By Roman Frymer, editor at G&M News, with the collaboration of Tatiana Martins, journalist at G&M News.
You’ve been with the company for more than two years and recently took over as Deputy CEO. What are the challenges of this new role?
Thank you for your interest in my career. The Deputy CEO position is a relatively new challenge for me, adding responsibilities on top of my previous role as Chief Operating Officer at Atlaslive. One of the main challenges is ensuring that our business vision and strategy are clearly understood and embraced by all teams across the company. Alignment of our goals is essential to achieving success. Another key focus is strengthening our external partnerships. We believe that collaboration is critical in the B2B space. Most of our clients are not just looking for a product; they are seeking a committed and reliable partner, some brand they can grow and evolve with. That’s why my two main priorities are reinforcing these partnerships and making sure our internal teams are fully equipped to move in the direction of our strategic goals.
As an exhibitor, what iGB Live London represented to your brand and what were the main demands of operators?
We have a great relationship with iGB and consider their team as one of our most valuable partners. We participated in the event last year in Amsterdam, and this year we followed them to London. In our experience, the London edition has been even more productive from a business perspective than Amsterdam. We’re very pleased to be there, especially as we observed a growing trend toward market localization. Many providers and partners are now focusing on one or two specific markets, rather than trying to cover everything at once. This more focused approach is gaining momentum, and London served as the ideal hub to gather insights from a wide range of regions. It felt like this kind of regional diversity and depth had been missing from the industry for some time. Now, with iGB in London, we see real potential for the event to grow even further in the future. We’re definitely committed to staying involved and continuing to follow where the industry meets.
There are many firms offering platforms for operators. How is Atlaslive different and how are these solutions helping clients grow smarter and move faster?
At Atlaslive, we focus on delivering measurable business outcomes instead of simply developing features for the sake of being different from competitors. When we create something new, we analyze the metrics and data to understand how it will impact the performance of our operators. We look closely at indicators such as deposit-to-hand ratio, lifetime value, retention rate, and many others that are cardinal for their growth. Our approach is built on three main pillars: predictive analytics, advanced personalization tools, and constant communication with our partners. This ongoing exchange helps us gather insights, identify weak points, and ensure that every solution we deliver has a clear and positive impact on their results. We also implemented a system where, every two weeks, our partners receive a tailored set of recommendations based on analytics. These suggestions cover areas like game management, bonus optimization, and overall product use. After applying this approach, we typically see key metrics improve by 15 to 20 percent within two to three months. In the end, our focus is not on building the highest number of features. It’s about identifying what works best for each specific market and partner and making sure they are using exactly what they need to accomplish their goals.
The company has achieved impressive expansion into Latin America, particularly Brazil. What has driven its success in this region?
Of course, a solid tech solution is essential. It needs to be 100% stable and adapted to the specific needs of each client. However, equally important is building trust and maintaining effective communication. It is central to be available 24/7, ready to help when needed, and to truly understand the client’s expectations. This kind of relationship is only possible with local presence and cultural understanding. One of our greatest achievements was opening a local office in São Paulo, Brazil. This allows our team to stay close to our clients, speak their language, understand their pain points, and pass this knowledge directly to our delivery teams. We don’t build products based solely on our internal vision. Everything is shaped through continuous feedback from our partners. When we talk about speaking Portuguese, Spanish, or English, it’s not just about language. It’s about understanding how people communicate, express concerns, and approach business in their own cultural context. That’s why our strategy goes beyond translation. We need to be immersed in the local reality and truly walk in the shoes of our clients, whether they’re in Brazil, Argentina, or Colombia. This mindset is what drives our passion for the industry and strengthens the connections we build.
As a leader in the firm and in the gaming sector, how would you define your leadership style and how do you engage with your team to inspire them to achieve the company’s goals?
That’s probably the hardest question because it’s always a bit uncomfortable to talk about yourself. Honestly, I would prefer it if my team were the one giving feedback about my leadership style. Still, I believe I follow a few core principles in my day-to-day work, not only with my team but also with partners and everyone I collaborate with. First, transparency is fundamental. Second, I follow a results-oriented approach. After all, we’re in business and there are goals we need to meet. Third, and just as important, is the quality of communication. I believe in treating people with respect, giving direct and constructive feedback, and ensuring that my team members are more than just task executors. They are partners on this journey. That means they need to have a certain level of autonomy and the necessary resources to perform at their best. When people grow alongside the company, they naturally align with its goals, and that’s when real progress happens. In the end, I’d truly value hearing how the team perceives these principles too.
What will Atlaslive’s future strategies be to keep on setting trends in the industry?
At Atlaslive, our focus is on setting industry standards rather than following existing trends. We are currently investing in predictive analytics and AI-driven personalization tools, which we believe are essential for the next two or three years. These technologies allow us to offer customized approaches for each client, going far beyond regional generalizations. For example, even if two operators are in the same market or using the same technology, their performance may differ significantly. One might grow faster in sports, while the other finds success in casino. This difference often comes down to internal factors that only deep analysis can reveal. By using data, we can identify what drives each operator’s growth and optimize our solutions accordingly. Personalization is key. In a market where many businesses offer similar solutions, those that tailor their approach to the specific needs of each partner are the ones that stand out and succeed. Without differentiation and adaptability, it’s hard to grow and even harder to lead.