Samir Sokura, Chief Revenue Officer at Fidel Partners, sits down with SBC News to chat about some of the biggest challenges facing operators as we rapidly head towards 2026. 

Increasing regulation is causing a more fragmented sector, Sokura says, which is hampering operators’ bottom line – meaning those who adapt quickest will be the ones who come out on top.

“Growth will come not just from expanding portfolios, but from understanding local specifics, launching with compliance from day one and setting up performance-driven user acquisition,” he notes. “Operators who localise fast, without losing strategic oversight, will lead the market.”

The sector is quickly evolving and throughout the last 12 months a new frontier has opened. Increasingly, operators who had previously been in black or grey markets are opting for a regulated future and those who do so most effectively are set to reap the long-term rewards.

Sokura notes that there are plenty of challenges in pursuing this strategy. 

“Getting to market quickly and compliantly is tough, especially in GEOs with heavy regulation,” he explains. “Many operators struggle to hire, localise, and set up payment or affiliate flows at the same time. We solve that by having infrastructure and teams ready ahead of time. Whether it’s building out legal ops or activating affiliates, we remove friction and help clients scale with confidence.”

Fidel is a B2B provider for iGaming operators offering tech, compliance, marketing and recruitment services all under one roof. Sokura explains that this is crucial as there is little time to silo different functions out to several providers when things change quickly. 

“We cover everything an operator needs to launch and scale – from platform and payments to legal setup, user acquisition, affiliate programs and recruitment,” he adds. “What sets us apart is how these services work together. They’re not siloed. Everything is integrated and aligned to support fast, compliant, high-performance growth.”

From the outside it sounds like all these functions are difficult to get under one roof – there’s a reason why operators look to outsource them, after all! 

So how does Fidel Partners manage to provide these services to not just one but a whole portfolio of operators?

“We build around operational loops – not isolated departments” says Sokura. “Product decisions impact acquisition, marketing informs platform UX and affiliates shape local strategy. It’s all connected through central BI. The system only works when insights, workflows and targets move as one – and that’s exactly what we’ve built.”

Fidel Partners understands the challenges that global operators face, because they are a global business too. It has a footprint across three continents, supporting operators in their expansion strategies across recruitment, marketing and more.

Sokura tells SBC News that it has adapted its business model to suit the global demands of the industry. 

He outlines: “We run on a decentralised model. Each region has a CEO or GM who owns their market fully. At the same time, our central BI, RevOps and compliance teams ensure consistent quality across all projects. This setup allows us to scale quickly without losing control or performance. We’re not a group of vendors – we’re a single, focused ecosystem.

This global strategy also allows Fidel Partners to service clients in what it sees as a fast, agile and ‘highly involved’ way. 

“We don’t rely on outdated platforms or rigid structures. Every market launch is tailored, backed by local insight and real-time data. We also attract entrepreneurial leaders and give them full backing to build standout businesses. That’s what makes the difference – real partnership, not just services.

“Leadership at Fidel starts with clarity. Every regional CEO understands their mission, goals, and where they have autonomy. We don’t micromanage – we align on targets, provide tools and support execution. If someone needs help, we’re there. But our aim is to work with independent leaders who drive their teams and strategy forward.”

As explored throughout this piece, iGaming doesn’t slow down. It is a rapidly evolving sector and though certain trends emerge, leadership must keep on their toes to adapt. 

Sokura has its plans for the next 12 months, but remains wary that being agile is crucial to adapting to changing external environments. 

“Our priority is expanding into high-potential regulated markets in LatAm, Africa and Eastern Europe. We’re launching new operator brands, growing our affiliate infrastructure, and rolling out proprietary content. Internally, we’re scaling business intelligence and automation tools to support better, faster decisions across all teams.”