iGaming Capital 2025

2025

40

‘MY PRIMARY OBJECTIVE IS CONTINUITY’

In his first interview since being appointed CEO of the Malta Gaming Authority, Charles Mizzi lays out his strategy under his new leadership.

62

DRIVING EQUITABLE FINANCIAL INCLUSION

Head of Marketing Jeffrey Romano shares how FinXP has remained loyal to its raison d’etre of broadening financial access to stakeholders across regulated sectors.

32

CYBER DEFENCE: PROTECTING THE CORE OF MALTA’S iGAMING ECOSYSTEM

The growing threat of cybersecurity in the iGaming sector is explored in depth, taking into account how AI is creating ever-sophisticated attacks.

58

FOSTERING R.E.S.P.E.C.T FOR THE iGAMING SECTOR IN MALTA

GamingMalta CEO Ivan Filletti discusses the organisation’s recently launched initiative, R.E.S.P.E.C.T, and its goals for the year ahead.

O N

46

A SPOTLIGHT ON iGAMING SALARIES IN MALTA

Once regarded as one of the most lucrative career paths on the island, this article delves into current salary trends in the iGaming sector within the context of Malta’s increasingly specialised economy.

66

BALANCING GROWTH AND PROTECTION: THE EVOLVING LANDSCAPE OF RESPONSIBLE GAMBLING IN MALTA

General Manager of Malta’s Responsible Gaming Foundation, Kevin O’Neill, offers a deep dive into how Malta fares in championing best practices.

100 CALENDAR A rundown of the major iGaming conferences, summits and networking events you won’t want to miss out on in 2024 and 2025.

80

CODING THE FUTURE: AI’S IMPACT ON MALTA’S iGAMING ECOSYSTEM

Key stakeholders explore the ways in which the Maltabased iGaming industry is ensuring the country remains at the forefront of this AI-driven revolution.

72

CULTIVATING A DYNAMIC WORK ENVIRONMENT

LeoVegas Group’s Malta Office Manager Lisa Farrugia discusses how the firm is poised for a vigorous period of growth, boosted by its thriving office culture.

106

THE BANKING DILEMMA

Stakeholders in the banking and payments sector share their perspectives on the challenges and opportunities of servicing the iGaming industry.

102

MANAGING UP, IN A NUTSHELL

In this regular column, Executive Coach Marion Gamel explores how midmanagement execs often struggle to manage up.

92

ELEVATING THE GAME: A NEW CHAPTER AT THE QUAD

In a move that reflects its forward-thinking position in the iGaming industry, Soft2Bet unveils its new office space at the Quad Central business centre.

112

GAMING WITH PURPOSE: THE VIRTUAL ROAD AHEAD FOR MALTA’S ESPORTS INDUSTRY

This feature assesses how Malta’s efforts have fared in bolstering the relatively young local esports industry, and what can be done to boost it further.

PUBLISHER

Content House Quad Central, Q2, Level 2, Central Business District, CBD 1040 Tel: 2132 0713 info@contenthouse.mt www.contenthouse.mt

EDITOR Helena Grech

BRAND SALES MANAGER Wanaha Camilleri

OPERATIONS AND CLIENT RELATIONSHIP MANAGER

Sue Ann Pisani

CREATIVE DIRECTOR & DESIGN Nicholas Cutajar

Content House Ltd would like to thank all the protagonists, contributors, advertisers and the project team that have made this publication a success.

Articles appearing in this publication do not necessarily reflect the views of Content House Ltd. All rights reserved. Reproduction in whole or in part without written permission of the publishers is strictly prohibited.

iGaming Capital is distributed to iGaming companies operating in Malta and to relevant business and commercial stakeholders in Malta, including leading law firms, financial services companies and business consultancy firms, as well as to local auditors, accountants and accountancy firms. It is also distributed to Government ministries, entities and departments, as well as to IT and software development companies, recruitment agencies, business centres, car showrooms, yacht marinas and architecture firms. Beyond the free distribution network, iGaming Capital is sold at leading newsagents around Malta.

The roots of the iGaming sector in Malta run deep. The industry has put Malta on the map in many ways, from generating solid career opportunities and creating an entire ecosystem that services the sector, to attracting investment from far beyond Malta’s shores.

The golden era of the industry’s early days has clearly passed, and the sector is now navigating the challenges and opportunities of maturity. Professionals within the industry have made, and continue to make, invaluable contributions.

In this latest edition of iGaming Capital, cybersecurity takes centre stage as the threat landscape continues to grow in sophistication. From ransomware to phishing and Distributed Denial of Service (DDoS) attacks, the risks faced by operators are more pressing than ever. In our cover story, we dive deep into the vulnerabilities and countermeasures needed to safeguard the industry.

AI is also revolutionising iGaming. In our piece “Coding the Future: AI’s Impact on Malta’s iGaming Ecosystem”, we explore how artificial intelligence is transforming player experiences, game development, and fraud prevention, shaping the future of gaming on the island and beyond.

In this edition we explore the current attractiveness of a local career in iGaming, providing insights from key stakeholders and charting industry reports on how salaries have progressed over the years. We also examine the extent to which Malta relies on talent from outside of Europe to navigate an extremely tight workforce.

With all this and more, we hope you enjoy your journey through the pages of iGaming Capital.

Growth and refinement Helena Grech

Photo by Nejc

SokličUnsplash

CYBER DEFENCE:

THE CORE OF MALTA’S

Protecting iGaming ecosystem

Malta’s iGaming sector is estimated to be worth approximately €1.2 billion annually, representing around 12 per cent of the country’s GDP. As this lucrative industry continues to mature, so too do the threats it faces. Helena Grech delves into the growing challenges of cyber and data security, exploring key vulnerabilities, real-world case studies, and the measures companies must adopt to strengthen their defences.

The critical need for robust cybersecurity defences is evident across all facets of our increasingly digitalised world, from business to social spheres. As Malta’s iGaming sector, along with the global industry, continues to expand in strength and value, so too does the complexity of cybersecurity threats. According to various market reports on the iGaming industry, in 2023 alone, around 60 per cent of online gambling platforms faced at least one instance of a cybersecurity attack. This figure, however, is likely to be much higher considering the reluctance of many trust-based organisations to admit a data breach.

THE GLOBAL CONTEXT

The iGaming industry operates in a high-risk cyber environment, where large financial transactions and sensitive customer data make it a prime target for cybercriminals. The nature of the industry means that both platform operators and their users are vulnerable to a variety of cyberattacks. From phishing scams to ransomware attacks, the global iGaming sector has become an increasingly attractive target for cybercriminals looking to exploit the industry’s weaknesses.

Global gaming revenues, which stood at around $240 billion (€221.3 billion) in 2023, are expected to more than double by 2030. This rapid growth attracts not only legitimate business interest but also a growing number of cybercriminals eager to exploit any vulnerabilities. Between July 2022 and July 2023, there were over four million recorded attempts to infect online gaming platforms, according to Kaspersky, one of the world’s largest privately owned cybersecurity companies. As the economic value of the iGaming sector increases, so does the value of the data it handles, leading to more frequent and sophisticated attacks.

As the iGaming industry grows globally, it becomes ever more important to safeguard the systems that handle sensitive financial and personal data. The types of cyberattacks targeting the industry have evolved in recent years, becoming increasingly sophisticated and difficult to detect. This is especially concerning in high-growth markets like Malta, where the iGaming sector is not only an economic powerhouse but also a key part of the digital infrastructure. The sheer volume of daily financial transactions makes the sector one of the most sought-after by cybercriminals.

A PRIME TARGET FOR CYBERCRIMINALS

One of the key reasons the iGaming industry is so attractive to cybercriminals is the high volume of financial transactions that occur daily. In an industry where billions of euros circulate across digital platforms, the stakes are high, and criminals are constantly on the lookout for opportunities to exploit any weaknesses in these systems.

Donald Tabone, Chief Information Security Officer at Betsson Group and Vice Chair of the National Cyber Security Council, highlights the prevalence of account takeover (ATO) and phishing attacks in Malta’s iGaming sector. He explains: “account takeover attacks and phishing incidents are very prevalent. Phishing typically aims to trick users into disclosing login credentials, allowing attackers to take over accounts, often with the intent to steal money or sell compromised credentials on the dark web.”

Mr Tabone elaborates on how criminals ultimately aim to extract monetary gain from these attacks: “the motive is always money. Criminals either try to withdraw funds from accounts they have taken over or build a list of compromised account credentials, which they can then sell on the dark web for cryptocurrency rather than traditional fiat currencies.” The volume of personal and financial data handled by iGaming platforms makes them a prime target, with every transaction becoming a potential point of vulnerability.

To combat these threats, Mr Tabone advocates for a defence-in-depth strategy and awareness training, explaining, “this strategy involves a layered approach to protecting accounts coupled with the training of people to detect phishing attacks.”

He adds that a layered approach generally means implementing “technical controls at different levels to detect and respond to such attacks, typically detecting automated bots and crafted phishing emails, reducing the impact to some acceptable level. Other controls could be the introduction of two-factor authentication or biometrics which ensures that the real user is logging in and not someone else. Awareness controls would also extend to promote best practices like using strong passwords and not reusing passwords across websites.”

Geoffrey Spiteri, Group Head of Information Security at LeoVegas Group, echoes these concerns, identifying ATO attacks as one of the most significant threats to the sector. According to Mr Spiteri, “account takeover attacks involve cybercriminals gaining unauthorised

access to player accounts, leading to potential financial losses, data breaches and reputational damage.” He points out that combating such threats requires significant investment in fraud detection systems and bot detection technologies to minimise the risk.

To counter this threat, he adds, “companies need to focus on raising awareness among employees and users. By educating stakeholders on recognising and reporting phishing attempts, it’s

“WITH THE WIDESPREAD ADOPTION OF CLOUD COMPUTING AND MORE SECURE INFRASTRUCTURE, CYBERCRIMINALS ARE INCREASINGLY FOCUSING ON

SOCIAL ENGINEERING TECHNIQUES, EXPLOITING HUMAN ERROR RATHER THAN TECHNICAL WEAKNESSES.”

Geoffrey Spiteri, Group Head of Information Security, LeoVegas Group

possible to reduce the success rate of these attacks and foster a culture of cybersecurity vigilance.”

Beyond the financial risks, the vast amounts of personal data stored by iGaming platforms make them an even more appealing target for cybercriminals. Sensitive information, such as credit card details, personal identification numbers and account login credentials, are invaluable assets in the world of cybercrime. As the industry continues to grow, so does the value of the data it holds, and any vulnerability can lead to devastating consequences for both operators and players alike.

OUTDATED SYSTEMS AND LEGACY INFRASTRUCTURE

Compounding these risks is the fact that many traditional gambling platforms still rely on legacy systems. These older digital infrastructures, which were not designed to withstand the sophisticated cyber threats of today, often contain exploitable vulnerabilities. This leaves iGaming operators particularly exposed to attacks, especially if they have not yet modernised their security measures.

Mr Tabone stresses the importance of upgrading outdated systems, particularly as cyberattacks continue to evolve. He says, “new technologies always come with new threat vectors, especially if connected. Wireless technologies, for example, continue to expose us to greater risks, as they are increasingly targeted by hackers.” He goes on to explain that while cloud computing offers

resilience, it also brings complexity. “We’re now at a stage where defensive security is always playing catch-up to offensive security, which is constantly one step ahead of both the law and technological adoption.”

In Malta, where the iGaming industry is a significant economic driver, operators cannot afford to delay upgrading their systems. Any downtime caused by cyberattacks can result in massive financial losses and lasting reputational damage. Ransomware attacks, for instance, are particularly devastating, as they can force operators offline, preventing them from processing bets during critical periods like major sporting events.

REGULATION AND COMPLIANCE

In the context of Malta, the risk is amplified by the fact that the country hosts a significant number of prominent iGaming operators under its jurisdiction. The Malta Gaming Authority (MGA), which regulates the industry, has strict cybersecurity requirements, but the rapidly evolving nature of cyberattacks requires operators to constantly adapt to emerging threats.

At the core of these requirements is the need for operators to comply with the General Data Protection Regulation (GDPR), which governs how personal

data is handled. For iGaming companies, this means taking every possible measure to protect sensitive player information, including financial details, through secure data management and encryption. In an industry where trust is everything, ensuring that personal data is protected is paramount.

To further bolster security, the MGA mandates that operators implement an Information Security Management System (ISMS) that aligns with internationally recognised standards, such as ISO/IEC 27001. This framework helps companies maintain a secure infrastructure by setting out best practices for safeguarding against cyber threats.

Beyond the system-level measures, operators are required to adopt technical safeguards, such as encryption of financial transactions and the deployment of advanced firewalls and intrusion detection systems. The MGA also insists that operators have incident response procedures in place to manage breaches swiftly. Additionally, the Authority mandates that companies regularly conduct security audits and vulnerability assessments, ensuring that weaknesses are identified and addressed before they are exploited.

THE INCREASING THREAT OF SOCIAL ENGINEERING

As cybercriminals refine their tactics, social engineering has become one of the most significant threats. Phishing, for instance, remains one of the most common methods cybercriminals use to gain access to sensitive data. By tricking employees into providing login credentials or downloading malicious attachments, attackers can infiltrate an organisation’s systems.

Mr Tabone warns of the alarming rise in AI-driven social engineering attacks, particularly through smishing (SMS-based phishing) attacks. He notes, “AI has taken things to a whole new level, with social engineering attacks now involving voice cloning as well as fake video, which, when combined together, are very difficult for humans to not fall for. This is certainly a major area of concern as AI in this case is being used for the wrong reasons, but same motive.”

“CRIMINALS EITHER TRY TO WITHDRAW FUNDS FROM ACCOUNTS THEY HAVE TAKEN OVER OR BUILD A LIST OF COMPROMISED ACCOUNT

CREDENTIALS, WHICH THEY CAN THEN SELL ON THE DARK WEB FOR CRYPTOCURRENCY

Donald Tabone, Chief Information Security Officer, Betsson Group and Vice Chair, National Cyber Security Council

Photo by Darrin Zammit Lupi

Mr Tabone believes that companies need to take a proactive stance against these evolving threats by investing in AI-driven security measures. “The trick is to counter such attacks with tools that employ AI to detect and alert on such attacks. There are plenty of endpoint and server-based tools that are employing AI for defensive reasons,” he says. He also stresses the importance of continuous education: “we must ensure that staff and users are always aware of the latest hacker techniques and understand the impact of falling victim to such attacks.”

Mr Spiteri, from LeoVegas, also highlights the role of social engineering in the changing threat landscape. “With the widespread adoption of cloud computing and more secure infrastructure, cybercriminals are increasingly focusing on social engineering techniques, exploiting human error rather than technical weaknesses,” he says. According to Mr Spiteri, this shift necessitates a greater emphasis on training and awareness across all levels of an organisation.

RANSOMWARE AND THE RISE OF RANSOMWARE-AS-A-SERVICE (RaaS)

Ransomware attacks are another prominent cybersecurity threat facing the iGaming sector. In these attacks, cybercriminals encrypt a company’s data and demand a ransom payment in exchange for the decryption key. A recent example involved Caesars Entertainment, which suffered a major breach in 2023. Hackers were able to steal personal data, including names and drivers’ licence numbers, and demanded a $30 million (€27.7 million) ransom. Caesars reportedly paid $15 million (€13.8 million) to regain access to their data.

An emerging trend is the proliferation of Ransomware-as-a-Service (RaaS), where cybercriminals provide other attackers with readyto-use ransomware kits. According to cybersecurity firms Kaspersky and SOCRadar, this model has lowered the barrier to entry for cybercriminals, leading to an increase in ransomware attacks across various industries, including iGaming.

DDoS ATTACKS

DDoS (Distributed Denial of Service) attacks are another persistent threat to iGaming operators. These attacks are designed to overwhelm a platform’s servers by sending massive amounts of traffic, effectively shutting down the service. In the competitive iGaming world, where user experience is paramount, such attacks can be particularly damaging. A well-timed DDoS attack could prevent users from placing bets during major sporting events, resulting in significant revenue loss.

Mr Tabone advises that Malta’s operators invest in sophisticated DDoS protection services to mitigate the damage from such attacks. “These services can detect and neutralise malicious traffic before it reaches the platform, ensuring that legitimate users can continue to access services without interruption,” he says.

THE ROLE OF AI AND MACHINE LEARNING IN FUTURE CYBERSECURITY

As the iGaming industry continues to grow, so will the cybersecurity challenges it faces. Indeed, both Mr Spiteri and Mr Tabone agree that AI and machine learning will play pivotal roles in the future of threat detection, moving from signature-based systems to more sophisticated, behaviour-based approaches.

Mr Spiteri predicts that AI and machine learning will become essential in helping companies establish a baseline of activity for each endpoint, enabling faster and more accurate threat detection. “By using these technologies, we can identify unusual patterns and detect deviations in behaviour, enabling faster and more accurate threat detection. Additionally, AI will be valuable in analysing and condensing large volumes of log data, making it easier to quickly interpret system activity and identify potential threats,” he says.

Mr Tabone concurs, highlighting the need for constant vigilance: “the speed at which vulnerabilities are found and exploited has increased exponentially. We must invest in technology, education and awareness to stay ahead.”

‘

MY PRIMARY

objective continuity’

IS

Newly appointed Malta Gaming Authority CEO Charles Mizzi is confident that Malta will be able to retain its strong market position amidst global regulatory upheavals, giving Ramona Depares an insight into how he plans to achieve this.

The winds of change are blowing over the iGaming industry in Malta, in more ways than one. Global markets are increasingly becoming regulated at a local level. Longer-established licences, like Curacao’s, have undergone an overhaul to strengthen their AML and CTF credentials. And, according to a recent NSO report, Malta’s betting and gaming sector saw profits drop by €351.5 million in 2022.

Amidst all these changes, the Malta Gaming Authority announced the appointment of a new CEO in January 2024, bringing in Charles Mizzi to take over a role that has seen its fair share of controversy. The former Residency Malta Agency CEO is new to the sector, but he brings iGaming-adjacent experience to the role.

Now, some nine months into his appointment, he’s the first to acknowledge that it’s been somewhat of a baptism of fire, having to learn the specifics of the gaming sector from the ground up. But he also believes that his former and current industries share enough core similarities to make this an opportunity, rather than a challenge.

“The knowledge and experience I bring from my previous role are valuable in managing the day-to-day operations of the MGA. Of course, the MGA operates

with its own unique challenges and opportunities. To be effective, I must not only leverage my existing knowledge but also adapt to the specific realities and culture of the wider gaming industry. This means being open to learning and understanding the distinct regulatory environment, industry dynamics and stakeholder expectations that drive the sector,” he says.

His short-term strategy centres on integrating his operational management experience with a deepening understanding of the gaming industry. The keywords, he insists, are continuity and sustainability for the sector.

“The strategy recently formulated by the MGA remains both fresh and relevant, and my primary objective is continuity. We have a solid foundation in place, and it’s crucial that we sustain the industry rather than introduce any abrupt changes that could unsettle it. My focus will be on maintaining the course set by my predecessor, ensuring that the industry remains stable and wellsupported,” he elaborates. “That said, we are always open to improvements, particularly when it comes to enhancing operational efficiency.”

These are words that will undoubtedly resonate with many stakeholders. However, when the MGA was initially founded in 2001, it was the first European

“ALL THE MAJOR GAMING OPERATORS IN THE INDUSTRY CONTINUE TO BE ESTABLISHED IN MALTA UNDER AN MGA LICENCE.”

“IT’S IMPORTANT TO EMPHASISE THAT OUR INTENTION IS NOT TO SHOCK THE INDUSTRY, BUT RATHER TO BUILD ON THE STRENGTHS OF OUR EXISTING STRATEGY.”

regulatory body of its kind. Today, competition is harsh, both within Europe and beyond. Is it really possible to pursue continuity without sacrificing market position, given the fast-shifting realities?

“Our teams are actively monitoring all regulatory developments. Should adjustments become necessary, we will make them in a measured and thoughtful manner,” he assures me.

He acknowledges that adapting to the evolving needs of the market is crucial to sustain the ecosystem that supports gaming operators in Malta, allowing them to continue thriving and providing employment.

“To remain relevant and attractive, we must ensure that our processes are streamlined and our interactions with operators are as efficient as possible. Our strategy is to prioritise efficiency and responsiveness, aligning closely with the needs of the industry. In a crowded regulatory environment, we must excel and distinguish ourselves by our ability to respond to queries and requests in a timely manner,” he says. “It’s important to emphasise that our intention is not to shock the industry, but rather to build on the strengths of our existing strategy.”

Does the €351.5 million dip in revenue reported by the NSO worry him, and is it a sign that the sector’s golden age is over? Mr Mizzi doesn’t believe so. He points out that the dip can be viewed within the normal fluctuations of the market and that profits have tended to recover in 2023 and 2024.

“Most importantly, the contribution of wages and salaries earned within the sector has continued to increase in a stable manner. In 2023, compensation to employees in the sector amounted to €600 million, up from €400 million in 2018,” he states.

“We see the iGaming sector moving towards a more stable and mature phase,” he continues, “reflecting developments in the industry worldwide. In particular, the MGA has consolidated the sector by licensing operators with a substantial presence in both the domestic and global context, capable of maintaining high standards of regulatory compliance and consumer protection, and which invest in their reputation. As a result, all the major gaming operators in the industry continue to be established in Malta under an MGA licence.”

He adds that the Authority has intensified its focus towards business-to-business (B2B) operators, which can contribute more effectively to high-quality job creation in Malta with lower risks. The end of 2023 saw a total of 159 B2B firms licensed by the MGA, a growth that Mr Mizzi attributes to the strategy behind the overhaul to the Gaming Act in 2018. “We are now seeing the benefits of that foresight,” he adds.

Another facet of this strategy is the controversial Article 56A (previously referred to as Bill 55), which renders foreign judgments against Malta-licensed operators unenforceable under certain conditions, such as when the activities by an operator subject to a foreign challenge relates to authorised activity lawful under the local Gaming Act. How is the MGA dealing with the backlash at the EU level, and have there been any updates from the European Commission?

“It is crucial to address any misconceptions. The law does not impose a blanket ban on the enforcement of European judgments against Maltese gaming companies in Malta. Nor was it enacted to shield these companies from legal action before other European courts. The provision is highly restricted in scope and applies only to specific actions that fulfil the stringent criteria established within the provision itself,”

Mr Mizzi insists, adding that Malta is in ongoing dialogue with the Commission to ensure that its position is clearly understood.

Meanwhile, the past months have brought about innovations for the sector, with the Authority unveiling a new ESG online hub. What prompted the need for this hub, and how has it been received by licensees?

“While responsible gambling has always been a core priority – ensuring player protection, minimising harm and addressing addiction – our vision for the industry’s social licence extends beyond this. It includes environmental stewardship, ethical governance and social well-

being. We believe that demonstrating a genuine commitment to responsible and ethical practices is essential, not just in compliance with the law but in going beyond it. Thus, the new hub aims to serve as a comprehensive resource for all information related to our voluntary ESG Code of Good Practice for the remote gaming sector,” Mr Mizzi replies.

He says that the response from licensees has been encouraging. The first reporting cycle is underway this year, bringing with it formal recognition to participating organisations through the MGA ESG Code Approval Seal. Mr Mizzi says that this credential will further incentivise companies to commit to these practices.

“We believe this initiative will significantly enhance the industry’s reputation and sustainability. It sends a clear message: sustainability, in the broadest sense of the word, is integral to the future of the iGaming sector,” he states, adding that the sector’s forwardlooking nature – pioneering in technology, innovation and progressive workplace cultures – makes it uniquely positioned to lead in the integration of ESG considerations.

The Authority’s remit is also closely tied to that of the Financial Intelligence Analysis Unit (FIAU) in terms of AML and CTF efforts. The MGA recently carried out a thematic review of the sector in collaboration with the FIAU. What were the insights gained, and which areas were identified as requiring attention?

“The review involved 23 compliance examinations, focusing specifically on the Money Laundering Reporting Officers of remote gaming operators and employees engaged in the AML/CFT compliance function. Overall, the findings were encouraging.

The interviewees demonstrated a strong grasp of key AML/CFT principles. However, the review also highlighted areas for improvement in terms of interviewees’ awareness of the inherent and residual risks faced by their respective companies,” Mr Mizzi reports, adding that the Authority will be following up via an outreach initiative to provide additional guidance to licensees.

Finally, what are the coming months looking like for the Authority in terms of areas of strategic importance? Mr Mizzi says that the primary objective will be enhancing the efficiency of internal processes and improving interactions with external stakeholders.

“Another key priority will be maintaining the open channels of communication that have become a hallmark of the MGA. Engaging with our stakeholders and listening to their feedback is essential to ensure that our policies and regulations are aligned with the evolving needs of the market. The gaming industry is dynamic, and it is crucial that we, as a regulator, remain adaptable and responsive to these changes while maintaining the necessary oversight to protect players and ensure a fair, transparent and secure gaming environment,” he concludes.

“WE SEE THE iGAMING SECTOR MOVING TOWARDS A MORE STABLE AND MATURE PHASE.”

Photo by Albert Camilleri

A SPOTLIGHT ON IN MALTA iGamingsalaries

Once regarded as one of the most lucrative career paths on the island, increased competition, both in Malta and beyond, has made the landscape more complex. As other industries close the wage gap, Helena Grech explores how this has impacted the attractiveness of working in the local iGaming sector.

Acareer in iGaming remains attractive some 20 years on from the industry’s establishment in Malta, but the path to success has become less straightforward. When Malta began positioning itself as a global hub for the remote gambling sector in 2004, the prevailing perception was that careers in iGaming paid well. Indeed, university graduates in various fields of study were curious to learn about this modern and tech-reliant industry.

And, while NGOs, church authorities and some politicians raised concerns about the sector’s moral implications, young professionals charting their future were excited about the prospect of working in an industry which offered exposure to cutting-edge technology, attractive salaries and the opportunity to collaborate with foreign

Since those early days, Malta’s iGaming industry has experienced substantial growth and transformation. A review of the Malta Gaming Authority’s (MGA) public annual reports highlights notable developments in both the online and land-based sectors. Over the years, the gaming industry has remained one of Malta’s key economic contributors, reflecting its resilience and the evolving demands of the sector. In 2023, national figures indicate that the industry alone contributes to around 12 per cent of the island’s GDP, representing a hefty proportion.

Looking at the state of play right before the COVID-19 pandemic, the iGaming industry in Malta has undergone significant changes in terms of employment since 2019, reflecting both the sector’s rapid growth and its increasing reliance on foreign talent. As the MGA reports reveal, the industry has expanded considerably, demonstrating resilience in the face of global challenges such as the pandemic, while also navigating heightened regulatory pressures. This growth has been paralleled by a rise in the number of people employed in the sector, both directly and indirectly, which has played a key role in supporting Malta’s broader economy.

Before the pandemic, in 2019, the iGaming industry employed 7,417 full-time equivalent (FTE) workers, a substantial figure considering the country’s overall workforce size. Of these, 6,593 were employed in the online sector, while 824 worked in land-based gaming establishments. This accounted for approximately 4.8 per cent of Malta’s total workforce when indirect employment, such as roles in ancillary industries like legal, consultancy and IT services, was taken into account. The MGA estimated that when these indirect roles were considered, the total number of FTE jobs generated by the iGaming industry amounted to 11,747.

workers with different work cultures. At the time, many office environments in Malta offered a more traditional outlook, favouring formal clothing and a more conservative approach to the world of work.

When the first major remote gambling brands set up shop on the island, they brought with them a new approach to office life. iGaming companies tended to adopt a more modern and informal work culture, influenced by tech start-ups and international trends. Employees could enjoy flexible working hours, casual dress codes and a generally less hierarchical environment, which was appealing to younger workers and to those coming from more rigid corporate sectors.

The employment landscape in the iGaming sector continued to flourish in 2020, despite the challenges posed by the pandemic. As global lockdowns pushed more consumers towards online entertainment, Malta’s online gaming industry experienced a significant boost, which in turn fuelled employment growth. By the end of 2020, the iGaming industry employed 8,292 FTEs, with the online sector accounting for 7,557 jobs. In contrast, the land-based sector saw a decline, with 735 FTEs, reflecting the impact of casino and gaming hall closures during the height of the pandemic. Overall, this period of disruption proved to be an opportunity for the digital side of the industry to expand, both in terms of revenue and employment.

By 2021, the iGaming sector showed continued growth in employment, further consolidating its importance within Malta’s economy. The number of FTE jobs had risen to 10,685, with 9,919 of these in the online sector and 766 in the land-based sector, which had begun

Photo by Hispanolistic - iStock

“WHEN THE iGAMING COMPANIES STARTED TO SET UP THEIR OPERATIONS IN MALTA, THEY SOUGHT TO ATTRACT EMPLOYEES THROUGH HIGH SALARIES. FOR A WHILE, THE REST OF THE MARKET DID NOT REACT, WITH THE RESULT THAT A NUMBER OF COMPANIES

LOST

GOOD EMPLOYEES.”

Lawrence Zammit, Founding Partner and Director,

misco

to recover following the lifting of restrictions. This rise in employment was driven by the online gaming industry’s ongoing expansion, as well as the sector’s increasing integration with new technologies such as blockchain and artificial intelligence. The MGA reported that the iGaming sector’s total employment, including indirect roles, had reached 14,950 FTEs, accounting for approximately 5.4 per cent of the total national workforce.

2022 saw further growth in the number of people employed in the gaming industry. According to the MGA, the total number of FTEs rose to 11,245, an increase of 5.2 per cent from the previous year. This growth was primarily driven by the continued success of the online gaming sector, which employed 10,365 FTEs by the end of the year. Meanwhile, the land-based sector showed signs of recovery, employing 880 FTEs, up from the previous year. The sector’s overall contribution to employment in Malta, including indirect jobs, reached 15,774 FTEs, equating to 5.5 per cent of the country’s total employment. This consistent upward trajectory reflects the industry’s adaptability and its critical role in Malta’s economic landscape.

A key trend that emerged during this period, according to the MGA, was the increasing reliance on foreign talent to meet the demands of the industry. In 2019, non-Maltese employees made up 64 per cent of the online gaming sector’s workforce, a figure that continued to rise as the industry expanded. By 2022, this percentage had grown to 70 per cent, highlighting Malta’s dependence on expatriate workers to sustain its iGaming operations. This reliance on foreign talent has been driven by the industry’s need for highly specialised skills, particularly in areas such as software development, compliance and risk management, which are in short supply locally.

While this influx of foreign workers has helped fuel the growth of the iGaming industry, it has also presented challenges. The shortage of skilled local workers in key areas has led to a high demand for expatriates, making recruitment more competitive and costly. The MGA highlighted that in 2019,

there were 875 unfilled vacancies in the gaming sector, with operational roles making up the majority. Despite efforts to attract and train local talent, the industry’s continued growth has meant that the skills gap remains a pressing issue.

Another challenge for the iGaming industry has been the regulatory landscape. Malta’s remote gambling sector came under intense scrutiny

in 2021 when the country was placed on the Financial Action Task Force (FATF) grey list, leading to increased compliance demands. As a result, companies operating in Malta had to strengthen their compliance departments, increasing the need for qualified professionals in areas such as anti-money laundering (AML) and regulatory compliance. The FATF’s decision also had a reputational impact, causing uncertainty for businesses and their employees. However, Malta’s removal from the grey list in 2022 was a positive development, and the MGA noted that the iGaming sector’s resilience and focus on compliance had helped it navigate this challenging period.

Looking ahead, the future of employment in Malta’s iGaming industry remains positive, albeit less straightforward. The sector has shown remarkable growth in recent years, and the introduction of new technologies and regulatory frameworks is expected to drive further expansion. However, the skills shortage remains a key challenge that needs to be addressed to ensure the sector’s continued success. Efforts to attract and train local talent, combined with the continued influx of foreign professionals, will be crucial in meeting the industry’s growing demands.

When reviewing salary surveys and speaking to local market experts, a noticeable shift towards increased specialisation and a more balanced approach between base salary and additional perks is clear. Lawrence Zammit, a Founding Partner and

Director of leading knowledge-based independent consultancy firm misco, explains the evolution behind salary trends in Malta’s iGaming ecosystem.

He points out that when iGaming operators first chose Malta as their base, one of the main tools in their arsenal for attracting talent was the offer of attractive renumeration packages. For a while, other industries on the island did not react, resulting in a notable wage gap between the iGaming sector and the rest of Malta’s key industries. “When the iGaming companies started to set up their operations in Malta, they sought to attract employees through high salaries. For a while, the rest of the market did not react, with the result that a number of companies lost good employees,” he shares.

Indeed, his insights align with reports from the iGaming sector’s early years in Malta, when professional services firms complained that their best talent left to join this exciting new industry. It is not hard to understand why, considering Malta’s status as an island nation somewhat cut off from the rest of Europe. It’s not every day that new industries with real and tangible promise set up and thrive on the island. Successive governments have tried to replicate the success that iGaming has brought to Malta, with more recent efforts to attract fintech, blockchain and crypto-focused companies, however there are few success stories quite like iGaming.

Continuing his analysis, Mr Zammit shares that some industries realised they needed to be more competitive from a recruitment perspective. “At a certain point, companies in the IT and financial sectors started to offer higher salaries to retain their employees.” This created a situation where some high-skilled Malta-based workers saw their conditions improve, as the iGaming sector indirectly forced more attractive renumeration packages.

“COMPANIES ARE INCREASINGLY HIRING FROM NON-EU COUNTRIES TO FILL SPECIALISED ROLES THAT ARE NOT EASILY MET BY THE LOCAL WORKFORCE.”

Alan Cini, Managing Director, Broadwing

Further, Mr Zammit notes that “as such, the wage differential between iGaming companies and other companies started to close. In addition,” he adds, “although iGaming companies operating in Malta remained competitive thanks to the tax regime, they lost competitiveness in terms of operations due to the higher salaries they were paying.”

Mr Zammit distils his analysis into numbers, pointing out that over the last four years, average remuneration in Malta increased by 16 per cent, while in the iGaming sector, it rose by 12 per cent. This aligns with industry reports by HR and recruitment companies, which have noted a stabilisation of wages in the local iGaming industry, apart from key senior and tech roles.

For instance, a 2024 Malta iGaming Salary Survey by recruitment consultancy firm Boston Link provides a detailed snapshot of salary trends within Malta’s iGaming sector. It found that the overall annual salary increase in Malta’s iGaming industry for 2024 is five per cent, indicating a slowdown in salary growth rates. For context, just five years ago, the same company’s salary survey found a year-on-year 11 per cent increase in wages paid by the sector locally.

The survey reveals that while mid and entry-level roles show modest growth, executive roles have experienced the highest salary increases, such as Chief Executive Officer (CEO) positions, which range from €175,000 to over €300,000 in annual packages. This widening gap may suggest that while leadership roles remain highly lucrative, mid-level and entry-level positions might not follow the same upward trend.

Exploring trends, one reason cited for the decreased demand for lower and mid-level roles is the offshoring of positions and the adoption of technologies to automate functions. This results in fewer in-country opportunities for these roles and reduced career progression within the lower tiers.

In terms of comparisons, entry to mid-level salaries for roles like Customer Support range between €24,000 and €30,000, with specialists in language support potentially earning up to €35,000. These figures remain competitive for Malta, but with the high cost of living and inflation, they may not stretch as far as before. Meanwhile, development roles show stronger prospects. A Senior Developer, for instance, can earn between €55,000 and €75,000, with leadership roles in tech, such as a Head of Software Development, fetching up to €100,000.

The survey also highlights the value placed on highly specialised roles. Positions in compliance, payments and fraud, still command respectable salaries. For example, a Risk, Payments and Fraud Manager can expect to earn between €40,000 and €60,000, reflecting the growing importance of these functions in the evolving regulatory environment.

When comparing previous salary surveys, it is evident that while certain senior and specialised roles in Malta’s iGaming sector remain highly lucrative – particularly in leadership and tech – the overall salary growth has slowed. This suggests that a career in iGaming may not be as consistently lucrative across all levels as it used to be. Entry and mid-level roles may face stagnating salary growth, compounded by offshoring and technological advancements, making the field competitive but not as financially rewarding for everyone as before.

Nonetheless, discussing the state of the local iGaming HR scene, Alan Cini, Managing Director of local HR and recruitment agency Broadwing, is upbeat. He notes that the demand for specialised roles has emerged as a top priority for the sector. Speaking more broadly, he shares that while the dynamic has shifted for some roles within the sector, opportunities remain strong.

“Salaries in the local iGaming sector have generally increased, driven by the need to attract and retain top talent. While there is some stabilisation in entry-level wages, specialised roles such as data analysts, developers, and compliance officers continue to see salary hikes due to the scarcity of experienced professionals,” Mr Cini notes.

“This competitive environment has also highlighted disparities, with expats often receiving higher compensation than local employees, largely due to their specialised expertise and the need to incentivise relocation,” he notes.

Asked about the reliance on foreign workers in the local iGaming industry, and whether the sector has aligned with other sectors on the island when it comes to tapping into Third Country Nationals (TCNs), he affirms that a “significant proportion” of the iGaming workforce in Malta consists of TCNs.

“Companies are increasingly hiring from non-EU countries to fill specialised roles that are not easily met by the local workforce. Expats typically stay in Malta for two to four years, although some move on sooner due to career opportunities elsewhere. Rising living costs, particularly housing, have prompted employers to offer higher salaries and benefits like housing allowances to maintain Malta’s attractiveness,” he shares.

And, finally, discussing how local iGaming companies improve retention rates, particularly for expatriates, Mr Cini shares that companies “are creating inclusive work environments and offering support for cultural integration.” Strategies include “language training, social events and career advancements opportunities to help expats adapt and thrive.”

Paymix Pro: financial solutions

UNDER

ONE ROOF

iGaming Capital speaks with Alina Ianculescu, Corporate Commercial Manager at Finance Incorporated Limited, the company behind Paymix Pro – a fintech provider specialising in solutions for businesses in the iGaming sector.

Fast, transparent and easily accessible, fully compliant financial solutions can sometimes seem difficult to achieve, particularly for businesses in sectors like iGaming..

Paymix Pro is operated by Finance Incorporated Limited, a company registered in Malta and duly licensed by the Malta Financial Services Authority. Offering comprehensive fintech services across European markets, the brand is designed to facilitate online payments for businesses.

“Paymix Pro makes it easier for users to manage financial transactions securely and efficiently, offering services that encompass the electronic payment process, digital wallets, international money remittance, and merchant services,” explains Alina Ianculescu, Corporate Commercial Manager at Finance Incorporated Limited.

The main goal of Paymix Pro is to be an alternative to a traditional bank account, a goal the company effectively achieves by providing a range of financial services a business may require. “Paymix Pro

provides a corporate e-wallet account with a named IBAN along with a full card management system, enabling an unlimited number of prepaid cards or online and offline payments. It fulfils all the functions of a traditional bank account in a more flexible way,” Alina continues.

The services of Paymix Pro are highly efficient, allowing companies to focus on their business operations seamlessly, whether they are a global corporation or a small start-up. So, how does Paymix Pro differentiate itself from other similar products on the market?

“We value the feedback of our clients and consider customer engagement as one of our core values. By conducting in-person meetings with our clients, we aim to understand better their needs whilst asking the right questions and delving into the type of licence held, targeted jurisdictions and clientele.”

“We do not just tick boxes – we understand, indepth, the profile of the client and their respective requirements. With many fintech solutions on the

market nowadays, it is not just about the product but the whole understanding of the gaming industry and the clients’ needs along with the provision of ongoing support and relationship management offered after account activation. We are always here to assist our clients, and there will always be human interaction,” she says emphatically.

Such a client-centric level of service, she says, has already yielded extremely positive feedback from their existing clients.

“Another key differentiator of Paymix Pro from similar products on the market is the capability of offering multiple products under the same company and platform. When you sign up for Paymix Pro, you can obtain different financial solutions for your business.

Paymix Pro addresses the complex compliance challenges within the iGaming landscape by adhering to strict regulatory standards and offering robust support to its clients. The company has a comprehensive compliance framework that includes anti-money laundering (AML) measures, know-your-customer (KYC) processes, and transaction monitoring to detect and prevent fraudulent activities. A tight cybersecurity strategy is also in place, with multiple measures to mitigate fraud risks and protect sensitive consumer data through sophisticated system-to-system communication.

Paymix Pro also provides a cryptocurrency payment solution that allows clients to accept cryptocurrency payments directly into their corporate accounts. This service eliminates the need for clients to hold a crypto wallet or deal with the volatility of cryptocurrencies. By integrating this feature, clients avoid the hassle of opening a separate account with a crypto provider, reducing processing times and simplifying the transaction monitoring process. Paymix Pro streamlines everything into a single, comprehensive service, making crypto payments easier and more efficient for businesses. This is achieved by Paymix Pro collaborating with licensed third-party providers who facilitate the exchange of the received cryptocurrency into Euros. Once the crypto is exchanged, the funds are spontaneously credited to the client’s account in Euros, ensuring a seamless transaction process.

It comes as no surprise that, due to this innovative approach, iGaming is one of the most active industries in the Paymix Pro portfolio.

“We have been operating within the sector for nearly a decade, so we have thorough experience and knowledge of its specific needs. The iGaming industry includes organisations with different and dynamic profiles – from small start-ups to large global corporations. We tailor our services as needed. The sector is a key focus for us and will continue to be so in the foreseeable future, regardless of the diversity of the client base,” Alina elaborates, adding that the organisation is continuously refining its services.

“In this way, we ensure that we remain a reliable partner for iGaming businesses, providing solutions that support their growth while satisfying all compliance requirements.”

One of the key features that has made Paymix Pro so successful within iGaming circles is the spontaneous wallet payment, which allows clients to settle transactions internally within the platform. Two companies, both holding accounts with Paymix Pro, benefit from instant settlement whenever conducting transactions with each other.

“This streamlined process reduces transaction costs and improves overall service efficiency. Transfers are carried out at virtually zero cost to the client, and we have had many users take advantage of this synergy,” Alina concludes.

In the coming months, Paymix Pro seeks to improve its service offerings such as multi-currency account payments to help facilitate international interactions. It is clear that Paymix Pro’s comprehensive financial solutions allow modern-day businesses to have secure, compliant and seamless banking processes.

R.E.S.P.E.C.T FOSTERING FOR THE iGaming sector IN MALTA

GamingMalta, a non-profit entity established in 2015 by the Malta Gaming Authority and the Maltese Government to promote the interests of the island’s iGaming sector, has recently launched a new initiative, R.E.S.P.E.C.T., with the aim of bolstering the industry’s growth potential. Here, Ivan Filletti, its Chief Executive Officer, speaks to Rebecca Anastasi about its goals.

Over the past decade, the iGaming industry in Malta has matured, welcoming new stakeholders, an everbroadening base of players and more stringent regulation. The Malta Gaming Authority’s (MGA) most recent report, published in 2023 and covering the previous 12 months, attests to the industry’s consistent centrality to the country’s economy, with the sector once again registering positive figures: in 2022, it generated a total Gross Value Added (GVA) of €1,495 million and employed 11,245 people, with 92.2 per cent of these working in the online sector.

However, a rise in numbers often spurs complexity. GamingMalta – a non-profit foundation established by the MGA in collaboration with the Government of Malta in 2015 – has been intent on ensuring the sector maintains its potential for growth. To this end, the foundation is driving an initiative, R.E.S.P.E.C.T, aimed at raising awareness of the industry’s commitment to responsible gaming, entertainment, speed, professionalism, enhanced due diligence, consistency, and talent development.

“The initiative was launched in response to the growing complexities and expectations within the iGaming sector,” Ivan Filletti, the Chief Executive Officer of GamingMalta explains. “As the industry expands, there is a pressing need to address various challenges, including regulatory compliance, responsible gaming and technological advancements, all while maintaining a high level of service and professionalism,” he continues, stressing that these demands have galvanised progress in the iGaming space on the island over recent years.

Elaborating, he says “increased regulatory scrutiny across Europe, as well as point-ofconsumption taxation, alternative licensing regimes, and other emerging markets means that Malta faces an opportunity to maintain its unique gaming status, since these factors all threaten to reduce our leading advantage.” Moreover, “global headwinds against the gaming product persevere, with a new world of automation, AI and advancing technologies reshaping the business model for the future.”

Within this context, he insists, “the Maltese Government, Gaming Malta, the MGA, and the entire supporting infrastructure cannot

by Inigo

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Taylor

“AS THE INDUSTRY EXPANDS, THERE IS A PRESSING NEED TO ADDRESS VARIOUS CHALLENGES, INCLUDING REGULATORY COMPLIANCE, RESPONSIBLE GAMING AND TECHNOLOGICAL ADVANCEMENTS, ALL WHILE MAINTAINING A HIGH LEVEL OF SERVICE AND PROFESSIONALISM.”

“WE WILL KEEP ASSERTING MALTA’S STRENGTHS AND SUCCESSES IN THE iGAMING SECTOR.”

remain passive in their efforts to ensure the island maintains its prominent status.”

To this end, GamingMalta is working with the industry to prepare for the challenges emerging globally, Mr Filletti explains. In addition, the entity liaises with the authorities, tapping into the island’s “unique Government support in order to provide incentives and conditions conducive to business on the island.” It is also intent on listening and “learning how we can develop a further 20 years of sustainable gaming industry growth.” To achieve this, the entity is utilising “a new Malta gaming manifesto to drive positive changes; this will also provide a toolset to adapt the business landscape to current contingencies.”

The CEO underscores GamingMalta’s efforts in “driving initiatives in tandem with the gaming ecosystem to make Malta both relevant and capable of delivering through its strengths and skillset,” while also leading in new forms of esports. Meanwhile, it also addresses industry reputational issues through stakeholders such as the iGaming Council and iGEN, he says. “Malta recognises the importance of high regulatory standards and safer gambling initiatives; we continue to punch above our weight on the global gaming stage and work with the local ecosystem to enhance best practices in Malta.”

As a result of these dynamics, he asserts, “the initiative aims to unify and elevate industry standards while ensuring sustainable growth and a positive reputation” for stakeholders and the country as a whole. The goal behind the entity’s R.E.S.P.E.C.T initiative is to boost recognition of the sector’s positive attributes and increase understanding of how companies in this space “uphold high ethical standards and best practices across the industry.” In this respect, he notes, “foregrounding the compliance measures to which companies adhere in this regulated environment remains paramount,” as does attracting the best talent, while also “nurturing skilled professionals to drive innovation and growth.” Within this context, he continues, Malta remains an attractive destination for both companies and talent in the iGaming industry, thanks to a number of factors.

“We have a favourable regulatory environment, with clear guidelines and a collaborative approach to legislation and compliance. We’re also able to offer a highly skilled and multilingual workforce, with expertise in various aspects of the iGaming industry, alongside a robust business infrastructure. Furthermore, Malta’s quality of life remains appealing to expats and skilled professionals who are able to take advantage of the country’s strategic location in the middle of the Mediterranean, with excellent international connectivity to Europe.”

Furthermore, the initiative’s goal is becoming increasingly urgent considering recent technological innovations. “Both AI and machine learning are changing the game. These technologies enable enhanced personalisation, predictive analytics

Gaming Leaders being interviewed for GamingMalta TV at ICE 2024

and fraud detection. AI can also improve customer service through chatbots and optimise game design based on player preferences, giving stakeholders the opportunity to capitalise on these developments” Mr Filletti asserts.

These transformations require new approaches to investment, regulation, training, and collaboration, Mr Filletti continues – perspectives which, he says, the R.E.S.P.E.C.T initiative is promoting. “Continuously investing in research and development is essential to stay ahead of technological trends and integrate new technologies effectively.“

Moreover, there is a need to “upskill employees to work with these new technologies.” This “will also ensure that the workforce is capable of leveraging the capabilities of AI, VR and other innovations.” Additionally, “partnering with other technological companies – in order to integrate cutting-edge solutions – will allow businesses in this space to stay competitive in an evolving marketplace,” he says.

R.E.S.P.E.C.T is also seeking to highlight the sector’s commitment to Environmental, Social and Governance (ESG) imperatives, Mr Filletti says. “The industry is implementing eco-friendly practices such as reducing energy consumption, minimising waste and using sustainable materials. Companies are also investing in green technologies and offsetting carbon emissions. Moreover, many stakeholders are committed to responsible gaming practices to protect players, supporting local communities through charitable initiatives, and fostering a diverse and inclusive workplace culture.”

Over and above these responsibilities, governance has taken a front seat in recent years: “companies in the iGaming sector are committed to adhering to strict regulatory standards, promoting transparency in operations and maintaining high ethical standards. These approaches include robust anti-money laundering (AML) measures and regular audits to ensure compliance,” Mr Filletti explains.

Looking ahead, key opportunities in the iGaming sector in Malta are set to centre around technological innovation, market expansion and sustainability. “The industry will leverage advancements in AI, blockchain and VR to create new gaming experiences and enhance operational efficiency. Moreover, new markets and demographics will be explored to increase player bases and revenue streams, while ESG principles are set to continue guiding company operations, leading to long-term growth and resilience. There is a strong adherence to social and environmental responsibilities, which GamingMalta is also helping to foster,” Mr Filletti says.

Meanwhile, as the sector matures further, GamingMalta’s role in promoting excellence will continue unabated. “We will keep asserting Malta’s strengths and successes in the iGaming sector through targeted marketing initiatives, showcasing the country’s favourable regulatory environment, skilled workforce and advanced infrastructure,” Mr Filletti says. To this end, industry events are lined up to “serve as platforms to showcase innovation and best practices within the sector.” GamingMalta also assists companies seeking to employ international talent by means of their relationship manager at Identita.

Collaboration with stakeholders will remain key. “We continue to work closely with Government, industry players and academic institutions to ensure that Malta remains at the forefront of the iGaming industry and continues to attract top talent and investment.” This is GamingMalta’s pledge, he says, concluding: “to ensure that Malta remains a preferred destination for iGaming companies and professionals, fostering long-term growth and sustainability in the sector, underpinned by our ‘home of gaming excellence’ credentials.”

Gaming Leaders being interviewed for GamingMalta TV at ICE 2024

equitableDRIVING INCLUSION financial

Ten years ago, FinXP was launched with the goal of furnishing payments and financial solutions to industries which had been struggling to access such services. And, as Jeffrey Romano, the firm’s Head of Marketing tells Rebecca Anastasi, the company has remained loyal to its founding principles in its drive to broaden financial access to stakeholders across regulated sectors.

Photos by Tyler Jackson Calleja

As modern technology has evolved at breakneck speed, businesses have been quick to capitalise on the opportunities afforded by increasing digitisation. As a result, technological firms operating in financial services have burgeoned, filling the gaps left by those traditional institutions which have become increasingly risk-averse, refusing to work with operators in newer industries. FinXP has been part of this effort to compensate for the shortfall through the provision of digital banking solutions. “We’re always looking at how we can make things happen. We firmly believe in the right to financial inclusion for businesses which are compliant and adherent to regulations. This is our core value, and we’ve remained consistent across the years,” Jeffrey Romano, FinXP’s Head of Marketing asserts.

FinXP was, indeed, established 10 years ago to service companies in sectors such as iGaming that struggled to access support due to the conservative and hesitant strategies adopted by many traditional financial institutions. “We knew there were several businesses providing jobs and adhering to regulatory requirements which were struggling to access basic financial functions. It was hard for companies in certain industries to even process international payments. Our rationale then – and now – was that everyone deserves an equitable playing field; there was a fundamental need to access banking and payment utilities,” he explains.

Today, the firm is a principal member of Mastercard and is partnered with Shift4, a major global payment company. Such connections illustrate that the firm is trusted by other major fintech organisations, a testament to its professionalism and reliability.

Upon launching, the firm initially offered only payment services. However, as the situation evolved, they “expanded their product portfolio” and today businesses can open an IBAN account and use all SEPA schemes, including SEPA Instant, acquire virtual and physical debit cards for consumers and corporates, and also access cross-border payment functions, SEPA direct debits and e-commerce payments. “Today, there’s

“WE FIRMLY BELIEVE IN THE RIGHT TO FINANCIAL INCLUSION FOR BUSINESSES WHICH ARE COMPLIANT AND ADHERENT TO REGULATION.”

much more competition in the digital payment and banking space and, in tandem with these developments, we’ve diversified and bolstered our position,” Mr Romano states.

In distinguishing itself from competitors, FinXP brings “a decade of experience to the table; we’re more established than many of the other players,” Mr Romano attests. “We have specialised knowledge of regulated industries such as iGaming, and blockchain.

“WE OFTEN WORK WITH MEDIUM-TOLARGE CLIENTS WHO HAVE SPECIFIC NEEDS; SOMETIMES THEY REQUIRE A CUSTOMISED SOLUTION, AND WE HAVE AN IN-HOUSE SOFTWARE DEVELOPMENT TEAM WHICH IS ABLE TO INCORPORATE BESPOKE FEATURES.”

It takes considerable effort to stay on top of evolving regulations and developments, but we’ve hired specialists and carefully assess the risks of each individual merchant. We’re very diligent about whom we onboard as clients, and we’re mindful about compliance, ensuring we stay abreast of any regulations which impact the industry,” Mr Romano explains.

Furthermore, the company adheres to its philosophy of empowering clients by offering businesses the ability to open a dedicated IBAN account directly with the firm, without relying on third parties. “Payment companies often rebrand and offer services from other institutions as their own, a common practice known as white labelling. However, we operate differently: we’re licensed as an electronic money institution by the Malta Financial Services Authority (MFSA) and have a direct link with the Central Bank in Europe, enabling us to issue accounts ourselves. This shelters our clients from ad hoc changes imposed by third-party entities to which our clients would have no recourse. Businesses working with us are not dependent on a third party with whom they have little-to-no contact –.they deal with us directly. This provides our clients with an immense sense of peace of mind,” Mr Romano continues.

As a testament to its prominent position in the field, FinXP currently “processes around 250,000 SEPA Direct Debit payments per month,” with Mr Romano asserting that the firm is “one of the main players in this space”. In 2021, the company won Malta’s Best Alternative Banking Award at the Malta iGaming Excellence Awards (MiGEA) and, that same year, became a principal member of Mastercard, forming a strategic partnership that enables FinXP to issue cards directly.

“Through this collaboration, we also commercially launched our cross-border payment services last year, branded as FinXP Plus. Powered by Mastercard, this service allows us to pay out to over 120 countries. That wide coverage is important, as we’re able to process payments to accounts, cards and wallets, depending on the network in these territories. We’re still one of the few firms in this space which offer this capability, and we do so with speed – we can offer instant or next-day payments to all of these countries,” Mr Romano continues.

The firm also provides “tailor-made solutions for merchants. We often work with medium-to-large clients who have specific needs; sometimes they require a customised solution, and we have an in-house software development team which is able to incorporate bespoke features,” the Head of Marketing says. As a result of this growth in services and the company’s personalised approach, the firm is currently processing up to €2 billion annually, has opened more than 12,000 accounts, and has expanded physically. “At present, we have close to 50 employees working from offices here in Malta, as well as Cyprus and Lithuania, in addition to several remote team members,” Mr Romano attests.

Looking ahead, Mr Romano predicts that the digital payments space will continue to consolidate its position. “One trend we’re seeing is the increasing importance of instant payments. This started in the consumer market but has now migrated to the corporate world. We were one of the first in Malta to implement SEPA instant transfers, and there has been a strong uptake of these services,” the Head of Marketing attests. Another development is the rise in cross-border payments, particularly after COVID-19. “In 2022, the cross-border B2B market processed approximately $150 trillion, worldwide, and these numbers continue to grow year after year,” he says.

In light of these advancements, FinXP – which shall be exhibiting at Sigma (Europe) in Malta in November 2024 – is continuously exploring ways to “bolster [its] portfolio and coverage”.

“In terms of cross-border and instant payments, we aim to have the widest access possible in order to strengthen our value proposition.” This aligns with a broader strategy, Mr Romano says, as the firm is focused on consolidating its position as one of the

most reliable and trusted partners in this space.

“We keep growing year after year, developing our portfolio and establishing new client and partner relationships. We work with many of the Tier One operators in the iGaming industry, which speaks to our reputation, centred on trust and reliability – precisely the qualities you would want from a financial services provider,” he concludes.

“WE WERE ONE OF THE FIRST IN MALTA TO IMPLEMENT SEPA INSTANT TRANSFERS, AND THERE HAS BEEN A STRONG UPTAKE OF THESE SERVICES.”

growth BALANCING

THE EVOLVING LANDSCAPE OF responsible IN MALTA AND

protection: gambling

With new technologies reshaping how people engage with games, and the industry growing at a rapid pace, the challenge of ensuring that player safety keeps up is no small task. Kevin O’Neill, General Manager of the Responsible Gaming Foundation, offers a deep dive into the current state of responsible gambling in Malta, the obstacles faced by the industry, and how collaboration and technology can help drive positive change.

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A SLOW EVOLUTION

Responsible Gaming Foundation (RGF) General Manager Kevin O’Neill is frank about the current state of responsible gambling in Malta. “To say that responsible gambling has caught up with the latest developments in the gaming industry would be unrealistic,” he admits. While there have been significant strides made in the area, the pace of progress has not matched the rapid expansion of the iGaming sector. For Mr O’Neill, the real problem lies in the tension between the profit-driven nature of gambling companies and the need to protect the small but significant percentage of players vulnerable to gambling addiction.

“There can never be a genuine effort on the part of gambling operators to willingly warrant that the products they are offering will not be harmful to that small segment of individuals for whom gambling is a destructive endeavour as long as profits keep being prioritised,” Mr O’Neill asserts. The challenge, he explains, is getting companies to shift their focus beyond just the bottom line. “Unless top management and shareholders genuinely empathise with the challenges faced by gamblers, there will never be a truly authentic commitment to addressing problem gambling in a comprehensive and lasting way.”

Yet, Mr O’Neill is not entirely pessimistic. Over recent years, more operators are waking up to the fact

“UNLESS TOP MANAGEMENT AND SHAREHOLDERS GENUINELY EMPATHISE WITH THE CHALLENGES FACED BY GAMBLERS, THERE WILL NEVER BE A TRULY AUTHENTIC COMMITMENT TO ADDRESSING PROBLEM GAMBLING IN A COMPREHENSIVE AND LASTING WAY.”

“WE RELISH OPPORTUNITIES WHERE COMPANIES REACH OUT TO US TO CONSULT ABOUT STRENGTHENING THEIR RG POLICIES, REQUEST RESOURCES THEY CAN INCLUDE ON THEIR WEBSITES, AND ENQUIRE ABOUT VARIOUS TRAINING OPPORTUNITIES.”

that the long-term sustainability of the iGaming industry depends on how well they manage the issue of problem gambling. “We have welcomed such developments which not only see the intrinsic value in having a well-honed responsible gaming strategy in place but also an amply trained and empathetic RG team that is able to identify and support problem gamblers effectively,” he says. “RG is slowly being given the spotlight it deserves, and we can see this through the exponential increase in RG-themed conferences, forums, and the top industry expos where it now stands on equal footing with other industry concerns.”

THE ROLE OF THE RESPONSIBLE GAMING FOUNDATION

The Responsible Gaming Foundation plays a crucial role in shaping RG practices across both land-based and online gambling operations in Malta. For Mr O’Neill, the mission is clear: to provide a lifeline to individuals struggling with gambling addiction. “I see the Foundation as a beacon of hope to those individuals who are struggling with gambling. Offering a lifeline to these persons is an all-important priority for us,” he explains.

As the Foundation marks its 10th anniversary this year, it has taken stock of its achievements and future direction. This milestone, according to Mr O’Neill, has led to some introspection. “Questions such as, ‘Are we doing enough?’ ‘Can we do more?’ ‘Can we be more effective?’ ‘Are we still relevant?’ were inevitably

asked.” These reflections have prompted the Foundation to focus on collaboration, reaching out to NGOs, local and overseas entities, individuals, and operators to form a network that can provide holistic support for problem gamblers.

“The plight of the problem gambler cannot be tackled in isolation,” Mr O’Neill stresses, highlighting that one of the Foundation’s key actions has been building partnerships to pool expertise and resources. “We do not shy away from asking for the necessary expertise if we feel we are out of our depth. It’s a constant learning curve for us.”

Despite the seriousness of the work the Foundation does, Mr O’Neill clarifies that the organisation is not anti-gambling. “We believe that balance equates to the act of gambling responsibly,” he explains. “This naturally applies to both the online and land-based sectors.”

KEY INITIATIVES: WORKING TOWARDS A SAFER INDUSTRY

The RGF has been at the forefront of a range of initiatives aimed at promoting safer gambling practices. Mr O’Neill highlights that these initiatives derive from the Foundation’s core objectives, which include raising awareness, education, and research. However, one of the key challenges is how to effectively counter the overwhelming amount of gambling advertisements that saturate the media.

“We feel a deep sense of accountability in equalling the constant barrage of gambling ads throughout all media platforms, be it TV, internet, radio, and any remaining nook and cranny on our streets,” says Mr O’Neill. While he doesn’t advocate for a total ban on gambling advertising, which he considers “draconian,” Mr O’Neill believes that a sense of proportionality is needed. He points to the fact that Malta has around 350 MGA-licensed operators, all competing for consumer attention. “Commercial communications are already well-regulated, but we need to address the frequency and volume of gambling ads in some way.”

For Mr O’Neill, the best initiatives are those that come through partnerships. “Such initiatives need not break the bank or place strenuous demands on anyone’s resources,” he notes. Small yet impactful efforts, such as translating a popular gambling-blocking app into Maltese or producing short reels containing RG messaging to be shown in betting shops, have proven to be effective. “These efforts strengthen the relationships the Foundation has forged throughout these past years, effectively contributing to its wellrounded RG strategy.”

MALTA’S REGULATORY FRAMEWORK: STRENGTHS AND WEAKNESSES

Malta’s regulatory framework for gaming has undergone significant changes, particularly with the 2018 overhaul of the Gaming Act. Mr O’Neill, who spent seven years with the MGA, believes that these reforms have greatly enhanced both the oversight of the industry and the protection of players. “A lot has gone into the regulations,” he explains. “This overhaul was intended to streamline the regulatory process and strengthen the regulator’s oversight for both online and land-based operations. It has bolstered consumer protection for players significantly.”

Mr O’Neill credits the MGA for being proactive and responsive to the challenges the industry faces. “I believe we have one of the most robust and dynamic regulatory frameworks, benefitting all stakeholders concerned,” he says, but he is quick to add that continuous development is necessary. “Being an industry that is constantly evolving, it is imperative that the regulatory framework develops in tandem, especially when it comes to the challenges brought about by problem gambling.”

Mr O’Neill also commends the MGA for its persistent pursuit of presenting a strong regulatory framework that allows operators to be profitable while also operating with integrity. “A tip of the hat is in order to the great team at the MGA for their persistent pursuit in presenting a vigorous regulatory framework,” he says.

COLLABORATION WITH IGAMING OPERATORS

The RGF has established close relationships with iGaming companies and regulators, working together to improve responsible gambling measures. Mr O’Neill describes this collaboration as an ongoing dialogue, with operators often seeking the Foundation’s guidance on how to strengthen their RG policies. “Our door is always open to those companies, entities, and any interested party willing and able to do their part in making the gambling industry a safer space,” he says.

The Foundation takes a proactive role in supporting iGaming companies by offering resources, consulting on policy development, and providing training opportunities. “We relish opportunities where companies reach out to us to consult about strengthening their RG policies, request resources they can include on their websites, and enquire about various training opportunities,” Mr O’Neill notes. “When it comes to regulators, we wish to continue to play a more active role in matters that pertain to player protection and bring fresh ideas to the table.”

THE CHALLENGES AHEAD: HARMONISING GROWTH AND PROTECTION

Looking forward, Mr O’Neill sees several pressing challenges that Malta’s iGaming sector must address to ensure the sustainability of responsible gambling practices. Chief among these is the need to harmonise the industry’s rapid growth with robust consumer protection. “Perhaps the most pressing challenge for responsible gambling in this sector lies in harmonising the industry’s rapid growth with the continuous need for robust consumer protection,” he explains.

The rise of AI and machine learning technologies offers both risks and opportunities. “The pace of tech innovation, particularly in AI and machine learning, does raise concerns having to do with addictive behaviours if not regulated carefully,” Mr O’Neill warns. Further, he points out that these technologies can be leveraged for good, allowing for “360-degree monitoring of player habits and early detection of problem gambling behaviours.”

Cross-border operations also present challenges, as many MGA-licensed operators serve international markets, where regulatory standards may differ. Maintaining high RG standards across these diverse markets is crucial, according to Mr O’Neill. Additionally, he highlights the importance of continued public education on the risks associated with gambling, particularly for younger audiences who may be more vulnerable.

TECHNOLOGICAL INNOVATIONS AND A SAFER FUTURE

Mr O’Nell is enthusiastic about the potential of new technologies to further strengthen responsible gambling measures. “Certainly, AI is increasingly becoming part of everyday life as we become more and more reliant on it for many of our functions,” he says. He believes that AI and machine learning can be valuable tools for tracking player behaviour in real-time, allowing for timely interventions when necessary.

Blockchain and cryptocurrencies also present opportunities for improving transparency and security within the iGaming sector, though Mr O’Neill stresses that these advancements must be coupled with strong regulatory cooperation. “The whole idea is that such advancements should continue to help create a safer, more sustainable industry while promoting player well-being.”

As the industry looks ahead, the role of collaboration between regulators, operators, and advocacy groups will be crucial in ensuring that responsible gambling remains a priority. “Malta has the potential to set a global example when it comes to responsible gambling regulation,” Mr O’Neill concludes.

“MALTA HAS THE POTENTIAL TO SET A GLOBAL EXAMPLE WHEN IT COMES TO RESPONSIBLE GAMBLING REGULATION.”

dy namic CULTIV ATING A WORK envir onment

Since its inception in 2012, LeoVegas Group has burgeoned to employ over 1,800 people across 12 offices in Europe, with 700 based in Malta. As Lisa Farrugia, the firm’s Malta Office Manager, tells Rebecca Anastasi, the iGaming company is poised for a vigorous period of growth, boosted by its thriving office culture.

Over the past 12 years, LeoVegas Group has solidified its position as one of the industry’s highest-profile players, boasting 12 offices across Europe – including a central hub in Malta. In 2022, with “their sights set on achieving great things,” according to Lisa Farrugia, the firm’s Malta Office Manager, MGM Resorts International acquired LeoVegas Group, marking a new phase in its evolution. “This has brought new opportunities and possibilities. With MGM’s invaluable support, we will continue to invest in our product, technology and attracting talent,” Ms. Farrugia asserts.

The acquisition comes amid a period of solid growth for the iGaming firm, positioning it for further expansion. “LeoVegas Group has been on quite a journey, establishing itself as a household name in Malta and earning a reputation as an employer of choice,” Ms Farrugia says. “The Malta office has been essential to this success. The first few employees here occupied a small area in the Plaza Shopping Centre (Sliema). However, if you visit our offices now, you will see a substantial difference. We have almost 700 employees on the island, spread across five large office floors, all dedicated to delivering the world’s greatest iGaming experience,” she says, adding that the space is “extremely dynamic with visitors always commenting on the energetic vibe, and while we offer hybrid working options, the office is definitely a fun place to be.”

The recent acquisition has also had a positive impact on the workspace environment, she continues. “The company has come a long way and naturally matured significantly over the years. We see this in all areas of the business, including our company culture, upskilling of our talent, compliance, and safer gambling. Indeed, our global expansion is clearly benefitting all office teams, who play a pivotal role in shaping the employee experience. Moreover, our efforts to enhance working spaces, evaluate benefits and improve international connectivity are crucial as the company scales,” Ms. Farrugia asserts.

The company’s approach, she continues, is to “place people at the core of our operations.” To this end, the firm fosters “a work environment that is progressive, highly technical and forwardthinking, where we empower everyone to contribute to our overall success. Everyone’s contribution is valued, and we encourage our employees to seize the opportunities that come with being part of an ever-evolving company and growing with the business.”

The main driving force behind this is “our motivated employees who propel themselves and the company forward. Being highly disciplined and taking initiative are key elements of our culture,

“THE MALTA OFFICE HAS BEEN ESSENTIAL TO THIS SUCCESS.”

“ONE OF THE ASPECTS VALUED BY EVERYONE IS THE

WORKPLACE ENVIRONMENT

THAT THE COMPANY HAS MANAGED TO CULTIVATE.”

while we all work towards the same clear goal – success for the company. Each Team Leo individual embodies this culture to ensure that we are an Employer of Choice,” Ms Farrugia adds.

LeoVegas’ drive to offer “an ideal work environment for our colleagues” has played a substantial role in the firm’s efforts to ensure the Group consistently meets global standards, Ms Farrugia continues. This is evident within the very walls of the Malta office. “The space is spread over five floors to provide a welcoming and comfortable environment designed to meet the demands of our large and dynamic business,” she attests.

Moreover, “the open-plan layout allows for flexibility, with departments strategically located throughout the building. This also encourages collaboration, allowing colleagues to sit together and work wherever they choose.” Thirty meeting rooms and booths – the latter ideal for quick calls or team catch-ups – can also be found across all floors, with one floor fully dedicated to offering “a versatile area that can be used for myriad initiatives, such as workshops with local and international colleagues.”

LeoVegas’ Malta hub also features a “recently revamped Games Room, which offers a great space for relaxation and fun, whether it’s pool, chess or a variety of arcade and console games – the room is designed to be a place for interaction and conversation.” Furthermore, “the office includes terraces equipped for all seasons, providing our colleagues with an outdoor area they can enjoy throughout the year,” she says. Indeed, she continues, “one of the aspects valued by everyone is the workplace environment that the company

has managed to cultivate. LeoVegas Group is an entertainment company and, while we are professional in everything we do, we also value the fun and friendly culture that we have with one another and with our customers.”

The iGaming firm is keen to retain this sense of dynamism, with the office being continually adapted to the company’s changing needs, Ms Farrugia continues. “Currently, we are working on an exciting new project – a dedicated space for our operations departments. This area will be used for onboarding and training sessions to ensure our new staff are well-prepared to thrive in this fast-paced industry. In addition, the space will be equipped with the latest technology, fostering a welcoming and engaging environment that makes learning both exciting and interactive.”

Yet, crafting an optimal work environment extends beyond the company’s brick-and-mortar offerings. “To create an ideal work environment, we organise various initiatives and events that boost comfort and morale, such as weekly breakfasts, occasional lunches, fridges stocked with healthy options, regular after-work events, and larger gatherings like summer kick-offs and yearend celebrations. We also offer fitness classes and host a sports event called ‘LeoGames’, where employees come together for a fun-filled afternoon of challenges,” the Office Manager continues.

Moreover, the office management team is “continuously seeking to develop new initiatives in collaboration with various internal departments as well as with external suppliers. This proactive approach helps us adapt to evolving needs and reinforces our commitment to being seen as an employer of choice,” Ms Farrugia attests.

Employee recognition also lies at the heart of these actions. “Our employees are recognised for their service, with the company celebrating five- and 10-year anniversaries.” From a skillsdevelopment standpoint, LeoVegas also believes “in offering opportunities for employees to grow, and over the last couple of years, we have seen many employees move toward their career goals, whether that is to gain leadership experience or to specialise in a certain area of work,” the Office Manager attests.

Looking ahead, “the future looks bright at LeoVegas Group,” Ms Farrugia smiles. “We are working hard to provide the best employee experience with the

right values and culture. By maintaining this internal focus, we strengthen our recruitment efforts, proudly recognising that our employees act as ambassadors for the company. As an Office Manager, alongside the rest of the office management team, I am eager to see what the next few years bring. We are excited to embrace new challenges and are focused on ensuring that the LeoVegas Group Malta Office remains the premier place to be. Our commitment to fostering a dynamic and supportive work environment will not only enhance our current operations but also attract top talent, reinforcing our position as a leading force in the iGaming industry,” she concludes.

“WE ARE WORKING HARD TO PROVIDE THE BEST EMPLOYEE EXPERIENCE WITH THE RIGHT VALUES AND CULTURE.”

OF Women Game Lounge

Game Lounge’s diverse workforce, including its many remarkable women in leadership roles, exemplifies how the company’s supportive culture and remote-friendly environment foster an inclusive workplace. Here seven team members share how this global leader in affiliate marketing doesn’t just talk about diversity – it lives it.

iGaming may be an innovative industry focused on doing things differently, yet many ambitious and talented professionals in the sector still feel constrained by a lack of freedom and growth opportunities, as they strive to balance demanding careers with personal aspirations.

Game Lounge is on a mission to change this. With its dynamic, flexible and growth-oriented environment that celebrates diversity – regardless of gender, background or experience – this global leader in the affiliate marketing niche is committed to creating a workplace where everyone can thrive. With offices in Malta and Spain – as well as team

members working globally – Game Lounge’s international presence reflects its commitment to fostering a diverse and inclusive work environment.

For women in iGaming in particular, Game Lounge stands as a beacon, boasting a team that’s nearly half women, a woman within its C-suite team and many of its top markets led by remarkable female leaders.

Here, seven brilliant team members from across the company share how its unique culture empowers them to grow, create, innovate and succeed.

HENRIETTE CALLEJA GAFÀ

“In my seven years at Game Lounge, I’ve achieved key milestones like implementing a new performance management system and leading diversity initiatives. These experiences have honed my leadership skills and deepened my understanding of HR’s role in shaping company culture.

Director of HR

“As Director of HR, I recognise the importance of work-life balance. Our remote-friendly approach offers flexibility, reducing stress and commute time, which boosts job satisfaction and productivity.

“Game Lounge empowers women through targeted training and

Photos by Shaun Spiteri

leadership roles. I advocate for women in leadership positions, ensuring diverse perspectives shape our company’s future. This inclusive culture enriches our workplace, attracts top talent, and fosters a sense of belonging among all employees.”

PHILIPPA CUTAJAR Creative Team Lead

“My time with Game Lounge has been an exciting blend of hard word, passion and amazing support. Our remote-friendly model boosts flexibility – allowing us to hire globally, gain diverse perspectives and enhance both creativity and productivity.

“Game Lounge encourages women to grow and take on challenges. Tackling difficult projects, receiving mentorship

VICTORIA

and sharing ideas freely have been crucial in my journey to leadership. The emphasis on personal growth has built my skills and confidence.

“My advice to aspiring female creative leaders: believe in yourself and view mistakes as learning opportunities. Stay open-minded, push your boundaries and strive to be limitless. Your potential is vast.”

REYES JARA MARTINEZ

Country Manager & Account Specialist

“Staying with one company for over eight years is rare in our fast-paced industry!

“Game Lounge offers an innovative environment that values new ideas and fosters community. This has shaped my career, fuelled by learning and embracing challenges. Key moments include winning the Women in Gaming – Inspiration of the Year award in 2017, leading our expansion into Spain in 2019 and managing affiliate accounts with the Sales Team in 2022.

“Collaborating with strong female leaders has reinforced the importance of diverse perspectives and effective communication, boosting both my confidence and my understanding of team success.

“To women growing careers in iGaming: pursue continuous learning, tackle challenging projects, trust your expertise and seek cooperation for valuable support and insights.”

SANSOME

“Joining Game Lounge during its growth stage allowed me to contribute beyond content writing and gain insights into various business aspects. Working with this talented, supportive team has been rewarding, fostering growth in an innovative, collaborative environment.

“Game Lounge values talent and invests in employees through mentorship and training. Its flexible approach accommodates

Internal Product Operations Manager

remote and office-based work, while maintaining productivity, team spirit and vital human connections via in-person activities.

“My goal is to continue learning within the product world. I’m transitioning into product ownership and excited about my future achievements –encouraged and inspired by our talented team.”

CHARLENE VELLA PORTELLI Head of Vibe & Comms

“As Head of Vibe & Comms, I align our culture and communication strategies to create an engaging environment for Game Loungers and attract top talent.

“The Game Lounge ‘vibe’ fosters a space where everyone feels motivated, connected and valued. We maintain our remote-supportive culture through clear communication and feedback platforms. Our annual company-wide gatherings, like the Summer Party that took place in Malta this year, are crucial

MARIA DE MARTINO Head of Legal

“As Head of Legal, navigating the fast-paced iGaming industry and building the legal department has been rewarding. Leading Game Lounge through legal decisions requires clear communication, staying updated and balancing business priorities.

“Good leadership involves solid training, constructive problem-solving and openness to discussion. It’s about taking ownership, anticipating challenges and involving the right people. These skills need continuous refinement.

“In iGaming, staying ahead of legal challenges means being well-informed, maintaining a strong network and involving stakeholders early to navigate changes smoothly.”

for strengthening team bonds and celebrating achievements.

“Being part of a female-led leadership team reflects Game Lounge’s commitment to diversity and inclusivity. I’m committed to mentoring women and creating advancement opportunities through development initiatives and coaching. Our goal is to build a culture of empowerment where everyone has the tools and confidence to succeed.”

NATALIA SZYSZKA Head of Market

“Adapting to new roles has shaped my growth at Game Lounge. In the fast-paced iGaming industry, I prioritise supporting the women in my team, ensuring they feel valued and empowered.

“Having a diverse team is key to our success. Collaborating across countries and backgrounds brings fresh perspectives that enhance our strategy.

“My advice for women in iGaming is to find a great mentor for guidance and support. Don’t be afraid to ask for help, and keep learning every step of the way.”

Discover more about Game Lounge and start your chat with our careers team at www.gamelounge.com/contact about current opportunities and how we can support your career growth.

Codingfuture: THE

AI’s impact

ON MALTA’S

i GAMING

ecosystem

Malta’s iGaming industry is rapidly evolving with the integration of Artificial Intelligence (AI) – a transformation reshaping everything from education and talent development to operational strategies and player experiences. As the industry adapts to these technological advancements, Sarah Muscat Azzopardi explores how key stakeholders are working to ensure Malta remains at the forefront of this AI-driven revolution.

Photo by iStock - DamnwellMedia

Imagine logging into your favourite online casino, where the games you’re offered, the promotions you receive and even interactions with customer support are all meticulously tailored to you – all powered by Artificial Intelligence (AI). In Malta’s iGaming ecosystem, this future is no longer a distant vision but a rapidly unfolding reality.

In conversations with leading figures from academia, industry and technology, it becomes immediately clear that the iGaming industry is on the cusp of significant change – a revolution that offers vast opportunities for growth and innovation.

The adoption of AI in Malta’s iGaming sector is already well underway, according to Dr Keith Cortis, AI Lead at KPMG Digital Solutions, and Russell Mifsud, Director & Gaming Lead at KPMG in Malta. They observe that “many industry groups have successfully leveraged AI to differentiate themselves in the market. For instance, some have integrated AI-driven personalisation engines that have led to significant increases in player engagement and retention.”

They outline several key areas of AI investment in the iGaming industry, including the personalisation of gaming experiences, AI-powered customer support,

fraud detection and risk management, operational efficiency, and revenue generation through predictive analytics. Elaborating on these areas, they note, “AI techniques are used to identify and prevent fraudulent activities, such as analysing player behaviour patterns to detect anomalies that may indicate suspicious activity. AI is also crucial in identifying potential problem gamblers and implementing responsible gaming measures.”

However, implementing AI does come with challenges. The pair highlight issues such as “misalignment between organisational, data and AI strategies,” as well as the need for “proper data quality management frameworks.” They emphasise the importance of addressing these challenges to fully harness AI’s potential.

When asked whether Malta-based companies are developing their own AI solutions in-house or prefer to partner with specialised firms, Mr Mifsud and Dr Cortis assert that “generally, a hybrid approach is most commonly adopted, with companies developing core AI capabilities in-house while partnering with specialised firms for AI solutions and subject matter expertise.”

Meanwhile, the University of Malta is playing a crucial role in preparing the next generation of AI professionals for

the evolving industry landscape. Prof. Matthew Montebello, Head of the Department of Artificial Intelligence at the University, highlights the institution’s comprehensive approach to AI education.

“The University of Malta is wellpositioned to attract students to its AI courses,” Prof. Montebello states, explaining that “its strong AI department offers a range of programmes, including short courses, an undergraduate BSc in AI, an MSc in AI and a PhD, with specialisations in areas such as machine learning, deep learning, digital games, virtual and augmented reality, robotics, fintech, big data, creative technologies, text processing, IoT, data science, AI in education, generative AI, and computer vision.”

This broad curriculum aligns with Malta’s national AI strategy, which emphasises collaboration between educational institutions and the private sector. Demand for these courses has surged in recent years, with Prof. Montebello noting, “about 90 per cent of graduates are securing well-paid jobs.” This high employability rate underscores the industry’s growing need for AI expertise.

“AI TECHNIQUES ARE USED TO IDENTIFY AND PREVENT FRAUDULENT ACTIVITIES,

SUCH AS ANALYSING PLAYER

BEHAVIOUR

PATTERNS TO DETECT ANOMALIES THAT MAY INDICATE SUSPICIOUS ACTIVITY.”

Dr

Keith Cortis, AI Lead, KPMG Digital Solutions, and Russell Mifsud, Director & Gaming Lead, KPMG

Collaboration with the iGaming sector is also a key focus for the university. “The University of Malta’s AI department collaborates closely with Malta’s iGaming industry,” Prof. Montebello explains. “This partnership ensures that the AI curriculum aligns with the industry’s evolving needs, particularly in areas such as game development, fraud detection, player profiling, predictive analytics, and personalised gaming experiences.”

“AI’S ROLE IN iGAMING WILL LIKELY EXPAND

INTO MORE ADVANCED GAME DEVELOPMENT, PLAYER BEHAVIOUR ANALYSIS AND COMPLIANCE AUTOMATION.”

Dr Gege Gatt, CEO, EBO

Prof. Montebello also highlights the most indemand skills for AI graduates entering the Maltese job market, especially in the iGaming sector: “Expertise in machine learning and data analytics is crucial for developing predictive models, player behaviour analysis and fraud detection systems. Proficiency in programming languages such as Python and R, as well as libraries like TensorFlow and scikit-learn, is essential. Natural Language Processing (NLP) skills are also valuable for creating chatbots, customer support systems and content generation tools.”

Looking to the future of AI Innovation and trends in the AI space, Dr Gege Gatt, CEO of Londonbased AI enterprise EBO which automates citizen engagement, stresses the importance of integration, stating “companies that understand how to integrate AI into their workflows will be the ones to emerge successful in the medium term.”

Dr Gatt explains the current use of AI in the iGaming sector, affirming, “companies leveraging AI are using it to personalise player experiences, optimise targeted marketing and ensure regulatory compliance. AI analyses large datasets to create customised gaming experiences, driving

engagement and loyalty. Additionally, AI-powered marketing enhances audience segmentation, leading to higher conversion rates.”

Looking ahead, he predicts that “AI’s role in iGaming will likely expand into more advanced game development, player behaviour analysis and compliance automation.” He also foresees AI entering the boardroom, with “most risk-ratios and scenario-planning exercises being computed by AI and fed to boardroom executives for decision-making.”

On the important issue of responsible gambling, Dr Gatt emphasises that “AI is crucial in monitoring player behaviour to detect signs of addiction early, allowing timely interventions. By balancing dynamic and engaging experiences with robust safeguards, AI ensures that player enjoyment does not come at the cost of safety and responsibility.”

Indeed, while the potential of AI in iGaming is vast, significant challenges remain. These include integrating AI with legacy systems, ensuring data privacy and addressing the AI skills gap.

Photo by Brian Grech

“THE UNIVERSITY OF MALTA’S AI DEPARTMENT COLLABORATES CLOSELY WITH MALTA’S iGAMING INDUSTRY. THIS PARTNERSHIP ENSURES THAT THE AI CURRICULUM ALIGNS WITH THE INDUSTRY’S EVOLVING NEEDS, PARTICULARLY IN AREAS SUCH AS GAME DEVELOPMENT, FRAUD DETECTION, PLAYER PROFILING,

PREDICTIVE ANALYTICS, AND PERSONALISED GAMING EXPERIENCES.”

Prof. Matthew Montebello, Head of the Department of Artificial Intelligence, University of Malta

Dr Gatt notes, “a common knowledge gap is underestimating the importance of data quality and ethical considerations in AI deployment.”

Mr Mifsud and Dr Cortis also elaborate on these challenges, noting that “integration of AI systems into existing IT infrastructure” and “the lack of a proper data quality management framework to ensure that data used for AI purposes is complete, accurate, timely, precise, and consistent” are among the key issues facing iGaming companies today. To address these challenges, companies are adopting a multi-faceted approach, they state, with many companies “recruiting an array of roles, such as AI engineers, data scientists and machine learning experts,” while also “investing in AI awareness sessions, training programmes and co-creative workshops to equip their existing workforce with the necessary AI skills.”

Additionally, they predict that the AI transformation will lead to “increased demand for roles such as Chief AI Officers/AI Leads, Data Stewards, Data Scientists, Prompt Engineers, AI/ML Engineers, AI Architects, and AI Ethics Specialists.”

It is clear that the integration of AI in Malta’s iGaming industry presents substantial opportunities for growth and innovation. Success in this AI-driven future will require a combination of education, strategic implementation and continuous innovation. Dr Gatt advises companies to “invest in AI infrastructure, focus on ethical AI practices and continuously innovate to stay competitive. Emphasising data strategy and fostering a culture of adaptability will be crucial as AI continues to reshape the industry, ensuring that companies not only keep pace but lead in innovation and player satisfaction.”

By fostering collaboration between academia, industry, and specialised AI firms, Malta appears well-positioned to remain a leader in the global iGaming landscape, driving innovation while maintaining a commitment to responsible and ethical AI practices.

TIM VINDEHALL RETURNS TO drive growth AT

ENTERACTIVE

In the ever-evolving iGaming sector, Enteractive has positioned itself as a leader in player retention and reactivation services. Tim Vindehall’s return as Head of Sales marks an important phase for the company, as it focuses on global B2B partnerships and growth in key markets.

“Being back at Enteractive feels like a homecoming,” Mr Vindehall says, reflecting on his previous tenure as Country Sales Manager from 2014 to 2018. This experience gave him deep insights into Enteractive’s goals and operations. “I’ve seen how the company has evolved, and I’m excited to contribute to its ongoing success.” Mr Vindehall is now focused on driving additional value for Enteractive’s clients, reinforcing its status as a trusted player reactivation partner.

LEADING IN PLAYER REACTIVATION

Enteractive’s approach to player engagement distinguishes it from competitors, with a human-centred model that focuses on

real conversations. Many operators rely on automated CRM tools, but Enteractive connects with lapsed players through personalised calls powered by its proprietary (Re)Activation Cloud platform. The platform integrates seamlessly with operators’ databases, allowing for two-way communication that is GDPR-compliant and driven by native-speaking agents.

“Technology is essential, but the personal connection we create with players is what truly sets us apart,” Mr Vindehall explains. “Operators have digital tools to target players, but they often overlook those who’ve disengaged. We step in and unlock hidden revenue by reactivating these accounts.”

Photo by Emile Bertagna

In the 2023-2024 fiscal year, Enteractive helped generate over €260 million in deposits, delivering €59 million in net gambling revenue for key clients, including FanDuel, Betsson Group and William Hill. This personalised outreach strategy has delivered up to 362 per cent ROI for Enteractive’s partners, illustrating its effectiveness in player reactivation.

EXPANDING GLOBAL REACH

Mr Vindehall’s role as Head of Sales is pivotal as Enteractive expands its presence across 39 markets worldwide. “We’re seeing tremendous growth in the U.S. as more states regulate online gambling,” he says. The U.S. sports culture, combined with new state licences, presents a major opportunity for growth. “We’re just scratching the surface in the U.S., but markets like LATAM and Asia are also expanding steadily.”

The focus on the U.S. reflects Enteractive’s broader strategy to adapt to the evolving online gaming landscape. With Mr Vindehall’s leadership, the company aims to build strong partnerships in emerging markets while capitalising on its proven model for reactivating players.

CLIENT LOYALTY AND SUCCESS

A core strength of Enteractive lies in the loyalty it fosters among its operator clients. Companies like Betsson Group have been working with Enteractive for over 14 years, reaping the benefits of consistent player reactivation efforts. “We have clients who’ve stayed with us for over a decade because they trust the value we deliver,” says Mr Vindehall. “We’re not just bringing back lapsed players – we’re increasing player lifetime value, which is something every operator wants.”

Enteractive’s success comes at a time when competition in the iGaming space is fierce. New operators are entering the market, forcing established brands to find new ways to stand out. Enteractive’s ability to deliver a real human connection with players gives its clients a competitive edge. “People respond better to real conversations rather than automated outreach,” Mr Vindehall notes, emphasising the importance of human interaction in driving player loyalty.

A PROVEN, RISK-FREE MODEL

One of the key advantages Enteractive offers is its performance-based pricing structure. Operators are only charged for successful reactivations and conversions, making it a risk-free option for maximising player retention efforts. “There’s no downside for operators,” Mr Vindehall asserts. “We don’t ask for upfront fees; we only get paid when

we deliver results. This approach has been a big factor in why our clients stay with us – they know they’re getting real value.”

Enteractive’s ability to consistently deliver results –such as a 362 per cent ROI on reactivation efforts –makes it a valuable partner for iGaming operators. With the pressure on operators to boost their bottom line and retain players, Enteractive’s proven model is more relevant than ever.

RESPONSIBLE GAMBLING AND INDUSTRY LEADERSHIP

As part of its commitment to the iGaming industry, Enteractive places a strong emphasis on responsible gambling. The company’s efforts are accredited by G4, ensuring that player reactivation efforts promote a safe and fair gaming environment. “Responsible gambling isn’t just a checkbox for us – it’s integral to everything we do,” says Mr Vindehall. The company’s reactivation teams are trained to identify players who may need support and ensure gambling remains a fun and responsible activity.

This focus on player well-being sets Enteractive apart as a leader in the industry. As the iGaming market continues to evolve, the company’s commitment to responsible gambling will remain a central pillar of its operations.

FUTURE OUTLOOK: BALANCING INNOVATION AND HUMAN CONNECTION

Looking ahead, Mr Vindehall sees a future where Enteractive continues to balance technological innovation with a personal touch. “Everyone is talking about AI these days, and it’s important, but what sets us apart is that while we use cuttingedge technology, our focus is still on the player,” Mr Vindehall explains. “A real conversation with a real person creates a connection that AI and automation simply can’t replicate.”

As the company grows, this blend of innovation and human interaction will drive its success in both established and emerging markets. Mr Vindehall’s return to Enteractive signals a commitment to sustaining the company’s momentum, with a clear vision for the future: “There’s so much potential out there, and I’m excited to be part of it.”

With Mr Vindehall at the helm of sales, Enteractive is well-positioned to continue its trajectory of growth, helping iGaming operators unlock new revenue streams, engage players more effectively, and prioritise responsible gambling practices.

ELEVATING THE GAME: AT THE QUAD

new

chapter

In a move that reflects its forward-thinking position in the iGaming industry, Soft2Bet has recently unveiled its new office space at the prestigious Quad Central business centre. The relocation represents more than just a change of address – it’s a statement of intent, embodying the Group’s commitment to innovation, sustainability and employee well-being. Executive Director Oleksii Zhytnik takes Sarah Muscat Azzopardi on a tour of the company’s innovative new home.

Photos by Alan Carville

Earlier this year, leading casino and sportsbook operator and platform provider Soft2Bet announced an important growth milestone – the official opening of its new offices at Quad Central business centre.

Spread over two levels accommodating more than 130 employees, the new office was designed to provide a comfortable, safe and stylish work environment for employees, featuring a large networking space, a lounge area including two balconies with panoramic views of the Maltese countryside, private meeting rooms, and modern working equipment.

Executive Director Oleksii Zhytnik explains the rationale behind choosing The Quad, stating, “we carefully evaluated several factors that align with our company’s vision and values. The prime location offers excellent accessibility for our staff and partners, fostering greater connectivity and collaboration.”

He goes on to highlight the building’s cuttingedge facilities and sustainability features, which were key deciding factors, noting that they “reflect our commitment to creating a dynamic, forward-thinking workspace” and also “resonate with our focus on promoting environmentally responsible business practices.”

“Overall, The Quad perfectly complements our professional principles and our ambition to remain at the forefront of the iGaming industry,” he continues, underlining Soft2Bet’s commitment to creating not just an office, but a hub where innovation thrives and company culture flourishes.

The design, in fact, is a testament to Soft2Bet’s company culture. “Our new office layout is designed to foster collaboration and creativity, Oleksii shares. “The space is divided into open-plan areas to encourage teamwork and easy communication between departments, while also incorporating several quiet zones and meeting rooms for focused work and formal meetings.”

“OVERALL, THE QUAD PERFECTLY COMPLEMENTS OUR PROFESSIONAL PRINCIPLES AND OUR AMBITION TO REMAIN AT THE FOREFRONT OF THE iGAMING INDUSTRY.”

This layout, he affirms, “encourages employees to move around and choose a setting that suits their task and mood, stimulating creative thinking, while meeting rooms are equipped with digital whiteboards, video conferencing and brainstorming tools, which allow for communication and encourage collaboration between employees from different offices as well as with our partners all over the globe.” Ultimately, Oleksii

adds, the set-up “reflects our commitment to openness, inclusivity and creating an environment where ideas can flow freely, driving both personal and company growth.”

The design process involved multiple phases, from initial conceptualisation, where the team defined the overall vision and core objectives, to spatial planning, material and technology selection, right through to final customisation. Working with renowned architecture firm DeMicoli & Associates, Soft2Bet created a space that’s both functional and inspiring.

“BY COMBINING TAILORED WORK ZONES, SHARED AND PRIVATE AREAS, AND ERGONOMIC DESIGN, THE SPACE NOT ONLY ENHANCES PRODUCTIVITY BUT ALSO SUPPORTS THE UNIQUE WORKING STYLES AND NEEDS OF EACH DEPARTMENT.”

“Throughout the process, we prioritised creating a workspace that is flexible and future-proof, ensuring that it not only meets current needs but will also grow with us,” Oleksii explains.

Yet while the office certainly exudes contemporary sophistication, it doesn’t forget its Maltese roots. In an innovative touch, the Executive Director reveals, “our creative employees suggested using the names of Maltese towns to mark specific areas for negotiations and brainstorming, underlining the unique atmosphere concealed behind each town’s name.”

He also goes on highlight several unique features and design elements the team has incorporated that are specific to Soft2Bet’s identity as a B2C gaming operator, including backlit logotypes, stickers on the interior glass partitions and corporate branding design on the specialised booths.

The Group’s commitment to environmental responsibility, moreover, is evident throughout. The office boasts energy-efficient lighting, recycled and sustainably sourced materials and the use of eco-friendly paints. “The Quad business centre’s LEED platinum certification was an important factor for us,” Oleksii notes. The space also features air filtration systems, indoor plants and water-efficient fixtures, demonstrating Soft2Bet’s dedication to sustainable practices, as well as designated recycling stations in accordance with the company’s waste reduction programmes to encourage proper waste management.

Employee well-being was another crucial consideration in the design, the Executive Director reveals, highlighting the large windows, which bathe the interiors in ample natural light, indoor plants and green walls, as well as access to other convenient amenities within The Quad, including an on-site gym,

“THE SPACE IS DIVIDED INTO OPEN-PLAN AREAS

supermarket, restaurants, and cafeterias. Apart from that, he continues, “by combining tailored work zones, shared and private areas, and ergonomic design, the space not only enhances productivity but also supports the unique working styles and needs of each department.”

Yet the design has not only appealed to existing employees but also to new recruits. In fact, the new office has had a significant impact on talent acquisition. As Oleksii explains, “its sleek, modern design creates an appealing first impression for potential candidates. It reflects the company’s commitment to innovation and employee well-being, making it more attractive to top talent. As a result, the company’s competitiveness in the talent market is significantly increased.”

Setting his sights on the future, the Executive Director affirms that the new office is more than just a workplace – it’s a strategic asset for Soft2Bet’s future growth. With scalable infrastructure allowing for easy expansion when the need arises, cutting-edge technology integration which is essential in an industry that is becoming more and more data-driven and reliant on real-time operations, and a focus on sustainability and employee well-being, the space is designed to support the company’s evolution in the iGaming industry for many years to come.

iGaming Calendar

Plan your upcoming networking opportunities with our rundown of the must-attend iGaming conferences, summits, events, and awards for 2024 and 2025.

NOVEMBER 2024

5TH - 6TH

The Scandinavian & Nordic Gaming Show 2024

Copenhagen, Denmark

11TH - 14TH

SiGMA Europe

Marsa, Malta

24TH - 26TH

NEXT Elite Retreat: Cancún Cancún, Mexico

27TH - 28TH

BEGE (Balkan Entertainment & Gaming Expo)

Sofia, Bulgaria

Eastern European Gaming Summit (EEGS)

Sofia, Bulgaria

27TH - 29TH

GAT Caribe Cancún-Mexico Cancún, Mexico

SPiCE International Taipei, Taiwan

DECEMBER

2024

2ND - 3RD

EGR Power Latam Rio Summit 2024

Rio de Janeiro, Brazil

2ND - 4TH

Thai Entertainment Complex Summit Bangkok, Thailand

3RD - 4TH

iGaming Crossroads Summit Tashkent, Uzbekistan

4TH

Vixio Global Regulatory Awards London, United Kingdom

12TH - 15TH

iGaming & Gaming International Expo – IGI

Florianópolis, Brasil

JANUARY 2025

20TH - 22ND

ICE Barcelona

Barcelona, Spain

20TH - 23RD

iGB Affiliate Barcelona Barcelona, Spain

FEBRUARY 2025

17TH - 21ST

BiG Africa Summit

Gaborone, Botswana

23RD - 25TH

SiGMA Eurasia Summit

Dubai, United Arab Emirates

25TH - 27TH

Africa Gaming Expo

Victoria Island, Lagos

MARCH 2025

4TH - 6TH

SPiCE South Asia (SPiCE Series) Colombo, Sri Lanka

5TH - 6TH

G&M Events Paraguay 2025 Asuncion, Paraguay

10TH - 12TH

SiGMA Africa

Cape Town, South Africa

12TH - 13TH

NEXT: NYC 2025

New York, USA

NEXT. Photo by Shaun Spiteri

19TH - 20TH

SAGSE Latam

Buenos Aires, Argentina

25TH - 26TH

Prague Gaming & TECH Summit ‘25 Prague, Czech Republic

1ST - 2ND

Online Casino Summit Italia

Rome, Italy

7TH - 10TH

BiS SiGMA Americas 2025 São Paulo, Brazil

23RD - 24TH

G&M Events Spain 2025 Cadiz, Spain

28TH

GAT Expo Cartagena Cartegna, Colombia

MAY 2025

7TH

NEXT: Valletta 2025

Mediterranean Conference Centre, Valletta

13TH - 15TH

SBC Summit Americas Fort Lauderdale, Florida

20TH - 21ST

Sportsbetting East Africa Dar es Salaam, Tanzania

27TH - 28TH

MARE BALTICUM Gaming & TECH Summit ‘25 Vilnius, Lithuania

JUNE 2025

1ST - 4TH

SiGMA Asia Manila, Philippines

10TH - 12TH

CasinoBeats Summit St Julian’s, Malta

11TH - 12TH

G&M Events Ecuador 2025 Guayaquil, Ecuador

16TH

G&M Events Peru 2025 Lima, Peru

17TH - 19TH

Canadian Gaming Summit Toronto, Canada

JULY 2025

1ST - 4TH

iGB Live! London, United Kingdom

AUGUST 2025

6TH - 7TH

G&M Events Brazil 2025 Rio de Janeiro, Brazil

SEPTEMBER 2025

1ST - 3RD

SiGMA East Europe Budapest, Hungary

3RD - 4TH

G&M Events Argentina 2025 Neuquen, Argentina

15TH

G&M Events Portugal 2025 Lisbon, Portugal

16TH - 18TH

SBC Summit 2025 Lisbon, Portugal

Managing up, IN A nutshell

In this regular column, Executive Coach Marion Gamel, drawing on over 20 years of experience in corporate settings – including working for Google, Eventbrite and Betsson Group – explores how mid-management executives often struggle to manage up, and offers actionable tips on how to help employees stand out.

When I coach mid-management executives, the topic of managing-up often comes up. Leaders are so busy supporting their team and collaborating with their peers to deal with projects at hand and remove obstacles, that they often have very little time left to manage up. We all know what’s at stake: managing up will secure their continuous growth and ultimately, secure their promotion to a bigger role.

So, what is managing up?

Managing up refers to the process of proactively building a strong working relationship with your manager by understanding their goals, preferences and expectations, and aligning your actions to support them. It involves anticipating their needs, providing solutions rather than problems, offering insights or information that help them succeed, and communicating effectively. By doing so, employees can not only improve their own work performance but also contribute to their boss’ success, ultimately positioning themselves as valuable team members and potential candidates for promotion or leadership roles.

Let’s try to make this concise and actionable. Here are a handful of concepts to keep in mind when feeling the need to manage up. In my corporate experience pre-coaching, at major global organisations such as Google and Eventbrite, as well as my experience as Chief Marketing Officer of a publicly listed global group, I have distilled managing up between an employee and their boss.

MAKE YOUR BOSS LOOK GOOD

Any activity that will make your direct line manager ‘look good’ will automatically earn you the ‘indispensable’ tag in their eyes. It could be that thanks to your efforts, a project is delivered early or way above expectations. It could be a piece of content you bring to your boss that empowers them to have a new idea or come up with a new strategy that stands out. It could be that you yourself bring innovative ideas to the table that empower your boss and

“THE BOTTOM LINE IS THAT EMPLOYEES WHO CONTINUOUSLY HELP THEIR MANAGER LOOK GOOD BY BRINGING SOMETHING MORE OR ELIMINATING A HURDLE, ARE MUCH MORE LIKELY TO BE CONSIDERED AS A POTENTIAL SUCCESSOR.”

SUPPORT YOUR BOSS

Don’t give your work to your boss: One of the main differences between being a sole contributor, when you start working, and becoming a manager, is to know how to contain, own and resolve issues. Asking your boss for advice or for support to make a decision is great collaboration as you tap into their experience and know-how, but bringing an issue to your boss without any thought given to your available options feels lazy. At the very least, when requiring help from your boss, be clear about what you’re planning on doing and define precisely where you need help and where you don’t. It should never feel like you’re just passing on a sick baby!

the entire team to be perceived as agile, innovative and ambitious. Whether your boss is effective at rewarding you with recognition for making them look good is another topic. The bottom line is that employees who continuously help their manager look good by bringing something more or eliminating a hurdle, are much more likely to be considered as a potential successor. Let’s remember that your success is your boss’ success, so your boss is making you and the team look good all day long.

TIP: Once a week, when you’re thinking about what needs doing, or what you have achieved, ask yourself: “What could make my boss look good?” or “What’s the little extra that will make my boss stand out?”

Take on some of their tasks: On the other hand of the spectrum, your aim should be to occasionally offer your help and propose to take on some of your boss’ tasks to lighten their load and train yourself to become a leader.

TIP: One of the best grooming to become your boss’ successor is to offer to compile and draft recurrent reports for them. This will sharpen your analytical skills, give you access to information about what others in the team are working on and broaden your understanding of your function and its impact on the business. By taking on some of your boss’ duties, you make your way into their succession plan.

Photo by Jacob Wackerhausen - iStock

BRING FOOD FOR THOUGHT

When you’re an executive, you are solving issues, putting people in touch, giving clarity, and gathering information in order to come up with an analysis of the situation and a strategy, all day long. This is intense. What breath of fresh air when one of your team members, instead of bringing up an issue, brings you food for thought. It could be an interesting case study which could be applied to a project your boss is working on. It could be a different approach highlighted in an article about a company somehow comparable to yours. It could be a game-changing concept mentioned in an interview. It could be a new trend that could potentially impact your business or your customers. It could also be an analysis you’ve executed that highlights a pattern or a virtuous/vicious circle.

TIP: When reading business content, ask yourself if there is something in it for your company or department. Think about how this could be applied to a project you’re working on or a challenge you’re facing. Whenever you feel there is something truly new and helpful in a piece of content, share it with your boss. Don’t be sloppy when you share the content; include an executive summary and mention the area you think this article could impact.

DISCUSS THE WHY, NOT JUST THE WHAT AND THE HOW

Many one-on-one meetings are very focused on HOW you do things, and sometimes on WHAT you’ve achieved. Both could be summarised in a document that lists your tasks and shows them as amber, green or red. This is not necessarily the best way to use your one-on-one time with your boss. Furthermore, some of the help your boss brings you could potentially come from other colleagues. So, what’s left? The WHY. Your boss, due to their seniority,

has access to more information, be it hard data or opinions and decisions. This is the unique content you can discuss with your boss: WHY? Why has the company decided to close? Why is there more of a focus on X this year compared to last year? Why have we decided not to diversify further our offering? Answers to these kind of questions will improve your understanding of the business, will help you position your work in the matrix, will clarify priorities, and could very well help your boss think further, thanks to your careful questioning.

TIP: One-on-one meetings with your boss are not casual meetings. They’re precious. Prepare, prepare, prepare! And if you can, send a suggestion of an agenda to your boss the day before your one-on-one. Show that it’s not just a casual catch-up in your eyes, but precious time they’re allocating to you, and you want to make the most of it.

SPREAD THE GOOD NEWS

In a company, gossips and rumours run wild. One of the best things you can do to manage-up is to spread good news about your boss. Simple! Sure, your boss probably has some weaknesses, but everyone’s already gossiping about them! Focus on what’s positive and spread the word. Sources are always shared (eventually) and you’ll inspire a lot of trust from your boss when they hear about the positive information you’ve been sharing about them. When your boss truly trusts you, you enter a blessed type of relationship!

TIP: Think about three things you authentically appreciate about your boss.

One of these strengths should be about the way they manage you and the team (eg timely feedback, generous recognition, transparency)

One of these qualities should be about business thinking (eg acumen, analysis, strategic thinking, expertise)

One should be about them as a person (eg a good sense of humour, very empathic, loyal)

Once you have your list, share this information at relevant times, making sure you are ready to give concrete examples if need be. In an era where criticism comes cheap, positivity shines.

I hope this summary of what managing-up can concretely look like, is helpful. Although created with mid-management in mind, I suspect these tips can act as a helpful reminder, even for the C-suite, when your boss is the CEO!

Got a question for Marion? Email her at marion.gamel@gmail.com

THE

bankingdilemma

The iGaming sector in Malta, a thriving part of the local economy, continues to face a significant challenge: traditional banks remain wary of the industry, citing risk concerns that often make it difficult for operators to access essential financial services.

Malta’s iGaming sector, one of the most significant contributors to the country’s economy, continues to thrive despite facing hurdles from an unexpected source: traditional banks. Many financial institutions remain hesitant to provide services to the industry, citing perceived risks tied to the sector’s regulatory complexities and the involvement of high-risk jurisdictions. As a result, licensed iGaming operators in

Malta – and across Europe – are finding themselves in a precarious position. They must either fight for limited banking options or turn to alternatives such as European neobanks and fintech providers to meet their operational needs.

This reliance on non-traditional banking raises questions about the future of the iGaming sector in Malta. How has the lack of access to conventional banking

Photo by Sumedha

Paul Mifsud, Managing Director of Sparkasse Bank, provides valuable insight into the factors influencing a traditional bank’s approach to the iGaming industry. As he explains, while Sparkasse Bank supports licensed entities in Malta as part of its role in fostering the local economy, risk assessments are inevitable.

“Banks will always carry out their own independent assessments on an applicant and apply their own risk assessment based upon their respective risk appetite,” Mr Mifsud explains. This, he notes, involves evaluating a range of factors including the nature of the business, the jurisdiction of its customers, the integrity and track record of the individuals running the company, and the control and governance structures in place, “all of which impact a bank’s final assessment of a prospective client.”

The inherent risk rating for Malta’s remote gaming sector, according to the National Risk Assessment (NRA), is Medium-High. While this does not necessarily preclude traditional banks from working with iGaming companies, it does mean that extra caution is required, and stringent risk mitigation controls must be in place. “This is very bankspecific and varies across the sector,” Mr Mifsud notes. In practice, however, many traditional banks are reluctant to take on this risk, forcing iGaming operators to seek alternative solutions.

ENTER THE FINTECH PROVIDERS

As traditional financial institutions shy away, European neobanks and fintech providers have stepped in to fill the void, offering banking services that are more flexible and tailored to the needs of iGaming operators. One such provider is FinXP, whose CEO, Jens Podewski, outlines the advantages of working with a specialised fintech company over a traditional bank.

services impacted its ability to innovate and grow? Does reliance on digital banking solutions help or hinder the sector in the long term? And is there hope for traditional banks to shift their perspectives and start accommodating these businesses?

These are questions that weigh heavily on the minds of local iGaming executives. While neobanks and fintech providers have stepped in to offer much-needed alternatives, the situation remains a challenge. Operators must often navigate complex financial landscapes that traditional banks are either unwilling or illequipped to handle.

“iGaming companies face challenges with traditional banking due to stricter policies and limited service offerings,” Mr Podewski explains. FinXP addresses these challenges by providing specialised payment and banking solutions, including business accounts, closedloop payment systems, card issuing, and global payouts. These solutions, Mr Podewski argues, are not just more flexible but are specifically designed with the needs of iGaming operators in mind.

Where traditional banks are risk-averse, fintech providers like FinXP take a more nuanced approach to risk management. “We assess several factors, such as the company information, source of wealth, source of funds, payment flows, licensing, and operational history,” Mr Podewski says. This allows FinXP to support legitimate, regulated operators that might otherwise struggle to find banking services, while maintaining the necessary safeguards to manage risk effectively.

“BANKS WILL ALWAYS CARRY OUT THEIR OWN INDEPENDENT ASSESSMENTS ON AN APPLICANT AND APPLY THEIR OWN RISK ASSESSMENT BASED UPON THEIR RESPECTIVE RISK

APPETITE.”

Paul Mifsud, Managing Director, Sparkasse Bank

THE IMPACT ON INNOVATION AND GROWTH

The shift from traditional to digital banking solutions has not been without challenges for the iGaming sector. Many operators report that the limited availability of traditional banking services has, in some ways, hindered their ability to grow and innovate. Access to reliable financial services is a cornerstone of any business, and without it, companies may struggle to scale their operations or develop new products and services.

However, neobanks and fintech companies offer unique advantages that may help counterbalance these challenges. According to Mr Podewski, the personalised approach offered by FinXP enables iGaming operators to compete in a highly regulated environment. “Our approach emphasises close, one-to-one collaboration with clients, ensuring that we deliver customised solutions that meet their requirements,” he says.

This tailored service can be a significant advantage for companies looking to innovate, as it allows them to build payment systems that are uniquely suited to their business model. For example, FinXP’s Banking-as-aService (BaaS) platform provides operators with the flexibility to create custom payment ecosystems, including IBAN accounts and co-branded cards. These kinds of bespoke solutions are often unavailable from traditional banks, making fintech providers a more attractive option for companies that require a high level of customisation.

REGULATORY CONSIDERATIONS

One of the reasons traditional banks have been slow to embrace the iGaming sector is the regulatory environment. As Paul Mifsud points out, remote gambling is a licensed activity in Malta, and while the sector is regulated, it carries a MediumHigh risk rating. This naturally makes banks cautious, as they are required to comply with stringent anti-money laundering (AML) and know-yourcustomer (KYC) regulations.

However, fintech providers like FinXP are not necessarily held back by these same concerns. According to Mr Podewski, their deep industry expertise allows them to navigate the regulatory landscape more effectively. “Because we have deep industry expertise, we are able to understand the various business models in the industry,” he says. This enables fintech companies to offer solutions that are both compliant with regulations and tailored to the specific needs of the iGaming sector.

Photo by Bernard Polidano

IS THERE HOPE FOR TRADITIONAL BANKS?

Despite the clear advantages that fintech providers offer, there is still hope that traditional banks may eventually embrace the iGaming sector. As Mr Mifsud notes, banks with strong risk mitigation controls and a dedicated team of experts may be able to reduce the perceived risks to a level that is acceptable within their risk appetite. However, this remains “very bankspecific and varies across the sector,” meaning that a blanket solution is unlikely.

For the iGaming community, the ideal scenario would be having both traditional and digital banking options available. This would give operators the flexibility to choose the solution that best meets their needs, whether that be the familiarity of a traditional bank or the bespoke services of a fintech provider.

LOOKING FORWARD: BRIDGING THE GAP

The challenges faced by Malta’s iGaming sector in accessing traditional banking services are unlikely to disappear overnight. However, the rise of fintech providers offers a viable alternative, and one that is increasingly becoming the go-to solution for operators in need of flexibility and personalised support.

Looking ahead, it is clear that the iGaming sector will continue to rely heavily on neobanks and fintech companies. There is also a growing recognition that traditional banks could play a larger role if they adapt their risk assessments and develop a better understanding of the industry.

As Mr Podewski notes, there are still gaps in the financial services provided to iGaming companies, particularly in improving the payment experience. FinXP seeks to bridge this gap by offering instant payments and other innovative solutions that enhance operational efficiency. “We aim to improve the payment experience through faster, secure transactions that enhance both the player experience and operational efficiency,” Mr Podewski explains.

Ultimately, the future of banking in the iGaming sector will depend on the willingness of both traditional banks and fintech providers to innovate and collaborate. For now, however, it seems that fintech companies are best positioned to meet the needs of the iGaming community, offering solutions that are tailored to the unique challenges and opportunities of this dynamic industry.

And, while traditional banks may still be slow to adapt, the rise of neobanks and fintech providers is proving to be a game-changer for Malta’s iGaming sector. As the industry continues to grow, the flexibility and expertise offered by these non-traditional banking solutions will be crucial to ensuring its continued success.

“WE ASSESS SEVERAL FACTORS, SUCH AS THE COMPANY INFORMATION, SOURCE OF WEALTH, SOURCE OF FUNDS, PAYMENT FLOWS, LICENSING, AND OPERATIONAL HISTORY.”

Jens Podewski, CEO, FinXP

virtual road THE esports GAMING WITH PURPOSE: AHEAD FOR MALTA’S INDUSTRY

With a firmly established iGaming sector, five years ago, Malta set its sights on propelling the esports industry forward, establishing partnerships and encouraging private investment. Here, Helena Grech speaks to key stakeholders to assess how those efforts have fared, and what can be done to boost the industry further.

Malta is a small island with big ambitions to become a major player in the global esports industry. Leveraging its established expertise in iGaming, the country is building a strong foundation to turn esports into one of its key economic drivers. Despite being relatively new to the esports scene, Malta is already making waves by hosting international tournaments, fostering local talent, and investing in the necessary infrastructure to make it an attractive hub for players, organisers and companies. But while the opportunities are vast, so too are the challenges that stand in the way of Malta’s vision for esports dominance.

THE ROOTS OF ESPORTS IN MALTA: FROM GAMING HUBS TO INTERNATIONAL EXPOSURE

Malta’s focus on esports didn’t appear out of nowhere. The island’s deep connection to the gaming industry dates back to the late 1990s, when it became one of the first countries in Europe to develop a comprehensive regulatory framework for remote gambling, otherwise known as iGaming. This move attracted a significant number of iGaming operators to Malta, creating a hub for online gaming and gambling companies. Today, Malta is home to over 300 gaming companies, which collectively contribute 13 per cent of the island’s GDP.

Recognising the natural synergies between iGaming and esports, Malta saw an opportunity to expand its reputation as a gaming hub into the world of competitive gaming. In 2019, the Maltese Government released the policy document Malta’s Vision for Video Game Development and

Esports, signalling its commitment to positioning the island as a global esports destination. This ambitious strategy outlined three core objectives: to build a strong local esports ecosystem, nurture Maltese talent and attract international esports events.

These efforts began paying off with the hosting of international tournaments such as Malta Vibes, Cyber.Bet Cup and the European Development Championship. These events, focused primarily on games like CS and Call of Duty, attracted millions of online viewers, drawing significant attention to Malta’s burgeoning esports scene. Malta Vibes, for example, broadcast 738 hours of CS content in 2020, with over 12 million unique viewers tuning in from around the world.

“We’ve seen a remarkable increase in interest from both local and international players,” says Dean Vella, Malta’s National Simulation Racing Champion for 2024, where he secured the overall GT3 championship. “The Government’s commitment to fostering the esports industry, alongside the growing number of high-profile events, has really helped Malta gain credibility as an esports hub.”

THE ESL PARTNERSHIP AND THE RISE OF LOCAL COMPETITIONS

One of the most significant milestones in Malta’s esports journey was the announcement of a partnership with ESL, one of the world’s largest esports companies. This collaboration brought a level of professionalism and global recognition that Malta had not experienced before. ESL’s involvement

helped elevate local events to international standards, attracting participants and viewers from all corners of the globe.

For local players like Mr Vella, these partnerships have opened doors to new opportunities. “The partnership with ESL has been a game-changer for us. It brought international attention to what we’re doing here in Malta and introduced new players to the scene. Conventions like Playcon have also been crucial in making esports more mainstream in Malta, attracting new competitors and organisers.”

Beyond these international events, Malta’s local esports competitions have also flourished. Tournaments such as the ePremier League, the Malta Gran Turismo National Championship and the Malta National League have provided local players with platforms to showcase their skills. The involvement of local organisers like Eden Esports and the Malta Esports Association has been key to developing a sustainable ecosystem for players at all levels.

“The local scene is definitely growing,” says Mr Vella. “But there’s still a lot of room for growth. We need more variety in the types of competitions we host. Right now, there are a couple of organisations that run events, but I think there’s space for more players to come in and innovate. The challenge, as always, is funding.”

CHALLENGES FACING ESPORTS IN MALTA

While Malta’s esports scene has seen significant growth in recent years, it still faces several challenges. One of the most pressing issues is funding, particularly for grassroots organisers and local teams. Many local organisers struggle to secure the financial resources necessary to host large-scale events or pay players competitive salaries.

Mr Vella highlights this issue from a player’s perspective: “one of the biggest challenges I’ve faced is balancing full-time employment with competing in esports. Unlike

other parts of the world where top athletes get paid to play, that’s not a reality for most players in Malta. Only the top one per cent have a chance of getting signed by a team that can pay them a full-time salary.”

This lack of funding and professional opportunities can hinder the development of local talent, as many players are unable to dedicate themselves fully to their esports careers. For Malcolm Saleeb, CEO of Esports Plaza, the solution lies in creating more transparent and accessible funding systems. “Right now, most of the Government’s esports funding is directed towards large international tournaments and local gaming conferences, which is great for exposure but doesn’t always help local players. Maltese esports athletes receive limited financial support, which leaves much local talent untapped. A more transparent and accessible system for Government funding could boost private investment and attract new opportunities, further establishing Malta as a premier esports hub.”

Despite these challenges, there is optimism about the future. The Maltese Government continues to support esports through policy measures and financial incentives, but Mr Vella believes there is room for improvement. “The initial push from the Government helped get the industry off the ground, but we’ve seen some stagnation recently. There’s a need for bigger prize pools, more full-time jobs in esports and more support for new organisers and teams.”

“WE’VE GOT A SOLID FOUNDATION, BUT WE NEED MORE INVESTMENT IN FACILITIES, PRIZE POOLS AND PLAYER DEVELOPMENT. IF WE CAN GET THAT RIGHT, THERE’S NO REASON WHY MALTA CAN’T BE A MAJOR PLAYER IN EUROPEAN

ESPORTS.”

Dean Vella, Co-founder and Driver for Intercomp VMD Simsport and Double National GT3 esports champion

PRIVATE INVESTMENT AND THE ROLE OF ESPORTS PLAZA

One of the most encouraging developments in Malta’s esports scene has been the rise of private investment, particularly the establishment of facilities like Esports Plaza. Opened in 2022, Esports Plaza is a state-of-the-art venue that provides a daily esports experience for both casual gamers and professional players. It serves as a training ground, tournament venue and content creation space, making it a crucial piece of the esports puzzle in Malta.

Mr Saleeb is passionate about the role Esports Plaza plays in developing the local esports scene. “We provide a home for esports in Malta, where anyone can come and improve their skills, compete, or simply enjoy the gaming experience. We’ve seen tremendous growth in interest and participation since we opened. In just two years, we’ve helped numerous players get involved in competitions and streaming, thanks to our content studio.”

However, Mr Saleeb acknowledges that private investment alone cannot sustain the industry. “We’ve made a significant private investment in esports, but Government support is essential to take things to the next level. A more transparent system for accessing Government funding would encourage further private investment and help Malta grow as a top esports destination.”

COMPARING MALTA’S ESPORTS SCENE TO OTHER REGIONS

While Malta has made significant progress in positioning itself as an esports hub, how does it compare to other regions? Globally, countries like South Korea, the United States and China are considered the powerhouses of esports, with wellestablished infrastructure, large player bases and massive financial backing. South Korea, in particular, is credited with pioneering the professionalisation of esports, where top players earn six-figure salaries and compete in sold-out stadiums.

In Europe, countries like Germany, Sweden and the United Kingdom have also emerged as key players in the esports industry. Germany is home to ESL, which has been instrumental in shaping the global esports landscape, while Sweden regularly hosts major tournaments such as DreamHack. The UK, meanwhile, has invested heavily in grassroots esports initiatives, fostering a thriving local scene.

Compared to these countries, Malta is still in the early stages of its esports journey. However, Mr Saleeb believes that Malta has unique advantages that set it apart. “Malta offers a great lifestyle for players and industry professionals. The weather, the connectivity and the compact geography make it an ideal location for hosting events. We may not be as big as Germany or the UK, but we have the potential to punch above our weight.”

Mr Vella shares this optimism but stresses that Malta needs to continue building its infrastructure if it wants to compete with the big players.

“We’ve got a solid foundation, but we need more investment in facilities, prize pools and player development. If we can get that right, there’s no reason why Malta can’t be a major player in European esports.”

BUSINESS OPPORTUNITIES IN MALTA’S ESPORTS INDUSTRY

The potential for esports to become a major economic driver in Malta is clear. Globally, the esports industry is projected to reach a value of $1.8 billion by 2025, with revenues generated through sponsorships, media rights, ticket sales, and merchandise. Malta is well-positioned to capitalise on this growth, particularly through its existing connections to the iGaming industry.

Mr Saleeb believes that esports and iGaming can work together to create unique business opportunities. “We’ve already seen significant crossover between iGaming and esports. Companies are using esports tournaments for team-building activities, private competitions and even as part of their corporate events. There’s huge potential for collaboration between the two industries.”

These collaborations have already begun to take shape. Esports Plaza, for example, frequently partners with iGaming companies to host private competitions and team-building

exercises. “We’ve hosted everything from birthday parties to corporate events, and the feedback has been overwhelmingly positive,” says Mr Saleeb. “There’s a lot of room to grow this side of the business.”

Beyond partnerships with iGaming companies, Mr Saleeb sees potential for Malta to become a hub for esports tourism. “We’ve already attracted international players for our tournaments, but there’s potential to go further. With the right infrastructure and investment, Malta could become a go-to destination for esports fans, much like it has for iGaming.”

THE FUTURE OF ESPORTS IN MALTA

Looking ahead, the future of esports in Malta is full of possibilities. Both Mr Vella and Mr Saleeb believe that the next few years will be crucial in determining whether Malta can fully realise its potential as an esports hub. With the right support from both the Government and private sector, Malta has the opportunity to become a significant player in the European and global esports industries.

“I believe we’re just scratching the surface,” says Mr Vella. “There’s so much potential here, but it’s going to take a collective effort from players, organisers and the Government to unlock it. If we can keep building on the momentum we’ve created, Malta could become a top destination for esports.”

“MALTA OFFERS A GREAT LIFESTYLE FOR PLAYERS AND INDUSTRY PROFESSIONALS. THE WEATHER, THE CONNECTIVITY, AND THE COMPACT

GEOGRAPHY MAKE IT AN IDEAL LOCATION FOR HOSTING EVENTS.”

Malcolm Saleeb, CEO, Esports Plaza

Mr Saleeb echoes this sentiment, pointing to the expansion plans for Esports Plaza as a sign of what’s to come. “We’ve added a racing simulator, and we’re planning to expand our offerings and continue collaborating with local businesses to create opportunities. The future is bright for esports in Malta, but we need to keep pushing forward.”

“We’re looking to partner with local businesses in Malta to expand beyond esports and introduce video game development as a new offering. We’re excited to explore this avenue and collaborate with those who share our vision,” he adds.

Malta’s esports industry has come a long way in a short time, but there is still much work to be done. From hosting high-profile international tournaments to fostering local talent, the island has laid the groundwork for a thriving esports ecosystem. However, challenges remain, particularly in terms of funding, professional development and infrastructure.

As the global esports industry continues to grow, Malta has the opportunity to carve out a niche for itself as a key player in Europe. With the right investments, policies and partnerships, Malta could not only become a top destination for esports events but also a place where local players and organisers can thrive. The road ahead is filled with both challenges and opportunities, but if Malta can capitalise on its unique strengths, the island’s future in esports looks brighter than ever.

PAPPED

The past few months have been filled with fun and social events for Malta’s iGaming community, featuring everything from energy-filled parties to a rifle shooting competition.

NOLIMIT CITY

NoLimit City celebrated two vibrant events this summer. The first, BEYOND THE RAVE, held on 9th August at UNO, TreeHaus, was themed around the company’s games, featuring branded cocktails, themed food, NLC energy drinks, and game-related activities, including a rifle shooting competition with NLC merchandise prizes. Earlier, on 3rd July, the company hosted a more intimate Summer Party at a picturesque farmhouse in Malta, where good vibes prevailed, creating a memorable, laid-back atmosphere.

LEOVEGAS GROUP

The Radisson Blu in St Julian’s set the stage for LeoVegas Group’s epic summer party on 6th June. With clear blue skies, a buzzing crowd and activities that took the fun from land to sea, this celebration embodied the spirit of summer in Malta.

Photo by Mitchell Camilleri

Photo by Mitchell Camilleri

GAME LOUNGE

Game Loungers enjoyed a day full of bold energy and laid-back vibes for Game Lounge’s End of Summer Annual Global Party on Friday 30th August at the Radisson Blu Resort. With a Jungle/Safari party theme (and dress code!), Game Loungers from around the world connected over an open bar, delicious food, poolside fun, adventurous water sports, and topnotch entertainment, to say ‘so long’ to summer and ‘hello’ to the next level in iGaming affiliation.

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Photos

Shaun Spiteri

ENTERACTIVE

On 14th June, Enteractive kicked off the summer in style with a vibrant party at SkyBeach, InterContinental, St Julian’s. Coinciding with the first day of the UEFA European Football Championship, the event brought together fun, sunshine, and a rooftop full of energy.

Photo by Lindsey Bahia Pictures

Photo by Lindsey Bahia Pictures