No "fluff" or consulting for the sake of consulting. We gather inputs, test hypotheses, document decisions, and package them into clear deliverables.
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Goals, budget, team, current integrations, GEO candidates, traffic channels, payments, risks, and limitations.
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Market comparison based on payments, player behavior, competition, process requirements, and potential legal models.
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Three scenarios (conservative / baseline / growth), a glossary of metrics (GGR / NGR / Hold / RTP / FTD / Reg2Dep / ARPPU / Retention), and calculation rules.
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Roadmap, priorities, risks, launch checklist, organizational structure, and payroll with hiring procedures.
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Calls on key decision points: GEO, payments, bonuses, traffic, CRM. The outcome is a documented decision, assigned responsibilities, and the next step, avoiding the "discussed and forgotten" trap.
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We compile everything into documents: tables, checklists, diagrams, report templates, and KPIs. This allows you to hand it over to your PM/CTO/marketing team and immediately launch operations.
We move from "which market and model" to "how to launch and manage," so you have a clear logic and action plan.
Who is this solution for?
Find out if this solution is right for you
For casino owners
For investment projects
For product teams
For Multi-GEO operators
For White-label networks
We define goals and constraints: timelines, budget, traffic channels you are considering, existing assets (platform/CRM/payments), and the initial team. We agree on "measurement rules" to avoid future disputes: what counts as a deposit, what's included in marketing costs, and how FTD and Retention are calculated. At this stage, risks usually become immediately apparent: high-risk payments, weak support, lack of processing reserves, or a misunderstanding of how NGR will be calculated.
We analyze 3–5 GEO candidates and create a shortlist. Example comparison format: LATAM — often higher average check, but payments are "more complex" (local methods, more declines without the right processing setup); Asia — often mobile-first with strong reliance on e-wallets, high sensitivity to deposit UX; Europe/regulated — higher compliance and process requirements. We don't promise "ideal figures," but we provide a realistic overview: where it's best to start with your budget, what payments are needed, where KYC is more mandatory, and what this means for costs and timelines.
We build the model from the perspective of an owner and investor: GGR by game type (hold% benchmarks: slots usually higher, live lower), provider and payment fees, bonus burden, marketing (CPA or RevShare), payroll, and infrastructure. We define the NGR formula: what you deduct (bonuses/jackpots/fees/payment expenses) and why. We create 3 scenarios and a break-even point based on FTD/deposits — this quickly provides clarity and saves months.
We put together a plan that shows the sequence and parallel nature of tasks: payments + content + CRM + operations. Example structure: week 1–2 — requirements and integrations; 3–4 — payments and tests of rejections/withdrawals; 4–6 — content and storefront; 6–8 — CRM scenarios and anti-fraud minimum; 8–12 — traffic scaling and cohort optimization. The plan specifically highlights what could 'break' the launch: lack of backup processing, unprepared support, unagreed bonus rules.
We design the organizational structure in stages to avoid overstaffing before metrics emerge. A typical order: CTO/Tech lead + Product/PM (core), then Affiliate/Performance + CRM/Retention, next Risk/Anti-fraud + Support lead, and only after that — expansion of support and content. We provide KPIs by role and salary fund guidelines by region/hiring format (in-house/outsource) so that the financial model isn't 'in a vacuum'.
In casinos, money isn't just lost on traffic. Most often, it's lost on payments, incorrect NGR rules, uncontrolled bonuses, and weak operations.
financial model
launch plan
shortlist
finance team
You'll receive documents and solutions that your team can immediately put to use: a clear understanding of what needs to be done, costs, risks, and how to calculate profit.
A brief overview of what you'll get and how it helps launch and protect your margins.
iGaming has its "death points": high-risk payments, provider fees and restrictions, bonus liabilities, anti-fraud measures, and support for disputed payouts. We build a model that accounts for industry realities: how to calculate GGR and NGR, where to maintain margins, what risks to factor into processing, and how to avoid burning through your budget at launch due to incorrect GEO or unprepared processes.
The basic set includes: Reg2Dep, FTD, Avg Dep, ARPU/ARPPU, Retention/Churn, GGR, NGR, Hold, bonus share, payment and provider fees. It's important not just to list the metrics, but to establish clear definitions: what constitutes a deposit, how cancellations/refunds are accounted for, and what is deducted from NGR. This ensures reports "align" across owners, finance, and marketing.
We provide a comparison in the format of "what truly impacts launch" and order-of-magnitude benchmarks — without making promises. We'll show where local payment methods are more often needed, where mobile traffic dominates, where KYC/AML requirements are stricter, and what this means for conversion, payroll, and timelines. The result is a market shortlist and a clear test plan, so you don't go in blind.
A roadmap isn't just a wish list. It includes a sequence of tasks: payments (deposit/withdrawal/declines), content (integration and test scenarios), CRM (triggers and promo calendar), operations (support/risk control/regulations), and quality control points. For each area, we define a "readiness criterion" to ensure launch isn't a guessing game.
Example logic (simplified): NGR = GGR − bonuses − jackpots − payment fees − other deductions according to project rules. We then define exactly what you deduct and why: for instance, free spins and bonuses might be a separate line item; processing fees — another; and promotional expenses — as a marketing cost. It's crucial that this formula aligns with reports and agreements with partners.
Yes. We package the project's logic in a way that makes it defensible: why a specific GEO was chosen, what payments are needed and what risks are involved, how NGR is calculated, where the margin is, what the payroll is, when breakeven occurs, and which KPIs are considered "green." This accelerates negotiations because you respond with data and a plan, not just "we believe it will grow."
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