Igor Bondarenko: “You need to give players a reason to come back”

In this interview, BGaming Product Owner Igor Bondarenko discusses why a clear product strategy, audience understanding, and balanced portfolio matter more than simply increasing release volumes. He also shares his views on evolving player expectations, the importance of diversification, and how BGaming is adapting its approach to build games with lasting appeal.

Q: Igor, it's a pleasure to have you with us. Today's discussion is about player engagement and how studios like BGaming stay ahead in an increasingly saturated market. What does it take to build games and experiences that keep players coming back?

Players see hundreds of games every day, so it's no longer enough to just catch their attention. You also need to give them a reason to come back.

For me, that starts with the core of the game: a strong gameplay loop, clear mechanics, the right pacing, and balanced math. At BGaming, we think about these things before development even begins. We ask ourselves: Who is this game for? What kind of player experience do we want to create? And what role will this game play in our portfolio?

We don't make games just because a theme is popular or the visuals look great. Every game should solve a specific player need and add something meaningful to our lineup.

This was actually the main idea of my talk at BGaming's TRUE WAYS online conference. In today's crowded market, the studios that succeed aren't the ones releasing the most games. They're the ones that truly understand their audience and build every game with a clear purpose.

Q: We've seen a number of new gaming verticals emerge in recent years, and BGaming now operates across several core gaming pillars. How has this diversified approach helped you navigate changing player preferences and the evolving iGaming landscape?

Players aren't all looking for the same experience. Some enjoy classic slots with familiar mechanics, while others prefer fast, interactive games. There's also a growing audience that likes competition, social features, and games that are fun to watch on streams.

Having several product pillars allows BGaming to meet those different expectations instead of relying on one type of game or following every short-term trend. It also helps us spot changes in player behavior earlier and test new ideas in the right format.

At the same time, diversification only works if there's a clear reason behind it. We don't want to expand the portfolio just for the sake of having more games. Every product should serve a specific audience, have a clear purpose, and strengthen the overall portfolio instead of repeating what we already have.

Q:When it comes to player engagement, what matters most today? Is it innovative game mechanics and features, a broader ecosystem that extends beyond gameplay, or something else entirely?

I don't think there's a single answer. Long-term engagement doesn't come from one feature alone. New mechanics can grab a player's attention, but they won't keep people coming back if the core game isn't enjoyable. The same is true for a strong ecosystem. Challenges, tournaments, rewards, and progression systems can improve the experience, but they can't fix a weak game.

For us, everything starts with the product itself. The gameplay loop has to feel natural, the math needs to be balanced, the pacing has to be right, and the game should meet the expectations of its audience. New features should make that experience better, not make it more complicated just because they're new.

Once you have that foundation, the ecosystem around the game becomes very important. Things like tournaments, challenges, rewards, progression, and personalized activities give players more reasons to come back. But they only work well when you understand who your players are and what motivates them.

Q:Competition among casino game studios has never been fiercer. What do you believe truly differentiates a studio today, and what has been BGaming's biggest success in strengthening its brand over the past year?

Today, it's very difficult to stand out with just one mechanic or a unique visual style. If something works, the market usually catches up very quickly.

What really makes a studio different is its product strategy and the trust it builds over time. Players and operators should know what to expect from your games, and that only comes from being consistent.

At BGaming, we focus on understanding our audience and making product decisions based on data, not assumptions. Every game idea is evaluated from multiple angles: the gameplay loop, retention potential, math, originality, expected performance, and its fit within our overall portfolio.

One of our biggest achievements over the past year has been building a more balanced portfolio. We've continued to develop our own games, expanded into new formats, and grown BGaming Publishing. But the principle has stayed the same: every product should have a clear role and bring something new, rather than simply adding another title to the catalog.

Q: We're seeing many industry veterans launch their own next-generation studios, yet relatively few manage to scale successfully. Why do you think that is? And in today's market, is the number of games a studio releases each year still a meaningful measure of success?

Building a successful studio takes much more than making good games. You need a reliable production process, a clear understanding of your audience, strong distribution, marketing support, and the ability to improve a product after launch.

Many new studios have great creative talent, but that's only part of the picture. It's just as important to know who you're building a game for, what kind of player behavior you want to encourage, and how that game fits into the market. That's one of the reasons publishing has become so valuable. It's not only about distribution, it also brings product expertise, market insights, and strategic support.

As for the number of releases, I don't think it's a meaningful measure of success anymore. I actually talked about this at the TRUE WAYS online conference. Releasing dozens of games and hoping one becomes a hit is a bit like buying more lottery tickets. A better question is: how many of your games met their goals, kept players engaged, and made a lasting contribution to your portfolio? That's a much more useful way to measure success.

Q: Have player expectations changed significantly in recent years? What trends are you seeing in terms of the games players want, and how is BGaming adapting its strategy to meet those expectations?

Player expectations have definitely changed. Today, players have so many options that if a game feels confusing, too slow, or too similar to something they've already played, they'll move on in seconds.

At the same time, not everyone is looking for completely new mechanics. A large part of the audience still prefers familiar gameplay, clear rules, and a comfortable pace. That's why I believe innovation should be easy to understand. It should offer something fresh without making players learn everything from scratch.

At BGaming, we adapt by looking closely at player behavior and understanding different audience segments. We also measure success over the long term. Of course, we track launch performance and GGR, but we also pay close attention to retention and whether a game delivers the role it was designed to play in our portfolio. That's what helps us build a stronger product strategy over time.

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