SOFTSWISS Close-Up: Ivan Montik

In this conversation, founder Ivan Montik reflects on how SOFTSWISS has evolved over the years, why flexibility remains one of the company’s greatest strengths and what it takes to stay ahead in a fast-moving industry.

Close-Up

When you look at SOFTSWISS today, what’s the biggest difference between the company you started and the company you lead now?

Today, SOFTSWISS is a large-scale global business that stands firmly on its own feet. Over the years, we’ve built an entire ecosystem of products, developed strong leadership teams and grown into a mature company operating on a global scale. It’s obviously no longer a startup.

When you start a company, there’s always a lot of uncertainty. You have a vision, you make plans and you know where you want to go, but you can’t really predict what comes next.

Today, we’re in a very different position. SOFTSWISS has become a stable B2B company with a strong foundation, a global presence and the experience that comes from years of growth.

What I’m most proud of is that we haven’t lost the flexibility that helped us grow in the first place. We continue to look for new management approaches, rethink the way we operate and adapt to changes in the market.

That’s probably the biggest difference between then and now. We’ve become much bigger and much more stable, but we’ve managed to keep the flexibility of a startup. And I think that’s one of our greatest strengths.

Vision

What assumption about the industry is about to become obsolete?

For many years, people talked about online gaming as something new, modern and mainly aimed at younger, more tech-savvy audiences. There was also an assumption that it was still smaller than traditional offline gambling.

Today, the reality is very different. iGaming is a major industry. It operates under established regulations in many jurisdictions, follows clear rules and continues to grow year after year.

We’re no longer talking about a challenger to offline gaming. We’re talking about a mature global industry that, in many cases, already rivals or surpasses traditional gambling in both scale and growth. More importantly, it has become a significant part of the global economy.

What’s particularly interesting is that even as the industry matures, it continues to create new opportunities and expand its boundaries. New categories, new business models and new consumer behaviours are constantly emerging.

A good example is the rise of prediction markets. Just a few years ago, this wasn’t part of the mainstream conversation. Today, it’s opening up entirely new opportunities and bringing new audiences into the iGaming ecosystem.

That’s why I think the idea that online gaming is still a young niche industry is becoming obsolete. It’s already a mature industry, but one that continues to innovate and reinvent itself.

Business

What do you think the most successful companies in iGaming will have in common five years from now?

I think they’ll have one thing in common: flexibility.

The challenge for every large company is to avoid becoming slow.

If you look at other industries, there are plenty of examples. Take the automotive industry. For years, German manufacturers were the benchmark. But today we can see how difficult it is for large organisations to adapt quickly when the market changes.

That’s the risk every successful company faces.

You grow, you become bigger, you become more stable – but at the same time, you have to make sure you don’t lose the ability to move fast and react to what’s happening around you.

For me, that’s one of the biggest responsibilities of leadership.

A recent example for us is our prediction markets solution. We saw an opportunity, made decisions quickly and launched the product in just two months.

That’s exactly what flexibility looks like in practice.

The companies that manage to combine scale with speed will be the companies leading this industry in five years.

But they will also need to be reliable. As the industr