We are a global iGaming product company developing an innovative platform for gaming operators worldwide. With over 20 years of expertise, we have successfully launched more than 200 poker projects in
Требования к кандидату: - 3+ years of experience in game design and UI design for gaming interfaces - Strong 2D art skills - Understanding of UI/UX principles in gaming - Experience working with AI tools - Previous experience in iGaming is a plus - English proficiency at B1+ level, Russian at B2+ level
We are a global iGaming product company developing an innovative platform for gaming operators worldwide. With over 20 years of expertise, we have successfully launched more than 200 poker projects in
Требования к кандидату: - 3+ years of experience in game design and UI design for gaming interfaces - Strong 2D art skills - Understanding of UI/UX principles in gaming - Experience working with AI tools - Previous experience in iGaming is a plus - English proficiency at B1+ level, Russian at B2+ level
I have no inside knowledge of a potential stock listing of the popular anti-Whatsapp messaging app, Telegram. But I know this much, judging by most people I talk to, especially crypto investors, if Telegram ever went public, people would gobble it up. I know I would. I’m waiting for it. So is Sergei Sergienko, who claims he owns $800,000 of Telegram’s pre-initial coin offering (ICO) tokens. “If Telegram does a SPAC IPO, there would be demand for this issue. It would probably outstrip the interest we saw during the ICO. Why? Because as of right now Telegram looks like a liberal application that can accept anyone - right after WhatsApp and others have turn on the censorship,” he says.
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
