In an interview with AffPapa, the Head of White Label at 01.tech, Aleksandr Romanov, explained how White Label has grown beyond quick casino launches, discussed balancing speed and control and the mistakes operators make early on, and shared where 01.tech sees its next opportunities for growth.
Yeva: White Label keeps changing and developing. What feels genuinely different about it today compared to a few years ago?
A few years ago, White Label was mainly seen as a quick way to launch a casino, with a ready-made platform, games, payments, and basic CRM included.
A website and a dashboard listing players are not enough these days. Data, segmentation and retention tools are also required, along with control over bonuses, content and player economics.
The market has become more demanding and complicated. The number of competitors is growing, and traffic acquisition costs are rising. At the same time, player expectations continue to rise.
A modern White Label is therefore expected to go beyond a quick casino launch. It should also help operators understand what drives revenue and how product and operational decisions affect it.
Yeva: There’s often a trade-off between speed and control with White Label solutions. How do you approach that balance at 01.tech?
A proper White Label isn’t a dilemma between speed and control. A partner should be able to launch quickly without having to hand over the product economics.
We address this by providing ready-to-use infrastructure with configurable settings built into the platform. The core setup includes games, CRM, bonuses, analytics, and business processes. At the same time, partners can tailor the product to their strategy, target markets, traffic, bonus model, and content.
Speed matters at launch. Control becomes critical once the first data comes in. At 01.tech, our job is to provide partners with a fast launch and the tools they need from day one, so they can manage their business, not just the casino’s front end.
Yeva: From what you’ve seen, where do operators misjudge White Label setups when they first get started?
The most common mistake is in the expectations. Many operators see White Label as a ready-made business, when it’s ready-made infrastructure for one. That difference matters.
A platform can significantly shorten the launch process, simplify the technical side, and provide management tools. However, marketing, operations, traffic acquisition, and financial management remain the operator’s responsibility.
Launch speed and portfolio size are also only part of the picture. What matters far more is how the platform helps operators manage retention, bonus rate, the game lobby, re-deposits, and LTV. These factors ultimately shape the economics of the product.
Yeva: Beyond the product itself, how important is ongoing support and flexibility in making a White Label partnership work long term?
They’re essential. A White Label partnership is a long-term business model. And the work doesn’t stop once a casino goes live. Operators still have to deal with traffic, conversion, bonuses, content, fraud, and retention, often facing new challenges every day. Ongoing support and flexibility are therefore part of the value a White Label delivers, not an add-on service.
Simply providing access to a platform isn’t enough for a lasting partnership. Partners need a provider who can respond to changing needs, support them as they grow, and help them make timely decisions.
Yeva: If someone is choosing between building their own platform and going White Label, what’s the one factor they should really think through before deciding?
I’d take into account the real cost of time. Building in-house may seem to offer more control, but operators routinely underestimate the timeline, the budget, and the amount of work they only discover later.
A platform is more than a front end and games. It’s integrations, anti-fraud, CRM, bonuses, analytics, support, content, reporting, stability, security, and development that never stops. All of this requires continuous maintenance and day-to-day management.
In-house development can be a viable option when sufficient budget and technical expertise are available. However, if the priority is to enter the market sooner, test a business hypothesis, and start building a business with control over its product economics, White Label is generally a more practical choice.
Yeva: From a broader perspective, what are the main goals for 01.tech over the next couple of years?
01.tech is a comprehensive technology ecosystem for iGaming. It brings together the White Label platform, Game Aggregator, and Sportsbook, including a prediction markets module.
We’ll continue strengthening the capabilities that directly impact our partners’ business performance. This includes faster launches, better analytics, personalisation, retention tools, greater CRM flexibility and more control over content and bonuses.
The focus is simple enough. More control, more data, faster decisions. In iGaming today, whoever handles the player lifecycle and the product economics most precisely comes out ahead.
Yeva: Are there specific markets or directions where you see the biggest opportunity for growth right now?
I see the most potential in markets where operators already have traffic, but lack the technology to monetise it effectively. These markets have growing opportunities for audience acquisition. Latin America is a recent example, particularly Argentina, Brazil, and Chile.
Furthermore, personalisation, AI-driven retention, and more flexible CRM scenarios all have significant room to grow. These are no longer just additional features. They directly influence LTV and profit margins.
Another growing trend is the development of hybrid products. In this model, casino, sportsbook, game aggregation, and new engagement formats work together as a unified system to support player retention and cross-selling.
Yeva: On a personal level, what has your journey in the industry taught you about building iGaming products or working with operators?
Product decisions and business economics always go together in iGaming. An attractive game lobby, a huge game portfolio, or a fast launch may look impressive, but none of them guarantees results.
It’s important to understand behavioural data: how players move from FTD to re-deposits, how they drop off, how they react to bonuses, content, communication, and what brings them back. The business results are shaped by these details.
Working with operators has taught me one thing. The number of features matters, but speed of decision-making matters more. A strong product helps operators make the right call quickly. Also, analytics is the priority. The ability to respond quickly and manage the product effectively is often more important than the original idea, especially in iGaming.
Company: 01.tech
Interviewee: Aleksandr Romanov
Date: 19.10.2026
