Prominent iGaming slot provider, Endorphina, has shared key insights into the global market in this exclusive interview with SiGMA News.
Irina Veselkova, Head of Marketing at Endorphina, discusses the team's priorities, practices that shape the company's development in areas such as strong visual language, and in-house development, as well as long-term strategies to transform games into recognizable brands.
Irina also describes how Endorphina’s thoughts on the LATAM and African markets, personal and professional development, and the importance of soft skills in the age of automation.
PERSONAL AND PROFESSIONAL DEVELOPMENT IN IGAMING
To what extent do personal and professional development intersect in the iGaming industry, and how does this impact your team?
“In the iGaming industry, personal and professional development are so intertwined that they are virtually inseparable. For example, I'm currently studying AI and automation for professional development. At the same time, this develops analytical thinking and teaches me to make data-driven decisions, which is a personal development tool. I'm confident that soft skills are the future. However, how ethically and strategically they are used depends on maturity, responsibility, communication, and the ability to negotiate and see the bigger picture. When it comes to influencing the team, Endorphina supports both. As a result, the team not only becomes more competent, but also more resilient to burnout.”
A MULTIFACETED APPROACH: THE EFFECTS OF THE #ROACHCHALLENGE CAMPAIGN
How did you build a brand around a specific game, using the #roachchallenge as an example, and what were the key lessons learned?
“A high-quality product, our Cockroach Fortune game, became the foundation of the campaign: the game mechanics engage players, and the visuals are top-notch. A comprehensive activation at ICE Barcelona was built around the game: a themed booth offering an immersive experience, digital solutions such as Meet Me banners, an event landing page, and the viral #roachchallenge. We learned that a multi-faceted approach that includes play, activation, digital and physical experiences creates a memorable brand and that emotion is more important than logic. People must feel and accept the idea. The "Cockroach Challenge" will long remain in the industry's memory, and the image of a cockroach is now associated with Endorphina.”
INTENTION, QUALITY, AND CLEAR PURPOSE
Is there a choice between creating a unique game or monthly releases at Endorphina? What are the pros and cons of both approaches?
“Honestly, I don't see it as an "either-or" dilemma; every game is unique. We release monthly, but we prioritize quality over quantity. We carefully prepare each release. Our decisions are based on feedback from players and high rollers, the statistical success of our mechanics in the global market, specific operator requests, and experimental concepts that drive innovation. A game is a separate organism with its own history and a clear goal. Ultimately, every game is unique in concept, regardless of the scale of the advertising campaign or the serialization process. The key is intention, quality, and a clear goal.”
What is visual language for a game and how do you apply it to marketing and product?
“A visual language makes it instantly recognizable. When the visual language works, a player can tell from just one screenshot: "Oh, this is Endorphina." We strive for consistency within the game and across projects... to ensure they stand out among hundreds of games. In marketing, we expand the visual world beyond the game. Visual language tells a story without words: images convey emotion, tone, and plot more powerfully than copyright. Our visual language says, "We're not just another provider. We create worlds you want to return to."
COMPLIANCE AS A CONTINUOUS PROCESS
How do you adapt games to the regulatory dynamics of Tier 1 markets, and what processes do you have in place to support this?
“Compliance is an ongoing process, not a one-time task. We've built it effectively thanks to Head of Compliance Dzangar Jesenov and the entire team. The legal compliance team proactively monitors regulatory changes and maintains an early warning system to inform product, technical teams, and account managers of upcoming requirements in advance. We participate in industry associations and exhibitions to stay informed about emerging discussions. On the product side, we can enable and disable individual features without redesigning the entire game. We also have customizable parameters which can be quickly adapted to market and regulatory requirements. This approach reduces risks, speeds up compliance, and maintains product flexibility.”
DEVELOPING GLOBAL POTENTIAL
Was Blask's award for best game in Ukraine a surprise or a result of Endorphina's strategy? What other GEOs would you like to lead?
“Blask Award-winning Hell Hot 100 is a cult game that remains at the top of the global rankings. In the CIS, the game consistently ranks in the top three, in Europe, it maintains a top ten position, performs well in LATAM, and demonstrates strong growth in Africa. Our classic approach means a reliable and consistent product, so our leadership in coverage in Ukraine is an expected outcome, not an accident. Endorphina is currently focusing on LATAM and Africa. Latin America is a priority for the coming years, as regional markets are rapidly growing, regulations are taking shape, and we want to ride the wave of growth. Africa is showing potential and we are already seeing strong results. In Europe, we aim to consolidate our leadership in mature markets such as Italy and Greece, and to establish a strong presence in Spain, the Czech Republic, Poland, the Balkans, and other regulated markets.”
TRANSPARENCY IS THE FOUNDATION OF LONG-TERM VALUE
What priorities do you set when building relationships with operators and partners? Under what conditions are you willing to terminate a partnership?
“From a brand perspective, Endorphina's marketing team builds long-term partnerships. We view operators as strategic partners, and we invest in relationships that last for years, not just quarters. To achieve this, the team organizes exclusive events for partners. The team prioritizes shared values and open communication. We encourage honest feedback and rapid synchronization on tasks. Co-creation is an important practice: joint campaigns, exclusives, marketing support, and the use of promotional tools. The team especially values partners willing to grow together beyond the casino: on social media, through affiliate channels, and through joint activations. Endorphina terminates partnerships for violations of regulatory standards, unethical practices, lack of transparency and adherence to agreements. This approach protects reputation and ensures long-term partnership stability.”
What do you think the iGaming industry lacks, and what do you think it has too much of? What could be improved in a year?
"The industry lacks transparency. Communities and roundtables are emerging, and previously taboo topics are being discussed. There are too many grey areas, disposable content, and aggressive marketing. There is also a lack of diversity in content, as many companies continue to rely on tried-and-true combinations. The iGaming market needs bold decisions not only in games but also in marketing. We encourage experimentation and a willingness to take risks, as this is the only way new formats and strong case studies emerge.”
For more key insights, recommendations for increasing transparency, and viewpoints on all these industry facets, check out the full interview with Irina Veselkova here.
