SBC Summit Lisbon offered Belatra an opportunity to connect with platforms, aggregators, and potential partners exploring opportunities in Latin America. In this interview with Yogonet during the summit, Florencia Mendiuk, Account Manager LatAm at Belatra, shares her takeaways from the event and explains how the latest developments in Brazil shaped conversations, while highlighting the importance of understanding the differences between individual markets across the region.
Mendiuk also discusses how changing operator demands are pushing game providers toward more flexible commercial arrangements and a more selective approach to content. She outlines Belatra’s strategy of tailoring its offering to local markets, developing recognizable game characters and longer-lasting content, and expanding its presence across the region as the company looks ahead to 2027.
What were your impressions of this year’s SBC Summit Lisbon?
Very positive. There were a lot of people, and one thing that stood out to me was the number of game providers attending.
Speaking from the perspective of Belatra’s Latin American office, there were many new leads and potential opportunities. We met with numerous platforms and aggregation companies that we could start working with. Although we are an international company, we manage different markets through separate offices so that each team can specialize in its region.
The event is much more focused on the European market, and our European office had a lot of work to do meeting clients and reconnecting with familiar faces. For those of us working in Latin America, however, it was an opportunity to meet many new people and identify new leads. Fortunately, many platforms and aggregators are beginning to expand and are showing greater interest in the Latin American market.
What were the main topics of conversation throughout the event?
Brazil, obviously. What happened there was the number one topic in practically every conversation.
We often had to address the situation in Brazil before moving on to other subjects. We met many international companies, particularly those focused on Europe, that still have questions about the differences between individual Latin American markets.
Many companies are still asking questions about Latin America in general, rather than distinguishing between individual countries. That’s why we tried to steer some conversations toward a more country-by-country approach. It is difficult for companies to understand the region as a whole without recognizing the differences between Central America, the Southern Cone, and other markets.
Based on my experience at this event, we still need to emphasize that Latin America is a region made up of many different markets. Localizing a product is not simply a matter of translating it into Spanish. There are differences in language, syntax, and player preferences.
Latin American teams understand how to navigate these regional nuances. That is something we need to communicate to international companies that have not yet reached the point of asking detailed questions about each individual country.
From your conversations at the show, what are operators looking for today? Have their demands changed?
I think the market is going through a period of intense competition, not just in Latin America but globally. There are so many game providers that entry fees and commercial rates are coming under pressure.
When you are trying to sign a new client, the rates being discussed can be much lower than before. Many aggregators and platforms are competing with one another, and that can push the market downward.
For established providers like Belatra, this creates a challenge. We have long-standing partnerships, and we need to protect those relationships while pursuing new business. It is not simply about agreeing to a lower rate to win a new client, because that can affect the business we already have with our existing partners.
Another trend that surprised me and that came up in several conversations is that some platforms are moving toward a more curated approach to content. They want to evaluate what works in their markets and decide which games they want to offer, rather than simply adding as many titles as possible.
Ultimately, they are looking for games that perform well, although what that means can vary from one market to another. They also want greater flexibility from providers, whether in commercial rates, RTP configurations, game branding, or the ability to select which titles to activate. They want solutions that can be adapted to their specific needs.
How does Belatra approach content curation and localization for different Latin American markets?
One of the things we take pride in, particularly at our Latin American office, is having a specialized team that understands the region. We use that local knowledge to develop tailored strategies rather than applying a one-size-fits-all approach.
We work market by market, identifying which games are more likely to perform well in Peru, for example, and which titles might be better suited to Argentina. That approach is particularly valuable when it comes to content curation.
Another important element is our Game Lab. Our technical teams are working on several releases and putting considerable effort into testing and iteration to create games with longer life cycles. We want to generate engagement, but we also want our titles to remain successful over time.
There is so much content available that we have chosen a different strategy from providers that release 15 games a month. At Belatra, we release around two games per month, but we put significant effort into testing them to ensure they can engage players and maintain their position in operators’ lobbies.
We are also developing interconnected universes around some of our strongest characters. The Mummy universe will continue to grow this year and next, and we are developing a universe around The Guy, the character featured at our stand. Each new game introduces a new hobby or adventure for him, creating a continuing narrative.
Our teams study player behavior extensively, and we know that players can respond well to a new experience built around a character they already recognize and enjoy. It is not just about spinning generic fruit symbols. Familiar mechanics can work, too, but introducing new mechanics and characters can help diversify the experience.
For us, the key is finding the right balance between something familiar that makes players feel comfortable and something new that creates excitement. We believe that balance is essential to giving games a longer life cycle.
What are Belatra’s priorities for the coming months, and what do you expect from 2027 in Latin America?
In the coming months, we will continue releasing new games. We have just launched a new title featuring The Guy, and we will keep expanding the universes around our characters.
In terms of market expansion, we are working very actively in Peru, where we have been making good progress. We are also preparing to strengthen our presence in Mexico and working with Ecuador.
In Central America, we have spent several months building relationships and making contacts, and we are now moving toward establishing operations in the region. We are also active in Paraguay.
Overall, our focus is on continuing to expand into new markets, building on the relationships we have developed and ensuring that we enter each market with a solid understanding of its specific needs.