Achieving real-time access for iGaming customers will require hyperautomation – the principle that anything that can be automated within an organisation should be automated. If the last year has shown us one thing it is that organisations that do not focus on efficiency, efficacy and business agility will be left behind. Equally, enabling hyperautomation would streamline legacy business processes - creating further efficiencies and funds that could yet again be reinvested into innovation. Automation will be a critical element to achieving scale as well as optimising spend during lower periods of traffic usage. The iGaming industry is dependent on seasonality therefore platforms will need to adapt based on usage and ‘pay as you grow’ will be a key concept. With machine learning it will be possible to monitor seasonality with a real-time understanding of specific times of the year, times of day, and applying weather conditions anywhere in the world to create degrees of prediction that drive different gamification scenarios for segmented players, for example, all within a hyperautomated environment.

Garman continues: “At iSoftBet, our vision is to build an agnostic platform that can plug in any technology, and any currency, effectively creating multiple distributions centres that enables us to instantly scale giving us a huge competitive advantage and to grow exponentially as a result.”

BLOCKCHAIN DIGITAL CONTRACTS One cannot ignore blockchain as this is one of many

technologies that will increasingly become accepted into mainstream society. It has traditionally been used as a payment method, however its potential within digital contracts is arguably more exciting.

In Ethereum, for example, one can define a macro within a blockchain which means that if an event has taken place it can be proven using a digital record. The insurance industry uses macros to assess if a hotel has been hit by a flood. They can tell from hotel revenues within the blockchain whether they have lost money. Insurance companies can subsequently use a rules-based approach to instantly pay out a claim rather than taking time to physically assess the damage.

In the iGaming industry, the same logic could be applied in a multitude of scenarios - such as resolving disputes with provable digital contracts within the blockchain, identifying whether someone has won legitimately or not.

Another area to consider and keep an eye on are Non- fungible tokens (NFTs), a new but related phenomenon within the blockchain. NFTs are non- interchangeable

units of data or digital files such as art, audio, videos, items in video games and other forms of creative work within a digital ledger that represent a unique digital item. The most famous example has so far been Twitter founder Jack Dorsey selling his first tweet as an NFT for over $2 million.

The video gaming world will undoubtedly soon create its own niche NFTs so why not iGaming?

Garman suggests “For example, we could create a custom branded game, based on an event, a movie or something unique to an organisation, which could then be sold as an NFT. You can claim ownership over an NFT because of the way the blockchain issues the ledger with a unique footprint. Another example could be to create a fan token, for a specific fan slot machine, which could be bought and used by the player. Winning one of these could grant players specific rewards related to a fan token.

“An example of a successful betting platform doing this is a firm called SOCIOS that has created fan tokens for well- known football teams where winning tokens can have specific rewards, such as going to the VIP box at PSG football club. Equally, regulatory bodies could also embrace the crypto-world with the digital transparency and trackability of blockchain enabling immediate evidence that a player is of age which would remove the need for less secure, legacy age verification systems.”


In 2020, a Gartner survey showed that digitalisation is a top priority, but that efforts are stalling. Eighty-seven percent of senior business leaders say digitalisation is a company priority, yet only forty percent of organisations have brought digital initiatives to scale. The gap between aspiration and achievement is widening for enterprises attempting digital business transformation. Without a shared vision across organisations, digital transformation efforts will continue to stall. (Source: information-technology/insights/digitalization) iGaming experiences have a key role to play in the entertainment industry - and its tech and digitalisation cannot be the limitations to its wider adoption. New technologies and platform evolution need to be seriously ingrained within software companies’ long-term strategies. In this context, iSoftBet is committed to creating amazing gaming experiences and, with this vision in mind, it is crucial for its leadership team to challenge the industry status-quo and raise the standards up to the tech giants – from which many initiatives and implementations can be replicated, adapted and adopted. Neal Garman is committed to delivering iSoftBet’s seven year tech implementation plan to enable iSoftBet to build market-leading gaming products that inspire, innovate and entertain.

Neal Garman was appointed CTO of iSoftBet in June 2020. Neal has transformation and growth experience within technology businesses, involved in two IPOs. He previously led technology functions in MoneySuperMarket, FinTech [CashPlus], Metropolitan Police, DEFRA, and Helios Towers. Neal is passionate about delivering scalable, ‘next generation’, data driven technology, where throughput and resilience is critical. A focus on understanding a businesses’ core purpose, growing its people, and creating technology that is considered an asset.

10 MAY 2021 GIO

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