"We are entering a new stage of maturity — not only in terms of technology, but also in how we think about long-term strategy"

ICE Barcelona once again brought the industry together around product, growth, and opportunity, but it also surfaced a broader shift in tone. This year, discussions increasingly circled around operational resilience: how platforms adapt to regulation, scale responsibly across markets, and deliver consistency in an environment where expectations continue to rise.

At Slotegrator, this timing aligned with an internal reassessment already underway. After over 13 years of growth, the company has been reworking its technology stack, operating model, and brand positioning, signaling a transition toward scale, stability, and sustained partnerships.

In this interview with Yogonet, Olga Ivanchik, Chief Operating Officer at Slotegrator, talks about the reasoning behind that shift. She addresses the link between brand alignment and trust, the changing priorities shaping operator decision-making, and the role of speed, analytics, and AI as the iGaming sector settles into a phase defined by operational discipline rather than experimentation.

ICE Barcelona came at a moment of major transformation for Slotegrator, including a new brand identity. What did the event represent for the company at this stage of its evolution?

ICE Barcelona marked an important milestone for Slotegrator. After more than 13 years of growth, we are entering a new stage of maturity — not only in terms of technology, but also in how we think about partnerships and long-term strategy.

This transformation reflects deep internal changes: in our platform architecture, in our business processes, and in our corporate culture. ICE has always been a place where the industry takes stock of where it stands. For us, it was essential to present Slotegrator as a company that has evolved to meet the demands of a more complex and competitive market where speed, scalability, and trust are equally important.

After 13 years of growth, what internal changes made it clear that Slotegrator needed a new brand identity? How important is brand perception today when competing not just on technology, but on trust and long-term partnerships?

Over time, Slotegrator grew from a startup into a global technology provider with a much more complex structure and product ecosystem. However, our brand no longer fully reflected who we had become. The gap between our internal reality and our external image became increasingly visible.

Today, brand perception is directly linked to trust. Operators are not just choosing a platform, but choosing a partner who will support their business through regulatory shifts and market volatility. In this environment, credibility, transparency, and consistency matter as much as technological performance. A strong brand signals stability and long-term commitment.

ICE Barcelona is often seen as a pulse check for the global iGaming industry. What signals were you personally looking for at this year’s edition? What kinds of conversations dominated ICE in 2026 compared to previous years?

This year, I am paying close attention to how operators talk about sustainability and resilience in business terms. I am interested in more practical discussions about compliance automation, scalable infrastructure, and operational efficiency.

Compared to previous years, the tone is becoming more pragmatic. ICE 2026 was less about trends and more about solutions: how to work across fragmented markets, how to optimize costs, and how to build platforms that can adapt quickly to regulatory change. The industry is moving from experimentation to optimization.

Slotegrator's revamped online casino solution is 10x faster than before, and now boasts higher scalability. Its modernization has been described as a foundation for long-term growth rather than short-term gains. What market signals convinced you that this investment was necessary?

The clearest signal came from our partners. Operators are expanding into multiple markets at once and running several projects within one ecosystem. This requires a platform that can grow without losing performance or stability.

We also saw that expectations had changed. What was considered fast just a few years ago is no longer enough. The industry is moving toward real-time operations like analytics, personalization, and risk management. Our modernization was not only about adding features; it was about rebuilding the core of the platform so future development would be sustainable and scalable.

How do regulatory uncertainty and market fragmentation influence how you design flexible, future-proof solutions? What are operators asking for today that they weren’t prioritizing three or four years ago?

Regulatory uncertainty pushes us to design modular and adaptable systems. Operators need solutions that can be quickly configured for different markets without rebuilding everything from scratch. Flexibility has become a core requirement.

Today, operators are asking for greater control and transparency. A few years ago, the speed of launch was the main priority. Now they want deeper analytics, better compliance tools, and the ability to adjust business logic for each jurisdiction. Risk management and reporting have moved from secondary features to strategic necessities.

How does reduced time-to-market change the way operators experiment, take risks, and adapt their business models? And what role does data-driven decision-making now play in how operators manage player engagement and operational performance?

Shorter time-to-market allows operators to test new ideas with lower risk. They can launch products faster, experiment with player engagement strategies, and adapt their business models more dynamically. This creates a culture of continuous improvement rather than one-off launches.

Data-driven decision-making has become essential. Analytics now influence everything from marketing strategy to fraud prevention and content management. Player engagement is no longer based on intuition alone; it is guided by real-time insights into behavior and performance. Data is becoming the backbone of operational strategy.

AI-driven tools, analytics, and automation are becoming central to platform development. Where do you see the biggest real-world impact of AI in iGaming over the next couple of years?

The most significant impact of AI will be in operational efficiency and risk management. AI-driven systems can improve fraud detection, predict player behavior, and help operators respond faster to emerging risks.

Another key area is personalization. AI allows platforms to tailor content and communication to individual players while also supporting responsible gaming practices. The challenge for the industry will be using AI not just to increase revenue, but to build more sustainable and ethical business models.