iGaming Daily

Ted (00:01.233)
As we kickstart the new year, a fresh player has stepped into the iGaming technology arena. Backed by a seasoned and expert team of engineers, Lean On aims to deliver what it believes to be truth, SaaS utilities and environments for industry operators to better manage and deliver day-to-day products and services. In today's episode of iGaming Daily brought to you by Optimove, we get an exclusive insight into the minds of Lean On as we talk to Suren

Batanyan, Chief Brand Officer to discuss LENON's high-ranking ambitions to transform the delivery and execution of technology applications for industry incumbents. Can LENON really change the game for iGaming operators as it places itself as a technology to watch in 2025? I'm Ted Memwear and I would love to welcome LENON Chief Brand Officer Surin Batanyan.

Transforming application delivery

Suren Vardanyan (00:55.92)
I'm really sorry to interrupt, but the position was pronounced incorrectly. It's Chief Business Officer, not Brent.

Ted (01:04.511)
Chief Piss Officer.

So

Ted (01:13.42)
Can I go again from in today's episode?

Ted (01:29.973)
One, two, three. As we kickstart the new year, a fresh player has stepped into the iGaming technology arena. Backed a seasoned expert team of engineers, LENON aims to deliver what it believes to be true, SaaS utilities and environments for industry operators to better manage and deliver day-to-day products and services. In today's episode of iGaming Daily, brought to you by OptiMove, we get an exclusive insight into the mind of LENON.

as we talked to Surian Vartanian, Chief Business Officer to discuss its high ranking ambitions to transform the delivery and execution of technology applications for industry incumbents. Can LENON really change the game for iGaming operators and place itself as a technology to watch in 2025? I'm Ted Memwear and I'd like to welcome LENON Chief Business Officer Surian Vartanian. How are you doing Surian?

Suren Vardanyan (02:27.988)
I'm fine, thank you. Pleasure to be here.

Ted (02:31.237)
Okay, so, Leonan, you're gearing up for a very, very busy 2025 new year, lots of prospects along, but let's begin by, can you give us your elevator pitch for your technologies and what it's bringing to market?

Suren Vardanyan (02:51.25)
Yeah, 2025 starts crazy busy. We actually are actually getting ready for the ice, which is going to be the very first exhibition where we take part. soft pitch for our company. I would actually love to start with a little bit of background on how the company started and what we aim for, which would definitely clear up things on why someone would choose us.

We are a relatively small team of professionals who have very, very deep background in iGaming and technologies. the idea was that...

a team of friends that's put it this way have joined forces together trusting each other and to build a new iGaming platform. Since the idea was with the brand was to trust each other and have something built with the SaaS approach in iGaming, we actually figured out that the most important thing someone looks for in an iGaming partner is trust itself. So it turned out as a really cool story.

and the narrative is that we leaned on, each of us leaned on our team-mate to build the product and we actually would like to do the same for our partners. So most of us in the team are very well known each in their aspect of the industry. The tech guys are just nailing it and everyone who's in the tech side of the business knows each other and our main main selling point is

and the flexibility of the technologies and the fact that we are very, very confident that the partner can lean on us and actually has a trust. I can go on with the selling points and advantages that we have, but to put it shortly, it's the...

Ted (04:49.201)
Yeah.

Suren Vardanyan (04:54.996)
core values that the company has that I would like to pitch starting our conversation, which is how each of us individually as an employee and part of the company have made the decision to start the company and we believe it should apply to our partners and it's our core business value.

Ted (05:15.035)
So let me pitch up focusing on your founding team. Can you tell me who they are and what their competences are and what they bring into market?

Suren Vardanyan (05:24.4)
Yep, so our tech guys have huge, huge expertise in SaaS technologies and they work in diverse industries and one of which is also iGaming as well. Our marketing, we have four main directions. We are obviously a product-driven company. So when I say tech guys, I mean...

product guys and developers themselves. And the other two directions on which the company is heavily focused on is business and marketing, which is absolutely logical. We are not reinventing the wheel here. On marketing side, we have really, really cool people who have both B2C and B2B experience, which I think is crucial for such company's because...

At the end of the day, product you are making, you making it for the end user, no matter to whom you are selling. And this approach, that user comes first, I think has fundamental importance in our case, because yeah, we sell it to B2B operators, we are mainly aimed at B2B operators selling our products, but at the end of the day, it's the player who uses it. So we are fully player-centric, product-driven.

And the last direction on which the company is focused on is my direction, the business direction, which does not need much explanation or elaboration on because at the end of the day we are all geared up to make some money and to drive sales, so won't go into much detail there.

Ted (07:07.121)
Okay, well we'll go good round up there and okay I want you to kind of be reflective of your experience in iGaming and why do you think that so many technology platforms and so many operators are finding it hard to deliver kind of applications and new products to market and what is lead-on's kind of vision of approach to this issue?

Suren Vardanyan (07:36.692)
To answer the first part of the question, think it's not something that's hard to figure out that global iGaming market evolves so fast that tech-wise people struggle to catch up with it. Let's bring an example to make it easier to grasp for the audience. Say the latest...

events that happened in Brazil. You have new license, PICS is being turned off from unlicensed operators. There are certification requirements which eventually lead to technical intervention. What I mean by that is you just can't go and...

a license without technical intervention on the platforms and like on the PAM part of the platform or be it on the RGS, whatever the regulator requires to be certificated. So if we put more simply, business evolves at such fast pace that the technical side is having troubles to catch up with the business side.

If on a real life note, when I get to office and I come up with my requirements for the product or tech guys, in case of other big companies and especially big companies, because the bigger the size of the companies, there is scalability issue, you know, on the supply end of the company. So the less that the...

The bigger the companies, obviously, the lower is the elasticity of the supply. on a simple example, in case of big companies, say the CBO comes, steps into the office, and he says that yesterday, when one of our main markets, a new certification requirement came up, and we have to make technical changes. And that completely messes up the product roadmap.

Ted (09:54.481)
Mm-hmm.

Suren Vardanyan (09:58.835)
So how does Linus solve such issues? First of all, we put very, very high emphasis on the operational part of the business. As we are new and just entering the market and we are still small, which I sincerely hope will change very quickly, we still put operational procedures at top priority. The second thing is,

Initially, very well thought out and correctly designed technical architecture which allows us to make changes without affecting any live user. By user I mean obviously operator or a partner who uses any kind of product from which is supplied by us. So two main things I would highlight here. First one is very well implemented, thought out.

Ted (10:44.817)
you

Suren Vardanyan (10:56.294)
and followed operational procedures and correctly designed technical architecture.

Ted (11:04.881)
Can I zone in on that technical architecture? Because as a new incumbent, it gives you the chance to rethink and to kind of reimagine the value chain of the industry. And how do you do that for operators knowing that they use multiple services, multiple products, multiple systems to make them more efficient?

Suren Vardanyan (11:30.696)
Well, our technical team has focused on building up a modular system, which is kind I'm not that competent to elaborate on technical stuff as much as I understand. Yeah, so.

Ted (11:46.307)
Okay, bye.

Suren Vardanyan (11:50.836)
From what I know, would highlight two main factors that the architecture based on microservices is very well thought out in our case. It's not broken down to smaller pieces than is required and it's not one big piece where one error affects the whole system.

Ted (12:06.873)
Yeah, yeah.

Suren Vardanyan (12:14.886)
Another factor is the modular system which gives us the opportunity to implement changes without affecting anyone who's on the live environment. We have other technical advantages like we call it Versa. It's our reverse integration API system which allows basically other B2B people to get integrated to us with

close to zero intervention from our side, which heavily speeds things up.

Ted (12:50.021)
No, no, no. Thanks for that explanation because it kind of brings me on to the next question of how are your solutions helping customers meet what are now kind of localized demands like hyper compliance, compliance hurdles that they've got to overcome and also kind of tighter scrutiny of when they're going to market launch.

Suren Vardanyan (13:19.567)
Usually, speaking of market launch, for all my sincere opinions, it might sound bit cocky, but I think we are doing the quickest project delivery on the market today. Like, you can go live with us on the same day. Like, the day we signed the papers, there have been cases where we go live the exact same day.

Marketing people very loudly scream about go live in 15 minutes with us. I tried to convince them not to do that, but since they did, like we have to the deadlines. It's a very, very good pressure on the project team. market entry, project delivery, I think, and it's all thanks to correct operational procedures. The key to success there, beside expertise,

is the internal procedures which we heavily focused on because almost all key people in the team were people who suffered from bad procedures in other companies and we came here and we want to building something from scratch, build it correctly. Speaking of changes which operators require and which turn into a technical and operational load on our business and product teams, you know that's pretty individual.

If I talk about generic global approach which we have for everyone, that would be a lie because a customer always comes first and in our case the main customer is the operator and we show individual approach to each and every one of them because what happens in X market and the approach you show in X market does not work at all in the Y market.

So speaking of, and at the end of the day it comes down to correct product roadmap, correctly estimated product roadmap and healthy project management, both of which I believe we have in place.

Ted (15:12.837)
Mm.

Ted (15:34.501)
Yes, mean, 50 minutes to market launch is an incredible statement to say to the market.

Suren Vardanyan (15:42.93)
Yeah, it's pretty tough to meet, but we do everything to do that.

Ted (15:50.657)
And to me, going back to the utility of Lean On and how do you see Lean On working across the spectrum of iGaming? Because you mentioned that you're both kind of targeting B2C and targeting B2B. So how does your technologies offer that flexibility?

Suren Vardanyan (16:14.076)
So we have three main products that we aim to deliver and spread through the market. They are first and foremost turnkey solution of a fully operating casino suit alongside with without adaptive sportsbook. We do provide casino aggregation. You get full casino content with very, very good commercials.

We also have our in-house development payment gateway and payment aggregator, which we also believe that will be very, very interesting for operators and platform providers who are looking to expand their payment portfolio. So the latter two apparently are B2B solutions, like solutions made for the B2B market. And the first one, which is our main, main one, main...

is aimed at the B2C operators in various markets. Speaking of the product on B2C and our casino suit, the way it has been done, the conventional casino model was kept in place, but as a new product we focused on main things that give competitive advantage to an operator. So we have all the basics.

But on the fancy stuff, there might be some fancy things which are easy to implement, we have them, and some tough things that we have them, but there might be some common things which we still have missing. But these are the things that from our expertise from B2C side, because most of the people have very, very thorough and deep B2C experience as well, are the ones that operators will not get much of. Let me bring an example.

Ted (17:50.085)
Mm-hmm.

Suren Vardanyan (18:10.022)
launched and we will provide free of cost our gamification tool which supports critical wheel let's say but we lack a simple let's say visual attribute on the website because priorities what I want to where do I go

Priority wise, I believe the product problem was set pretty cleverly. We provide B2C operators pretty cool advantages. We provide operational toolkit free of charge. We provide gamification tools. We provide market specific solutions which are built specifically for market needs.

detail on what is planned due to confidentiality issues but I want to get along with the approach the product side has and at the end of the day it's the good product who drives sales no matter how good you market it how good your commercial side is we all know and that's the approach that's the attitude we have for the businesses

Ted (19:00.762)
Yeah.

Suren Vardanyan (19:26.128)
As long as trust is our key core value, you should have a good product. Because it's the product that everyone else leans on. And if you market sell it and then the operator fails, first and foremost, it's our own failure. So product first, everything else in place. We aim at both B2B and what was in the initial question is how are...

able to sell to both B2B and B2C. Main target audience being B2C market, operators who want to launch or migrate their existing businesses to our platform. We also easily sell our casino aggregator and payments aggregator alongside with our gateway. It was a bit long but I guess I answered your question.

Ted (20:19.421)
So let me bring you to the here and now. As we all know, ICE is around the corner and what do you want kind of SPC audiences to really take away from Lean On and what it's coming to market with in 2025?

Suren Vardanyan (20:36.786)
We have two really, really cool offers for us. And the first one, I think is something nobody has ever done before. And what was the impressive thing is during brainstorming, we came up with the idea in five minutes and we just agreed with each other that it's brilliant. We will have an auction for three ready websites. They are already live. The branding is done, the brand guideline is there, the domains are both.

Promotions and bonuses are set. And the starting price for this whole suit is just 499 euros. It's gonna be an auction, live at the stand. So everyone who hears us speak is invited. And I guess nobody who is at Barcelona at the venue should miss the chance. Because all you have to do is to...

Ted (21:15.377)
Mmm.

Suren Vardanyan (21:31.518)
buy it with the best price you can and just market it. So everything is already done. The domains are bought, the branding is done, everything. All you have to do is get the stuff and market it. So we make money as fast as we can, both the partner and us. The second offer I would like to highlight is very low setup fee. We have exclusively for the exhibition days.

Our standard offer is lower than discounted to 5,000 euros if we shake hands during exhibition days. So that's also, I guess, a huge opportunity for people who want to try out there like in the business or start a second project. It's a very, very cost effective opportunity for...

enter the market or enhance their casino portfolio or diversify to different platform. There are many opportunities and a lot of merit to come to us and get the best out of it.

Ted (22:26.129)
sure.

Ted (22:40.261)
So Surin, you're preparing for a busy ice with two very strong promotions and I'm gonna leave you the floor and just tell our audiences again why they should follow Lidon in 2025 and why you believe that you're the company or the technology to watch 4i gaming this year.

Suren Vardanyan (23:01.108)
There are many reasons, but not to brag about our own company. We are not afraid to go head to head with anyone and show almost everything we have, because we are confident that we have a good product. We have huge commercial flexibilities, because we are in for the long game.

We are in for long-term partnerships and we do not look to make revenue instantly. Our first priority is our partner's success, which inevitably will lead to our own success. The offers we already talked about at the IS, guess, just are a vivid example that the company's business strategy is based on long-term scalable game.

We are ready to show any how to anyone that all we want to do is our partners to succeed with us. We have commercial flexibility, our technical architecture I'm sure allows us to make the needed changes to meet individual needs of each and every partner. That sounds a bit too loud but I'm sure that the team is capable of it.

And we are not afraid to show ourselves because we are confident that we do the right thing. that's, I think, the fundamentals of B2B business because at the end of the day it all comes down to trust and good product. First we have the second one we have to prove and we need time for it to prove. I think the coming expo with which we are crazy busy

is a very good opportunity for us and the rest of people to see that whatever we speak on in PR articles, in podcasts, whatever it is, are not just only marketing tools or words. This is something that we really, really hope that will be proved on real life practical examples.

Ted (25:17.297)
Sure. Thanks for an excellent breakdown on lead on and its prospects for 2025. And thank you to RSPAC audiences for tuning in today. I've been Ted Memmi, you're checking out. Thank you. Bye.

Suren Vardanyan (25:30.446)
My pleasure, thanks for having me. Bye bye.