Jordi Sendra, Alea: “Now the conversation is more about how to actually run a business that lasts”

Jordi Sendra, CEO of Alea, analyses the igaming industry in Latin America ahead of SiGMA South America.

Exclusive interview.- Ahead of SiGMA South America, Jordi Sendra, CEO of Alea, shared how the company is preparing for the expo. He discussed the main objectives for Alea, given the rapidly evolving regulatory landscape in the region, and provided details about its recently launched tool, the Jackpot Engine solution.

In an exclusive interview with Focus Gaming News, he also analysed the current state of the igaming industry in Latin America and Brazil’s market development.

What specific strategic objectives have you set for SiGMA South America 2026, given the region’s rapidly evolving regulatory landscape?

For us, SiGMA South America is mainly about staying close to what is actually happening in the market. Regulation in Latin America is evolving quickly, and each country is moving at a different pace, so it’s important to have those conversations in person.

We use these events to listen more than anything else. It helps us understand where operators are feeling pressure at the moment, whether that’s compliance, reporting, or costs, and then we can check if what we’re building is really helping with those day-to-day challenges. It’s a good way to validate our direction and adjust if needed.

Coming off your presence at SBC Summit Rio, what analysis do you make of the current state of the igaming industry in Latin America, and what do you see as the main challenges for operators and aggregators this year?

We’ve passed the phase where everyone was just trying to go live as fast as possible. Now the conversation is more about how to actually run a business that lasts, especially with all the new rules and taxes in place.

Brazil is a clear example. There’s a lot to manage behind the scenes; taxes, reporting, and on our side, taking responsibility for certifying all the games our partners offer. Operators are paying more attention to how their systems work and where costs come in, because even small inefficiencies can add up quickly. It’s not flashy, but it makes a big difference in the long run.

And for aggregators, the role is shifting. Operators don’t just want games anymore; they want support with the operational side, things that make their day-to-day a little easier. If we can help with that, it lets their teams focus on the parts of the business that really need human attention. That’s where we see the real value of what we do.

“For us, SiGMA South America is mainly about staying close to what is actually happening in the market.”

Jordi Sendra, CEO of Alea.

Brazil has now completed its first full year of regulated igaming since January 2025. How do you assess the market’s evolution, and what key milestones remain before it reaches full maturity?

Brazil feels more stable now than it did at the beginning of 2025, but it’s still not a fully mature market. Many companies are still adjusting to the regulatory processes and to the cost structure, so there’s a period of adaptation happening across the industry.

We’re also starting to see more consolidation and more careful spending, especially because player acquisition has become quite expensive. That naturally pushes operators to focus more on retention and on improving the product itself.

In terms of maturity, I think the key step will be when operational processes like reporting and data flows become more predictable. Once those things stop changing frequently, companies can plan longer term, and the market starts to behave in a more stable way.

At ICE Barcelona 2026, Alea unveiled its Jackpot Engine solution. Could you briefly explain what this tool entails and how it complements your Latin American strategy?

The Jackpot Engine is really a move toward giving operators more control over their own players’ engagement. We launched it at ICE because we saw that most operators were essentially “renting” their excitement from game providers; they had no way to create their own rewards across different games. This tool lets them set up their own prize pools across any provider or game we offer, all from one place.

Currently, our jackpot is only available through the Curacao license, but we know it will play a big part in helping local brands stand out. In markets where everyone has the same popular games, the only way to differentiate is through the experience you build around those games. The Jackpot Engine lets  operators create a specific community feel or a local brand experience that belongs only to them. It provides a way to build something that players associate directly with their brand, not just with a specific slot title.

“The Jackpot Engine is really a move toward giving operators more control over their own players’ engagement.”

Jordi Sendra, CEO of Alea.

How does your Jackpot Engine help local operators improve player retention and reduce CPA compared to standard bonusing tools?

Traditional bonuses are fine for a quick boost, but they’re expensive and the effect usually disappears the moment the bonus is gone. We wanted to offer something more sustainable, so we built a Simulator directly into the Jackpot Engine. As an engineer, I’ve always believed that you can’t run a business on guesswork. The Simulator lets an operator test different scenarios, like how often the jackpot hits and what the margins look like, before they actually go live.

The other big factor is the self-funding model. Our system allows the jackpot to be funded through small player contributions, which basically turns a traditional cost into a self-sustaining tool. It helps with retention because it creates a shared, live experience that keeps players coming back to your site specifically, rather than just chasing the next free spin somewhere else. Over time, that kind of shared experience tends to build stronger loyalty than one-off bonus campaigns.

How does Alea envision its role in LatAm’s iGaming ecosystem in the next few years?

We see ourselves as part of the infrastructure layer of the industry. Aggregation is still at the core of what we do, but today operators need much more than a catalogue of games. They need stability, compliance readiness, and visibility into how their business is performing in real time.

Latin America is only becoming more complex from a regulatory and operational perspective, so our role is to absorb that complexity and turn it into something manageable. In practice, that means building systems that are flexible enough to adapt quickly, but stable enough that operators can rely on them even when the market around them is changing.

If we do our job well, our partners shouldn’t have to think about the technical layer at all, it should just work, and allow them to focus on their players, their brand, and their strategy.