Consulting
Strategy, marketing, CRM and operations form one cycle rather than four separate projects. The decision to enter a market sets the acquisition cost, the acquisition cost sets the requirements for CRM, and CRM shows which processes are holding growth back. We guide operators through the whole cycle, or through the stage that hurts most today.
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The consulting cycle
Each stage ends with a concrete document and a decision. You can start at any point in the cycle.
Market analysis, entry and scaling strategy
Before an operator files a licence application or launches a new language version, it should know what a player costs in that market, which payment methods are essential, which advertising restrictions apply and when the investment is likely to pay back.
- Review of the regulatory framework, licensing and tax requirements in the selected markets (in cooperation with the operator's law firm).
- Assessment of the competition, product structure and player expectations.
- The required mix of payments and local partners.
- A financial model for entry with alternative scaling paces.
Marketing strategies and affiliate programmes
In regulated markets gambling advertising is tightly restricted, so every channel has to be judged on real revenue rather than the number of registrations. We help build marketing that passes compliance review and can be measured.
- Audit of channels, acquisition cost and return on budget by cohort.
- Affiliate programme design: commission models (CPA, revenue share, hybrids), traffic quality rules, control of affiliate content.
- Optimisation of the journey from advert through registration and verification to first deposit.
- Communication rules that comply with local law and responsible gambling.
Player segmentation, CRM automation, retention and repeat deposits
Acquiring a player is expensive, so an operator's results depend on what happens after the first deposit. We design CRM that responds to player behaviour while respecting limits, self-exclusions and risk signals.
- Segmentation by value, activity and product preferences.
- Automated journeys: welcome, reactivation, reminders about failed payments.
- Mechanisms that exclude self-excluded players and those showing signs of risk from communications.
- Measurement of campaign impact on retention and player lifetime value.
Optimisation of internal processes, teams and costs
As volume grows, processes that worked at small scale start to slow things down: withdrawals wait for manual checks, reports are assembled in spreadsheets, and provider costs rise faster than revenue.
- A map of payment, KYC, withdrawal and customer support processes, with timings and bottlenecks.
- Review of contracts with technology and service providers, and a renegotiation plan.
- Team structure and the division of responsibilities between departments.
- A set of operational KPIs and reporting for the board.
The limits of our work
We advise, but we do not run gambling operations on a client's behalf, buy media or act in place of a law firm. Regulatory analyses are prepared as business material, which the operator verifies with its own legal adviser. We do not take on projects for entities without the required licences, nor work intended to circumvent restrictions on advertising, player protection or anti-money laundering.
Describe the problem. Get a specific answer.
The first call is a diagnosis: where you lose conversion or margin, and whether we can help. No commitment.