Niklas Mravlje: AI, Analytics, and One Goal — Preparing Bragg for the Future of iGaming

Niklas Mravlje, Commercial Director Of Content at Bragg, delves into how the company is preparing for the future of iGaming. From the growing role of AI and advanced analytics to shifts in player behavior and emerging regulatory challenges, Mravlje explains how Bragg is using data-driven insights and strategic planning to innovate, engage players, and stay ahead in a rapidly evolving industry.

Over the past 12 months, which changes in player behavior have most influenced Bragg’s priorities?

Niklas Mravlje: Lately we have been noticing an increased amount of players in two main areas. Number one was persistence or perceived persistence. We have seen lots of gameplay on games that showcase this mechanic in full or in part. Players are looking for “tickers” that indicate incoming bonuses and free games. Luckily for us, the vast majority of our games feature this mechanic in full or in part.

We are also noticing a shift in the industry from competitors, which have started to increase the amount of releases with that mechanic. The other mechanic we see more demand around are simple games, plinko, crash or even cash tower. We like to refer to these games as “greed” games.

These types of games offer you the ability to take your winnings or try for more, introducing choice into the game play. The increased demand on these games prompted Bragg to add more of these types of games into its 2026 plans.

What’s your current approach to deciding whether a new game is built in-house or sourced from a partner studio?

Niklas Mravlje: It’s not really a Bragg choice, it’s direction. Bragg does not tell its studio partners how and which games to develop, instead Bragg supports the studio’s autonomy and shares market insights, popular trends and gaps in its portfolio, that we think deliver strong results for the partner.

Both of Bragg’s internal studios develop a rough yearly roadmap –  we are currently finalising our initial 2026 plans – and from there Bragg’s sales personnel and product managers provide feedback on additional needs, bespoke games and thriving markets that should be supplied with delivery.

Additionally Bragg studios are generally sourced due to their popularity in certain markets. We trust these studios to be market experts in their fields and Bragg is here to support their vision and turn their success global.

How do you decide which new features or engagement tools are worth integrating into your platform versus testing separately?

Niklas Mravlje: This one is tough to answer – Bragg as a technology first company of course prefers and intends to develop the majority of the technology it uses itself – just recently Bragg significantly boosted its internal AI development department by adding Luka Pataky, a senior specialist in the field.

But of course, not all technology can be self-developed. Bragg really follows the wishes of its clients and the market demand. If a tool is interesting, engaging and can not be self-developed for various reasons, Bragg will implement and use it. It’s important to note that Bragg, as one of the bigger aggregators in the industry, is looking for products that can be used across its entire offering, not individual elements of it.

When entering a new regulated market, what are the first three factors you assess before launching content?

Niklas Mravlje: We are considered and careful in how we approach new regulated markets, doing a significant amount of preparation and data collection. For me it’s about understanding the unique circumstances of the market concerned, preferences of players, how our peers and others have approached the market and establishing a clear and consistent strategy. Only then do we start to launch content and even then, it will only be with the right partners.

Beyond revenue, what indicators do you track to judge whether a product or partnership is performing well?

Niklas Mravlje: We solicit feedback from our partners at all levels and collect data from many different touch points. At the end of the day, it’s beneficial to us to ensure that our partners are satisfied with our content and technology solutions, and our business culture is to ensure that this is always the case.

The most important KPI for us to look at however is player engagement. Do our customers and player base react to it well or not, is one of the key metrics that will drive decisions around products.

What upcoming regulatory developments do you think could have the biggest impact on how you operate?

Niklas Mravlje:  Undoubtedly gaming taxes and maybe even more restrictions, which affect not only us but our operator partners and the wider iGaming market. We’re seeing it in the Netherlands, our biggest market, where an iGaming tax increase is currently causing a market contraction of more than 25%.

However I’m pleased to learn from our recent financial results that Bragg is outperforming a reducing market, with our business in the jurisdiction only down 17%. The implementation of a gaming tax in Brazil and Romania will also undoubtedly affect iGaming operators and suppliers alike.

Our strategy has always been diversification, to be present in as many regulated markets as possible, ostensibly to ensure that we are not adversely affected by evolving market conditions and regulatory changes such as this. It’s a strategy that is, has and will continue to work for us worldwide.

What do you see as the most significant challenge for Bragg in the next 2–3 years, and how are you preparing for it?

Niklas Mravlje: Artificial Intelligence, no question. By 2027, we’re aiming to be an “AI-First Bragg,” weaving AI into everything we do in igaming – from creating cool new products to running our operations and even how we connect with the market. Our plan is built on four key ideas: beefing up our AI capabilities, rolling out products powered by AI, actually using AI in our daily work, and building a culture where AI comes first.

AI should bring some real benefits to our business. We hope to save a ton of money by automating data collection, making things run smoother by streamlining workflows, and boosting our profits with products that significantly improve what operators earn. This transformation should also lead to incredibly personalized and immersive player experiences, boosting engagement and loyalty. Plus, it should help us strengthen our responsible gambling efforts through clever analysis of player behavior.

Looking ahead, we expect to see even more progress in using predictive analytics to foresee future trends and the widespread adoption of generative AI for creating content at scale. Our ‘AI-first’ approach means AI will be at the heart of how we develop products and make operational decisions. All of this will be backed by a culture that encourages innovation and teamwork across different departments, helping us grab the next wave of growth and deliver awesome returns in this exciting industry.