Affiliate Interview Series - Sonja P.

[GPWA Daniel]

(This interview was originally published in the July 2026 issue of the GPWA Times Magazine.)

You've spent more than nine years working in iGaming, first at LCB Network and now at WYN Global Media. How did you end up in this industry to begin with, and what about it kept you here?
My entry into iGaming was a natural extension of my background. I spent several years in Sydney working as an interpreter, which meant constant communication across cultures and fast-paced environments. I quickly recognized similar dynamics in iGaming — global markets, relationship-building, and the need to adapt quickly.

What’s kept me in the industry is that combination of international exposure and strategic growth. It suits how I naturally work: fast-moving, people-focused, and always building toward something long-term.

You grew up in Sydney, but you're living in Belgrade. What's the story behind that move, and how has living in Serbia shaped the way you approach your work?
The story behind my move from Sydney to Belgrade is one deeply rooted in family values. Although Australia was my home, my mother and brother were living in Belgrade and were unable to secure permanent residency to join me there. At a young age, I was faced with a life-defining choice, and I chose to be with my family. I have always believed that success is hollow if you cannot share it with the people who matter most.

Living in Serbia has profoundly influenced my professional DNA. It taught me how to be incredibly resourceful and adaptable. While Sydney gave me a structured, global mindset, Belgrade gave me “grit”—the ability to find creative solutions in a rapidly evolving environment.

This unique blend allows me to bridge different cultures in my work at WYN Global Media Limited. That combination shaped how I lead today—balancing structure with adaptability, and always focusing on people first.

Casino Atlas rates casinos on six criteria, with reputation carrying 30% of the score, more than games, bonuses, and user experience combined. Why do you weigh it that way?
Reputation carries the highest weight because it reflects something players can’t see directly on the surface — how a casino actually behaves over time.

Game selection, bonuses, and user experience are important, but they’re also relatively easy to optimize or present attractively. Reputation, on the other hand, is built through long-term factors such as payout reliability, complaint handling, transparency, and overall player treatment.

In our case, we also have direct operator relationships with many casino operators and teams, which allow us to go beyond what’s publicly visible. We look at factors such as how experienced and reliable the people behind the brand are, whether they’ve successfully operated other casinos in the past, and how seriously they approach player experience and long-term trust.

We wanted the rating system to prioritize what matters most once real money is involved. A casino can have a great interface or strong promotions, but if players consistently experience issues behind the scenes, that should have a meaningful impact on its score.

By giving reputation a 30% weight, we’re intentionally biasing the system toward trust, reliability, and operator credibility over surface-level appeal.

The Casino Atlas badges work as a binary yes/no layer on top of the numeric score. A casino can earn a "Most Trusted" or "Fast Payout" badge even if it doesn't score at the top overall. What problem were you trying to solve with that system, and how do players actually respond to it?
The badge system was designed to solve a limitation of traditional scoring models. A single numeric score is useful, but it tends to flatten differences between casinos. Two platforms might have a similar overall score while excelling in completely different areas.

Our badges — such as Most Trusted Casino, New Casino, Crypto Casino, Responsible Casino, and Country-Focused Casino — are designed to highlight specific strengths or positioning, regardless of the overall score.

For example, a newer casino might not yet rank among the highest overall, but it can still be identified as a New Casino. Similarly, a platform with strong player protection tools can stand out as a Responsible Casino, even if other areas are still developing.
From a player perspective, this makes decision-making faster and more intuitive. Instead of relying only on a composite score, users can quickly identify casinos that align with what they personally value.

In practice, we’ve found that players engage with badges as clear signals of specialization, helping them filter options based on what matters most to them.

Casino Atlas currently covers Canada, India, Japan, UAE, and New Zealand. That's a lot of regulatory and cultural ground to cover. How do you actually make that work without the site becoming generic?
The key is treating each market as its own product, not just a translated version of the same site.
Different countries have very different player expectations — from payment methods and preferred games to regulatory awareness and cultural context. Trying to standardise everything would inevitably lead to generic content.

Instead, we focus heavily on localization at multiple levels: payment systems that are actually used in that market, region-specific bonuses and expectations, local language nuances and terminology, regulatory context and player concerns.

We also work with contributors who understand specific markets, so the content reflects real player behaviour rather than assumptions. The goal is not just to say “these casinos are available here,” but to answer a more practical question: Which casinos actually make sense for a player in this specific country? That’s what allows us to scale across markets without losing depth.

My Casino Atlas recently launched player profiles and preference settings, features you don't typically see on a casino aggregator. How does personalization change the recommendations a player gets, and do you think it shifts the relationship from 'directory' to something closer to a personal advisor?
That’s exactly the direction we’re moving in. Traditional casino affiliate sites function more like directories — they present a list of options and leave the decision entirely to the user. That approach works, but it doesn’t account for the fact that players have very different preferences.

With My Casino Atlas, the idea is to make recommendations contextual rather than generic.

Players can define what matters to them — payment methods, game types, bonuses, or specific features — and the platform adapts the results accordingly. Instead of browsing through a static list, they see casinos that are already aligned with their preferences.
Over time, this shifts the experience closer to a personalised advisory layer. Not in the sense of making decisions for the user, but in reducing noise and helping them focus on relevant options faster.

It’s still early, but the long-term goal is to move from:
“Here are the best casinos overall” to: “Here are the best casinos for you.”

After more than five years at LCB Network, you moved to WYN Global Media, which is focused on Asian markets. What made that the right next step?
After more than five years at LCB Network, I reached a point of comfort—and for me, comfort is the enemy of progress.
I was looking for a new challenge that would push my boundaries further. WYN Global Media was still in its early stages at the time, but what stood out to me was the quality of people joining the team, including talent from companies like Catena Media and LeoVegas.

I joined because I wanted a more challenging and expansive role—building products and brands from the ground up across dynamic Asian markets. It allowed me to apply everything I had learned in a more creative and impactful way, in an environment that was constantly evolving. That shift reinforced something I still believe today: growth comes from stepping into the unknown.

Your title at WYN Global is Head of Account Management. What does that job actually look like day to day?
As Head of Account Management at WYN Global Media Limited, my role sits at the intersection of partnerships, performance, and commercial strategy on the affiliate side of the iGaming industry.

I work closely with operator partners to optimize performance and identify growth opportunities while collaborating internally with our SEO, content, and design teams to align our platforms with user intent and market demand. It is a highly data-driven role focused on adapting quickly to performance trends and market shifts.

At a broader level, I am responsible for building a scalable account management function that strengthens partnerships and drives long-term, sustainable growth.

When you're evaluating an affiliate program to work with, what are the first things you look for? And what are the red flags that tell you to walk away?
When I evaluate an affiliate program in the iGaming space, the first thing I look at is the commercial model and its sustainability.
Whether it is revenue share, CPA, or hybrid, I want to understand how competitive it is—but more importantly, how realistic and stable it is over time. A high revenue share on paper doesn’t mean much if the operator has poor retention or aggressive negative carryover policies.

The next key factor is the operator’s reputation and track record. In this industry, that’s critical. I look at player feedback, payment reliability, licensing, and how the brand is perceived in different markets. Conversion rates are heavily tied to trust, so if players don’t feel comfortable depositing, it doesn’t matter how strong the deal looks.

Another key factor is tracking accuracy and reporting transparency. Solid backend systems, clear stats, and no “mystery adjustments” are non-negotiable. Alongside that, good affiliate management makes a big difference—responsive managers, clear communication, and a willingness to collaborate strategically rather than just push offers.

As for red flags, predatory terms are at the top of the list—things like negative carryover without reset, hidden admin fees, or unclear deductions. Another major warning sign is payment issues, whether that’s delays, changing terms retroactively, or inconsistent calculations.

I’m also cautious with brands that rely on overly aggressive acquisition tactics or unrealistic bonus structures that hurt long-term player value. That might boost short-term conversions, but it usually leads to poor retention and ultimately lower earnings.

Finally, a lack of transparency or professionalism—whether in communication, data reporting, or general operations—is usually a signal to walk away. In iGaming, long-term partnerships only work when there’s trust on both sides.

You've watched AI transform content production across the industry. From where you sit — running sites and managing affiliates — do you see it as a threat, a tool, or something in between?
We see AI as a tool—but one that needs to be used carefully. It’s already improving efficiency, especially in content workflows and data analysis.

That said, in affiliate marketing, differentiation still comes from human insight—understanding player behavior, market nuances, and building trust. AI can support that, but it can’t replace it.

What's something you believed about affiliate marketing when you started at LCB that you've since changed your mind about?
When I started at LCB, I thought affiliate marketing would be similar to a traditional sales or marketing role. I quickly realized it’s a very different environment.

It moves fast, relies heavily on relationships, and requires constant adaptability. It’s less about a fixed job structure and more about operating within a constantly evolving ecosystem.

Over time, I realized it’s not something you switch off from at the end of the day; it becomes part of how you think and operate.

If a friend told you she was thinking about leaving her corporate job to become a full-time iGaming affiliate, what would you tell her?
I’d tell her to be honest about her motivation for making the move. Full-time iGaming affiliation can be very rewarding, but it’s also highly competitive and unpredictable, especially in the early stages.

If she’s doing it for freedom and ownership, that can be a strong motivator—but it’s not enough on its own. I’d only make the move with a clear plan, financial runway, and a realistic understanding that stability takes time to build.

This isn’t a solo game in the long run. Having the right people around you is one of the most important factors for success. Without a solid team or support system, staying consistent and competitive over time becomes very difficult.

You're a seafood lover living in a landlocked country. How do you manage that, and where do you go when you're back in Sydney?
Living in Belgrade has changed the way I approach seafood. I still enjoy it here—there are good frozen options, and fresh seafood also comes in from Montenegro and Croatia—but it’s less varied than living by the coast.

When I’m back in Sydney, I find myself drawn to the coastline. For me, it’s less about specific places and more about being by the water again and enjoying seafood at its most authentic.

If someone had 24 hours in Belgrade and had never been, where would you take them?
If someone had only 24 hours to experience Belgrade for the first time, we would start at Kalemegdan Fortress to witness the powerful confluence of the Sava and Danube rivers—a view that reflects the city’s resilient history.

From there, we’d wander through Kosančićev Venac, one of the city’s most atmospheric corners, before continuing along Knez Mihailova Street for a taste of its modern energy. I’d pause for a relaxed lunch along the way, because in Belgrade, food and conversation are part of the experience.

In the afternoon, a visit to the Nikola Tesla Museum offers a glimpse into one of Serbia’s greatest minds, followed by the awe-inspiring Saint Sava Temple. We would end the day in Skadarlija, where cobblestone streets and traditional music capture the city’s warm, bohemian spirit. It’s a full circle of history, culture, and connection—the perfect Belgrade introduction.

If you could invite any five people -- living or dead -- to dinner, who would be at the table?
If I could invite any five people to dinner, I would choose just one: my late father.

I lost him at 14, and I’ve carried that absence with me ever since. It shaped who I am—I learned early how to stand on my own and become my own anchor, but I’ve always missed his guidance.

I’d love to sit across from him today, tell him about the woman I’ve become, and share the journey he didn’t get to see. That moment, more than anything, would feel like coming home.

Name three things about yourself that people reading this interview wouldn't expect.
Beyond my role in the team, there are a few things people might not expect.

1. I almost chose the stage over a life built in business. My first ambition was ballet—I was drawn to the discipline, precision, and quiet strength behind it, all of which still influence how I work today.
2. I also used to think in stories rather than strategies. During university, I wanted to become an author, and that creative instinct has never really left me. Even now, I see storytelling as one of the most powerful tools in building connection and meaning.
3. And on a more personal level, I rebuilt myself physically over the past eight years, starting from zero. Fitness is now a core part of my life, but more importantly, that process taught me that reinvention isn’t luck—it’s a decision you make, and keep making.