Realistic Expectations, Not Hype, Drive iGaming Market Share Gains

(AsiaGameHub) –   Honesty and integrity ought to be integral to any company’s operational philosophy. A key trait of a successful commercial team is the ability to be upfront with clients about realistic expectations while still closing the deal. 

However, in the iGaming sector, there are worries that this isn’t always the situation. 

Reports suggest that certain providers make promises of fast integration and launch timelines, only to fall far short—sometimes taking over a year to get an operator up and running. 

How long does it take to get a new iGaming brand live?

iGP has been vocal about this issue in 2026. Readers might recall an opinion piece from CCO Inesa Glazaite on this exact subject back in January. 

iGaming Expert was keen to explore this further. Thus, at ICE 2026, Michael Baker-Mosley, iGP’s CMO, opened up about the problem of overpromising and underdelivering in the iGaming industry. 

He said: “Realistically, it takes two to three months to get a new platform live, and that would be a good timeline. But some people tell operators four weeks and we know about deals that we’ve lost, they’ve gone live a year later.”

iGP strives to set realistic expectations for operators: if they want a functional, reliable solution, they need to allow time for proper development and technical integration. 

How long does an iGaming integration take?

Put simply, iGP prioritizes honesty and integrity in its business dealings. However, the market’s dynamics and operators’ constant desire for quick results are changing the standards. 

Over the past year, though, the platform provider has adjusted its commercial strategy to partner exclusively with operators who recognize the real effort required to launch successfully.

As Baker-Mosley explained: “If you want to offer real powerful gaming experiences, it takes time. We talk about it a lot in B2B, but less so in B2C. Increasingly, we have a homogenised product where operators are competing on experience, not on product. 

“If everybody’s got the leading 10 slots in the world, you’re competing on brand and experience. So to get that right, to penetrate into a new market takes time and investment.”

This isn’t just about lowering expectations, though. Baker-Mosley pointed out that clients who invest the time and follow proper processes have seen positive outcomes. 

“The hope is though, with the right strategy, you can bring that experience alive and you grow faster. We’ve got something out at the moment talking about what it’s like to be an iGP customer. There’s just a graph showing GGR… So from when they migrated from someone else, to when they launched with us, and within three months their GGR just shot up.”

How can iGaming operators take market share in competitive markets?

At the end of the day, GGR and NGR are what matter most. Operators want to generate revenue to pass on to their shareholders, but having the right technology is critical for this. If player wallets malfunction or the casino lobby fails to display relevant games, users won’t play—and without players, operators can’t earn money. 

iGP aims to assist ambitious operators in gaining market share in competitive environments. According to Baker-Mosley, tier-one operators understand their brand and collaborate with the right partners to unlock their full potential. 

“We know that in new markets getting in first is important. We saw the race across the US and LatAm and that was the right strategy; speed to market is important. But when you’re in a competitive market that’s already established, and you’re fighting for players, it’s a different strategy.” 

In Baker-Mosley’s opinion, operators face a crucial choice: they can partner with entities that focus on political maneuvering, or those that prioritize product quality.

iGP bringing good vibes to iGaming

iGP falls firmly into the latter category, the CMO stated. Now in the third year of its revised company structure—where Baker-Mosley joined team members like Jovana Popovic-Canaki, Dirk Camilleri, and Glazaite—iGP has transitioned from being noticed to having a tangible impact. 

“We have spent two years building these products, so for 2026, it’s about competing and fighting on that product. To a certain extent we are calling out some players in the market on product.

“The pool of competitive operators is getting smaller and there’s lots of different reasons for that. I think in some quarters, especially from the regulatory and the tax background from clients’ background some people feel a little hopeless. But we’re seeing that if you give operators the tools and they know their customers, they can outcompete.”

iGP’s offerings include platform, aggregator, crypto, retail, and lottery solutions, all integrated into a comprehensive turnkey package. 

Launching in 2026 is VIBE –  iGP’s Value Incentive Bonus Engine. While it’s not entirely a new product, it lets operators leverage the best loyalty and bonus features from iGP’s current offerings.

It’s crafted to support operators amid tax burdens, regulatory uncertainty, and increasing CPA expenses.

Baker Mosley said: “We talk about how homogenous the product is, but we’ve rebuilt and launched our loyalty program and named it VIBE.”

“Smaller operators are getting crowded out. Some of them are nimble, but they don’t have as sophisticated retention tools as some of the big guys have. We’re arming our operators with everything they need to fight for their customers in a way they’ve not been able to do before.” 

This ties back to iGP’s desire for greater honesty in the iGaming sector and its focus on partnering with ambitious, pragmatic operators that aim to grow market share in a long-term, sustainable way. 

As Baker Mosley concluded: “The offer isn’t necessarily sexy. Why don’t you join us and achieve 200 billion per cent growth in five days? Or ‘join us and benefit from incremental gains and win market share’. 

“One is made up, one is the truth. I think the operators we want to work with think about that and conclude ‘I know where I need to be’. A £1million marketing spend doesn’t get you as far as it did even 12/18/24 months ago, so you have to be more intelligent. I think with the grown ups of the industry, that message will penetrate.”