KTO
I designed a cashback that gives players a reason to level up
KTO's cashback was a flat 0.1% of the amount wagered, the same across all 10 loyalty tiers. Players didn't know when or how much they would get back, and VIPs felt the return was too small. I proposed a cashback based on the week's net loss, from 1% to 7% depending on the tier, credited every Monday. Leadership approved the proposal, with an estimated return on investment of 100% to 250%.
- Client
- KTO
- Role
- Product Designer
- Period
- 2026
- Responsibilities
- Market research and benchmarking
- Behavior and return analysis
- Cashback model and PRD
- Communication flow
- Cashback by tier
- 1% to 7%
- Estimated return
- 100% to 250%
- Investment
- +11%

01 About the project
KTO is a Brazilian online sportsbook and casino. Its loyalty program, Clube KTO, has 10 tiers, from Níquel (Nickel) to Diamante (Diamond), and cashback (part of the money that goes back to the player) is one of its benefits.
The World Cup brought many new players to the platform. It was the right moment to show a loyalty program unlike anything competitors offered and keep those players at KTO.
02 Challenges
- A flat cashback across all tiers, with no reason to level up
- Players unsure whether they had cashback, when it would land, and how much it was worth
- An aggressive strategy, focused on hitting the company's engagement goals
03 Project stages
Research and benchmarking
I read cashback complaints on Reclame Aqui (Brazil's largest consumer complaint site) and compared competitors' programs in the Brazilian iGaming market (online betting and casino). I cross-checked this with KTO's internal research, which described cashback as “a favour, not an entitlement.”
Data analysis
In Tableau (a data analysis tool), the activity heatmap showed Monday was the slowest day of the week. I also calculated the investment and the estimated return for the first 6 months.
Model and PRD
I built the rules for the new cashback: the rate for each tier, the weekly cycle, and what happens when a player doesn't claim on Monday. All of it went into the PRD (the document that describes the product for the team to build).
Communication flow
I planned four message moments, from announcing the change to reminding players who hadn't claimed yet, each on the right channel (push, email, Telegram, or an in-app notice).
04 Findings
- Players didn't know whether they had cashback, when it would be credited, or how much they had built up that week.
- VIPs felt the return was small for how much they played. Since they generate the most revenue, there was a real risk of losing them.
- With the same cashback at every tier, no one had a reason to move up.
- On Reclame Aqui, cashback complaints followed the same pattern across every operator. The problem was the gap between what the banner promised and what the player actually got.
05 Decisions and trade-offs
- Cashback is now calculated on the week's net loss (what the player lost minus what they won), from 1% at Níquel to 7% at Diamante.
- The credit lands every Monday, the slowest day of the week. A benefit that always arrives on the same day builds the habit of coming back.
- The rules reward frequency. Players who come back every week move up a tier and raise their own rate.
- Clarity first. The exact amount, the tier, and the credit day show up on screen and in every message, so players never get less than they expected.
- One claim per week. If a player doesn't claim on Monday, the cashback stays available until they do, and the new week starts counting from that day.
06 Highlights
Leadership approved the proposal. The numbers below are estimates for the first 6 months.
No competitor in the Brazilian iGaming market combined loss-based cashback with loyalty tiers.
- Cashback by tier
- Before, it was a flat 0.1% of the amount wagered across all 10 tiers.
- Estimated return
- 100% in the conservative scenario and 250% in the optimistic one, where more players move up a tier.
- Investment
- How much the cost of cashback grows compared with the previous program.
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