BetGames: A Philosophy of Innovation

BetGames has long prided itself on driving industry innovation, consistently delivering class-leading content. From its pioneering work in the live dealer space to its recent expansion into slots, the supplier places innovation at the core of its product development. Now, as it prepares to launch its first-to-market horizontal slot, Lucky Lenny’s Jetpack, we sat down with Ian Catchick, Chief Product and Business Development Officer, to explore what fuels BetGames’ creative approach — and how it continues to stand out in an increasingly competitive market.

What has inspired BetGames’ culture of innovation?

We operate in a competitive market, and one of the things that helps BetGames stand out is its range of innovative and fresh products. While not every game we develop is groundbreaking, we dedicate a significant amount of time to innovation, constantly striving to challenge convention. Although it takes much longer to build something from concept to completion, this motivates us and has become embedded in our corporate DNA over time. We have progressively expanded our product portfolio to offer something new and exciting to our players and partners.

How important is it to empower developers and designers outside of leadership positions to be creative?

We often see the same concepts repackaged within the industry, and many partners are seeking something new to help them stand out. It is challenging for everyone in an organisation to be creative, as we all have different ways of thinking and behaving. Still, the mix of creative talent able to push boundaries – such as in our quarterly hackathons – working in teams alongside more operational and process-driven individuals, creates an environment where nothing is impossible.

Therefore, in terms of importance, creative minds need to be challenged to do just that sometimes, and when you partner this with team members who have different, rather than purely complementary, skills, remarkable things can happen. This collaborative spirit, for instance, was key in shaping Lucky Lenny’s Jetpack, transforming a unique idea into a compelling new style of slot. It takes time, patience, some structure – though not too much – and trust, which must flow throughout the organisation to bring the best ideas to the table.

How do you decide when to follow market trends versus when to try to set them?

We have a roadmap that balances following the market in some cases, testing it in others, and disrupting it at different times. We examine player behaviours in detail, gather partner feedback, and track feature usage to see if minor adjustments are needed to enhance the experience. At other times, we aim to create genuinely innovative solutions that push boundaries, always considering one key question: what do players want, and can we offer them something different that addresses an unrecognised market need?

Some products follow market trends, while others are entirely new. For example, the development of Lucky Lenny’s Jetpack involved extensive feedback and review sessions alongside careful analysis to ensure it not only met existing desires but also introduced a fresh gameplay experience. We understand that innovation takes more time than developing familiar products, so every innovative launch is approached as a longer-term endeavour requiring careful, but swift, decision-making.

How do you avoid stagnation in a highly competitive and often risk-averse industry?

We don’t spend too much time asking ourselves how we can replicate what already exists in the market over and over again. The teams are far more motivated by creating new propositions, and as a challenger brand, it is vital that we offer opportunities to stand out, recognising that not everything will succeed on the first attempt.

This drives us, not the fear of failure. Innovation is challenging, and often much effort doesn’t lead to immediate success (although we have also seen some impressive successes as a result of challenging convention), but for every failure, we gain success and insights that inform our thinking, pushing our game designs to deliver genuinely new and innovative products to the market.

The evolution of Lucky Lenny’s Jetpack into a new kind of slot game is a testament to this philosophy, demonstrating our commitment to breaking the mould and offering something genuinely unique.

Is innovation more important from a gameplay or UX perspective?

They are part of the same challenge – how do I create a truly brilliant, unique, and enjoyable player experience, and how do I build something that may be complex but appears simple to the end user to enjoy? What begins as a good idea takes time to thoroughly review all elements of gameplay, while focusing on one thing: how do I try to give the player what they want, even if they haven’t told me they want it yet?

What do you think will define the next generation of iGaming products from an innovation standpoint?

Consumer behaviours change over time, and while we can’t predict the future, we see that disposable playtime is valuable but short for some players. We aim to provide the best entertainment experience in every session to suit this.

However, in certain verticals, the opposite is true, and the next generation of iGaming products must carefully consider the type of consumer they target, ensuring their offerings match the habits of disposable time.

One size won’t fit all – it doesn’t now, and it won’t in the future. Therefore, think very carefully about who you are creating for, why you are creating it, and how it enhances their entertainment experience compared to the current portfolio of products.