has done differently?
I would like them to say that we gave them transparency, control and trust. Managed services require an operator to place a significant amount of trust in its provider. If we can give partners complete confidence in our operational capabilities, they can focus their energy on what they do best - acquiring players, entering new markets and identifying the next opportunity.
Our job is to provide the technology, operational support and transparency that allows them to do that. If partners trust us enough to focus on growing their business while we take care of the underlying operation, that would be a major measure of success.
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