Oleg Profatylo: "Our brand identity is strongly connected to our business"

At the recently concluded ICE Barcelona 2025, Casino Guru News correspondent Denisa Vydumova, had the opportunity to speak with some of the biggest names in the iGaming industry, among whom was Oleg Profatylo, Head of Marketing at Playson.

The interview focused on Oleg’s insights into Playson’s brand identity, marketing strategy, and business approaches. The interview started with Vydumova addressing some of the biggest milestones realized by Playson in 2024 and what the company was proudest of.

Profatylo noted that gross gaming revenue for Playson had increased in 2024, and he argued that the company was confident that the metric would continue to climb up throughout 2025, noting that it was a testimonial to the B2B company’s success in delivering an outstanding product to the market.

He spoke positively of Playson’s proprietary platform that has been designed to make integrations and the player experience smoother and more worthwhile overall, with the commercial team also playing a role in this by expanding the company’s reach to 25 regulated markets.

Profatylo discusses how industry gatherings such as ICE Barcelona help companies like Playson to fuel their own strategies and tap into the unparalleled variety of opportunities that they present.

Profatylo also makes a point for how panel discussions are a good indicator of "what bothers the industry" the most in any given moment but similarly noted that networking remains the driving force behind the industry.

Personally, he is interested in those topics and opportunities that are a little more controversial, he notes, as opposed to the panels where everyone agrees or does not offer dissenting opinions. Profatylo values plurality of opinions and thinks they are important to helping advance strategic decisions in individual businesses.

Communication is the key to any value proposition, and Profatylo also uses an interesting example to illustrate the difference in how B2B companies ought to think to stay ahead of the game.

He argues that in the B2C sector, the decision-making process could be even a little irrational, whereas in the B2B sector in which Playson operates, you have to have "this solid, good quality product, and focus on promoting this product exactly."

A good brand cannot succeed without a good product behind it, whereas a good product – lacking brand awareness – could succeed, but it will take much more time.

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