AMELCO
into America with all the different state regulations. We call it a hub and spoke model, where the player database sits in state and we can still control it centrally from a single point.
We’re planning on tailoring each operation to the state, whether they can offer college sports or in-play or whether they have different sign-up conditions – all of which can be satisfied centrally. Our system is very highly configurable and very scalable, and I think we can probably meet those challenges better than anybody else on the market.
GIO: What corporate competencies have you developed to survive and grow? PM: One core value has been to practice what we preach. We have been able to scale the business in the same way we help our customers scale theirs – using automation and machine learning rather than manual processes.
This isn’t to say we haven’t grown – we certainly have come to expect with sportsbook providers, and thanks
GIO: What has been the toughest period you have faced? PM: There have been a few, and every success brings new challenges. As a start-up, we needed to prove our became established, providing a consistent approach across all of our customer base became next priority. Of course, this came at the same time as needing to maintain that start-up mentality internally at the core of our developer team – ensuring that we could innovate quickly and differentiate ourselves from the competition.
GIO: How are the US demands on scale and compliance impacting the development of platforms and technology services? PM: Scaling is something we’re good at, so from a development point of view, it has allowed us to leverage the features we have available to add to our clients offering.
With our platform, a small number of traders can manage pricing and risk for any number of brands and channels in different legislations – which means we do not have re-engineer or re-architect anything for the US market, for example. Our platform has always been modular in architecture and highly configurable – allowing us to adapt very quickly and incorporate different workflows and rules for each customer and their regulatory needs.
No doubt with the US, the world just became far bigger – but thanks to flexible architecture, we can rollout our products easily on a state-by-state basis – all manageable from one singular point. Our Hub and Spoke architecture is perfect for the US and our multi-jurisdiction customers, and we’re looking forward to rolling it out over the coming months.
GIO: How do you feel that sports and its engagement will change in the US, and what should betting stakeholders be preparing for in terms of their customers? PM: Engagement in the US will change because of the impact of online – it’s never been done there before, and there’s going to be a lot for operators there to learn. However – this will also go two ways, the engagement from social and fantasy that the US is famous for will also have an impact for what gets offered in the UK and Europe.
My advice to stakeholders would be to future proof their business. Pick suppliers and platforms that suit what your players want in the present but also ensure that it can be adjusted to what you think they will demand in the future – especially in regard to the US. Changing suppliers after just a few years will be expensive, time-consuming and most importantly, be a great distraction of focus. Think of it like a football team moving stadium, it can take a while to settle in.
GIO OCTOBER 2019 97
No doubt with the US, the world just became far bigger – but thanks to flexible
architecture, we can rollout our products easily on a state-by-state basis – all manageable from one singular point
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24
