VSVishal Singh Résumé ↓
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Case studies

Real problems, what I did, and what happened

Five stories from live operations. Each one follows the same flow: the situation, my actions, and the result.

Cashback ladder: proving the lift before rollout

New high-value players · 2-week test + 2-week follow-up · random split with balanced value tiers

Situation

New high-value players usually moved straight to VIP and weekly cashback. I wanted a stronger habit-building offer, but only if it truly added value.

What I did

Built a 5-day ladder where each day paid more cashback with lower wagering. Group A got the ladder, Group B the standard weekly cashback, and 10% were held out with no offer.

Result

The ladder delivered 47% more NGR per player than the holdout and 20% more than standard cashback. I fixed the biggest drop-off (Day 2 to Day 3) before rollout.

Show the numbers and charts
NGR per player (holdout = 100)
Holdout (10%)
100
Weekly cashback
123
Cashback ladder
147

Indexed to the holdout. The ladder was 47% above holdout and 20% above weekly cashback.

How the ladder works
Day 1
Day 2
Day 3
fixed
Day 4
Day 5
Cashback % rises, wagering fallsBiggest drop-off, re-tuned
Final rollout: the ladder is a booster, not a habit
Week 1Weekly cashback
Week 2Weekly cashback
Week 3Weekly cashback
Week 4Cashback ladder

Running the ladder every week would push bonus cost too high and train players to expect it. One ladder week a month kept the impact and controlled the cost.

Reward cost: keeping bonuses profitable across brands

Multi-brand operator · DACH, wider Europe, AU and NZ · ~100K players on the example brand

Situation

Each brand had a different stage and acquisition push, so one fixed bonus budget didn't fit. Targets were set monthly per brand, between 10% and 25% of GGR.

What I did

Reviewed cost against budget every week and pulled three levers: wagering, offer value and target segment. In festive peaks, I checked each promo's first day the next morning.

Result

On the example brand, reward cost held at ~20% of a ~€4M monthly GGR, with every bonus type tracked separately.

Show the numbers and charts
Where the example brand sat in the target range
0%10%20%30%40%

Box = group range (10 to 25% of GGR). Line = example brand at ~20%.

Monthly reward cost by bonus type
20%
35%
15%
30%
VIP cashback Deposit bonuses (incl. welcome) Free spins Leaderboards, milestones, loyalty
The levers I pull when cost runs ahead
1
Wagering. A higher wagering requirement raises clawback, so the net cost per bonus drops.
2
Offer value. Lower the %, the cap or the number of free spins on the offers that convert weakly.
3
Target segment. Tighten who gets the offer, so budget goes to players with real value, not bonus hunters.
4
Timing. Weekly reviews as standard, next-morning checks on day-one results during festive peaks.

VIP manual award: closing a control gap

High-value reactivation campaign · VIP team · out-of-policy payout

Situation

A lapsed VIP reactivated through our campaign, then asked his VIP manager for the weekly VIP cashback. The system blocked it, but the manager awarded it manually with very low wagering. He won and cashed out, so player NGR went negative.

What I did

Caught it in the campaign review and traced the root cause: manual awards could bypass system rules. I set up eligibility segments for the VIP team, so manual awards could only go to eligible players.

Result

The same mistake can no longer happen. One costly exception turned into a permanent guardrail, without slowing the VIP team down.

Show the detail
Before and after
VIP reactivates→ Asks for cashback→ Manual award bypasses rules→ Negative NGR
VIP reactivates→ Asks for cashback→ Eligibility segment checks→ Only eligible players get awards

Bonus abuse: three patterns and the rules that stopped them

Casino and sportsbook brands · acquisition, early life and ongoing promos

Situation

Generous offers attract players who play the bonus, not the games. Left alone, they drain the budget meant for real players.

What I did

Defined a clear signal for each pattern, then changed the rules: new segments, account linking rules and wagering limits.

Result

Abusers were either blocked or moved into lower-value offers, protecting the budget for genuine players.

Show the detail

Bonus hunters

SignalDeposit only when a campaign lands, and bonuses worth 60%+ of their total deposits.
Rule changeTheir own segment with lower-value, higher-wagering offers. Real-money-linked bonuses blocked quick cashouts.

Duplicate accounts

SignalMore than 3 accounts linked to the same device or IP, mostly around welcome and early-life bonuses.
Rule changeEarly-life bonus journey blocked for linked accounts.

Fast wagering

SignalVery high bets on live casino and roulette to clear wagering quickly.
Rule changeMax bet during wagering capped at €5.

Platform fixes: from manual workarounds to built-in rules

Working with Product, Risk and platform vendors

Situation

Some bonus limits were set by hand for every bonus, and loopholes kept appearing. Manual work meant slow setups and human errors.

What I did

Fed each loophole back to Product and the platform team, and pushed for permanent fixes instead of workarounds. I also defined the data set for our CRM migration.

Result

Faster setups, fewer manual errors, and new rules that protect every future campaign by default.

Show the detail

Max cashout as a rule

At our request, SoftSwiss built max cashout as an automatic multiplier rule instead of a manual entry per bonus.

No-deposit bonus limit

A blanket rule: no player can receive more than 5 no-deposit bonuses within 10 minutes.

Optimove → Fast Track

I defined the player fields, segments and campaign history to carry over, and worked with a data colleague to pull and move it.
Contact

Let's talk retention

Open to Senior CRM Manager, CRM Lead and CRM Product Owner roles in iGaming, remote. Happy to walk through any case study on a call.

Email me LinkedIn → Download résumé ↓
vs111142@gmail.com · +91 9160 018 313 · Hyderabad, India · Remote