Thomas Graf Details Quarter Century of Adaptation from Land-Based Roots to Omnichannel Convergence at Greentube

In an interview with G3 Newswire, Thomas Graf reflected on 25 years of recognizing when industry models no longer work and iterating toward new solutions. Greentube marks its 25th anniversary in 2026, a period that aligns with the span since Graf first met the interviewer at NOVOMATIC headquarters. The discussion traces Graf's focus on technological shifts, consumer habits and regulatory constraints that reshaped gaming from predominantly land-based operations to integrated digital channels.

The early years supplied core lessons in market entry. NOVOMATIC entered the UK in 2004 with video-based machines that were three times more expensive than local products and delivered higher volatility. Operators returned units after brief loss-making periods. Graf's team extended trials to six months with no upfront payment. The approach identified a niche among younger customers in London familiar with video games who valued multi-game options and faster play. Rural areas proved more conservative and required longer adoption cycles. The experience showed that new products succeed first in receptive segments before any broader expansion.

From Online Experiments to Diversification After Market Shock

Initial online efforts at NOVOMATIC used the existing NOVO Unity server-based framework to deliver Flash versions of land-based titles. Casinos in the Czech Republic tested the setup where players registered at a cash desk and received cards. Usage remained limited because customers preferred physical machines. Further attempts to port games onto third-party UK platforms encountered technical obstacles that halted progress. The IGT remote game server model later confirmed a compliant path. This sequence led to the Greentube acquisition, which supplied platform scale and distribution beyond initial UK customers such as Sky.

Greentube itself had originated in skill games and operated GameTwist on a subscription basis before shifting to virtual currency after observing players maintain memberships for months or over a year. NOVOMATIC titles including Book of Ra gained traction online through player recognition. A subsequent German regulatory change concentrated significant revenue in one jurisdiction and forced rapid restructuring. Greentube expanded B2C activity in Italy, strengthened social gaming and pursued acquisitions. The episode demonstrated that single-market dependence increases vulnerability. Diversification across B2B, B2C and social lines later proved advantageous when the pandemic curtailed physical visitation while digital channels sustained operations.

Luxembourg Project Demonstrates Practical Convergence

Graf described land-based and online gaming as one ecosystem despite regulatory separation. Luxembourg provides a compact environment to test integration under a lottery licence. The group supplies lottery, sports betting, games, server-based technology, terminals, cash handling and venue fit-out from within NOVOMATIC. Approximately 600 VLT and sports betting terminals operate alongside the Lucky Bar retail concept. Registered players transfer funds via digital wallet and QR code to machines then return balances to the wallet. These capabilities extend toward full 360-degree B2C applications that can inform future B2B products. The setup moves omnichannel beyond presentation concepts into measurable commercial and operational reality.

Graf repeatedly returned to the same question: what is the problem and how is it solved. Changes often originate outside gaming and alter consumer expectations. Short feedback loops between operations and R&D enable rapid iteration. Technology alone proves insufficient without a market problem that makes the solution valuable. The Luxembourg tender aligned multiple previously separate capabilities and gave them joint purpose.