GMB - Oddsgate has stood out in the global market with cutting-edge solutions. How can the company consolidate this leadership and expand its presence in new regulated markets?
Lusia Barseghyan - Oddsgate isn’t just about delivering a platform—it’s about being a strategic partner. That’s been core to our identity from the very beginning. Everything we create is shaped by what operators actually need on the ground, in the markets they’re working in, with all the challenges that come with it.
At Oddsgate, we approach technology with a very simple question: what do our partners actually need right now? We’re not chasing innovation for the sake of it—we’re solving the everyday challenges operators face in the real world. Whether it’s dealing with local payment providers, keeping up with regulatory changes, or just making sure teams can work more efficiently, everything we build has to make a practical difference.
Oddsgate’s ability to successfully enter new regulated markets stems from a deliberate blend of operational maturity, strategic agility, and a deep respect for local complexity—backed by the hands-on experience of a team that’s spent years building and scaling in this industry. Our core executives have led operations across diverse markets, navigated evolving regulatory frameworks, and built products that stand up to real-world demands. That collective expertise shapes every market entry, ensuring we’re not just meeting requirements but anticipating them, aligning with local realities, and executing with confidence and complex knowledge from day one.
The iGaming market is very dynamic and has specific characteristics in each country. Is this an additional challenge for Oddsgate? How can Oddsgate adapt to each of them?
As you fairly pointed out, every jurisdiction comes with its own regulatory complexities, from regulatory frameworks and licensing models to player behaviour, payment infrastructure, and cultural expectations. That level of complexity isn’t just a challenge—it’s a core part of the reality we operate in. We don’t believe in replicating a fixed model across regions. Instead, we take the time to understand the specifics of each market—whether that involves integrating local payment providers, adapting to regulatory requirements, or refining product features and user journeys to align with cultural and commercial expectations.
Regulation shouldn’t be seen as something that slows the normal operations down. It gives the industry the structure it needs to grow in a safer, more transparent, and more stable way. This isn’t my first time going through the transition into a regulated market—and to be honest, it’s something I see real value in. It raises the bar for everyone and creates a healthier, more sustainable ecosystem—for operators, for providers, and most importantly, for the people who trust us with their experience.
In addition to meeting the needs of operators, how does Oddsgate assess the expectations of end users, the bettors, to offer a solution that adds value to Oddsgate's products?
There’s no single answer—we deal with it piece by piece. Even though our day-to-day work is focused on supporting operators, we never forget that it’s the end user—the player—who ultimately interacts with the product. We work closely with operators to understand player behaviour in their specific markets—what users respond to, where friction occurs, what drives retention.
That kind of insight directly shapes how we think about things like onboarding flows, promo timing, and how offers are presented, we guide our clients through this process from start to finish. In operations, on a daily basis we work with big data—and it’s not just about metrics. It tells us a lot about how our partners are actually using the platform, which functionalities perform better than the others, which ones need to be improved, It’s not just about features—it’s about knowing exactly what the product and process demands are right now, because that directly impacts how we move forward. If you deliver a feature too late, it misses the moment. If you push it out too early, it’s not ready to deliver real value. Timing isn’t just important—it’s critical to whether something works or not.
Our Marketing department uses advanced data-driven methodology across the business, particularly in aligning our operational outputs with client expectations. By leveraging performance analytics, market segmentation data, and behavioural insights,we have more precise targeting and improved product-market fit.
We adapt each service we provide to match each partner’s internal structure, goals, and pace of growth. Every team at Oddsgate from Casino to Client Services works alongside our partners' internal teams on a daily basis—maintaining active communication channels, fine-tuning workflows, and ensuring full operational alignment between platform performance and business objectives.
New regulated markets emerged at the beginning of this year, such as Brazil and Peru. How did Oddsgate prepare for them?
This isn’t our first time navigating the transition into regulated markets. The founders and executive team at Oddsgate comes with deep, hands-on experience across every layer of the gaming industry. We've spent years working on both the operator and platform sides—launching brands, scaling operations, and dealing directly with regulatory complexities. That background gave us a clear understanding of what’s needed to build a successful iGaming business—not in theory, but in practice. It's this experience that shaped the foundation of Oddsgate and the way we approach every partnership and product decision.
The shift to regulation does not just affect local operators. It impacts every layer of the ecosystem, platform, game providers, PSPs and other parties.
From my perspective as COO at Oddsgate, the first quarter of the year has been very intense—and transformative. Operators, suppliers, and regulators all moved quickly and decisively. Let’s just put it this way, we had a lot of sleepless nights. Shift to a regulated market isn’t something that happens with a couple of meetings or a quick fix. It takes a full shift in how a company thinks and operates.
At Oddsgate, we always knew that stepping into a market like Brazil wasn’t just about making a fe
w product changes or checking off compliance boxes. It meant reworking the way we build, test, and roll out our platform—top to bottom. And it’s not only the technology- every component from Product Restructuring to Internal Flows & Delivery Optimisation are involved. We’ve never seen ourselves as just a tech provider.
While the platform is a key part of what we deliver, the real strength lies in how we work alongside our partners—offering strategic guidance, operational insight, and long-term support that goes far beyond software.
How can Oddsgate ensure the constant evolution of its products in new markets, since the dynamics of new regulated operations are subject to adjustments, something that is very common in jurisdictions that are beginning to implement consistent regulation?
In emerging and fast - paced markets, change isn’t the exception—it’s the rule. One of the key values from the Agile Manifesto—“responding to change over following a plan”—guides how we deliver. We intentionally avoid rigid architectures that can’t keep up with change. Our teams work in short, focused sprints, with continuous backlog refinement based on real-time feedback from users and stakeholders. Product and operations stay tightly aligned through regular standups and cross-functional planning, so we can adapt priorities fast without losing momentum.
This way of working helps us stay responsive when conditions shift—which, in most of our markets, is more the rule than the exception. Resilience, curiosity, and a people-first mindset aren’t just buzzwords here—they’re part of how we show up every day. The way we collaborate, stay open, and truly care about our work—and each other—is what sets the tone. It’s not just culture on paper, it’s something we live. And that makes all the difference.
Source: Exclusive GMB
