PIN-UP Global addresses five iGaming challenges with a unified strategy

As the iGaming industry expands into new markets and faces increasing regulatory pressure, some operators are rethinking how they build — and maintain — sustainable growth. PIN-UP Global, a major player with operations across multiple territories, has just outlined its plan to tackle five of the sector’s most pressing challenges.

Rather than focusing purely on product or marketing, the group has taken a broader view — looking at everything from compliance to customer experience. Their aim: to streamline operations, future-proof the business, and improve how players interact with the brand, wherever they are.

It’s a refreshingly honest assessment of the hurdles facing iGaming in 2025 — and a blueprint for other operators looking to stay competitive in a tough and fast-changing space.

Challenge 1: Fragmented regulations

The global nature of iGaming has always made compliance complicated. What works in Curacao may not fly in Romania. Rules around bonuses, advertising, payments and age verification vary wildly from market to market — and keeping up is a resource-heavy task.

PIN-UP Global’s solution is to centralise its compliance operation. The group has invested in a core legal and regulatory unit that tracks changes across all active jurisdictions, and updates internal systems in real time.

That means marketing, product and customer service teams are always working with accurate, up-to-date information — reducing risk and ensuring consistency. It’s not just a legal function anymore; it’s a competitive advantage.

Challenge 2: User experience gaps across markets

One of the biggest barriers to scale in iGaming is localisation. A player in Kazakhstan doesn’t think the same way as a player in Brazil. And a bonus that works in Poland may flop in India.

PIN-UP is now investing in regional UX testing and market-specific onboarding journeys. Instead of a one-size-fits-all website and app, they’re building flexible front ends that adapt based on region, behaviour and language preferences.

This includes localised content, country-specific payment methods, and customised promotions designed around local sporting calendars or public holidays. The goal is not just translation — it’s relevance.

Challenge 3: Retention in a high-churn sector

Acquiring players is one thing. Keeping them is another — especially in markets where competition is fierce and bonus-hopping is the norm.

PIN-UP’s approach is to go deeper on CRM and personalisation. The company is building data-driven customer journeys that go beyond email campaigns, including in-app recommendations, gamified loyalty programmes, and predictive retention triggers based on user behaviour.

It’s also experimenting with content — including original editorial, live-streamed events and community-building features — to create more reasons for players to stay engaged.

Challenge 4: Over-reliance on single-channel acquisition

In many iGaming businesses, affiliate marketing has done the heavy lifting on acquisition. But changes to Google’s algorithm, rising influencer costs and compliance uncertainty have all made single-channel strategies risky.

PIN-UP is now diversifying its traffic mix. That includes paid search, programmatic display, social media (where regulations allow), and direct partnerships with sports organisations and media outlets.

Importantly, the group is working to integrate its affiliate programme more tightly with internal media buying and campaign planning — giving the channel more visibility and support, but also holding it to the same performance and compliance standards.

Challenge 5: Talent and operational scalability

As iGaming brands scale, so does the need for skilled staff across compliance, customer service, product, and tech. Finding the right people — and keeping them — is now a major challenge.

PIN-UP has responded by building out internal training systems, remote-friendly processes, and cross-functional teams that can operate across products and markets.

They’ve also created a clearer career path for staff across divisions, helping to retain talent in a space where churn is common. This long-term view of team building is helping the group stay agile — even as it grows.

What it means for the wider iGaming space

PIN-UP Global’s five-point strategy isn’t just a PR play — it’s a smart operational response to where the market is heading.

Many iGaming operators have spent years chasing acquisition and short-term gains. But in 2025, the winners will be the ones who invest in systems, compliance, localisation and people. PIN-UP’s model shows what that can look like in practice.

Affiliates, partners and suppliers should take note. The operators to watch aren’t just the ones with the biggest budgets. They’re the ones thinking like long-term businesses — and building the infrastructure to match.

Final thoughts

The iGaming industry isn’t short on opportunity — but the challenges are real. From compliance chaos to retention headaches, operators have a lot to solve.

PIN-UP Global’s approach won’t suit every business, but it offers a useful template. Take the pain points seriously. Build smarter systems. And think about scale before the problems get big enough to hurt.

In a market that rewards speed but punishes shortcuts, that’s a mindset worth copying.