HASS PEYMANI Head of iGaming CreateFuture
A very high percentage of digital transformations fail or don’t go to plan, primarily because organisations overlook the most critical part: people. So, I would start there. Treat buy-in as an upfront deliverable, not as an afterthought. Ensure there is strategic alignment throughout the business.
together to deliver within the constraints of the competing US roadmaps and accelerate integration to help meet the programme's expectations. It was challenging, but ultimately, we seamlessly migrated over 600,000 customers and their historical gaming data to the new platform, which encompassed casino, sportsbook, back-office systems, player account management, and wallet services. Te new platform ensured all functionality matched that in the US, while complying with Canadian regulations.
What advice would you give to an iGaming operator who is considering some form of digital transformation?
A very high percentage of digital transformations fail or don’t go to plan, primarily because organisations overlook the most critical part: people. So, I would start there. Treat buy-in as an upfront deliverable, not as an afterthought. Ensure there is strategic alignment throughout the business. I would suggest that organisations acknowledge disruption early and design the programme to absorb it.
Ensure that product and technical teams are empowered to adapt on the fly in order to maintain momentum towards the overall strategic goal. In our experience, operators who succeed don’t wait for a ‘quiet period’ that never comes. Tey manage the impact and keep moving forward.
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Considering the pace of innovation and adoption of AI, what do you foresee to be the most impacted areas within iGaming?
We are focused on three key areas for AI. Firstly, the most significant area to be impacted will be the software delivery lifecycle (SDLC), and we are discussing the future state of SDLC while working on operating models with clients worldwide.
Secondly, the governance and methodical adoption of AI within organisations that drives business impact continues to be a critical issue for many organisations. Tirdly, assessing the correct use cases for AI within the iGaming industry that deliver meaningful outcomes for brands and consumers is, of course, top of mind.
As Head of iGaming, what are your top strategic goals for CreateFuture in the next 12–24 months?
I look forward to my team and me having meaningful conversations with operators and vendors across the industry over the short to medium term. We aim to gain a deep understanding of their ambitions and challenges in each market, both internally and externally. I want them to walk away with a tangible sense that CreateFuture is not just another vendor, but a strategic force to drive their next critical business outcome.
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