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INTERVIEW OCTOBER 2026

Interview with Ofir Gal-Mor: “The days of off-the-shelf catalogues are long gone”

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The Games Global executive on a gamer's curiosity, the pressure to keep innovating, and why jackpots are now built market by market.

Interview

Our editor had a conversation with Ofir Gal-Mor, Senior Vice President of Customer Experience & Gaming Innovation at Games Global, about what drew a lifelong gamer into iGaming, the pressure to keep innovating, and how jackpots are being rebuilt market by market. Markets that were once part of what Gal-Mor calls "the dotcom shared liquidity" are, in his words, "becoming ring-fenced", from Ontario to Alberta. Gal-Mor joined Games Global a year ago, after 13 and a half years running gaming content at 888, now Evoke. According to Games Global’s material supplied for this interview, its jackpots paid out €128 million in prizes over the 12-month period covered by that material.

Ofir Gal-Mor, Senior Vice President of Customer Experience & Gaming Innovation at Games Global, speaking and gesturing with both hands

Ofir Gal-Mor, Senior Vice President of Customer Experience & Gaming Innovation at Games Global. Image courtesy of Games Global.

Ofir Gal-Mor — Senior Vice President of Customer Experience & Gaming Innovation

Current Title: Senior Vice President of Customer Experience & Gaming Innovation

Company: Games Global

Background: Joined Games Global in September 2025, where he leads a team of around 50 talents across Tallinn, Malta, the Isle of Man and South Africa, responsible for player experience, progressive jackpots and promotional tools.

About the company: Games Global works with over 30 in-house and partnered studios, which have developed more than 1,400 proprietary games over the past 20 years.

A gamer’s curiosity in a market that never stands still

Gal-Mor came to the industry as a player. “I was always an avid gamer,” he says, starting with video and computer games and moving on to console, mobile and social games. Over time, what interested him most was not just the games themselves, but the people choosing them and the psychology behind those choices. He became interested in what motivates players, how they decide which games suit them, and the influence of reviews, recommendations, streamers and influencers.
He was also curious about how players’ habits differ: whether they choose different games, approach the same game in different ways, or spend varied amounts of time playing. Those questions around selection, segmentation and personalisation developed into what he calls “professional curiosity” and the reason why he became part of the iGaming industry.

When discussing surprises within the market today, Gal-Mor points to its constant evolution. “Regulation, competition and changing business requirements mean suppliers cannot afford to stand still. Even if you’re one of the leading suppliers, you cannot be relaxed about this for a single second,” he says. “There are bright people around the globe thinking about how to depose you with a better product.”
That pressure makes it essential to understand players, operators, business constraints, taxation, regulation and technology, including how AI is changing the industry. It also means looking closely at performance data: a game that succeeded in one year may not repeat that success the next. Trends can move between players, markets, competitors, social or crypto casinos and real-money gaming.
“There’s even more pressure when you’re a manager,” he says. “When you’re managing people, particularly when you’re responsible for the financial performance of a business area, you need to deliver value to the business.”
“The organisation expects product teams to turn that vision and innovation into initiatives, and to ensure they are executed and delivered effectively,” he says. Gal-Mor stressed that this is a collective effort, supported by around 50 colleagues across Tallinn, Malta, the Isle of Man and South Africa, alongside Games Global’s wider international studio network and operator partnerships.

Jackpot Madness™ artwork with a grinning blue cat and gold coins

Jackpot Madness™, launched in August 2026. Image courtesy of Games Global.

When the shared pool splits into local markets

At 888, now Evoke, Gal-Mor managed relationships with around 100 suppliers – ranging from Canada to Australia, Sweden and Romania – and saw how strongly content preferences vary by region. Some games travel well across markets; others depend on local tastes, game categories, configurations and intellectual property.
Games Global’s jackpot portfolio ranges from large progressive jackpots such as Mega Moolah, WowPot! and King Millions, which operators can use as acquisition tools, to regional jackpots such as Carnaval Fortuna and Maple Moolah. According to the same company material, its jackpots paid out 2 million individual prizes to around 514,000 winning players over that 12-month period.

Ring-fencing is becoming more common as regulation changes the shape of the market. Places that were once part of shared liquidity are increasingly treated as distinct markets. Ontario opened its regulated market in April 2022; Alberta followed on 13 July 2026, becoming the second Canadian province to admit private operators. “So now Alberta is a standalone market, and we have our own jackpots running there in a ring-fenced liquidity just for Alberta,” Gal-Mor says.
Mzansi Moolah, built for South Africa, illustrates another form of localisation. Gal-Mor describes it as a version of the jackpot franchise with a strong regional identity. In markets where progressive jackpots are not permitted, the product can use a fixed prize instead. “We are not just changing the identity of the jackpot, but we are also adapting the mechanics to be fully compliant with what is allowed in the specific market,” he says.

Industry perspective

“Regulation, competition and changing business requirements mean suppliers cannot afford to stand still. Even if you’re one of the leading suppliers, you cannot be relaxed about this for a single second. There are bright people around the globe thinking about how to depose you with a better product.”

— Ofir Gal-Mor, Senior Vice President of Customer Experience & Gaming Innovation

Curation, not a catalogue

For Gal-Mor, differences in regulation, business requirements and gaming culture make a one-size-fits-all approach increasingly irrelevant. “It’s about curation, tailoring, customising the jackpot offering for that operator segmentation, and not about having this monolithic offering”.

Jackpot Madness™, launched in August 2026, is an example of a “classic engagement jackpot”: an “optional side bet layered on top of a base game”. Unlike jackpots integrated into the game maths where players could not choose whether to participate, players can opt in or out and are eligible for prizes only when they have opted in.

The product supports up to six opt-in levels, configurable together with the operator. Gal-Mor compares the options with betting choices in slot games: casual players may select lower opt-in amounts, while higher-value players may prefer higher levels. For example, 10 or 20 euro cents for lower levels and 30 or 50 euro cents for higher levels.

According to the company’s launch announcement, the six prizes sit in four tiers: an open-ended progressive jackpot, two must-drop jackpots that pay out before reaching an operator-set value, and three smaller fixed mystery prizes. The presentation Gal-Mor shared lists 12 regulated markets and more than 250 compatible slot games.
Gal-Mor described the product as available in different configurations, tailored to the needs of individual operators. “We’re not providing a product. We’re building a narrative together with the operator that serves the end player the best,” he says. The starting point, he explains, is understanding what makes an operator’s casino, poker, bingo or sportsbook successful, then deciding which jackpots, configurations and connected games best fit that business.

Operators are increasingly cost-conscious, regulation is expanding and taxation is rising. Gal-Mor points to the UK’s increase in Remote Gaming Duty in April 2026, from 21% to 40%. “The market is evolving, and as it’s changing, so is the industry. We have to change as well. Not only change, but lead,” he says. In his view, “the days of the fire and forget, off-the-shelf catalogues are long gone”.

The mix of prize types is intended to create variety and anticipation within the jackpot experience. Gal-Mor says the opt-in also gives players a choice about whether to participate. Asked about player safety, he says it is “an integral part of our product design philosophy”. He adds that products are tested for compliance with target-market regulations and certified by an accredited testing lab, in this case eCOGRA.

The default opt-in bet for Jackpot Madness™ is 20 euro cents, with lower and higher options available, and players can opt in or out on each spin. “The key take here is to create an exciting progressive jackpot product, with suspense and anticipation, yet also make it fair, safe and compliant,” he says.

Article written by Elisabet Johansson