Belatra has recently reached 33 years in business, a milestone few companies in iGaming achieve. Looking back on the journey, Head of Business Development Misha Voinich reflects on the decisions, shifts, and long-term thinking that helped transform the company through decades of industry change — and why its next chapter may be just as important as the last.
From home workshop to iGaming veteran
The company’s journey saw it undergo a “remarkable transformation,” evolving from “the creation of a single gaming machine in a home workshop” into a global company. Voinich notes that it was an early entrant in Latin America, before that was a mainstream direction for the industry. Even when launching in new markets meant building from the ground up, he praises how the company relies on its people –some of whom have been with Belatra for up to 20 years–, a “defining aspect” of their journey.
For him, reaching 33 years in business reflects Belatra’s ability to “navigate crises, make difficult decisions, continuously adapt,” while staying true to its values.
In over three decades around, the developer has witnessed a significant transformation of the ecosystem. However, Voinich reflects on how “the industry continues to feel younger, more dynamic, and increasingly creative with each passing year,” even with its long history: “In many ways, gaming is not ageing — it is constantly renewing itself,” he says.
The rise of The Mummyverse
In terms of product, Voinich looks into the “remarkable evolution” games have undergone, becoming “immersive experiences: highly localised for different regions, enriched with advanced graphics, strong narratives, and even original soundtracks that can live beyond the game itself.”
“For Belatra, this evolution is something we have not only observed but actively lived through alongside the industry,” he adds.
While games might used to have single mechanics or classic “fruit machines”, Voinich explains that they are today closer to mini-stories than standalone products.
In that sense, it has found a story that has proven very engaging with its audience: The Mummyverse.
Voinich explains: “The response from players has been very positive — they actively engage with these games and clearly enjoy returning to a familiar, evolving world.
“What makes Mummyverse unique is that it has grown organically over time. It hasn’t been a one-off campaign or a fixed concept, but rather a living universe that naturally expands based on player behavior and partner feedback. Each new release is essentially a response to clear demand from the end user.”
What makes the concept a success? According to Voinich, it’s similar to a “long-running TV series that people don’t want to end – they are happy to watch season after season, and even revisit it from the beginning.”
With 10 games surrounding a unique theme, the company continues to expand this universe through both core titles and customized versions developed for partners.
Flexibility and localisation
With the evolution of the industry as a whole, “operators’ expectations have become far more sophisticated, data-driven, and performance-focused over time,” Belatra’s Head of Business Development explains.
“In the past, it was largely about content availability and basic integration. Today, operators expect fast time-to-market, seamless technical integration, and products that can deliver measurable impact on engagement, retention, and player value,” he says.
With real-time data and analytics, personalization is also a factor for growth, while “increasing regulation means operators require fully compliant and adaptable solutions that can scale across different jurisdictions.” To address both elements, Belatra maintains strong collaboration with partners.
Voinich states: “Today, success is not just about delivering games, but about creating solutions that support operators’ long-term growth.”
Belatra’s early arrival in Latin American markets has earned the company plenty of knowledge around localisation and flexibility. That has led to the development of a portfolio of games that is inclusive and intuitive for players across different regions, while adaptation happens on multiple levels.
“Localisation is an ecosystem around the product rather than just a visual or thematic adjustment,” explains Voinich. To achieve that, Belatra works with local teams who have “a deeper understanding of player behavior, expectations, and interaction patterns with the product,” which influences not only content, but also promotional activities, communication, and even how games are structured and presented within the lobby.
As regulation expands across Latin America, Voinich expects demand for “more deeply adapted content,” not only in visual themes but across product design, UX, and engagement strategies. That broader approach reflects Belatra’s philosophy of evolving with markets while preserving the foundations that helped build the company over three decades.
People focus meets AI
Although online products dominate much of the current conversation, one of the foundations of the company’s success remains land-based gaming. Voinich insists physical gaming continues to be “a vital part of our DNA.”
Belatra has modernised its land-based offering through PC-based architecture, allowing the company to integrate newer titles into cabinets almost instantly.
And, while the massive shift toward online play remains the main challenge, the developer believes that social experiences will remain relevant, and so will physical gaming: “People need people,” says Voinich.
He adds: “A modern cabinet today is essentially a high-performance computer.
With traditional gaming still on the table, another challenge is to incorporate what the future is bringing to the business. Like most companies across every industry, Belatra has incorporated artificial intelligence into parts of its workflow, though Voinich is clear on its role: “We approach AI as an assistant rather than a replacement for people,” he explains.
The provider uses AI primarily to optimise processes, reduce the time spent on repetitive tasks, and improve efficiency across teams. While the team recognises the growing role of AI-generated content across iGaming, Voinich maintains that creativity and relationships remain fundamentally human: “AI supports, but does not lead. The main driving force behind our products is people,” he emphasizes.
Going into year 34
That emphasis on people, partnerships, and long-term thinking appears set to remain central as Belatra moves into year 34. The company plans to continue expanding the Mummyverse through new releases and promotional initiatives, while also focusing on broader growth.
“We are focused on scaling in every sense,” Voinich says, pointing to team expansion, deeper expertise in key markets, and new partnerships, particularly in Latin America. Beyond products, Belatra is investing in brand-building through exhibitions, community initiatives, and even sports activities such as padel tournaments designed to strengthen industry relationships.
After 33 years, Belatra’s ambitions extend beyond longevity. The company’s objective remains simple, according to Voinich: “To ensure that as many people as possible across different countries know our product, engage with it, and truly enjoy the experience it delivers.”
