Independent CRM and player-retention consulting for iGaming operators.
A retention problem is almost always treated as a CRM problem.More often, it is an operating one.
A retention problem is almost always treated as a CRM problem.More often, it is an operating one.
Sometimes it genuinely is the tool. The work is telling which constraint is actually binding — this time.
Close to two decades in iGaming — the last ten years in CRM and player lifecycle, the last two building and running casino operations end to end, reporting directly to owners. I work with operators who suspect their retention problem isn’t really a CRM problem, and want someone who can find where it actually is.
Where I'm usually brought in
CRM strategy & implementation
Building the function from scratch, or fixing one that has the tooling but no strategy behind it — a data foundation, workflows and automation that reflect how players actually behave.
Player segmentation
Past “VIPs and everyone else”, to segmentation by behaviour, value and risk — and making sure the segments drive decisions instead of sitting in a slide.
Loyalty, VIP & gamification
Structures that reward the behaviour you actually want, without quietly giving away margin to players who’d have stayed anyway.
Churn & reactivation
Finding the disengagement signals early enough to act on, instead of when the win-back email is the only tool left.
The writing
Most of how I think about retention is written down. If you want to see how I diagnose these problems before we ever speak, start there.
Reach
I work across LatAm, Spain, Portugal, Brazil and the UK — directly with operators and their teams, in English, Spanish or Portuguese. No agency in the middle, and no strategy lost in translation on the way to the people who have to execute it.