International holding company PIN UP Global has officially rebranded as RedCore Business Group. The move marks a significant evolution, reflecting the company’s growth beyond its original focus on iGaming into a broader digital technology and services provider.
Expanding beyond gaming
Over the years, PIN UP Global steadily built a diverse portfolio that goes far beyond casino platforms. The company has strengthened its presence in fintech, marketing, e commerce, customer service, communications, and regulatory technology. By bringing these capabilities together under the RedCore brand, the group positions itself as a multi sector powerhouse with solutions that address both entertainment and business technology needs.
Chief Executive Marina Ilina emphasized that the rebrand is about reflecting the true scope of the company. While iGaming remains an important part of its operations, it is now only one of several industries where the group applies its expertise. She underlined that the culture and values that defined PIN UP, teamwork, innovation, and open communication, remain at the heart of RedCore’s strategy.
Showcasing at SBC Summit
The public unveiling of RedCore will take place at the upcoming SBC Summit in Lisbon this September. Visitors to stand D185 will be able to explore the full B2B product lineup, which highlights the expansion into areas beyond traditional gaming. The event will serve as an opportunity for the group to present its vision for technology solutions that stretch across regulated markets and multiple business sectors.
This change is not a surface level rebrand. It represents the culmination of years of development into a multifaceted organization. For partners and clients, it means access to a much wider set of tools and technologies that support growth in highly competitive industries.
PIN UP Global had been steadily expanding its capabilities for some time. With the new RedCore identity, the company is making a clear statement that it is ready to compete and deliver in a much larger arena.
