Giorgi Tsutskiridze, Chief Commercial Officer, SPRIBE
Once upon a time, the Chief Commercial Officer role in an iGaming company was pretty straightforward.
Flat out busy, of course, and vital to a company’s success – but the expectations were similar, wherever they were working. 
When a CCO got hired, they would usually be told to close deals, increase revenue, and expand market share.
To measure success, the CCO would break out an Excel sheet and start talking numbers – partnership deals, revenue increases, that sort of thing.
Things are different in 2026.
iGaming has evolved, which means CCOs have had to change, too. Numbers are not now the only measurement of how well they’re doing in their role.
Companies now expect their CCOs to provide direction, vision, and strategy that aligns with their long-term plans and financial health – as well as ideas that will benefit and strengthen their brand.
To put it simply, commercial leadership isn’t just about volume. It’s about direction. It’s about coherence.
And, perhaps most importantly, it’s about intention.
Broader Thinking
The modern CCO isn’t just responsible for generating revenue, but also for shaping how that revenue is generated.
This means the toolkit of today’s CCO needs sharpening and expanding.
For starters, they must always have the financial acumen to shape the commercial strategy and be able to build relationships that will bring business and benefits.
Also, they need to closely monitor and report on the hottest industry trends, the ones that are currently shaking things up, and the ones that might prove popular in future (yes, a shiny crystal ball for fortune telling is a useful thing for a CCO to have)
The point of all the above is to generate profitability, not just in the next few months or product cycle, but for the long term. A CCO needs to help a company be around for a good time and a long time.
But even all of that is not enough these days. CCOs have become a bridge between departments, translators of strategy into execution, and guardians of commercial integrity.
This means an iGaming CCO now needs to also have such skills as strategic thinking, brand awareness, operational alignment and a comprehensive understanding of customer behaviour.
Being a CCO isn’t what it used to be.
Lining Things Up
Let’s throw another responsibility into the CCO’s inbox – alignment.
Many companies still have their sales, marketing, and partnership teams working in silos, each with their own metrics, timelines and priorities.
Ultimately, this means fragmentation and not enough cohesion between these vital departments.
Today’s iGaming CCO recognises that sustainable growth comes from harmony, not competition, between teams. Aligning these functions isn’t an option – it’s essential.
This means making sure that sales strategies reflect the brand’s positioning, rather than undermining it with short-term incentives.
Marketing campaigns also need to be informed and driven by real commercial insights, not just creative ambition.
And any partnerships should be evaluated not only on immediate revenue potential, but on long-term strategic fit (there’s that forward-thinking vision again – you can see the pattern developing here).
When these elements are aligned, the impact is powerful.
Customer journeys become more consistent. Messaging becomes clearer.
Ultimately, the business is better equipped to build trust with players, regulators, and partners.
Shifting Growth Measurements
One result of this alignment is that the metrics of success must be redefined.
Instead of simply rewarding sheer volume (more deals! more leads! more traffic!) the focus shifts to quality.
Higher-value partnerships, more engaged players and stronger lifetime value become the new, and true, measures of high achievement.
Overseeing all this is the CCO, who has become the architect of this alignment and is the one making sure every commercial activity contributes to a unified strategy.
The choices they make need to be deliberate, not desperate or short-term.
Which markets align with the company’s capabilities and values? Which partnerships enhance the brand, rather than dilute it? These are the decisions a CCO must make.
Brand Enhancement
It’s exactly these kinds of questions that led SPRIBE to embark on bold and disruptive marketing campaigns with global sports giants AC Milan, UFC and WWE, a move I fully supported and contributed to through my role as company CCO.
These sporting institutions have passionate fans who we identified as likely to be drawn to the thrills of our flagship crash game, Aviator.
Not only that, but we built a world-class ambassador programme featuring elite athletes and influential personalities.
UFC champions Alex Pereira, Merab Dvalishvili and Alexandre Pantoja are promoters of Aviator, alongside fellow UFC stars such as Arman Tsarukyan, Nina Drama, Diego Lopes, Jully Poca and Michael Bisping.
Their combined global reach, through their huge online followers, brought the game directly to new audiences who had never previously engaged with iGaming content.
Naturally, the financial results from our ambassadors have justified our groundbreaking programme.
It was a great blend of smart financial strategy and spot-on targeting of the right audiences, with our brand being left greatly enhanced.
Change is Good
The iGaming companies that succeed won’t be those that grow the fastest, but those that grow the smartest.
They will be the ones who allow their CCO to align their commercial efforts with a clear vision, build strong and consistent brands, and prioritise long-term value over short-term wins.
At the heart of this shift is the redefined roles, responsibilities and expectations of the company’s commercial leadership.
A CCO is no longer just the person who drives revenue.
They’re the ones shaping how and why that revenue is created.
