How not to turn a project launch into «eternal development»

How not to turn a project launch into «eternal development»

Mikhailo Grechina, Head of Operations at SOFTSWISS Casino Platform, answers questions about working with clients.

1. In iGaming projects, the launch often depends on the synchronization of several teams - from the operator and the technology partner. How does SOFTSWISS build interaction with operators' product teams to minimize the gap between expectations and actual timelines?

SOFTSWISS builds interaction through a transparent, phased launch model, where the responsibility of each party is clearly defined from the very beginning. The main filters of this approach include:

• Pre-project phase
• Clear RACI model
• Dedicated Business Account Manager + Setup Team
• Transparent timelines

As a result, the gap between expectations and reality is reduced not through promises, but through structure: each participant in the process knows what is expected of them and when.

2. Operators want flexibility and custom solutions, but this often complicates processes. Where is the line between flexibility for the client and project manageability?

The line is drawn where customization begins to affect platform stability and scalability.

SOFTSWISS adheres to this principle: Core platform — standardized, customization — modular. That is, the basic architecture of the platform remains unchanged and ultra-reliable, and flexibility is implemented at the level of add-ons:

• Configuration settings for a specific project or market
• Flexible API integrations
• Connection of additional modules
• Custom reporting

Any individual development undergoes strict prioritization. Our main goal is to maintain manageability, SLA, and stability of the entire ecosystem, without turning the project into a «fragile» solution that cannot be supported.

3. How have operators' requirements for project management changed over the past 2–3 years? Have they become more demanding in terms of communication and SLA?

Yes, the requirements have significantly increased. Today, an operator is not just a customer, but a deeply involved partner. We see five key trends:

1. Focus on time-to-market
2. Increased transparency requirements
3. Enhanced SLA requirements
4. A more mature approach to risk management
5. Growth of the role of Payment & Compliance

Project management in iGaming is increasingly shifting from operational support to strategic partnership, where speed, transparency, and accountability become key expectations from operators.