2019-2020
Bingo Friends
A Free-to-Play mobile 75-ball bingo game designed for the Anglo-Saxon market, offering a unique, and gamified social experience.
Product Manager
Creative Direction
Product Overview
"Bingo Friends is a mobile game designed for mature women who seek a relaxing and social gaming experience. Players can adopt a pet that helps them during the game, adding a fun and unique twist to the classic bingo experience."
A new product vertical for a new market.
Social Games Online was a social casino company specializing in slot games for the Spanish market. The challenge was to expand the company’s portfolio by creating a new product vertical in Bingo 75 and introducing it to a completely unfamiliar market, the Anglo-Saxon market.
0%
0%
Users Retention
Returning Day After Register
0%
0%
Users Retention
Returning Day After Register
0/50
0/50
Stars
Rated in Play Store
0/50
0/50
Stars
Rated in Play Store
0+
0+
Countries
Published Around the. World
0+
0+
Countries
Published Around the. World
Market Analysis
Online bingo games are divided into three main categories: Bingo 90, Video Bingo, and Bingo 75. The latter has a dominant market presence in North America, as it is deeply rooted in the traditions of the United States and Canada, where it was historically played in churches.
The social free-to-play (FTP) mobile format of Bingo 75 represents a global market of approximately $300M. It is a mature and highly competitive space, with a dominant leader, Bingo Blitz, holding over 50% of the market share. This is a clear example of a Blue Ocean strategy, where market leaders set the trends that others follow.
Target Audience
The game serves as a means of relaxation and a pastime while engaging in passive activities like watching television, with long playing sessions mostly during the afternoon and evening.
We identified that the bingo market was predominantly female, with around 80% of players, and the average age of the players was quite advanced, around 50-60 years old, typically from lower-middle socioeconomic backgrounds.
Business Goals
We knew we were entering a well-established market that we were unfamiliar with and where we would be investing far less than our competitors.
Even though, the company was strategically interested in exploring the American market and trying to establish a new vertical beyond gamified slot games, which was the company’s core business.
Our goal was to minimize first-year losses, reach break-even within a year, and start generating small but growing profits from then on.
To achieve this, we aimed to build a base of recurring users with frequent microtransactions that would generate enough revenue share. Unlike slots, bingo had different purchase sizes and a lower number of high-spending players (“whales”).
For this reason, our launch target was to achieve at least a 25% retention rate on Day 1 (R1).
Key Features
Defining a Market-Ready MVP with a Strong Unique Value Proposition.
By conducting an in-depth analysis of competitor games and UX research, we identified the essential features needed for our MVP to enter the market, as well as additional functionalities that could be prioritized later.
Moreover, we defined our unique value proposition to stand out in a highly competitive landscape filled with similar games. In addition to the game design proposal, the artwork had to be of high quality, and the user experience design needed to be immersive and closely tied to the storytelling.
3-steps Go-to-Market
To achieve our goal of impacting the North American market, we designed a 3-step strategy that was necessary due to some of our specific requirements.
1st step - Technical Launch
As a simultaneous multiplayer game, we needed to validate the development’s capacity to handle a large number of players at once, particularly the scalability of the servers. To achieve this, we sought a market as similar as possible to the American one but with lower user acquisition costs. As a result, we launched the game in the Philippines, optimizing campaigns during specific time windows.
2nd step - Soft Launch
We tested several countries with lower user acquisition costs than the United States to understand the market and the players’ behavior with our game. Even though these markets were more affordable, they needed to have a similar economic capacity and familiarity with this type of game.
We tested markets such as Germany, Sweden, Denmark, Norway, UK, South Africa, and Australia during this phase. Investing in different countries helped us establish the fluctuation of the price auction, which we observed was consistent, and compare it with the quality of the users.
3th step - Hard Launch
The launch of the game was marked by our entry into the US and Canada, the key markets for Bingo 75, but with a significantly higher Customer Acquisition Cost (CAC). The preparatory phase helped us develop a comprehensive user acquisition strategy, targeting specific segments to optimize Cost Per Acquisition (CPA).
Additionally, this phase enabled us to identify quick wins in terms of product optimizations and feature improvements that would help improve R1 retention and ensure a better user experience.
Role & Responsibilities
As the company’s Creative Director, I led the initial product definition. I also took on the role of Product Manager, balancing it with my previous responsibilities.
Product Portfolio Review Committee
In the company, we had two underperforming products, and a meeting was convened with the CEO, CPO, CTO, and myself, as Creative Director at the time, to decide the next steps.
After analyzing the situation, we collectively decided to shut down one project and pivot the other. Specifically, the video bingo product was reimagined and transformed into a Bingo 75 product, aiming to better align with market needs and improve performance.
Value Proposition Design
After this meeting, we were given one week (the Marketing Director, the CPO, and me) to understand the Bingo 75 market and design the value proposition and key features of the game. Once the high-level plan was approved, I took on the role of Product Manager for the project.
Product Manager
I led the design and development of Bingo Friends by taking on the following responsibilities:
Market & Competitor Analysis: Analyzed the Bingo 75 market and competitors to identify opportunities and differentiate our product.
User Research: Researched the needs and behaviors of the target users.
Business Plan: Created the business plan to ensure financial viability and product growth.
Product Roadmap: Designed the product roadmap, prioritizing key features and functionalities.
Feature Definition: Defined the necessary features for the MVP and long-term functionalities.
Team Structure: Designed the team structure to ensure an efficient workflow aligned with objectives.
Go-to-Market Strategy: Developed the go-to-market strategy to position the product in the market and attract the right users.
Development Supervision: Supervised product development, ensuring quality and meeting deadlines.
Art, Design, and UX Oversight: Oversaw the artistic direction, to ensure an engaging, high-quality, and user-centered experience that aligned with the game’s core concept.
Daily Team Management: Led the team on a daily basis, applying agile methodologies (Scrum) to ensure continuous progress and efficient collaboration.
Product Metrics Requirements Design: Designed the requirements for the necessary metrics to understand the product’s performance.
User Acquisition and Retention Oversight: I supervised the user acquisition and retention strategy.
Team & Collaboration
I led an independent multidisciplinary team to develop the product while coordinating with supporting departments.
Internal Team
2 Backend Developer
2 Frontend Developer
1 QA Tester
2 Artists
1 Economy Game Designer
1 Ux/Ui Designer
1 Product Manager
External Team Support
1 UA Specialist
1 Product Marketer
1 BI Analyst
1 BI Developer
Stakeholder support
More Works
©2025
2019-2020
Bingo Friends
A Free-to-Play mobile 75-ball bingo game designed for the Anglo-Saxon market, offering a unique, and gamified social experience.
Product Manager
Creative Direction
Product Overview
"Bingo Friends is a mobile game designed for mature women who seek a relaxing and social gaming experience. Players can adopt a pet that helps them during the game, adding a fun and unique twist to the classic bingo experience."
A new product vertical for a new market.
Social Games Online was a social casino company specializing in slot games for the Spanish market. The challenge was to expand the company’s portfolio by creating a new product vertical in Bingo 75 and introducing it to a completely unfamiliar market, the Anglo-Saxon market.
0%
0%
Users Retention
Returning Day After Register
0/50
0/50
Stars
Rated in Play Store
0+
0+
Countries
Published Around the. World
Market Analysis
Online bingo games are divided into three main categories: Bingo 90, Video Bingo, and Bingo 75. The latter has a dominant market presence in North America, as it is deeply rooted in the traditions of the United States and Canada, where it was historically played in churches.
The social free-to-play (FTP) mobile format of Bingo 75 represents a global market of approximately $300M. It is a mature and highly competitive space, with a dominant leader, Bingo Blitz, holding over 50% of the market share. This is a clear example of a Blue Ocean strategy, where market leaders set the trends that others follow.
Target Audience
The game serves as a means of relaxation and a pastime while engaging in passive activities like watching television, with long playing sessions mostly during the afternoon and evening.
We identified that the bingo market was predominantly female, with around 80% of players, and the average age of the players was quite advanced, around 50-60 years old, typically from lower-middle socioeconomic backgrounds.
Business Goals
We knew we were entering a well-established market that we were unfamiliar with and where we would be investing far less than our competitors.
Even though, the company was strategically interested in exploring the American market and trying to establish a new vertical beyond gamified slot games, which was the company’s core business.
Our goal was to minimize first-year losses, reach break-even within a year, and start generating small but growing profits from then on.
To achieve this, we aimed to build a base of recurring users with frequent microtransactions that would generate enough revenue share. Unlike slots, bingo had different purchase sizes and a lower number of high-spending players (“whales”).
For this reason, our launch target was to achieve at least a 25% retention rate on Day 1 (R1).
Key Features
Defining a Market-Ready MVP with a Strong Unique Value Proposition.
By conducting an in-depth analysis of competitor games and UX research, we identified the essential features needed for our MVP to enter the market, as well as additional functionalities that could be prioritized later.
Moreover, we defined our unique value proposition to stand out in a highly competitive landscape filled with similar games. In addition to the game design proposal, the artwork had to be of high quality, and the user experience design needed to be immersive and closely tied to the storytelling.
3-steps Go-to-Market
To achieve our goal of impacting the North American market, we designed a 3-step strategy that was necessary due to some of our specific requirements.
1st step - Technical Launch
As a simultaneous multiplayer game, we needed to validate the development’s capacity to handle a large number of players at once, particularly the scalability of the servers. To achieve this, we sought a market as similar as possible to the American one but with lower user acquisition costs. As a result, we launched the game in the Philippines, optimizing campaigns during specific time windows.
2nd step - Soft Launch
We tested several countries with lower user acquisition costs than the United States to understand the market and the players’ behavior with our game. Even though these markets were more affordable, they needed to have a similar economic capacity and familiarity with this type of game.
We tested markets such as Germany, Sweden, Denmark, Norway, UK, South Africa, and Australia during this phase. Investing in different countries helped us establish the fluctuation of the price auction, which we observed was consistent, and compare it with the quality of the users.
3th step - Hard Launch
The launch of the game was marked by our entry into the US and Canada, the key markets for Bingo 75, but with a significantly higher Customer Acquisition Cost (CAC). The preparatory phase helped us develop a comprehensive user acquisition strategy, targeting specific segments to optimize Cost Per Acquisition (CPA).
Additionally, this phase enabled us to identify quick wins in terms of product optimizations and feature improvements that would help improve R1 retention and ensure a better user experience.
Role & Responsibilities
As the company’s Creative Director, I led the initial product definition. I also took on the role of Product Manager, balancing it with my previous responsibilities.
Product Portfolio Review Committee
In the company, we had two underperforming products, and a meeting was convened with the CEO, CPO, CTO, and myself, as Creative Director at the time, to decide the next steps.
After analyzing the situation, we collectively decided to shut down one project and pivot the other. Specifically, the video bingo product was reimagined and transformed into a Bingo 75 product, aiming to better align with market needs and improve performance.
Value Proposition Design
After this meeting, we were given one week (the Marketing Director, the CPO, and me) to understand the Bingo 75 market and design the value proposition and key features of the game. Once the high-level plan was approved, I took on the role of Product Manager for the project.
Product Manager
I led the design and development of Bingo Friends by taking on the following responsibilities:
Market & Competitor Analysis: Analyzed the Bingo 75 market and competitors to identify opportunities and differentiate our product.
User Research: Researched the needs and behaviors of the target users.
Business Plan: Created the business plan to ensure financial viability and product growth.
Product Roadmap: Designed the product roadmap, prioritizing key features and functionalities.
Feature Definition: Defined the necessary features for the MVP and long-term functionalities.
Team Structure: Designed the team structure to ensure an efficient workflow aligned with objectives.
Go-to-Market Strategy: Developed the go-to-market strategy to position the product in the market and attract the right users.
Development Supervision: Supervised product development, ensuring quality and meeting deadlines.
Art, Design, and UX Oversight: Oversaw the artistic direction, to ensure an engaging, high-quality, and user-centered experience that aligned with the game’s core concept.
Daily Team Management: Led the team on a daily basis, applying agile methodologies (Scrum) to ensure continuous progress and efficient collaboration.
Product Metrics Requirements Design: Designed the requirements for the necessary metrics to understand the product’s performance.
User Acquisition and Retention Oversight: I supervised the user acquisition and retention strategy.
Team & Collaboration
I led an independent multidisciplinary team to develop the product while coordinating with supporting departments.
Internal Team
2 Backend Developer
2 Frontend Developer
1 QA Tester
2 Artists
1 Economy Game Designer
1 Ux/Ui Designer
1 Product Manager
External Team Support
1 UA Specialist
1 Product Marketer
1 BI Analyst
1 BI Developer
Stakeholder support
More Works
©2025
2019-2020
Bingo Friends
A Free-to-Play mobile 75-ball bingo game designed for the Anglo-Saxon market, offering a unique, and gamified social experience.
Product Manager
Creative Direction
Product Overview
"Bingo Friends is a mobile game designed for mature women who seek a relaxing and social gaming experience. Players can adopt a pet that helps them during the game, adding a fun and unique twist to the classic bingo experience."
A new product vertical for a new market.
Social Games Online was a social casino company specializing in slot games for the Spanish market. The challenge was to expand the company’s portfolio by creating a new product vertical in Bingo 75 and introducing it to a completely unfamiliar market, the Anglo-Saxon market.
0%
0%
Users Retention
Returning Day After Register
0/50
0/50
Stars
Rated in Play Store
0+
0+
Countries
Published Around the. World
Market Analysis
Online bingo games are divided into three main categories: Bingo 90, Video Bingo, and Bingo 75. The latter has a dominant market presence in North America, as it is deeply rooted in the traditions of the United States and Canada, where it was historically played in churches.
The social free-to-play (FTP) mobile format of Bingo 75 represents a global market of approximately $300M. It is a mature and highly competitive space, with a dominant leader, Bingo Blitz, holding over 50% of the market share. This is a clear example of a Blue Ocean strategy, where market leaders set the trends that others follow.
Target Audience
The game serves as a means of relaxation and a pastime while engaging in passive activities like watching television, with long playing sessions mostly during the afternoon and evening.
We identified that the bingo market was predominantly female, with around 80% of players, and the average age of the players was quite advanced, around 50-60 years old, typically from lower-middle socioeconomic backgrounds.
Business Goals
We knew we were entering a well-established market that we were unfamiliar with and where we would be investing far less than our competitors.
Even though, the company was strategically interested in exploring the American market and trying to establish a new vertical beyond gamified slot games, which was the company’s core business.
Our goal was to minimize first-year losses, reach break-even within a year, and start generating small but growing profits from then on.
To achieve this, we aimed to build a base of recurring users with frequent microtransactions that would generate enough revenue share. Unlike slots, bingo had different purchase sizes and a lower number of high-spending players (“whales”).
For this reason, our launch target was to achieve at least a 25% retention rate on Day 1 (R1).
Key Features
Defining a Market-Ready MVP with a Strong Unique Value Proposition.
By conducting an in-depth analysis of competitor games and UX research, we identified the essential features needed for our MVP to enter the market, as well as additional functionalities that could be prioritized later.
Moreover, we defined our unique value proposition to stand out in a highly competitive landscape filled with similar games. In addition to the game design proposal, the artwork had to be of high quality, and the user experience design needed to be immersive and closely tied to the storytelling.
3-steps Go-to-Market
To achieve our goal of impacting the North American market, we designed a 3-step strategy that was necessary due to some of our specific requirements.
1st step - Technical Launch
As a simultaneous multiplayer game, we needed to validate the development’s capacity to handle a large number of players at once, particularly the scalability of the servers. To achieve this, we sought a market as similar as possible to the American one but with lower user acquisition costs. As a result, we launched the game in the Philippines, optimizing campaigns during specific time windows.
2nd step - Soft Launch
We tested several countries with lower user acquisition costs than the United States to understand the market and the players’ behavior with our game. Even though these markets were more affordable, they needed to have a similar economic capacity and familiarity with this type of game.
We tested markets such as Germany, Sweden, Denmark, Norway, UK, South Africa, and Australia during this phase. Investing in different countries helped us establish the fluctuation of the price auction, which we observed was consistent, and compare it with the quality of the users.
3th step - Hard Launch
The launch of the game was marked by our entry into the US and Canada, the key markets for Bingo 75, but with a significantly higher Customer Acquisition Cost (CAC). The preparatory phase helped us develop a comprehensive user acquisition strategy, targeting specific segments to optimize Cost Per Acquisition (CPA).
Additionally, this phase enabled us to identify quick wins in terms of product optimizations and feature improvements that would help improve R1 retention and ensure a better user experience.
Role & Responsibilities
As the company’s Creative Director, I led the initial product definition. I also took on the role of Product Manager, balancing it with my previous responsibilities.
Product Portfolio Review Committee
In the company, we had two underperforming products, and a meeting was convened with the CEO, CPO, CTO, and myself, as Creative Director at the time, to decide the next steps.
After analyzing the situation, we collectively decided to shut down one project and pivot the other. Specifically, the video bingo product was reimagined and transformed into a Bingo 75 product, aiming to better align with market needs and improve performance.
Value Proposition Design
After this meeting, we were given one week (the Marketing Director, the CPO, and me) to understand the Bingo 75 market and design the value proposition and key features of the game. Once the high-level plan was approved, I took on the role of Product Manager for the project.
Product Manager
I led the design and development of Bingo Friends by taking on the following responsibilities:
Market & Competitor Analysis: Analyzed the Bingo 75 market and competitors to identify opportunities and differentiate our product.
User Research: Researched the needs and behaviors of the target users.
Business Plan: Created the business plan to ensure financial viability and product growth.
Product Roadmap: Designed the product roadmap, prioritizing key features and functionalities.
Feature Definition: Defined the necessary features for the MVP and long-term functionalities.
Team Structure: Designed the team structure to ensure an efficient workflow aligned with objectives.
Go-to-Market Strategy: Developed the go-to-market strategy to position the product in the market and attract the right users.
Development Supervision: Supervised product development, ensuring quality and meeting deadlines.
Art, Design, and UX Oversight: Oversaw the artistic direction, to ensure an engaging, high-quality, and user-centered experience that aligned with the game’s core concept.
Daily Team Management: Led the team on a daily basis, applying agile methodologies (Scrum) to ensure continuous progress and efficient collaboration.
Product Metrics Requirements Design: Designed the requirements for the necessary metrics to understand the product’s performance.
User Acquisition and Retention Oversight: I supervised the user acquisition and retention strategy.
Team & Collaboration
I led an independent multidisciplinary team to develop the product while coordinating with supporting departments.
Internal Team
2 Backend Developer
2 Frontend Developer
1 QA Tester
2 Artists
1 Economy Game Designer
1 Ux/Ui Designer
1 Product Manager
External Team Support
1 UA Specialist
1 Product Marketer
1 BI Analyst
1 BI Developer
Stakeholder support
More Works
©2025