should be more of a service than just providing thousands of games, how AI can play a pivotal role in the sector, and how his near two decades in iGaming will provide a boost to the Games Valley brand and operational strategy.
iGaming Expert: What made you accept the role of CEO at Games Valley, and what are your plans for the company in 2026?
Ariel Reem: When I first reviewed the Games Valley platform, what immediately stood out was not just the technology itself but how clearly it was designed around real operator pain points.
The revamped platform showed strong reliability, fast reaction times and, crucially, self-service capabilities that allow operators to solve issues and move quickly without waiting on long support cycles. Having spent more than 15 years on the B2C side, I recognised this instantly as exactly what operators need today.
Coming from an operational background, I saw a strong opportunity to bridge two worlds: what game aggregation traditionally provides and what operators actually need to achieve their core objectives, higher engagement, better player experience and sustainable revenue growth.
My plan for 2026 is to position Games Valley as more than an aggregation layer. We are building a platform that actively supports operators in decision-making, performance optimisation and market expansion – using data, automation and insight as core pillars rather than add-ons.
iGX: What experience do you bring from the iGaming sector, and how will you apply it in this new role?
AR: My background is deeply rooted in B2C operations. I have been in the iGaming industry for over 15 years, including founding and scaling Genesis to more than 20 brands, and previously managing Casino.com and other major brands from Gibraltar.
This experience gives me a very strong understanding of the end user and the operator teams serving them. That perspective is invaluable when it comes to:
- How games are positioned to players
- How visibility and promotion should be optimised
- How operators decide which games to push, where and why
In addition, I’ve led multiple market entries across regulated and emerging regions. At Games Valley, where we already operate globally and continue to expand into new territories, this experience directly translates into:
- Go-to-market strategy
- Compliance alignment
- Commercial structuring
- Localisation and player behavior analysis
Ultimately, my role is to ensure that Games Valley’s technology and commercial approach are tightly aligned with how operators actually grow and operate in real markets.
iGX: What makes Games Valley stand out in a crowded aggregation market, and how are you carving out a niche?
AR: Aggregation today is no longer just about the number of games. Many providers can offer large portfolios. The real differentiation lies in integration, insight, and execution.
At Games Valley, we focused on several critical areas:
1. Solving the integration bottleneck
Integration is still one of the biggest barriers for operators. Even the best commercial terms are meaningless if integration takes months.
One of the first initiatives I led was addressing this head-on. We developed an AI-assisted integration widget that allows operators to self-integrate via API, with real-time server feedback and automated identification of integration issues. This dramatically reduces time-to-market—often to a matter of days.
2. Operator-ready marketing & promotion tools
Games Valley embeds marketing and promotional capabilities directly into the aggregation layer. Operators don’t just access games—they gain tools to activate, position, and optimise them based on their specific needs.
Our close relationships with game vendors also allow us to tailor promotions by market, brand, and player profile rather than applying a one-size-fits-all approach.
3. Localisation and future content strategy
We place a strong emphasis on localised content. Alongside a portfolio of over 11,000 games, we actively onboard regional vendors and are already exploring the development of proprietary content informed by our extensive B2C experience.
4. Data as a core differentiator
Data drives every decision at Games Valley. We continuously analyse performance to determine:
- Which games perform best in which markets
- How player behavior differs by region and operator
- Where engagement or monetisation can be improved
Importantly, we don’t keep this insight to ourselves. Operators gain access to a BI layer that includes performance benchmarks, allowing them to understand how they compare to peers and where improvements are needed.
Looking ahead, we are extending this into proactive monitoring. This includes flagging API issues, performance drops or abnormal behavior in real time, so operators can act before revenue is impacted.
iGX: Is the service layer as important as the aggregation technology itself?
AR: Absolutely.
Technology is an enabler. Access to games has become increasingly commoditized. What truly differentiates an aggregator today is the quality of service and the intelligence wrapped around the platform.
Fast response times, clear guidance when issues arise, and, most importantly, actionable insights that help operators increase revenue are what build long-term partnerships. Our service layer is designed to do exactly that.
iGX: What reporting and analytics capabilities does Games Valley offer, and how do they create value?
AR: Games Valley’s reporting goes well beyond basic performance metrics.
Operators gain insight into:
- Game performance by market and vendor
- Session length and engagement depth
- Average bet size and betting volume
- Player value during sessions
- Comparative benchmarks against anonymised peers
This level of insight allows operators to identify where and how revenue can be improved, whether through game positioning, promotion strategy or portfolio optimisation.
As Games Valley enters this new phase in 2026, what are your key goals and milestones?
Our primary focus is scalability, of both technology and people.
In 2026, we are:
- Expanding and strengthening our team
- Increasing our visibility across industry media and events
- Deepening relationships with operators and vendors
- Continuing to invest in data, automation and self-service capabilities
Our objective is clear: to build a platform that operators rely on not just for content, but for insight, execution and growth.
