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Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.

“It’s worth remembering this isn’t foreign ground. GiG ran Rizk, Guts, Kaboo and Thrills until it sold them to Betsson in 2020 to pay down a bond. A previous regime decided B2C and B2B didn’t mix. The current one clearly thinks otherwise.”

Ultimately, Ahlberg sees the acquisition as opening two possible paths for GiG, with the balance between B2B and B2C likely to depend on how each business performs. “I definitely think this business will become a larger part of GiG,” he concludes.

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The regulator of gambling in New Zealand announced on Friday that the funds returned by operators will be directed towards community organisations.

Under Section 106 of New Zealand’s Gambling Act 2003, a class 4 licence holder, also known as a “corporate society” by the regulator, “must apply or distribute the net proceeds from class 4 gambling only to or for an authorised purpose specified in the corporate society’s licence”.

The DIA worked directly with class 4 gambling operators (commonly known as pokies trusts), and discovered ‘widespread issues’ such as cases where money that should have been available for community grants was instead spent on society expenses, such as the purchase of additional gaming machines.

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Alongside its warning on MGD, Entain revealed it had embarked upon a consultation process that may lead to the reduction of around 400 customer care roles from its 2,000-strong UK team. 

According to David, the step forms part of Entain’s broader initiative to streamline operations, increase efficiency and improve customer experience, with the company aiming to create centres of excellence across locations.

“The proposed changes are being made to ensure our business remains competitive, financially resilient and well positioned for the future as our sector faces an increasingly challenging operating environment,” David said.