Fireside Chat With Gaming1

Belgiu m-based Gaming1 maintains both online and offline brands and partner powerful portfolios throughout Europe. Founded in 1992, the company, headquartered in Belgian Liege, has grown to have 1691 employees in 11 countries, including France, Portugal, Spain, and the Netherlands.

The company, which is an online casino and a sports betting company, has created more than 150 games under the mission of "supporting responsible behavior and providing the best game experience in the regulated market." 。

Talk with Dwight Matthys, an architecture director of Gaming1, how the company has been working on digital transformation, the role played by Enterprise Architecture (EA), and how the ARDOQ is the IT and business gap. We talked about whether it helped to fill.

1. What main business opportunities do you see in your digital landscape?

First of all, our industry depends greatly on the fact that the time to launch the market is very fast.

However, since we are in the entertainment industry, we sell responsible (rea l-money) games and entertainment, requiring powerful player experience and attractive entertainment abilities.

I want to emphasize a strong commitment to responsible gaming. We believe that gaming should always be fun and provide entertainment without causing problems. Combined with the negative image of our industry for regulatory authorities, our digital environment needs to absorb at least two things.

First, we can respond to regulations that always evolve, and to provide players with more powerful gaming functions. The ability to incorporate each entertainment function into the player journey is essential. On top of that, it is necessary to fuse the responsible gaming function as the basis of target architecture so that it can be incorporated into the player journey.

Furthermore, it is clear that the rapid expansion companies have accumulated technical debt in the process. That brought our current company. However, it is dangerous not to recognize it, and it can disturb our business ambitions. It is to always execute the next level of entertainment functions for players, while reducing TTMs and keeping stable cadence.

In that sense, I understand that the enhancement of core functions and journey is a great opportunity for our business. As described in many EA documents, and for me, if there is a stable foundation of core functions and processes, I am out of my colleagues who provide top services to players and operate the platform. You can provide operations.

Finally, any of the sel f-esteem technology leaders recognize the possibility that AI (generous and other) will bring your company's situation. Therefore, we can use a larg e-scale use of data, convert it into meaningful semantics, and then use AI to provide attractive but responsible entertainment functions to players and management staff. I am focusing on the analysis plan.

In summary, wiping out the core process and providing value in a sustainable way while providing value, so that the responsible gaming functions can be added to all parts of the player journey or on our functions. By combining an appropriate analysis infrastructure, we should be able to sell the next level of entertainment to the player and get all the tools needed to be recognized as a serious responsible gaming provider.

2. What’s your organization’s key focus for digital transformation?

As mentioned earlier, we have focused on investigating our abilities and defining what they are now. By providing the current status of these capability and the conformity to business, it is possible to draw a path that can be turned into a more powerful or more digital response.

However, our online (or interactive) business is originally a digital business, so it is our core that these parts are already at a satisfactory level. Digital transformation is like a top gun: "You are the best.

It's a bit exaggerated, but it captures the essence. When we started this digital transformation, our abilities were already at a level to carry out appropriate tasks. Of course, there were things to do, but it was easy to move forward from the start state. As long as our DNA is our DNA, maintaining the status quo does not define us. That's why you can see the trajectory of the ongoing digital transform formation.

In interactive landscape, we focused on organizational orientation. We have plotted what the operation model should be from the capability model and overlap with the current situation. As a result, the organization could be shifted to a more business capabilit y-oriented (we call it a domain driven), which has become a major magical transformation milestone. At this stage, the tissue model is applied to a powerful player experience angle in addition to the previously built ones.

I would like to emphasize the fact that everything was done together in terms of collaboration between technology and business. This was a very powerful combo and led to more success than expected.

For us, the next Frontier is to apply this EA Mindset to the "support" function, such as finance, personnel, and legal affairs. Just as any company is a network of ability, these "support" abilities are a logical connection that leads to an interactive business landscape in some way.

The final focus of our digital transformation is the aspect that we have been in the interactive business thanks to the powerful lan d-based network through the real store casinos, gaming halls, and betting terminals. Therefore, it is natural that providing an appropriate and compelling omnichanel approach to customers is an essential element of our digital transformation.

3. What is EA’s current role in the organization?

Three years have passed since the EA has occupied the core of our organization, but three years have passed since the EA occupies the core of our organization, EA is the core of our organization. Three years have passed since it became occupied. We strongly recognize what EA brings, and the leadership team acknowledges that EA is a powerful foundation for the growth of the company. Such an architecture did not exist as a clear practice, but an implicit practice that focused on technology and architecture.

However, it didn't take time to understand that the core group of the technical department had an implicitly reflected nerve for business architecture. Therefore, it is an essential factor that is indispensable for early successes to introduce EA in a specific form at the leadership level and to focus on the value of EA's role and practical practice with the core technology group. I am convinced. We spent enough time to emphasize and practice the EA, along with coo, coo interactive, and other C-level executives and directors.

It might sound like a straightforward way, but all the roads and circles we had to jump were positive and constructive. The recognition that everyone was on the same ship and trying to make something better was a powerful mindset.

Thanks to that, I was able to grow into a team with more than 20 architects, including Enterprise Architect, Principal Architect, and domain architect. But that's not the case. By incorporating a tech reader into the organization, it has a powerful connection in the practice of engineering, and can maintain a state of reality and execution.

The addition of an enterprise architect with a pure business background was incredibly valuable. It was like jumping into an unknown world, but everything was meaningful. Today, we are expanding wings to the support function mentioned above and trying to provide a complete EA Reflexes to our way of thinking.

"Our realistic approach to the EA, that is, the approach of the tower, the approach of being covered with mud in trenches and moving things forward, we brought it to the company's business line. I am convinced that it can be the same value.

-Gaming1 architecture director Dwight Matisis

4. What kind of advice do you give to other organizations that are starting to modernize the digital environment?

It is essential to recognize the position of the EA and the interests that it brings to the organization. Judging from experience, it is best to approach from a no n-technology perspective for two reasons.

One is that the essential design of the organization is originally no n-technical, so by approaching from such an angle, it is connected to a business person and digitized what is in their heads. Can be converted to.

Second, tools (applications, components, etc.) are means of achieving their goals. It is often recognized as a "that" solution, but it is essentially a translation from business architecture to technical implementation. In other words, if you don't solve business architectures, you will reach a bad place for the overall solution to enforce it with technical design.

To be honest, most digitization initiatives are wrong here. However, it is easy for the technology team to replace what they have requested with with the implementation of "Yamikumoni" technology. It is essentially more difficult to understand the business at a deep level, rationalize it to the point where you can explain it in theory, and approach the problem facing your business with its business focus. Basically, I think to all architectes, as in the 1900s, to solve problems using pen, paper and humans.

But, as mentioned above, it's a tough job, and in my experience, unfortunately, engineers choose a lazy path. As a result, they derive the wrong solution, fail to change, and further deepen the groove between business and technology. I think this is the main cause of many mistakes and wasted costs in the transformation program.

"Focus on business architectures, concentrate on understanding processes and journey, identify pain and low fruits, and build for the necessary future from the existing situations.

-Dwight Matisis

Separate teams and technical solutions are often considered a solution. Thir d-party vendors are good at marketing this belief because they promise the world and sell easily. Don't be fooled by it, invest in an excellent enterprise architect and let them practice the EA. The rest comes from there. But indeed, EA is not suitable for weak people!

5. How has Ardoq helped to bridge IT and business? Can you give some examples?

We still have to take a long way. The main reason we focused on getting closer to business, but the essential bridge was not the platform itself. The indispensable thing is the business EA approach, not the EA approach according to the business.

When all of them are established, digitalization of EA Practis begins to shine by making it possible on a platform like ArdoQ. Thanks to the ArdoQ, the product feature map has become easy to explain to the business, and at the same time, it has become possible to connect with a huge amount of technolog y-oriented aspects. With this product feature map, we have understood the true gap in a larg e-scale transformation initiatives for channels in contact with customers.

Also, capturing the capability map and making it available to everyone is a big step forward from that perspective. There is still a lot to enable from here, but setting up focus sessions around it was essential to grow it.

We recently onboarded a conversation with Procurement about using Ardoq as a gate in the procurement process when buying tools and applications. Also, the application catalog was an integral part of a recent cost rationalization effort we did with our finance and M& A colleagues.

In conclusion, we have a very promising roadmap with EA. But Ardoq being able to digitize our EA operations is essential to the success of that roadmap. We are calling our north star with Ardoq EA-as-a-Service!

Thank you Dwight for your time and insights.

How does Gaming1 protect players' personal data?

Gaming1 is a leading technology and entertainment (casino, sports betting and poker) company with both land-based and online presence. The group is a leader in the Belgian B2B and B2C gaming market with the brands Circus and 777.

Owning more than 40 gaming rooms, land-based casinos and gaming clubs in Belgium and France, Gaming1 is part of the Ardent Group portfolio and currently employs more than 1700 people and has three business hubs (Belgium, France and Malta).

Julien Declerq, Technical SEO Specialist at Gaming1, tells us about the importance of personal data protection for the company and its experience with Didomi's Consent Management Platform (CMP) across all domains.

Challenge: Protect player data on 14 websites

As evidenced by the action taken by CNIL against Voodoo in January 2023, the protection of player data is a major issue in the video games industry. One of the challenges for companies specializing in video games is to have a CMP like Didomi, which is Google certified, ensures compliance with current regulations and supports Unity SDK.

In Gaming1's case, the company manages 14 websites, reaching around 5 million users per month in four different markets.

Protecting user data is a major challenge for the company. In fact, Gaming1 is a co-founder of Belgium's BAGO and Playsafe, and an active member working on the prevention and protection of online players. Moreover, as part of a highly regulated industry, it was essential for the company to comply with the General Data Protection Regulation (GDPR).

"We are deeply committed to player protection (Playsafe) and website protection, and there is a recognized legal aspect to the latter."

- Julien Declerq, Technical SEO Specialist at Gaming1

Gaming1's management is very cautious about legal aspects and decided to use a solid solution that is up to date with the latest regulations. The team had a legal obligation to introduce the new consent banner as soon as possible, and Didomi was able to meet that request.

Solution: Deploy a customizable and secure Consent Management Platform

Gaming1 implemented the Consent Management Platform (CMP) on 14 sites to better manage user consent.

To increase consent rates and ensure compliance with existing regulations, Gaming1 adopted a pop-up format that asks for mandatory answers from users before continuing. This pop-up format has the advantage of increasing customer responsibility when visiting the site. It encourages them to read the terms and consent more clearly and visibly.

*The impact of the banner format has been observed by cross-referencing thousands of data sources and was also shared in a study published last year: "Data Privacy Benchmark: Consent Collection in 2023 by Didomi".

To get familiar with the tool, the team attended a training course introducing Didomi's solution, how to use it and how to configure it. This step was clear and useful for the team and Julien Declerq, who found the tool well designed, easy to use and thorough.

"We are very happy with the platform.

- Julien Declerq, Technical SEO Specialist at Gaming1

Julien Declerq also customized the text to make it more attractive and user-friendly, and customized the display depending on the device used, be it mobile or PC, leaving the essential parts intact.

Each banner is customized depending on the website on which it is displayed. The color coordination of the elements (buttons, background, text), the style (button, square, rounded, etc.) and the logo are systematically adapted to the visual identity of the website thanks to CSS customization and button configuration in JSON.

" Thanks to the Didomi tool, customizing the banners is really quick and easy. "

- Julien Declerq, Technical SEO Specialist at Gaming1

Finally, Julian Declerq confirmed that he was very satisfied with DIDOMI's support. Customer success manager is assigned to the technology SEO specialist and his team, the company sets a meeting once in the quarter, evaluates the status of console, shares feedback on tools, and meets the needs of the company. I'm checking.

If you have a question, Jeanne, the customer sacrus manager, will respond very quickly. I am really grateful for this service.

- Julien Declerq, Technical SEO Specialist at Gaming1

Results: Optimized consent rates and effective data management

Thanks to the po p-up banner, GAMING1 has gained a closing rate of market average in Belgium and the Dutch market.

Thanks to DIDOMI, we were able to get efficient management and wonderful results. There is such a platform, and it is convenient to see such results and receive good follo w-ups every day. "

-Gaming1 Technology SEO Specialist Julieen Declerq

Transparency is also very important for Gaming1. Players who have visited the site for the first time can easily access all necessary information, such as partners and their purpose. Thanks to the DIDOMI banner, you can easily find information.

Gaming1 is looking forward to continuing his relationship with DIDOMI and cooperating to provide users a transparent and reliable experience.

Do you want to know more about DIDOMI's global privacy UX solution? Please take appointment with our team.

Публикация участника GAMING1

See how Gaming1, a major game company, is performing in the major market in Belgium, the Netherlands, France and Switzerland.  In this interview, CEO's Emmanuel Mewissen talks about our continuous improvement strategy and commitment to outstanding customer experiences. Don't miss this opportunity how the column GAMING1 takes advantage of the best opportunities in Europe to form the future of the game industry.  #gaming1 #gamingindustry #AuniqueExperience #ResponsibleGaming #TechNology

Exclusive GAMING1 interview on Belgium, France and the Netherlands: “We must always remember this is an entertainment industry.” - European Gaming Industry News

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Freelance software architect: & gt; 20 years of experience Enterprise Addict

• thank you.

I'm really looking forward to seeing you as a web3 Gaming Studio Picksels CTO. (https://picksels. be, https://themines. io)

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