Episode 99·18:14·11 Nov 2026

How to Turn Game Portfolio Into Growth Engine

with Kate Puteiko, CMO, BGaming

Surya Palli

Founder of iGaming Real Talk.·11 Nov 2026

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A bigger game portfolio doesn't always mean better business results. The real value comes from having the right games for the right players.

In Episode 99 of iGaming Real Talk, Surya speaks with Kate Puteiko, CMO at BGaming, about turning a game portfolio into a growth engine through BGaming's Three Game Worlds strategy.

BGaming has divided its portfolio into three categories, each serving a different business goal. Casual games focus on bringing in new players, Classic games support retention, and Entertainment games are designed for streaming and wider reach.

Kate shares why BGaming introduced this approach and how it helps operators choose games based on their business needs rather than simply adding more titles.

She also shares examples of BGaming's game performance, including Fishing Time, which helped move more than 50% of players acquired through the game into slots within a month. Some Classic titles have also delivered retention results well above client benchmarks.

The conversation also covers BGaming's approach to sustainability, personalisation, AI, and the role of product quality in keeping players engaged.

Kate believes reducing player frustration is one of the most important parts of building a good product. A better gaming experience can encourage players to return and help brands maintain their trust.

“The goal is balance and the right math, so players come back to these games again and again. Sometimes they win something big, sometimes not so big, but they come back.”

“We approach each casino as a particular balance of these three worlds. We address the best-performing games for the problems that casino is focused on.”

“We are not so focused on pushing newer titles, but on particular metrics for these three groups. We work on the flagship game, the best-performing one, and provide the best solution.”

“We try to do everything mindfully and with focus and priority. Generic gifts like everyone else gives do not really show appreciation or bring value.”

“If you are frustrated, you can lose trust. In game development, we are all focused on reducing frustration.”

Key takeaways

A game portfolio needs a clear purpose
Kate believes operators don't need more games just for the sake of having more content.
With hundreds of new titles entering the market, adding games without understanding their purpose may not improve business performance.
BGaming focuses on finding the right games for specific operator needs.
BGaming's Three Game Worlds are built around growth
BGaming divides its portfolio into three categories, each with a different role.
Casual: Games designed to attract new players and support acquisition.
Classic: Games built around familiar mechanics that encourage players to return.
Entertainment: Games created for streaming, viral content, and players looking for more intense experiences.
The idea is to help operators build a portfolio that supports their business goals.
Game performance matters more than new releases
BGaming does not focus only on promoting its newest titles.
Kate says the company looks at performance data to recommend games that have already shown results.
For example, BGaming's Fishing Time helped move more than 50% of players acquired through the game into slots within a month.
Personalisation could make gamification much stronger
When Surya asks which engagement strategy could matter most in 2027, Kate chooses personalisation.
Her argument is that players are very different, so even gamification should be adapted to the individual rather than applied in exactly the same way to everyone.
Good products reduce frustration
Kate's strongest closing point is that frustration can quickly damage trust.
Slow loading, unclear mechanics or a poor game experience can give the player a reason to leave.
For her, a good product is one that keeps reducing those points of friction.

About the guest

Kate Puteiko

CMO, BGaming

LinkedIn profile

Extended summary

Published by the podcast, not written by our newsroom.

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(00:00 - 00:55) Kate: If I do 200 spins and don’t get the bonus, I’m frustrated. You can lose trust if you’re frustrated. BGaming currently is in fifth place worldwide in streaming. It’s all about high volatility, extreme volatility and complex mechanics that drive these crazy emotions. They need solutions to their pains and their problems. Surya: I want to understand the reasoning behind your focus on sustainability. A better bonus or a better product? Kate: Better product.

If the brand is focused on a good product... (00:55 - 01:38) Surya: We are here in Lisbon. iGaming Real Talk is launching the seventh edition of Real Roadshow, where we spoke to 24 leaders and experts covering insights and conversations from the expo floor, but also from the sky. Stay tuned for more on that. This series is brought to you by the SOFTSWISS 2027 iGaming Trends Report, featuring five years of insights and trusted by 32,000 readers.

(01:38 - 02:14) Surya: Hello and welcome back to another episode of iGaming Real Talk. We are here in Lisbon and I have Kate with me. Kate, welcome to the show. Kate: Thanks for having me. Surya: It’s a great pleasure to be here at the BGaming stand. It was amazing to host the TRUEWAYS online conference and also to lead the vision behind it. Thank you so much for the opportunity. Kate: It was an honour for us.

I think it turned out really well and I’m looking forward to the second edition. Surya: Same for me. We’ll do it for sure. (02:14 - 04:07) Surya: I saw the recent article where you mentioned the Three Game Worlds concept. I’m curious to understand the intention behind splitting the portfolio that way. Kate: We chose this approach because the market is oversaturated with games and new game providers.

Operators are dealing with hundreds or maybe even thousands of new games per month. It’s unimaginable. If we think about providers constantly supplying new content, none of the operators needs 10 more games. They need solutions to their pains and their problems. That’s why we decided to divide our portfolio into particular worlds. Each one is targeted at a particular problem. For example, Casual games are an important source for affiliates to drive new traffic.

It is about acquisition and creating a lower threshold for new players. We have games with proven results dedicated to solving this problem. Our development team is separated in a similar way. There is a team focused on Casual games that works closely with affiliates, operators and their feedback. Even the developers and game designers are focused on supplying games that convert. (04:07 - 05:19) Surya: So these are simpler games? Kate: Yes.

Then the second category is Classic. These are for players with more offline roots. They have simple mechanics and familiar themes. You can see things that are common in offline casinos, such as Egyptian themes, Hold and Win mechanics and coins. It’s something that really works for retention. Players come back to these games again and again. The goal is balance and the right math.

The development and marketing teams are focused on delivering well-balanced medium and sometimes high-volatility games that support retention. Players should be satisfied with the experience and come back. We have examples like the Hot Chilli Bells series. Some clients have confirmed that the game performs around three times above their benchmark. (05:19 - 06:30) Kate: The third category is Entertainment. Surya: Everything is entertainment though.

Kate: Yes, but there is something that is specifically built around entertainment. It’s about virality and streaming. These games are created with streamers in mind. They are not only meant to be played but also viewed and streamed. It’s about high volatility, extreme volatility and complex mechanics that drive crazy emotions. Not every player prefers that. But if your casino is focused on streamer traffic or virality, we have games in this category with proven results.

Snoop Dogg Dollars is one example. We also have Merge Up mechanics and other games that are highly streamed. Around 800 streamers play our games monthly according to the analytics we use. BGaming is currently in fifth place worldwide in streaming. (06:30 - 08:20) Surya: So we have Casual, Classic and Entertainment. Would you say this structure is mainly for internal convenience or more based on player profiles?

Kate: We can approach any casino and look at the particular distribution of these three worlds that they need. Some casinos are not highly reliant on streamer traffic. They need to bring players in and then move them towards a Classic portfolio. They need strong-performing Classic games for retention and Casual tools for acquisition. Another casino may not work with Classics at all.

They might only be interested in what Entertainment provides because they drive traffic through that type of content. They don’t necessarily need the whole portfolio. We approach each casino as a particular balance of those worlds and recommend the best-performing games for them. Of course players affect that distribution, but generally we approach the client based on the problems they are focused on.

(08:20 - 10:38) Surya: Do you see operators, for example crypto operators that are more focused on Entertainment because of streamer demand, becoming interested in Casual or Classic games as well? Kate: Yes. It would be useful for them to look at the best-performing titles in those sections. If you want to try something, take the best. You shouldn’t necessarily take the newest title because it may still need testing.

This represents a change from the general approach of simply saying another new game is out. So what? If we say we have a new Casual game focused on traffic acquisition and it converts better than the previous one, then you have a reason to care. We are not focused so much on pushing newer titles. We focus on specific metrics, which are different across the three groups. Then we work around the flagship game, the strongest performer.

For a new client, we can give them a few proven titles and say, “Try these.” We have hundreds of examples where they worked. It’s our responsibility to test and find the strongest products and then provide the best solution. Fishing Time is one recent example. We know this game drives more players towards slots. More than 50% of the players acquired through the game moved into slots within a month. That’s the goal.

If you need that outcome, we have a particular solution and a team creating games with that exact problem in mind. (10:38 - 13:18) Surya: I also wanted to touch on the chessboard gifted after the TRUEWAYS online conference. It was probably one of the most impressive chessboards I’ve seen. The team explained that it was made from sustainable materials. I also received BGaming merchandise in Brazil that used sustainable materials. What is the reasoning behind that focus?

Kate: If we dig deeper, I think it is about company values and team values. I know that can sound a little fluffy. But we try to do everything mindfully and with focus and priority. Giving generic gifts that everyone else gives doesn’t really show appreciation or bring value. We focus on delivering value through the game portfolio, through gifts for our partners and through the stand. That is where these smaller ideas come from.

Instead of a regular chessboard, let’s make something unique that you can’t get anywhere else. It’s the same with conferences. We look at a problem and ask whether something can be improved, simplified or made more exclusive. The same applies to the stand. Exhibitions generate a lot of waste. So we asked: can we do it better? Can we use recyclable plastic? Can we reuse things? Can we reduce paper and flyers? Let’s do it.

I think that’s the team’s general approach: dig for value, deliver it and try to be beyond just a game provider. (13:18 - 14:11) Surya: Does the “B” mean beyond? Kate: That’s funny. Surya: I saw “Beyond” coming here and realised I’d never asked about the meaning behind the brand. Kate: “Be” can be anything you want it to be. We were pioneers with cryptocurrencies and among the early game providers operating with Bitcoin.

Maybe it can mean beyond gaming because we are highly focused on the service we deliver. Even with the recycled poker sets, we don’t simply give them to partners. We ask whether they want the set delivered to their hotel that day. If they live in Europe, perhaps they want it delivered directly to their home. It’s about keeping service and value in mind. That is part of being beyond.

(14:11 - 16:15) Surya: I checked the SOFTSWISS 2027 iGaming Trends Report, which you also contributed to. Which micro-engagement strategy will have the biggest impact in 2027? A: Personalisation including AI. B: Bonuses and rewards. C: Gamification. D: VIP programmes. Kate: I don’t think that’s completely fair because the first option can cover many of the others. Some operators already include personalisation and AI inside their VIP programmes.

If you add AI and personalisation into gamification, it will perform much better than applying the same thing to the whole audience. Players are extremely different. The gamification you provide should also be personalised. I would go with A. Surya: Personalisation? Kate: Yes. Surya: According to the report, personalisation received 30%, bonuses and rewards 38%, gamification 42%, and VIP programmes 20.5%.

So gamification was highest, but I like your answer because there is more nuance. Kate: I think people treat AI very differently right now. It has become a buzzword. People measure AI based on how they use it themselves. Somebody just adds it on top of existing processes. Somebody else reworks their workflows and AI helps them collapse the time needed to personalise and reach a particular audience. I think personalisation is key in all of these areas.

If AI helps with that, it can be very impactful. (16:15 - 17:31) Surya: Last question. I’ll give you two options and you choose what matters more for retention. Better bonus or better product? Kate: Better product. Surya: Better product or faster payouts? Kate: Better product. Surya: Better product or a brand they trust? Kate: Isn’t it the same? I would still say better product. You can lose trust if you’re frustrated.

In game development, we are focused on reducing frustration. If you load a game and it takes too long, you’re frustrated and you leave. If you spin and don’t understand what’s happening, you’re frustrated and you leave. If I do 200 spins and don’t get the bonus, I’m frustrated. Reducing frustration is the key. I think it’s the key for the whole industry.

A good product is all about reducing frustration because you can trust the brand until you don’t. If the brand is focused on a good product, I think it can remain trusted. (17:31 - 18:08) Surya: I think we just solved the whole brand versus product debate. I’ve never heard that explanation before and I really enjoyed it. The report says 88% believe trust in the brand is the highest factor when choosing a brand, while 82% stay because payments work.

Seven in ten leave if a payment fails. Thank you so much for joining me and sharing your insights. Kate: It was a pleasure. Thank you. Surya: That’s it, guys. Do share your thoughts in the comments below. Brand or product? If you have questions for Kate, ask those as well. I’ll see you on the next one. Kate: Thank you.

(00:00 - 00:55) Kate: If I do 200 spins and don’t get the bonus, I’m frustrated. You can lose trust if you’re frustrated. BGaming currently is in fifth place worldwide in streaming. It’s all about high volatility, extreme volatility and complex mechanics that drive these crazy emotions. They need solutions to their pains and their problems. Surya: I want to understand the reasoning behind your focus on sustainability. A better bonus or a better product? Kate: Better product.
If the brand is focused on a good product... (00:55 - 01:38) Surya: We are here in Lisbon. iGaming Real Talk is launching the seventh edition of Real Roadshow, where we spoke to 24 leaders and experts covering insights and conversations from the expo floor, but also from the sky. Stay tuned for more on that. This series is brought to you by the SOFTSWISS 2027 iGaming Trends Report, featuring five years of insights and trusted by 32,000 readers.
(01:38 - 02:14) Surya: Hello and welcome back to another episode of iGaming Real Talk. We are here in Lisbon and I have Kate with me. Kate, welcome to the show. Kate: Thanks for having me. Surya: It’s a great pleasure to be here at the BGaming stand. It was amazing to host the TRUEWAYS online conference and also to lead the vision behind it. Thank you so much for the opportunity. Kate: It was an honour for us.
I think it turned out really well and I’m looking forward to the second edition. Surya: Same for me. We’ll do it for sure. (02:14 - 04:07) Surya: I saw the recent article where you mentioned the Three Game Worlds concept. I’m curious to understand the intention behind splitting the portfolio that way. Kate: We chose this approach because the market is oversaturated with games and new game providers.
Operators are dealing with hundreds or maybe even thousands of new games per month. It’s unimaginable. If we think about providers constantly supplying new content, none of the operators needs 10 more games. They need solutions to their pains and their problems. That’s why we decided to divide our portfolio into particular worlds. Each one is targeted at a particular problem. For example, Casual games are an important source for affiliates to drive new traffic.
It is about acquisition and creating a lower threshold for new players. We have games with proven results dedicated to solving this problem. Our development team is separated in a similar way. There is a team focused on Casual games that works closely with affiliates, operators and their feedback. Even the developers and game designers are focused on supplying games that convert. (04:07 - 05:19) Surya: So these are simpler games? Kate: Yes.
Then the second category is Classic. These are for players with more offline roots. They have simple mechanics and familiar themes. You can see things that are common in offline casinos, such as Egyptian themes, Hold and Win mechanics and coins. It’s something that really works for retention. Players come back to these games again and again. The goal is balance and the right math.
The development and marketing teams are focused on delivering well-balanced medium and sometimes high-volatility games that support retention. Players should be satisfied with the experience and come back. We have examples like the Hot Chilli Bells series. Some clients have confirmed that the game performs around three times above their benchmark. (05:19 - 06:30) Kate: The third category is Entertainment. Surya: Everything is entertainment though.
Kate: Yes, but there is something that is specifically built around entertainment. It’s about virality and streaming. These games are created with streamers in mind. They are not only meant to be played but also viewed and streamed. It’s about high volatility, extreme volatility and complex mechanics that drive crazy emotions. Not every player prefers that. But if your casino is focused on streamer traffic or virality, we have games in this category with proven results.
Snoop Dogg Dollars is one example. We also have Merge Up mechanics and other games that are highly streamed. Around 800 streamers play our games monthly according to the analytics we use. BGaming is currently in fifth place worldwide in streaming. (06:30 - 08:20) Surya: So we have Casual, Classic and Entertainment. Would you say this structure is mainly for internal convenience or more based on player profiles?
Kate: We can approach any casino and look at the particular distribution of these three worlds that they need. Some casinos are not highly reliant on streamer traffic. They need to bring players in and then move them towards a Classic portfolio. They need strong-performing Classic games for retention and Casual tools for acquisition. Another casino may not work with Classics at all.
They might only be interested in what Entertainment provides because they drive traffic through that type of content. They don’t necessarily need the whole portfolio. We approach each casino as a particular balance of those worlds and recommend the best-performing games for them. Of course players affect that distribution, but generally we approach the client based on the problems they are focused on.
(08:20 - 10:38) Surya: Do you see operators, for example crypto operators that are more focused on Entertainment because of streamer demand, becoming interested in Casual or Classic games as well? Kate: Yes. It would be useful for them to look at the best-performing titles in those sections. If you want to try something, take the best. You shouldn’t necessarily take the newest title because it may still need testing.
This represents a change from the general approach of simply saying another new game is out. So what? If we say we have a new Casual game focused on traffic acquisition and it converts better than the previous one, then you have a reason to care. We are not focused so much on pushing newer titles. We focus on specific metrics, which are different across the three groups. Then we work around the flagship game, the strongest performer.
For a new client, we can give them a few proven titles and say, “Try these.” We have hundreds of examples where they worked. It’s our responsibility to test and find the strongest products and then provide the best solution. Fishing Time is one recent example. We know this game drives more players towards slots. More than 50% of the players acquired through the game moved into slots within a month. That’s the goal.
If you need that outcome, we have a particular solution and a team creating games with that exact problem in mind. (10:38 - 13:18) Surya: I also wanted to touch on the chessboard gifted after the TRUEWAYS online conference. It was probably one of the most impressive chessboards I’ve seen. The team explained that it was made from sustainable materials. I also received BGaming merchandise in Brazil that used sustainable materials. What is the reasoning behind that focus?
Kate: If we dig deeper, I think it is about company values and team values. I know that can sound a little fluffy. But we try to do everything mindfully and with focus and priority. Giving generic gifts that everyone else gives doesn’t really show appreciation or bring value. We focus on delivering value through the game portfolio, through gifts for our partners and through the stand. That is where these smaller ideas come from.
Instead of a regular chessboard, let’s make something unique that you can’t get anywhere else. It’s the same with conferences. We look at a problem and ask whether something can be improved, simplified or made more exclusive. The same applies to the stand. Exhibitions generate a lot of waste. So we asked: can we do it better? Can we use recyclable plastic? Can we reuse things? Can we reduce paper and flyers? Let’s do it.
I think that’s the team’s general approach: dig for value, deliver it and try to be beyond just a game provider. (13:18 - 14:11) Surya: Does the “B” mean beyond? Kate: That’s funny. Surya: I saw “Beyond” coming here and realised I’d never asked about the meaning behind the brand. Kate: “Be” can be anything you want it to be. We were pioneers with cryptocurrencies and among the early game providers operating with Bitcoin.
Maybe it can mean beyond gaming because we are highly focused on the service we deliver. Even with the recycled poker sets, we don’t simply give them to partners. We ask whether they want the set delivered to their hotel that day. If they live in Europe, perhaps they want it delivered directly to their home. It’s about keeping service and value in mind. That is part of being beyond.
(14:11 - 16:15) Surya: I checked the SOFTSWISS 2027 iGaming Trends Report, which you also contributed to. Which micro-engagement strategy will have the biggest impact in 2027? A: Personalisation including AI. B: Bonuses and rewards. C: Gamification. D: VIP programmes. Kate: I don’t think that’s completely fair because the first option can cover many of the others. Some operators already include personalisation and AI inside their VIP programmes.
If you add AI and personalisation into gamification, it will perform much better than applying the same thing to the whole audience. Players are extremely different. The gamification you provide should also be personalised. I would go with A. Surya: Personalisation? Kate: Yes. Surya: According to the report, personalisation received 30%, bonuses and rewards 38%, gamification 42%, and VIP programmes 20.5%.
So gamification was highest, but I like your answer because there is more nuance. Kate: I think people treat AI very differently right now. It has become a buzzword. People measure AI based on how they use it themselves. Somebody just adds it on top of existing processes. Somebody else reworks their workflows and AI helps them collapse the time needed to personalise and reach a particular audience. I think personalisation is key in all of these areas.
If AI helps with that, it can be very impactful. (16:15 - 17:31) Surya: Last question. I’ll give you two options and you choose what matters more for retention. Better bonus or better product? Kate: Better product. Surya: Better product or faster payouts? Kate: Better product. Surya: Better product or a brand they trust? Kate: Isn’t it the same? I would still say better product. You can lose trust if you’re frustrated.
In game development, we are focused on reducing frustration. If you load a game and it takes too long, you’re frustrated and you leave. If you spin and don’t understand what’s happening, you’re frustrated and you leave. If I do 200 spins and don’t get the bonus, I’m frustrated. Reducing frustration is the key. I think it’s the key for the whole industry.
A good product is all about reducing frustration because you can trust the brand until you don’t. If the brand is focused on a good product, I think it can remain trusted. (17:31 - 18:08) Surya: I think we just solved the whole brand versus product debate. I’ve never heard that explanation before and I really enjoyed it. The report says 88% believe trust in the brand is the highest factor when choosing a brand, while 82% stay because payments work.
Seven in ten leave if a payment fails. Thank you so much for joining me and sharing your insights. Kate: It was a pleasure. Thank you. Surya: That’s it, guys. Do share your thoughts in the comments below. Brand or product? If you have questions for Kate, ask those as well. I’ll see you on the next one. Kate: Thank you.