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I want to gamble once. Slot machine promotions?

Anyone know of any legitimate sites that provide sign-up promotions (e.g. $500 credits)?
I want to test my luck and play some online slot machines. This is purely a financial move. I understand the cognitive pitfalls of gambling (loss chasing, gambler's fallacy, illusion of control, etc), and I don't want to get hooked. Ideally, I use the free promotion credits, i.e. the aforementioned $500, to play, win some, cash out, and quit the site.

Edit: Thank you everyone for the comments. I've decided to not try online gambling, so please do not send me promotions via DM.

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TEKK - Tekkorp Digital Acquisition Corp: Who's Who of Gaming Mgmt Teams!

Team has been involved in a substantial number of the digital media, sports, entertainment, leisure and gaming industries’ most significant merger and acquisition transactions, holding key positions at, and transacting with Scientific Games Corp, Inspired Gaming Group, FOX Bets, Ocean Casino Resort, Resorts International Holdings, PokerStars, DraftKings, Mohegan Sun, Caesars Entertainment Corporation, Harrah’s Entertainment, Tropicana Entertainment, Inc., TSG/Sky Betting & Gaming, Facebook, Inc, Wynn Resorts, Dubai World/MGM Resorts
Here's all the Bios. These guys are stellar! TEKK closed at $10.30 today. Still cheap!
If you don't like to read... you don't like to make money!!!!
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Matthew Davey — Chief Executive Officer and Director
Mr. Davey has over 25 years of experience within the digital media, sports, entertainment, leisure and gaming ecosystems, as well as experience in the public sector. He is an experienced public company executive officer and board member. He has served in executive management positions across the gaming technology arena. Over the course of Mr. Davey’s career, he oversaw more than ten mergers and acquisitions and over $1.2 billion in debt and equity capital raised to support the companies he has led.
Most recently, Mr. Davey was Chief Executive Officer of SG Digital, the Digital Division of Scientific Games Corp. (“Scientific Games”) (Nasdaq: SGMS). SG Digital was established following the purchase by Scientific Games of NYX Gaming Group Limited (“NYX”) (formerly TSXV: NYX), where Mr. Davey served as Chief Executive Officer and Director. The NYX acquisition provided Scientific Games with a vehicle to significantly accelerate the scale and breadth of its existing digital gaming business, including the strategic expansion into sports betting. In his capacity as Chief Executive Officer of NYX, Mr. Davey developed and implemented a corporate strategy that generated strong revenue growth. Mr. Davey shaped company strategy to focus on digital gaming supplier platforms and content that provided various gaming operators with the underlying gaming and sports betting systems for their online gaming business. In 2014, Mr. Davey oversaw the initial public offering of NYX, and his experience in the digital media, sports, entertainment, leisure and gaming industries helped NYX recognize momentum as a public company. After the public offering, from 2014 to 2018, Mr. Davey oversaw seven acquisitions which helped establish NYX as one of the fastest growing global B2B real-money digital gaming and sports betting platforms. These acquisitions included:
• OpenBet: In 2016, NYX completed the $385 million acquisition of OpenBet. This was one of the more complex and transformative acquisitions that Mr. Davey oversaw at NYX. Through securing co-investments from William Hill (LSE: WMH), Sky Betting & Gaming and The Stars Group (formerly Nasdaq: TSG, TSX: TSGI), Mr. Davey was able to get the acquisition from Vitruvian Partners completed successfully, winning the deal against much larger and well capitalized competitors. By combining two established and proven B2B betting and gaming suppliers, NYX was well positioned to provide customers with exciting player-driven solutions across all major product verticals and distribution channels. This allowed NYX to become the leading B2B omni-channel sportsbook platform in the market and the supplier to over 300 gaming operators globally with an extensive library of desktop and mobile game titles, including more than 700 on NYX platforms and more than 2,000 on the OpenBet platform.
• Cryptologic/Chartwell: In 2015, NYX completed the $119 million acquisition of Cryptologic and Chartwell. The acquisition provided NYX with more than 400 titles of additional leading gaming content, a broader customer base, and direct exposure to PokerStars and Intercasino, part of the Gamesys Group (LSE: GYS) — two of the world’s largest online casino offerings.
• OnGame: In 2014, NYX completed the distressed acquisition of OnGame, a premier poker content, platform and service provider. This acquisition provided NYX with one of the best poker products in the industry, access to several regulated jurisdictions, and a valuable talent pool that was instrumental in the growth of NYX. The addition of OnGame further established a path for NYX to continue its growth in both European and U.S. markets.
These acquisitions, together with meaningful organic growth, increased NYX’s revenue from $24 million in 2014 to $184 million annualized in 2017. During that time, Mr. Davey helped build NYX to have over 200 customers in the global gaming industry and a team of 1,000 employees. Mr. Davey’s success at NYX ultimately led to its sale to Scientific Games for $631 million in 2018.
Mr. Davey joined Next Gen Gaming, the predecessor to NYX, in 2000 as the Vice President of Technology, was appointed as Executive Director in 2003 and named Chief Executive Officer in 2005. Prior to that, he was the Senior Consultant for Access Systems, a company that specializes in the provision of back-end software for licensed online casinos. Prior to joining Access, Mr. Davey worked for the Northern Territory Government specializing in matters pertaining to the internet and e-commerce along with roles in the Department of Racing and Gaming. Mr. Davey received a Bachelor of Electrical & Electronic Engineering from Northern Territory University, Australia (also known as Charles Darwin University).
Robin Chhabra — President
Mr. Chhabra has been at the forefront of corporate acquisition activity within the digital gaming landscape for over a decade. His prior experience includes leading corporate strategy, M&A, and business development at two of the global leaders in the digital gaming industry, The Stars Group (“TSG”) and William Hill, and a leading supplier, Inspired Gaming Group (Nasdaq: INSE). Mr. Chhabra served on the Group Executive Committees of each of these companies. From 2017 to May 2020, Mr. Chhabra served as Chief Corporate Development Officer at TSG and, from 2019 to August 2020, he also served as the Chief Executive Officer of Fox Bet, a leading U.S. online gaming business which is the product of a landmark partnership between TSG and FOX Sports, a transaction which he led. During that period, Mr. Chhabra led several transactions which transformed TSG into the largest publicly listed online gambling operator in the world by both revenue and market capitalization and one of the most diversified from a product and geographic perspective with revenues of over $2.5 billion. Mr. Chhabra’s M&A experience is extensive and covers multiple global geographies across the digital gaming value chain and includes the following:
• TSG/Flutter Entertainment Merger: In 2019, Mr. Chhabra led the TSG M&A team that was responsible for TSG’s $12.2 billion merger with Flutter Entertainment (LSE: FLTR). The merger between TSG and Flutter Entertainment is the largest transaction in the digital gaming industry to date. The combination created the largest publicly listed online gaming company with approximately 13 million active customers and leading product offerings, which include sports betting, online casino, fantasy sports and poker. The combined entity includes some of the world’s most iconic digital gaming brands such as Fanduel, Fox Bet, Sky Bet, PaddyPower, Betfair, PokerStars and SportsBet. TSG/Flutter Entertainment is one of the most geographically diverse digital gaming and media companies with leading positions in the United States, United Kingdom, Australia, Ireland, Italy, Spain, Germany and Georgia.
• TSG/Sky Betting and Gaming (“SBG”): In 2018, Mr. Chhabra led the acquisition of SBG from CVC Capital Partners and Sky plc, Europe’s largest media company, in a transaction valued at $4.7 billion. At the time of the acquisition SBG was the largest mobile gambling operator in the United Kingdom and one of the fastest growing of the major operators having doubled its online market share in three years. The acquisition of SBG provided TSG with (a) greater revenue diversification, significantly enhanced expertise and exposure to sports betting just ahead of the judicial overturn of The Professional and Amateur Sports Protection Act of 1992 (PASPA) by the U.S. Supreme Court, (b) a leading position within the United Kingdom, the world’s largest regulated online gaming market, (c) improved products and technology as a result of the addition of SBG’s innovative casino and sports book offerings and a portfolio of popular mobile apps, and (d) expertise in deeply integrating sports betting with leading sports media companies, positioning TSG to create more engaging content, deliver faster growth and decrease customer acquisition costs.
• William Hill (LSE: WMH): At William Hill, from 2010 to 2017, Mr. Chhabra served as Group Director of Strategy and Corporate Development where he led several transactions which contributed to William Hill’s transformation from a land-based gambling operator in the United Kingdom to a leading online-led international business. Mr. Chhabra led William Hill’s entry into the U.S. sports betting and online lottery markets with the acquisition of four businesses, including the simultaneous acquisitions of three U.S. sportsbooks, Cal Neva, American Wagering and Brandywine Bookmaking, in 2011 for an aggregate purchase price of $55 million. These businesses ultimately led William Hill to achieve a leading position in the U.S. sports betting market with a market share of 24% in 2019. Additionally, Mr. Chhabra played a key role in structuring William Hill’s successful joint venture with PlayTech Plc (LSE: PTEC) in 2008. The combined entity created one of the largest online gambling businesses in Europe at the time of its formation and led to William Hill’s buyout of Playtech’s interest for $637 million in 2013. Prior to the transaction, William Hill had struggled in its attempt to establish a strong online gaming platform and a meaningful presence outside the United Kingdom.
Mr. Chhabra has also successfully completed four transactions worth over $1.2 billion in Australia, the world’s second largest regulated online gambling market, and various partnerships in Asia. Additionally, he completed several technology and media related transactions, including William Hill’s investment in NYX, where he worked with Mr. Davey on NYX’s transformational acquisition of OpenBet.
Prior to working in the gaming sector, Mr. Chhabra was an equities analyst and a management consultant. Mr. Chhabra received a Bachelor of Science in Economics from the London School of Economics and Political Science.
Eric Matejevich — Chief Financial Officer
Mr. Matejevich is a seasoned gaming executive with extensive experience in both the online gaming and traditional casino industries. From February to August 2019, he served as Trustee and Interim-Chief Executive Officer of Ocean Casino Resort (“Ocean”) (formerly Revel Casino, which had a construction cost of $2.4 billion) in Atlantic City, where he successfully led the management team through an ownership change and operational turnaround effort. Over the course of seven months, Mr. Matejevich managed to reduce the property’s weekly cash burn of $1.5 million to an annualized cash flow run rate in excess of $20 million.
Prior to Ocean, from 2016 to 2018, Mr. Matejevich served as the Chief Financial Officer of NYX. At NYX, he focused his efforts on integrating the company’s many acquisitions and multiple debt refinancings to simplify its capital structure and provided liquidity for growth initiatives. Additionally, Mr. Matejevich was instrumental to the executive team that sold NYX to Scientific Games for $631 million.
Prior to NYX, from 2004 to 2014, Mr. Matejevich was the Chief Financial Officer of Resorts International Holdings and later, from 2011, also the Chief Operating Officer of the Atlantic Club Casino, a property under the Resorts International Holdings umbrella — a Colony Capital (NYSE: CLNY) entity. As Chief Financial Officer, he provided managerial oversight for all finance functions for a six-property casino company with annual gaming revenue exceeding $1.3 billion, 10,000 gaming positions, 7,000 hotel rooms and over 11,000 staff members during his tenure. Mr. Matejevich led the transition effort to integrate a four-casino, $1.3 billion acquisition from Harrah’s Entertainment and Caesars Entertainment (Nasdaq: CZR). As Chief Operating Officer of Atlantic Club, he lobbied for and was successful in obtaining the first internet gaming legislation passed in the United States. The Atlantic Club was the sole New Jersey casino proponent of the legislation.
Prior to serving in various gaming positions, Mr. Matejevich was a Vice President of High Yield Research for Merrill Lynch, where he managed the corporate bond research effort for the gaming and leisure sectors and marketed high yield and other debt transactions totaling $4.8 billion. Mr. Matejevich received a Bachelor of Science in Economics from The Wharton School and a Bachelor of Arts in International Relations from The College of Arts and Sciences at the University of Pennsylvania.
Our Board of Directors
Morris Bailey — Chairman
Over the past 10 years, Mr. Bailey has been a leader in turning around Atlantic City, as well as being among the first gaming executives to embrace online gaming and sports betting in the United States. In his efforts, Mr. Bailey partnered with two of the largest digital gaming companies in the world, PokerStars, part of the Stars Group, and DraftKings (Nasdaq: DKNG). In 2010, Mr. Bailey bought Resorts Atlantic City (“Resorts”) and initiated a comprehensive renovation which allowed for the property to be rebranded and repositioned. In 2012, Mr. Bailey signed an agreement with Mohegan Sun to manage the day-to-day operations of the casino. In addition to Mohegan Sun’s operational expertise and ability to reduce costs via economies of scale, Resorts gained access to their robust customer database. Soon thereafter, Mr. Bailey and his team focused on bringing online gaming to the property. In 2015, Resorts established a platform to engage in online gaming by partnering with PokerStars, now part of the $24 billion Flutter Entertainment, PLC (LSE: FLTR), to operate an online poker room in Atlantic City. In 2018, Resorts announced deals with DraftKings and SBTech to open a sportsbook on-property and online. For 2020 year-to-date, Resorts has performed in the top quartile in internet gross gaming revenue in New Jersey. Mr. Bailey’s efforts in New Jersey helped set the framework for expansion of online sports and gaming throughout the United States.
In addition to his gaming interests, Mr. Bailey has over 50 years of experience in all facets of real estate development, asset M&A, capital markets and operations and is the founder, Chief Executive Officer and Principal of JEMB Realty, a leading real estate development, investment and management organization. Mr. Bailey has notable investment experience within the energy, finance and telecommunications sectors through investments in the Astoria Energy Plant, Basis Investment Group and Xentris Wireless.
Tony Rodio — Director Nominee
Mr. Rodio has nearly four decades of experience in the gaming industry. Most recently, Mr. Rodio served as the Chief Executive Officer and director of Caesars Entertainment Corporation (“Caesars”) (Nasdaq: CZR), one of the world’s most diversified casino-entertainment providers and the most geographically diverse U.S. casino-entertainment company, from April 2019 until its acquisition by Eldorado Resorts, Inc. in July 2020. Mr. Rodio led Caesars through its $17.3 billion merger with Eldorado Resorts, one of the largest transactions in the gaming industry to date. Additionally, Mr. Rodio was instrumental to Caesars’ expansion into the digital gaming industry and oversaw the implementation of new digital segments such as its Scientific Games powered retail sportsbook solution that now operates in various states throughout the U.S. From October 2018 to May 2019, Mr. Rodio served as Chief Executive Officer of Affinity Gaming. Prior to Affinity Gaming, he served as President, Chief Executive Officer and a director of Tropicana Entertainment, Inc. (“Tropicana”) for over seven years, where he was responsible for the operation of eight casino properties in seven different jurisdictions. During his time at Tropicana, Mr. Rodio oversaw a period of unprecedented growth at the company, improving overall financial results with net revenue that increased more than 50% driven by both operational improvements and expansion across regional markets. Mr. Rodio led major capital projects, including the complete renovation of Tropicana Atlantic City and Tropicana’s move to land-based operations in Evansville, Indiana. Each of these initiatives, among others, generated substantial value for Tropicana. Ultimately, Mr. Rodio’s efforts at Tropicana led to its sale to Eldorado Resorts in 2018 for $1.85 billion. Prior to Tropicana, Mr. Rodio held a succession of executive positions in Atlantic City for casino brands, including Trump Marina Hotel Casino, Harrah’s Entertainment (predecessor to Caesars), the Atlantic City Hilton Casino Resort and Penn National Gaming. He has also served as a director of several professional and charitable organizations, including Atlantic City Alliance, United Way of Atlantic County, the Casino Associations of New Jersey and Indiana, AtlantiCare Charitable Foundation and the Lloyd D. Levenson Institute of Gaming Hospitality & Tourism. Mr. Rodio brings extensive knowledge of and experience in the gaming industry, operational expertise, and a demonstrated ability to effectively design and implement company strategy. Mr. Rodio received a Bachelor of Science from Rider University and a Master of Business Administration from Monmouth University.
Marlon Goldstein — Director Nominee
Mr. Goldstein is a licensed attorney with nearly 20 years of experience in the gaming space. He joined The Stars Group (Nasdaq: TSG)(TSX: TSGI) in January 2014 as its Executive Vice-President, Chief Legal Officer and Secretary until his retirement from the company in July 2020 following the merger of TSG with Flutter Entertainment, PLC (LSE: FLTR). Mr. Goldstein also previously served as the Executive Vice-President, Corporate Development and General Counsel of TSG. Mr. Goldstein was also the senior TSG executive based in the United States and was one of the primary architects of TSG’s strategic vision for its U.S.-facing business. During his tenure, TSG grew from an approximately $500 million market-cap company to an approximately $7 billion market-cap company through a combination of organic growth and strategic mergers and acquisitions. Mr. Goldstein participated in numerous M&A transactions and capital markets offerings at TSG, including several transformational transactions in the digital gaming industry. Notable transactions in which Mr. Goldstein was involved include:
• TSG/Flutter Merger: In 2019, TSG merged with Flutter for a $12.2 billion transaction value, the largest transaction in the digital gaming industry to date.
• TSG/Fox Bet Partnership: In 2019, TSG entered into a partnership with FOX Sports to create FOX Bet in the U.S., a leading U.S. online gaming business. Wall Street Research estimates an approximate $1.1 billion valuation for Fox Bet post-partnership with The Stars Group.
• TSG/Sky Betting & Gaming: In 2018, TSG acquired Sky Betting & Gaming, the largest mobile gambling operator in the United Kingdom at the time, for $4.7 billion.
• TSG/CrownBet and William Hill: In 2018, TSG simultaneously acquired CrownBet and William Hill, two Australian operators, for a total of $621 million in a multi-part transaction.
• TSG/PokerStars and Full Tilt Poker: In 2014, TSG acquired The Rational Group, which operated PokerStars and Full Tilt and was the world’s largest poker business, for $4.9 billion.
Through his ability to legally structure large and complex transactions, Mr. Goldstein was integral to TSG’s vision of becoming a full-service online gaming company. Additionally, he assisted in structuring TSG’s capital markets activity, which generated liquidity for acquisitions and strengthened its balance sheet.
Prior to joining TSG, Mr. Goldstein was a principal shareholder in the corporate and securities practice at the international law firm of Greenberg Traurig P.A., where he practiced for almost 13 years. Mr. Goldstein’s practice focused on corporate and securities matters, including mergers and acquisitions, securities offerings, and financing transactions. Additionally, Mr. Goldstein was the founder and co-chair of the firm’s Gaming Practice, a multi-disciplinary team of attorneys representing owners, operators and developers of gaming facilities, manufacturers and suppliers of gaming devices, investment banks and lenders in financing transactions, and Indian tribes in the development and financing of gaming facilities.
Mr. Goldstein brings experience and insight that we believe will be valuable to a potential initial business combination target business. Mr. Goldstein received a Bachelor of Business Administration with a concentration in accounting from Emory University and a Juris Doctorate with highest honors from the University of Florida, College of Law.
Sean Ryan — Director Nominee
Mr. Ryan is a digital media and technology operator with extensive global experience in online payments, e-commerce, marketplaces, mobile ad networks, digital games, enterprise collaboration platforms, blockchain, real money gaming and online music. Since 2014, Mr. Ryan has been serving as Vice President of Business Platform Partnerships at Facebook, Inc. (“Facebook”) (Nasdaq: FB), where he leads a more than 500 person global organization that manages the Payments, Commerce, Novi/Blockhain, Workplace and Audience Network businesses. Prior to his current role, Mr. Ryan was hired in 2011 as the Director of Games Partnerships to lead and grow the global Games business at Facebook. While the Director of Games Partnerships, Mr. Ryan focused on re-shaping Facebook’s games and monetization strategies to derive more value for Facebook, its users and its partners, including the addition of a Real Money Gaming offering in regulated markets. Mr. Ryan’s team helped accelerate a major trend in engagement through cross-platform games and therefore the opportunity to increase users through establishing games on multiple platforms. Prior to joining Facebook, Mr. Ryan created the new social and mobile games division at News Corp, an American multinational mass media corporation controlled by Rupert Murdoch. While at News Corp, Mr. Ryan led the acquisition of Making Fun, a San Francisco social-game start-up, that created News Corp’s games publishing division.
Before joining News Corp., Mr. Ryan founded multiple digital businesses such as Twofish, Meez, Open Wager and SingShot Media. Mr. Ryan co-founded Twofish in 2009, a virtual goods and services platform that provided developers with data analytics and insights for individual application’s digital economies. Twofish was later sold to online payments provider Live Gamer, where Mr. Ryan served on the board of directors. From 2005 to 2008, Mr. Ryan founded and led Meez.com, a social entertainment service combining avatars, web games and virtual worlds. The white label social casino gaming company Open Wager was spun out of Meez and was later sold to VGW Holdings, Mr. Ryan also co-founded SingShot Media, an online karaoke community, which was sold to Electronic Arts (Nasdaq: EA) and merged into its Sims division.
We believe Mr. Ryan’s experience will be valuable to a potential initial business combination target and would provide an expanded perspective on the digital gaming landscape. Mr. Ryan received a Bachelor of Arts from Columbia University and a Master of Business Administration from the University of California, Los Angeles.
Tom Roche — Director Nominee
Mr. Roche has more than 40 years of experience in the gaming industry as a regulator, advisor and independent auditor. Mr. Roche joined Ernst & Young (“EY”) as a partner in 2003 and opened its Las Vegas office. He was subsequently appointed as the Office Managing Partner and Global Gaming Industry Market Leader. In 2016, Mr. Roche relocated to the EY Hong Kong office to supervise the expansion of the EY Global Gaming Industry practice in the Asia Pacific region. Mr. Roche has been integral to numerous transactions that have shaped the current gaming landscape, including:
• Wynn Resorts (Nasdaq: WYNN) initial public offering: Mr. Roche was the lead partner on Wynn Resort’s initial public offering, which raised $450 million in 2002.
• Harrah’s Entertainment/Apollo Management Group & Texas Pacific Group: Mr. Roche headed the regulatory advisory services on the buyout of Harrah’s Entertainment, the world’s largest casino company at the time, for $17.1 billion.
• Dubai World/MGM Resorts: Mr. Roche headed the regulatory and due diligence advisory services to Dubai World in its approximately $5.1 billion investment in MGM. Dubai World bought 28.4 million MGM shares, or 9.5 percent of the casino operator, for $2.4 billion. It then invested $2.7 billion to acquire a 50% stake in MGM’s CityCenter Project, a $7.4 billion 76-acre Las Vegas development of hotels, condos and retail outlets.
• MGM Growth Properties (NYSE: MGP) initial public offering: Mr. Roche provided tax and structural transaction services to MGM Resorts in the creation of MGM Growth Properties, a publicly traded REIT engaged in the acquisition, ownership and leasing of large-scale destination entertainment and leisure resorts. MGM Growth Properties raised $1.05 billion in its 2016 initial public offering.
Mr. Roche also directed EY advisory services to boards and management teams for profit improvement and technology related initiatives. In addition, Mr. Roche provided advisory support to the American Gaming Association on several research projects, including those specifically related to sports betting, the revocation of The Professional and Amateur Sports Protection Act of 1992 (PASPA) and anti-money laundering best practices in the gaming industry. Equally, he has assisted government agencies in numerous international locations with enhancing their regulatory approach to governing the industry especially in the online gambling sector.
Prior to joining Ernst & Young, Mr. Roche served as Deloitte’s National Gaming Industry Leader and as the co-head of Andersen’s Gaming Industry Practice in Las Vegas. In 1989, Mr. Roche was appointed by then Governor of the State of Nevada, Robert Miller, to serve as one of three members of the Nevada State Gaming Control Board for a four-year term, where he was directly responsible for the Audit and New Games Lab Divisions. As a board member, he spent a substantial amount of time assisting global jurisdiction regulators enact gaming legislation in the design of their regulatory structure. During his career, Roche has been involved in numerous public and private offerings of equity and debt securities. His background includes providing casino regulatory consulting services to casino licensees and to federal and state agencies including the National Indian Gaming Commission and the Nevada State Gaming Control Board, and industry associations such as the Nevada Resort Association and the American Gaming Association.
We believe Mr. Roche’s highly regarded reputation as a gaming auditor and advisor in the gaming industry will be valuable for us and a potential business combination target. Mr. Roche is a member of the American Institute of Certified Public Accountants and is licensed by the Nevada State Board of Accountancy and Mississippi State Board of Public Accountancy. He received his Bachelor of Science degree in Accounting from the University of Southern California.
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I need your help and advise

I’m 23 Australian and I’m having a really hard time. I’d really appreciate everyone’s advise and opinion.
So my story is a long one but I’ll try make a long story short.
In the year 2000 When I was 2 years old my father had a horrible car accident on an old country road, he lost half of his arm. He nearly died and was airlifted to a near by hospital. The doctors immediately put him under and began surgery. The surgery went for 24 hours and the doctors nearly lost him multiple times. Thank god that he managed to pull through and the surgey was a success. The doctors sowed his arm back on and luckily he had gained his mobility in his arm. He is currently 60 years old and working and doing very well.
During that time he was in hospital my mother used to have to find any random baby sitters for me. Any single person she could find to take care of me because my dad was a destroyed mess and there is no way a 2 year old could see that image. Not to my mothers knowledge, some of those baby sitters who took care of me didn’t treat me so well. This caused extreme anxiety from being away from my mother growing up. When I was 5-6 I couldn’t leave my mothers side for a second. If she left me even to walk from her room to the kitchen I would have a full blown anxiety attack and start screaming and crying. It wasn’t a good situation for my mother and my parents relationship. I’d have to sleep next to her every night. Ultimately this meant that I could not attend school as it would get to the point where I would get violent.
She eventually tried to homeschool me but unfortunately it just never worked out and I got an extremely poor formal education. However I ended up growing out of the emotional baggage I had and the anxiety stopped when I hit around 9 years old. I was ready to go to school but by then I was so far behind all the other kids that it almost seemed useless. I tried to get extra attention from teachers but it never worked out.
I slowly bludged and copied my way through school and ended up dropping out in year 8, which is equivalent of early middle school, I was About 14. I got a job mowing lawns and ended up quitting that, and just ended up becoming addicted to drugs and hanging out with criminals much older then me, and doing some ridiculous shit. I don’t regret that stuff because The street smarts and character that I developed made me the man I am today. But looking back I wish I was an A grade student aswell.
I ended up straightening myself out later on in life when I was about 17, getting off the drugs, started lifting weights and had a couple of mma/boxing fights to get me back in a healthy direction. By 18 I had met my sweet heart who I am still with. She’s my angel and sent me on the right direction. I swore that one day I would give her the good life no matter how average my life had been before I met her.
I knew that having a job and career probably wasn’t my path and how I would achieve success. Every time I got a job I got the exact same anxiety feeling of being at school without my mother.
So I dived into entrepreneurship. I wrote a book but never published it, I started a small fencing busniess, but it went under, I tried selling things online with e-commerce, and lots of other things.
I’ve failed all these attempts at busniess and I know that one day I will start a busniess and it will be a success. I’d like to open a gym one day and franchise it out. But that’s for another time.
Right now my goal in life is to become a successful real estate investor. I’m starting to get older and I really want to start making progress and I know that most millionaires make there money from realestate. I wake up at 4:00 every morning and go to the gym then after read realestate books before going to work.
Last year In September I bought my first investment property and plan on buying another one this year.
As for what job I do at the moment I work in construction.
I had a good job as a sales manager for rockstar energy in 2019. I wanted to give the corporate world a go but I knew that the only thing I was qualified to do was sales. I could learn that because I didn’t need an education or be smart. Just needed to know how to talk to people. I read 10 sales books in a month then called up a shitty door to door sales company selling solar panels, they gave me a job and that was enough experience to lie on my resume. I managed to lie through an interview at rockstar energy and land a very good corporate job.
Long story short I unfortunately lost that job. In an attempt to be an Entrepreneur, I started a distribution business importing Turkish Redbull and selling it to the same clients I was selling rockstar too. Such as Bp, 711, United etc. this was a failure as it’s illegal to sell Turkish Redbull here and I also lost a lot of money and my job once I was found out.
After loosing this job I was devastated. I was a dumb poor kid that had finally made it to a really good job and my family and girlfriend was so proud of me, and I fucked it all up.
After that I said I needed to get serious, I can’t play games like that, I need to focus on becoming successful and take calculated moves instead of big gambles.
So after I got fired I ended up getting a job doing landscape maintenance, mowing lawns, cutting hedges doing irrigation. The only job I’ve ever really enjoyed. And I managed to buy an investment property on that wage. I was taking home about $1000 a week which is not bad for a 23 year old but In reality I know that when me and my girlfriend move in together and potentially have kids as well as funding the real estate portfolio, that income is not gonna be nearly enough.
So end of 2020 I made a phone call and managed to get a job as an apprentice as a civil landscaper. Doing much much bigger projects. The pay currently is about the same as I was doing landscape maintenance, but im a first year apprentice, every year the pay goes up and the fully qualified civil landscapers make anywhere from $1600-$2500 a week take home after tax. This is the kind of money where you can live a good life and provide.
However I’ve never hated anything in my life so badly as this job. I want to beat the fucking shit out of my co workers, the job sites are an hour drive away minimum, the hours are 6:45am-5:30 pm Monday - Saturday. and the work is shit. My relationship is suffering because I barely see her. My house is a mess because I’m never home. I’m up at 4:00 in the gym at 4:30, read for an hour, leave for work, get there, finish at 5;30, get home at 7:00, make lunch and then go to bed at 8:00. It’s sad But it has that 6 figure income potential. The hours won’t always be like this but currently they are. I go from pure anger to balling my eyes out every day. I feel exactly like I did when my mother used to leave me at those strangers house as a kid.
I’ve told my dad recently how much I hate this job and he has said me and him should start a busniess together building fences like I originally did. The money can be pretty good and I have potential to make $1600-$2000 a week but probably not after tax. But still a good living. I’d have more flexibility in my life and could do more with my time. However it makes getting lending from the banks extremely hard. Getting loans as a busniess owner compared to an employee makes it 10x harder, even if I make my dad the owner of the busniess and me the employee the banks still will check in and make it harder. And my original plan is to keep investing in real estate, that’s my ticket to success anyway.
And then my old boss is calling me asking me to come back and mow lawns and cut hedges for $1000 a week. Although I’d like to do that, I can’t take the risk. What if real estate doesn’t go to plan and I end up failing and My back up plan is just mowing lawns. How could I feed my family on that wage ?
I feel like I’m about to have a mental break down. I’m scared I hate my life and feel suicidal (don’t worry I’m not going to do it)
The main issue is my over thinking, there are pros and cons to each option and they are tearing me apart, I don’t know what to do. All day it runs through my mind on which direction to take. I know I should probably see a shrink and I will but regardless if they calm me down they still don’t have the answers and that’s what I need.
I just want to be successful.
what do you guys think ?
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Website design in Leicester and around the East Midlands

Website design in Leicester and around the East Midlands

How to accelerate ecommerce growth


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How to accelerate ecommerce growth. To enable speed in e-commerce, companies need to get a bewildering number of things right. But we’ve found that three elements are particularly important: a test-and-learn culture, operations to support rapid reaction, and a customer-first commitment.

Testing and learning

Research shows that more than 50 percent of companies whose revenue growth is in the top 10 percent are more effective than their industry peers at testing ideas, measuring results, and executing changes to products, services, and ways of working. A prerequisite of successful testing and learning is an acceptance of failure as the cost of uncovering new knowledge. Recent McKinsey research shows, in fact, that respondents at successful organizations are more than twice as likely as their peers elsewhere to strongly agree that employees are rewarded for taking an appropriate level of risk. Digital natives have this mindset as part of their DNA and support it in three ways.

Embed learning

A culture of learning has to extend to every corner of an organization, but it starts with leadership. At top-performing companies, senior leaders continuously scan for new tools and practices that can accelerate performance, taking the time to learn a new solution at least monthly, compared with quarterly at slower-moving companies. They also take steps to spread knowledge. When Procter & Gamble set about building a digital culture, the consumer-packaged-goods (CPG) giant, founded in the 19th century, started with learning. It created an array of platforms, programs, and training modules to broadcast knowledge and extend training throughout the organization. Its Digital Genius Academy, for example, aimed to upskill everyone in the company in online sales and marketing fundamentals. Another program paired middle and senior managers with digital-subject-matter experts, who were usually junior, to ensure knowledge traveled both up and down the hierarchy.

Reward experimentation, even when it fails

A cornerstone of digital culture is the ability to continuously improve and innovate. Teams are empowered to test, learn, and improve without the need for a cumbersome approval process, allowing them to test new go-to-market approaches, improve the e-commerce platform, or even get new products to market first. Incentives need to be in place to support this approach. At ShopRunner, for example, executives are asked in their reviews to describe recent failures. If the failures hadn’t cost the company money, the executives didn’t get their bonuses. Incentives include providing employees with ownership and decision rights. Atlassian, an Australian enterprise-software company, hosts quarterly ShipIt Days, in which employees have 24 hours to work on anything innovative they want, provided it relates to an Atlassian product, and then present the work to the company. The company also allows employees to spend 20 percent of their time developing their own innovative ideas.

Rapid-reaction operations

Truly digital players have fully integrated e-commerce and digital sales with the rest of the value chain. This allows them to quickly react to new customer demand, adapt existing offerings, introduce new products and services, and deliver them to customers fast.
Doing this well starts with being able to spot opportunities quickly. That requires good data and a commitment to using it. Nearly half of the best-performing companies in a recent survey, in fact, collect and analyze customer data at least weekly, compared with just 16 percent on average. Companies then need to have the operational flexibility to move quickly to go after those opportunities. Take Vistaprint, a global e-commerce company that produces customized marketing materials for small businesses. Driven by the COVID-19 pandemic, in late March, Vistaprint supported a local fire department in Ontario, Canada, in developing face shields for frontline workers. By early April, after this successful run, it had reconfigured its Ontario manufacturing site and produced its first 3,000 shields for the Ontario health system. Learning from the experience, it has now scaled its mask-making operations, offering customized, stylish face masks globally.
Agility in operations and supply chain has a cumulative strategic advantage. By the time a competitor shows up with a me-too product, the first mover will have rolled out scores of improved versions and already established a solid go-to-market approach. We found that during the crisis, many companies were able to make changes to their e-commerce front-end capabilities but struggled to adapt their logistics to support the surge in demand.
Walmart, known for its ubiquitous big-box stores, has invested heavily in digital operations over the past decade. Its digital process has been put to the test during the COVID-19 crisis. When its 45 online fulfillment centers were pushed beyond capacity, the retailer turned its physical stores into mini warehouses, which allowed the company to expand its “ship from store” offer to 2,500 retail locations.
These tasks are never “done.” It’s important to continually monitor and measure results and push for improvements.

Action focused on delighting customers

One reason that focusing on the customer accelerates a business’s pace is that it helps to provide clarity and focus about what is needed and cuts down on doing things that don’t add value.
Successful digital innovators treat customer satisfaction as a primary business goal. In practice, that means investing heavily in analyzing and mitigating any customer friction points and embracing a zero-defects mentality. How do they do that? The best companies intimately understand their customers’ experience, focus on the details of what their customers really want, and layer in data to fill out the picture. To drive this focus, they use data and analytics to synchronize the e-commerce experience with physical stores, social media, inside sales, customer care, and other customer-facing channels, making it seamless for the customer to shift among them.
A good example of this focus on what the customer wants is Best Buy, a US consumer-electronics retailer. When COVID-19 hit, customers could no longer come to Best Buy stores, but they were still shopping online and wanted their products quickly. So, in just 48 hours in March, Best Buy built and rolled out a contactless curbside pickup service that has since been extended to 1,000 stores. The effort included everything from new staging areas in the stores to new roles for sales associates. Best Buy’s US online sales increased more than 250 percent, and about 50 percent were fulfilled via curbside pickup.
For businesses today (both B2C and B2B), omnichannel has become a cornerstone of great customer experience. A recent research study says 40 to 65 percent of consumers intend to continue using contactless services, such as buy online and pick up in store and curbside pickup, even after the crisis is over.

How to make the change

Becoming a fast-moving e-commerce company requires a lot of things to happen at most large companies. However, we have found that executives should focus on getting three things right.

Understand what good looks like

As simple as this may seem, many executives have real trouble knowing what excellence is in the digital realm. Even for the most experienced executives, it is crucial to step out of the day-to-day, look outside the organization, and reimagine the business. That can happen in many ways, from setting up an internal group of experts, or “tiger team,” to review the business independently to visiting top-performing companies to see how it’s done. One large consulting firm decided it needed to move away from using a cost-plus pricing model to becoming a digital-enabled solutions provider. This involved a hard look at what other forward-thinking firms were doing to serve their customers and what actions the company would need to take in order to carry out the internal shift.

Be comfortable testing your way to the answer

Even when a company has a vision of where it wants to go and what good looks like, leadership may find it difficult, even impossible, to chart a direct path to get there. In digital, so much is unknown that traditional planning—sizing up a potential opportunity and developing the capabilities to seize it—isn’t possible. This is where a test-and-learn mindset is most valuable. By creating a safe place for line leaders to “test the ground” through small pilot programs and learning from their success or failure, leaders can course-correct until the best path forward becomes clear. When done well, this begets an iterative cycle of testing, learning, and planning—for example, developing a series of A/B tests or testing minimum viable products in the marketplace.
Because executives are uncomfortable with uncertainty and unfamiliar with the idea of testing their way to a plan, however, they often either starve the effort of the necessary resources or recklessly throw money and time at it without any guardrails. The test-and-learn approach is most effective when it has some basic disciplines combined with the appropriate investment and freedom to fail and succeed.

Walk in your customer’s shoes

Most executives will say that their companies are customer-centric, but often the reality is that business pressures, stakeholder demands, and market forces are top of mind. Even when leaders do commit to trying to better understand the customer (think Undercover Boss), they generally just end up experiencing the employee’s perspective, not the customer’s. For example, visits to the front line to listen to customer complaints or serve customers in stores may provide a window into employee–customer interactions, but they fall short of developing deep customer insights.
Instead, we’ve found it’s much more eye opening to analyze individual customer journeys in depth for one to two hours with six to eight company leaders. This allows executives to really question each step of the process and understand what the customer is experiencing. At one company, executives listened to a single interactive-voice-response (IVR) experience and learned that it wasn’t until 45 seconds into the call that the customer was able to make the first choice. That simple example with a single customer drove home the nature of the pain point. The team prioritized streamlining the IVR process so that the first interaction could happen within ten seconds.
Any effort to quickly scale e-commerce requires significant resources, from new kinds of talent to data analytics to IT infrastructure. While those resources are critical, we continue to believe that a learning mindset that values speed over perfection, embraces failure as much as success, and empowers team members is even more critical, and you can start the change today. Without that mindset, all the resources in the world will not result in a truly digital organization.

We hope you enjoyed this article, intended to help improve our client’s profitability. It reflects the care SwiftERM offer. If you haven’t already done so, then please enjoy a FREE month’s trial and let us know what you think. Register

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An Industry Deep Dive on How Games Became a Service

Disclaimer: All facts stated in this essay are verifiable and have been researched beforehand.
2013 marked a big year in many aspects for the video game industry, it was a good year for new IPs and (some) sequels if you were a AAA developer. Sony fans may remember being introduced to The Last of Us for the first time as you embarked on a journey as Joel Miller through a post-apocalyptic United States, or if your name was Artyom continued a post-apocalypse Soviet Russian adventure in Metro: Last Light. Reboots were also in affair; Tomb Raider and Devil May Cry made their comebacks with flair and breathed new life into some of gaming's historic franchises. It was also a year that marked the end of certain beloved trilogies with titles such as Bioshock: Infinite and Crysis 3. These were times of big feels, new beginnings, and more importantly: new ideas to create the proverbial ten year cash cows.
You see while all this time you were reminiscing about a heartbroken Joel crying to the tune of Gustavo Santaolalla’s emotional guitar riffs in the background, 2013 was also a year that changed gaming in subtle ways you may not have realized. GTA V made its meteoric rise to the top of the unquenchable stream of revenue in digital media history, meanwhile Valve was setting the stage when it released Dota 2 that was the first ever video game to introduce the concept of a Battle Pass: a name which will live in infamy.
There is a lot to unpack here so we’ll try our best to go in a coherent order. GTA V answered a key question that has been lingering for a long time in the AAA video game business model: can you make games as a service?
Picture yourself tearing down the freeway in the supercar of your dreams, the sun is shining and you are blasting your favourite tunes, to your right is the horizon of a crystal blue pacific ocean, you receive a call from one of your “business partners” about a proposition to earn some tax-free income so you can pay for a superyacht at some point in your career, why? Because crime pays and the fun never ends. Rockstar had perfected the model of what unfettered freedom looks like in a virtual world, and in a genius move, released GTA Online in just two weeks after initial release. Needless to say it was a success, in fact it was more than just that, it became the envy of video game business executives.
The question is often raised and answered, and then forgotten about, and then asked again about why AAA companies don't make one-and-done IPs anymore. At least, very few of them seem to do it.
If $595 million in 2019 from GTA Online alone doesn’t answer the question for you, I don’t know what else will. You see Rockstar didn’t intend for its online component to be as successful as it is. The addictive gameplay loop and highly-detailed compelling world that seduced a large portion of its players (and by extension: the market) was just the elevator pitch. Like any great formula, it needs constant improvement as our old Bethesda buddy Todd Howard always likes to parrot “Great games are played, not made” by that logic then how do you keep a game great then? You keep playing it? How do you keep playing a game? (Well according to Todd its by letting your community of modders finish the game for you)
What Rockstar did was added weekly updates, paid close attention to the needs of its community, had a look at the graphs and noticed only 27% of its players had actually completed the single player campaign (keep in mind this statistic is over 7 years old and may have changed significantly). For the first time GTA broke its tradition by not making expansions for the single player, which is what it was always known for. The Beach Bum update was released for free the following month for GTA Online players and the rest is history. Just kidding GTA Online is releasing a new free game update this December which will expand the playable game world, oh and it's got military submarines and a new plot “a la James Bond”. Seeing the… evolution of what was a game about stealing cars has been an interesting journey so far.
According to gamstat.com and Steam charts, a conservative number of 1.4 million players across PC, PS4, XB1 log-in daily to play GTA Online. The game - even 7 years later - stays consistently in the top 10 of most played games across both consoles.
So this was the Rockstar Games model: forget about single-player because statistically, nobody really cares, let's just focus on our multiplayer because its getting more attention, free updates for everyone to keep them busy, we’ll gradually inflate the fuck out of everything seven years down the line because there’s just gonna be so much content that you’ll need 800 of your real dollars at some point in a recent update if you want to buy all the content, what was that you want to grind for it? Jokes on you, you'll be there forever. This game will be your second job after you come home from your first job, you’ll be too lazy to grind for hours to get a car so why not just buy a shark card? You’re gonna get paid at the end of the month anyways, it's not a big deal.
Well lo and behold, it just works. (Shut up Todd, you’re partly to blame here!)
It is a sound business model, and one that even overshadows Red Dead Redemption 2 which has witnessed a significant dwindling in its online engagement.
In this second part we’ll look at Valves' introduction of the Battle Pass or “Compendium” system in Dota 2 and how 4 years later, it would be adapted and popularized by Epic Games’ Fortnite. Before we dive in, let’s take a little trip to 2004.
You’re on the computer in the living room of your parents house and you’re playing South Korean based Wizet studio’s MapleStory. You don’t have a console and you’re not allowed to play violent video games because your mom is too strict and also because she’s listening to mainstream media rant on how Halo 2 is making children too violent. So you’re stuck with MapleStory, it’s nothing to speak of graphically because it's a 2D side scrolling RPG, but hey it’s free to play and it's Massively Multiplayer Online so at least it has other real people playing it. While you’re playing it, you’re having fun because you find out you can actually do a variety of things even though it's just an innocent 2D looking game. You can chat, trade things with real players, perhaps even band together in a party and go on quests in MapleWorld. One thing is making you envious though: you can’t stop going back to the Cash shop because of all the dope looking outfits you think would look good on your character, and also because other folks are flexing them in your party. In come the “Gachapon tickets” (now for historical accuracy we’ll pretend you’re an expat living in Japan because at the time it was just a japanese thing), a Gachapon is basically a machine that sells capsules containing little toys in them, what capsule you got after inserting your coin was completely random - remember the word Gachapon as we’ll get to it later - MapleStory in Japan allowed for users to pay just 100 measly yen ($1.00) for a Gachapon ticket so you could buy whatever you wanted at the Cash shop, you convince your mom because it’s cheap and because you somehow convinced her that it was not a scam?
Hooray you can finally impress your party with the new gear you just got! You can continue playing the game to your heart's content.
Little did you know that MapleStory would be the inspiration for a special surprise in your gaming experience which we’ll get to in a moment.
Across Asia in the late noughties, it was the free to play titles that generated a considerable amount of income because of their popularity with internet cafe goers and people who weren’t wealthy enough to afford expensive tech. The games were free, accessible because of the growing mobile market in exchange it offered cheap but optional microtransactions to recoup for its development costs. ZT Online (2007) was a chinese developed game that took full advantage of the free to play model, offering optional microtransactions for its committed players and raked in a reported $15 million per month. The first ever mobile game to hit the $1 billion milestone was Puzzle & Dragons released in 2011. In North America and Europe during the social-network heyday saw Zynga develop free to play mobile games such as FarmVille, Zynga Poker, Words with Friends, etc.
Now it’s been a good few years since you were playing shitty 2D side scrolling games, you want to be a part of the big leagues and play some shooters! The year is 2010 and you’re having the time of your life whooping ass in Team Fortress 2, a pioneer of the “hero shooter” genre. It’s September and you are eating a sandvich (nom) while watching your favorite YouTube gaming channel talk about crates containing random loot that can be accessed by purchasing keys, it’s exciting! You’re old enough and mature by your moms standards to be playing TF2 so you use your pocket money allowance to buy these keys so you can later brag to your school friends or online forums. You also learn that Valve is transitioning the game to free-to-play so that it can attract more users. (Are you noticing the pattern here?)
Valve has always been ahead of the curve when it comes to monetization in video games and it’s remarkable how they achieve this, because if you were following the news at the time you’ll remember that when Valve made Team Fortress 2 free-to-play, it dominated the Steam charts f2p list for a reasonable time. 3 years after it became free-to-play, TF2 was reported making $139 million per year alongside Counter Strike which is also a beefy 9-figure earner for the company. This is notwithstanding the fact that Valve has the monopoly on the PC gaming market with Steam which takes a 30% cut of every video-game sale. You really cannot stop the Gaben.
During the time that Valve were transitioning to the free-to-play model they hired Greek-Australian economist and former Greek finance minister, Yanis Varoufakis to research virtual economies. What occurred a few years later was a growing trend of MMOs and MOBAs transitioning to a free-to-play model, starting in 2011 with popular games such as Star Trek Online and Lord Of The Rings Online, adding microtransactions as a means to stay sustainable.
The TF2 crates and keys were another way of interpreting the Gachapon philosophy, get a key to open your “capsule” but leave it to RNG to decide the fate of your purchase.
Valve were the first of the AAA gaming industry to popularize this practice but also to have perfected the art of recurrent user spending, of course what we also saw was a decline in release of new games but we’ll get to that in a bit. Now other video game publishers took notice of Lord Gaben’s business savvy and decided to find their own ways to create additional revenue streams.
Electronic Arts, the founders of “surprise mechanics” decided to monetize FIFA Ultimate Team in 2010 by offering players the opportunity to purchase virtual trading cards as a means to generate extra revenue on a reliable IP with a loyal fanbase. This worked predictably in EA’s favour as of recent 2020 financial reports they have generated $1.49 billion in revenue from FUT alone.
EA being EA wanted to further inflate their sense of pride and accomplishment by using the Gachapon philosophy (a philosophy which worked with free-to-play titles for reasonable causes) by creating their first loot-boxes, now because they’re EA, didn’t bother to transition their games to the free-to-play model, that idea probably got laughed at during a board meeting. These motherfuckers literally decided to have their cake and eat it for all the public to see.
2 years later in 2012 at the release of Mass Effect 3, EA implemented loot boxes into the multiplayer component of the game, in fact they did so with all of their multiplayer IPs: Battlefront, Battlefield. The reason why loot-boxes is a perverted version of the Gachapon ticket (and sorry if I use this word a lot) is because it contains cut content that allow for in game advantages so the gamers ™ have no other option but to gamble their money for something that is not even guaranteed they’ll have because grinding for it will take some ridiculous hundreds of hours of your time.
EA popularized the loot-box which I like to keep separate from Gachapon because the two are fundamentally different. Loot-boxes are gameplay/XP modifiers you have to pay for on top of the full retail price of the game you already bought. Gachapon tickets is a means to support a developer that made a base game free-to-play.
What happened following the increase in quarterly earnings for Electronic Arts after their loot-box boom were a bunch of other companies copying the exact same thing ad nauseam but putting their own “creative” spin on it: Counter Strike: GO did it with weapon cases, Battlepacks for Battlefield 4, COD: AW with Supply Drops.
Overwatch went as far as including loot-boxes to be part of its meta in 2016, other core AAA games following suit, COD, Halo 5, LoL, you name it it probably has it. Fast forward to 2017 and EA are in legal battles with governments about loot boxes and the industry is now getting cold feet. Fortnite becomes the latest trailblazing success. Which is where Valve were once again: ahead of the curve.
You remember at the beginning of this case study where Valve were the first to come up with the concept of a Battle Pass? So in 2013, Dota 2 devised what they called “The Compendium” a business model based on the Season pass or Season ticket used in sports for NFL or Baseball. The models are basically identical: you pay a one time fee for access to an event that typically lasts 3 months. This model works far better than the loot box because it incentivizes players to grind for content they know are guaranteed to get. The player only pays a one-time fee (usually in the $10 price point) giving them a sense of getting their money's worth, I fall for this myself because it is marketed incredibly effectively.
Furthermore the seasonal model “drip-feeds” content, so these may be gameplay modifiers, XP enhancements, unique limited edition content (weapons, shaders, armours) so the more you progress, the greater the benefits.
Now Dota 2 uses the proceeds of Battle Pass sales towards the seasonal tournaments prize pool. For other companies like Bungie it is most likely towards development of new seasonal content or Eververse items.
So during the whole loot-box orgy that lasted a good 5-6 years. Valve were profiting from the seasonal model, Epic Games took note and decided it would use the same thing for their new shooter. In Summer of 2017, Fortnite broke records as one of the highest-grossing free-to-play battle royale titles of the decade, having been downloaded a recorded 350 million times and generating $1.8 billion in revenue in its first year. It was clear at that point the free-to-play model with a season pass and microtransactions store guaranteed a stable platform. 3 years later, Fortnite is projected to make $5 billion at the end of this fiscal year, and has registered 3.2 billion hours of playtime. Now this is important because it took GTA V seven years to break through $6 billion and GTA V (for now) still remains the highest-grossing video game of all time.
We can see Call of Duty Warzone made its Battle Royale mode free-to-play as a direct response to the trend. Bungie followed suit after their recent move to make Destiny 2 a free-to-play model with a seasonal pass built-in to last until 2022.
It’s only a matter of time whether we see more companies and AAA titles decide to do the same for it to determine the “games a service model” will be the dominant market trend. We can safely assess Microsoft is emulating this with its Game Pass Ultimate program which acts as a “Netflix for video games” having recently merged with EA Access expanding its library of “free-to-play” games at the cost of a monthly installment.
If you have made it this far, you are a mad lad. I thought I’d take some time to illuminate the direction in which the video game industry seems to be heading by highlighting the patterns. This is also in an attempt to answer the question of: why are video games the way they are in 2020? It wasn’t easy to write but I hope it was easy for you to read. Once again thank you for taking the time of your day, now what are you waiting for? Go play some video games!
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To be able to stay as a VIP, and to reach the higher levels, you have to continue betting on the site. You also have to keep the minimum loyalty points required to stay within your points bracket, and if you don’t have enough points by the end of the month, you’ll go down a level.

Best Games at Jackpot City

Jackpot City casino has over 630 casino games, including more than 430 slots to choose from. The casino even offers regional and country-specific games such as Australian pokies and UK style pub fruit machines.
You can enjoy over 70 different table games, and Jackpot City has an exceptional selection of 34 blackjack games with many varieties such as multiplayer or European blackjack. Of course there’s baccarat, poker, roulette, and many more for you to play. They’re all listed in the table below, and you’ll also find the most played games at Jackpot City.
Your latest games and your most played are automatically saved in the casino lobby, so you’re able to play in an instant. With such a wide range of games it’s easy for both new and seasoned players to find a game to suit their level and preference.
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Live Dealer Games

The live dealer games at Jackpot City casino are powered by multiple award-winning Evolution Gaming. You can easily interact with the friendly live dealers via HD video streaming, or you can chat with other players around the table using the live chat function. The sound quality is crisp and without any unnecessary background noise, and the 3D animations are well-defined and clear. Evolution Gaming’s live dealers are true professionals who make sure there’s a nice atmosphere around the table while the game is in play.
When playing live roulette and baccarat you can enjoy an immersive and dynamic feeling with the use of multiple cameras, one for the live dealer and three, or more, just around the wheel/table. If you like to multitask you can play multiple live games at the same time by clicking the +tables button.
The live casino is fully optimised for mobile play and the live mobile games are supported by all iPhone and iPad devices, as well as most Android phones and tablets.

Software Providers

Microgaming, one of the world’s most awarded software providers, powers the casino games at Jackpot City. They are well known for creating the latest developments in online casino technology and won the EGR Awards 2019 for their ‘constant innovation with very high-quality software’. The company is held in high regard for safety, being well respected for continuously building new safety measures to keep the casinos and players safe.
You can download the user-friendly software for full access to all of the games. Downloading and setting up your account should take just a few minutes. The downloadable version also offers plenty of options for customizing speed, audio, and more.
An alternative is to play in no-download mode, which has fewer games but offers flexibility in that you can use any browser to play.
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Safety & Fair Play

Jackpot City is licensed by the Malta Gaming Authority, EU regulated and eCOGRA certified. These credentials confirm that the casino is safe and secure, takes care of its players and complies with laws and regulations. Your gaming is protected using the same SSL data encryption technology that makes the main online casino safe and secure. This means that no third party can access any information you’ve shared with the casino.
The eCOGRA certification proves that the casino offers players fair gaming opportunities. Jackpot City always ensures a fair chance of winning through the use of a random number generator. The most recent eCOGRA report noted that the payouts on all casino games averaged 96%.

Deposit & Withdrawal Options

Banking at Jackpot City Casino is safe, secure, and super-fast. Most withdrawals at Jackpot City casino are processed within 24-48 hours, which is outstanding and makes the casino one of the fastest amongst its competitors. The minimum deposit and withdrawal are $10, and there’s no maximum withdrawal limit.
From testing the casino, speaking with our players and looking at the previously mentioned eCOGRA report, it’s clear that the casino has improved from a few years ago, when it received some negative feedback regarding payout times. The casino is paying out on time, and you now have more withdrawal options than ever to choose from.

Customer Support at Jackpot City Casino

Jackpot City’s average response time for emails is 48 hours, which is good for any issues that are not time-sensitive. You can talk to the customer service reps in several languages, all listed below, 24/7.
If you call you will first have to go through the standard steps of getting to the right department, which can take a few minutes. When we spoke to the reps they were all very friendly, and they managed to solve our issues right away. That’s definitely a plus in our book. The live chat is quick and hassle-free. You only have to confirm your account and then they can help you out with your issues.

Conclusion

If you love playing slot games you should definitely check out Jackpot City. There are over 430 excellent titles to choose from and a very generous welcome bonus to get you started playing. With licenses and credentials from MGA and eCogra you know this is a safe and secure casino to play at.
You also have more than 100 other casino games to play, including live dealer games from Evolution Gaming. And of course, the best progressive jackpots – it’s called Jackpot City for a reason.
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$1000 Australian Online Casino for Real Money - GW Casino

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submitted by drim_music_ke to u/drim_music_ke [link] [comments]

Joe Fortune Casino $10 free bonus code no deposit required

Joe Fortune Casino $10 free bonus code no deposit required

Joe Fortune Casino Free Spins & Welcome Bonus
Open your account with Joe Fortune Casino and receive a $10 Free Chip gift as a no deposit bonus! In addition, get a 200% up to $1000 on the first deposit. In total, new players to Joe Fortune can claim up to $5,000 free chips. Without a doubt, this is the best online casino in Australia.
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Joe Fortune Casino Review

Online casino branding can be repetitive. I think it is safe to say that we are running out of creative ways to package table games and slots, although I will give credit to the marketing departments of these operators for giving it a good try. These days I seem to be regularly reviewing sites with VIP Vegas themes or with some sort of animal on the home page (who knew there were so many lucky animals out there?!).
Every once in a while, I come across a new casino that is a bit of a headscratcher…like Joe Fortune. At first, I assumed there was someone with a unique name that was willing to be the front man for this casino like Chris Moneymaker and PokerStars. As it turns out, this is just a fictional character designed to be an online casino magnate. OK then…whatever floats your boat I guess. I did manage to wrap my head around this type of branding to complete a detailed review of what really matters, the casino itself.

About Joe Fortune Casino

Joe Fortune is new to the online casino scene, having opened in 2016. A quick peek into the background of the casino reveals that it is owned by Haydock Sports Limited, and operated by a sister company Betting Partners. This spider web of businesses gets a little more complicated, but the quick and dirty on the corporate background is that Haydock is also listed as the owner of Bodog88, which traces back to Bovada, Bodog.eu and Slots.lv. The bottom line – Joe Fortune is backed by one of the largest online gambling conglomerates in the world.
Joe Fortune is licensed by the jurisdiction of Curacao. Curacao is one of the more popular places for online casino operators to acquire a license as their licensing board isn’t exactly the most strict when it comes to oversight. This isn’t really an issue when it comes to Joe Fortune because, with the backing of a company like Bodog, players can rest assured that their balances are going to be safe.
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Who Can Play at Joe Fortune Casino

This is where it gets fascinating. Typically when I write a casino review, this section is dedicated to me listing a whole bunch of countries that are restricted from playing at the casino being reviewed. In the case of Joe Fortune, it is easier for me to tell you the countries that ARE allowed to play at their site.
Ok, are you ready? Here’s who can play:
  • Australia.
  • Just Australia.
Yes, you read that right. Joe Fortune is reserved only for Australian gamblers. I will admit that this one confuses me a bit. The gaming laws in Australia make it illegal for offshore operators from accepting play from its residents. It’s clear that Joe Fortune is a foreign entity, so they could theoretically take action from anywhere. I actually like the position they have taken here – perhaps by ring-fencing the casino to only allow Australians will help them at some point when applying for licenses in that country. At any rate, until something changes, unless you live in Australia, you are given permission to skip to my next review.

Joe Fortune Casino Software Suppliers

It’s a shame that players from all over the world can’t play at Joe Fortune because they have amassed some of the best casino software out there to offer at this casino. When you create an account at Joe Fortune, you are greeted by titles from Microgaming, Real Time Gaming (Bodog owns a standalone license of these games), Rival Gaming and iSoftBet. Bringing together the best of all these vendors means that players at Joe Fortune are going to be able to see many different looking games, which enhances the full casino experience. No one is ever going to complain about too much content at an online casino, that’s for sure!
The games at Joe Fortune are designed for browser-based play, which means that players are not required to download software to their own machines. Also, the games (for the most part) are mobile-friendly, giving players the ability to get in some action at their favorite pokies (Australian for slots) while they are on the go!

The Good Stuff

So. Many. Slots.
If you are a fan of the pokies, then you are going to love playing at Joe Fortune. It’s pretty clear right from the homepage that slot machines are where they are focusing a significant amount of their attention, and we say Bring It On!
The casino features the best slots from Microgaming, Rival, and RTG, including the detailed iSlots games that Rival have recently released. These “storyboard” games feature ongoing character development and excellent second screen games.

Jackpot Games

You will also find many of the slot machine games have progressive jackpots, giving players a chance to walk away a huge winner if their spin of the reels is the lucky one! I will never question a casino that has a ton of progressives, especially one that promotes their winners; no one like to see a huge jackpot that it seems no one ever wins. Some of the current jackpot slots titles include:
  • Money Magic
  • Major Moolah
  • Major Millions
  • Shopping Spree
  • Food Fight
  • Lots A Loot 5 Reel
  • Mega Moolah
  • King Cashalot
  • Fruit Fiesta 5 Reel
  • Cash Splash 5 Reel
  • Strike Gold
  • One Million Reels BC

Joe Fortune Casino The Bad Stuff

YOU CAN’T PLAY THERE!
Joe Fortune casino is as much of a tease as a stripper on your lap; as close as you think you can get, there is still no touching. All jokes aside, I love basically everything this casino has to offer, but the bottom line is unless I move to Australia, or am diligent with a VPN and a friend’s address in Sydney, I am stuck looking at the goods from the outside. Now, I am not saying you should invest in VPN software and give it a try yourself, I am just saying that it can be done…

Weak Ongoing Promotions

I am stunned by the choices that the Joe Fortune marketing department have made with regards to their ongoing promotions. The Bodog brand was built on aspirational marketing; they would run contests that would reward players with items and trips usually reserved for the fortunate few. This style of marketing has not transferred over to the Joe Fortune brand, deciding instead to focus on more standard deposit bonuses. Even then, there isn’t much creativity on their promotions page – I am hopeful that this will change shortly.
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Joe Fortune Casino Game Selection

I noted earlier that when a casino operator is using multiple software vendors at the same time, the benefit goes directly to you, the player. This is for sure the case with Joe Fortune, where you will find a full suite of games that rivals the largest and best casinos around the globe and on the Internet.
Pokies (Slots)
I could write an entire review page just on the slots selection at Joe Fortune casino. I wouldn’t say that I am the world’s biggest slots player, but when I do play, there are certain brands and titles that I tend to gravitate towards, most of which I see in the Joe Fortune lobby. I stopped counting when I got to 300 different titles, and you can find all the games right there in their lobby. You can use their search tool to find your favorite game, or just filter by the newest games, the jackpot games or the most popular slots on their site.
Table Games
Now here is my bread and butter where online casinos are concerned. For this reviewer, the quality of the table games is what makes or breaks a casino. It is 2020; there is no reason for an operator to be providing games that are slow or feature shitty graphics. Thankfully, Joe Fortune has chosen software partners who have excellent game quality and design, so I could easily see myself playing at their tables for hours! These guys go all out for their blackjack players as there are almost a dozen different variants available, including all the popular European and American versions of the game.
Video Poker
For fans of video poker, I have some good news. The fact that Joe Fortune uses more than one software provider means that the options for video poker players like myself are excellent. Those of you who have read any of my reviews of Rival Gaming or RTG operators will know that those two software providers don’t have a ton of video poker variants; at Joe Fortune, they lean more or Microgaming and iSoftBet for these games.
Live Dealer
Surprisingly, at this time there are no live dealer games available at Joe Fortune. Given the increase in popularity of these games by players and the success this organization has with Live Dealer games on their other brands, I can only assume that there will be an announcement coming that Joe Fortune will be adding Live Dealer options shortly.

Joe Fortune Casino Welcome Bonus

Joe Fortune offers its new players up to $5,000 in Welcome Bonus dollars, which is an excellent aggressive promotion to try to convince you to make your first deposit. What I like the most about this promotion is the way it is administered. As opposed to making a huge offer to players on only the first deposit, this welcome bonus is split over the first 9 despots you make. Here’s how it works:
  • 200% bonus up to $1,000 on the first deposit
  • 100% bonus on the next 8 deposits to a maximum of $500 per deposit
This type of promotion is effective because $500 is a reasonable amount of money at the high end to expect someone to deposit in a casino. Other online casinos have promotions that are offered up to deposits of $1,000 and higher; there aren’t too many people making those types of transactions.
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submitted by freespinsgaming to u/freespinsgaming [link] [comments]

Pokerstars: 5Billion in free chips After not Playing for 7 mths ?! How ?

Haven't played poker stars in about 7 mths, download the client install, reset my password and login. Go to collect my free 15,000 chips because my chips stack read 58...
Then once i get to the collection screen i see its not an 8 its a B ! what in the holy hell happened ? Somehow i manage to get more then 2000$ US of free play chips in my account ?
Was there some big giveaway or screw up with poker stars recently ?
As you can imagine first thing i did was try to find some way of selling them lol but low and behold seems you cannot transfer large stacks of chips in pokerstars.
So anyone know what happened here ?
https://imgur.com/m226erq
submitted by Ackadacka to poker [link] [comments]

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