Marco Trucco on navigating an ever-evolving industry
Marco Trucco has built his career across borders, brands, and regulatory regimes, learning how resilience shapes survival in gaming. From Italy to the UK and now Immense Group in Malta, he has chased growth while respecting the guardrails of regulation.
Today, as CMO, his focus is on the delicate balance of heritage, innovation, and profitability in a world where the margin for error is very low. In a conversation with SiGMA, Trucco presented his philosophy on the role of discipline, trust, and calculated risk.
Legacy as a source of strength
For Trucco, the source of strength for Immense Group is its heritage and the trust it has built over the years by complying with regulations. He presented his organisation as “one of the pioneers in the gaming industry.” “It was founded more than 10 years ago under the name VideoSlots, so it’s really one of the OGs.” The source of strength for the organisation, according to Trucco, is the fact that they have been around for a long time, helping build the confidence of the players who today prioritise safety as much as they do entertainment.
They only operate in regulated markets, and therefore, for them, the concept of trust is a core strength rather than a marketing tool. According to Trucco, his mission is to leverage the heritage they have built over the years and bring it into a new era with more precise execution and innovative products. His benchmark for success is simple and high on the risk scale: win the markets where others struggle to survive. “If you can crack the UK and Sweden markets as an operator and as a marketeer, you can basically crack every other market.”
Managing taxes without panic
The UK government’s plans to increase the remote gaming duty have unsettled many operators. Trucco believes that these regulatory changes are obstacles that can be navigated.
He doesn’t think taxes will ever go down. “Taxes will never go down. That’s one thing that’s sure.” Instead, he states that as a company, Immense Group will take this opportunity to accelerate its plans and move forward with projects designed to generate revenue ahead of schedule. Innovation is no longer a luxury but a necessity to maintain market shares while keeping the customer engaged. The tax is a pain, but with discipline, operators can continue to gain market shares ahead of the competition.
Owning the platform and the product
Having control of the technology provides flexibility in case of a downturn or a sudden shift in consumer behaviour. “We own our platform, so that’s our key asset.” This kind of ownership allows the company to be innovative with bonuses, promotions, and other offers without having to rely on third parties. Trucco is also proud of the company’s flagship product, the Battle of Slots. He describes it as “a unique tournament that people love.”
The next step Immense Group plans to incorporate is to merge the liquidity of the brands to increase the prize pool and the frequency of tournaments. This is done to keep the customer engaged instead of trying to squeeze more revenue by reducing the value of the customer. “I don’t think at this point we will reduce the RTP or compromise the quality of the games.” The objective is to extend the lifetime value of the customer instead of trying to gain more through short-term offers.
Affiliates are the engine
In spite of the hype around influencers and personalisation, affiliates remain central to Immense Group’s acquisition strategy. “Affiliates for us are super important.” Trucco explains that the company has one of the largest affiliate networks around because its brands convert well for seasoned affiliates. The aesthetics may be classical, but efficiency is what really matters.
Having almost 14,000 games also puts the sites in an advantageous position as destinations recommended by knowledgeable partners rather than browsers. Of course, the volatility of traffic following every Google algorithm change is another factor.
Scale also helps the group sustain steady acquisition rates despite individual affiliates’ temporary dips in the ranks. Finally, the regulated-only model ensures that the partnership is non-negotiable, further solidifying the compliance-first approach.
Rebranding for broader ambition
Trucco says that rebranding from Videoslots to Immense Group was “a bold move to recognise growth beyond a single product type.” It now encompasses video slots, Mr. Vegas, Mega Riches Kungaslottet, and DBET.
In other words, the rebrand was about clarifying the approach to the industry. It also puts the company in the right mindset for launching new products in new markets. For example, Spain and Ontario are now getting more attention. “2026” is earmarked for further product releases and bespoke apps.
Choosing battles carefully
When contrasting mature markets and emerging markets, Trucco places more importance on absolute values than percentage increase. “In markets like the UK and Sweden, you can hope for 5-10% year-on-year growth, and that’s already enough.” For example, he points out that in the UK, the market is over €5 billion, so even a 5% increase is a substantial revenue increase.
Emerging markets may be growing faster, but acquisition costs and chaotic competitiveness require deep pockets. Trucco’s advice to mid-sized operators is to be focused and not be tempted to overspread. “It’s better to have 5% in a market and get to six.”
For Marco Trucco, success is built around trust, quality, and growth, not shortcuts. And that, he believes, is how an old-school pioneer manages to keep up with a world that never stops.
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