In this exclusive interview, Alina Mihaela Popa, Chief Commercial Officer at ICONIC21, shares insights into the company’s role in the iGaming ecosystem, its live casino expansion, and deepening partnership with the Timeless Tech game aggregator. Since the rebrand in September 2024—moving from BETER Live—ICONIC21 has sharpened its focus on live casino innovation, fresh game formats, and responsive market-driven growth. Alina, who joined ahead of the rebrand, discusses how the rebranding shaped their commercial strategy, the balance between real-money and social/sweepstakes verticals, and what lies ahead for both ICONIC21 and its global live casino roadmap.
Interview Questions
Alina, BETER Live officially rebranded to ICONIC21 on 10 September 2024. You joined as CCO in July 2024, ahead of this milestone. What commercial strategies did you help implement to ensure the rebrand hit the ground running, and how did you align partner expectations through that phase?
Oh, what a ride it has been! I joined ICONIC21 at a pivot point. Besides the cosmetic rebrand, the whole process also involved a product and positioning shift. Commercially, we focused on three main aspects. First, we clarified our positioning: ICONIC21 as a brand is a new statement of intent for us. What defines us is speed, flexibility, partner and player care and quality products. That drove the commercial blueprint.
Before the rebrand, the focus was on core products. After the rebrand, the emphasis shifted to standout offerings and a broader product range, which supported the expansion of our unique games.
And third, we built the right team. Commercial doesn’t end with good deals. It means account care, data fluency, product and industry knowledge. So we brought in people who could move fast, adapt, and uphold the ICONIC21 standard from day one.
As CCO, how do you maintain agility in ICONIC21’s go-to-market approach while ensuring a consistently high level of live‑casino quality and regulatory alignment?
Agility starts with awareness. I stay in constant touch with all departments and not just to hear the highlights, but to understand the bottlenecks too. That visibility helps me shape a commercial strategy that works along the product roadmap, both supporting the company’s long-term goals.
The biggest enabler, though, is ICONIC21 itself. We’re really built to move fast. When we saw a content gap in slots, we acted. This new vertical is now high-performing with a steady release cadence. We identified demand for customisable RNG content, and we didn’t wait. We built, we delivered and we improved. Dedicated studios remain a core differentiator and we’ve very quickly scaled those without compromising on quality.
None of this works without feedback loops. The way we stay agile and consistent is by staying close to our clients. They tell us what matters, what’s missing, and what’s working and it’s our job to listen, adapt, and deliver.
You’ve emphasized “clients’ needs always come first”—how does this principle translate into your commercial roadmap and partner engagement strategy through 2025?
Putting clients’ needs first means keeping a close, honest relationship. This way, we understand not just what they ask for, but why. Our roadmap for 2025 reflects that: adding slots and RNG, expanding live tables, launching crash games, having a game show in the pipe. We’re flexible with priorities and open to ideas that deliver real player value. It’s not just the commercial team driving this; our entire C-level stays involved, listens actively, and communicates clearly. That openness is what helps us turn partner insights into fast, focused action and keeps our offering genuinely aligned with operator demand.
We understand ICONIC21 supports live content for both real‑money and sweepstakes/social casino brands—can you tell us how you differentiate your go-to-market and commercial approach between these two verticals, or how you prioritise markets?
We approach them with the same core values, but adapt our commercial strategy based on the demands of each model. Compliance shapes how we prioritize markets and products, guiding where and how we launch. Operationally, we adjust for the pace and structure that each model requires, whether that's navigating a regulated environment or enabling faster deployment.
Our product features are built to support both, with flexible configurations that allow us to meet different technical and regulatory needs without rebuilding the foundation. The approach shifts, but the commitment to performance, support, and adaptability stays consistent.
With a portfolio including Gravity Blackjack, Crash Live, roulette, baccarat and more, how do you decide which markets and partners to launch each product with, and what commercial criteria drive those decisions?
It starts with target group and market insight. So we focus on understanding what drives engagement in each market. But just as important are our partners’ goals. We look at their roadmap, priorities, and target audiences, then match products accordingly. Some want products with a twist like Crash Live, others need classics top-performers like Gravity Blackjack.
If a partner needs a personalised version of a game, we build around that. It’s a collaborative process where commercial alignment and player resonance meet. We find out together with our partners what fits best, what performs betst, and we adapt in the process. This goes back to “clients’ needs always come first”.
How has teaming up with Timeless Tech’s aggregator influenced your commercial offerings—especially around feedback loops, rollout cadence, and value for operators?
At the end of the day, it’s a very good commercial accelerator. It gave us wider distribution, but more importantly, additional feedback. We now get early signals on performance, player engagement, and technical friction across multiple partners at once. That tightens our feedback loop and helps us fine-tune both product and support before full-scale rollout.
It also streamlines deployment. With one integration point, we can launch faster and focus on value. This translates into less time on setup, more time on performance. For operators, it means faster access to new content and smoother onboarding. It’s been a wonderful collaboration.
During early-stage rebrand discussions, which markets or partnership types did you target first to maximise ICONIC21’s brand impact—and how did commercial considerations shape those decisions?
We already had a solid foundation as BETER Live, so the rebrand wasn’t really about penetrating new markets, but rather about sharpening business focus. With fresh energy at C-level and much more flexibility in our roadmap, we used that to revamp our commercial priorities.
The rebrand gave us the space to align more closely with partners, rethink how we deliver value, and double down on what was already working. That strategic reset helped shape a commercial direction that still holds strong today. It's also heavily reflected in our messaging and how the brand is perceived almost a year later.
Exhibiting at ICE has been a major step in your 2025 strategy. Commercially, how do these events drive partnership development, and how do you measure ROI?
Events like ICE are a collective effort where marketing, commercial, product, leadership and more are brought together and everyone contributes. It’s where the full weight of the brand comes to life. We use these moments to build trust, showcase our portfolio, align on roadmaps, and have the face-to-face conversations that truly move partnerships forward.
Measuring event ROI equals pipeline acceleration, strengthened relationships, and strategic visibility. It’s not always linear, but it’s always valuable. For us, there’s no such thing as an unproductive event. Every one brings insight and the kind of engagement you can’t replicate anywhere else.
You’ve held key roles at Pragmatic Play, Skywind Group, and now ICONIC21. What core competencies have helped you thrive as CCO in live casino content?
What’s kept me afloat and thriving is a mix of sharp prioritisation, healthy curiosity, and loving human interaction. I’m hands-on with the product, loving to discuss partner feedback, and stubborn when it comes to quality. I’ve also mastered the fine art of switching hats: strategist, friend, helper, teammate… occasionally magician. Live casino moves fast, as the whole industry does, and so do I, but always with a clear sense of what matters, what doesn’t, and when to say, “Let’s not do that.” Add in a decent radar for what players actually enjoy, and that’s the toolkit. Oh, and coffee. Lots of coffee.
What’s a recent example where a commercial shift or market signal you responded to led to better performance or stronger partnerships? Lessons for other commercial execs?
A clear one: we spotted growing demand for live content in the sweepstakes space fast. Instead of waiting for perfect conditions, we acted. Built a dedicated studio, adapted software, product and operation compliance, and shaped a commercial model around speed, flexibility, and branding needs. That move unlocked new partnerships and made us a first-choice supplier in a space still forming its standards.
The lesson? Don’t wait for a market to “mature.” If the signal’s strong and the demand is real, move. Be early, but be prepared. And always build in a way that lets you scale fast if it works.
You’ve combined pro‑athlete discipline with commercial leadership—what traits from that background still influence your management and decision‑making today?
Discipline, focus, and knowing how to handle pressure. Those skills carry over every single day. You learn to show up prepared, trust the process, and push through even when it’s uncomfortable. Same in commercial leadership: not every day is a win, but consistency matters more than hype.
You also learn how to lose well and master quick recovery. Fix what didn’t work and go again. And when it comes to managing teams, it’s about pace-setting and clarity. Everyone needs to know the goal, the timing, and their role in getting there. This is my mindset.
As you look ahead, what insights or advice would you share with up‑and‑coming Chief Commercial Officers in the evolving live‑casino landscape?
Stay close to product. Instead of just selling it, try to understand it. Know how it plays, where it breaks, and why it matters to both operators and players. Sit with the product team, ask questions, and be curious. It makes you sharper and more knowledgeable.
And don’t rush to be everywhere. Focus on doing something well before doing everything at once. It’s better to be known for excellence in one area than mediocrity in five. If you don’t know something, say so but always follow it with, “I’ll find out.” Curiosity, focus, and honesty will take you further than fast wins ever could.
Thank You & Closing Remarks:
Thank you, Alina, for sharing these valuable insights. Before we wrap up, would you like to add anything else—perhaps a closing thought or message to your partners, or a vision for ICONIC21’s next chapter?
We also want to wish you personally—and ICONIC21 as a whole—continued success. Here’s to strong strategic growth, impactful partnerships with aggregators like Timeless Tech, and even more innovative live-casino experiences ahead!
Frequently Asked Questions (FAQ)
1. What is Alina Mihaela Popa’s role at ICONIC21?
Appointed as Chief Commercial Officer in July 2024, she leads commercial strategy, partnerships, product-market fit, and growth through the company’s transformation.
2. When did BETER Live rebrand to ICONIC21?
The rebrand occurred on 10 September 2024, signaling the company’s shift to a standalone live‑casino provider.
3. Did Alina join before or after the rebrand?
She joined two months prior, positioning ICONIC21 for a successful commercial launch during rebranding.
4. What types of live content does ICONIC21 provide?
Their portfolio includes Gravity Blackjack, Crash Live, Roulette, Baccarat, Sic Bo, Teen Patti, live game‑show formats, and more.
5. Is ICONIC21 involved with sweepstakes casinos?
While the company doesn’t emphasise it publicly, industry sources confirm ICONIC21 delivers live content to sweepstakes/social casino platforms in North America.
6. How does their commercial approach differ across verticals?
Strategies are tailored to verticals—accounting for compliance, broadcast format, gameplay dynamics, and operator needs.
7. What role do expos like ICE and Sigma play commercially?
These events are pivotal for launching new content, forging partnerships, visibility, and ROI measurement.
8. What key traits has Alina brought from her past roles?
Her background at Pragmatic Play and Skywind, combined with athlete-like discipline, has imbued her with product-driven thinking, market foresight, and performance-led leadership.
