The finance team that speaks GGR and IFRS in the same sentence
We are senior CFOs, controllers and analysts who run the finance function inside gaming operators. Not a dashboard you have to staff — people who close your month, defend your numbers in front of banks, auditors and investors, and tell you exactly where the margin is.
Trained at SSE Stockholm · Featured in Forbes · Accredited by the Latvian Banking Association
Built for gaming founders who outgrew their bookkeeper
If your operational numbers move faster than your accounting, you are our client.
Licensed operators, €5M–€150M GGR
Casino and sportsbook operators past product-market fit, now dealing with regulators, banks and a board that wants audited numbers.
Multi-brand & multi-jurisdiction groups
Several licences, several PSPs, several entities — and no single P&L anyone trusts. We build the consolidation.
Affiliates & B2B suppliers
Rev-share and CPA models where revenue recognition timing decides whether the year looks profitable or not.
Founders preparing for capital
Raising, refinancing, applying for a licence in a new market, or preparing for an exit and due diligence.
Not a fit: pre-licence startups with no revenue, and grey-market operators that cannot be banked.
What actually breaks inside a scaling operator
None of these are software problems. They are finance-function problems.
Retention is discussed, never costed
Everyone knows churn is high. Nobody can say what a point of D30 is worth in EBITDA.
Bonus spend without a return line
Promo budget grows every quarter and no P&L line proves what it bought.
Cohorts reported, not managed
Cohort tables exist in the BI tool and change nothing in the budget.
Marketing measured in clicks, not margin
CAC is known, contribution margin per channel is not.
Numbers arrive too late to act on
A month-end close on day 25 is a history lesson, not a decision tool.
Cash surprises from PSPs and taxes
Rolling reserves, settlement lags and gaming duty hit cash in ways the P&L never showed.
Your operational metrics and your financial statements do not reconcile
Your BI tool says NGR. Your accountant says revenue. The two numbers have never matched, and every bank, auditor and investor asks about the gap. We build the bridge — a documented, repeatable reconciliation between iGaming reporting (GGR, NGR, bonus cost, player liability) and IFRS / GAAP statutory accounts.
Operations speaks
Platform, PSP, bonus engine
Finance speaks
IFRS / GAAP, audit, board
Raw wagering volume from the platform
Turnover less player winnings
Less bonuses, chargebacks, gaming duty
Gross vs net, principal vs agent, timing of recognition
Audit-ready, defensible in front of a bank or investor
What we take off your desk
One team owning the whole finance function, from raw platform data to the board pack.
Fractional CFO
A senior CFO in your leadership team — month-to-month, in your board meetings, accountable for the numbers.
Month-end close & controlling
A close you can trust by working day five, with the same definitions every month.
NGR ↔ IFRS reconciliation
The documented bridge between platform reporting and statutory accounts.
Cohort & unit economics
Payback per cohort, per market, per channel — in euros, not indices.
Bonus & promo profitability
Every campaign costed against the margin it actually produced.
Cash & treasury
13-week rolling cash, PSP reserves, settlement lags and duty payments planned, not discovered.
Financial modelling
Driver-based models the board can interrogate and the bank will accept.
Investor & lender reporting
Data rooms, covenant packs and due diligence answered by finance people, not by the founder at midnight.
From raw data to business decisions
A finance function is a pyramid. Each level only carries weight if the one below it is solid.
Gaming platform · Player behaviour · Bonus engine · PSPs · Marketing channels · Ledger
Nothing above this level is trustworthy until the sources are complete and mapped.
One chart of accounts, one GGR/NGR definition, the IFRS bridge, a close calendar
This is the layer most operators skip — and the reason their reports disagree.
Payback curves, promo ROI, contribution margin by market and channel
Only meaningful once levels 1–2 hold. Otherwise you are optimising noise.
13-week cash, driver-based budget, stress tests, licence and market entry cases
Forecasts inherit the credibility of everything beneath them.
Where to spend, what to cut, what to raise, when to enter
The only output that matters.
Levels 1–2: sources mapped, definitions fixed, first reconciled close.
Levels 3–4: cohort economics, bonus ROI, rolling cash and budget live.
Level 5: a monthly CFO pack and a CFO in the room when decisions are made.
Six numbers a gaming founder should be able to quote from memory
Every metric answers a decision, not a curiosity. If it does not change a budget, it does not go in the pack.
“What did we actually earn?”
“How long until a player pays us back?”
“Which channel deserves next month's budget?”
“Did the bonus buy margin or volume?”
“Can we fund the next market entry?”
“Where did the plan break?”
Decide before you commit
We model the decision in front of you, with the same numbers your auditor will see.
What changes in the first two quarters
A representative engagement with a multi-brand operator: close rebuilt, bonus rules repriced around cohort margin.
Illustrative figures from an anonymised engagement — full breakdown available on the call.
Senior operators, not a support queue
A 12+ person team of CFOs, finance leads and analysts. Headquartered in Riga, serving founders across the EU, UK, US, MENA and APAC.
Nikolajs Petrovics
10+ years in finance and strategy. Former Corporate Strategy Analyst at Ecommpay and Head of Finance Strategy at Printify. SSE Stockholm.
Alex Astapchyk
10+ years in commercial strategy, growth and marketing systems. SSE Stockholm. Built and scaled multiple online brands.
Conservative finance that actually understands gaming
Most finance firms do not know the industry. Most gaming analysts do not know finance. Scaling requires both in the same room.
Conservative finance, gaming fluency
We apply the discipline of classical corporate finance — but we already know what a wagering requirement, a rev-share tail and a PSP rolling reserve do to your accounts.
We say what to do, not what happened
A report describes the past. A CFO takes a position: raise this, cut that, delay the market entry by a quarter. You get the position, in writing.
Numbers that survive scrutiny
Banks, auditors, regulators and acquirers all ask the same awkward questions. We build the numbers so those questions have answers before they are asked.
Scaling is a finance decision
Most operators do not stall because of product. They stall because nobody can prove which growth is profitable. That proof is our deliverable.
A named team, not a ticket queue
The same CFO in your board meeting every month, backed by controllers and analysts who know your ledger.
Month-to-month, senior from day one
No junior handover, no 12-month lock-in. Senior people, full accountability, cancel when you outgrow us.
Stop guessing. Start deciding on facts.
A free 30-minute call with a senior CFO who knows the gaming industry. No pitch — a clear read on where your money is and what to do next.
30 min · No pitch · A real CFO, not a chatbot · alex@johngalt.rocks · +371 2988 9903