By Roman Frymer, editor at G&M News, with the collaboration of Tatiana Martins, journalist at G&M News.
‘Crash the Traditional. Build the Exceptional’ is the motto the company has chosen for this show. Could you explain more about what this concept represents?
This is more than just a motto. It perfectly reflects our approach to redefining outdated models and delivering next-generation solutions. In this case, the concept is directly connected to our iGaming deck aggregator, which we launched at the end of 2023. Traditionally, aggregators follow a simple model: they sign deals with multiple game providers and offer a unified API to casino operators. Instead of negotiating with 40 different studios, the operator makes just one deal with the aggregator. That model works, but we saw clear opportunities to go further and do better. One of the main challenges across the industry is the reliance on legacy technology. Many platforms struggle to support modern promotional tools and seamless integrations. That’s where our aggregator sets itself apart. In addition to delivering games like a standard aggregator, we also provide advanced promotional tools through the same deck. This includes Twist of Luck, our customizable fortune wheel builder, jackpots, and campaign tools such as pre-match and free spins promotions. Most aggregators don’t offer this kind of functionality natively, especially not in a way that works easily for platforms stuck with outdated game decks. By integrating these tools directly into our aggregator, we solve critical pain points for operators using legacy systems. We’re not just improving the traditional model; we’re replacing it with something fundamentally better. That’s exactly what we mean when we say ‘Crash the Traditional, Build the Exceptional.’
What’s your opinion about the recent iGB Live event, now in London after years taken place in Amsterdam?
The show has been fantastic for iGP, very busy, with thousands of delegates attending. On a personal note, one of the things I appreciate most is convenience. Being able to leave my house and arrive at the event in just 20 minutes is a rare luxury in our industry. Beyond that, this event played a key role in our broader goals. It was an important opportunity to meet with existing clients, connect with new prospects, and move those relationships forward. It also was the perfect time in the calendar to gain momentum, right in the middle of the year, before the industry slows down for the summer break. We see this as a time to build, to strengthen our pipeline, and to prepare for the next major phase. With events like Lisbon on the horizon, this moment is all about setting the stage for continued growth and deeper partnerships. So yes, it was a very meaningful event for us.
The company has a blog where it develops educational content. How important is it to offer knowledge and insight to operators so they can better implement the solutions you provide?
It’s incredibly important. This industry evolves at a rapid pace, with new products and solutions constantly emerging. Because of that, everyone involved needs to be educated about what’s possible and how to make the most of it. As we’ve seen with the launch of our data tool, iGP Pulse, there’s a whole new way for operators to dissect, segment, and understand player data. For many, it represents a significant shift in how they work. It’s not enough to simply show someone how to use a tool. You also need to explain how it delivers real value and how it fits into their broader strategy. That’s why we view education as an essential part of what we do. It’s not just about selling a product or even teaching its features. It’s about helping operators understand how it can drive results and enhance their decision-making. The truth is you can’t just tell people what to do. That rarely leads to action. What works best is showing them the path and guiding them through it. That’s the purpose of our blog and our educational content. It’s about empowering operators with knowledge so they can truly succeed with the tools we provide.
The brand is constantly expanding and LatAm is no exception. How challenging is it to deal with different regulations and how do you adapt your product to better fit each territory?
Expanding into new markets is always challenging at first. You can conduct thorough research, speak with local experts, and prepare as much as possible, but there is always some difficulty in fully localizing your product. What we’ve learned, particularly in Latin America, is that we’re very good at finding the right people. We connect with those who believe in our mission and understand what we’re trying to achieve. That has been a key factor in our success across the region. In Peru, for example, we’ve seen a lot of activity. Local operators there have been instrumental in helping us tailor our products to fit the market. They’ve taken the time to support us and ensure we’re building something local while still delivering the global gaming experience we believe in. It hasn’t been easy, but with strong partnerships and a collaborative approach, we’ve been able to overcome the challenges and build real momentum in the region.
How does the internal collaboration between teams at iGP work to ensure the product is developed effectively and then translated into a clear and compelling marketing message?
I believe marketing plays a crucial role. If we look at the word itself, “market” is at the core. Marketing should serve as the bridge between the market and the business. At iGP, we see our role in marketing as the custodian of the customer’s voice within the company. We spend a lot of time surveying our partners and operators to understand their experience working with us. We want to know how they perceive the product and how effectively we’re communicating its value. That insight is extremely powerful and valuable. We then bring that feedback into the business, just as the product team gathers insights from players. Product owns the player relationship, technology builds the infrastructure that enables it all, and sales interacts directly with partners as well. At iGP, all this information has been brought together to help guide our direction. It informs product development, marketing strategy, and the overall customer and partner experience. Each department contributes its own piece of knowledge, and together, we shape the way forward.
What’s coming up in terms of marketing strategies for iGP in the next 12 months?
We’re here today because something about this moment felt important. Our marketing budget may not be as large as others in the industry, so we have to be creative with our approach. Over the next 12 months, the focus is on continuing to build the brand with intention. That means finding our tribe, connecting with a community that resonates with our values, and growing it steadily. We’re not trying to be everywhere or appeal to everyone. That’s not the goal. Instead, we’ve chosen to keep our messaging focused. We want to tell the story of the people behind the product, the passionate engineers and creative minds who come up with bold, sometimes unconventional ideas to deliver experiences players actually want. This kind of storytelling is central to our strategy. It’s how we differentiate ourselves, and, honestly, we enjoy the challenge. Creativity often comes from necessity, and in our case, it’s pushing us to be sharper, more thoughtful, and more authentic in the way we communicate. We also have some exciting, fun campaigns coming up that will reflect this spirit. It’s all part of staying true to who we are while finding meaningful ways to connect with the market.