Former BC.Game CEO KK Giam Says Internal Practices Undermined Reform Plans

Former BC.Game chief executive Kar Kheng Giam says his brief tenure exposed a gap between the operator’s reform ambitions and its internal practices.

Appointed in March 2026 and departing in July, Giam told NEXT.io that ethical disagreements and concerns about his reputation prompted his exit. BC.Game said it remained focused on progressing the business.

Appointment Promised Higher Transparency And Expansion Into Regulated Markets

Giam joined with a public commitment to licensing and compliance. “My focus will be on strengthening our presence in regulated markets, enhancing the platform experience and continuing to build trust with our users.”

He later questioned whether his mandate matched operations. “When I wrote to you, I introduced myself as taking on this assignment with a very clear mandate to build credibility, transparency, and legitimacy, which my background supports,” he said. 

“And as I soon discovered – that mandate and what was happening on the ground behind my back – were not gelling together. They were not hand-in-hand.”

Corporate Experience Attracted A Founder Who Remained Outside Public View

Giam’s background included Yale, Nabisco and social gaming venture Topgame. The Malaysian-born executive spent 20 years with Nabisco across several international markets before working with technology and gaming ventures. His experience brought him to the attention of BC.Game through recommendations from entrepreneurs.

“I’m glad to say, I have never lost a cent. But only two [start-ups] made money. One day, BC.Game’s founder just came to Australia, met me, and then that was it,” he said.

Carlesund agreed to protect the founder’s identity. “During interviews, he would not show his face,” he added.

Earlier company materials referred to executives named Jack and Jack Dorset, whose backgrounds were unclear. Giam said overlapping assignments sometimes left workers unaware that others were tackling the same problem.

Remote Working Practices Complicated Efforts To Change Established Behaviour

Giam described a decentralised, competitive workforce. “Everyone was remote,” he said. “Everyone could be fired in a second, but everyone would be engaged without the type of employment contract that you are familiar with or I’m familiar with.

“That way you can pay people very well, but you can also get rid of them if they are not performing well,” he added. “The best solutions, the best efforts get recognised. That’s how competitive it is, but it also attracts an unfriendly reputation. So, I think the founder saw that as not the future.”

Publicity initially progressed, but operational reform “fell flat on its face”.

“I could see that it was not going to change quickly, and there’s too many of these things happening. It would take a long time, if ever. The plan was to get me out to the open, and then with some credibility and legitimacy achieved, come back into the internal operations and optimise it.

“But that requires even more determination. That requires not just words but actions. That requires a change of behaviour and a massive reawakening of the way things had been done for eight years since its founding. It was never going to be easy,” he said.

Review Allegations And Earlier Disputes Added To His Concerns

Giam cited alleged Trustpilot manipulation. NEXT.io reported an unavailable rating and a notice stating: “We’ve removed a number of fake reviews for this company.”

“I have to be very careful,” he said. “There are many more such things that I saw, which I also felt that I could not change. I’ll put it this way: if you are used to not being handcuffed by rules, it is unlikely that you are going to offer yourself and say, ‘bring the handcuffs to me – I’m going to abide by all the laws today. I’m going to pay all the duties, all the taxes’ – those things are going to be difficult to overcome in the short term.”

A Curaçao company behind BC.Game was declared bankrupt in 2024 over disputed player claims. BC.Game surrendered its licence before a final revocation decision. The trustee subsequently sought to reverse the bankruptcy ruling.

“I suspect the understanding internally then was let them sue us,” Giam said. “What can they do?”

Asked about VPN access from Britain, he affirmed: “I think this is not a secret. I think that you know, if you have a powerful VPN, it will allow you to log onto many platforms anywhere.”

Sponsor Leicester City maintains the services are unavailable to UK users. BC.Game lacks a UK licence despite its Leicester sponsorship. His observation about VPNs does not establish that it accepts British customers.

Reputational Concerns Led Giam To End His Brief Assignment

Giam concluded he could not deliver the necessary transformation. “My decision was very quick and I told the founder that this is not a place I can add value,” he said.

“I’ve done what I can with PR, and I think I’ve done very well in that – but it’s got to transform beyond that. So if it is not going to be able to [do this], then I would rather not be a part of it, because that would require putting my reputation on the table without my control.”

“As I said to you, my reputation and my name was at stake.”

BC.Game responded: “We had a pleasant working relationship with KK and wish him well. Our focus remains on moving the business forward.”

Giam’s account raises questions about whether reform responsibilities were matched by decision-making authority. Operators seeking credibility in regulated markets need demonstrable changes in governance and customer treatment. His allegations remain attributed claims, but the main lesson is that executive reputation cannot substitute operational accountability.