What does it take to transform a team of programmers into a well-known name in the competitive iGaming landscape? For Dmitry Starostenkov, CEO of EvenBet Gaming, it’s been a journey of bold decisions, hard-earned lessons, and a sharp instinct for seizing opportunity.
Dmitry answers SBC Eurasia’s 10 questions and reflects on his more than 20-year journey in the industry, the milestones that shaped his career, and his vision for the future of iGaming.
– What was your first job, and what led you to pursue a career in the iGaming industry?
– Rather than talking about a specific job, I’d say I can recall the first money I earned. It was the 1990s, and I was around 18 or 19 years old. I bought medications used by athletes to help build muscle mass, then resold them. It was not an easy thing to do, but I had the opportunity. It’s important to note that there was no sports nutrition back then, so the business was doing well.
I got into iGaming by happy accident. Our company was primarily engaged in software development, mainly mobile apps for large German companies. In 2004, we had our first client who asked us to create a poker game. We did it, and after reflecting on it, we decided to stay in this area, so the niche came to us on its own.
– What was the most significant turning point in your career?
– It was attending the ICE exhibition in 2012. That’s when I realised we needed to focus on marketing the company. It was like entering an entirely different dimension – you arrive at such an event, and you realise there’s a whole new world, an industry with many people, yet almost no one knows about us. That was when I decided to change that.
– What have been the biggest challenges you’ve faced in your career, and how did you overcome them?
– For a long time, we were just programmers. By the time I went to my first ICE exhibition in 2012, we had been programming for over 10 years. However, we hadn’t paid much attention to marketing or sales. That was the biggest challenge – restructuring the company and our way of thinking. It was a gradual process. Around the same time, we realised that we should not just supply software but offer solutions that help our clients earn more.
That too was a big challenge — a complete shift in the paradigm of our business and life. We had to position the company as a partner, not just a service provider. We started building the brand and creating trust-based relationships. These were very important steps.
– Who has been your key mentor, and what is the best piece of advice you received that still drives your work today?
– I had a few mentors, people who provided guidance. One of them is a businessman friend of mine, from whom I learnt a lot about how to manage a company. With his help, I saw how to build a team, hire professionals, and organise processes. It was because of him that I pursued business education. I wouldn’t say there was one specific piece of advice; rather, he showed me the path I could take.
– What advice would you give to those just starting out in the iGaming industry?
– The industry is fast-paced and constantly evolving, so I think it’s important to combine courage with flexibility. On the one hand, there are many opportunities in iGaming, and new businesses can find their niche. On the other hand, to stay afloat, you need to constantly offer something new – new products, new services, constantly rethinking things, and finding new niches. Never stand still!
– You’ve seen the iGaming industry evolve over the years. What are the biggest changes you’ve witnessed, and where do you think the industry is heading?
– There have been several significant changes. One is that when I first attended ICE, British companies were dominant. There were very few companies from Eastern Europe or Asia. Over the past 15 years, the situation has shifted significantly. Now there are many more companies from Eastern Europe and Asia, making the market much more diverse.
Another trend is the increase in professionalism. Many global companies have emerged, and they do business in a very different way. And, of course, there’s the trend of business consolidation. Back in 2012, this wasn’t as noticeable, but now the process is accelerating, and it’s happening faster and faster. The role of major players has grown significantly.
This evolution highlights the importance of events in the Eurasia region, such as SBC Tbilisi, which are becoming increasingly relevant in this dynamic landscape.
Additionally, over the next 10 years, there will be changes in consumer behaviour, from demographics to new technologies like augmented reality. The core of consumption will shift, either towards younger or older audiences. Companies will need to adapt to these changes.
– You’ve made many bold decisions on your career path. Do you have a personal motto or philosophy?
– My philosophy is not to be afraid of experimenting and implementing new ideas. It’s important to be flexible and adaptable to change. This is particularly vital in our market, where things are constantly evolving. A company’s ability to change will be a key factor in its survival.
– What achievements in your business career bring you the strongest emotions, and why are they important to you?
– The most significant achievement for me is the transformation of the company from a team of pure IT developers into a full-fledged brand in the iGaming industry. That’s a crucial milestone in the company’s development.
– How do you stay inspired in such a dynamic industry, full of innovations?
– On the contrary, it’s the dynamism and constant change that provide inspiration. If our industry were like the banking sector, we’d have probably grown bored by now. But here, every day brings something new, and that keeps us energised.
– Looking back, is there anything you would have done differently? What lessons have you learned from your mistakes, if any?
– The main mistake was not moving quickly enough. I should have transformed the company and made bolder decisions sooner. We needed to implement innovations and change the product faster.
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