Jonathan Pettemerides on leadership, governance and growth at Eeze
Eeze, a rapidly expanding live-dealer casino provider, has appointed Jonathan Pettemerides as Non-Executive Director, effective 1 October 2025. He joins the board as the company expands into more regulated markets and strengthens its governance ahead of the next growth phase.
Pettemerides brings almost 20 years of international gaming experience. He has held senior roles at multi-channel operators and vendors and served on public entertainment boards. As a board member at NetEnt, he played a key role in the strategic acquisition of Red Tiger and the subsequent sale of the company to Evolution.
In an exclusive interview with SiGMA News, Pettemerides explains why he joined Eeze, how he views the company’s strategy, and what insights will shape the rollout into new jurisdictions. Below is his first‑hand account of the opportunity and the challenges ahead.
Effective board leadership in iGaming
What defines effective board leadership in the gaming industry, and how do you foster a culture of constructive challenge at the board level? Can this be termed a philosophy?
Effective board leadership relies on good timing and perspective. I joined Eeze during a period of strong momentum for the business, and it’s been fantastic to come on board with such a capable leadership team. The company has exciting plans, and my role is to provide independent insights that add value, drawing on my own extensive personal experience in the international gaming sector.
For me, constructive challenge means prioritising the business’s best interests. This only works if you understand the business well and have a good sense of where the market is heading.
At Eeze, the board fosters a collaborative dynamic; we each bring different expertise, and decisions are informed by data, experience, and shared ambition.
Eeze’s cautious approach to expansion
You joined Eeze at a time of rapid expansion. What is your strategic vision for the company as it grows in regulated markets? What opportunities do you see for live casino suppliers, and how will you seize them?
As Eeze continues to expand, the focus remains on strengthening the company’s long-established foundations in the sector and its ongoing dedication to Malta and the Malta Gaming Authority (MGA). Over recent years, Eeze has developed into a live dealer specialist, with a clear focus on tailoring product development more closely to changing customer expectations.
That shift is already clear in recent releases like Fusion Roulette and Fortune Drop. These game show-style formats have resonated strongly with audiences, reinforcing Eeze’s belief that live casino content must be both entertaining and distinctive. The plan is to continue developing in this direction while investing in proprietary technology and the company’s core table game portfolio.
There has also been considerable investment in growing our portfolio of slot games, which are live with a range of international operators, and we’re confident that 2026 will be a landmark year in that vertical for the business.
Meanwhile, Eeze adopts a cautious approach to expansion, carefully assessing which regulated markets to enter next. As part of this process, the product range will be further developed to offer games tailored to local market needs, ensuring that growth remains sustainable and relevant to operators in each jurisdiction.
What is Eeze’s unique value proposition, and how do you plan to strengthen its competitive positioning? What is your approach to protecting intellectual property in an environment where game formats and features are increasingly imitated?
Eeze’s value resides in our ability to deliver a solution that is flexible, dynamic, and uniquely operator-focused. We have invested significantly in green-screen technology, allowing partners to develop personalised, branded environments without the usual costs of constructing a dedicated studio. This has created opportunities for emerging brands and operators looking for their own space but who may have been priced out by the industry’s largest providers.
On the technical side, we are continuing to build confidence by sourcing talented presenters from around the world and refining the infrastructure that supports those experiences. Equally important, we are investing in our sales development teams so that we stay close to operators, understand their local market needs, and develop products in true partnership. It is this combination of agility, creativity, and collaboration that we believe will strengthen Eeze’s competitive edge.
The role of aggregation platforms
How important are aggregation platforms and distribution networks in scaling up Eeze’s content, and what criteria do you use to select partners?
Aggregation platforms are vital to our growth plan at Eeze. They give us access to local market insights, established operator relationships, and a broad distribution reach that would take years to build independently. Often, these partners already have the trust of operators, making it easier for us to introduce new content and gain rapid traction.
That said, we remain selective about our collaborations. It’s not just about reach; we carefully assess whether our partners meet the highest regulatory standards, whether the commercial terms are fair, and whether there’s a shared vision for delivering market-specific, differentiated content.
When these criteria are fulfilled, the partnership proves mutually beneficial: they access fresh, tailored games that stand out, and we gain entry to operators seeking innovative solutions that break the mould.
LATAM iGaming market opportunity
Eeze has made significant investments in Latin America, including expanding its team and establishing a strong presence at regional trade shows. How do you view the LATAM iGaming market opportunity?
Latin America is rapidly emerging as one of the most promising regions for iGaming, with several countries moving towards clearer, more organised regulation. For us at Eeze, this offers a real opportunity, but it’s one we are approaching cautiously and intentionally. We are evaluating each market separately, attending trade shows, engaging directly with operators, and making sure we understand the regulatory landscape before taking any major steps.
The coming months will be crucial as we lay the foundation for long-term success in the region. We have already begun building local capabilities by bringing in experienced commercial leaders across key markets and recruiting Portuguese and Spanish-speaking presenters who are currently undergoing intensive training, preparing for future launches. It is a region we are dedicated to, and we are investing now to ensure we deliver the right products in the right way when the time arrives.
Looking ahead
Effective board leadership in iGaming requires timely decisions, a broad market perspective, and a readiness to challenge constructively. Jonathan Pettemerides brings independent insight and deep industry experience to Eeze’s board. His focus will be on governance, risk oversight and adding strategic value as the company scales.
Eeze’s strategy is pragmatic. The company will be investing in its Malta base, developing proprietary technology and expanding its live-dealer and slot portfolios. It prioritises distinctive, entertaining content and tailors products to local market needs.
Competitive advantage is based on agility and operator focus. The company aligns the production of creative content with the commercial teams, ensuring that there is a close fit with operator and market demands. Aggregation partners play a pivotal role in distribution, and Eeze meticulously selects them in accordance with stringent regulatory standards and a shared vision. Its strategic approach to expansion in the LATAM region includes local hiring of staff, training of presenters and a comprehensive regulatory review prior to market entry.
Overall, Eeze aims to grow responsibly. The board will balance ambition with governance, ensuring product quality, regulatory compliance and sustainable market entry as the company scales.
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