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GROUPE PARTOUCHE: Income 1st half year 2020/2021 – Operating performance impacted by the health issue
During the meeting it held on the 29th of June 2021 and after having reviewed the management report of Groupe Partouche Executive Board, the Supervisory Board examined the audited accounts for the 1st half-year 2020-2021 (November to April).
Operation performance impacted by the health issue
The Covid 19 pandemic penalized the business activity during the first half of the current financial year by the interruption of the Group’s activities over the period, with the exception of the following reopening:
- Djerba casino (Tunisia): open during the 1st half-year but forced into a curfew;
- Meyrin casino (Switzerland): open between the 14th and the 26th December 2020 but on reduced hours;
- Meyrin et de Crans-Montana casinos (Switzerland): reopening on 19th April 2021, without curfew but with health constraints;
- Belgium online gaming & betting: accessible throughout the half-year;
- Switzerland new online gaming: accessible since its launching on 16th November 2020.
The Gross Gaming Revenue (GGR) over the period decreased by -80.9% compared to the previous year, reaching € 50.0 M and the turnover by -74.3% at € 47.2 M.
The Group’s EBITDA fell to -€ 42.0 M, compared to +€ 29.8 M in the first half of 2020.
The current operating income (COI) stood at -€ 73.2 M compared to +€ 0.3 M for the previous year, a degradation directly correlated with the interruption of the activity and therefore of the turnover.
Under activity divisions, the casinos’ COI reached -€ 68.2 M, compared to +€ 6.6 M in 2020 impacted by the closing of all the Group’s casinos over the period, with the exception of the Ostend casino COI with an increase of € 1.1 M thanks to the online COI.
The COI of the hotels’ division slightly decreased to -€ 2.2 M compared to -€ 1.7 M in 2020. The Aquabella hotel at Aix-en-Provence remained open over the whole period with an idling activity while the Cosmos hotel at Contrexéville remained closed.
Lastly, the deficit of COI of the “Other” division improved at -€ 2.8 M on the 1st half-year 2021, compared to -€ 4.7 M in 2020, mainly due to the significant increase of COI of Belgian sports betting (+€ 1,0 M).
Purchases & external expenses decreased by € 7.4 M (-10.9%) mainly impacted by:
- Material purchases, advertising/marketing costs, upkeep and maintenance costs down by € 11.2 M (-69.7%), € 7.9 M (-78.4%) and € 1.4 M (-33.7%) respectively directly linked to the closure of establishments and the drop in revenue from ancillary activities;
- Conversely, the change in subcontracting costs (+€ 16.6 M), mainly linked (i) to the increase in costs associated with online licenses in Belgium, i.e. +€ 19.6 M in costs correlatively to the increase in the turnover of this activity (online casino and sports betting); and (ii) savings in subcontracting (guarding, cleaning) made in view of the closure of establishments.
Within the above development, the increase of +€ 2.0 M in purchases and external expenses relating to the “online casino” in Switzerland, which started on 16th November 2020, should be noted.
Personnel expenses amounted to € 31.5 M, down € 42.0 M (-57.2%) following in particular the allowances received for partial unemployment from which the Group benefits, to which are added the employer’s contributions savings generated as well as the exemptions / subsidiaries obtained as part of the business assistance measures put in place by the Government in response to the health crisis.
The non-current operating income is a net expense of -€ 8.6 M, compared to -€ 2.7 M in 1st half-year 2020. In Belgium, an old dispute was won against the Belgian State leading to a non-current profit of € 5.8 M. Conversely, the continuation of the health crisis led the Group to carry out goodwill additional impairment tests from the half-yearly closing. Thus, goodwill impairment in the first half of 2021 totalled -€ 15.0 M.
In the end, the net income is a loss of € 88.0 M, compared to a loss of € 3.9 M as of 30th April 2020, after taking into account the following elements:
- a financial result of -€ 2.3 M (compared to -€ 0.8 M in 1st half-year 2020), which does not benefit from any exchange gain due to the closure of casinos on both sides of the Franco-Swiss border and whose financial expenses reverse slightly (-€ 0.2 M) in connection with the increase in the Group’s indebtedness while the half-yearly average interest rate continued to decline;
- a significant increase in tax (CVAE included) (-€ 4.0 M compared to -€ 0.6 M in 1st half-year 2020).
The Group’s financial structure remains healthy and solid with “cash net of levies” of € 104.1 M, shareholders’ equity of € 283.2 M and a “net debt” of € 149.7 M (set up as provided by the terms of the syndicated loan agreement, according to the former IAS 17 standard, excluding IFRS 16).
RECENT EVENTS & OUTLOOK
Ratio of leverage
Given the consequences of the health crisis on the Group’s business and the results for the half-year, the calculation of the leverage ratio at 30th April 2021 was impossible due to a negative EBIDTA. However, the Group’s financial partners have renewed their confidence in it.
Thus, the Syndicated Loan Agent, on 9th June 2021, signed a letter on behalf of the Lenders in which the later waives:
- each of the leverage ratio calculations provided for on the two closing dates of 30th April 2021 and 31st October 2021; and
- the delivery of each of the certificates corresponding to the leverage ratio calculations on the above dates.
Likewise, on 15th June 2021, the institutional investor carrying EuroPP waived the same ratio calculations and the delivery of certificates.
Reopening the casinos
All of the casinos in the Group have reopened:
- In France, since 19th May and based on a progressive schedule :
- Starting 19th May: only slot machines and electronic table games were accessible. A gauge equal to 35% of the areas receiving public (ERP) of each establishment had to be respected. Casinos opened until 9:00 p.m. under the curfew and catering was only permitted on the terrace;
- Starting 9th June: opening of table games. The gauge rose to 50% of the ERP capacity, the casinos were open until 11 p.m. and the indoor dining areas were open again, with a limit of six people per table. In addition, the health pass was required in establishments where the operator planned to accommodate more than 1,000 people;
- Starting 20th June: general lifting of the curfew ten days in advance, the other constraints being maintained;
- Starting 30th June: the players are hosted in usual conditions with respect for the health barrier gestures (wearing a mask, physical distancing, etc.).
- In Switzerland, since 19th April, no curfew but some restrictions (10 m² per person, no catering, no smoking even in smoking rooms).
- In Belgium, since 9th June, with an obligation to close at 11:30 p.m.
- In Tunisia, the Djerba casino remained opened during the whole half-year but had to close between the 9th and the 16th May.
Overall, gaming activities have picked up in a very satisfying trend.
Upcoming events:
– 3rd quarter financial information: Wednesday 15th September 2021, after Paris stock market close
– Turnover 4th quarter: Wednesday 15th December 2021, after Paris stock market close
Groupe Partouche was established in 1973 and has grown to become one of the market leaders in Europe in its business sector. Listed on the stock exchange, it operates casinos, a gaming club, hotels, restaurants, spas and golf courses. The Group operates 42 casinos and employs nearly 4,100 people. It is well known for innovating and testing the games of tomorrow, which allows it to be confident about its future, while aiming to strengthen its leading position and continue to enhance its profitability. Groupe Partouche was floated on the stock exchange in 1995, and is listed on Euronext Paris, Compartment
Annex
Consolidated Income
| In €M – At 30th April (6 months) | 2021 | 2020 | ECART | Var. |
| Turnover | 47.2 | 183.6 | (136.4) | -74.3% |
| Purchases & external expenses | (60.6) | (68.0) | 7.4 | -10.9% |
| Tax & duties | (5.6) | (8.8) | 3.1 | -35.6% |
| Employees expenses | (31.5) | (73.6) | 42.0 | -57.2% |
| Depreciation, amortisation & impairment of fixed assets | (28.5) | (29.0) | 0.5 | -1.82% |
| Other current income & operating expenses | 5.9 | (4.0) | 9.9 | -247.4% |
| Current operating income | (73.2) | 0.3 | (73.4) | n/a |
| Other non-current income & operating expenses | 6.4 | 0.0 | 6.4 | – |
| Gain (loss) on the sale of consolidated investments | – | – | – | – |
| Impairment of non-current assets | (15.0) | (2.7) | (12.3) | – |
| Non-current operating income | (8.6) | (2.7) | (5.9) | – |
| Operating income | (81.8) | (2.4) | (79.3) | n/a |
| Financial income | (2.3) | (0.8) | (1.4) | – |
| Income before tax | (84.0) | (3.3) | (80.8) | – |
| Corporate income tax | (3.6) | 1.0 | (4.6) | – |
| CVAE tax | (0.4) | (1.6) | 1.2 | – |
| Income after tax | (88.0) | (3.8) | (84.2) | – |
| Share in earnings of equity-accounted associates | (0.0) | (0.1) | 0.0 | – |
| Total net Income | (88.0) | (3.9) | (84.1) | n/a |
| o/w Group’s share | (81.6) | (5.3) | (76.3) | – |
| EBITDA (*) | (42.0) | 29.8 | (71.8) | n/a |
| Margin EBITDA / Turnover | n/a | 16,2% | n/a |
(*) taking into account the application of IFRS 16 in the half-year, which has the mechanical effect of improving EBITDA by €7.3 M.
Taxes and duties represent an expense of € 5.6 M down by –35.6%.
The change in amortization and depreciation on fixed assets, down -1.82% to € 28.5 M, reflects the slowdown in the sustained investment policy of recent years, hampered by the health crisis.
Other current operating income and expenses represent a net income of € 5.9 M compared to a net expense of € 4.0M in the first half of 2020. This is mainly due to operating grants received or receivable obtained as part of the business subsidiaries measures put in place by the Government in the face of the health crisis, in particular the fixed costs subsidiaries for € 10.0 M.
The operating income stands at -€ 81.8 M against -€ 2.4 M in the first half of 2020.
Income before tax represents a loss of € 84.0 M compared to a loss of € 3.3 M in the first half of 2020.
The tax expense (including CVAE) reached € 4.0 M, compared with € 0.6 M in the first half of 2020. The exceptional income recorded in Belgium following a dispute amounts to a tax of € 1.3 M. Conversely, CVAE’s tax charge decreased due to the shutdown of the Group’s activity over the half-year. With regard to deferred taxes, the Group has adopted the cautious position of not activating, even partially, the tax losses related to tax consolidation generated over the half-year (against a deferred tax asset of +€ 1.8 M during the 1st half-year 2020).
The quota-share of earnings of equity-accounted associate remained stable and non-material.
The consolidated net Income over the half-year is a loss of € 88.0 M against a loss of € 3.9 M at 30th April 2020, of which the Group share represents a loss of € 81.6 M compared to a loss of € 5.3 M at 30th April 2020.
Balance Sheet
Total net assets at 30th April 2021 decreased, totalling € 753.7 M against € 787.7 M at 31st October 2020. The remarkable developments during the period under review are as follows:
- A decrease in non-current assets of € 35.2 M mainly due, on the one hand, to the decrease in the “tangible fixed assets” item to the tune of -€ 17.5 M resulting from the depreciation expense for the half-year combined with the contraction in investments, and on the other hand, the decrease in the “goodwill” item for € 15.0 M, linked to the depreciation in the half-year of goodwill of certain sensitive CGUs in this crisis context;
- An increase in current assets of € 1.3 M, mainly due to an increase in the “receivables and other debtors” item of € 12.1 M (of which an increase of € 3.3 M in receivables from social organizations due to partial unemployment indemnities receivable in the context of the Covid-19 crisis, and € 9.4 M in subsidies receivable for fixed-cost assistance); as well as “Other current assets” of € 2.3 M (in particular VAT receivables). Conversely, we note a cash consumption of € 13.2 M.
On the liabilities side, shareholders’ equity including minority interests fell from € 371.9 M as of 31st October 2020 to € 283.2 M as of 30th April 2021, weighed down by the net result for the half-year. Financial debt increased by €53.7M. Consideration should be given to:
- the subscription, in mid-April 2021, of a second loan guaranteed by the State for € 59.5 M and new bank loans for + € 4.5 M;
- the quarterly maturity of the syndicated loan settled on 30th April 2021 in the amount of -€ 2.7 M, the maturity of 31st January 2021 having been postponed to 2026, as well as the repayment of other bank loans for -€ 1.9 M;
- the postponement of the 12-month maturities (in capital and, for the most part, in interest) of the Group’s bank debts, the resumption of repayments having taken place for some in March but for the majority in April 2021.
In addition, it should be noted that, due to the negative EBIDTA induced by the closure of the Group’s establishments over the half-year, the institutional investor carrying the EuroPP as well as all the banks making up the banking pool of the syndicated loan have given up the calculation of the leverage ratio provided for on the closing date of 30th April 2021. This with a retroactive effect from 30th April 30, 2021. However, the waiver having taken place after the closing, the application of IAS 1 has forced the Group to restate all of the outstanding amounts relating to the bond loan and the syndicated loan as a current share this half-year.
Financial structure – Summary of net debt
One can consider the Group’s financial structure using the following table (set up as provided by the terms of the syndicated loan contract, according to the old IAS 17 standard, excluding IFRS 16):
| In €M | 30/04/2021 | 31/10/2020 | 30/04/2020 |
| Equity | 283.2 | 371.9 | 384.1 |
| Gross debt (*) | 253.7 | 194.7 | 168.8 |
| Cash less gaming levies | 104.1 | 103.1 | 78.9 |
| Net debt | 149.7 | 91.5 | 89.9 |
| Ratio Net debt / Equity (« gearing ») | 0.5x | 0.2x | 0.2x |
| Ratio Net debt / Consolidated EBITDA (« leverage ») (**) | N/A (***) | 2.3x | 1.7x |
(*)The gross deb includes bank borrowings, bond loans and restated leases (with the exception of old leases restated according to the new IFRS 16 standard), accrued interest, miscellaneous loans and financial debts, bank loans and financial instruments.
(**) The EBITDA used to determine the “leverage” is calculated over a rolling 12-month period, according to the old IAS 17 standard (that is to say before application of IFRS 16), at namely € 39.8 M at 31/10/2020, and € 54.3 M at 30/04/2020.
(***)The bond and banking partners have waived the calculation of the “leverage ratio” expected at the closing date of 30th April 2021 due to negative EBITDA over the period.
Glossary
The “Gross Gaming Revenue” corresponds to the sum of the various operated games, after deduction of the payment of the winnings to the players. This amount is debited of the “levies” (i.e. tax to the State, the city halls, CSG, CRDS).
The «Gross Gaming Revenue» after deduction of the levies, becomes the “Net Gaming Revenue “, a component of the turnover.
“Current Operating Income” COI includes all the expenses and income directly related to the Group’s activities to the extent that these elements are recurrent, usual in the operating cycle or that they result from specific events or decisions pertaining to the Group’s activities.
Consolidated EBITDA is made up of the balance of income and expenses of the current operating income, excluding depreciation (allocations and reversals) and provisions (allocations and reversals) linked the Group’ business activity included in the current operating income but excluded from Ebitda due to their non-recurring nature.
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Sought-after software provider’s reimagined retro classic delivers a flavourful feast of rewards as full table wins help players on the way to massively multiplied prizes
Get ready to gather the family around the table and celebrate the harvest season in style in Extra Win X Thanksgiving – the new holiday-themed twist on Swintt’s classic retro slot formula where landing full table wins can lead to massively multiplied payouts.
As the latest release in the software provider’s popular Premium range, Extra Win X Thanksgiving combines simple gameplay across three reels and five fixed paylines with a distinctive autumnal aesthetic as golden turkeys, plump pumpkins and cornucopias award huge wins of up to 20,000x.
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Whenever this happens, all regular payline wins will be calculated and players will be transported to a new screen where they’ll be prompted to spin a wheel to further improve their rewards. With initial prizes including a standard 1x win and a healthy 2x multiplier, players will be able to keep spinning until they land a red “end” segment, at which point they’ll be returned to the base game.
Each wheel will also display an Extra Win X symbol, and if players are lucky enough to land on this special segment, the value of all multipliers will be enhanced and they’ll be able to keep on spinning. Again, this process will continue until they’re forced to exit the bonus round or the max win has been achieved, but all smaller prizes can also be gambled in an additional “Risk” feature.
Anthony Dalla Giacoma Chief Commercial Officer: “Thanksgiving is a time where millions of families across the U.S. gather to enjoy a smorgasbord of tasty treats – and to mark the occasion, we’re serving up all manner of mouthwatering rewards in a new, holiday-themed edition of our popular Extra Win X series . Featuring the same great mechanics as the original game and an improved top prize of 20,000x, we’re sure it’ll give players and operators plenty to be thankful for.”
The post Swintt serve up a new holiday slot with all the trimmings in Extra Win X Thanksgiving appeared first on European Gaming Industry News.
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Greece has quickly become one of Europe’s most closely watched regulated iGaming markets, blending high player engagement with an increasingly mature licensing framework. In this roundtable, Christos Zoulianitis, Chief Commercial Officer at ENJOY, Tassos Theocharidis Senior Sales Executive at Altenar, and Iulian Nedelcu, Account Manager at 3 Oaks Gaming examine the market’s evolution, the trends shaping Greek player behaviour, and the opportunities now open to operators and suppliers, while assessing the regulatory and commercial challenges that will define the next phase of growth.
How has the Greek iGaming market developed over the past few years, and what changes have made the biggest difference?
C: The Greek iGaming market has transformed significantly in a relatively short time. The introduction of a clear and consistent licensing framework has provided the stability needed for long-term growth, giving both operators and suppliers the confidence to invest. From a supplier’s perspective, this regulatory clarity has been instrumental in attracting greater innovation and competition. The influx of new licensees underlines the market’s growing appeal, confirming Greece’s status as one of Europe’s most dynamic regulated markets.
T: Following the launch of Greece’s regulated market in 2021, it has stabilised significantly, with more than two dozen licensed operators now active and licensed by the Hellenic Gaming Commission (HGC). Four years on, Greece’s GGR has grown by more than 25%, with online platforms powering that growth. Since obtaining our Greek licence in May last year, we have witnessed its high potential, with the market’s regulated GGR reaching €751.6 million. This demonstrates the huge potential for licensed operators and suppliers looking to achieve growth in the jurisdiction.
I: The Greek iGaming market has gone from something that seems like the “wild west” to a fully regulated playground. The biggest game-changer was licensing – suddenly, both players and operators knew the rules of engagement. Combine that with stricter compliance, stronger player protections, and improved tech infrastructure, and you have got a market that feels solid and sustainable, one that has matured into a competitive environment where quality and localisation matter more than ever. In short, regulation has turned something that seemed chaotic into a place of ample opportunity.
From a player perspective, what trends or behaviours stand out in Greece compared to other European markets?
C: Greek players are among the most passionate and engaged in Europe, particularly in sports betting and casino entertainment. There is a strong demand for immersive, entertainment-led experiences, especially within live casino and slots. Localisation plays a major role in the live environment – Greek-speaking presenters, for instance, drive deeper connection and retention. Interestingly, while tailored live content performs strongly, slots with wider European themes also enjoy success without the need for heavy localisation. Overall, Greek players are highly discerning and place strong emphasis on quality, fairness and trust – often judging an operator by the strength of the suppliers it partners with.
T: Greek players exhibit distinctive behaviours compared to other European markets, with a rich history of playing games of chance. Sports betting, particularly football and basketball, remains the most popular vertical, and contributes nearly half of all online wagering turnover. There has also been a strong uptake of mobile and live products. Over 60% of iGaming activity now occurs via smartphones, and in-play betting has become one of the key engagement drivers.
This is an area we have heavily invested in at Altenar, and our intelligent bet acceptance logic has improved the user experience by minimising the number of bets which are rejected due to a live bet delay. The unique algorithm means bets can still be placed during a live event if there is no significant change to the odds. The use of official data from the industry’s leading providers also helps to ensure live betting windows are extended and cashout availability is improved.
Compared to other European markets like Italy or France, Greek players tend to bet smaller amounts but more frequently, emphasising the social and entertainment value of betting over purely transactional motives.
I: Greek players are passionate and extremely loyal, they gravitate toward engaging features and jackpots, but what really sets them apart is their appetite for localised content and games that feel culturally familiar, relevant and immersive. They want entertainment with personality, not just another spin on the reels. When features speak the language of Greek players, both culturally and experientially, they drive ongoing engagement rather than a single interaction.
What opportunities do you think the Greek market will offer in the coming years?
T: In line with expected annual growth of around 3.5% up to 2029, the market presents significant opportunities in several areas, and is expanding with a highly engaged player base, long-standing cultural acceptance of gambling and well-developed technical infrastructure.
More so than ever, localisation is key, with Greek language support and tailored payment systems in high demand. Additionally, retail-to-online integration and software expertise are essential to help operators compete.
I: The opportunities are plentiful if you play it smart. Mobile-first experiences will dominate, as Greek players increasingly engage on the go. Localised campaigns alongside tailored jackpots and features will set successful brands apart. There is also room for growth in gamification and responsible play tools, which are increasingly valued. In short, the companies that succeed will be those that combine smart innovation with a genuine understanding of Greek player preferences. A generic slot experience simply is not enough anymore.
C: As more casinos go live under licence, competition is intensifying, opening fresh opportunities for content providers to help operators stand out. Exclusive titles, premium live content, and branded formats are all becoming key differentiators. For suppliers, there is also scope to add value through localised experiences and innovative promotional features that enhance engagement. With a robust regulatory base and consistent year-on-year growth, Greece is shaping up to be one of Europe’s most promising markets for operators and suppliers alike.
Looking ahead, what hurdles do you think the market will face in the coming years?
T: Despite growth, the market faces some structural challenges. High taxation, with GGR tax rates of up to 35%, among Europe’s highest, compresses operator margins. Meanwhile, illegal gambling continues to siphon away 10% of total wagers, prompting the HGC to establish a dedicated task force to curb unregulated activity.
The need for a refreshed regulatory framework has also become urgent. The HGC itself has noted the limitations of the current structure and advocates for a system ‘built from the ground up’ to align with international best practices.
I: The hurdles are quite clear: stricter regulations, heavier compliance burdens, market saturation, and the not-so-small matter of Greek taxation. Operators will also need to constantly balance innovation with responsibility. Yes, players want excitement, but regulators want safety. Add in fierce competition, and the market can feel like a marathon. The key challenge will be differentiation and standing out without cutting any corners. Those who prioritise sustainable strategy, localised insight and long-term trust will be the ones who move ahead.
C: Despite the strong trajectory, the market is not without its challenges. High taxation, rising operational costs, and strict compliance requirements all put pressure on margins – particularly for smaller operators and studios. Suppliers also face lengthy approval processes from the HGC, which, since 2023, have become more time-consuming. Even so, these measures ultimately uphold market integrity and professionalism, helping to ensure Greece’s long-term sustainability as a regulated market.
With factors such as high taxes and increasing competition, how do you see these shaping the future of the Greek iGaming market?
I: High taxes and competition may seem like a headache, but they are in fact forcing the industry to evolve. Margins are tighter, so operators must focus on efficiency, smarter marketing, and player retention rather than quick wins. Competition, meanwhile, drives creativity and innovation – only the best survive. The result? A leaner, more sophisticated market where localisation, responsible play, and strong brand identity separate the leaders from the pack.
C: These pressures are likely to accelerate the market’s evolution towards greater maturity. Operators will prioritise sustainable growth, efficient operations, and long-term partnerships with trusted suppliers. High-quality, localised content will remain a central advantage, while innovation in promotions and player engagement will continue to separate market leaders from the rest. Despite the challenges, the steady influx of new licensees and consistently high player demand underscore Greece’s strong potential – a compact yet high-performing market that continues to deliver impressive annual results.
T: In the years ahead, Greece’s iGaming ecosystem will reflect the tension between innovation and regulation. High competition and tax pressure will likely push smaller firms out of the market, favouring operators that invest in responsible gaming, advanced technology, and product differentiation.
However, the fundamentals remain promising. With high internet penetration, a digitally engaged population, a clear licensing regime, and a growing reputation as a Mediterranean hub for gaming innovation, Greece’s iGaming market is well-positioned to sustain steady, high-quality growth.
The post Assessing the Greek iGaming market’s potential appeared first on European Gaming Industry News.
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The Golden Boomerang League winners, sports traffic tournament from Boomerang Partners shared their impressions
October 31 marked the conclusion of the first season of Golden Boomerang League, an affiliate tournament for sports traffic by Boomerang Partners. The company named the winners in a ceremonial setting on its stage during SiGMA Central Europe in Rome, on November 4th. They became:
- QQMedia
- Apex Media
- Luis Xavier
These teams made it among the 68 participants who managed to generate 20+ FTDs on sports brands from Boomerang Partners’ client portfolio over the two months of the tournament and reached the final draw. Their leaders shared their emotions and impressions.
QQmedia and their unique traffic driving concept
Taking the top spot and winning a direct ticket to the Golden Boomerang Awards 2026 (a global, annual affiliate traffic tournament by Boomerang Partners), QQmedia has proven its elite status in the industry. For the team, this victory was a validation of their unique approach and a reason for a well-deserved celebration in Cyprus.
“The win means a lot to us because it proves our concept. The way we drive traffic is unique; nobody does it like we do,” stated the CEO of QQmedia. The team’s success was driven by a forward-thinking strategy that many competitors are yet to embrace. “I think most people still live in the past… In my opinion, marketing has changed a lot. Influencers are now more powerful than major athletes or actors… We have and that’s why we’re doubling down on influencer marketing,” he revealed.
When it comes to sports traffic specifically, QQmedia leverages this by collaborating with former athletes-turned-influencers, which they note delivers “some of the best conversion rates in the entire industry.”
Looking ahead, the CEO of QQmedia is thrilled about his team automatic qualification for the Golden Boomerang Awards 2026. He recalled the previous event as a “10/10 experience.” Their strategic goal for 2026 is to forge an exclusive partnership in 2026 to focus their power and push one brand to the maximum. The CEO added that the competition itself was highly motivating for the entire team. He described the Golden Boomerang League experience in one word: “Inspiring.”
Luis Xavier builds a strong connection with the target audience
Luis Xavier secured an unforgettable prize: the AC Milan Experience package, including paid flight, accommodation, and attendance at an AC Milan home match at San Siro Stadium in Milan. This became possible thanks to the fact that Boomerang Partners is the Official Regional Partner of AC Milan.
“This victory means a great deal. It reflects all the dedication and ambition in the work done until today,” said the CEO of Luis Xavier. Their approach is straightforward but powerful. “It’s not a matter of strategy. When you know you have to achieve a goal, you just do it. We only stop when it’s accomplished.”
This determination extends to their work with sports traffic, where they believe the ultimate challenge – and key to success – is achieving a strong, genuine connection with the target audience.
Personally, the CEO of Luis Xavier, a huge football fan, looks forward to the Milan trip as a unique reward. He’s already decided his wife will join him, making it a personal celebration of a job well done. For his team, this victory serves as a powerful motivator, proving that “without dedication, nothing is achieved.”
Apex Media is aiming to diversify, and grow globally
Apex Media also scored the AC Milan Experience package. The win has deepened their commitment to their partnership with Boomerang Partners.
“I’m so emotional about the new trip that is coming,” shared the Head of Sales at Apex Media’. “The fact that we won this competition only inspired us to continue working with Boomerang Partners, maybe even more.”
As a team of passionate football fans who recently attended an AC Milan match versus AS Roma, this prize is a perfect fit. The trip to Milan holds special significance for their fully remote team. It serves as a powerful bonding opportunity. “I cannot wait to spend beautiful moments in this town and bring our whole team together,” the Apex Media’ Head of Sales added.
Looking forward, Apex Media plans to build on this success by focusing on constant growth, diversification, and global expansion.
There are more to come
Golden Boomerang League became Boomerang Partners’ first affiliate tournament with focus only on sports traffic. The company continues its course toward the status of leading sports affiliate program in the industry, and it has many plans for 2026. Follow the news on the official website and social networks of the agency.
About Boomerang
Boomerang Partners is a rapidly growing global marketing agency offering a wide range of services. Boomerang Partners is the Official Regional Partner of AC Milan. In 2024, it launched the inaugural Golden Boomerang Awards — a global tournament for affiliate teams. More than 400 affiliate teams participated in the second season of the tournament in 2025. The agency launched six new products in 2024-2025, contributing to a nearly 1.5-fold increase in product users.
The agency’s client portfolio contains 13+ brands offering affiliate and entertainment services across 40+ markets in compliance with local regulations. These products provide personalized bonuses and 24/7 multilingual support.
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