The magazine for the owners and management of international casinos
Volume 22: Issue 191
GRAND 1XREIGN CONTEST WHERE PARTNERS BECOME CHAMPIONS
SCAN TO REGISTER
Editor’s Note
CASINO The magazine for the owners and management of international casinos
Published by Outsource Digital Media Ltd
Publisher: Peter White Tel: +44 (0) 1892 740869 Mob: +44 (0) 7973 273714 peter@outsourcedigitalmedia.com
Editorial:
Editor in Chief : Kevin Lentz kevin@outsourcedigitalmedia.com Editor EMEA: Damien Connelly damien@outsourcedigitalmedia.com Associate Editor Asia: Bill Healey healeywe@gmail.com Online iGaming Editor: Mark McGuinness markmcguinness847@gmail.com Columnist: Raymond Chan ymrchan@hotmail.com Associate Editor EMEA: Andrew Behan a.behan@librasgroup.com Las Vegas Correspondent: Ryan Slattery RyanSlats@gmail.com International Correspondent: Lyudmyla Kyrychenko lyudmyla.kyrychenko@outsource digitalmedia.com
Production:
Designer: Stewart Hyde stewart@de5ign.co.uk www.de5ign.co.uk Accounts: Helen Holmes accounts@outsourcedigitalmedia.com IT Director: Pasha Kuzminskiy pasha@outsourcedigitalmedia.com
Volume 22: Issue 191
Welcome...
Prediction Markets: What Comes After Sports
I
f you feel like you've already heard all you can take about prediction markets, I may have some bad news. We may be only in the
first act. Most of the last year has been consumed with one question: are sports contracts on prediction markets just sports betting by another name? It's important, and may ultimately require an answer from the U.S. Supreme Court. New Jersey has asked the Court to weigh in after two federal appeals courts split on whether states can apply gaming laws to federally regulated prediction markets. But I wonder if we aren't missing the bigger question. What comes after sports? Prediction markets are evolving. Political and economic contracts gave way to sports, then player props and combos. Each step makes them harder to distinguish from regulated gaming products. Sports betting is far from the biggest prize. The real jewel might be casino gaming. Sports betting is limited by available events and resolution time. Casino customers can make hundreds of wagers an hour. That velocity can produce enormous handle, and the handle is where the money is. Others are doing the math. Nevada Gaming Control Board Chairman Mike Dreitzer said he had seen a five-reel-slot-type product powered by prediction contracts. "The product exists; it's not a future thing". There is a catch. The CFTC has signaled that contracts based purely on random chance may be contrary to the public interest. So standard RNG slots may not be the easiest path forward. But the underlying event doesn't have to be a casino game. Prediction markets already trade on financial and commodity markets. What if short-duration contracts on gold, oil or Bitcoin were wrapped in an entertaining interface? The outcome retains economic information, while the experience could begin to look like casino gaming. HHR and motorsport-based slots in Florida already demonstrate that players might not care much what sits underneath a slot-like experience. The casino industry has spent two years asking whether prediction markets are simply sportsbooks in disguise. Soon, we'll face a much bigger question. What else can they become? Kevin Lentz,
Kevin Lentz Editor- In-Chief
3
8
16
Contents 3
Editor’s Note
5
The White Album
6 Guest Comment Michael Beottcher, President of Storm International 8 Luxury Meets Gaming An interview with Milo Borissov, founder of the Palms Royale Casino, a gaming landmark in Sofia. By Bill Healey 16 From Iconic To Unmissable, The New Vic Inside The Vic’s £15 million transformation. By Edwin Ford
29
34
41
49
29 Outsourcing or going it alone: What’s the right model? AI is making it easier and cheaper than ever to build impressive digital products. By Shaun McCamley 34 From Cashless to Connected Interview with Jurgen De Munck, Executive Chairman, DR Gaming Technology™. By Damien Connelly 41 Russia’s Casinos Navigate Pressure and Growth Rising attendance, falling profits and mounting costs are reshaping Russia’s gambling industry as operators pursue new growth. By Eugene Gerden 45 Do Dealers Gamble? Behind the tables, dealers reveal whether they embrace gambling or avoid it. By Al O’Grady 47 Your Chance For Ultimate Glory Registration opens for Grand 1XREIGN 49 Balancing Cognitive Growth and Future Digital Competence Protecting young minds from AI overreliance. By Raymond Chan
4
Editorial Policy: The views and opinions expressed in Casino Life remain principally the views of contributors and do not necessarily reflect those of the editor or publishers. The publishers wish to avoid inaccuracies and, whilst every precaution has been taken to ensure that information contained in this publication is accurate, no liability is accepted by the editor or publishers for errors or omissions, however caused. Unless otherwise stated, articles appearing in this publication remain the copyright of the publishers and may not be reproduced in any form without the publisher’s written consent. Printed in the UK by Pensord Press.
www.casinolifemagazine.com
Words: From The Publisher
The White Album From Roulette to Retail: The Changing Casino Floor
W
By Peter White, Publisher, Casino Life Magazine
alk into a casino today and the first thing that strikes you is how much the casino floor has changed. The traditional combination of roulette, blackjack, baccarat and slot machines remains, but operators now have far more choices when deciding what deserves the most valuable commodity of all: floor space. Every square metre has to work harder. Electronic table games have transformed the economics of traditional table gaming, allowing operators to offer roulette, baccarat and other games with fewer staffing requirements while maintaining the familiarity of the traditional casino experience. At the same time, slots continue to evolve, with increasingly sophisticated cabinets, linked jackpots and immersive content competing for the customer's attention. Then there is sports betting. The sportsbook is no longer necessarily a separate high-street proposition. Inside the casino, it can create an entirely different atmosphere, particularly when combined with large screens, live sport, food and beverage and comfortable social areas. A customer coming through the door to watch football may subsequently play slots, roulette or blackjack. But this raises an important question for operators: what should actually occupy the casino floor? The answer cannot simply be based on tradition. There is also a regulatory consideration. In the UK and some European jurisdictions, operators may be required to allocate a proportion of their premises to non-gaming areas, often referred to as “chill-out zones”. These spaces allow customers to relax, socialise and take a break from gaming, meaning operators must consider the value of the entire floor rather than simply the revenue generated by gaming. Volume 22: Issue 191
Peter White, publisher of Casino Life Magazine
Operators have access to more information than ever before. They can analyse customer behaviour, game performance, dwell time, spend and peak periods. That data should help determine whether a
particular table, bank of machines, ETG installation or sportsbook area is earning its space. Yet the answer is not purely mathematical. A casino needs atmosphere. Remove too many live tables because they are less efficient than electronic gaming and the venue could lose some of the excitement that makes a casino a casino. Fill every available space with machines and the environment can become functional rather than memorable. The challenge is finding the right balance between revenue generation, regulatory requirements and customer experience. The casino floor of the future may therefore look less like a fixed collection of gaming products and more like a flexible entertainment environment. For operators, the question is no longer simply, “What game should we put here?” It is: “What experience will make the customer want to stay?” 5
Guest Comment: Michael Beottcher
Overregulation destroys the gaming industry Guest Comment by Michael Beottcher, President Storm International Casino Operations
I
n most major industries, there are awards for the best and the worst in the business. If there were such awards in gaming, I know exactly who would get mine. The award for the best would go to the businessmen, businesswomen and operators who are still managing to survive in this industry. The award for the worst would go, without question, to governments and their regulators. And here is why. In simple terms, particularly in Europe, regulation and taxation have placed enormous pressure on the industry, where many casinos are struggling commercially and where the player experience has become less enjoyable. Too often, government institutions and regulatory bodies appear to make decisions without sufficient practical understanding of gaming from the perspective of the player, owner, employee or indeed the problem gambler. Almost every restriction introduced is justified in the name of player protection. Yet the cumulative effect has frequently been detrimental to the regulated industry
while increasing taxation and compliance costs. Each rule may have been written with good intentions. Together, however, they can make the legal offer slower, costlier and less convenient than the illegal one operating outside the regulatory system, where none of these rules apply. I have been in this business for 54 years and have seen countless examples of legislation and regulation introduced by officials who, in my opinion, have insufficient practical understanding of how the gaming industry operates. There are dozens of examples worldwide of wellintentioned but counterproductive laws and regulations that have, in some cases, severely damaged the industry. Governments can take a substantial share of gaming revenues through taxation, duties and regulatory costs, leaving increasingly narrow margins for the investors who provide the capital and take the commercial risk. There are privately owned slot halls in Germany where 6
Michael Boettcher, President, Storm International Casino Operations
the combined burden on gross gaming revenue can be around 35% GGR, leaving very little for the investor/ operator. This is the result of taxes increasing over many years to the point where it has become extremely difficult for some owners to make a reasonable return. At the same time, the gaming experience has become less enjoyable. For example, I have witnessed eight or nine police officers entering a 12-machine slot operation on a Friday night to ensure nobody was playing two machines at the same time while checking everyone's papers. State casinos, meanwhile, can operate under different conditions. One must ask whether this represents a proportionate use of regulatory and enforcement resources. And what has all this regulation achieved? Germany now has around 160,000 legal slot machines alongside an estimated 60,000 to more than 100,000 illegal ones. Some studies put the illegal market at between 30% and 46% of the total. Players simply move to bars, back rooms and illegal online operators where many of these restrictions do not apply. This is happening across Europe. The illegal online market is substantial because operating outside the regulated system can be cheaper and easier, while governments and regulators continue to face considerable difficulties in stopping it. Regulation designed to protect players can therefore have an unintended consequence: driving some customers towards operators who answer to no regulator at all, while further reducing the margins of businesses trying to operate legally and responsibly. www.casinolifemagazine.com
Guest Comment: Michael Beottcher Governments do not always appear to appreciate the commercial consequences of the way gaming is taxed. In Georgia, for example, cashing out can be treated as if it were a win. A player can come in with 10,000, lose 5,000 and cash out the remaining 5,000, yet still be taxed on that 5,000. He has lost half his money but faces taxation when cashing out. Naturally, players may look for somewhere else to play. This is a good example of how poorly structured taxation can alter player behaviour and ultimately work against the objectives of regulation itself. The UK Gambling Commission had 416 employees as of March 2025, up from 373 a year earlier, whose functions include regulatory delivery operations, enabling services, enforcement, licensing and antimoney-laundering. Germany has 99, France 80 and Italy 138, according to the figures used for this comparison. Direct comparisons between jurisdictions are not always straightforward, particularly given the UK's regulatory structure, but the figures nevertheless raise a legitimate question as to whether the increasing scale and cost of regulation is delivering proportionate benefits to the industry and its customers. There is also an increasing focus on problem and compulsive gambling. Protecting vulnerable customers is unquestionably important and something responsible operators should support. However, regulation must remain proportionate and should recognise that most casino customers gamble recreationally. According to the Gambling Commission figure cited
here, 2.45% of people are affected. At the same time, problematic or addictive behaviours exist in many other areas, including alcohol, drugs, internet use and compulsive shopping. This is not an argument for reducing protection for vulnerable gamblers, but it does raise the question of proportionality and how restrictions affect the wider population of recreational customers. Gambling should certainly be properly regulated, but the question is whether restrictions imposed upon the wider casino-going public remain proportionate to the risks they are intended to address. There are also inconsistencies in the way different forms of gambling are treated. National lotteries, for example, have historically enjoyed extensive advertising exposure while casinos and other gambling businesses operate under considerably tighter marketing restrictions. The minimum age for National Lottery participation was also previously 16 before being increased. Volume 22: Issue 191
When conferences and forums provide opportunities for the industry to question legislators and regulators, those discussions should be encouraged. Operators possess decades of practical experience and considerable amounts of real operational data. Regulators have their own responsibilities and objectives. Bringing those two sources of knowledge together should produce better regulation. Instead, too often the relationship becomes confrontational. I have now reached the point where I am reluctant to consider opening new gaming businesses because of the increasing restrictions facing operators. Across different jurisdictions there are requirements concerning player interaction, length of play, affordability, loss limits and numerous other aspects of the customer experience. In the UK, for example, operators face requirements concerning customer interaction during extended periods of play. Elsewhere, considerably more prescriptive limits can apply. In Germany, even the positioning of arcade machines is regulated, while online operators face taxation based upon stakes. The list continues to grow. My concern is that if regulation and taxation continue increasing without sufficient consideration of commercial reality, investment in the regulated gaming industry will inevitably decline. At the same time, illegal
and unregulated operators will continue to benefit from having none of those costs or responsibilities. That cannot be the outcome governments or regulators want. The gaming industry accepts that regulation is necessary. Responsible operators want customers protected, criminals kept out of the industry and high standards maintained. But regulation must also be proportionate, commercially realistic and developed with a proper understanding of the businesses it governs. After 54 years in this industry, I believe there needs to be a much stronger dialogue between governments, regulators and those who operate gaming businesses. The industry has always been willing to work with governments and regulators. What it needs in return is regulation that protects the player without destroying the regulated businesses that are trying to do things properly. 7
Feature: Palms Royale Casino
8
www.casinolifemagazine.com
Feature: Palms Royale Casino
Luxury Meets Gaming An interview with Milo Borissov, founder of the Palms Royale Casino, a gaming landmark in Sofia By Bill Healey
Volume 22: Issue 191
9
Feature: Palms Royale Casino
I
n this edition, we’re fortunate to catch up with Milo Borissov, Founder of the iconic Palms Royale Casino in Sofia, Bulgaria. Starting from the early stages of the Bulgarian casino sector, he has become a true trendsetter in the broader Balkan gaming market. You have a diverse and extensive business network. You’re an engineer, Chairman of the Bulgarian Business Council in Dubai, an entrepreneur, producer and promoter of Bulgarian music on the international stage and much more. What brought you into casino gaming, and specifically with the Palms Royale? My business career began back in 1989 when Eastern Europe was transitioning from Socialism to Democracy. Then, as a newly graduated student with a specialisation in IT automation, I decided to start as an entrepreneur and registered my first company TELEMATIC. At first, I was involved in computer and network installations, until in 1991 I accidentally came across a few slot machines. Together with my fellow students, we looked at the slot machines and tried to produce similar ones of our own design, and this venture was a great 10
success. We made the first ones in a garage, but then we organised industrial production. The market in Bulgaria was virgin and had just been legalised, and in a few years we managed to sell a thousand machines not only in Bulgaria but also in almost all of Eastern Europe. That's how I got into the gaming industry.
Later, I also created a subsidiary company that opened slot clubs until in 2005, a leading German manufacturer contacted me with a partnership proposal that took place in 2006 and has existed to this day for 20 years. Together with the partners from Germany, in 2018 we decided to open the largest casino in Sofia in the 5-star Grand Millennium Hotel, which was still in the project at the time, but due to the Covid 19 crisis, the opening was delayed and the casino only opened in 2021. Now, 5 years later, the casino has established itself as a prestigious international destination that offers a high-class experience and entertainment including classic casino games such as Roulette, poker, blackjack, modern slot machines, a Poker tournament hall, 2 restaurants, a nightclub for events, all under the roof of the most modern hotel in Sofia with 400 rooms and apartments, a modern SPA centre, a gym, and 5 more themed restaurants. www.casinolifemagazine.com
Feature: Palms Royale Casino
Milo Borissov, Founder of the Palms Royale Casino
You’re the Founder and Honorary Chairman of Bulgarian Association of gaming. What do you, and the Association do for gaming in Bulgaria? In 1992, I was the initiator and one of the founders of the Bulgarian Association. Our goal was to work together with the regulators
to create a modern law that would regulate the business. This happened in 1999 when we were invited by the state administration for consultations, as a result of which the first edition of the law in Bulgaria was issued. In the following years, we worked hard with the successive governments on the legalisation of Online Gaming and the betting business, which happened in 2013 with a new edition of the law. In 2015, we started working with the regulator on responsible gaming, and currently the focus of the association is directed at the regulator to stop illegal online gaming, which has grown significantly in recent years. During all these years, the law and regulations have been constantly supplemented by the administration and we are in constant dialogue with them in order to find the best balance between the interests of the state, society and business. Volume 22: Issue 191
What type of guests does the casino attract? Are they local to Sofia, or are they also from other countries? Palms Royal Casino is an international business and attracts customers from Europe, the Middle East and Asia. Being located in the most modern 5 star hotel, the casino works with an international staff who speak
over 10 languages including English, French, Italian, Spanish, Arabic, Hebrew, Turkish, Russian and Greek and of course Bulgarian. Over 50% of the casino customers are weekend tourists who come specifically for the high class service and games that the casino offers, combined with restaurants, and modern hotel accommodation. The casino offers special weekend packages for VIP customers which include a limousine pick-up from the airport, suite accommodation, a special Welcome package and a bonus for playing, as well as any other entertainment that the casino Concierge is ready to offer 24/7. This includes City Tours, nightlife in the city, short tours around the city, golf, etc. What are some of the iconic features within the property helping advance it as a leading entertainment destination in Sofia? The casino offers a spacious poker room in which 11
Feature: Palms Royale Casino
tournaments are constantly organised, including the iconic Gladiator Poker Series (featuring a unique professional "Killer Ranking" system), the prestigious IPC Poker Tour Sofia, and the Vamos Poker Tour (VPT). The casino also offers its own International Royal Poker Tournaments series which take place quarterly. The large guaranteed pools attract many participants from Italy, Spain, England, Greece, Turkey and Israel. The other iconic feature in the casino is the multiple
linked jackpots on the slots and the tables, many of which fall daily. Every weekend in the casino, some of the guests leave with winnings of tens of thousands of euros precisely from these modern slot machines and linked jackpots. The casino's Asian restaurant is another attraction, offering exquisite dishes and recipes from Asia, and the Arabian Lounge Oasis offers Arabic coffee, Turkish tea, dates, etc. oriental sweets in an authentic Arabic interior where you can feel like a Sheikh. And of course, the casino's VIP shop where you can find high-class bags, lighters, pens, and other souvenirs, many of which you can also get by using the points you get from playing casino games. With guests being offered experiences away from the casino, could you highlight the value the non-gaming options add to the property’s overall operations? Volume 22: Issue 191
The aim is to offer high-value options for a variety of visitor profiles. For example, the complex has guest houses located in one of the most picturesque mountain areas of Bulgaria just an hour and a half drive from Sofia. The houses are comfortably furnished and are in close proximity to a 5-star hotel that offers several restaurants, a modern SPA and mineral pool, a tennis court as well as its own brewery, winery and dairy. Each of the houses is furnished with a garden jacuzzi, and one of them also offers a private pool. Luxury cars with a driver are available for guests for tours in the area, where just a short 10-minute drive away is one of the most picturesque ski resorts in Bulgaria – Bansko, and in the summer – Pirin Golf. What has been the guest’s reaction to the casino? Guest feedback is extremely important to us. Many guests directly share and rate the casino and restaurants on Google and we are pleased that positive comments predominate. What is the breakdown of games at Palms Royale? How many table games and slots does the casino provide? The casino offers the largest number of table games in Bulgaria - over 50 tables, the number of which varies depending on the season. The games include American Roulette, Black Jack, Poker 13
Feature: Palms Royale Casino
tables with several variations of the game offering a progressive jackpot. The Texas Hold'em hall operates with 20 tables as standard, doubling them during tournaments. The casino has over 150 modern slot machines with progressive jackpots, as well as automatic roulette. The casino also offers a video stream of American Roulette tables to licensed online casino operators. What games are preferred by the guests at the Palms Royale? Guests prefer live games at the gaming tables, with Roulette being the most preferred game, followed by Poker games with a progressive jackpot and of course Black Jack. Regarding the Slot machines - all international brands are represented with their latest products, with the most preferred ones being those with progressive jackpots. What type of tournaments are at the casino? The casino hosts poker and slot tournaments. Highprofile events include the Gladiator Poker Series (featuring a unique professional "Killer Ranking" system), the prestigious IPC Poker Tour Sofia, and the Vamos Poker Tour (VPT), which guarantees pools scaling past €400,000. Weekly poker local tournaments are held every weekend, such as the Palms Royal Poker Series, a major international 14
tournament held 2-3 times a year with a guaranteed prize pool from the casino. What type of responsible gaming is available for guests? The Casino provides comprehensive Responsible Gaming (RG) measures designed to prevent addiction and protect players. Such as Casino-Level Voluntary Self-Exclusion, In-Venue Warnings, as well as Reality Checks where the staff are trained to observe behavioural changes (such as high levels of distress) and are authorised to suggest that a player take a temporary break from the gaming floor. Financial & Time Limit Strategies are also applied in certain cases on management discretion. The casino is also a member of the Association "Responsible Gaming" – a dedicated local NGO offering support, selfassessment tests, and resources for players and their families.
What type of community development are you, and the Palms Royal casino involved with? As for myself – as the the founder of the Palms World ecosystem and Palms Royale Sofia Casino, we drive community development and corporate social responsibility (CSR) primarily through focused initiatives in professional youth sports, cultural development, and responsible gaming infrastructure in Bulgaria including: www.casinolifemagazine.com
Feature: Palms Royale Casino
"Sport in Bulgaria" Foundation, which funnels corporate resources directly into professional and youth sports infrastructure. Through the foundation and associated brands (like Telematic Interactive), community development efforts include: Major Sponsorships: Funding major national athletic institutions, including continuous sponsorship for the PFC Levski Sofia football club. Rhythmic Gymnastics: Direct financial support for the Bulgarian "Golden Girls" rhythmic gymnastics team, assisting with their benefit performances, international training, and sports equipment funding. Outside of sports, community involvement targets the creative arts and local entertainment sectors: Palms Music: An initiative that acts as a patron for talented Bulgarian musicians, composers, and performance artists. Event Sponsorship: Direct funding for independent Bulgarian cultural events, arts festivals, and creative projects aimed at retaining local creative talent within the country. On the industry side – as a foundational partner for the Bulgarian Association "Responsible Gaming". Volume 22: Issue 191
What updates / changes do you see for the Palms Royale casino in the coming years? Palms Royale Sofia Casino is rapidly executing an aggressive expansion strategy focused on transforming Sofia into the primary poker and luxury gambling capital of the Balkan region. Scaling the "Balkan Poker Capital" Infrastructure as the most significant trend for the casino and its Palms Royale Poker Room. Record-Breaking International Tournaments by hosting major regional tournaments featuring larger player caps and massive guaranteed prize pools. Hyper-Focus on High-End Entertainment and cementing the property as an all-in-one luxury destination. Lifestyle & Gastro-Tourism Partnerships. Global Luxury Positioning and targeting jet-setting casino travellers from Western Europe and the Middle East, offering curated, bespoke VIP travel packages. Casino Life Magazine would like to thank Milo Borissov, the Palms Royale Casino, and the Palms World Brands for their cooperation in this interview. We congratulate their successes, and wish them well in meeting and exceeding their goals over the coming years.
15
Feature: Grosvenor Victoria Casino
From Iconic To Unmissable: The New Vic
F
Inside The Vic’s £15 million transformation and Grosvenor’s ambitious vision for the future of land-based gaming. Interview with Venue Director Philippe Clement. By Edwin Ford
or six decades, Grosvenor Victoria Casino – affectionately known as The Vic – has been an integral part of London’s gaming landscape. Now, following the most significant single investment Grosvenor Casinos has ever made in one venue, the iconic Victoria casino has entered an exciting new chapter. The £15 million transformation has created a brighter, more contemporary destination while retaining the heritage, character and sense of community that have made The Vic so enduring. From its newly designed poker room and dedicated VIP area to its expanded gaming offering, progressive jackpots, restaurant and spectacular multi-level terrace, the new-look Vic is positioning itself firmly at the forefront of London’s casino and poker scene. In this exclusive interview, Casino 16
Life Magazine speaks to Grosvenor Victoria about the thinking behind the redevelopment, listening to its customers, the future of poker and land-based gaming, and its ambition to establish The Vic as one of Europe’s leading gaming destinations. The Victoria, or “The Vic” as it is affectionately known, has been one of the most recognisable names in British gaming for decades. What does this refurbishment mean for the venue and for Grosvenor Casinos more broadly? The Vic is celebrating 60 years as a central part of the gaming scene in London and really is iconic. The refurbishment has given our much-loved casino a new lease of life and reinvented the experience we offer our customers, both old and new. www.casinolifemagazine.com
Feature: Grosvenor Victoria Casino This represents a £15 million investment; the largest single investment Grosvenor Casinos has made in one venue. Why was The Vic the right place for such a significant investment, and why now? London has seen some significant investments in casinos in recent years, including The Hippodrome and Metropolitan Mayfair. Now was the right time to invest in Grosvenor’s flagship casino and give our customers the environment they both expect and deserve. What were the key objectives when you first began planning the refurbishment? Were you looking primarily to modernise the venue, attract a new generation of customers, enhance the experience for existing players, or achieve all three? Definitely all three, but it was certainly time to modernise. People love and remember The Vic from many years ago and it has a fond space in many gamers hearts, but whilst everyone loved it as was, the comments we have received since the refurbishment have been amazing; they can’t believe it’s the same space!
Philippe Clement, Venue Director, Grosvenor Victoria Casino
Visitors immediately notice that the casino floor feels lighter, brighter and more vibrant. What thinking went into the new design and atmosphere, and how important is the physical
restaurant and an iconic Poker Room, but the more recent addition of the multi-level outdoor terrace and bar – including gaming – has taken it to another level. It’s a great place for playing your favourite game all
The new rooftop bar and terrace are particularly striking additions. What role do you see these spaces playing in the overall proposition, and are you looking to position The Vic as more than simply a place to come and gamble? The Vic is the largest casino in the Grosvenor estate with action spread across 4 floors. There is something for everyone with 28 gaming tables, 67 electronic gaming terminals, 80 Slots, a fabulous
Poker has always been central to The Vic's identity. How did you approach the redesign of the poker offering, and what did you learn from your customers about what they wanted from the new room? Poker has always been at the heart of The Vic, so the challenge wasn't to reinvent it, but to elevate it. Throughout the planning and redesign process, we spent a lot of time listening to our players, from regular cash game customers to tournament players and firsttime visitors.
environment to the modern casino experience? Modern consumers expect a lot more from a casino the standards set in casinos around the world have increased substantially over recent years. This is true in every walk of life though, whether it’s casinos, shops or restaurants people want value for both time and money, so they expect the best of service in the best environment with an engaging atmosphere.
Volume 22: Issue 191
year round but really comes into its own in the warmer months. It caters for everyone; an inviting space to pop to when you want a break from the tables or warranting its own visit for a drink and a bite to eat with friends. Like the restaurant, it’s also a great space for hosting events and we’ve held many private hire and industry events there over the last year or two.
17
Feature: Grosvenor Victoria Casino
“
The Vic is celebrating 60 years as a central part of the gaming scene in London and really is iconic. The refurbishment has given our much-loved casino a new lease of life and reinvented the experience we offer our customers, both old and new." The feedback was remarkably consistent. Players
wanted a more comfortable environment, better visibility across the room, easier access to information, and facilities that reflected the stature of one of Europe's most recognised Poker venues. The redesign focused on enhancing the overall experience without losing the atmosphere and character that make The Vic special. Ultimately, our customers told us they wanted a poker room that felt premium, welcoming, and purpose-built for the modern game, and that's exactly what we've tried to deliver. The new poker room has 25 permanent tables, upgraded seating, enhanced lighting and digital information screens. Which of those improvements do you think will make the biggest difference to the player experience? All of the improvements work together, but if I had to highlight one area, it would probably be the overall comfort and environment. 18
Many of our customers spend several hours
at the tables. Better seating, improved lighting, and a room designed specifically around the player experience make a huge difference, whether they are here for an hour or longer periods of time. The digital information screens are also a major step forward. Players can find key tournament and cash game information quickly and easily, making the overall experience more seamless and allowing them to focus on what they came here for: enjoying the game. You have also introduced a dedicated VIP area for high-stakes cash games. What does the new space allow you to offer high rollers that wasn't possible before? The new VIP area gives us the flexibility to offer a more tailored experience for players who enjoy higher-stakes games. www.casinolifemagazine.com
Feature: Grosvenor Victoria Casino
“
The Vic is the largest casino in the Grosvenor estate with action spread across 4 floors. There is something for everyone with 28 gaming tables, 67 electronic gaming terminals, 80 Slots, a fabulous restaurant and an iconic Poker Room, but the more recent addition of the multi-level outdoor terrace and bar – including gaming – has taken it to another level." It provides a little more privacy, a more exclusive atmosphere, and a dedicated environment that matches the expectations of some of the most experienced and discerning players in the game. At the same time, it allows us to better manage activity across the rest of the poker room, ensuring we can cater effectively to all player types while still delivering a premium experience for those seeking higher stakes. How important is The Vic's ability to cater for everyone from casual recreational players through to serious cash-game players and high-stakes professionals? The Vic has always been a club for everyone, and it's incredibly important that we remain true to that. Volume 22: Issue 191
One of the unique strengths of The Vic is that a player can walk through the door for their very first live poker experience and sit in the same venue that regularly hosts some of the most respected players in the game. We thought carefully about that during the refurbishment process, and the feedback has been very positive. Recreational players feel welcomed and comfortable, while experienced players recognise that the room is designed to support high-quality poker at every level. It’s the same with every corner of the club, not just Poker. The new poker room includes a live-stream and final-table facility. How important has the growth of streamed poker and professionally produced content become to the modern poker experience? 19
Feature: Grosvenor Victoria Casino
“
Poker has always been at the heart of The Vic, so the challenge wasn't to reinvent it, but to elevate it. Throughout the planning and redesign process, we spent a lot of time listening to our players, from regular cash game customers to tournament players and first-time visitors."
Streamed poker has become a significant part of the modern game. It gives players the opportunity to be part of something bigger than just the table they're sitting at and helps showcase the excitement, skill, and personalities that make poker such a compelling game. From a venue perspective, live streaming allows us to share major moments with audiences around the world and helps create greater engagement with our events and tournaments. The dedicated final-table and streaming facility positions The Vic alongside some of the best poker venues globally, allowing us to create professional-quality content while enhancing the experience for players who reach those feature tables. 20
You appear to have moved very quickly to take advantage of the new 80-machine entitlement. How has the increased slot allocation been received by your customers, and of the 80 machines now installed, how many are jackpot products? Customers aways welcome more choice and the additional product has allowed us to offer them an even better selection and ensure we always have the best product available. 70 of our 80 machines are jackpot linked. Have the additional machines attracted incremental play and new customers, or has the principal effect been to redistribute existing machine play across a larger floor? www.casinolifemagazine.com
U AT SEE YO AS 2026 G E V S LA 1259 BOOTH #
NOVOMATIC AG · Global Sales +43 2252 606 220 · sales@novomatic.com · www.novomatic.com
Feature: Grosvenor Victoria Casino
I think all UK operators wanted to attract incremental play and attract a new audience, rather than redistribute play and this is exactly what has happened with business growing steadily. How important is the GUKPT to The Vic's identity,
and what does hosting major poker festivals bring to the venue beyond the immediate tournament revenue? The Vic is serious about Poker as its reputation suggests and it will always be a really important part our product mix. Hosting big festivals endorses this and not only creates an electric atmosphere but helps put us on the map throughout the world as a leading Poker venue. The GUKPT is therefore hugely important to The Vic and represents our long-term commitment to poker. The value of major festivals goes far beyond the direct tournament revenue. They create an incredible atmosphere throughout the venue, bring together players from across the UK and internationally, and showcase The Vic on a much broader stage. They also introduce new players to The Vic, many of whom return long after the festival has ended to enjoy all of our facilities. 22
The Vic was the first casino in London to have a progressive jackpot attached to every table. How has this been received by customers and what impact have the progressives had on table-game play? This has been really well received. Larger prizes are really appealing, and the jackpots can get very high. We want to create memorable moments for players and jackpots help us do this.
This was also the first venue in London for the first £300,000 Going for Gold wide-area jackpot win in 2025, from just a £1 electronic roulette side bet. How significant was that win for the casino and did it generate increased interest and play on Going for Gold and electronic roulette? To have the first winner was amazing for us and the atmosphere was electric in the club when it happened. Turning a £1 side bet into £300,000 is a great story and now it’s ours to tell! Going for Gold really elevates the Roulette experience for players and the win certainly created excitement around Roulette at the Vic. www.casinolifemagazine.com
Feature: Grosvenor Victoria Casino
“
The digital information screens are also a major step forward. Players can find key tournament and cash game information quickly and easily, making the overall experience more seamless and allowing them to focus on what they came here for: enjoying the game." The Vic has traditionally had a strong reputation among London's casino poker community. How important was it to preserve that heritage while creating something that feels completely new? Preserving The Vic's heritage was one of the most important consideration throughout the project, as it is so loved by so many. This venue has a rich history and means a great deal to generations of players. We knew that while the facilities needed to evolve, the character, atmosphere, and sense of community that people associate with The Vic had to remain intact. The aim was to respect our heritage while investing in the future. I believe we've achieved that balance. Players still recognise the spirit of The Vic, but they now enjoy it in an impressive, premium modern venue. Volume 22: Issue 191
London has a highly competitive casino and hospitality market. What do you believe will ultimately differentiate the new-look Vic from the other major casinos in the capital? Gaming is and always has been the heart of The Vic, but a first-time visitor will feel as at home here as an experienced Blackjack player. A lot of that is to do with the team, (all 376 of them!), they are the very best in the business and service will always be the number one differentiator for us. Nearly 20% of them have been at The Vic for over 20 years, and their commitment to the venue and the customers is unwavering and means that even with its scale, the club still has the feel of a community casino, and everyone feels like part of The Vic family. 23
Feature: Grosvenor Victoria Casino
“
The new VIP area gives us the flexibility to offer a more tailored experience for players who enjoy higherstakes games. It provides a little more privacy, a more exclusive atmosphere, and a dedicated environment that matches the expectations of some of the most experienced and discerning players in the game." But there are very few casinos in London that boast the premium look and feel and range of facilities that The Vic offers. Visiting is a voyage of discovery with everything you would expect and more. Are you seeing a change in what today's casino customer wants – with greater emphasis on experience, hospitality, social interaction and entertainment alongside gaming? At the end of day, we are and will always be a casino and gamers want a great product along with great service. There is no doubt though that consumers are becoming ever more demanding and are looking for a more elevated night out experience. Whilst we make sure that we have a range of facilities to suit everyone, we focus on Volume 22: Issue 191
making them a premium experience. Whether it’s our gaming products, the new restaurant, gaming terrace or our sports viewing areas with the very latest HD technology. Looking ahead, what would success look like for the new Victoria? Is it increased visitation, longer dwell time, poker growth, attracting a new customer demographic, or simply creating a venue that people want to return to? All of the above! At the end of the day, it’s about attracting more customers and capturing a larger share of the market. We have a clear strategy for delivering growth and the refurbishment set us on our way to delivering this. 25
Feature: Grosvenor Victoria Casino
With progressive jackpots now forming an important part of The Vic’s wider gaming offer, are the Roulette and Blackjack tables on the Terrace also linked to the progressive jackpot offering and if so, how have those products performed in an outdoor gaming
environment?” The electronic machines on the terrace offer Going for Gold and the Blackjack table is progressive, so there is lots of choice for customers and they enjoy playing them outside. Finally, if you had to describe the new Vic in one sentence to someone who hasn't walked through its doors since the refurbishment, what would you say they should expect to find? I think one sentence is impossible, so I would say prepare to be surprised! You won’t know which way to turn or what to do first as there is so much to discover as you make your way through the building. You’ll feel like you’ve just got home and will experience some of the very best service in London. And then just as you think you’ve seen it all, you’ll discover the terrace! 26
www.casinolifemagazine.com
THE FUTURE OF GAMING STARTS HERE G2E brings the global gaming community together in Las Vegas—the undisputed capital of the industry—to showcase innovation, foster meaningful connections, and explore the trends, pressures, and opportunities redefining the gaming landscape.
SEPTEMBER 28–OCTOBER 1, 2026 THE VENETIAN EXPO, LAS VEGAS
REGISTER TODAY AT G2E2026.COM/CASINOLIFE
18 - 20 JANUARY 2027 FIRA BARCELONA GRAN VIA
YOUR NEXT
MOVE STARTS HERE.
MAKE YOUR MOVE AT ICE 2027
WWW.ICEGAMING.COM | #ICE27
Feature: Build Or Buy?
Outsourcing or going it alone: What’s the right model? AI is making it easier and cheaper than ever to build impressive digital products. But for casino operators across Europe and Asia, the front end is the easy part. The real challenge is understanding what sits underneath it – and knowing what you should own and what you should leave to the specialists. By Shaun McCamley
F
or years, the casino industry's digital debate has centred on a relatively straightforward question: build or buy? Should an established casino or integrated resort develop its own online capability, employ the people and build the technology? Or should it partner with an experienced external provider capable of supplying the platform, content and infrastructure required to operate successfully online? Until relatively recently, the economics strongly favoured outsourcing for many operators. Building a sophisticated online platform was expensive, technically difficult and time-consuming. It required large development teams, considerable upfront investment and ongoing expenditure simply to keep pace with rapidly changing technology. Volume 22: Issue 191
Today, that calculation is changing. Artificial intelligence is fundamentally altering software development. AI-assisted coding, reusable components, low-code environments and increasingly sophisticated development tools mean digital products can be developed considerably faster and cheaper than was possible even a few years ago. Creating an attractive online gaming front end has never been easier. But that creates a danger, because the front end is the easy part. That's where I believe some operators risk making extremely expensive mistakes.
The Ferrari Problem
I increasingly see digital products that look outstanding: beautiful graphics, fast navigation, 29
Feature: Build Or Buy? slick game lobbies, excellent mobile presentation and personalised content. Everything management expects to see when somebody demonstrates a modern online gaming platform. It is the equivalent of rolling a Ferrari into the showroom. Everybody admires it. My first question after years of hands-on experience is different: It looks and feels great, but what's under the hood? Because an online gaming business isn't actually operated from the website or app the customer sees. It is operated from the back office, and that is where the real complexity begins. A customer sees games, promotions, balances, loyalty offers and an attractive user experience. The operator needs something entirely different: an easy-to-use set of tools covering player account management, CRM, segmentation, reporting, bonusing, promotions, loyalty, content management, fraud controls, payments, permissions, audit trails, responsible gaming, customer service, analytics and potentially hundreds of other functions customers will never see. Those systems also need to communicate reliably and securely with one another, increasingly in real time. Too often, enormous attention goes to designing the look of the car, while comparatively little thought goes into understanding the engine required to make it perform. It's no good building a Ferrari with a Fiat engine.
Ai Changes The Cost Of Building – Not The Need To Understand The Business
There is understandably enormous excitement surrounding AI. Used properly, AI can dramatically increase the productivity of a capable development team. It can generate code, build interfaces, identify bugs, assist with testing and significantly reduce the time required to move from an idea to a functioning product. That changes part of the traditional build-versusbuy calculation. But we need to distinguish between the ability to build software and the knowledge required to design and operate an online gaming business. An online casino back office is not simply a collection of screens. Behind those screens sits 30
interconnected operational logic governing everything from player accounts and payments to compliance, bonuses, reporting, permissions and reconciliation. No AI today can take an instruction like “build me the complete back office for a regulated online casino” and independently design, build, integrate, secure and operate a production-ready system. Experienced people still need to define the architecture, workflows, rules, controls and exceptions. Much of the intellectual property within a mature online gaming platform isn't necessarily the code itself. It resides in years of accumulated operational knowledge. Questions like these are crucial during development: Who needs access to what, and why? How should bonuses interact? What happens when payments fail? How do customer service, finance and compliance manage their respective responsibilities? And what does management need to see each morning to understand yesterday’s performance? These capabilities often come from thousands of real operational situations encountered and solved over many years. AI can accelerate their development. It cannot manufacture that experience.
First, Employ People Who Understand Online Gaming
This leads to what I consider the most important first step for any established casino operator contemplating a serious digital business: before selecting the technology, employ experienced
professionals who genuinely understand online gaming. That may sound obvious. In practice, it is often underestimated. A successful land-based casino executive understands casino operations. An experienced IT executive understands technology. A marketing executive understands customers and brands. None of those capabilities automatically means someone understands how to operate an online gaming business. Digital requires people who understand how product, acquisition, CRM, retention, payments, content, analytics and customer experience work together commercially. Most importantly, those people need to sit on the operator's side of the table. If you don't possess that expertise internally, how are you going to evaluate what a technology provider is proposing? How will you challenge the platform, identify what is missing and www.casinolifemagazine.com
Feature: Build Or Buy? determine whether its back office is genuinely fit for purpose? I have seen operators get this sequence completely backwards. They buy technology first, then try to build the organisation around it. I would reverse that: build the capability first. Then select the technology.
Outsource The Engine – Don't Reinvent It
Once that internal expertise exists, my position on the underlying technology is quite clear. For most casino and integrated resort operators, I would outsource the engine build. Formula 1 provides a useful analogy. Red Bull designs and builds the car, controls the strategy and owns the performance, but it doesn't need to manufacture every component itself. For years, it has relied on specialist partners for arguably the most complex component of all – the engine. The same principle applies to digital gaming. Own the business, the strategy and the customer experience. But when a specialist can provide a proven engine underneath it, why spend years and millions trying to reinvent one? I generally advise against building a full-scale online gaming platform from the ground up internally unless there are truly unique circumstances and a strong strategic rationale. AI hasn't changed my view on that. What it has
changed is how quickly and cheaply you can build the visible layers around that engine. Ironically, that can make an internal platform build appear more attractive than it really is. Specialist gaming technology companies have spent years – and in some cases decades – developing these capabilities. They have encountered problems that a new internal development team doesn't yet know exist, and their platforms incorporate lessons learned across multiple operators, markets and regulatory environments. Our industry also has plenty of examples of organisations committing enormous amounts of capital to proprietary platform projects, only to discover years later that they still don't have a genuinely competitive product. You can easily be $20+ million into a platform build and still not have something that can compete with established technology. Volume 22: Issue 191
And the real cost isn't simply the money already spent. It's the opportunity cost. While one operator has been building infrastructure, competitors have been acquiring customers, developing CRM strategies, testing promotions, analysing behaviour and learning from millions of real customer interactions. Why recreate all of that? But an equally important distinction remains: outsourcing the engine should never mean outsourcing the business. The operator should retain control over product, CRM, data, commercial management and digital marketing. Its people should be able to challenge suppliers, set priorities, and determine the product roadmap. Most importantly, somebody within the
operator needs clear P&L responsibility for digital. Those are strategic capabilities. The technology platform is an enabler. This is where fully managed outsourcing can go too far. If an external supplier provides the technology, makes product decisions, controls CRM, manages the customer, and controls the data strategy, the casino hasn't really built a digital business—it has rented one. That distinction becomes even more important for an integrated resort because the customer relationship is potentially much more valuable than online gaming revenue alone. An integrated resort possesses assets that pure online operators don't: hotels, restaurants, entertainment, retail, events, physical gaming, loyalty, brand recognition and a physical destination. Digital provides the opportunity to connect those assets and maintain the relationship with the customer between visits. 31
Feature: Build Or Buy? Loyalty can extend beyond the casino floor. Digital behaviour can improve segmentation, while entertainment, dining, hotel and gaming preferences can contribute to a more complete understanding of the individual. The opportunity is to build a customer ecosystem, not simply another gaming channel. An integrated resort's competitive advantage isn't its ability to build a wallet, a bonusing engine or a game aggregation system. Its competitive advantage is its ability to understand, engage and retain the customer. My preferred model is therefore straightforward: employ the expertise. Own the strategy. Own the customer. Own the data. Own the product decisions. Outsource the engine.
Europe: Experience And Choice
Europe's long-established regulated online gaming markets have created a mature ecosystem of technology providers, platform suppliers, game aggregators, payment companies, CRM specialists and, critically, experienced digital gaming executives. That gives casino operators considerable choice. They can acquire complete platforms or assemble individual components and specialist services to meet their specific requirements. It also gives them access to something arguably more important than technology: people who have actually operated online gaming businesses.
For a European casino group contemplating digital expansion, I would put considerable resources into recruiting that expertise internally and then ask those people to select and manage the best available technology. Europe's mature supplier ecosystem makes the argument for rebuilding established technology particularly difficult. Just because something can be built internally doesn't mean it should be.
Asia: The Engine Needs Flexibility
Asia presents a different challenge. One lesson from spending a significant part of my career in the region is that there is no single "Asian gaming market." The Philippines differs greatly from Vietnam. Japan is very different from India. Singapore is different again. Sri Lanka and other emerging gaming markets have their own regulatory and commercial dynamics. 32
An operating model that works in Manila may be entirely inappropriate elsewhere. In some Asian jurisdictions, regulated real-money online gaming is available in one form or another. In others, it is heavily restricted or prohibited. This makes selecting the underlying technology even more important. An operator needs an engine that can adapt to different markets, regulatory requirements, currencies, content, payment environments and customer propositions without rebuilding the business every time it enters another jurisdiction. The answer is not to take a European online casino model and simply replicate it across Asia. It is to have a flexible technology foundation combined with local operating knowledge. And in markets where real-money online gaming isn't available, digital should not simply be put on hold.
Digital Doesn't Have To Begin With Real-Money Gaming
One mistake our industry keeps making is treating "digital" and "online casino" as interchangeable terms. They aren't. For a land-based casino or integrated resort, digital can begin with customer engagement: social gaming, loyalty, gamification, missions, competitions, entertainment, personalised offers, digital rewards and community. The objective is not necessarily to reproduce the casino floor on a smaller screen. It is to extend the
relationship between the customer and the property. A customer might visit an integrated resort several times each year. Their mobile phone is with them virtually every day. Why should the relationship between that customer and the resort disappear the moment they leave the property? This is particularly relevant in Asian jurisdictions where real-money online casino gaming may not be available, but legitimate digital engagement opportunities remain. It allows operators to build essential digital capabilities – CRM, segmentation, personalisation, loyalty, content management, analytics and customer journeys – that remain valuable no matter how regulation evolves.
The Back Office Test
When evaluating an external platform, I would spend far less time looking at the lobby and considerably more time inside the administration system. www.casinolifemagazine.com
Feature: Build Or Buy? This is where you open the bonnet. Can the CRM team independently create sophisticated segmented campaigns? Can marketing configure promotions without submitting a development ticket? Can customer service immediately understand a player's complete history? Can management access meaningful information in real time? Can finance reconcile payments efficiently? Can compliance reconstruct important customer interactions? Can content be managed differently across markets? Can the platform integrate with the operator's existing loyalty ecosystem? Can it accommodate additional jurisdictions and scale as the business grows? How easily can another content provider, payment system, analytics tool or CRM solution be connected? And perhaps one of the most important questions: how much control does the operator have without calling the technology provider? A good back office should empower the people operating the business. If every promotion, configuration change or report requires a technology ticket, the operator may own the customer but still have very limited operational control. This is where experienced online professionals earn their value. They know where to look.
Where AI Really Fits
So where does AI belong in this model? Almost everywhere – but not as justification for
building your own core platform. Use it to accelerate development and integrations, personalise customer experiences, improve CRM and customer service, analyse behaviour and data, and support better internal decision-making. The more interesting opportunity is using AI on top of a proven engine while maintaining control of the customer-facing experience and the intelligence surrounding it. That lets an operator innovate without taking on the cost, time, and risk of rebuilding mature infrastructure from scratch.
So, Outsourcing Or Going It Alone?
Perhaps we are asking the wrong question. The choice isn't simply between outsourcing and going it alone. It is between knowing what business you are trying to build and simply buying technology because everyone tells you that you need it. Volume 22: Issue 191
Technology is becoming easier to build and easier to buy, and AI will accelerate that dramatically. What it won't make easier is knowing what customers want, understanding how an online gaming business actually works or turning technology into sustainable commercial performance. Stop obsessing about owning everything. A casino operator doesn't become more innovative because it owns millions of lines of code, and an integrated resort doesn't gain a competitive advantage because it has spent $20+ million building something a specialist could have supplied better three years earlier. Ownership is not innovation. Innovation comes from what you do with the technology and how effectively you connect the customer, the data, the property and the experience in ways your competitors haven't thought of yet. Don't build technology simply to prove you can build it, and don't outsource because outsourcing feels safer. Most importantly, don't allow an impressive front end to convince you that you have a digital strategy. Start with the people and the customer, then make the technology serve both. The next generation of gaming won't be led by the operators with the biggest technology budgets, the largest development teams or the most expensive platforms. It will be led by those prepared to accept an uncomfortable reality: being successful at running casinos does not automatically qualify you to run a digital business. The winners will be the operators prepared to unlearn what made them successful yesterday, because digital isn't another casino department. It's a different business – and if you continue to treat it like an extension of the gaming floor, somebody else will own your customer tomorrow. 33
Feature: DR Gaming Technology
DR Gaming Technology™ at G2E 2025
From Cashless to Connected
Casino Life Magazine Interview with Jurgen De Munck, Executive Chairman, DR Gaming Technology™. By Damien Connelly
A
s DR Gaming Technology™ (DRGT™) continues its international expansion, the company is taking an increasingly integrated approach to casino technology, bringing cashless gaming, player tracking, loyalty, promotions, jackpots and real-time analytics together within a single ecosystem. Ahead of G2E Las Vegas 2026, Casino Life Magazine caught up with Executive Chairman Jurgen De Munck to discuss DRGT’s “Player First” philosophy, the evolution of cashless and mobile gaming, the value of real-world testing across its own Infiniti Casinos, and how data, personalization and AI are shaping the next generation of casino operations. With DRGT™ now operating across five continents, De Munck offers a candid operator’s perspective on where the industry is heading, and what visitors can expect to see at Booth 4405 in Las Vegas. 34
Jurgen, DRGT™ has continued to grow significantly over the past year. As you prepare for G2E Las Vegas 2026, what is the central message you want visitors to take away from the DRGT™ stand? Damien, I think the message is actually quite straightforward: come and see what we have, but more importantly, come and see how it all works together. We have grown significantly because operators are looking for something more than a traditional casino management system. They want better information, better control of their operation and, increasingly, a much better understanding of their players. We’ll have our CMS, our reports, our cashless offerings, as well as our system-driven jackpots, and of course all of our player engagement, loyalty, and promotional tools, not to mention our recently updated player and www.casinolifemagazine.com
Feature: DR Gaming Technology management Apps; but I don’t want people looking at them as 10 different products. They are all part of the same ecosystem… one that we live test, and operate, at our own sister Infiniti Casinos in Belgium, France, and Mexico. DRGT™ is returning to Booth 4405 with a strong emphasis on its “Player First” philosophy. What does Player First mean in practical terms? It means exactly what it says. We’ve been driven by our Player First mantra from the outset, and I sometimes think people make these things more complicated than they need to be. If you are developing something for a casino player, ask yourself whether it makes their experience easier, quicker, and/ or more enjoyable. If it does, you’re probably going in the right direction. Take cashless for example: for the operator, there are obvious benefits, less cash handling, better security, lower costs, and better information. But if the player has to go through 15 steps to use it, you’ve missed the point. The player should simply be able to walk up, tap, and play, and then be able to move between machines, and ultimately cash-out in a similar simple fashion. The technology should almost disappear; and the same applies to loyalty, promotions, and jackpots. Don’t give somebody an offer because the system happens to have one available. Give them something that is relevant to them. That’s Player First.
Of particular mention is the latest NFC functionality, which obviously removes another bit of friction - you tap and play; that’s it. We have been working towards this sort of thing
One of the major areas of focus at G2E will be the latest drPlayerApp you mentioned. What does it now enable players to do, and how does “tap and play” change the experience? Well, it makes things considerably easier, literally ‘putting the player first’. It’s now fully operational with ‘tap-and-play’ at our Infiniti Casinos in Dinant and Oostende, and it’s working a treat. Players can access their funds, move those funds to an EGM, play and cash out, all whilst still being able to track their own play and their loyalty rewards, and then redeem them as and when they see fit for things within the property – food and drinks, discount vouchers, hotel stays, raffle tickets and so on. The important thing is that it is not just another casino app sitting on somebody’s phone, it is very much a single wallet, and communication tool, connecting the player to the casino.
To that point: cashless gaming has become increasingly important. Beyond removing cash, what additional benefits does DRGT’s cashless solution provide operators? The cashless transaction itself isn’t the most interesting part, the data is. If somebody puts €500 into a wallet and plays, you know something about that transaction. If you know who that person is, where they played, what they played, when they played, how frequently they visit, and what offers they respond to, you’ve got something much more useful, and you can do something very meaningful with that.
Volume 22: Issue 191
Jurgen De Munck, Executive Chairman, DR Gaming Technology™
for years, from coins to TITO, RFID cards, NFC cards, and now our mobile App. I said to you several years ago that physical cards and TITO would eventually become technologies of the past. I still believe that. The question is really how quickly the industry gets there.
35
Feature: DR Gaming Technology
drGate
Cashless therefore becomes much more than a payment mechanism. Yes, there are the obvious operational benefits mentioned: less cash, less counting, less handling, fewer opportunities for mistakes and fraud, and lower operating costs, but if I had to choose the biggest benefit, I’d choose the information. Because once you know your player, you can start treating them like a person rather than an anonymous transaction. You’ve spoken before about real-time player and
transactional data. How do operators turn all of that information into something commercially useful? Damien, data without context is just noise. I can give you 500 reports every morning, but if you don’t know what to do with them, I’ve actually made your job worse. The important thing is that the system tells you something useful and lets you act on it. If a player is on the floor now, you should know that. If they normally respond to a particular promotion, you should know that. If a machine is suddenly performing differently, you should know that too. Then you can do something about it. That’s where drAnalytics and drFloorManager become important. We are moving from simply reporting what happened yesterday towards understanding what is happening now and, increasingly, what might happen next. That’s where the commercial value is. 36
The DRGT™ ecosystem brings together player tracking, cashless, loyalty, rewards, promotions and jackpots. Why is that better than having separate systems? Because somebody otherwise has to join the dots, and that’s usually where the problems start. You have one system tracking players, another handling cashless, another doing promotions, another doing jackpots, and then somebody needs make all of these things talk to one another, why? If the player is already identified, and their transaction is already known, then that information should be available to the loyalty system, the promotions system and the jackpot system - it should all happen in real time, that’s the whole point of an ecosystem, and our drSMIB architecture is a big part of that. We don’t need to have everything permanently dependent on one central server connection. The intelligence and data are distributed across the network, which gives us redundancy, security and second to none uptime. We have been doing that for years. DRGT™ will also demonstrate its drManagementApp, drCARM and the latest version of drFloorManager. Which do you think will attract the most interest at G2E? I think different operators will have different favourites. The drPlayerApp will probably be the easiest one
for somebody to understand immediately because they can see themselves using it. That said, I think drFloorManager, with its latest upgrades, will also get a lot of attention from operators because it is very practical. drCARM is also interesting because cash redemption is still a very real part of casino operations. If you can automate that process and combine it with player information, you are taking pressure off staff while improving control. So, no, I won’t pick one. I suggest visitors to Vegas come to our booth and decide for themselves. drRewards now brings the configuration of system-driven drJackpots and drPromotions together in one place. What does that give operators? It gives them flexibility; we’ve seen the benefits in our own Infiniti Casinos. www.casinolifemagazine.com
Feature: DR Gaming Technology
Jurgen De Munck, Executive Chairman: DR Gaming Technology™ with Infiniti Casino's Julie De Munck, DRGT™ Africa's Duncan Pollock and DRGT™ Online's Joeri Lambert
The operator can look at what they want to achieve and then decide whether the best way of doing that is through a promotion, a reward, a jackpot, or a combination of the two. Perhaps you want to drive activity at a particular time of day. Perhaps you want to reward a particular group of players. Perhaps you want to offer specific players a jackpot opportunity based on specific behaviour patterns rather than simply because they ‘just’ happened to be sitting at the right machine. This technology allows you to do that, and bringing the configuration together makes it easier to manage. Again, it’s about removing unnecessary complexity.
Personalisation is becoming increasingly important. How far can DRGT™ go in tailoring rewards, promotions, and jackpots to individual behaviour? Pretty far, but again, I think we should be careful not to get carried away with the technology. Personalisation is only useful if the offer actually makes sense. If I know that you regularly visit on a Saturday, play a particular group of games and respond well to a certain type of reward, then why would I send you something completely irrelevant? The data lets the operator understand those patterns and respond to them, and that’s where the
Jackpots have always been one of DRGT’s strengths. What does the next generation look like? Our jackpot technology has always been a little different. The fact that our jackpots operate via the CMS and on top of existing games is a major advantage. You don’t necessarily need to buy a separate jackpot controller and specific ‘jackpot’ machines – it’s all system driven. With our drSMIB technology operators can configure and connect local, floor-wide, wide-area and mystery jackpots on individual machines, certain areas of their casino, the entire casino, or across their full estate. Because it is connected to the CMS, operators are able to ‘do things’ that are often not possible if the jackpot is sitting in a completely separate system. We’ve always said that our jackpot technology and its configuration options ‘know no bounds’. I still think that’s a fair description.
One of the most interesting aspects of DRGT’s development model is that your technology is deployed and tested in your own Infiniti Casinos. Why is that so important? Because casinos are not laboratories. You can sit in an office and develop something that looks fantastic on a screen. Then you put it in front of real players, or operators, on a busy Friday night and discover that it doesn’t work quite as well as you thought! We have the luxury, and I use that word deliberately, of having our own casinos.
Volume 22: Issue 191
combination of cashless, player tracking, analytics, loyalty, promotions, and jackpots becomes powerful. You can move from “here is today’s promotion” to “here is something that is actually relevant to you”. That’s a big difference.
37
Feature: DR Gaming Technology As a result, we can develop something, install it, use it, test it, break it, improve it, and test it again. That is enormously valuable, and it’s not just the technology team giving us feedback. We have general managers, gaming managers, cashiers, floor staff and, of course, the players using the products all giving us their input. If they don’t like something, we’ll hear about it.
Infiniti Casino Grasse
Can you give us an example of how that real-world testing has changed a DRGT™ product? Cashless is probably the best example because we’ve been developing it for so long. We’ve gone through several generations of it: from TITO to RFID cards, and now mobile NFC. Every generation has taught us something about what players actually want and what operators actually need. The latest drPlayerApp and it’s NFC functionality is the result of that process. Being able to put it into our casinos, watch people use it, see where they hesitate, see what staff have problems with and then change it has been extremely beneficial. That is the difference between developing something and deploying something. We’re fortunate enough to be able to do both. Your own casino operations provide an
Infiniti Casino Dinant 38
unusual testing environment. How does being both supplier and operator influence how you think about other operators’ needs? It keeps us honest. That’s probably the simplest answer. If you only supply systems, you can sometimes convince yourself that the problem is the customer’s. When you own the casino, you don’t have that luxury. If the system goes down, it is our problem. If the staff don’t understand something, it is our problem. If a player doesn’t like it, it is our problem. And if the technology costs more to operate than it saves, that’s our problem too. So, when we develop something, we are looking at it from both sides. We are asking, “Is this good technology?” but also asking, “Would I actually want this running in my casino?”. That second question is very important. www.casinolifemagazine.com
Feature: DR Gaming Technology You’ve operated Dinant and Oostende in Belgium for some time. What has the Belgian market taught you? Belgium is home, so obviously we know the market very well, but our two casinos are also quite different environments. That said, the main lesson is that reliability comes first; and that’s not just a Belgian lesson. You can have a beautiful interface and 100 clever features, but if the system isn’t reliable when the casino is busy, nobody cares, that is why we’ve always put so much emphasis on uptime, redundancy, and security. You also have operations in Mexico. What differences do you see between Mexican and European players? There are differences, of course, but players are players. They want convenience. They want to be recognised. They want rewards that mean something. What they don’t want is to stand in a queue to do something that could have been done on their phone. Mexico has been particularly useful for us because we have been able to test mobile and direct-bank funding in Polanco, Acapulco, and Tlalnepantla; Mexican regulations allow that, and it’s proven that if you give people something genuinely useful, they adopt it. But you can’t assume that something designed for Belgium will work in exactly the same way in
done ‘til then. Suffice to say, thanks to that strategic decision, our technology has garnered interest in France outside our own Infiniti properties, and we recently secured our first external French CMS installation with Groupe Cogit at Casino de Cayenne. Cogit actually visited Grasse, experienced our
You have also added France to the Infiniti operation. What attracted you to the French market? France is a very interesting market for us. With Dinant being so close to the French border, and part of ‘the French part’ of Belgium, we had a very good idea of what the opportunity presented and how to leverage that knowledge. Infiniti Casino Grasse was our first foray into the country, with our recent opening in Berck-sur-Mer our second. They both provided us the opportunity to install our CMS in France, something we hadn’t
With casinos in Belgium, Mexico and France, does operating across those different markets give DRGT™ a competitive advantage? I think so, every market teaches you something. The regulations are different. The players are different. The way the casinos operate is different. So you are constantly having to adapt, and that is good for a technology company. It forces you to make the system flexible rather than building something that only works perfectly in one particular environment. We’ve now got a very broad international footprint, but the important thing is that we aren’t simply selling into these markets. We’re operating in many of them. That makes a difference.
Mexico. The platform must be flexible. That’s one of the reasons we’ve always built DRGT™ to be modular and protocol-agnostic. 3rd party integrations can add significant value for players and operators alike, and to succeed as a CMS provider you need to be able to accommodate that
Volume 22: Issue 191
drPlayerKiosk
system working in a live French casino first-hand, and decided to work with us. It’s much easier to tell somebody that your system works when you can say, “Fine, don’t take my word for it. Come and look at it.”
39
Feature: DR Gaming Technology
drJackpots
DR Gaming Technology™ at G2E 2025
Looking beyond G2E 2026, where do you see the biggest opportunities over the next two or three years? All of the things you’ve mentioned, Damien: cashless, mobile, AI, personalisation, jackpots. But I don’t think any one of them is the answer. The interesting part is when they start working together. When they do, you’ve got real-time player data coming from cashless and player tracking. You’ve got analytics interpreting that information. You’ve got AI helping operators identify patterns. And then, you have the ability to respond with a promotion, a reward, bonusing, or a jackpot. We’ve always been early adopters of technology, but we’ve also tried to be practical about it. We don’t develop something because it is fashionable. We develop it because we think it solves a problem. 40
If an operator came to you at G2E and said, “Jurgen, what can DRGT™ do for my casino that will make a measurable difference?”, what would you say? I’d probably say, “When can I visit your casino?”, reason being it depends on what the problem is. If you have too much cash handling, we can help. If you don’t understand your players, we can help. If your loyalty programme isn’t producing enough, we can help. If your staff don’t have enough information about what’s happening on the floor, we can help. And if you’ve got eight or ten systems that are all supposed to talk to each other, we can probably have an interesting conversation! To be honest, I’m not interested in selling an operator another piece of technology just because we have it. Most operators already have enough technology. What they need is technology that works, gives them useful information, makes their operation more efficient, and makes the player’s experience better. If we can do that, then we’ve got something worth talking about. Finally, Jurgen, after many years in gaming, what personally excites you most about the next chapter for DRGT™? You know, Damien, I think it is the fact that we’re still learning. Michiel (van Dam, CTO) and I started this company in 2003. We were literally working out of the basement
of a casino in Belgium, as you know. Twenty-three years later, we’re operating across five continents, we’ve got DRGT™ and Infiniti, and there is still plenty that we haven’t done. That’s the exciting part. The technology is changing quickly, but so are the casinos. And now that we’re both a technology company and an operator, we have a very interesting position. We can see something happening in one of our casinos, develop a solution for it, test it, improve it, and then offer it to the wider market. That’s a pretty good development cycle. So, what should people watch for after G2E? More integration, certainly. More cashless. More mobile. Better use of data. More personalisation. And probably a few things that I’m not going to tell you about yet! You know me well enough to know that I’m not going to give Michiel and the development team any headaches by announcing everything before Vegas. Come to Booth 4405. We’ll show you. www.casinolifemagazine.com
Feature: Legislation
Russia’s Casinos Navigate Pressure and Growth Rising attendance, falling profits and mounting costs are reshaping Russia’s gambling industry as operators pursue new growth. By Eugene Gerden
T
he Russian gambling sector continues to develop actively this year, despite sanctions and an increasingly difficult business environment in the country. Demand for gambling among local people, however, remains generally strong. In fact, gambling has long been associated with significant profits for Russian casino operators and the state. This is reflected in official statistics from the industry’s Association, which show that annual profit growth for Russian casinos between 2012 and 2022 was in the range of 15%–20%, and sometimes even higher. However, the situation changed in 2022 with the beginning of the Russian-Ukrainian war and its associated negative consequences for the Russian Volume 22: Issue 191
economy and local population. The beginning of the war and the introduction of Western sanctions resulted in a decline in revenue for local casino operators, the first such decline since the collapse of the USSR in 1991.
Russia’s Gambling Zones
At present, casino activities in Russia are legal only within designated territories known as gambling zones. These measures were introduced by the state in response to the widespread growth of gambling, multi-billion-ruble casino turnover and the growing number of gamblers in Russia during the early 2000s. There are currently four operating gambling zones in Russia: **Krasnaya Polyana, Sibirskaya Moneta, Primorye and Yantarnaya.** 41
Feature: Legislation
Despite the fact that the number of visitors to Russia’s gambling zones grew by 10% in 2024 compared with 2023, exceeding 2.1 million people, the industry faced a significant decline in revenue. Last year, at least two gambling zones in the country, particularly those located in Sochi and the Kaliningrad region, reported a decline in profits of almost half, with other gambling operators also reporting declines. At present, only casinos in Primorye in the Russian Far East are seeing positive results. This is where the number of Chinese tourists has increased significantly since the introduction of a visa-free regime. In total, Russian casino operators saw their profits decline by almost 1 billion rubles in 2025. While tourist traffic to the gambling zones has not decreased, casino expenses have increased. This correlates with the ongoing shift among Russians towards a savings model, with more local people reducing their spending on games and entertainment. According to official data from operators and the industry’s Association AIRIS, total profits for casino operators in Russia fell by almost 1 billion rubles in 2025, from 5.54 billion to 4.59 billion rubles year-onyear. The most significant drop in revenue was recorded by **Uni Gaming Company**, a leading local operator developing the Yantarnaya gambling zone, particularly the Sobranie casino in the Kaliningrad region. Its profits fell from 537.33 million to 224.78 million rubles. The company was not available for comment. Meanwhile, another leading local player, **Domain**, which operates the largest gambling zone in Krasnaya Polyana – comprising two casinos, Sochi and Boomerang, as well as the Bonus Slots slot machine hall – also ended last year with a significant decline in profit, equivalent to 576.14 million rubles. 42
“The decrease in net profit is primarily due to external factors,” a company spokesman said. “Inflationary pressure has significantly increased costs across the board, and due to tax changes in 2025, more and more suppliers and contractors are working with VAT, which is non-refundable for gambling operators,” he added. At the same time, the company implemented an investment programme last year, updating its gaming equipment and launching a new hall, which increased operating costs. Implementation of the programme is continuing this year. The decline in revenue was also observed among other Russian operators. For example, **Koleso LLC**, the operator of Shambala Casino in the Kaliningrad Region, reported a 26% decline in profits. **Altai Palace**, which manages the Sibirskaya Moneta gambling zone near Gorno-Altaysk, posted a 5% decline.
Falling Consumer Spending
Most local analysts attribute the noticeable decline in casino profits to several factors. According to Sergey Romashkin, Vice President of the Association of Tour Operators of Russia (ATOR), gambling zones have increasingly promoted themselves through concerts and other events in recent years. He also noted that, due to an increase in the number of non-gamblers, the number and amount of bets are declining.
He added that casino operators’ expenses are rising, including those associated with attracting new visitors. “For example, regular advertising on the Russian major web service Yandex has become very expensive: a tourist is now 30–40% more expensive for us than a year or two ago,” he said. The second negative factor is the overall decline in consumption among Russians, caused by the current economic crisis in the country, which is also evident in tourism sales. Sergey Romashkin continued: “This also applies to travel packages; we’re seeing a decline in demand for Sochi. A similar situation is also observed in Kaliningrad. People have become more prudent and cautious in their spending, and, of course, gambling isn’t part of their plans at present. This is the kind of spending that declines during times of crisis.” www.casinolifemagazine.com
Feature: Legislation Meanwhile, a similar position is shared by Dmitry Anfinogenov, Executive Director of the Russian Association of Gambling Zones (AIRIS). As he explained in an interview, the number of casino visitors has not decreased, but they are now spending less on gambling. According to him, the decline in consumption in large cities has also affected gambling zones.
Primorye Bucks the Trend
The Primorsky Krai gambling cluster is the only gambling zone in the country to have posted profit growth in 2025. **G1 Entertainment**, which operates the local flagship **Tigre de Cristal** casino in Vladivostok, earned 2.18 billion rubles in net profit, compared with 2.14 billion rubles in 2024. Last summer, British executive Gavin Cartwright took over the company as COO. After Russia introduced visa-free entry for Chinese citizens last September, the share of Chinese players at Primorsky Krai casinos increased. They currently account for 18% and could reach 25% by the end of the summer season. This increase has also been driven by the launch of new flights between Vladivostok and Chinese cities over the past year. According to Transport Minister Andrei Nikitin, following the introduction of visa-free travel, passenger traffic between Russia and China increased by 46%.
According to analysts, despite the ongoing decline in industry revenue, the growth in casino attendance in Russia will probably continue during 2026–2027. This will primarily be driven by the existing difficulties many Russians face when travelling abroad. In addition, as the country’s military and industrial production continues to expand, this is leading to growth among local citizens working directly or indirectly in the military sector who are beneficiaries of the war. At present, tourist traffic to gambling zones is growing. Last year, 1.75 million people visited them, compared with 1.68 million the previous year. This summer, from June 1 to August 31, Russian casinos expect to welcome more than 570,000 guests, according to Dmitry Anfinogenov. According to him, in Q1 2026, 602,772 people visited the gambling zones, compared with 571,503 during the same period last year. Volume 22: Issue 191
Anfinogenov said gambling currently accounts for approximately 10% of the total tourist flow in a particular Russian region where a gambling zone is located. He added that attendance is growing due to event tourism, which gambling zones are actively developing and promoting through concerts, festivals and sporting events, as well as through the opening of new hotels, restaurants and concert venues. At the same time, another reason for the growth in casino attendance is the improvement in the level, quality and range of services provided by Russia’s gambling zones.
Beyond Gambling
According to experts from the Russian Association of Gambling Zones (AIRIS), amid the ongoing development of infrastructure within domestic gambling zones, the share of non-gambling income is also growing. According to AIRIS data, its share of overall revenue is increasing by approximately 5% annually. Currently, the gaming zones of Las Vegas and Macau are considered benchmarks for many Russian casino operators, who seek to incorporate their concepts and experience into their own operations. In 2026, all existing gambling zones plan to continue developing their infrastructure, both gambling and nongambling. In terms of non-gambling activities, the volume of investment has increased significantly in recent years. Examples include the launch of the Altai Palace Medical SPA medical centre and a padel tennis court by the Sibirskaya Moneta gambling zone. Last year, Sobranie Casino – one of the largest casinos within the Yantarnaya gambling zone in the Kaliningrad region – launched its own poker club. 43
Feature: Legislation
Meanwhile, Tigre de Cristal, a casino in the Far Eastern gambling zone in Vladivostok, is planning significant investment in the development of its hotel and leisure infrastructure. Finally, according to Maksim Smolentsev, CEO of Shambala, this year the company is planning the active development of hotel and hospitality infrastructure within the Kaliningrad and Primorye regions.
implementation should contribute to the growth of tourist flows to the regions where gambling zones are located, particularly during the autumn and winter seasons. This will also be supported by recently adopted amendments to the existing federal law on tourism, **“On the Fundamentals of Tourism Activity in the Russian Federation,”** by the Russian Parliament (State Duma).
Integrating Gambling With Tourism
Tax Pressure
One of the key priorities for the Russian gambling sector today is to accelerate its integration with the country’s tourism industry. According to Dmitry Anfinogenov, the industry is continuing to pursue this strategy. As he explained, the growth of non-gaming revenues, new event formats and the diversification of services demonstrate that the industry is not limited to gambling. According to him, this attracts additional players and tourists to the Russian regions where gambling zones are located. Meanwhile, operators are also seeking to further popularise gambling activities in Russia. Some steps in this direction have already been taken. For example, last year AIRIS, together with private investors, launched the first tourism project, **“Casino Week of Russia.”** The project is aimed at supporting off-season demand for gambling in the country. Its successful 44
As for taxation, tax pressure on the industry has increased in recent years. At present, gambling zones in Russia pay a number of taxes. In addition to standard personal income tax, VAT, property tax and profit tax, there is also a specialised tax on the gambling business. This is charged for each installed gaming table and machine and varies depending on the region, ranging from **50,000 to 250,000 rubles per table** and **3,000 to 15,000 rubles per machine**. Despite the pressure on revenues and increased operating costs, Russia’s gambling zones continue to invest in gaming, hospitality, tourism and entertainment infrastructure. The sector’s development therefore appears increasingly linked not only to casino gaming itself, but also to its ability to attract tourists, develop wider entertainment offerings and integrate gambling destinations into the broader tourism economy. www.casinolifemagazine.com
Feature: Al O'Grady
Do Dealers Gamble?
I
Behind the tables, dealers reveal whether they embrace gambling, avoid it completely, or simply play when the mood strikes. By Al O’Grady
have been asked several times that if I know basic strategy inside and out, why don’t I play Blackjack instead of dealing it and potentially make more money? Great question. That question can be taken to the next level about dealers in general. Why don’t all dealers do this? You must understand the psyche of a dealer. Do dealers gamble? From my experience, I will give you the political, wishy-washy answer. Yes and no. I would say that it is a 45-45-10 split. Forty-five percent of dealers are not only gamblers but can also be heavy gamblers. Forty-five percent completely abstain from any sort of gambling activity, and the remaining 10 percent may do it occasionally. Let’s look at the dealers that do gamble. These guys like the excitement; they like the action, and the allure of making easy money. They are usually smart gamblers, but there are always exceptions to the rule. They are analytical and spot opportunities where there Volume 22: Issue 191
is an advantage to the bettor. They work in a casino sometimes to finance their gambling habit, but also because it is in their blood. They would bet on almost anything where they thought they would have an edge. Blackjack is not usually their first game of choice. The heavy betters usually flock to the Baccarat table. It has a slightly higher edge for the player compared to Blackjack and the action can get pretty hot. Other games they play include Texas Hold em poker, roulette, and plenty of sports betting. It is not uncommon to see these players on their phones during their break making wagers on hockey and basketball games, but football is definitely the sport of choice. The male dealers are not usually slot players, but female dealers that gamble definitely hit the slots. They do not usually play live Texas Hold em nor Baccarat. I think there is an intimidation factor at play. They will play Blackjack and dabble with roulette. 45
Feature: Al O'Grady Then there is the 45 percent that do not gamble at all. It does not interest them. They go to the casino because it is a job and nothing more than that. They have the knowledge, math ability to perform payout calculations and hand dexterity to maneuver chips, but the thought of using their own personal money to place a wager or any sort will not happen. There can be a variety of reasons for this. First, they know the house has an edge on every game, and they will not fall prey to this. Second, they may have seen too many players lose too much money and they know they do not have a bankroll to fund a losing proposition. But I think the main reason is that these dealers are ultra conservative and only partake in sure things in all facets of their lives. It seems counter intuitive that a conservative individual would work in a casino, but they have the skill set and they need a job. The remaining ten percent of the dealers fall in between the two other groups. Gambling is ok, but it is not their passion. They have other interests they would prefer to spend their money on. Gambling is a form of entertainment, and they would rather do other things like going to movies, concerts, or taking a trip. The idea of going to a casino after working there for 40 hours a week, does not appeal to them. If they do go, they would definitely go with a group and would probably play the slots. If they do play Blackjack, they will be at the lowest limit and will have a minimal buy in. Now that I have profiled my colleagues, what about me personally? Do I gamble? Absolutely. I definitely have a gambling streak in me. Confession time, it is my only vice in life. I do not smoke; I do not do drugs of any kind. I am an occasional drinker, usually a glass of wine with a fine meal, but I am a risk taker. I will qualify that statement however; I will take calculated risks when the odds are in my favour. Thirty years ago, I was a Blackjack player. I studied the charts, examined betting strategies, and, yes, I learned how to count cards. However, I transitioned my energy into poker. There were far too many occasions playing Blackjack where I would buy in 20x the minimum wager which is standard; I would follow the charts flawlessly and still get wiped out in 20 minutes. You can do everything right and still lose. It just happened too many times to me. Einstein’s definition of insanity is doing the same 46
Al O'Grady
thing repeatedly and expecting a different result. Mr. Einstein was a pretty smart guy, so I took his advice to heart and focussed my energy on poker. I was also into sports betting. My game of choice was football. A football game is always more entertaining when you have a few bucks on the line. The trouble I found with betting on football is that you
let subjectivity get in the way of your objectivity. That is a fatal flaw for a gambler of any game. You must bet with your head and not your heart. I will still play Blackjack, but usually when I am with friends or waiting for a poker seat to become available. I do like to watch other dealers. How they perform; what they do right; what they do wrong, and I might even learn something from them. You might be asking if there is a conflict of interest with a dealer betting in a casino. It depends where you live and the rules laid out by the government regulator. In my case, I cannot play at casinos owned by my employer. I am restricted to casinos owned by others. It may be different where you live. At the end of the day, dealers are people too and we like the thrill of gaming just like you and one thing is for sure with dealers gambling, we will most definitely tip the dealer, and we hope you do too. Good luck at the tables. www.casinolifemagazine.com
Feature: 1xBet
Your Chance For Ultimate Glory
T
Grand 1XREIGN: Conor McGregor, Rome, premium prizes and 16,000 USDT – registration is open! he 1xBet affiliate program officially kicks off registration for the year’s biggest competition - Grand 1XREIGN!
Four rounds. Two rings. Six finalists, who will face off in Rome on the Sigma Europe 2026 stage – with the legendary Conor McGregor taking part in person! This is more than just a draw. It’s a symbolic battle for recognition, premium prizes, and a place in our affiliate program’s history. And yes - every partner can join, with no restrictions. All you need is to choose your category and fight to be the best.
Two rings. Unique prizes. One goal - Rome!
Grand 1XREIGN starts on October 1 - time to choose your “weight class”: • PRO – for partners who have been in the program for 12+ months. Entry requirement: 200 FTDs in September. Prizes include a Fujifilm camera, a Louis Vuitton bag, and the grand prize in the final – a Rolex watch. Volume 22: Issue 191
• RISING - for those who have been with us for less than 12 months. Entry requirement: 50 FTDs in September. Same rules, same rounds, but a different prize pool: a Prada backpack, Apple Vision Pro, and the grand prize for this category’s final – a Breitling watch
The competition runs separately for the PRO and RISING categories. Participants face rivals only at their own level, giving everyone an equal playing field and a real chance to win.
X-chances decide everything
The mechanic is simple: 10 FTD = 1 X-chance. Each new FTD grows your X-Chance balance. Points accumulate over all four weeks and remain valid across every round – higher totals give you better odds in mid-campaign draws and a dominant spot in the final. 47
Feature: 1xBet Interim rounds: 16,000 USDT prize pool A cash prize up for grabs every week! A random draw is held among all participants who hit the minimum FTD threshold for the round. The more X-Chances you have, the higher your winning odds. Round 1 - October 8 PRO: 50 FTDs min – 1,500 USDT prize RISING: 10 FTDs min – 1,000 USDT prize Round 2 - October 15 PRO: 100 FTDs min – 2,000 USDT prize RISING: 20 FTDs min – 1,500 USDT prize Round 3 - October 22 PRO: 150 FTDs min – 2,500 USDT prize RISING: 30 FTDs min – 2,000 USDT prize Round 4 - October 29 PRO: 200 FTDs min – 3,000 USDT prize RISING: 40 FTDs min – 2,500 USDT prize Winning a round won't disqualify you from the final. The number of X-chances keeps growing and counts toward your overall ranking.
Grand final in Rome with Conor McGregor!
On November 3 (date to be confirmed), six finalists will face off on stage – the top 3 from the PRO ring and the top 3 from the RISING ring. Six head-to-head “battles,” from third place to first, will determine the champions in the atmosphere of a true premium tournament. Attendance at the Rome final is mandatory, either in person or through a representative. Otherwise, the spot will go to the next participant on the leaderboard. Conor McGregor will join the event as a special guest. The evening’s headliner, a combat sports icon and someone who knows exactly what it means to step into the Octagon and claim victory. His presence says it all: Grand 1XREIGN is a premium-level event!
How to join
Registration opens on September 24, 2026, and closes on September 28, 2026, at 23:59 (GMT+2). Pick your category, sign up first, and start collecting X-Chances from day one! The earlier you start, the better your odds of landing in Rome.
Product images are shown for illustrative purposes only. The organizer reserves the right to substitute any final prize with a similar model from the same brand.
7,435 4,330
48
MEMBERS
MEMBERS
Join people that count. Join the Casino Life Group
The magazine for operators of International casinos and gaming equipment manufacturers www.casinolifemagazine.com
Feature: Raymond Chan
Balancing Cognitive Growth and Future Digital Competence
N
Schools must balance protecting young minds from AI overreliance with preparing students for an AI-powered future. By Raymond Chan
ew York City’s upcoming ban on student AI use for public school students through eighth grade has ignited a vital global conversation around youth AI education and responsible tech governance, responding to genuine concerns raised by educators and caregivers. Unregulated AI exposure in classrooms can lead to “cognitive surrender” – the habit of outsourcing independent reasoning and critical analysis to automated tools, which may hinder children’s foundational cognitive growth. Frequent AI usage also brings underrecognized environmental costs from intensive token computation. While this precautionary policy serves valid protective purposes for young developing minds, a full-scale prohibition remains a limited, short-term approach. As today’s students will grow up in an entirely AI-integrated society, education must pursue a thoughtful middle ground: preserving healthy cognitive development while nurturing the AI Volume 22: Issue 191
literacy required for future competitiveness. The policy’s underlying concerns are well-founded: unsupervised, untaught AI reliance can erode the deliberate thinking practice that shapes K-12 learning. When students routinely delegate memorization, reasoning and problem-solving to AI tools without reflection, they miss opportunities to build the mental frameworks essential for lifelong learning. Even so, exclusive restriction overlooks the inevitable role of artificial intelligence in future work and society. Rather than shielding students from AI entirely, schools should follow the progressive model of coding education popularized over the past decade. Instead of banning tool usage outright, educators can teach students AI’s foundational theories, operational logic and technical principles. This transforms young users from passive consumers into thoughtful, intentional operators who understand how to leverage AI without surrendering their critical thinking abilities. 49
Feature: Raymond Chan
This educational balancing act mirrors ongoing AI governance debates across workplaces and academia, all of which favor differentiated, contextaware rules over universal restriction. In professional settings, AI is widely embraced as a powerful tool that boosts organizational efficiency and competitive edge. Workplace AI governance rarely focuses on limitation; instead, it centers on refined management: optimizing token consumption, reducing computational waste, and improving the cost-effectiveness of AI-assisted work. This forward-looking framework is equally applicable to K-12 education. Students should learn to treat AI as a supportive auxiliary resource, not a replacement for their own intellectual effort, building healthy usage habits from an early age. In academia, AI has emerged as an invaluable
driver of efficient knowledge transfer and scientific progress. Global research continuously generates groundbreaking data, ranging from new pharmaceutical formulas to innovative material structures. These emerging findings constitute a vast untapped resource for high-quality AI model training. However, unresolved intellectual property ambiguities and data ownership concerns have locked away this academic potential, creating a disconnect between cutting-edge research and AI innovation. Solving these IP and data governance challenges will define the next wave of technological and academic advancement, unlocking collaborative progress across science and artificial intelligence industries. Across classrooms, workplaces and academia, effective AI governance relies on balanced guidance rather than rigid restriction. For young students, protective policies like New York’s ban address immediate developmental risks, yet long-term 50
educational success demands more than limitation. Schools need structured AI literacy curricula that clarify cognitive boundaries to prevent over-reliance, while cultivating responsible, skillful AI application. This approach safeguards children’s mental and cognitive growth while keeping pace with technological evolution. For industries and academia, standardized systems for AI token management, data authorization and IP protection will maximize AI’s innovative and productive value. AI is neither inherently harmful nor universally flawless; it is a transformative technology that requires guided, thoughtful integration into human learning and work. The ideal educational model combines prudent safeguards for young cognition with forward-looking literacy training. By complementing protective policies with systematic AI education and standardized governance, we can nurture a generation of critical thinkers who retain independent reasoning skills while confidently and competitively navigating the AI-powered future.
ABOUT RAYMOND CHAN Raymond is a software engineer by profession, currently on a mission with global universities to advance deep tech innovation and knowledge transfer. Prior to joining academia, he co-founded two prosperous startups in USA and China respectively and served as director and CEO to lead their electronic gaming businesses from 2007 to 2018. Earlier in his career, Raymond was the founding member of the business intelligence team at E*TRADE from Morgan Stanley and played a pivotal role in designing the customer intelligence system for TiVo and a Berkshire Hathaway company in Silicon Valley. www.casinolifemagazine.com
Meet Global Gaming Leaders Get Into Casino Life & Sports Betting Operator TV
Gain exclusive insights from Presidents, CEOs, Owners, and Senior Management at the world’s leading resort casino and sportsbook operators.
Discover our
Player App Available for Android
and iOS
drJackpots • drAccounting • drCashless • drTicket • drPlayerTracking • drWideArea • drReports drBonusing • drScreen • drManagementApp • drTable • drTournament • drAnalytics • drPlayerApp