Most commercial advice in iGaming comes from one side of the table.
I've run both. P&L ownership on the operator side (Entain, GVC), commercial targets on the supplier side (Amusnet, Bragg Gaming Group), across 12+ years in regulated European markets. That's the lens a consulting engagement gets: what would actually move the number for both sides of the negotiation, not a playbook written from just one.
No deck, no pitch. Just reply with what you're working on.
Four levers, one commercial outcome.
Each is a discipline I've owned end to end, not advised on from the sidelines.
Lifecycle strategy & pricing
Segmentation, bonus and promotional strategy, and structured A/B testing programs, including Bayesian models, that separate real uplift from noise.
Go-to-market & partnerships
Launch playbooks and supplier/operator partnership development for multi-market rollouts, from first commercial conversation to signed volume.
Commercial leadership
Full P&L ownership, budget and target setting, and cross-functional leadership of CRM and commercial teams reporting directly to senior management.
Product marketing & positioning
Go-to-market plans for product releases: competitive positioning, launch tactics and cross-functional alignment between product, marketing and ops.
Results I can stand behind.
How the numbers actually got made.
The stat band above compresses each of these into one line. Here's the version with the reasoning left in.
A probability-first test program for casino
Global Performance Manager · Entain · 2020 – 2022
A probability-first test program for casino
The starting point
iGaming is a competitive market: staying ahead as a large operator means constantly understanding why something works, not just following what looks like it's working. Before this program, casino product decisions largely followed market trends and third-party integrations, while group investment was concentrated on M&A and platform migration, leaving little structured capacity for in-house experimentation.
Why Bayesian, not classic A/B
The developer team suggested the shift and I adopted it: instead of a p-value, a Bayesian read states a direct probability, "there's a 95% chance B outperforms A," with a credible interval standing in for a confidence interval. It's a result business stakeholders can act on directly, and one that shows not just whether a variant won but by how much.
How it actually ran
Every test needed a one-pager and business case before entering the casino backlog. A monthly council prioritized what got built; Product, Performance and P&L teams each owned a distinct stage (scoping, build, execution, review) coordinated by a PMO, with formal sign-off between stages. Depending on complexity, a cycle ran 4 to 12 weeks, at most two tests launching per month.
A test worth naming
Casino lobbies are usually standardized, shaped more by supplier commercial agreements than by what a player wants to see. One test balanced both forces: a lobby ordered and categorized around real play preferences, while still holding space for commercially-committed placements. The same model later reached sport, testing a widget that launched a mobile roulette game straight from the sports schedule, deliberately borrowing engagement patterns from outside iGaming rather than only iterating on casino convention.
Growing the audience instead of fighting over it
Product Marketing Manager · Entain · 2022
Growing the audience instead of fighting over it
The bet
The usual way to grow share in a mature casino market is to outspend competitors on acquisition, poaching the same pool of players everyone else is chasing. This project tried a different lever: open a genuinely new audience that isn't in that pool at all. Casual mobile gamers, mostly women aged 25–45 and players of match-3 and puzzle titles, who actively see casino games as pure chance and often as something to be wary of.
What made a game "Arcade"
I set explicit inclusion criteria: skill-forward mechanics where a player's input visibly shapes the outcome (crash, mine, tower and match-3 formats), with pure-chance formats deliberately excluded from the brand: slots, table games, instant win, Slingo. A handful of hero titles were built to resemble familiar mobile games players already trusted, to lower the trial barrier for people who'd never played a casino game before.
The commercial logic
Arcade-first players were expected to carry lower value than existing Casino-first players, so the model was never "replace Casino." It was acquire soft and cheap through Arcade, then cross-sell into Casino to offset that value gap: expansion, not substitution. The lobby itself was redesigned around the same logic: arcade players needed to be taught how a real-money bet worked inside a format they associated with pure skill, not sold to with a standard casino lobby.
What happened
I led the project end to end over six months: product brief, audience research, GTM roadmap and a phased rollout plan scaling the game catalogue toward a dedicated lobby and domain. It reached a real market test: two months of live acquisition campaigns on a partycasino.com/arcade subpage. A group reorganization shelved the standalone partyarcade.com launch before the results could be fully validated. That's a real data point on how hard it is to convert a "not a gambler" audience, not a project that quietly disappeared.
Operator and supplier, in that order.
Four roles inside the same group, then two more on the supplier side: the sequence that built the dual perspective.
Commercial Director · Bragg Gaming Group
Leading commercial strategy and market expansion for FUZE, Bragg's player engagement and gamification platform, across regulated European iGaming markets.
Commercial Manager, Italy · Amusnet Interactive
Owned the Italian market's commercial development for a leading slots & casino content supplier: €6M invoice target, 10 direct operator clients, 30+ games launched across 15 operators in eight months.
Product Marketing Manager, Casino · Entain
Owned the casino product roadmap across multiple Italian brands; 15+ features launched, go-to-market plans built for every release.
Global Performance Manager, Casino · Entain
Ran the monthly C-level innovation committee; designed and operated the Bayesian A/B testing program behind a +15% cumulative NGR uplift.
CRM Manager, bwin.it & Gioco Digitale · Entain
Full commercial accountability for two flagship Italian brands: P&L, bonus investment and two CRM teams reporting directly to senior management.
Product Operations Specialist → CRM Team Leader · GVC Group, London
Delivered a +21% YoY ARPU uplift through a redesigned retention strategy; managed a €5M promotional budget across product verticals.
Customer Service & Retention · Paddy Power Italia
Where the CRM and player-behaviour groundwork started: high-value account management and retention built directly from usage data.
Why the dual perspective matters.
An operator's view of suppliers and a supplier's view of operators rarely sit in the same head. Owning P&L on one side and an invoice target on the other, in the same regulated markets, often with the same counterparties across the table, is what makes the difference legible instead of theoretical.
That's the lens I bring to a consulting engagement: what will actually move the commercial number, tested rigorously enough that you can defend the decision afterward, not a repositioned template from a different industry.
Two arcs, not two letters. Read plainly, they're the initials of Carlini Consulting. Read the way I actually use them, they're a credible interval: the shape behind the A/B testing program in the first case study, and the same instinct behind every number on this page.
Available for select consulting engagements.
If you're an operator or supplier working on CRM strategy, a go-to-market launch, pricing, or a commercial P&L problem, I'd like to hear the specifics first.