Gaming Corps, Big Time Gaming and SPRIBE revisit the predictions, challenges and opportunities shaping the future of iGaming
One year on from Gaming Corps’ Game Changers white paper, we brought together the same panel of industry leaders to revisit the predictions, challenges and opportunities that shaped last year’s discussion. With the iGaming landscape continuing to evolve at pace, David Natroshvili, CEO at SPRIBE, Nik Robinson, CEO at Big Time Gaming, and Alex Lorimer, Chief Operating Officer at Gaming Corps (pictured above from left to right), reflect on what has changed over the past 12 months, what has exceeded expectations, and where they see the industry heading next. From innovation and regulation to player engagement and emerging opportunities, this follow-up roundtable offers a fresh perspective on the trends defining the next chapter of iGaming.
1. Looking back at the predictions and insights you shared in last year’s white paper, what has surprised you most about how the industry has evolved over the past 12 months?
Alex Lorimer: What has stood out most is how quickly operator appetite for non-traditional content has accelerated. Last year, we spoke about the need to move beyond standard slot formats, but the pace of that change has been faster than expected. At the same time, the market has become more selective. Operators do not simply want more games, they want games that perform, support acquisition and bring something different to the lobby. 
For Gaming Corps, that has reinforced the importance of proprietary products and formats. Instant Blitz is a good example. It does not try to reinvent the wheel entirely, but it takes proven behaviours and blends the lines between slots, scratch cards and instant win content in a way that feels fresh for players and commercially useful for operators.
Nik Robinson: The most striking development has been the accelerated maturation of player preferences toward sophisticated hybrid experiences that deliver both immediate dopamine hits and sustained engagement. We anticipated a shift toward more dynamic gameplay, but the velocity has exceeded expectations. This year’s milestone — the 10th anniversary of both Bonanza and Megaways — has underscored the remarkable longevity of truly innovative mechanics.
What’s particularly encouraging is how operators and players alike have rewarded titles that balance high volatility with compelling narrative and visual progression. Mobile dominance, the seamless integration of Megaways with layered jackpot systems, and the strong performance of branded hybrids like Monopoly have all validated that thoughtful innovation continues to outperform incremental updates.
David Natroshvili: What surprised me most is the speed at which engagement has become more important than pure acquisition. For years, the industry focused heavily on bringing players in, but today operators and affiliates increasingly recognize that long-term retention creates far greater value.
We’ve also seen players become much more selective. They want entertainment, social interaction, progression, and experiences that feel meaningful rather than simply more content. In many ways, the industry is moving closer to mainstream digital entertainment, and I think that trend will continue.
2. What’s been the biggest challenge facing affiliates and operators this year, and how has your business adapted to overcome it?
Alex Lorimer: The biggest challenge has been content saturation. Operators already have thousands of games in their lobbies, so visibility is now just as important as quality. A strong game can still get lost if it is not supported properly.
That has shaped how we approach launches. Every release now needs to come with the right marketing assets, launch campaigns, operator toolkits and commercial planning. We have also put more focus into building recognisable franchises that operators can promote with confidence, rather than relying on one-off releases.
Roadmap visibility has also become more important. In June, we shared our Q4 roadmap earlier than usual so operators could pencil our games into their campaigns well in advance. That level of planning makes a real difference in a crowded market.
Nik Robinson: The core challenge has been differentiation in an increasingly crowded market, compounded by stricter regulatory frameworks and rising player expectations for both instant gratification and meaningful long-term retention. Acquisition costs remain high, while player churn demands a sharper focus on content quality and session depth.
At Big Time Gaming, we’ve responded by intensifying our commitment to mechanic-first design. We’ve expanded hybrid development — successfully integrating Megaways with progressive jackpot architectures in titles such as Millionaire Megapots and Monopoly Megapots. The 10th anniversary of our flagship mechanics has provided the ideal platform to generate excitement around Bonanza More Gold, our official anniversary release set for December. We’ve also deepened strategic partnerships for exclusive windows and leveraged branded IP to drive organic traffic and stronger player loyalty. Our Megaways licensing program continues to empower studios and operators to create distinctive game lobbies, allowing us to concentrate on delivering high-performing, evergreen titles that consistently rank among the top earners.
David Natroshvili: The biggest challenge has been fragmentation. Regulation is evolving differently across markets, acquisition costs continue to rise, and player expectations are increasing everywhere.
For operators and affiliates, growth can no longer rely on volume alone. They need stronger retention, better products, and more sustainable engagement strategies. At SPRIBE, we have focused heavily on tools that extend player engagement, whether through multiplayer experiences, Challenges, tournaments, or gamification systems that create longer player journeys.
3. AI, regulation and changing player expectations continue to reshape the industry. Which of these has had the greatest impact on your strategy, and why?
Alex Lorimer: All three are important, but regulation has had the clearest impact on our commercial strategy. We have continued to expand into regulated markets, including Ontario and Alberta, and that requires investment, preparation and a long-term view. For suppliers willing to make that commitment early, regulation creates real opportunity.
AI is also becoming a valuable tool, particularly around efficiency and concept development. It can help teams explore ideas faster, refine creative direction and bring concepts to life for partners, especially with branded content. But it remains a tool, not a replacement for original human thinking.
Player expectations are also rising. Players want to be entertained, engaging mechanics and clear progression, not just simple spin-based experiences. That is pushing us to keep developing formats that offer more variety and depth.
Nik Robinson: Player expectations remain the dominant force shaping our roadmap. While regulation ensures responsible growth and AI offers valuable efficiencies in testing and optimisation, it is the evolving demands of players — for greater unpredictability, emotional peaks, and mobile-first fluidity — that truly dictate successful design.
We’ve therefore prioritised dynamic, high-volatility mathematics that feel rewarding rather than purely punishing. Our focus stays on creating experiences with strong mathematical integrity that support extended sessions and higher lifetime player value, rather than chasing short-term trends.
David Natroshvili: Player expectations have had the greatest impact.
Technology and regulation will always evolve, but ultimately players determine where the industry goes. Today’s players expect instant experiences, social elements, personalization, transparency, and seamless interaction across devices.
AI is an important tool, and regulation remains essential, but understanding how entertainment consumption is changing has probably influenced our strategy more than anything else.
4. If you could give one piece of advice to an affiliate or operator entering today’s market, what would it be? Has that advice changed since last year?
Alex Lorimer: Last year, my advice centred on innovation and the importance of bringing something genuinely different to market. That still stands, but I would now put even more emphasis on partnerships.
In today’s market, operators and affiliates should be looking for suppliers that bring more than games. They need partners that understand their market, their players and their commercial objectives. Innovation matters, but so does marketing support, roadmap visibility, campaign planning and a willingness to collaborate.
The best results come when studios, operators and affiliates work together around the same goal. It is not just about getting content live anymore. It is about making sure that content is visible, relevant and supported in a way that gives it the best chance to perform.
Nik Robinson: Prioritise genuine player experience and mechanical differentiation above all else. In a saturated landscape, sustainable success belongs to those who invest in content that generates organic word-of-mouth, strong retention metrics, and long-term revenue through repeat engagement — not just initial downloads or bonus triggers.
This guidance has only grown sharper. The enduring success of Megaways and Bonanza after a full decade proves that bold, original concepts grounded in robust mathematics outperform safe, derivative titles.
David Natroshvili: Focus on differentiation.
A few years ago, speed to market was often enough. Today, operators and affiliates need a clear identity and a reason for players to return. Whether that’s content, community, localization, technology, or player experience, you need something that genuinely sets you apart.
The advice itself has not changed, but the urgency certainly has.
5. Looking ahead, what trend or opportunity do you think the industry isn’t talking about enough, but should be?
Alex Lorimer: I still do not think the industry is talking enough about alternative casino content. Players are increasingly looking for different types of entertainment experiences, and the traditional slot model will not always be enough to meet that demand.
That does not mean slots are going anywhere, but it does mean studios need to think more broadly about mechanics, formats and player behaviours. Products like Instant Blitz show how hybrid experiences can sit between established categories while still feeling familiar enough for players to understand quickly.
We are also looking at future innovations such as Marbles Royale, a never-seen-before game engine that combines live and RNG elements with the competitive thrill of racing marbles. It speaks to the same opportunity. The studios that diversify beyond traditional content, while still keeping performance and simplicity front of mind, will be in a strong position over the next few years.
Nik Robinson: The intelligent fusion of established IP, advanced progressive systems, and evolved core mechanics into cohesive hybrid experiences. The dual 10th anniversary of Bonanza and Megaways perfectly illustrates this opportunity. Rather than treating nostalgia as a gimmick, we’re using it as a foundation to introduce sophisticated new gameplay layers that resonate across diverse markets and player segments.
While AI and regulation dominate headlines, the real competitive advantage lies in designing premium-feeling games that combine accessibility with depth — delivering escapism, tangible progression, and genuine win potential. Operators who curate libraries balancing high-impact new releases with proven evergreen titles will see the strongest results in both player lifetime value and cross-jurisdictional performance.
David Natroshvili: I believe the industry still underestimates the importance of shared experiences.
For decades, casino games have largely been individual experiences. Yet younger generations increasingly consume entertainment together, whether through social media, streaming, gaming, or online communities.
The future lies in products that create interaction, competition, progression, and community. The companies that understand this shift earliest will have a significant advantage.
6. Finally, if we were sitting here again in 12 months’ time, what do you hope we’ll be saying about the state of the industry and your business?
Alex Lorimer: I hope we will be saying the industry has continued to move towards quality over quantity. There is still a huge amount of content being produced, but operators are becoming more focused on games and partners that deliver genuine value.
I would also like to see new regulated markets, such as Alberta, create a stronger foundation for long-term growth, while existing markets continue to stabilise. At the same time, I hope AI and data-driven insight are being used more effectively to personalise player experiences without compromising creativity.
For Gaming Corps, I hope we are recognised as a go-to vendor for operators and affiliates. We have always said innovation is not about one breakthrough product. It is about listening, evolving and having the confidence to keep trying new ideas.
Nik Robinson: I hope we’ll look back on a year where the industry further established itself as a sophisticated, player-centric entertainment sector — one that balances innovation with responsibility and delivers genuine value to all stakeholders. For Big Time Gaming, I’d like us to be acknowledged as the benchmark in mechanic-driven game design: creators of iconic, high-performing titles that continue to set industry standards a decade on.
Ten years of Megaways and Bonanza is a pivotal milestone in that journey. We’re committed to pushing boundaries with confidence, backed by rigorous mathematics and deep player insight. The future belongs to those who combine creative courage with proven fundamentals — and we’re excited to keep leading that charge. We’re currently working on a new mechanic for the next 10 years, so be sure to watch the BTG space!
David Natroshvili: I hope we’ll be talking about an industry that continues to innovate responsibly while creating better experiences for players.
For SPRIBE, I hope we’ll have expanded beyond individual products and further strengthened our ecosystem around engagement, social interaction, and entertainment. Success for us is not simply measured by growth metrics. It is measured by whether we continue to shape the direction of the industry and create experiences that players genuinely enjoy returning to.
