In an industry obsessed with product innovation, are we forgetting the customer?

As iGaming operators, suppliers and stakeholders strive to differentiate themselves in the age of AI, the race to innovate has become all-consuming.

For evidence of this, one only needs to reflect on the conference programme at this year’s edition of iGB L!VE just a few weeks ago. 

No fewer than four sessions had the word ‘innovation’ in the title – not counting the multiple mentions of ‘the future’, as well as ‘new commercial models’, ‘new financial frontline’, ‘new rules’, ‘transformation’, ‘rewriting’ and ‘reimagining’.

That focus reflects where much of the industry’s attention currently lies.

However, change for change’s sake is no guarantee of success, and such an approach risks forgetting – or even alienating – the customers who are the lifeblood of any iGaming business.

What drives long-term value?

Alina Mihaela Popa, chief commercial officer of iGaming content provider ICONIC21, argues that the industry should recognise such potential complications and not lose sight of what matters most: the customer.

Furthermore, she insists it is vital to look at product differentiation through a different lens. With thousands of games, countless platforms and a sophisticated supplier ecosystem, what truly drives long-term growth?

“Operational efficiency, onboarding speed, service quality and cross-functional alignment will become the key differentiator”

“The iGaming industry is full of innovation,” she tells iGB. “Conference panels are filled with talks of AI, personalisation, gamification and immersive experiences. Providers are always rushing to unveil the next big thing.

“As the industry matures, I’m making the case for going back to basics. As product innovation becomes the norm, operational efficiency, onboarding speed, service quality and cross-functional alignment will become the key differentiator between companies.”

Product advantage is becoming harder to sustain

Thanks to AI, barriers to innovation are lower than ever. New features are rapidly replicated, successful mechanics are copied, and technology spreads instantly.

As outlined in The Power of AI in iGaming, a recently published market intelligence report by iGamingBusiness, AI is having an increasingly significant impact across various areas of day-to-day business and the customer-facing offering. From integrity and compliance, odds and automated risk management to dynamic personalisation, operators are pondering how to best implement AI.

With this in mind, speed is of the essence. “We realised that our most valuable asset was the ability to move from agreement to execution with minimal friction,” Popa says.

“Tier 1 operators and providers alike must measure go-live speed as rigorously as revenue”

“Operators are facing ever-growing complexity: new markets, mounting compliance requirements, and cost pressures. When we partner with operators, we realise their growth now depends on how good the execution is, not how novel we are.

“This has helped us change the conversation from asking ‘how is our product unique?’ to ‘how quickly can we generate value?’”

The overlooked metric: time-to-revenue

Popa elaborates by describing time-to-revenue as “the industry’s most underestimated metric”.

She argues that commercial success is too often measured by contracts signed, brands launched or markets entered. While these milestones are significant, they do not generate value in isolation.

Operational excellence as a growth driver

Deloitte defines operational excellence as the improvement of customer service, productivity and sustainable performance. According to Popa, operational excellence and growth are becoming increasingly inseparable.

“We want to make operational excellence and speed central to our USP,” she says. “Our business growth is no longer confined to sales and no longer ends at delivery.

“Instead, our growth is measured in how our departments – commercial, product, compliance, operations, account management and technology – work together.”

Popa highlights the fact that, amidst all this, cross-functional alignment can be a major challenge. Siloed thinking and strategies are a common barrier to growth, particularly when it comes to sharing data, and departmental priorities may not be aligned with customer needs, leading to friction.

However, she explains that ICONIC21 has benefited in this regard by “going against the grain.”

She says: “Too many businesses focus on more processes as the solution, but these can get bogged down in organisational complexity or approval lines that are too long. We’ve found that the solution is not more process, but leaner teams, shared objectives and clear accountability.”

“The best commercial outcomes occur when suppliers and operators align on growth objectives, not isolated deliverables”

A broader shift is also taking place across the provider landscape, according to Popa: clients are expecting more than just technology, and transactional vendor relationships are giving way to strategic partnerships.

“Providers must combine technology with regulatory expertise, operational support, market knowledge and growth guidance,” she explains.

The role of a provider is evolving

Operators are looking for partners who understand market challenges, regulation, player behaviour, retention and commercial objectives.

This means relationships should evolve over time – and it is necessary to forge a collaboration with a partner that will facilitate growth and adapt to evolving requirements.

“The best commercial outcomes occur when suppliers and operators align on growth objectives, not isolated deliverables,” Popa says. “That’s why my best advice is to ensure that your roadmap is flexible. For providers, our role is to ensure we fill the gaps our clients cannot – and that means adapting quickly to challenges as they arise.

“Customer-centricity cannot sit in account management alone. Customers experience onboarding, integration, communication, responsiveness, delivery and problem resolution across the organisation.”

Business growth will belong to the easiest partners

Popa is keen to highlight that innovation remains essential.

“The most successful companies will keep investing in technology, content and product,” she says. “But innovation alone will not define the next generation of winners.”

Instead, an unerring customer-centric approach will bring out the best results. “The strongest growth will come from organisations that remove friction, accelerate execution, align teams, and deliver measurable customer value at every stage,” Popa says. “As products converge, customer outcomes will become the key differentiator.”