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Masha Tsnompilantze – Head of Content Marketing & Strategic Communications at SBC
From journalist in Moscow to marketing leader in Malta, Masha’s professional journey has been anything but ordinary. With experience in content creation, marketing management and brand strategy, she’s known for her fearless leadership and sharp-thinking, human-first approach to content. As head of Content Marketing & Strategic Communications at SBC, Masha is driving narratives that connect, engage, and inspire across the company’s global events and platforms.
You've had a diverse career across iGaming roles, can you tell us a bit about your journey so far and how it’s shaped your view on the industry?
I moved to Malta in 2018 on my birthday, right after completing my internship at The Moscow Times and finishing my Master’s in Journalism. So, strictly speaking, iGaming was my first serious job—if you don’t count the part-time gigs I took as a student: a good mix of waitressing, working in a bakery, and helping some brands with their social media content on a freelance basis.
I was meant to take a three-month break before I started looking for work, because I had gone through years of studying and working non-stop. But the fear of uncertainty kicked in on day two after my arrival, and I started job hunting. I didn’t know anything about the industry—I didn’t know what parlay bets were or what wagering meant, and I had to learn it all from scratch. But since I spoke multiple languages, I landed a job a week later.
I started off as a customer support agent for three months. And even though at the time I sometimes cried from having to answer hundreds of bonus requests all day, those three months were instrumental in understanding player behaviour. I recommend that path to anyone getting started in the industry.
I then transitioned into a Content Writer role within the same company, thanks to my background, and worked there for a year, until I realised that both the working conditions and my ambitions didn’t make it a good fit for me. I moved on to a company that is now called Logifuture and worked there as a Junior Content Editor, serving the biggest betting brand in Nigeria, Bet9ja. A year later, I transitioned into a Content Marketing Manager role with a company named PlayAttack (on the affiliate programme side), and spent two and a half years there before moving on to my current role at SBC.
What’s one professional experience that had a defining impact on how you work today?
Definitely my time at PlayAttack, for multiple reasons. It was a time of many firsts for me: first experience helping build a brand, first experience shaping a brand voice, first time being involved in launching a brand under an MGA license and understanding that side of things. It was also the first time I worked with multiple departments and got a real sense of the entire ecosystem within the operator realm.
I joined as a Content Marketing Manager, and a year later, I was promoted to Head of Marketing after my former manager left. At the time, I saw it as a big win—an opportunity to prove myself and, selfishly, an opportunity to earn more. Looking back, it was a big mistake. I wasn’t ready.
Not in terms of doing the work, but in terms of having the strength of character: the power to be heard, to be listened to, and to be respected. I walked the walk, but I didn’t talk the talk. I guess I still don’t fully talk the talk—but I’ve picked up a few things along the way that now help me feel listened to and respected.
I was managing a team of two, and at some point, things started to go downhill financially. Budgets were being cut, and I was asked to cut the people in my team. I fought for months. That experience taught me how to fight for my teams.
In the end, I had to do it, but I made sure they were taken care of financially. I cried like a baby that day. And months later, I found myself in their shoes. But nobody took care of me.
I was made redundant. I was tired and overworked, and my confidence levels were very low. There’s something deeply hurtful about being essentially told, “You’re not needed,” when you’ve been giving it your all every single day and earning yourself grey hairs in your twenties.
But that negative experience taught me one thing: for as much as it’s in my power, I’m never going to be not needed again.
What does a typical day look like for you (if there is such a thing)?
I am a creature that highly values routine, but then again, I thrive under pressure, so I think the events industry, which I'm in now, offers the perfect blend. I joined SBC three years ago as a Content Marketing Manager and the only person on that team. We now have our own little department with two more people—my partners in work—Ellis and Cosmo. I currently serve as Head of Content Marketing & Strategic Communications.
The events industry is stressful. We have six events across the world, and we're always (ALWAYS) busy. That means that, as much as it's in my power, I try to create a comfortable routine for my team to minimise stress levels and maximise efficiency. We work with weekly sprints that I prepare on Asana every single Monday for the entire team, with all the tasks you can think of—so we start the week with a clear head, a clear set of tasks, and some room pencilled in for the ad hoc things we’re asked to work on.
The job involves a lot of writing: press releases, blog posts, LinkedIn newsletters, but also a lot of project management, as our team has to be very proactive in getting the information we need from other teams, like conference or event operations. We’re also very active in engaging our community before the events, with speaker interviews and more. So yes—a lot of writing, a lot of project management, a lot of planning.
We also do a lot of work on event positioning to help the teams within the department better understand how to communicate it. Something that takes up a lot of my time is providing feedback. I read every single piece that goes out. Not because I don't trust my team. They are both brilliant. Ellis has been with me for two years now, and Cosmo, even though he just joined four months ago, is already helping a lot. But I do it because we set high standards for our team, and because I want to give my guys something I never got as a writer—feedback to work with and improve on.
That being said, as mentioned, there's not a dull day at work, and I actually really like it this way. I can't stand not having something to do, and always fill my “free” time—if I have any—with a new project.
From your perspective, what are the biggest changes you've seen in the iGaming space over the last few years?
From my perspective, one of the biggest changes in the iGaming space over the last few years has been the industry’s shift from quantity to quality, especially in terms of player engagement. There was a time when the focus was purely on acquisition, pushing out as many offers and bonuses as possible, but that’s no longer enough. Today, it’s all about retention, personalisation, and building a brand that players genuinely trust and want to return to.
Another major shift has been the increasing importance of regulation. Markets that were previously grey or unregulated are becoming more structured, and with that comes both challenges and opportunities. Operators and affiliates alike are having to become more transparent, more compliant, and in many cases, more creative, to remain competitive while staying within regulatory boundaries.
We’ve definitely seen AI become a much bigger player in the industry over the past few years. It’s one of those things that used to feel like a buzzword, but now it’s genuinely shaping the way we do things. You can feel the difference.
Another change I’ve really noticed is a cultural one. There’s a lot more talk and action around values. Diversity, responsible gaming, sustainability… they’re no longer just things you mention in a pitch deck. More and more, they’re shaping actual business decisions and how brands present themselves. Players are more aware now; they expect more. And honestly, I think it’s making the industry better.
What’s one thing the iGaming industry does exceptionally well that other industries could learn from?
One thing the iGaming industry does exceptionally well and I think other industries could learn from, is agility. Things move fast. Whether it’s adapting to new regulations, jumping on emerging markets, or responding to player trends, there’s a real “let’s figure it out and make it happen” attitude that runs through the industry. You don’t see layers of red tape slowing everything down (at least not in the same way you do in more “traditional” sectors).
That ability to pivot quickly keeps things fresh and forces teams to think creatively and collaboratively. Sure, it can be chaotic at times but it also breeds innovation, and I think that’s why you see so many bold campaigns, clever features, and smart tech solutions coming out of iGaming before they hit other industries.
Any particular trends or shifts that you think operators and affiliates aren’t paying enough attention to?
Yes, I think there are a couple of shifts that aren’t getting the attention they deserve, especially when it comes to long-term strategy rather than quick wins.
The first is how younger audiences interact with content and brands. Gen Z, in particular, doesn’t respond to the same old flashy promotions or traditional affiliate models. They want entertainment, authenticity, and a sense of community. Operators and affiliates who are still playing by the old rules—just throwing bonuses at people and hoping it sticks—are going to struggle in the next few years. And no, just engaging influencers is not the solution.
The second is over-reliance on performance data without context. Don’t get me wrong, data is critical. But when it becomes the only thing you listen to, you risk missing out on long-term brand building and customer loyalty. Some things take time to pay off, and if you’re constantly cutting anything that doesn’t deliver instant ROI, you might be leaving a lot of potential on the table.
And finally, I’d say neglecting internal culture. With all the focus on player experience (which is obviously important), I think some companies forget that your brand is only as strong as the people behind it. Burned-out teams, high turnover, lack of communication—it all bleeds into the product and the customer experience eventually. It’s not just HR talk.
What makes a standout brand in iGaming in 2025?
The brands that are really setting themselves apart right now have mastered this balance: a right mix of cool, a right mix of good UX, and a right mix of good culture. And when I say “mix,” I mean it. It’s not about being perfect in one area and neglecting the others but how they all work together.
Cool is not just aesthetics. It’s about relevance. It’s about having a clear voice, a sense of humour, a perspective on the world, even if it’s subtle. The standout brands in 2025 are the ones that understand the cultural moment they exist in. They’re active on social media in ways that don’t feel robotic or corporate. They collaborate with creators or communities that matter to their audience. They make players feel like they’re part of something, not just using a product. Cool doesn’t mean loud; sometimes it’s quiet confidence, storytelling, or an inside joke that only your community gets. But it’s always intentional.
Then there’s UX. You can have the best branding in the world, but if your site or app is clunky, confusing or slow, players won’t stick around. A standout iGaming brand in 2025 understands that this is a non-negotiable. We’re past the era of tolerating frustration in digital experiences. Players expect the same level of polish and usability they get from Netflix, Spotify, or Amazon and the top iGaming brands deliver on that.
And then there’s culture and this one’s huge. A standout brand doesn’t just exist externally; it’s built from the inside out. You can feel when a brand has a strong internal culture. It reflects in the way they communicate, the way they respond to customers, the way they handle mistakes, and the way they show up consistently. In 2025, more and more players care about who they’re supporting. Is this a company that values diversity? Do they take responsible gaming seriously not just as a legal checkbox, but as a core principle? Do they support their own team and treat people fairly? All of that matters.
What are some key things you look at when shaping a product or marketing strategy?
There are a few key things I always come back to. I like to keep it simple but intentional.
First, I look at the why.
Why are we doing this event or campaign? What’s the purpose behind it, not just for us as organisers, but for the people we’re trying to reach? Is it to educate, connect, inspire, or sell? Everything else flows from that.
Then, I think about audience and mindset.
Not just who we’re targeting, but where they are mentally and emotionally at the time we’re trying to reach them. Are they planning their yearly travel? Are they in the middle of budget reviews? Are they new to the industry and hungry for visibility, or veterans who’ve seen it all and need something fresh to get excited about?
Another big one is differentiation.
What are we doing that nobody else is doing or saying in a way nobody else is saying it? There are a lot of events out there now. A lot of content. So I always ask: what’s the edge? Whatever it is, we need to own it and build around it.
And finally—how does it feel?
That might sound vague, but I really believe that people don’t just attend events or read content for information. If a strategy doesn’t have a human touch, if it doesn’t make people feel something, then it’s just another thing on the calendar. I try to think about the full journey, before the event, during, and after, and how to create moments of clarity, surprise, and connection throughout.
What do you believe is underrated when it comes to building customer trust and loyalty?
Consistency and care.
People often think loyalty is built through big gestures, crazy offers, VIP perks, flashy campaigns. And sure, those things have their place. But what really keeps someone coming back is knowing what to expect, and feeling like they’re genuinely seen and valued. That’s where consistency comes in. Consistency in tone, in experience, in how you show up. When a brand behaves predictably and positively over time, it starts to feel dependable.
And then there’s care. It sounds simple, but it’s huge. Care in how you design your messaging. Care in how you respond to feedback. Care in how you treat your team, your partners, your audience. It’s the difference between just “doing marketing” and actually building a community.
In events, for example, people remember the small touches—an email that wasn’t templated, a thoughtful introduction, a follow-up that shows you were really listening. It’s that human element. And in iGaming, where trust can be fragile and players are constantly being pulled in a dozen directions, that human touch can be the reason someone chooses your brand and stays with it.
What does “good content” mean to you in 2025?
To me, “good content” in 2025 is content that feels like it was made for someone, not at them. We’re way past the era of mass-produced, keyword-stuffed pieces that serve the algorithm but completely ignore the reader. Good content today needs to be intentional, genuine, and useful.
It’s content that informs without patronising and promotes without screaming. It doesn’t have to be polished to perfection, but it does have to be thoughtful. It also has to respect the reader's time and intelligence.
“Good content” is also multi-dimensional. In 2025, it’s not just about the written word—it’s visual, it’s audio, it’s interactive. It meets people where they are, whether that’s scrolling LinkedIn, listening to a podcast in traffic, or watching reels between meetings. And it understands the platform, not just the message.
But most importantly, good content is human. It’s got a point of view. A sense of personality. You can feel that someone actually cared when they made it.
Where do you think content fits in the bigger picture of product and brand strategy?
Content is the thread that ties product and brand strategy together. It’s how you tell the world who you are, what you offer, and why anyone should care.
In the bigger picture, content is the voice of your brand—but more than that, it’s the bridge between your intention and your audience’s perception. You can have the best tech, the most polished design, the most innovative product, but if you’re not able to communicate that in a way that resonates, it kind of falls flat.
And from a product perspective, I think content has a role way beyond marketing materials. It’s embedded in UX, in onboarding flows, in support systems, in how you educate users or partners. When done well, it removes friction. When done brilliantly, it creates delight.
So where does it fit? Everywhere. Content isn’t a department you bring in at the end to “make it sound nice.” It should be at the table from the beginning, asking the right questions. That’s when it really works.
What types of content do you believe add the most value to a brand in a competitive space like iGaming?
In a space as competitive (and, let’s be honest, sometimes overwhelming) as iGaming, I think the content that adds the most value is the kind that actually cuts through the noise—the kind that builds connection, not just visibility.
1. Thoughtful educational content: There’s still so much value in content that explains, simplifies, and genuinely helps. Whether it's for players trying to understand odds or bonuses, or for B2B audiences trying to navigate new regulations, markets, or tech, clear, useful content is the way forward.
2. Story-driven brand content: Not just who you are, but why you do what you do. This could be in the form of behind-the-scenes videos, founder interviews, or employee spotlights.
3. Personality-driven social content: LinkedIn, especially, has become such a powerful space for brand building in iGaming, especially for B2B. Posts that feel human, have a clear tone of voice, and dare to say something are the ones that perform. Static posts announcing new deals have their place, but people want to engage with opinions more than they do with brand launches.
4. Evergreen value pieces: It’s easy to focus on what's hot right now. But content that has long-term value (market guides, best practice reports, insights from real data) can keep driving traffic and brand credibility for months (or years). It’s the stuff people save, forward, and refer back to.
How do you ensure content doesn’t just “fill space” but actually drives business goals?
For me, it starts with a mindset shift: content is not decoration. It’s not there to “fill space” or just check a box. It’s there to do something. So before we write a single word or plan a campaign, I always ask: what’s the goal here? Are we trying to drive sign-ups? Position the brand in a certain way? Support sales? Build loyalty? If we don’t know what success looks like, then the content isn’t going to be good.
What’s a content initiative or campaign you’ve worked on that you’re particularly proud of?
A content initiative I’m really proud of is the Affiliate Leaders interview series we rolled out across our events. It started as a fairly simple idea: let’s give a platform to affiliate professionals to share their stories, especially in regions where we were seeing rapid growth.
What made it special was that it hit multiple goals at once. It was great content. Insightful, personal, and easy to repurpose. But it also helped with community engagement, speaker recruitment, media coverage, and brand awareness. We weren’t just creating interviews for the sake of it; we were using them as conversation starters that connected people to our media brands, our events, and our mission.
From a strategic point of view, I loved how we were able to link the interviews back to other departments. Some of those featured ended up on stage as speakers. Some were covered in the magazine. Some ended up forming partnerships. That’s when content becomes more than just content.
So yeah, simple idea, but with the right care, purpose, and collaboration, it became something that genuinely helped shape the Affiliate Leaders brand into more than just a logo.
What do you value most when working with external content partners or agencies?
We don’t really work with content agencies or external partners in the traditional sense, but we do have an extensive network of media partners, and that relationship is incredibly important to us.
What I value most in those collaborations is mutual respect and alignment. It’s not just about sending over a press release and hoping for the best but about working together to bring real value to both sides. When a media partner understands the tone, timing, and unique angle of our events or announcements, it makes all the difference.
I also really value proactivity. The best media partnerships are the ones where ideas go both ways: where they come to us with interview suggestions, editorial themes, or even just a “hey, have you thought about this angle?” It makes the relationship feel more like a collaboration, not just a transactional placement.
And finally, consistency matters. Having media partners who are reliable, flexible, and solution-oriented makes a huge difference.
What’s your take on AI-generated content in our industry?
I’m a big proponent of using AI as a tool. Something that helps us move faster, clean things up, and take a bit of the pressure off our to-do lists. Do I use it to proofread what I’ve just written? Absolutely. It saves time, so why wouldn’t I? But for me, that’s exactly what it is: a time-saver, not a thought-replacer.
I never encourage my team to use AI to actually produce content. Not because I’m against technology—quite the opposite—but because I genuinely believe the strength of great content comes from human thinking. The nuance. The tone. The awareness of our audience. AI doesn’t feel pressure. It doesn’t feel excitement. And it definitely doesn’t know what your reader needs to hear right now. It can mimic but it can’t truly understand.
Now, that said, do I think there’s a place for AI in our content workflows? Absolutely. I encourage my team to use it for things like sorting data, building templates, creating checklists, summarising large amounts of info, or even when they’re stuck and just need a few prompts to unlock an idea. In those moments, it’s brilliant.
But the moment we let it switch our brain off on our behalf, that’s when we lose the game. Because if we, the people behind the content, aren’t actually thinking anymore, then the work becomes flat, repetitive, and forgettable. And who wants to be forgettable? I don’t.
You’ve led diverse teams across different verticals, what do you think makes a team work well together?
For me, there are four things that matter most: respect, care, proactivity, and curiosity.
Respect is the foundation. It’s about valuing each other’s time, input, and way of working. You don’t have to agree on everything, but if you respect someone’s contribution and treat them as an equal, it creates a safe environment to speak up, challenge ideas, and get better together. No egos, no politics, just mutual respect.
Care is what turns a good team into a great one. When people genuinely care about each other, not just about the work, but about the person behind it, it shows. It shows in how they communicate, how they support one another during busy periods, and how they celebrate each other’s wins. Especially in high-pressure environments like events, knowing your team has your back makes all the difference.
Proactivity is essential. Things move fast, and you can’t always wait for instructions. The best teams I’ve worked with are made up of people who see what’s needed before it’s asked for.
And then there’s curiosity. The drive to ask why, to learn more, to look beyond your immediate task and understand the bigger picture. The people who ask “what if we tried this?” or “how does this actually impact the user?” are often the ones who bring the most growth to the team.
What’s one piece of advice you often give to new marketers entering iGaming?
One piece of advice I always give to new marketers entering iGaming, or honestly, any industry, is this: form opinions.
Don’t be a passive listener. Speak on the calls. Question decisions. Form your own perspective and express it, always with care and respect for others, but don’t sit quietly and wait to be asked. Your voice matters, even if you're new. Showing that you think critically, that you care enough to challenge or build on an idea, that’s how you grow, and that’s how you earn trust.
What are you personally excited about in iGaming over the next year?
What I’m personally excited about in iGaming over the next year is seeing the industry continue to evolve beyond the obvious.
We always talk about the importance of tech and rightly so. Tech is what’s powering the industry forward. And then separately, we talk about the importance of creativity. The storytelling, the brand identity, the emotional connection. But what I’d love to see more of is those two conversations overlapping.
The brands that will stand out are the ones that don’t treat tech and creativity as separate pillars, but as two sides of the same coin.
And finally, what’s something outside of work that inspires how you show up professionally?
Something outside of work that really shapes how I show up professionally is adrenaline-related activities—skydiving, bungee jumping, snorkelling with sharks. And no, not because I’m fearless—quite the opposite. What those experiences have taught me isn’t how to get rid of fear, but how to handle it and move through it.
Work is incredibly rewarding, but let’s be honest, it can also be scary. It’s scary to voice your opinion in a room full of strong voices. It’s scary to tackle a new task you’ve never done before. It’s scary to say no. It’s scary to give feedback on someone else’s work. But fear doesn’t mean you’re not ready—it just means you care.
What those adrenaline moments have taught me is that fear is natural, but it doesn’t have to define your actions. You can be scared and still do the thing. And I carry that with me into how I lead, how I communicate, and how I encourage others to step up.
The goal isn’t to be fearless. It’s to be brave.
