Engineering Growth: Viktoria on Scale, Structure, and Player Value

Viktoria, Alpha Affiliates’ COO, holds a degree in cybernetics and robotics and previously managed a university drone assembly lab. She now leads operations at one of iGaming’s fastest-growing affiliate programs, where product logic, player behavior, and business performance must align.

In this interview, she discusses what defines true market readiness, why high spend does not always indicate high value, and how the industry often mistakes visible growth for genuine strategic fit.

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You have a red diploma in cybernetics and robotics — today you run operations in iGaming. Was that transition accidental, or did the logic always connect?

I graduated with a degree in “Nonlinear Dynamic Systems and Control Processes”. To my mind, the transition is simply natural, since any company or business is, in fact, a highly nonlinear dynamic system in which processes must be established, and I have always had a taste for streamlining such systems.

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What did your engineering background teach you that business school never could?

Systems thinking. In cybernetics, you learn not only how individual parts function, but also how they interact, where feedback loops exist, and the impact when one element fails. This perspective remains with you.

I apply this approach consistently in business. When something is not working, whether it is a launch, retention curve, or team dynamic, my first step is to identify the root cause within the system, rather than addressing only the symptoms. This differs significantly from making changes without understanding the underlying issues.

Engineering also taught me to recognize and address gaps in knowledge. In robotics, an untested assumption can cause system failure. In iGaming, similar assumptions about markets or players can result in significant losses. I prioritize structure and validation over speed.

Engineering also fosters comfort with iteration. You build, test, adjust after failures, and focus on learning rather than avoiding mistakes. It is important to remain objective, analyze data, and plan accordingly. Many companies have yet to fully integrate this mindset into their culture.

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Do you naturally trust fast decisions — or do you prefer to challenge your first instinct?

I believe instincts and intuition reflect accumulated experience and insight. I trust my initial reactions, but always analyze them before making decisions.

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What’s the difference between a market that’s ready for you — and one that just looks ready on paper?

A lucrative market shows clear indicators such as search volume, competitor activity, payment infrastructure, and high conversion rates from traffic sources. With them, a business case might look strong on paper.

Yet a market that’s actually ready for you is different. It’s where your product — your specific approach, your brand, your way of working with players — fits naturally. Where the player’s behaviour aligns with what you’re good at. Where the cultural context doesn’t fight you at every step.

Many companies mistake these two scenarios as identical. They act on surface signals and launch quickly, then spend months addressing unexpected retention issues or lack of VIP engagement.

The market was ready. The fit wasn’t there. Nothing is complete until tested in practice. Engineering has shown me that theory and practice don’t really overlap.

This is why we go beyond that “basic minimum”. Data shows market viability, but deeper insights from understanding the player as a person determine if the market is truly suitable — and that’s what I call a “strategic maximum”.

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You mentioned “basic minimum” vs “strategic maximum”, can you elaborate on how it translates to entering a new market?

Most companies stop at the minimum because deeper analysis is harder to quantify and takes longer to show results. An FTD is visible, but trust is not so obvious.

The companies that go further stop treating the product as just another casino and start treating it as a unique experience. One that fits naturally into how a player actually lives. That shift — from platform to experience — is what moves the metrics that actually matter: retention, engagement, LTV.

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If you had to bet on one thing in iGaming right now — what would it be?

Player experience. Still the best bet in the game.

It is not about the technology, geographic focus, or bonus model. The true advantage lies in the player experience, from the first session onward. Most of the industry still underinvests in this area.

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How do you define a high-value player — and how is that different from a high-spending one?

A high-spending player and a high-value player are not the same thing. That distinction matters more than most operators want to admit.

A single large deposit looks great on paper. But value is about the relationship — whether you’ve built something that makes a player want to come back, spend more over time, and stay even when a competitor offers a bigger bonus.

The target isn’t just a player with a big wallet, but one you’ve genuinely connected with—choosing your product because the experience is worth it.

In this way, a high-value player reflects both the quality of your product and the effectiveness of your team.

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What does a good player journey actually look like — and where does it usually break?

The journey begins with the first impression — the brand in general, bonus offers, and games portfolio. However, true alignment develops as the player and company build a deeper understanding.

Where it usually breaks: when the product stops paying attention. When onboarding ends, and personalisation disappears. When a player starts feeling like a number instead of a person.

A strong player journey ensures the player feels understood at every stage, receives relevant games at the right time, experiences tailored communication, and receives personalized offers.

The player journey doesn’t have a finish line. That’s the point.

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Working with VIPs is often described as relationship management. Do you agree — or is that too simple?

Relationship management is important, but it does not fully capture the complexity of the role.

A VIP manager isn’t just support — it is care. They should become a trusted contact whom the player values engaging with.

This requires understanding the player on two levels: as a user, by knowing their game preferences and engagement drivers, and as a person, by recognizing their interests, lifestyle, and preferred communication style.

When this connection is genuine, players remain not for bonuses, but because the experience feels tailored to them.

The formula is simple in theory: trust, personalisation, flexibility, and genuine human communication. These factors transform a product from a simple online casino into a destination players want to revisit.

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What’s the best indication that the business is on track?

The clearest signal is when effort directly translates into revenue.