Gaming Laboratories International (GLI) has announced two leadership changes for GLI EMEIA that will further solidify GLI’s external regulatory relations and internal operations.

Devon Dalbock has ascended to a broader external role of VP of Government and Regulatory Affairs, where he will be focused on working closely with regulators and government officials across the EMEIA region with existing and emerging jurisdictions, offering GLI’s unsurpassed advisory services and training.

Dalbock has been with GLI since 2016, first serving as General Manager of GLI Africa, where he successfully expanded the operation while developing and maintaining relationships with clients and regulators across Africa and India. He regularly presented at conferences within Africa and India, leading to several African jurisdictions working with GLI to evaluate their regulatory frameworks and Technical Standards. He moved to the Netherlands in 2023 to head up GLI’s EMEIA business operations and was instrumental in the integration of SIQ and iTech Labs into GLI while continuing his relationships in the EMEIA region.

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Harinder Grewal will transfer from his current role as Director of Engineering to VP of Operations, EMEIA, where he will oversee GLI EMEIA’s internal operations and delivery across the region. Grewal has been with GLI since 2006. During his role as Director of Engineering, he was instrumental in increasing GLI’s delivery capability in the Netherlands and played a key role in the expansion of the delivery teams in GLI India. GLI has more than 830 employees in the EMEIA region and continues to grow monthly to meet the demand for GLI’s services.

“The gaming world continues to evolve rapidly, leaving many regulators in a position of having to move and react extremely quickly to developments in their jurisdictions on multiple fronts, including iGaming, sports betting, AI, AML, and more. Additionally, there are many new and emerging gambling markets in Europe, the Middle East, and Africa. Devon and Harinder have the perfect combination of world-class regulator and technical expertise to lead GLI EMEIA and to help regulators in jurisdictions of all sizes safely and successfully, embracing the new world of gaming,” said GLI EMEIA Managing Director James Boje.

Svenska Spel has appointed Amäni Radwan as its new CFO.

She most recently came from a role as Head of Group Finance at Svenska Spel. Amäni Radwan will be part of the Group Management and report directly to the CEO. She will take up her new position in July 2025.

“I am very pleased to welcome Amäni Radwan to her new role and to the Group Management. She is a valued leader within Svenska Spel and, in addition to solid financial expertise, also has business focus and strategic understanding. Amäni will also be able to contribute valuable experience in business development and change management,” Anna Johnson, President and CEO of Svenska Spel, said.

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Amäni Radwan has been employed by Svenska Spel since 2021. As Head of Group Finance, she has deep insight into the group’s strategy, corporate culture and the transformation that was implemented during the previous year. Her previous experience includes ten years within the ICA Group, where in the role of Chief Controller she worked on, for example, developing working methods and governance, agile transformation and streamlining operations.

“I am very proud of the trust and happy to have the opportunity to drive change together with the rest of the group management with a focus on our business. Svenska Spel is a company that does a lot of good for society and we are at an exciting stage with a new strategy in place. I look forward to continuing to work to achieve our goals of having the most satisfied customers in the gaming market, ensuring that all customers play healthily with us and for sustainable growth,” Amäni Radwan said.

Amäni Radwan succeeds Eva Stoppel, who after six years as CFO of Svenska Spel has decided to continue to engage in board assignments in various operations to a greater extent. Eva Stoppel will remain in her current role until July 14, 2025.

“We would like to thank Eva Stoppel for her fantastic work and valuable contributions as CFO of Svenska Spel. The strength of Eva’s leadership is evident not least in the fact that we have been able to recruit her successor internally. We wish Eva good luck with the next step,” Anna Johnson said.

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If you – an affiliate marketer – can generate quality traffic, then you can easily secure offers with competitive CPA rates. However, these often come with limited daily caps – a well-known pain point in the market. Other pain points include advertisers who are afraid of running into high costs, are reluctant to share other GEOs with advertising networks, or simply don’t trust you.
The problem of limited caps becomes even more apparent when resources allow affiliates to drive traffic in large volumes, and due to constant caps, partners have to gather dozens of offers at once in order to earn.
In this article, Betmen Affiliates and Marsa Team explain how to go about building relationships in the iGaming market. We discuss how the two companies worked using a spend-based traffic payment model with no volume limitation, and why such conditions are a real growth opportunity for affiliate marketers.

How Teams Typically Take on Offers and the Problems They Face
When an Affiliate Sales Manager agrees on an offer’s terms, rates and an offer’s technical aspects, the next step for partners is the test run. This usually involves 25-50 FTDs (first-time deposits). After the traffic is delivered, the advertiser checks the profitability over 1-2 weeks, analyzing player behavior, the percentage of bonuses that were used, and other metrics.
If the traffic quality is deemed suitable, the affiliate is given a small daily cap. The CPA rate, however, remains unchanged or increases slightly, resulting in little profit to the affiliate marketer in this collaboration.

We can see two issues with this partnership model:

1. Limited scaling opportunities. Very often, the advertiser may not be ready to provide a significant increase in the cap — for example, increasing to 70 daily FTDs instead of 50. Volumes such as these are insufficient for a large team of affiliate marketers. This means new offers must constantly be found, leaving the affiliate team to have to adapt to a new product and new conditions each time. Circumstances such as these make it hard to predict profits.

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2. Even a converting offer might not be profitable. Let’s say an affiliate team has a good deal whereby they provide high-quality traffic and bring in a positive – though not high – ROI of 30%. With a volume of 50 daily FTDs, income is indeed insignificant. With a CPA of $100, in a month, an affiliate team could earn:

This offer results in a profit of around $1,000 per day. Working with the advertiser under these conditions is pointless if the offer can’t be scaled. However, if volumes were increased tenfold with profits of $349,000, the situation would certainly be more appealing, right?

The Uncapped Model Used by Marsa Team and Betmen Affiliates
To transition to an uncapped model, partners had to achieve a certain level of traffic quality without increasing the cost of acquiring deposits to critical levels. Team leads from both sides communicated regularly to solve problems together: they worked on targeting by excluding smaller cities, adapted age groups, and adjusted creative approaches. The Marsa Team was open to suggestions, and the quality of traffic started to improve.

Quality traffic always leads to higher lead costs, so Betmen Affiliates suggested that the Marsa team switch to a spend-based payment model and drive traffic at any volume – a proposal which was much more interesting and profitable than working on a CPA basis.

The spend-based model works like this: First, the GEO is selected, and the deposit price is set. Partners then receive a fixed percentage of their advertising expenses when they meet their target. The quality of the traffic is evaluated as a percentage based on the 14-day Deposit OAS (On Average Spend). For example, if you agreed on terms of 25% on the amount spent with a 70% 14-day Deposit OAS, you would earn $2,500 for every $10,000 spent on advertising.

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The main difference with the spend-based model is that the same lead may cost $100 under a CPA model and twice as much when working on a spend-model. This means that the team sets its own cost per lead. The only condition is higher traffic quality: the advertiser will expect that these types of players will show better results than those acquired through CPA.

How to Get an Uncapped Offer and Other Traffic Conditions
We have two main recommendations:

1. Build a relationship of trust with the advertiser. Approach requests to improve traffic quality not as a signal to terminate the offer but as an opportunity for long-term cooperation. The advertiser can always help with recommendations and advice — optimize campaigns together, and the partner will notice that you’re interested in mutual success.
2. Test multiple approaches and analyze all available metrics. If you want to drive traffic using the spend-based model with no caps, you’ll need to find an approach that gives you the most cost-effective FTD acquisition price and provides the advertiser with the required quality.

It may take months before you and your partner come to a mutual understanding, but the numbers speak for themselves as it is well worth it!

Where to Get an Uncapped Offer?
At Betmen Affiliates, we aim for long-term and mutually beneficial cooperation. All you need to do is bring in quality traffic, and in return, we’ll purchase all your traffic volume. Register on the Betmen Affiliates website to kickstart a productive, successful collaboration.