Omnichannel was the word salad at SBC Summit Americas, but AGS brought the receipts
At SBC Summit Americas, one word echoed louder than the badge scanners: omnichannel. It’s the industry’s favorite word salad, tossed into panels, press releases and sales pitches across the floor. It’s vague enough to mean everything, familiar enough that no one questions it, and popular enough that everyone nods along like it’s a strategy.
But only one company came to the table with the receipts. AGS isn’t just talking about omnichannel. They’re scaling it, structuring it, and squeezing real performance from it.
“We basically doubled the business last year,” said Zoe Ebling, Vice President of Interactive. “And we’re on track to keep growing.”
Their games aren’t just launching. They’re charting. AGS has held the number one spot for both overall new slots and overall performance for five to six straight months. According to Ebling, AGS games perform five times better than the industry standard.
“Our games have really resonated in the market. Some of our partners are launching six to eight games a month. Despite having a smaller catalog, our revenues are still really healthy and meaningful for our customers.”
The strategy isn’t volume. It’s velocity. And it’s working.
Omnichannel That Actually Moves the Needle
AGS has now completed eight omnichannel launches across different markets and jurisdictions. Their largest involved 30 simultaneous property launches in Alberta. But the effect wasn’t just in scale. It was in execution.
“Players all got free spins on a machine. They were really excited about it. There was a line waiting to play the game. While they waited in line, we gave them 50 bucks to play online. We helped them download the app and redeem the coin. Now, people are playing while they’re waiting. Our retention on that was the best we’ve seen.”
The success came from blending the experience instead of separating it. Digital and land-based became extensions of the same moment.
“What we really cracked there is that people don’t want to walk to a desk and get a coupon they don’t know how to use. You have to give them a reason to get online that’s relevant to why they’re already there.”
It’s not a copy-paste rollout. AGS tailors each activation to the partner’s actual business goals, whether that’s digital conversion, VIP crossover, or driving in-property traffic.
“We don’t just say, ‘Here’s our game, good luck.’ We ask what your goals are, and we build around that.”
A Clear No on Sweepstakes
While others pivot to sweepstakes as a workaround for slow U.S. icasino expansion, AGS has drawn a line.
“We are definitely not going in the direction of sweepstakes. It’s the gray alternative to the U.S. market, and not everybody is playing by the right rules. That’s an area we’ve decided not to go into.”
The choice to steer clear is intentional. AGS is focused on long-term markets with clear regulation and strategic growth potential, not temporary shortcuts.
LATAM as a Measured Growth Plan
AGS is also gaining traction in Latin America by aligning with what they already do well: land-based. Now, they’re translating that into digital growth with local relevance.
“LATAM is the emerging market. Europe is heavily saturated. The U.S. is stagnant. Canada is already maximized. LATAM is really the growing region, and that’s why so many companies have identified it as a strategic point.”
“There’s a great product that we have that’s already working in LATAM that we can bring online. We’re leveraging our land-based business, the relationships that already exist, and content that appeals to that type of player.”
It’s not a land grab. It’s an extension of infrastructure that already works.
Small Enough to Listen, Big Enough to Deliver
AGS has another edge that shows up in its product strategy. Unlike many suppliers boxed into one genre, AGS offers a full toolbelt. Their portfolio includes slots, arcade-style content, steppers, table games, and even a sports betting product in development.
“That gives us a tool belt to help our customers with what their strategic goals are.”
They’re small enough to move fast and customize launches around each partner’s goals. Big enough to deliver content that performs.
“We don’t just ship product. We want to learn your business. We ask how you’re differentiating yourself as a casino, and we help build strategies that support that.”
Built for Speed
AGS’ ability to launch, iterate, and evolve quickly comes from how the company is built. The culture isn’t layered in bureaucracy. It’s responsive. And it shows up in everything from how campaigns are launched to how ideas move through the business.
“It’s the reason why you have someone that’s 30 years old, that’s running one of the fastest growing businesses, who’s also a female, who’s also covered in tattoos.”
“The strategy and the way I approach business is really different from how a lot of people work in the space. Where I get the most energy is working with my team. Helping someone actually implement a really creative idea and building confidence in their ability to think outside the box and execute.”
Other suppliers are in the omnichannel race, but AGS is running their own playbook. It’s not about being first or loudest. It’s about being aligned, deliberate, and data-backed. If the industry wants omnichannel to be more than a buzzword, this is what it looks like when it’s done with intention.
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