Not every employee needs to take every course. A CEO needs to understand the economics and read the dashboard. An Operator Manager also needs to close incidents. A media buyer needs to calculate cohorts. The tracks are assembled accordingly.
| Track | Duration | Can do afterwards | Certification |
|---|---|---|---|
| Owner / CEO | 6–8 hours | Reads the chain Deposits → GGR → NGR → EBITDA and knows where margin leaks | L1 + by agreement |
| Operator Manager | 12–16 hours | Runs a pre-launch check against a checklist and escalates incidents using a template | L1 + L2 + L4 |
| Marketing / Affiliate | 6–8 hours | Calculates LTV-to-CAC and payback period, not just CPA | L1 + by agreement |
| CRM / Retention | 8–10 hours | Calculates Bonus-to-GGR and Bonus ROI through Incremental NGR | L1 + by agreement |
| Finance / Analytics | 10–12 hours | Builds a P&L and prepares reporting that survives the question "where does this number come from" | L1 + L3 |
| Support / Payments / Risk | 8–10 hours | Recognises bonus-abuse patterns and escalates incidents with full context | L1 + by agreement |
The certification column shows the levels available after the track. The exact scope is fixed in the proposal.
Owners, investors, CEOs and project leads
Business model, launch, metrics, P&L and management dashboard — so you can see which dashboard numbers are actually about profit.
Operations leads, project and account managers
The fullest track: from the operator’s business to platform administration, daily operations and incident management.
Marketers, media buyers, affiliate managers
Acquisition funnel, affiliate model, CPA, CAC, LTV and cohort analysis — so source decisions stop being made on FTD counts.
CRM managers, retention and VIP specialists
Player lifecycle, retention metrics, segmentation, bonus economics and VIP — measured by incremental effect, not by the amount issued.
Finance staff, analysts, owners of management reporting
The deepest metrics track: GGR, NGR, P&L, revenue share, payment economics, cohorts, LTV and management reporting.
Support, payments, risk and compliance
Player account, payments, KYC, fraud, responsible gambling and escalation — so the first line resolves what it should resolve.
Three questions that usually determine the first track.
A typical contract covers two to four tracks across different departments. The courses inside them overlap in part, so the team builds a shared foundation automatically.
Twenty minutes to work out which tracks which departments need.
