In this AffPapa exclusive, Dainis Niedra, COO at Entain, reflects on nearly two decades in iGaming, from his early days running regional poker events to leading operations in a global business. He shares his take on how the industry has changed, the main differences between Western and Eastern European markets, and why long-term discipline and
In this AffPapa exclusive, Dainis Niedra, COO at Entain, reflects on nearly two decades in iGaming, from his early days running regional poker events to leading operations in a global business. He shares his take on how the industry has changed, the main differences between Western and Eastern European markets, and why long-term discipline and strong teams are far more important than easy wins.
Dainis, when you first entered the iGaming industry, did you see it as a long-term career path, or did that realization come later?
Rather, no. Almost 20 years ago, we opened a large poker club and were organizing and running major regional poker series. That’s when I was first introduced to online gaming. At that time, I worked with almost all the major brands – PokerStars, Unibet, Betsafe, 888, Expekt, etc. Some of them are still industry giants, while others have completely disappeared.
We had our own affiliate program, which we connected only to high-value players, and it operated across all major poker networks. It was very exciting and highly dynamic. But it was only part of my life. The core business was pure entertainment — nightclubs, bars, and restaurants. That’s where I primarily saw myself.
What was the first iGaming company you joined? Are there any experiences from those early days that stuck with you and have shaped the way you lead teams today?
It was a family business managing a large entertainment holding. It meant working almost without days off or holidays – with very few exceptions, I was at work every single day. I only started taking vacations in the last couple of years.
I believe a person is shaped by their first fundamental education and their first job. My academic background is in engineering, so I always build clear, logical, and functional processes and structures, and I approach any incoming information critically. My first job shaped a mindset of “you earn your living through your own effort” – meaning you have to do a large volume of work yourself. It also taught me how to work with people (and I don’t think I need to explain what it means to run a nightclub with a staff of 200 and 3,000 “happy” guests per night).
You entered iGaming at a time when many European markets were still “under construction”. What was the industry like back then, and how has it changed compared to the environment operators are working in today?
It was a time when online was smaller than retail. When nobody was talking about local licenses yet. Everything was desktop-based, and I personally still had a button phone.
I wasn’t as deeply immersed in the industry as I am today, but it was clear even then that gaming was a niche. Today, it’s a well-understood business. Many strong local brands have emerged, along with numerousplatforms and B2B solutions. The number of people working in the industry has grown exponentially – and they have, even if unintentionally, become ambassadors of the industry.
You’ve worked across both Western and Eastern European markets.What differences have you noticed between those regions, and how have they influenced the way you approach strategy and team management?
Eastern Europe is more dynamic – people are hungrier for new projects, product development, and new marketing solutions. Decisions are made faster, there is less politics, and more focus on business.
Gaming platforms and media buying are areas where you need to be extremely flexible and fast. If you look at where the best gaming platforms originate and who runs the top media buying teams, the answer becomes obvious.
Western Europe, on the other hand, is slower – more bureaucracy, more politics, and a higher sensitivity to risk and testing new ideas. This naturally impacts both strategy and management. That’s why each region needs its own team, tailored to its specific goals, tasks, and speed.
A big part of your career was spent at Enlabs. After the company became part of Entain and entered a much larger global structure, what were the toughest adjustments that came with it?
I don’t think there were any major ones. Enlabs was a public company, just like Entain. The strategy was also based not only on organic growth but on M&A. Conceptually, the work and routines didn’t change.
Perhaps the only friction came from transitioning to Entain’s infrastructure – for me, it felt less native.
Today, being the COO at Entain you’re responsible for overseeing operations across multiple markets and teams. What part of your role gives you the most energy and what requires the most discipline?
Most of the work consists of repetitive daily tasks. They haven’t changed for many years – this is the core. And this is exactly what discipline is. This is what separates a professional from someone random.
I recommend everyone to meet a professional boxer at an international level (at least top 20 in the world in their weight class) and observe their daily routine. It’s incredibly motivating – a massive volume of extremely hard training where one week looks almost identical to the previous one. And all of that is for one or two fights a year. Motivation alone won’t get you there – you need iron discipline. A talented designer is not the one who creates 20 beautiful banners – it’s the one who creates 20 great and completely different banners about Big Bass Bonanza.
As for energy, it comes from two sources: people and sport.
Given how central data is to almost every strategic decision in iGaming, can you recall a situation where the data suggested one direction, but leadership instinct led you to choose another?
I can’t recall such situations. More often, the issue is that there is no data, or it is incomplete. In those cases, you rely on experience and feeling (what some call intuition).
Being an industry expert who has witnessed many companies keeping their growth momentum, and others losing it along the way, off the top of your head, what are some early signs that a business is failing at building something sustainable? Can they work around it to avoid damage?
The last 10 years were very favorable for the industry. The market was growing so fast that it forgave almost all mistakes for those who entered at the right time. Some companies understood this and worked on their weaknesses. Others, caught up in the general euphoria, ignored it or didn’t realize it. Meanwhile, competition increased and margins decreased. By that point, some companies had built strong products, professional teams, structured processes, strong culture, and the right corporate mindset. Others ended up with layers of management where nobody actually does the work, weak culture, broken communication (both horizontal and vertical), and a complete lack of strategy and understanding of the current market.
To avoid this, every day should start with one question: Why are we here, and why will players choose us tomorrow instead of (insert the competitor you dislike the most today)?
As someone who spent over 2 decades in the sector, what is the most popular misconception about the iGaming industry right now?
That it’s easy and fast money.
Imagine you went back to the very start of your career in iGaming. What is one thing you would like to keep in mind if you had to do it all over again?
Build a global brand.
Dainis’ experience highlights a central truth in iGaming: the industry rewards consistency and critical thinking over short-term hype and growth shortcuts. Markets, technologies, and players’ expectations keep changing, but companies that invest in clear operational processes, disciplined teams, and a long-term perspective build resilience that survives trends and the high market volatility of the iGaming industry.