Interviews
America’s got talent
Operators and suppliers must attract the best talent in the business if they are to achieve their ambitious goals in what is a highly competitive market. We sat down with Brady Eagle from Van Kaizen to learn more.
Talent acquisition is one of the greatest challenges for organizations in North America to overcome, with the demand for experience and skill on both the operator and supplier sides high. But with the first half of the year marked by micro and macro-economic challenges, set against the maturing of the online gambling sector in the US and Canada, the pace and scale at which organizations recruit have slowed significantly.
With some of those challenges now behind us, it looks set to be business as usual for operators and suppliers when it comes to identifying and onboarding talent for the rest of the year. To learn more about current recruitment trends, including where the supply/demand balance currently sits, we spoke with Brady Eagle, Senior Talent Acquisition Partner at Van Kaizen.
How has the recruitment space in North America played out so far this year?
Recruitment in 2023 has been quite different to years past. Where there were hiring bursts from the end of 2020 to the end of 2022, the first half of 2023 saw a perfect storm of micro and macro-economic factors that hit all around the world, including North America, that slowed down the pace of talent acquisition.
These factors included the USA hitting five years post-PASPA with share/stakeholders telling companies to stop spending money and demanding they become profitable, and even layoffs hitting the iGaming sector which we hadn’t really seen before.
Off the back of a challenging six months, the second half of the year was always going to be the timetable for companies to pick back up hiring. Come the end of July the speed at which companies were looking to onboard new talent accelerated ahead of the busy fall sports seasons, along with the continued anticipation of iGaming state expansion.
So, we have seen a steadying out of hiring across operators, suppliers, and the wider iGaming ecosystem (including newer niches in North America like media and affiliates), with the main hires coming across product, digital marketing and commercial roles including sales, account management, customer success, etc.
What have been the main challenges faced and what impact has this had on talent acquisition?
The biggest challenge in 2023 was the economy’s ups and downs and the ripple effect this had on the industry. It was important to educate those in the iGaming space that the layoffs that were happening in the North American economy were mostly across the digital and B2C sectors and especially at the ecommerce power players (Meta/Facebook, Apple, Amazon, Netflix, Google) that had expanded exponentially during and post-Covid.
It was a reminder to clients that the iGaming sector isn’t affected as much by economic volatility as other industries are, and that it can even see a slight uptick during an economic downturn. So, for roles in competitive spaces like product and digital marketing, companies need to continue with those hires before the next upturn when they will find themselves back in competition with organizations from both the iGaming and other sectors. This was a tough message to get across at times.
What are the biggest hurdles organizations are up against when it comes to attracting the best talent? How can these hurdles be cleared? What does talent expect from an organization?
One of the biggest hurdles is the competitiveness within North America’s iGaming and sports betting space. With the industry being regulated for five years in the States, and even more recently in Canada in Ontario, it’s become mainstream to the point where even the most novice of bettors and/or those interested in casino want to work within the industry. iGaming is seen to provide the stability that some industries currently lack, with the ability to grow versus more mature industries that have become stagnant.
These hurdles of identifying and hiring talent can be cleared by having a very streamlined interview process, from candidate introduction and interviews, to offer, to the onboarding stage, to the candidate starting with the company. So many times, we see the interview process get off to a great start only for the final interview and offer to happen after one or two weeks of waiting during which time the candidate has potentially moved on to another opportunity. In such a competitive market, companies just can’t hand this sort of advantage to their rivals.
Where is the balance between supply and demand currently sitting? Which roles are in the highest demand?
In the iGaming and sports betting space, you’ll always see product managers, digital marketing (especially acquisition and CRM) and commercial roles (sales, business development, customer success) as being those that companies are looking to identify top talent for.
When it comes to the supply and demand of candidates, companies very much have a need for iGaming/sports betting talent, especially for Lead, Manager, Director and above levels. They need these candidates to have started/built/conceptualized and led a product roadmap end-to-end, or for them to understand campaign management on the marketing side or have a good “rolodex” or client base to be able to “hit the ground running” on the commercial side. So, the supply-and-demand, while getting bigger as a whole, is still pretty finite for senior-level roles.
Do North American businesses prefer to hire from within the US/Canada? Or is there a preference for experienced talent from Europe? What is driving this?
Unfortunately, most companies in the US are tied to immigration laws where they are only able to use US citizens or those with a Green Card (permanent residency). Even more so now, we are starting to see companies (like those in other industries in the US) wanting candidates to be located within the metro where they are headquartered or have a hub so that they can be a weekly hybrid company. With that, we are seeing an advantage handed to those companies that are still offering fully remote working.
On the Canadian side, there’s a little more flexibility, but most companies want to have the candidate based in Ontario and ideally within Toronto. But, if they are in a major metro area like Vancouver, Calgary or Montreal, there’s scope for remote and hybrid working.
How’s the recruitment space shaping up for the final quarter of the year?
Most companies have weathered the storm of the first half of the year, and things are starting to pick back up. With conference season in full swing with SBC Barcelona having just taken place and G2E in Vegas and SBC Latin America in Miami on the docket for the end of this year, you’ll see companies celebrating their successes by hiring across sales and business development, marketing, and product.
The continued (and more recent) push is for those with iGaming and especially iCasino experience as there is hope for more states to launch iGaming next year – Rhode Island is ready and raring to go – and the need for them to start to prepare for that given how much of a revenue driver it is for organizations.
Any final thoughts you’d like to share about recruitment in North America?
I think that recruiting will be back to somewhat steady and normal levels in 2024. With the steadying of inflation (as of September, at least!) and potential new jurisdictions coming down the line or launching, it should be another exciting year for both operators and suppliers to continue to carve their way to more market share on the B2C side, or to be able to get in and bring their product to operators on the B2B side. At Van Kaizen, we look forward to supporting clients on the hiring side, along with finding that new adventure for candidates.
Looking Back: Growth & Achievements
FBMDS is celebrating five years of expansion and innovation. How would you describe the brand’s journey during this time?
Our journey over the past five years has been one of bold moves, strategic growth, and relentless innovation. As part of the FBM® Group, we began as pioneers in Video Bingo, but our vision extended far beyond that. We have focused on delivering profitable products to our clients and engaging gaming experiences to players. By expanding into multiple gaming categories and strengthening our global presence in key markets like Mexico and Brazil, we have redefined what a localized, player-centric gaming experience should be.
What were the key milestones that shaped FBMDS’ success over the past five years?
Several milestones have defined our success. First, our solidification as a market leader in Video Bingo and Lotto Games, setting the gold standard with best-seller products like Multi Mega, Power Pick Lotto, and Champion IV. Our leadership in Video Bingo is reinforced by unique features like the jackpot system, Magic Ball, and attractive paytables, all of which drive engagement and retention.
Second, our presence at international trade shows has played a crucial role in strengthening relationships with key partners and clients while reinforcing our brand positioning, as seen in events like G2E Las Vegas 2024. Lastly, our rapid expansion in the LATAM region, particularly in Mexico and Brazil, has solidified FBMDS as a trusted and respected brand in a highly competitive landscape.
What has been the most significant challenge, and how did FBMDS overcome it?
The online gaming industry is highly competitive, and differentiation is key. Our challenge was to deliver games that not only stood out but also ensured profitability for operators and engaging experiences for players. We tackled this by investing in customization, localization, and innovation—ensuring that every product aligns with the preferences of specific markets. Our ability to adapt game mechanics, themes, and retention strategies has positioned us ahead of the competition, creating unique gaming experiences that drive business success.
Product Evolution & Market Leadership
FBMDS has built a strong reputation in Video Bingo. How has this segment evolved, and what makes FBMDS a leader in this category?
Video Bingo is our DNA, and we have continuously pushed its evolution by refining gameplay mechanics, introducing engaging themes, and incorporating advanced technology to enhance user experience. Our commitment to differentiation sets us apart: our jackpot feature, the Magic Ball, and attractive paytables are tailored to maximize player engagement and operator profitability. Customization is at the heart of our strategy, ensuring our games resonate with local markets and drive long-term success.
Among FBMDS’ product portfolio, do you have a personal favorite? Why?
It’s hard to pick just one, but I’d highlight our Video Bingo games because they represent our legacy and continued leadership in the industry. We believe Video Bingo is an essential asset for any online casino, as it offers a nostalgic yet modern experience, combining interactive features with high retention rates. Our jackpot system enhances player excitement, while innovative game mechanics keep engagement levels high. In addition, our crash games showcase our adaptability and innovation, delivering high-quality visuals and dynamic gameplay. These two categories reflect our strategic pillars: player engagement and profitable gaming solutions for operators.
Future Outlook & Expansion Plans
Looking ahead, what’s the vision for FBMDS’ next five years?
We are just getting started. Our vision is to expand our influence by continuously delivering innovative and engaging gaming experiences that drive profitability for operators. While we maintain our leadership in Video Bingo, we are also focused on strengthening our position in other gaming verticals. We will continue investing in localized, player-driven innovation, ensuring that every product we launch enhances both player experience and operator success.
Brazil is a key market with huge potential. How does FBMDS plan to strengthen its presence in this region?
Brazil is a strategic priority for us. With regulatory developments and increasing demand for online gaming, we see tremendous opportunities to expand. Our approach is centered on offering tailored gaming experiences that resonate with Brazilian players, ensuring our products align with their cultural and gaming preferences. Additionally, we are forging strategic partnerships with operators to facilitate seamless and impactful expansion in the region, ensuring that our games drive engagement and profitability for our partners.
Innovation & What’s Next
Can you share any insights about upcoming products or features that FBMDS is working on?
Absolutely. We are developing a new generation of Video Bingo games featuring advanced jackpot systems, enhanced gameplay mechanics, and even more engaging features tailored to player preferences. Our goal is to create experiences that keep players entertained while maximizing operator revenue. In addition, we are working on new slots and bonus structures designed to drive engagement and profitability, ensuring that FBMDS remains at the forefront of gaming innovation.
What can operators and players expect from FBMDS in the near future?
A: More expansion, more innovation, and an even stronger, more diverse gaming portfolio. Players can expect cutting-edge experiences featuring interactive and rewarding mechanics, while operators will benefit from flexible, high-performance gaming solutions designed to optimize engagement and profitability. We are committed to maintaining our leadership in Video Bingo while continuously evolving to meet market demands.
Final Thoughts
After five years of continuous growth, what message would you like to share with FBMDS’ partners and players?
First and foremost, a heartfelt thank you to our players, partners, and the entire FBMDS team. Your trust and support have been instrumental in our journey. As we move forward, we remain committed to delivering exceptional gaming experiences, driving profitability for our partners, and continuously pushing the boundaries of innovation. The best is yet to come!
If you had to describe FBMDS’ journey in one word, what would it be?
Transformational.
A lot has changed since the US Supreme Court struck down PASPA (The Professional and Amateur Sports Protection Act of 1992) as being unconstitutional, effectively ending Nevada’s near-monopoly on sports betting in the country. With every US state now free to legalize and launch its own sports betting market, in-person, online, and mobile sports betting grew at a neck-breaking pace.
This explosive growth saw the emergence of ‘affiliate companies’ – marketing agencies specializing in performance marketing and promoting licensed sports betting operators. However, as the market entered a new phase and growth slowed, some affiliates have been seeing mixed results in the past year.
We sat down for a chat with Shmulik Segal, Founder and CEO of Media Troopers, an advertising agency specializing in sports betting and iGaming in North America, to hear his views on the gambling marketplace and what the future holds for affiliates. Segal takes a realistic approach and acknowledges the days of insatiable growth are gone, but he still sees great potential in the market.
Looking at the bigger picture, how bad were things for affiliates in the past year?
Segal: “I won’t tell you the past year hasn’t been challenging for marketing agencies like ourselves. Looking at 2024 earning reports of publicly traded marketing agencies in the gambling industry, the results are a mixed bag, Segal says. “While some of the largest players in the space saw their US revenues drop by over a third compared to 2023, the earnings of others just flatlined.”
What causes you to be optimistic then?
“But on the flip side of the coin, there were also companies that saw double-digit growth in earnings,” Segal compares. “So what does that mixed bag of results tell us? Although the days of explosive growth are over, the market is certainly not on a one-way street. I still see tons of opportunities for companies that are adjusting and doing the right things.”
So what are the main challenges the affiliate market is facing?
“I can divide the challenges into two main categories: objective and subjective. Objective categories would be anything that’s ‘man-made’, such as legislation (new states that open up), increased regulation (restrictions on advertising, increased taxation), the evolution of technology (Artificial Intelligence and further mobile personalization), competition (both operators and other marketing channels and companies), and all other factors that are created by governments, companies, and individuals,” he explains.
“The subjective factors are more geographical or permanent. Let’s take sports betting as an example. According to the American Gaming Association’s state tracker, Out of 51 potential jurisdictions across the country (50 states + Washington DC), 38 have legalized sports betting. However, only seven states have legalized iGaming.”
So, how do you treat these challenges differently?
“As an affiliate, you understand the fundamental difference between the two types of challenges: your level of control. While you can mitigate objective challenges, you must adapt to subjective ones.”
How do you stay relevant as an affiliate amidst these challenges?
“The first thing we must always keep in mind is that we make a living out of providing our customers with additional value, i.e. unique knowledge and expertise that the operator doesn’t have and fits perfectly into its marketing mix. We must provide our customers with a competitive, cutting edge.”
“Case in point: we constantly strive to be ahead of the curve in everything we do. Our technology platform constantly adapts and upgrades to include more powerful AI tools for segmentation, targeting, and personalization. A huge part of our media teams’ job is to look for the ‘next big thing’ be it a fresh marketing channel or a new source that will enable us to expand our reach and tap into new markets.
Our commercial teams work closely with existing and potential operators to find new ways to bring value to players, be it new games, news, or promotions. And it goes without saying that our compliance team takes great care of ensuring we adhere to the highest standards of safe advertising and responsible gaming.”
“But no less important,“ he concludes, “is the operations team that ties all the pieces together and executes everything. That’s one of the biggest challenges, given operations can be slow-moving, we constantly need to improve our execution to keep up with the changes the other parts of the team bring.”
What about other types of challenges? The ones you can’t mitigate?
“When it comes to subjective challenges, however, you have much less control, and this is where companies must brace themselves and adapt quickly. Case in point, there are 38 sports betting states, while a portion of the remaining ones, such as Hawai, Utah, Texas, and California, won’t introduce sports betting or iGaming in the foreseeable future.
With fewer states regulating gaming in the foreseeable future, is the market bound to shrink?
“I don’t see it that way. Long gone are the days when a new market opened every few months. What would you do? You can’t ‘magic up’ more states. But you can certainly adapt and brace yourself to improve and grow your share in existing markets, which is exactly what we are focusing on doing,” he explains. “Along with acquiring new players through new and existing markets, we are constantly looking for new channels that will bring our customers (operators) loyalty and higher lifetime value.”
You are talking about increasing share and value, does that mean there are no new opportunities?
“We see huge potential, with opportunities constantly coming to knock on our door. North Carolina and Vermont were the two new markets that launched in 2024, and we are already seeing a lot of growth there. For example, North Carolina, which only went live with sports betting in March 2024, but by the end of the year, already clinched ninth place in the Top 10 sports betting states, reporting revenues of over $583.
This is why we treat every state as a standalone ecosystem with its unique set of challenges, requirements, and potential. The next exciting challenge (and opportunity) we are preparing for is Missouri, which legalized sports betting at the end of 2024 but has yet to launch. We have already been hard at work since the ballot was approved in November, so we can hit the ground running and start sending our MO sportsbook partners newly depositing customers from day one.
What about organic growth in existing markets?
“There’s certainly that also. While every new state that launches sports betting can potentially bring a spike in growth, we are certainly seeing organic growth and improved results across the board year after year. Take as an example the Super Bowl. In 2025, legal US bets on the Super Bowl grew 10% year-on-year. Or March Madness, on which best are expected to grow 13% from last year.
So, is there still organic growth in existing markets? For us, it’s a big, fat yes.”
Are you planning on staying within the iGaming and sports betting markets in the near future?
“That’s a very good question I ask myself every day, Segal smiles and immediately corrects himself. “Actually, scratch that. I ask myself this question many times over the course of a day in the office.”
He elaborates: “iGaming is tangent to other gaming verticals, and sports betting has an overlap with a whole universe of sports and its related verticals. Every website in these verticals needs traffic, and we know how to provide it. So new opportunities knocking on our door. But how do we capitalize on these without losing our focus and commitment to our core business? We keep our ears and eyes open, but never lose focus.”
How has the live dealer landscape progressed over recent years?
Live dealer has become a core vertical in online gaming, now making up about a third of casino revenue. What’s interesting is that it’s driven by a relatively small number of studios. It’s a capital-intensive business with no guarantees, but if you get it right, the player loyalty is worth the investment.
The industry has evolved in key areas:
- Streaming and quality: HD is standard, but now latency, mobile optimization, and stability are the focus
- Game Variety: the core games – Blackjack, Roulette, and Baccarat – still dominate, but regional favorites like Teen Patti and Andar Bahar are gaining ground
- Gamification and engagement: jackpots, tournaments, and cash drops are making live dealer more interactive
- Customization: greenscreen technology has been a game-changer, allowing operators to brand and tailor their tables like never before
- Hybrid formats: live dealer is no longer just about table games; game shows, wheels, and interactive experiences are expanding the category
At its core, live dealer is about creating an immersive and social experience. That’s why innovation in engagement and customization continues to be a major growth driver.
With live casino being relatively new to some markets, such as the US, how do players interact with the vertical? How do player preferences differ across geos?
For players new to live dealer, the reaction is almost always ‘feels like a real casino!’ The human interaction and transparency make a big impact.
In the US, live dealer is being embraced quickly, especially in social and sweepstakes casinos. Players there are used to land-based casinos, so high-quality live games feel familiar. Blackjack is the dominant game by a wide margin.
Other parts of the world have different preferences. In Asia, there’s a strong preference for Teen Patti, Dragon Tiger, and Baccarat. Baccarat is also the top choice in Italy and much of Southeast Asia. In Turkey, Roulette is by far the most popular game, though we also see strong affinity toward Blackjack. In Europe, Blackjack leads, but Roulette is consistently strong, particularly in markets like India.
Across all markets, the common thread is that live dealer isn’t just about the game – it’s about the experience. Players want interaction, immersion, and trust in the gameplay.
What technologies resonate well with players, and conversely, what is lacking engagement?
Reliable streaming is the baseline expectation. It needs to work flawlessly, especially on mobile. From an operator’s perspective, greenscreen technology has been a game-changer. It allows for branded and localized environments without physical set builds, giving operators full control over their branding and user experience.
Gamification and promotional tools, such as cash drops, leaderboards, and jackpots, also drive engagement, particularly in social and sweepstakes gaming.
And what doesn’t work? Laggy or low-quality streams are killers. If the experience isn’t seamless, players leave instantly. And fake ‘live’ games, such as pre-recorded tables and AI dealers, miss the point of live casino. Players want real human interaction.
What is the most unexpected or disruptive trend you’ve seen in live casino development that you didn’t anticipate, and how has it shaped your approach?
One of the biggest surprises has been the rise of live dealer in social casinos and sweepstakes gaming. For a long time, social casinos were all about slots, but now we’re seeing massive demand for live dealer in that space. Players want the real casino atmosphere, even when they’re playing with virtual currency.
We’ve adapted to this by optimizing our live dealer games for sweepstakes casinos – adjusting the UI, adding engagement tools, and better game pacing to better fit the model. This shift has forced a change in the way we think about live gaming – not just as a real-money product, but as an entertainment experience that works across different models.
In which markets is live casino experiencing the most growth, and why?
Our core markets of Europe, CIS, and the Middle East continue to show strong, stable growth, with high retention rates among existing players. We’re also expanding into high-growth regions like Italy and Asia where Baccarat is driving adoption. In Africa and LatAm, growth is fueled by higher gambling activity and better internet access. And in Africa specifically, our adaptive streaming technology optimizes for lower bandwidth, making live dealer more accessible in this huge and emerging market.
And it’s not just about where live dealer is growing, it’s also about how it’s expanding into new verticals like social and hybrid models. For us it’s about being ready, agile, adaptive.
How do you expect the live dealer landscape to develop? Are there any emerging technologies that you believe will become game changers in this space?
AI gets a lot of attention, and while I don’t see it replacing human dealers, I do see it as a powerful tool for personalization.
We can expect to see AI-driven table recommendations which may suggest games based on player behavior data, as well as personalised and dynamic challenges and offers that adapt in real-time.
Beyond AI, greenscreen technology will continue to redefine the industry. It makes localization and branding far more cost-effective by allowing digitally generated studio environments. It unlocks innovation and imagination, and empowers operators to create unique and exclusive gaming experiences.
Live dealer is also starting to merge with other formats, so expect to see more game-show-style mechanics, interactive social elements, and even potential crossover with streaming platforms.
Final Thoughts?
Live dealer is no longer a niche product; it’s a dominant vertical in online gaming. The challenge now is differentiation.
At LuckyStreak, we’re focused on making live dealer more customizable, engaging, and adaptable. Whether it’s through branded tables, gamification, or expanding into new markets, the goal is to give operators more flexibility and players a better experience.
About LuckyStreak
LuckyStreak has been producing and streaming world-class live dealer online games since 2014. Launched and led by veterans of the land-based and online casino industry, they have a deep passion for entertainment, innovation and quality service, providing players with an unforgettable, unique and thrilling gaming experience, and impeccably delivered with an unwavering commitment to the highest levels of production, video streaming and reliability.
LuckyConnect was launched in 2017 and is the proprietary integration API for operators, connecting them to a library of over 4000 live dealer and third-party games from leading providers like Pragmatic Play, Yggdrasil, Ruby Play, PG Soft and Red Rake Gaming via seamless wallet API, and one-stop shop of critical services including invoicing, player management, reporting and billing, support centre and content management, with one fast and easy integration.
LuckyStreak products and services are built on a highly secure robust technical infrastructure: utilizing a microservices architecture developed using a cloud-native approach enabling high availability (99.9% uptime), security and flexibility; whilst our critical API technology is protected by symmetric encryption and secure server-to-server connections. Ensuring an optimal playing experience without compromising our service to our customers.
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