GR8_TECH on Its Lisbon Silver, GREAT_WHITE LABEL and the Platform for Champions

The award is the headline, but the real story is where GR8_TECH is placing its bet: speed to market over heavy early build.

GR8_TECH has been recognised with Silver in the Platform Provider of the Year category at the SBC Awards in Lisbon, and used the same window to launch GREAT_WHITE LABEL, a white-label offering aimed at operators who want to enter a market quickly without standing up a full operational team. In an exclusive interview with iGaming News Today, the company’s Chief Client Officer, Kateryna Pozdnysheva, set out what the award signals and where the platform is heading. For operators weighing how to enter new markets in 2026 and beyond, the interesting part isn’t the trophy. It’s the operating philosophy behind it.

Q1. GR8_TECH received Silver recognition in the Platform Provider of the Year category at Lisbon. What does this achievement mean for the company, and how does it reflect the progress GR8_TECH has made in delivering on its “Platform for Champions” positioning?

The award validates the direction we have been taking with the Platform for Champions, which must be reflected in the product, the platform’s performance, and the results we can help operators achieve.

In Lisbon, we were able to show that progress very well. For instance, GREAT_WHITE LABEL demonstrated how quickly operators can enter a market and start building a viable business, while our new high-performance frontend showcased the speed and flexibility we’re bringing across the platform.

So the award is recognition of the work already done, but more importantly, it confirms that we are solving the right problems for operators with faster launches, better performance, more control, and stronger long-term growth.

Q2. GR8_TECH positions itself as a “Platform for Champions.” Beyond the brand promise, what does this mean in practical terms for operators, and what capabilities or ways of working help your clients compete more effectively in their markets?

“Platform for Champions” is mostly about how we work with operators. We don’t see ourselves as a supplier that delivers technology and steps away. We work closely with clients to understand how their business operates, where the pressure points are, and what needs to change to improve results.

We give operators flexibility rather than forcing them into a single standard model. Different markets require different products, payment methods, content, risk settings, and player journeys, so our job is to equip clients with the tools and support to adapt quickly.

Our product, commercial, and technical teams work directly with clients, so when an operator comes to us with a challenge, we can look at it from several angles and find a solution that makes sense for that specific business.

Strong technology is important, but the most value comes from combining it with market knowledge, flexibility, and a team that works alongside the operator.

Q3. With the launch of GREAT_WHITE LABEL, what specific challenges is GR8_TECH aiming to solve for operators? How does this offering differ from traditional white-label solutions, and what types of businesses stand to benefit most from it?

Entering a new market takes too long and involves too much operational complexity, and that’s what we’re solving. An operator may see a good opportunity, but then has to think about technology, payments, KYC, CRM, risk, support, casino, sportsbook, and local requirements before they can even start competing.

With GREAT_WHITE LABEL, we take much of that work off the operator’s side and become the operational team behind the business, handling the technology and day-to-day setup while the operator focuses on what they do best: building the brand, acquiring players, and growing the business.

We’ve already proven the model in LATAM, where we’ve launched a brand in around three weeks and reached break-even within the first year. High speed can make a big difference when a market opportunity is moving quickly.

I see it being especially useful for companies entering a new country, launching another brand without building a new operational team from scratch, or moving fast when a market opportunity opens up.. It’s really for operators who want to spend more of their time and resources on growth rather than running the infrastructure behind it.

Q4. As Chief Client Officer, you work closely with operators navigating increasingly competitive markets. What are clients asking for today beyond platform technology, and how does GR8_TECH turn those needs into measurable improvements in their operations and commercial performance?

Clients are asking for more from the business they already have. The platform may be running well, but there is always another question: where are we losing conversion, which player segments are underperforming, what can we automate, and where can we improve margin?

That’s where we focus a lot of our work. We look at operating data, identify specific areas for improvement, and then act on them with the client. It could be changing a payment flow, adjusting CRM logic, improving sportsbook configuration, or reducing manual work through automation.

The important part is that we can measure the impact. We have seen payment changes improve approval rates by up to 25%, while other optimizations can improve retention, GGR, and operational efficiency.

The role of a strong client team today is to constantly identify the next improvement to help the business perform better.

Q5. Not every operator has the same resources, target markets, or growth ambitions. How does GR8_TECH adapt its approach to clients at different stages of development, and how do you balance the need for speed to market with the flexibility required for long-term growth?

We start with where the operator is today. A company testing its first market has very different needs from an established operator running several brands and wanting more control.

For a smaller or newer business, it may make more sense for us to take on a greater share of the operational load. As the business grows, the priorities usually change. They may want more control over CRM, payments, risk, trading, or the player experience. An established operator may already have a strong platform and only need a better sportsbook, casino aggregation, or additional trading expertise.

The important thing is not to build for year three on day one. That can slow the business down before it has even proven the opportunity. We try to give the operator what they need to move forward now, while ensuring the setup can evolve as their volumes, team, and ambitions grow.

To get speed and flexibility, you need to make the right decisions early. Launch with what creates value today, but don’t create limitations that will become a problem tomorrow.

Q6. Following the Lisbon recognition and the launch of GREAT_WHITE LABEL, what are the biggest priorities for GR8_TECH over the next 12-24 months? How will the company evolve its platform and client strategy to deliver on its ambition of becoming the platform of choice for operators aiming to lead their markets?

Our biggest priority is to keep getting closer to the client and make sure the platform evolves around the problems they’re trying to solve. Of course, the product roadmap is a big part of that. We’re continuing to improve the frontend, develop deeper player segmentation in MTS, and give operators more control over things like pricing, margins, layouts, promotions, and content.

We’ll continue building on the proactive way we already work with clients, using data, market knowledge, and regular business reviews to identify opportunities early. That means improving retention, reducing operational effort, entering a new market, or adjusting product configuration to achieve better results.

What GR8_TECH’s strategy signals for operators

Strip away the award and the throughline is matching the setup to where the operator is. GREAT_WHITE LABEL is the clearest example: GR8_TECH takes on the operational load for operators entering a new market, then hands back control over CRM, payments, risk and trading as the business grows. Established operators can take the parts of the platform they need, from sportsbook to casino aggregation and trading expertise. In a market where entering fast is half the battle, a provider willing to carry the first year’s build and risk changes the calculation for new launches. The next test is how smoothly operators take back control as their brands grow.