Quote · The iGaming Leader
The Founder Who Got Tired of Gambling's Bullshit. So He Built Something Better.
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Innovation Vision: Shifting the Paradigm of Real Money Entertainment
At 42:00 · chapter starts 38:50
Asked about his vision for MrQ beyond the traditional casino format, Savvas opens up about the direction the product is heading — without giving specific details. The framing is ambitious: he wants to shift the paradigm of what real money entertainment means, not just iterate on the existing model. The inspiration is the intersection of prediction markets like Kalshi and Polymarket with social, synchronous entertainment. During COVID, people turned to online poker and cocktail-making together — the shared element transformed what could have been an isolated activity into a communal experience. Savvas believes the same principle can be applied to real-money gaming. The behavioural economics angle is compelling: loss aversion means that losing £10 requires winning back £20 to feel psychologically whole. But what if playing with another person changes that dynamic? If the shared experience reduces the multiplier from 2x to 1.5x or 1.2x, it fundamentally alters the product's relationship with the player. The pizza analogy captures it perfectly: nobody says they 'lost money' on a pizza — they shared one, and it was good. That's the emotional register MrQ is trying to reach: entertain the world, win or lose.
Savvas is building toward synchronous, shared entertainment — inspired by pandemic-era poker nights, Kalshi, and Polymarket. The insight is that players feel more engaged when they sense control and social connection. Can MrQ replicate that across real-money gaming beyond slots and live dealer?
Losing £10 in gambling requires winning back £20 to feel whole — that's textbook loss aversion. Savvas is exploring whether shared, synchronous gaming experiences reduce that multiplier. If it drops from 2x to 1.2x, it changes what gambling feels like entirely.
Savvas cites the behavioural finance concept of loss aversion: losing £10 requires winning £20 back to feel psychological equilibrium, not just £10.
Savvas says the timing of MrQ's C-suite build was the single factor that determined whether the business survived the 40% tax shock. Even a few months slower would have left them without the leadership depth to absorb it. Building leadership is not operational prep — it's existential insurance.
