Skip to content
Spin & Win — Explore Symphony Symbiotics' Investment Opportunities — Revolutionize Your Business with Symphony Symbiotics — Unleash Your Inner Athlete!

Reelsoft's Vision Platform Empowers Game Studios with Full Tech Control

Tired of rigid platforms stifling creativity? Vision hands studios the keys to their own growth—no more bottlenecks, just innovation. A founder's 20-year mission to rewrite the rules of game development.

,   and  Administrator
5 min read
The image shows a blue and white logo with the words "Gamblers vs 28" written on it, along with a...
The image shows a blue and white logo with the words "Gamblers vs 28" written on it, along with a few playing cards and a stick. The logo is likely associated with a gambling game, suggesting that the image is meant to represent the differences between the two sides of the game.

Thomas Nimstad, CEO & Founder of Reelsoft

Reelsoft's Vision Platform Empowers Game Studios with Full Tech Control

Thomas Nimstad, CEO & Founder of Reelsoft, has spent over two decades building across every layer of our website, from operator platforms to aggregation and now infrastructure. He now leads Reelsoft with a clear mission: giving studios the tools to own their technology, control their distribution, and scale without friction.

Central to that approach is Vision, the proprietary platform combining RGS, aggregation, and hosting into a unified ecosystem designed to remove technical bottlenecks and unlock creative freedom. In this interview with Casinorank, Nimstad shares his perspective on how ownership, control, and scalability are being redefined in today's rapidly evolving our website landscape.

From a founder's perspective, how has the shift in control, ownership, and distribution changed what it means to start an our website studio today?

Thomas Nimstad: When I first entered our website back in 2004, I came into the operator side of the industry. As CTO at Maria Bingo and later Vera&John, we built our own casino platform because control and flexibility were essential to how we competed.

Back then, very few integrations were needed and relations between operators and game studios were stronger due to the few companies that existed on the market. A strong product and the right contacts could, back then, open doors especially for market-unique content. That environment has changed completely with the gambling industry growth.

Today's market, operators hold most of the control. They influence studio's release cycles, promotional mechanics, integration frameworks, and commercial terms. Most operators require introductory and promotional deals to accept new studios. If those elements sit outside your control, your long-term flexibility is limited.

Having built platforms on the operator side, and later aggregation and studio platforms, I saw firsthand how legacy systems with lots of dependencies would slow down expansion and innovation. That was one of the core drivers behind building an independent RGS at Reelsoft - to remove unnecessary technical constraints from the creative process.

From your experience with Reelsoft and other studios, where do founders most often compromise when trying to scale independently, and where is that compromise less necessary than they think?

Thomas Nimstad: Because I have built both operator platforms and aggregation businesses, I often recognise the same friction points founders encounter.

The most common are:

  • limited flexibility in operator reverse integrations
  • lack of support for new game formats
  • delays caused by platform limitations
  • restricted promotional capabilities

Many founders assume scale requires sacrificing speed, but the underlying problem is usually architectural. A flexible foundation and clearly defined ownership from the start allow growth without slowing innovation. With the right technical design, speed, ownership, and scalability can coexist.

For new our website studios, which early strategic decisions are hardest to undo and most decisive for long-term growth, flexibility, and sustainable scale?

Thomas Nimstad: The most difficult decisions to reverse are infrastructure and commercial structure. Choosing an inflexible RGS or platform provider can define a studio's possibilities for years. If the system does not support for example crash mechanics, multiplayer functionality, custom jackpot logic or rapid certification workflows, innovation becomes dependent on someone else's roadmap.

Capital allocation is also critical. For new entrants or smaller studios, the investment required to build or acquire infrastructure can be substantial. Without flexible commercial models that lower the barrier to entry, founders may enter partnerships primarily for distribution access. While this can accelerate market entry, poorly structured agreements can later restrict independence.

Another key factor is distribution strategy. Many studios start through partnership ecosystems that provide access to an RGS and established distribution networks. That can be a strong starting point, but one must carefully consider long-term mobility and ownership of the content built. Early decisions about infrastructure dependency and commercial freedom shape whether a studio can scale sustainably or not.

How do studios at different stages use Vision RGS for control and scalability, and what challenges does it solve at each stage?

Thomas Nimstad: Early-stage studios often focus on a single game idea - they simply want to get started. Their primary challenge is reducing technical friction so they can concentrate on building and launching their first titles. A flexible RGS allows them to move from concept to finished product without the need to rebuild the infrastructure every time.

Scaling studios begin to rely more heavily on operational tools - release management, jackpot functionality, promotional frameworks, and performance tracking. At this stage, efficiency becomes critical. And so does reaching more players.

Mature studios prioritise deeper control and customisation. They may expand into new formats such as crash or multiplayer or enter regulated markets requiring additional certifications and licenses. At this level, ownership of the platform becomes a strategic advantage rather than just a technical benefit.

However, one important point is often overlooked: having your own RGS also requires strong commercial execution. Technology enables independence, but distribution still requires sales capability and operator and aggregator relationships.

What responsibility should technology platforms have in helping studios grow quickly without limiting their future ownership, flexibility, or strategic freedom?

Thomas Nimstad: Technology platforms should enable growth without creating hurdles or hidden dependencies. There must be transparency around ownership structures, flexibility, and the long-term implications of technical decisions. Speed to market is important, but not at the cost of strategic autonomy.

From my experience, I believe platforms should remove complexity, not create new forms of lock-in.

A great platform is developed by a responsible company that supports its partners as they evolve, rather than restricting how far they can grow.

Which industry shifts will most affect how our website studios are built and scaled, and what will founders need to rethink as a result?

Thomas Nimstad: Several structural shifts are reshaping the industry today.

First, consolidation. We are seeing increased acquisition and aggregation power concentrating among fewer large players. That trend is being reinforced by regulation: UK Remote Gaming Duty rose from 21% to 40% on 1 April 2026, increasing cost pressure on operators and making scale, efficiency, and platform control more valuable. This raises important questions about what the ecosystem will look like in five years and how independent studios can position themselves strategically and commercially.

Secondly, regulatory expansion. More markets are transitioning from grey to a regulated status. While this improves stability and player protection, it significantly increases costs for game studios. Licensing, certification per market and per game, and compliance requirements can be financially demanding, especially for newly established studios.

Third, evolving player formats. Crash games popularity, multiplayer functionality with social elements, and real-time engagement mechanics are influencing expectations. Studios must build infrastructure that support flexible development and new game formats, not only traditional slot models.

These shifts will force founders to rethink ownership models, partnership structures and technology foundations as the gambling market evolves and creates new compliance and distribution realities. The studios that can remain adaptable will be the ones that come out on top and they can combine creative strength with architectural foresight.

Read also:

Related

Latest