Ivica, there’s been a lot of movement around Fazi recently – new markets, partnerships, product releases. What’s driving that pace?
Several aspects of the business are now moving in the same direction simultaneously. On the outside, that shows up as launches like bet365, certification to enter the Georgian market, Austria with win2day, and stronger momentum in Brazil. Publicly, Fazi has framed this as part of a wider international growth strategy built on regulated-market expansion, localisation, and long-term operator partnerships.
Internally, I would describe the real driver as maturity. We are no longer approaching growth only as “more deals, more launches.” We are becoming more deliberate about where we grow, how we deliver, and what kind of company we want to be.
The direction is very clear: become more product-driven, improve speed of delivery across multiple markets, and scale through stronger distribution and deeper operator relevance rather than through isolated one-off wins. That same logic has also been reflected publicly in Fazi’s interviews, where the shift from a more business-driven model toward a product-driven one is described as central to 2026.
So the short answer is: the pace is not random. It comes from stronger alignment between compliance, product, commercial teams, and distribution. When that alignment improves, launches stop being isolated announcements and start becoming part of a broader growth system.
The bet365 deal puts your content in front of a huge global audience. What does that unlock for you that wasn’t there before?
The immediate answer is scale, but the more important unlock is clarity. When your games are placed in an environment like bet365, you are no longer evaluating performance in isolated markets or limited conditions. You are seeing how your product behaves across multiple regions, player segments, and competitive setups at once.
That creates a much sharper feedback loop. You understand faster which games travel well, where positioning needs to improve, and where your product roadmap should evolve.
At the same time, it shifts perception. Being part of that ecosystem strengthens credibility with other tier-one operators and partners. It signals that you can meet the standards required at the highest level of the industry. So beyond distribution, what it unlocks is validation at scale, benchmarking against the best, and faster product evolution.
Fazi recently obtained certification to enter the Georgian market. What does success look like in the first 12 months once live?
Certification is the entry point, not the outcome. In the first 6–12 months, success is about moving quickly from access to relevance. That starts with clean execution — stable integrations, smooth delivery, no operational friction.
But very quickly, it becomes a commercial question. Are we visible with operators? Are we part of their campaigns? Are players engaging with the content in a meaningful way?
The real indicator of success is whether operators want to deepen the relationship – expand content, increase exposure, and treat us as a long-term partner rather than just another supplier.
So the first year is less about being present, and more about proving that we deserve to stay and grow.
Brazil. How are you thinking about that market opportunity?
Brazil is one of the most important strategic markets for us, but also one that requires a very disciplined approach. It’s a large and fast-growing market, but at the same time highly competitive and very specific in terms of player behaviour and expectations. That means a standard, global approach simply doesn’t work. You need to adapt – both from a product and a commercial perspective.
Our focus is on localisation, strong partnerships, and differentiated content. The launch of Macaco da Fortuna with Superbet is a good example of that. It wasn’t just another release – it was locally relevant, exclusive, and positioned as the starting point of a broader content direction. It showed that we’re not treating Brazil as a market where we deploy an existing catalogue, but as one where we build with intent.
Fortune of Wu Kong continues that approach. It’s part of building stronger, recognisable game identities that can scale across markets, and internally we see it as one of the key performance drivers in the upcoming period.At this stage, we see Brazil as both a distribution opportunity and a product-learning opportunity. The market moves fast, and the real advantage won’t come from entering early, but from adapting quickly, localising intelligently, and giving operators clear reasons to prioritise our content.
That’s why exclusives, regional themes, and speed of delivery are so important for us there – because ultimately, success in Brazil is about relevance, not just presence.
The “Wild” campaign runs across the full year. What was the thinking behind building something longer-term rather than a typical launch push?
The smartest part of the “Wild” campaign is that it turns a strong content cluster into a portfolio story rather than a one-off promotion. Publicly, Fazi described it as a year-long spotlight on the Wild titles, created to keep momentum going month after month, and later reinforced that with the “3 Wild Worlds. One Spring Season.” messaging in April 2026.
That matters because launch pushes tend to be short-lived. They create a spike, then disappear. A longer-term campaign does something more valuable: it builds memory, recognition, and repeatability. It lets operators plan around it, lets players start recognising the line, and gives the company multiple moments during the year to refresh the story without having to start from zero every time.
From a portfolio strategy perspective, that is the right move. If you already know certain themes or families have strong traction, you should not treat them as isolated titles. You should treat them like assets that can be extended, upgraded, and reintroduced in different ways. That is especially important in an environment where shelf space, lobby visibility, and operator attention are all highly contested.
As the campaign evolves, how should partners expect it to show up. Is it more brand, product, or a mix of both?
It is a mix, but fundamentally product-driven. The campaign is structured around three clear segments – Wild titles themselves, clover-based variants, and buy bonus-driven experiences. That means it’s not just a branding layer on top of existing content. It’s a way of organising the portfolio into something that is easier to position, easier to activate, and more commercially relevant.
For partners, it shows up through grouped releases, thematic positioning in the lobby, and recurring promotional opportunities. It gives them a framework they can work with continuously, rather than a single campaign moment. So while it has a strong brand element, its real purpose is to support product performance over time.
Looking at Q2, which releases matter most to you internally?
Q2 is less about one individual title and more about how the roadmap is structured. There are three important layers. The first is scaling what already works. The Diamonds and Crown lines are built on proven performance, and continuing to expand them allows us to grow with a high level of predictability across multiple markets.
The second is portfolio connectivity. With Royal Garden King and Royal Garden Queen, we are introducing releases that are designed to complement each other. That opens up new ways for operators to position content and creates a more connected player experience.
The third is forward-looking product development. xSpins introduces a new layer of mechanics, while Fortune of Wu Kong is expected to be one of the strongest performers and continues the direction of building recognisable, scalable game identities – following the path initiated with Macaco. So internally, Q2 matters because it shows that we can scale proven content, connect our portfolio, and still push innovation in parallel.
When you’re developing new titles, how do you decide what to keep familiar and where to push something different?
The balance is intentional. We keep the entry point familiar – mechanics, structure, and overall flow – because that lowers the barrier for players. But we focus on improving the experience around it. That’s where differentiation happens – in pacing, features, engagement layers, and overall feel.
You can see that across the roadmap. Some titles are about optimising what already performs well, while others – like xSpins – are where we push more directly into new mechanics. So the approach is not to innovate everywhere at once, but to introduce innovation where it creates the most value, while maintaining consistency where it matters.
There seems to be more connectivity between titles and themes. Is that a deliberate portfolio strategy?
Yes, very much so. We are moving away from thinking in terms of standalone titles and toward connected content. That can be seen in extending strong-performing lines like Diamonds, building recognisable identities like Macaco and Wu Kong, and introducing complementary releases like Royal Garden King and Queen.
The reason is practical. Connected content is easier to position, easier for operators to activate, and more effective in retaining players. It also allows us to build long-term value from each concept, instead of starting from zero with every release. So this is not accidental – it’s a deliberate shift toward a more structured and scalable portfolio strategy.
Looking ahead, where do you see the next real growth coming from – markets, distribution, or the product itself?
All three are important, but product is the multiplier. Markets give you access. Distribution gives you reach. But product determines whether that access and reach actually translate into results. What we are focusing on now is ensuring that the product is strong enough to fully leverage both. That means scaling what works, building recognisable content, connecting the portfolio, and introducing innovation where it makes sense. So growth will come from product – but product that is designed for distribution and adapted to specific markets.
The post No More Experimenting: Fazi’s Scalable Growth Plan appeared first on G3 Newswire.
Ivica, there’s been a lot of movement around Fazi recently – new markets, partnerships, product releases. What’s driving that pace? Several aspects of the business are now moving in the same direction simultaneously. On the outside, that shows up as launches like bet365, certification to enter the Georgian market, Austria with win2day, and stronger momentum…
The post No More Experimenting: Fazi’s Scalable Growth Plan appeared first on G3 Newswire.