Svante Sahlström: Exploring Independence in an Evolving Industry

Svante Sahlström, Chief Commercial Officer at Thunderkick, explores the value of being an independent studio and addresses some misconceptions about this model in today’s competitive iGaming landscape.

In an industry where the conversation is increasingly dominated by corporate giants, it is easy to assume that remaining independent is unviable. However, independent does not mean small, unscalable, or ineffective. Rather it offers agility, speed to market, and customer prioritisation – qualities that make it an undervalued business model that not only challenges the status quo, but can also deliver real results. 

Independence with Intent: Nimble and Scalable

Industry professionals often associate independence with a small company incapable of scaling effectively. This is far from accurate – scalability is determined by efficient internal operations, and having key strategists under one roof streamlines the decision-making process. This seamless workflow ensures there is no disconnect between teams and no lengthy, complex approval processes to be navigated. As a result, independent businesses are adept in catering to increased customer demands without sacrificing quality and can move quickly to capitalise on time-sensitive opportunities. This is particularly crucial in the ever-changing iGaming industry, where turbulent regulations, rapidly shifting consumer demands, and market oversaturation make agility not just a preference but a necessity.  

Thunderkick has always been independent, and since its inception in 2012, it has grown consistently and is closing in on 100 employees and nearing a century of games. Its independent status has enabled the company to grow on its own terms without compromising on its creative freedom and overall brand vision of shaking the industry up.

Streamlined Processes: In-House From Start to Finish

A cohesive vision is integral to any successful game studio, and in fact, any commercial entity. Having a team of mathematicians, art directors, sound engineers, marketing experts, and account managers all in-house guarantees alignment with the company objectives and brand. Thunderkick does not outsource a single step of the production process, allowing for tighter quality control and an optimised feedback process that further reinforces speed to market. Every employee, whether on the commercial or product team, has an equal opportunity to contribute to the feedback loop from concept through to delivery, fostering investment in a shared mission of delivering high-quality content to our customers.

The inclusion of the sales team from ideation to final product is also an underappreciated process. More often than not, at big companies, the first time a commercial executive sees the product is when they are selling it. How can you expect a prospective customer to invest in a product if your own employees have not invested their own time and energy into helping to perfect it? This collaborative approach ensures the sales team has a holistic understanding of the product and lays the foundation for richer, more compelling storytelling that showcases the quality of the game and how it fits within the broader scope of the company’s vision.

Operating entirely in-house also facilitates the production of time-sensitive content that otherwise might not be possible when outsourcing – this could be reacting to market trends or creating bespoke titles in line with customer demands. This flexibility enables our product team to dedicate their time to making games fuelled by human insight and creativity rather than having to rely on artificial intelligence, guaranteeing authenticity.

Make it Personal: Relationships that Build Brands

We sometimes forget that the product is not the be-all and end-all. Customer relationship management is equally, if not more important. Ultimately, people buy into brands that they trust, and this relationship is spearheaded by account managers. The beauty of independence lies in the prioritisation of partners, allowing these customer-facing employees to build real relationships with real people, as opposed to purely transactional interactions. Operators are not just buying games; they are buying into the company and the people that power it.

At Thunderkick, we have made it our mission in 2025 to go deeper, not wider. This commitment to going the extra mile has already seen two of our key account managers visit customer offices in Lisbon, Porto, Madrid, and Barcelona over a week-long road trip. Partnerships and collaboration should not be confined to the temporary walls of a pop-up iGaming conference – meaningful, lasting relationships are about understanding a customer’s needs, valuing their time, and establishing connections beyond the product pipeline.