Ramiro Atucha - CEO at Atucha Strategic Advisory

Ramiro Atucha – CEO, Atucha Strategic Advisory

Published: September 13, 2025

In 2008 he co-founded Leander Games in Buenos Aires, where he served as CEO and founder, and later as COO, expanding the company from a small start-up to a recognized software provider certified by MGA, UKGC and AGCC, with notable integrations such as PokerStars and Betsson, and a workforce that grew from 5 to 60 people. His leadership was key in the design and consolidation of the LeGa aggregation platform, which included more than 30 content partners.

In 2020, Atucha took on the role of CEO of Vibra Gaming, formerly known as Spieldev, guiding its transformation into a platform developer and provider with a regional focus. Under his direction, the company launched strategic divisions such as Vibra Solutions (omnichannel platform, RGS and customizable sportsbook) and Vibra VLT, steering the product toward the Latin American market with technical flexibility and GLI certifications.

His influence in the sector has been recognized on multiple occasions: he was included in Gaming Intelligence's Hot 50 ranking in 2016, and again in 2022, evidencing his prominent role among global iGaming leaders.

In mid-2025, he reported that, after five years of transformation, he would leave the executive role at Vibra Gaming and continue as a strategic advisor and shareholder, marking a new chapter in his career as the company enters its next phase under the leadership of Werter Luna.

Ramiro Atucha has officially introduced in November 2025, Atucha Strategic Advisory, a boutique consultancy created to work with a select group of companies worldwide. The firm will initially focus on Latin America, providing tailored guidance in market entry, corporate structuring, business strategy, and product positioning.

We spoke with Ramiro Atucha to learn a bit more about his current situation, his career and his more human side on More than a Game!

Professional Journey

What attracted me most was the challenge of getting such different, and sometimes antagonistic, profiles to work together for a single product: a game! If you think about it, to create a game you need creatives, musicians, mathematicians, front end, back end developers, illustrators, QA… and manage to keep them from killing each other.

Omnichannel (we all talk about it, but it's not here yet).

Determining whether games will become a commodity or whether creativity and quality will prevail.

The battle for regulated gaming.

The effort to reach younger generations.

The application of artificial intelligence.

In my opinion, these five points, present today, will set the agenda for the next 5 years.

The less responsible gambling, the tougher the regulation and the more public opinion and the image of our sector turn against us.

This generates an overreaction by the regulator that affects only regulated gambling and ends up leaving the illegal operator with conditions of unfair competition. It is a context where everyone loses except the illegal operator.

In that scenario, the regulated operator, in addition to paying taxes, generating reports and going through demanding (and costly) certifications, finds itself very limited when it comes to promoting, giving bonuses or having a competitive offering, while the illegal operator has an enormous advantage.

The first step for sustainable market growth is regulation that allows it. And to that end, it would clearly help if regulated operators were the first to embrace responsible gambling.

In the specific case of gambling addiction, I believe regulation is the way. It is impossible for a minor to enter a regulated casino, for someone to wager exaggerated amounts or for there not to be the possibility to self-exclude.

At the same time, as an industry, I think we have to raise the bar on our side.

It is estimated that in Argentina between 60 and 70% of gambling is illegal. In other regulated countries, the percentage is also very high. Clearly there is something regulation is not getting right. I believe that with the regulated casino as an ally, rather than an enemy, those numbers can be improved.

Obviously, for that to be sustained over time, there must be consistency in the path, the values, the actions and the quality of the product and service one delivers.

As with everything, language skills, multiculturalism and an open mind to innovations and changes also play an important role.

Stepping down as CEO of Leander and giving my place to someone else, assuming the role of COO, was very difficult. It was also the right decision.

Leaving Leander in 2019, and more recently leaving Vibra, were very difficult decisions. Every venture is like a child and the emotional bond is strong.

In companies, especially in start-ups, it happens that there are people who were key at a certain stage and later are no longer... or can no longer contribute what the project needs. When that happens, in my experience, it is a mistake to keep that person only for what they did before, but it is also a mistake to remove them without recognizing all they have contributed. In those cases the person must leave, with the respect and care they deserve, but they must leave.

And the same happens with oneself. When one considers that they are not the right person to lead the project, or that the conditions are not in place to do it successfully, it is time to step aside.

Sometimes the perfect solution is expensive, takes too long (increasing the consequences of the problem), or is impracticable. And most of the time there is an accessible and quick action that partially solves the problem. By applying that, often we will notice that the problem has been reduced to 20%, and that 20% is no longer a problem or allows solving it under less pressure.

Quick-fire Round

The Legacy