Last month’s ICE Barcelona once again marked the starting point of the global iGaming calendar, bringing together operators, suppliers, and regulators to set priorities for the year ahead. Held against a backdrop of increasing regulatory complexity and a more competitive content landscape, the event served as a checkpoint for companies reassessing how they scale, differentiate, and build durable partnerships across markets.
During the show, Yogonet spoke with Gian Carlo Ferrini, Sales Manager at BGaming, about how the company is approaching 2026, from balancing its game portfolio and responding to shifting player preferences to expanding in regulated markets such as Spain. In the interview, Ferrini also reflects on the strategic value of ICE, the evolution of operator expectations, and the factors that define long-term collaboration in today’s iGaming ecosystem.
ICE opens the 2026 events calendar. What strategic weight does this edition have for BGaming, particularly for the commercial team?
ICE is one of the largest exhibitions in the world, so it’s naturally very important for us. Beyond that, it gives us the opportunity to define our strategy for the rest of the year. Many of our clients attend ICE, which allows us to sit down and align expectations for the months ahead.
By the time you reach the last quarter of the year, things tend to slow down because of the holidays. January, on the other hand, feels like a reset: it’s when everything really starts moving again. From that perspective, ICE is extremely valuable for us.
Spain is also one of our priority markets. ICE used to be held in London, but now that it’s in Spain, we see many more Spanish operators attending. That naturally creates more opportunities for dialogue and closer relationships.
What kind of conversations were you expecting to have at ICE, and how did they actually turn out? New operators, deeper talks with existing partners, or new markets?
It’s really a mix of all three. We focus on balancing our approach across three areas: new operators, existing partners, and market expansion, either entering new markets or growing within the ones we already operate in.
With existing partners, the conversations are more strategic and long-term, focusing on plans for the rest of the year. With new operators, it’s about showing how much we’ve grown and how solid the brand has become. Our positioning has evolved, but we’re still the same team.
We approach these conversations with humility. We’ve grown alongside our partners, and for those joining us now, we can clearly show that we already have all areas covered and fully customized solutions in place.
The stand design this year clearly stands out. How did the concept come together, and what were you aiming to communicate visually?
Our marketing team must be very happy. People are stopping just to take photos of the stand.
At BGaming, we divide our portfolio into three main worlds within what we call our publishing ecosystem: classic games, entertainment games, and casual games.
Classic games are traditional slot titles that players already know and trust. Entertainment games focus on player retention, helping users stay engaged and explore the portfolio. Casual games — especially crash games — are one of the fastest-growing segments in the industry.
Casino games have existed for a long time, and there will always be an audience for classic titles. But there’s also a new generation of players looking for something different — a more interactive, gaming-style experience. That audience has been performing extremely well for us.
Which games or mechanics are generating the most interest among operators? Are you seeing differences between mature and emerging markets?
There isn’t a single clear favorite, and that’s exactly why we structure our portfolio this way. We want operators to see the full picture — almost like a theme park — and understand what sits in each category.
In casual games, Aviamasters has been a major hit and continues to grow consistently. We also have new collaborations coming soon that will be announced shortly. These games are mobile-friendly, easy to understand, and highly shareable, which fits perfectly with the more social, gaming-oriented experience players are looking for.
On the classic side, Burning Chili X continues to perform exactly as it always has. It’s a familiar title with proven mathematics and strong recognition, which helps maintain long-term player retention.
In entertainment games, Snoop Dogg Dollars speaks for itself. Everyone recognizes Snoop Dogg and wants to try it. The collaboration is very close — featuring Snoop Dogg’s voice, music, and overall identity — and that makes the experience instantly appealing.
Spain is a regulated and highly competitive market. What opportunities do you see there, and how do you adapt your strategy specifically for Spain?
Whenever we enter a new market, brand positioning is a priority. If we invest in a new jurisdiction, we want to ensure that the investment delivers long-term value.
Spain has shown strong potential for sustainable growth. We’ve held our license for a couple of years now and have partnered with operators such as Sportium, Casino Barcelona, Casino Gran Madrid, and others.
Our goal is to continue expanding in Spain and work with as many operators as possible. In the first quarter of 2026, we expect several new operators to go live, along with new collaborations currently being finalized. As you know, Spain’s regulatory process requires specific approvals before launch, and those are already underway.
We’re very encouraged by how collaborative the regulatory framework is, as it supports steady and responsible expansion.
From a sales perspective, what are Spanish operators looking for today? What makes a long-term partnership work?
For us, it comes down to transparency, trust, and the tools we provide to make cooperation easy.
We offer a wide range of promotions and have a strong team of business account managers who are always available, responsive, and focused on resolving issues quickly. We’re accessible 24/7, and that level of support has been key in building trust in the Spanish market.
We don’t believe in short-term collaborations where things go well for the first few months and then fade. Our goal is a long-term partnership. We want our clients to know that five years down the line, the quality of our service will be the same — or even better.
Looking beyond ICE, what are your expansion priorities for 2026, and what role do Europe and Spain play in that growth?
Europe is a strategically vital market for us. Our priority is to continue strengthening our position in the markets where we already operate, while acquiring additional licenses and approvals across the region.
Spain remains a top priority. We see significant potential here and view it as a well-organized market with clear rules and protocols. That clarity gives us confidence as a company — if we comply with the regulations, we know we can operate successfully.
Europe, in many ways, sets the standard for the industry. Its regulatory maturity creates transparency and stability, which ultimately supports sustainable growth. For us, it’s a key region both now and moving forward.
