The iGaming industry grows more and more competitive as we near the end of 2025, and companies within the segment look for ways to stand out and gain an edge over their peers.
Dmytro Kryvorchuk, COO of Infingame, speaks with iGaming Expert about the company’s strategic direction as it scales globally, deepens its focus on regulated markets and expands into sweepstakes. He explains how operational discipline, flexibility and long-term planning are shaping Infingame’s evolution amid rapidly shifting industry models and regulatory frameworks, as he looks into 2026.
iGaming Expert: What are the three most important goals you have for Infingame over the next five years and what core principles will help you achieve them?
Dmytro Kryvorchuk: Over the next five years, our focus remains very practical and execution driven.
First, we want Infingame to become a truly stable and scalable global aggregator, not just by adding more games, but by building systems that allow us to onboard, support, and operate partners efficiently, regardless of region or size.
Second, regulated markets are a major priority for us. Latin America, especially Brazil, is where a large share of our operational resources are going right now. For our team, this isn’t only about securing licences, it’s about building processes that hold up under regulatory pressure while still allowing us to move fast and effectively support our partners.
Third, we’re expanding beyond the traditional aggregation model. Sweepstakes and alternative formats are already part of our day-to-day operations, and our job now is to turn these from “promising directions” into properly structured and profitable business lines.
From an operational perspective, our principles are straightforward: clarity in processes, speed in execution and accountability at every level. If something can’t be executed systematically, it won’t scale.
iGX: Reflecting on 2025, which strategic decision had the most significant impact on Infingame’s performance and what did it teach you about where the industry is heading?
DK: Without a doubt, our move into the sweepstakes segment had the biggest impact on our performance in 2025. At the time, it looked like a risk as it required a fundamental shift in how we operate away from classical aggregation. In practice however, it helped us diversify revenue and build new distribution channels much faster than expected.
Most importantly, it has shown us very clearly how quickly the industry is changing. Growth is no longer happening in a straight line. New regulatory frameworks are appearing, player behaviour differs sharply from one market to another, and even the definition of casino entertainment is evolving. Companies that stay locked into one model will struggle to keep up.
From an operations perspective, it underlined how important it is to keep the business flexible at every layer. Teams, technology and workflows all need the ability to adapt as markets change.
iGX: With the industry evolving so quickly, how do you balance short-term operational demands with longer-term strategic planning for the company?
DK: For us, strategy only matters if it works in practice. Day to day, the focus is on the basics that partners actually feel – such as platform stability, clean integrations, responsive support and reliable delivery as that’s where trust is built.
At the same time, we deliberately reserve capacity, budget, people, and management time for long-term initiatives such as time, budget and licensing, new market launches and infrastructure upgrades. If everything is consumed by today’s problems, you never create space to build for tomorrow.
One of the key disciplines for me as COO is making sure the business doesn’t get trapped in permanent firefighting mode. Urgent issues are of course a priority, but they can’t be allowed to set the tempo of the entire organisation. If a company only reacts, it won’t progress.
iGX: Infingame operates across diverse global markets. How do you ensure that your leadership approach remains adaptable to local needs while keeping the company aligned around a single vision?
DK: Our model is straightforward – a centralised strategy with local responsibility.
The core priorities, standards, and product philosophy come from the centre. How things are implemented locally depends heavily on the market, its regulations, partners, culture, and operational realities.
Regional teams have real autonomy because they are closer to the business and make faster, better decisions on the ground. Our job at HQ is to make sure that all teams are aligned in direction, and that local flexibility does not turn into chaos.
Alignment without flexibility creates bureaucracy – while flexibility without alignment creates disorder. We work hard to stay in the middle as I believe that’s the key to success.
iGX: What is a current project or development at Infingame that you are most excited about, and what part does it play in shaping the company’s future?
DK: Brazil is currently our biggest operational focus. This is far more than a standard market launch. It acts as a full stress test for our processes, our technology and our organisation as a whole. All processes – from compliance, customer support, integrations and reporting – are all being held to a much higher standard, and the team has responded extremely well. What we are learning in Brazil will lift our performance across every other market.
At the same time, I’m excited about the way our sweepstakes vertical is maturing. We are moving away from experimentation and towards structured, predictable operations.
Together, these two directions, regulated markets and alternative formats, are shaping Infingame into a more resilient and better-balanced company. We are becoming less dependent on any single geography or product type, and that is what long-term stability looks like from an operational perspective. We’re looking forward to 2026, and I’m very confident we’re well set to deliver on our vision.
