André Sapuca explains how product and experience shape iGaming
In an exclusive interview, André Sapuca, Principal Product Manager at BetMGM, shared a highly practical view on the challenges, opportunities and trends shaping the iGaming sector in Brazil. From the outset, he makes it clear that regulation in Brazil was not just a change of rules, but a complete shift in the landscape. According to Sapuca, the country moved “practically overnight” from an informal environment to one of the most complex regulatory ecosystems in the world. And this, far from being a problem, opened up space for innovation and investment in product and customer experience.
Citing Jeff Bezos, who said “one of the only ways out of a tight box is to invent your way out”, he explains that the shift forced companies to rethink everything, from onboarding and KYC processes to frictionless payment systems.
But it is not only the regulation that poses challenges. According to him, the Brazilian players’ behaviour requires a completely different approach. The local audience has high levels of technological adoption, reacts quickly to what they see on social media, prefers higher-volatility games, and engages with sports at a much higher intensity. This creates its own dynamic, which goes far beyond simple visual localisation.
In practice, this means rethinking features, promotions, odds formats, and even how users are engaged on the platform. In this sense, Brazil serves as a product laboratory within BetMGM’s global structure.
Another point he highlights as extremely positive in the regulated Brazilian market is the level of predictability that regulation has brought. With clear rules, companies can invest more securely in technology, data, and user experience, something essential for the sustainable evolution of the sector.
If he could eliminate one practice from the Brazilian market today, Sapuca was clear that he would choose illegal platforms. He says these operations create a completely unbalanced environment. They do not pay taxes, do not generate jobs, do not follow responsible gaming rules and even allow access by minors.
In addition, they undermine the sector’s credibility and put players at risk. For him, combating these platforms is essential not only to protect consumers but also to ensure the industry’s healthy and ethical growth in Brazil.
Where is the real competitive advantage?
“Odds are replicable. Bonuses are replicable. Campaigns too. If all operators have access to the same tools, where does the product really create sustainable competitive advantage in iGaming?”
In a market where odds, bonuses and campaigns are easily replicated, the big question is: where is the real differentiator? For André Sapuca, the answer lies in building proprietary technology and delivering end-to-end experiences.
He cites BetMGM’s VIP experiences as an example, which go beyond digital and connect users to events and exclusive experiences, such as international trips and access to VIP boxes. Another highlight is the proprietary jackpot technology, which allows 100 per cent of casino games to participate in prize draws, including a recent case in which a player won more than R$ 9.3 million (US$ 1.86 million) with a bet of just R$ 1 (US$ 4.99).
On the sports side, the platform combines popular features in Brazil with exclusive resources, such as partial cashout, progressive boost, bet insurance, and gamified missions that deliver value to users. At the end of the day, according to him, those who succeed in the long term are not those who offer the biggest bonus, but those who build relevant experiences and a relationship of trust.
Retention is not just promotion
One of the most interesting points in the conversation is the view on retention. Historically treated as a CRM function and as a matter of financial incentive, Sapuca argues that retention is, above all, a product responsibility. Platform speed, navigation clarity, personalisation, relevance of offers, and trust in the environment are the factors that truly drive users to return.
“When these layers work well, the users return because the experience is good.”
He acknowledges, however, that the pre-regulation period conditioned Brazilian players to switch between platforms in search of bonuses. This created short-term logic in which the product took a back seat.
The change he sees as inevitable and necessary is experience-based competition. “When the product delivers real value, the relationship stops being transactional and becomes long-lasting,” he commented.
The power of media integration
BetMGM’s entry into Brazil was accompanied by a strategic partnership with Grupo Globo, one of the country’s largest media players. And, according to Sapuca, this completely changes how the product is perceived.
Being close to the sports content ecosystem enables a more integrated experience between watching, following, and betting. He cites, for example, approximately 24 per cent month-on-month growth in live betting volumes.
This evolution is also underpinned by the company’s technology, built on the infrastructure of LeoVegas Group, allowing for quicker adaptation of the product to Brazilian user behaviour.
Despite Globo’s huge reach, Sapuca reinforces that the real challenge is not attracting users but turning that audience into real value. The consumer journey today is completely non-linear. Users move in and out of the funnel, compare platforms, research and make decisions at different moments and across channels. For this reason, product and brand must operate in an integrated way across all touchpoints, whether on TV, social media, communities or with influencers.
“Access to audiences needs to be combined with continuous investment in technology, experience and loyalty. At the end of the day, it is the product that transforms reach into a long-term relationship with the user.”
This article was first published in Portuguese on 14 April 2026.
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