SBC News Voice of the Sports Betting Industry
In the rapidly evolving landscape of iGaming, staying competitive requires not just bold ideas, but operational sharpness, strategic clarity, and cultural agility. Andrew Kariakin, CMO at RISK, has been steering the brand through rapid growth across global markets. His approach combines hands-on strategy, experimentation, and a strong focus on performance — all grounded in practical experience and clear business goals.
We sat down with Andrew to discuss how marketers can remain relevant in a post-AI hype world, what real personalisation looks like, and how RISK is preparing to lead the next wave of growth.
SBC News: What do you think are the biggest things to take into account when marketing in the iGaming industry in 2025?
Andrew Kariakin: iGaming marketers in 2025 face a noisy and fragmented market, where standing out requires more than just automation or spend. The industry has moved beyond the AI hype and success depends more than ever on mastering the basics — like brand identity and player connection.
AI is now part of our daily toolbox. But it doesn’t make you memorable. Players want to feel something when they see your brand. It’s no longer just about being visible — it’s about being relevant.
That emotional relevance becomes even more critical when engaging with the next generation of players. Gen Z, now a major part of the audience, consumes content at a different speed and with very different expectations. Campaigns that fail to reflect their style — or respond in real time to their preferences — risk being ignored.
We’ve had to rethink everything — from how fast we ship campaigns to how we speak. The message, format, and timing all matter more than ever.
How can marketers utilise tools such as AI to make processes and workflows more efficient?
At RISK, AI plays a key role in the marketing workflow — particularly in areas like visual content generation, copywriting, and SEO. Across the industry, brands are increasingly exploring AI-driven techniques such as customer segmentation, A/B testing, and behavioural analysis. These applications are evolving rapidly and represent a broader trend toward data-informed marketing decisions at scale. It’s a standard part of the workflow, used not only to streamline internal processes but also to boost the scale and speed of creative output.
AI helps us save time and reduce production costs while boosting campaign deployment speed. We’re now able to experiment with more formats, optimise more touchpoints, and iterate faster based on real-time data.
The broader market is beginning to encounter challenges that signal the need for clearer ethical frameworks. One growing concern is the use of AI-generated characters in advertising that bear strong resemblance to real-world celebrities — raising both legal and moral questions.
We’re already seeing examples of deepfake-style visuals used in campaigns across the industry. It’s a legal grey area, and it’s only a matter of time before regulators step in.
How does RISK focus on personalisation and localisation to ensure your marketing materials are most effective for the players you are targeting?
Personalisation at RISK starts with rejecting the “one-size-fits-all” approach. In many markets, even seemingly minor elements like colour choices or word selection can carry deep symbolic or emotional meaning — and getting them wrong can weaken the entire campaign.
To avoid this, the team begins every market entry with thorough research and insight-gathering, often bringing in local consultants to help decode cultural nuance.
We don’t just translate copy. We align creative and branding teams to make sure cultural insights are baked into everything we do. Otherwise, even the best research is wasted. Small changes in language or tone can completely shift how a message is received. You need to treat each audience with the same level of care and understanding — no matter where they are or how big the market is.
How can iGaming marketers balance creating effective long-term marketing strategies while remaining in budget as purses tighten?
For me, the answer lies in striking a smart balance between performance marketing and brand initiatives. Performance metrics like CAC vs. LTV are continuously optimised, but brand investments need to clearly translate into brand demand — whether that’s reflected in increased search interest, direct traffic or higher engagement with branded content.
If you invest in brand and don’t see a lift in search volume or organic traffic, that spend isn’t working. In lean times, smart budget reallocation and flexible planning are key. It’s not about cutting back — it’s about knowing where to push and where to pause.
The iGaming industry is notoriously competitive. How can you carve out a USP and market it effectively?
I believe that a true USP can’t just be invented in a creative session — it has to come from the intersection of a real user need and a distinct product capability. I look towards Polymarket as a model for what an organic USP looks like in practice.
When the product naturally stands apart, the marketing has something real to amplify.
At RISK, this philosophy means closely observing what players actually respond to and building on that — not forcing differentiation where it doesn’t fit. We build around what makes sense to the player. It could be mobile-first design, fast onboarding, or tailored UX — but it has to feel real and necessary, not forced.
What can we expect to see from RISK’s marketing department throughout the remainder of 2025?
RISK is scaling — both structurally and geographically. We have plans for deeper AI integration, an expanded brand presence in emerging regions, and a more mature localisation pipeline.
We’re not just growing for growth’s sake. We’re building smarter, faster systems that can adapt to new markets without losing quality.
