In a casino, luck might grant you an initial win, but it will never build a market-leading business. In the UK’s fiercely competitive online casino sector, growth is far less about chance than about listening and acting on what you hear.
Luck’s Limitations in the UK Market
The UK casino industry is widely seen as saturated, high-cost, and dominated by long-standing brands. Some operators still enter hoping that a splashy marketing campaign or a viral sponsorship will create a breakthrough. Pinho acknowledged that while such moves may generate visibility, they rarely sustain long-term growth.
“Many people don’t believe in entering the UK market. They think it’s stagnant and reserved for the big players,” she said. But in her view, the trajectory of new entrants shows there is still room for disruption.
UK players, she added, are actively seeking change—yet they’re selective. Only offerings that feel fresh, fun, and exciting—and that are truly built around player needs—will keep them engaged.
Building Momentum by Listening
For Pinho, growth doesn’t hinge on a single breakthrough but on a “cumulative effect.” In practice, that means aligning campaigns, partnerships, and outreach so they reinforce one another.
“We always had the vision and creativity. Now we’ve got the execution to match—and that’s when the growth really came,” she said.
She highlighted Midnite’s snooker sponsorship as a turning point in brand recognition.
“That campaign really put us on the map. We were unknown, but it ensured we left a lasting impression,” she recalled.
Launched during the World Snooker Championship, the initiative combined event exposure with targeted online offers and branded content—bringing the casino to an audience already interested in sports betting.
What set it apart, according to Pinho, was research and player feedback, not just creative instinct. The team was also open to unconventional sponsorships and marketing experiments—even when outcomes weren’t guaranteed. Each attempt, she noted, contributed to learning and ultimately to growth.
Retention Is the Real Win
For Pinho, sustainable growth means constant listening. “Players will always tell you what’s missing—sometimes it’s a feature, sometimes it’s a trending game,” she said. The key is to act before they drift away.
Rapid expansion carries churn risks, so Pinho puts as much emphasis on retention as acquisition.
“We track players closely in the first week, the first 30 days. We run surveys to understand why they stay,” she explained. Retention, in her words, is service-driven: respecting players from the first interaction and focusing on entertainment rather than pure transactions.
The strategy revolves around engagement. Drawing from sports betting, her team works to make the casino feel as dynamic as live wagering. That means daily game launches, frequent interface tweaks, and monthly updates that players can truly feel. Seasonal peaks, such as the Premier League, are planned months or even a year in advance, ensuring the team is prepared without burning out.
Regulation and Resilience
UK operators face an ever-shifting regulatory environment, which can be frustrating. But Pinho views it as part of the landscape.
“Regulation changes will never go away. I’ve been in this industry nearly 10 years, and every time we’ve adapted. Players adapt too. Take stake limits—at first there’s panic, but then it becomes the norm,” she said.
Later this year, new cross-selling restrictions will reshape how different business verticals can market. The UK Gambling Commission (UKGC) has made clear: no more blending of products. Unless players opt in, casino promotions can’t appear in sports betting spaces, and vice versa. That means every product must stand on its own—making brand strength and product quality even more critical.
“We know the restrictions are coming. If marketing needs to be separate, that’s fine. At the end of the day, they’re still the same players—they’ll find the other product naturally,” Pinho said.
Despite tighter rules, UK online gambling revenue held steady in Q1 2025, even after new slot stake limits in April and May. This supports Pinho’s view that strong player experiences can withstand regulatory shifts.
“As long as the experience is there, players will stick around—even if the rules change,” she insisted.
Beyond Luck
Not every trend resonates with Pinho. Asked about games she doesn’t personally connect with, she laughed:
“Fishing games. They’re hugely popular, but I don’t get it. Players love them, just not for me.”
It’s another reminder, she noted, that player data should guide the industry—not personal preference. Looking ahead, she sees potential in multiplayer or interactive casino formats, long talked about but not yet fully realized.
“I think there’s still opportunity there, especially with mobile-first habits and the demand for social experiences,” she said.
What outsiders often miss, she added, is the complexity behind seemingly simple moves. “People think casinos are just about signing sponsorships or adding a few games. In reality, there’s a huge strategy behind it—balancing player needs, business goals, and countless moving parts. It’s not as easy as it looks.”
For Pinho, the real story of UK casino growth is clear: luck can spark a moment, but listening lays the foundation, and acting decisively turns fleeting wins into lasting momentum.
“The numbers people want will come,” she concluded. “Right now, it’s about building the base. The results follow.”
