Interviews
Exclusive Q&A with Phil Hubner Chief Business Development Officer at Challengermode
Retired players become media commentators, or selectors, or coaches, or the sports administrators. That is the trend in most sports.
What about esports? What do esports players do once they retire?
We have with us here Phil Hubner, the Chief Business Development Officer at Challengermode, who was a successful esports player too.
He talks about his esports playing days, his struggles to build a career, his company and the career options available of esports players in the industry.
Q. We shall begin with your esports career. How did your attention turn to esports and how it developed?
A. Like a lot of people in the industry, my introduction to gaming and esports began at a very young age. My first memory of gaming was in 1996. I was 4 years old, sitting in my 21 year old uncle’s lap, watching a screen light up with flash rockets, lasers and machine guns in Quake. And then playing my first ever casual match against my brother and my uncle’s best friend.
By 2005 I’d spent almost all of my free time playing video games, with the whole of 2004 spent perfecting my craft in DotA. That meant watching videos of the best players in the game, spending my days on IRC networks chatting with some of the top players and getting tips and tricks from them. I was part of the professional German esports organization “mousesports” which accounted for my first real experience with esports. There I managed the team’s scrimmage and tournament schedule and substituted as a player on the roster; primarily in practice matches.
A short 4 years later, Heroes of Newerth was released – the first real successor and stand-alone version of DotA. I spent my days playing at a top level, there didn’t seem to be much of a chance of making a living from esports in either game. Teams weren’t very supportive, there were no actual salaries being paid out, and the prize money wasn’t enough to sustain competitors unless they won every single tournament that ran. This was the point I decided that playing, whilst an important part of my free time, wasn’t going to be the career choice for me. I wanted to do something bigger, more impactful, and most importantly something that would allow me to pursue a full-time, paying career within this industry.
Q. Could you narrate your transition from an esports player to an industry professional? What are the challenges that you faced?
A. The first step towards making a career outside of being a player involved turning my industry knowledge into a stint in journalism. In 2010 I wrote an email to the up-and-coming esports publication ESFIWorld (now sadly defunct), arguing they should consider reporting on MOBA games like Heroes of Newerth and League of Legends. The CEO welcomed the idea and I joined the team there as a Content Director – an unpaid position – whilst finishing high school.
In 2011 I covered my first industry events – “The International”, and CeBIT, where the Intel Extreme Masters World Championship took place. I threw myself into these events, striking up conversations with the tournament operators, commentators, hosts, players and more. I recorded interviews, wrote articles, and attended after-parties – producing over 130 content pieces in a span of just 5 days. But this still fell short of “making a living” in esports. Like many people who want to turn their passion into their career, the main challenge was finding a role that could support me financially. In 2011 I was still a broke student with hardly enough money to buy food at these events. One night, our hotel room got cancelled, forcing us to go back to the hostel we had stayed the night before, who allowed us to sleep on the floor in their storage room – not the best example of a successful esports career!
But this experience did allow me to make a name for myself within the European esports industry. I wasn’t famous by any means, but I knew people. One of these people was Michal Blicharz (as of my writing this the VP of Pro Gaming at ESL Gaming) who was the man with the plan on the Intel Extreme Masters. I asked whether there were any openings for internships or junior positions within their company. Within a week I got an offer, quit school and in March 2012 – exactly a year after my first ever live esports event – I attended my first event as an intern under Michal, where I would soon become a Junior Product Manager. With a paying role under my belt, the main challenge became embedding myself fully in the rapidly growing and constantly changing industry, an industry at the forefront of digital marketing.
Moving away from the editorial side of the esports industry – In 2015 I started working with Ben Goldhaber at the time Content Director at Twitch, handling content marketing for Twitch in Europe and managing their mighty social media accounts with millions of followers. I moved to London, and shortly after pitched a new role and department to the current VP of Marketing at Twitch: International Marketing. Following this I saw many opportunities in both the rising esports industry, and the newly discovered land of opportunities that was influencer marketing – managing half a dozen streamers and influencers. This led me to my first role in Business Development in helping build up the Italian esports organization QLASH.
Q. Let’s now move to your career at Challengermode. What exactly does Challengermode offer and what’s your role as Chief Business Development Officer?
A. Challengermode is an esports platform with a big focus on the grassroots levels of competitive gaming, and a vision to make esports as accessible as possible. In effect, that means we build technology that makes playing in and offering esports competitions seamless. I joined Challengermode in 2017 as Head of Business Development, where I was largely responsible for onboarding the very first partners at the company, as well as devising the company’s partnerships and business strategy. I came to this after working in a wider variety of positions around esports, from marketing and communications to product management to business development and strategy. In my current role as CBDO I draw on a lot of that experience to translate greater accessibility in esports into greater value for stakeholders all across the esports ecosystem. I also manage two key departments within the company that deal with acquiring and then supporting partners such as game developers, tournament organizers, esports teams and brands.
Q. A number of young people become esports wizards. Could you tell us the career options available to them once they hit the esports peak and start the downhill journey?
A. I wouldn’t call it a downhill journey. I think it’s more of a natural evolution to go from player to industry professional. Hopefully my previous answer goes some way to highlighting the breadth of roles that are available in the industry away from the bright lights of being a competitor!
My experiences may be a few years old now, but if you look at the esports industry today, there are a few obvious steps one can take after putting down the mouse and keyboard (or controller) and wanting to fulfill a role within the industry with the background of being a professional player. There are many living examples of players that have turned to commentary and analysis for example. Using their in-depth knowledge of their game to dissect other players’ performances.
Another route that many have gone is to become a coach. Much like in traditional sports – years and years of playing will have honed your understanding of the game, problems for individual players to overcome and will have given you a keen read on other teams, their strategies, and their weaknesses. Similarly though, this is only the correct path for the few players that in their playing careers tend to be actively engaged in strategy and tactical choices.
For those with a more entrepreneurial nature, a common trend you’ll see is the formation of a new esports team or a company within esports that solves a problem they may have uncovered during their days as a player. You’ll find many, many such examples dating all the way back even to some of the oldest esports organizations such as SK Gaming or Ninjas in Pyjamas, but even more so in newcomers such as TSM, G2 Esports or 100 Thieves.
If none of those are the right way to go, luckily the rise of Twitch and the continued success of YouTube have provided any retiring player with an outlet and opportunity to continue their careers even beyond their competitive days. For many viewers, there’s little more entertaining (and educational) than watching players who play at the top level of their game. What’s better than getting an opportunity to directly engage with, chat, and ask questions to a retired star player?
Q. From a personal point of view, what are the advantages an esports player looking for a career in the gaming industry has, compared to a non-player?
A. Put simply – industry knowledge. Esports is still a very young industry and every year more companies enter the sector than there is talent available to staff them. Professional players, retired or not, will have some of the keenest eyes when it comes to authentically speaking to the esports audience. It’s not just an audience for them after all, it will have been their life for the past few years. This means there will always be in-roads for these individuals when looking to move into the business of esports.
Many of them however will experience a heavy reality check when starting this next step of their journey: while they may have a keen understanding of the audience, they might not have many skills directly applicable to their new roles. Be these in marketing, operations, recruiting or what have you. There’s good news though: their diligence, discipline and ability to become the best at something will easily translate into other fields outside of the games they played for so long. Besides from the industry knowledge, the soft skills are easily transferable.
Q. Again from a personal perspective, is the industry welcoming enough to the esports players? Any comments on that?
A. Whenever a professional player retires, that person should be seen as a top candidate not necessarily to join your executive team and lead the charge, but at the very least someone that will no doubt be a fast learner and someone that can intently focus on whatever is put in front of them. It is up to the universities, colleges and companies in the space to provide these paths for these players; but likewise up to these players to identify and accept where they stand within a professional context, how applicable their skills are, and where they may be lacking.
I have no doubt that anybody capable of being the best out of millions of players in any given game will likewise be capable of being the best at many other jobs and tasks thrown at them; that they will learn them quickly and learn how to excel at them, and if we do a good enough job at telling the stories of former professional players and their careers, we can give hope and inspiration to current and future pro players, whilst reassuring companies that former professional players are likely to be top-tier hires if provided the right guidance and opportunity.
Q. What are the potential roles and positions in the gaming industry that particularly suit esports players?
A. Using some of the roles I mentioned previously as examples, commentators and analyst roles lend themselves well to the kind of esports competitors that are naturally charismatic and have an ability to speak concisely. Players choosing to go down this path are often at the mercy of the audience. When it comes to coach roles oftentimes this is a natural fit for team captains, those who have been on the frontline in leadership positions before have an understanding of what different team members need and how to handle group dynamics.
Many retired players have found ways into game balance and later game design teams either for the very same games that they were once competitive in, or for new games in the same, unexplored genre. After all, who understands MOBAs better than someone who has played one for tens of thousands of hours?
Ultimately what roles in the games industry that suit esports players depends greatly on the player themselves. What skills they have and what interests them. There are myriad roles out there for players with a solid industry knowledge base to get involved across art, design, marketing, communications, business, finance etc. It all comes down to what they want to do.
Q. Finally, as someone who has experienced it from both ends of the spectrum – as a player and then as an industry professional – what are the changes you would like to have in the esports vertical in the future?
A. What may be missing today is a safety net catching and training those players that don’t fall into the categories I’ve mentioned above. Those that aren’t as entrepreneurial or self-driven, and those that maybe want to step one further step away from the game itself than a role as a commentator, analyst, coach or game designer would allow them to. I’d like to see more organisations taking responsibility for the futures of their current talent. Not just for the sake of the competitors themselves, but for the sake of the industry as a whole.
We sit down with Dee Maher, CEO of La Royale Gaming Investments, to learn more about her recent appointment as CEO and how the company is set to challenge the gaming industry’s conventions.
La Royale Gaming Investments has bold plans to become a true power player and redefine industry standards. Through acquisitions and mergers, it intends to build an “ecosystem” of online and offline companies, covering both B2B and B2C. Its first play is Quanta, a unique content aggregation platform designed to leverage a high volume with a focus on delivering unparalleled value at a fair price, aiming to introduce innovative solutions for both operators and suppliers. To learn more about La Royale and its goals for the coming 12 months, we spoke with recently appointed CEO, Dee Maher.
Tell us more about your journey to being appointed as CEO of La Royale Gaming Investments.
I’ve been working in the global online gambling industry for many years now in roles covering legal and compliance leadership. Over the past 15 years, I have had the privilege to work for some of the biggest organisations in the business including the likes of Genesis Global, Betclic, Vera&John and Evolution Gaming. When I was approached about joining La Royale Gaming Investments as CEO, it was an offer that I couldn’t turn down. Recognising the company’s ambition to forge a transformative path in the gaming sector, I was compelled by the vision to lead change and drive innovation. My decision to accept was driven by a profound commitment to spearhead our mission, leveraging the remarkable talents of our team to redefine industry standards and make a lasting impact.
What are your main responsibilities and where are you looking to progress most?
I have been tasked with supervising the expansion of our investment portfolio by recognising opportunities that are aligned with our online and offline strategies. I am also overseeing the day-to-day running of Quanta, our inaugural venture, which stands out in the crowded marketplace as a game aggregation platform like no other. In terms of where we are looking to make the most progress, we plan to curate a unique ecosystem of innovative offline and online gaming companies through strategic mergers and acquisitions which combined will make La Royale Gaming Investments a real tour-de-force in the sector and one of the top tier companies with interests across both B2B and B2C.
How is La Royale Gaming Investments going to disrupt the industry? Is it taking a different approach?
La Royale Gaming Investments is poised to redefine the gaming industry with a strategy rooted in bold vision and innovation. We have built out the best team to deploy these ambitious plans and achieve our strategic goals. We are well-capitalised and have lined up our first run of acquisitions, starting with Quanta. Our approach focuses on identifying USPs within each business we engage, introducing ground-breaking offerings to the market. With Quanta, that is being the first mass-market game aggregation platform, creating value for both operators and suppliers. This is an industry where many follow the same blueprint, but we know that to pull distance from our competitors, we need to do things a little differently.
I think our biggest point of difference is that we are curating an ecosystem of innovative businesses across all areas of gambling and gaming. This includes both online and offline, and both B2B and B2C. There are not many organisations in the industry that are this broad and diverse so again this is an area where we can really stand out.
You mentioned that Quanta is the first mass-market game aggregation platform. What does it offer operators and suppliers and how is it different to other solutions in the market?
Quanta has been developed so that it can handle the largest possible volume of games from a diverse array of providers and seamlessly integrate with a vast network of operators. Due to this volume, we can offer the best commercial deals to both parties. Our scale, in collaboration with leading studios and casinos, positions us as a frontrunner in content distribution. Furthermore, we are committed to achieving certifications across all significant regulated markets. For operators, this means they can quickly and easily add games to their lobbies and for studios, it means access to the widest distribution network and thanks to our minimum reseller fee structure, we make this access available to all providers from the established titans to the rising stars.
But just to be clear, Quanta transcends the ordinary, offering not just a cost-effective solution but a sophisticated high-performance platform. The platform is state of the art, allowing for seamless integrations for both operators and suppliers while ensuring the highest standards of resilience and performance. The concept is simple – high volume, low cost – but the advanced technology and strategic foresight required to realise this vision set us apart from conventional solutions in the market.
Content provision is highly competitive so what makes you confident that Quanta will be heard above the noise being made by other providers and aggregators?
Our mass market approach is unique and is already helping us to stand out and generate significant interest from both studios and operators. In the current challenging economic landscape, efficiency and cost-effectiveness are paramount for all stakeholders. But our advantageous commission structure is not the only way we are helping here. At present, operators often have many integrations with various aggregators and directly with game providers. This is inefficient and expensive. With Quanta, operators can plug into a single platform and access all the content they need for each market they target allowing them to save significant resources or to deploy these resources elsewhere.
On the subject of the current economic climate. Is now a good time to be building a business based around M&A?
That depends on how you are approaching your M&A activity and whether an organisation is taking on debt. Timing can be crucial here – you just have to look at the likes of 888 to see how a change in the direction of the wind can have a brutal impact on the wider organisation. That said, there are always plenty of opportunities to acquire great businesses, technologies, solutions and so on, and part of my remit as CEO is to spot these and if they align with our wider approach, make a move. I think the 12 months ahead will be incredibly exciting when it comes to M&A, with some truly transformational deals taking place – something that La Royale Gaming Investments intends to be a part of.
In an insightful interview with Alexander Kamenetskyi, Head of SOFTSWISS Sportsbook, we delve into the complex balance between promoting mainstream sports events and exploring niche markets in the betting world. This strategy enhances profitability and ensures a steady engagement across diverse betting markets, crucial for maintaining a dynamic and resilient business model in the competitive world of sports betting.
How should operators balance promoting popular sports events versus niche ones?
The effective strategy in betting is to diversify wagers across a broad range of sports events and markets. This approach helps minimise fluctuations in outcomes, enhancing both the profitability and predictability of your betting business.
Based on this, we recommend that operators promote all sports comprehensively to maintain steady activity and turnover. This ensures that players remain engaged with alternative options, even during periods lacking major events.
It’s crucial not only to focus on popular events like top football matches or major NBA tournaments but also to spotlight less mainstream sports such as water polo, badminton, and Formula 1. For instance, Australian football is notably underappreciated despite offering unique scheduling advantages that can be leveraged during off-peak times to attract bets.
How can you choose sports that have the best chance of attracting your audience?
To effectively capture your audience’s attention, it’s crucial to identify alternative events during periods when popular events like the Champions League are not happening. Our strategy involves actively promoting these alternatives to familiarise players with new tournaments and sports.
We have two dedicated teams: one that selects potential events and advises operators on what to highlight, while the other crafts promotional campaigns to ensure these events resonate with your audience.
The primary factors we consider when selecting events are Total Bets and the number of bets placed on a specific event or tournament. Popularity is our second criterion, which we measure by comparing the turnover to the number of participating players.
For instance, if there are no football championships over a weekend due to Euro qualifying matches, we might suggest promoting NBA evening games or volleyball tournaments to fill the gap left by high-profile football events.
However, it’s also beneficial to occasionally promote sports other than football, even when popular football matches are available. This strategy helps diversify the betting habits of the audience, which is vital for maintaining a stable and engaging product.
How far in advance do you need to start working on a promotional campaign?
We typically share promotional materials with operators two weeks prior to the event. This timeframe usually provides ample opportunity for operators to finalise the text and graphics. If we opt to use bonuses as the main promotional tool, we generate the rules, bonuses, and banners automatically. It’s then up to the operator to create and either self-publish the content or do so with our assistance.
What promotional channels would you recommend focusing on?
Operators have a variety of tools at their disposal, from email and SMS campaigns to managing their own channels on Telegram and other messaging platforms where they can share updates, offer bonuses, and more. Many even offer additional bonuses for subscribers of these communities, which proves effective in building a targeted and loyal audience interested in your project’s bonuses.
Another effective strategy involves placing promotional banners on various sections of the operator’s website, such as the homepage, event pages, and user dashboards. Additionally, collaborating with influencers like streamers can significantly boost traffic.
It’s also crucial not to overlook the power of email newsletters. When crafting content for these, it’s important to consider user behaviour and device preferences. For instance, with over 90% of our current revenue coming from mobile devices, it’s safe to assume most emails will be opened on a smartphone. Thus, optimising for mobile viewing is key. Our tests show that simple, structured, and transparent offers tend to perform best – you only have a few seconds to capture the player’s attention and persuade them to click through.
Do promotions without financial incentives like bonuses still work?
Let’s be clear: bonuses and promotions are fundamental to attracting players, especially those who rely on luck to multiply their capital. Seen as lucky breaks, bonuses allow participation without direct cost. Properly integrated into the marketing strategy, these incentives not only maintain player interest but significantly enhance financial performance.
For example, if an operator earns 15% from express bets, they can afford to redistribute 5% of that as bonuses, slightly reducing their margin to 10%, but potentially increasing user engagement and solving other operational issues.
Furthermore, promotions enable operators to direct betting activity efficiently. While major events naturally draw attention, incorporating bonuses for lesser-known events like the World Curling Championship can broaden a player’s interest and betting activities, introducing them to new sports and betting markets. This strategy not only diversifies the player’s experience but also stabilises the operator’s financials by spreading funds across various sports, thereby reducing the impact of financial peaks and troughs during major events.
Some operators focus primarily on significant events, leading to considerable financial volatility. For example, many faced challenges during the European Football Championship qualification matches when favourites won, negatively impacting financial outcomes. Operators that engage their audience across a spectrum of events tend to experience more stable performance.
Ultimately, using high-profile events to attract new players while promoting a diverse range of smaller events can create a more robust and diversified betting environment. This approach mitigates risks and cultivates a more engaged and knowledgeable betting community.
How likely is it that a person who came to a particular event will continue engaging with you afterwards? What influence can an operator have during this time?
Welcome packages with various bonuses are highly effective in this scenario. The primary goal is to familiarise new players with the range of bonuses and sports offered. Ideally, the entrance bonus program should provide about 20-30% to engage the player effectively.
Besides the welcome package, we can implement trigger-based rules during major events. For instance, a new player might come for the World Cup, and we could offer a promotion like: “Win three World Cup bets and receive a free bet for Wimbledon.”
Once engaged, they might notice a dominant player like Djokovic and place a bet on tennis, triggering another promotion. For example, we could offer a 50% bonus for making an express bet with specific odds on three tennis events. This showcases our diverse bonus system and introduces new sports gradually.
Furthermore, promoting sports tends to be easier than casinos because there are more events and thus more opportunities to engage players through channels like email newsletters, with less risk of being flagged for spam.
We advise our operators to customise bonuses for specific player demographics – like promoting Brazilian tennis players to Brazilian users or Nigerian athletes to Nigerian users. This targeted approach is significantly more effective than generic offers and resonates even with experienced casino players.
However, it’s crucial for operators to view their offerings holistically; they don’t just have a casino or sports section, but a comprehensive project where every part should function seamlessly together, including promotions and the product’s internal functionality.
Gone are the days when we would spend a Thursday evening waiting for Top of the Pops to come on our televisions so that we could see who would be performing that week. The music show may no longer be running, but First Look Games has taken inspiration from the long-running staple and added a slot spin, to create Top of the Slots.
To give us more insight, First Look Games Founder Tom Galanis walks us through the ideation process behind Top of the Slots and how this is helping to give an accurate representation of the top-performing slot titles each month.
You launched Top of the Slots by First Look Games a couple of weeks ago. For those that may have missed the launch, what does this involve?
Tom Galanis: Top of the Slots is a showcase for the top 10 games launched by game studios via the First Look Games platform over the previous 90 days. It’s a never-before-seen take on game popularity and one our game studio partners, and affiliate users are already loving!
What was the thought process behind launching Top of the Slots?
Tom Galanis: First Look Games captures unique data for our game studio partners and Top of the Slots is designed to illustrate the most successful games, benchmarked by this unique data insight, to the industry.
What do game providers have to do to make it into the top ten releases for the month? What metrics do you use to evaluate success?
Tom Galanis: In order to make it in to the top 10, game studios need to release titles via our platform that successfully resonate with the 850+ affiliates that utilise First Look Games, making full use of the suite of tools we offer on and outside of the platform to engage affiliate marketers in the promotion of their game. The rankings are based on the First Look Games Index for all games launched to the market in the preceding 90 days, which combines:
- a) Downloads – which is the aggregated total of download sessions amongst affiliates on the platform. Affiliates download assets including logos, game sheets, video files, screenshots, banners and game artwork;
- b) Hits – this is the aggregated total number of game reviews for the game, created by affiliates using the First Look Games platform;
- c) Reach – this is the aggregated unique visitor count of the websites containing the Hits;
- d) Demo Game Sessions – this is the number of free to play demo game sessions that have taken place from iFrames placed on Hits.
- e) Sentiment Score – this is the average sentiment score from Hits
The games that rank well in this index are obviously commercially successful in their own right but are also being reviewed by affiliates because of the engagement of the game studio with the First Look Games platform, and consequently, with affiliates.
Our most active game studios are not just releasing great games with frequency but are also ensuring their game and studio news is distributed across the First Look Games platform and social channels and that a full and diverse range of marketing assets and game information is being provided through the platform prior to a game’s release. This best equips affiliates to understand the features of a game so that they can successfully convey this to their player audience, which, collectively amongst FLG affiliates, is very significant, totalling more than 20 million slots players worldwide.
Tell us a bit more about the First Look Games sentiment analysis – how is this helping to remove the biases from the ranking process? What data do you use to inform this analysis?
Tom Galanis: Once our technology has identified a new game review, First Look Games uses Natural Language Processing to ‘read’ the review and assess what the affiliate makes of the game. We share a short snapshot of this with the game studio and assign a score to the review based on how positive the affiliate has been in their review of the game. The more positive the language used in the review, the higher the score.
Sentiment scores are then aggregated across all reviews of the game to give a score for the game, and across all games to give the studio a score to benchmark against peers. Using AI, we are able to objectify the subjective to provide true 360 analysis on how affiliates are promoting a game.
What can we expect to see from First Look Games for the remainder of this year?
Tom Galanis: We have a perpetual roadmap of both new studio launches and technical advancements of the platform for affiliates and game studios to look forward to!
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