Month: December 2021

Jönsson, who will start in his new role on January 10, will succeed Billy Degerfeldt. Scout confirmed last month that Degerfeldt would be taking up the same position with another undisclosed business after serving a notice period.

Jönsson arrives at Scout after having garnered extensive experience in the sector.

He spent more than a decade as an accountant with PwC before spells with Global Gaming Group and Evolution Gaming in Malta.

“It will be fun to utilise my existing knowledge from the sector, even though Scout is completely unique in terms of its product offering, and I am convinced that I will be able to contribute from day one,” Jönsson said.

Scout chief executive Andreas Ternström added: “It feels very good to be able to present Niklas, who has many years of experience in the industry and knows what it takes to accelerate growth.”

Earlier this month, Scout launched daily fantasy sports platform Fanteam in the US.

Last month, Scout confirmed that its quarterly revenue dropped by 19% year-on-year between July and September.

However, Ternström said at the time that the company had “worked intensively to launch our tier-one clients” over the three-month period.

“These tier-one clients will generate growth during the 2022 and beyond,” he said, adding that lower marketing expenses over the quarter had led to improved earnings in comparison with the previous year.

The moves will take effect on 1 April 2022.

Rumbolz became chief executive of Everi in 2016, and has sat on the business’ board since 2010. Prior to this, he served as a consultant to the business and advised upon “various strategic, product development and customer relations matters”.

Ronald Congemi, lead independent director of Everi said Rumbolz played an instrumental role in the supplier’s growth since becoming chief executive.

“Under Mike’s leadership the company’s market capitalization has increased from $168 million at the time of his appointment as interim president and CEO in February 2016 to approximately $2 billion today,” Congemi said. “The company’s appreciation in market value, the significant growth we have achieved across our business and the culture of collaboration and innovation that exists at Everi today all directly reflect Mike’s leadership. 

“Mike was instrumental in establishing a vision for Everi, and he steered the company through significant changes while implementing new operational practices. His contributions include improving the Company’s depth and breadth of leadership, driving a corporate culture based on teamwork, collaboration and inclusion, and putting Everi on a growth path based on continuous operational improvement. 

Before joining Everi, Rumbolz held a number of other roles including as chairman of the Nevada Gaming Control Board, president and CEO of Anchor Gaming, the director of development for Circus Circus Enterprises and Chief Deputy Attorney General for Nevada.

“It has been an honor to serve as Everi’s CEO, working with the finest team in the industry for nearly six years,” Rumbolz said. “I believe the Company’s best years are still ahead and I look forward to all of Everi’s future successes.

“I am confident that under the continuity of the Company’s leadership highlighted by Randy assuming the CEO role and with our great team, that Everi will continue to drive our existing business momentum and will continue to grow shareholder value.”

Congemi added that the business will continue to gain from his input in the new role.
“Mike has placed Everi on a very strong foundation for the future,” he said. “On behalf of our board of directors, we sincerely thank Mike for his nearly six years of outstanding service to the Company as our CEO, and we are excited that we will continue to benefit from his experience, insights and guidance as executive chairman.

Taylor, who will take over the CEO role, has been Everi’s president and chief operating officer since 2020. Prior to this, he was executive vice president, chief financial officer and treasurer, holding these roles since 2014.

“During his more than ten years at Everi, Randy Taylor has consistently assumed additional leadership and operations responsibilities,” Congemi said. “We are very fortunate to have a talented executive in Randy who is capable of seamlessly stepping into the CEO role to continue to lead and advance the strong growth trajectory and momentum the Company has established over the last several years.”

“Randy knows Everi intimately and has played a critical role in shaping the company’s growth initiatives while also being a leading advocate for establishing the values and principles we stand for as a company. 

“Randy is highly respected by all of our stakeholders, both in and outside the company, and the Board is highly confident he is ideally suited to become our next CEO to continue to advance and execute Everi’s growth strategy in the years ahead.”

Last month, Everi revealed that a record performance by its gaming business during the third quarter of its 2021 financial year helped drive group revenue up 49.7%. Total revenue for the three months through to the end of September amounted to $168.3m (£123.2m/€145.2m).

Working with the BetRivers and PlaySugarHouse brands, Payton – the daughter of Chicao Bears legend Walter Payton – will promote the brands in key markets Illinois and Arizona via the creation of sports betting and cultural content and commercial appearances.

Payton is the co-host of WGN-TV’s Chicago’s Best and is well known across the US for presenting the Walter Payton Man of the Year Award at the Super Bowl each year.

To read the full article, visit iGB North America.

Garrity, the former head of racecourses at British Horseracing Authority (BHA), will work alongside ARC head of group racing Charlie Moore in overseeing the training of new clerks of the course as well as offering general support to the racecourse group’s current clerks in all elements of racing operations

Fraser has over 28 years’ experience across a number of roles within British racing, most recently as racecourse manager of Chelmsford City since it opened in early 2015, and prior to that in his senior role at BHA, where he held overall responsibility for the racecourse inspectorate and raceday operations teams, and was chair of the Joint Accreditation Board for Clerks of the Course.

Mark Spincer, managing director of ARC’s racing division, said: “We are delighted to announce the appointment of Fraser to help support the team of Clerks across our group of racecourses. His experience, most recently at Chelmsford City Racecourse and from his time at BHA will be of real benefit for the whole team but especially the trainees that we have taken on.

“It has long been our ambition to make sure that we have one clerk of the course per site, and with various movements in recent months, we hope that we are now in a position to have a broad enough team to offer that.”

Named Casino Tampere, the new casino offers classic table games and slot machines. It also has an electronic table game area with live and automatic roulette.

In line with Finland’s safer gambling measures, Casino Tampere will have to abide by the same standards as Casino Helsinki, Finland’s first casino.

“Casino Helsinki and Casino Tampere are pioneers in the European casino world in building a responsible gaming environment,” Veikkaus said.

In September Veikkaus added set loss limits to its Casino Helsinki slot machines, after it was first compelled to introduce the measure for online players following a decree from the Finnish Ministry of the Interior in April 2020.

The Casino Tampere opening comes soon after a legislative committee slammed Veikkaus’ status as a monopoly operator.

Earlier this month Finland’s Administration Committee proposed an inquiry into Veikkaus’ status as a monopoly in the country.

The Administration Committee argued that Veikkaus’ monopoly is “practically broken” and that an inquiry should be carried out on the matter “without delay”.

The suggestion came as one of a number of proposed amendments to Finland’s Lottery Act, a bill filed in September that suggested blocking payments from operators that are not Veikkaus.

This was condemned as unconstitutional by Finland’s Constitutional Committee, which argued that this amendment would breach article 15 and article 18 of the Constitution of Finland.

Article 15 addresses property protection, while article 18 outlines the freedom to carry out business.

In October, Veikkaus announced that it would make between 125 and 190 layoffs, but said that many of those laid off might be able to be rehired at Casino Tampere.

BetMGM claims the app, built by the brand’s co-owner Entain, offers the first 75-ball real money online bingo product in the US. It includes a full schedule of bingo programming, plus slot games and jackpot games.

The platform is integrated with MGM Resorts’ M life Rewards program, which means Borgata Bingo players can redeem their online gameplay at MGM Resorts properties, including those in Atlantic City and Las Vegas.

“Borgata Bingo provides players with an engaging digital gaming experience – one that builds upon the fun of live, in-person bingo,” said Matthew Sunderland, vice-president of gaming at BetMGM.

“We’re pleased to introduce this first-of-its-kind platform as we further expand the Borgata brand online.”

BetMGM is currently the top online casino operator in New Jersey, with a reported 30% gross gaming revenue (GGR) market share in October. It is estimated to have 32% national GGR market share across its four live markets of New Jersey, West Virginia, Pennsylvania and Michigan.

Dekker addressed questions about the sector in parliament following an article in investigative journalism publication Follow the Money detailing the illegal gambling sector in Curaçao, which is a constituent country of the Netherlands.

The article suggested that 12,000 illegal gambling sites were established in the country and estimated that 40% of global unregulated gaming runs through Curaçao.

Following discussions between the Netherlands and Curaçao, it was agreed that the island will bring in an independent gaming regulator with the power to grant and revoke gaming licences. It would also ensure that operators act in accordance with the laws and regulations of the countries they target, and collect taxes and licence fees.

Dekker said: “Based on local laws and regulations, there is a small number of master licences provided by the authorities of Curaçao which could be transferred without the intervention of a government body. This has resulted in a large number of sub-licences, which explains the range of online games available in Curaçao.

“The cabinet takes the concerns about illegal gaming in Curaçao seriously and is committed to limiting the illegal offering of games of chance from Curaçao. Curaçao is currently working on a step-by-step plan of action to limit and better regulate the supply of games of chance. As expected, this action plan will be adopted this month.”

Dekker went on to say that the Netherlands played no role in setting up a financial framework within Curaçao, as the region remains “fiscally autonomous”.

Dekker also answered questions regarding the Netherlands’ self exclusion system Cruks, which malfunctioned when the gaming market launched in the country on 1 October. An investigation into the start up problems is being carried out by an external party, the results of which should be made available by 1 April.

Currently overseeing Playtech’s US expansion efforts from the company’s New York offices, Jonathan has spent the previous 10 years in a multitude of positions in the igaming industry. Through several roles at Playtech, he has contributed to the strategic growth of the company’s sports betting vertical. Following the acquisitions of Geneity (UK), Mobenga (Sweden) and Best Gaming Technology (Austria), Jonathan most recently served on the executive team as Director of Corporate Development for the newly created Playtech Sports arm, comprising over 600 employees in seven  geographic locations.

It is no secret that online gambling, fuelled by sports betting, is continuing to expand in the US at an extraordinary rate, with more states passing laws to allow players to indulge in an ever-broader range of wagering options.

However, while downsides to such a trend on paper may seem unlikely from an industry perspective, a rush to establish a foothold can come back to haunt some companies in the sector.

With this in mind, Jonathan Doubilet, Playtech’s Vice President of Business Operations for the US, stresses the importance of operators selecting their suppliers carefully in order to negotiate challenges that extend beyond the immediate term drive for market share.

“A lot of operators who were quick to launch in the US are now experiencing buyer’s remorse due to the supplier playing field becoming more competitive,” Doubilet says. “Roughly half of the US population has access to sports betting and with lessons of the pandemic still fresh, brick and mortar operators and elected officials are re-evaluating how to generate revenue.

“As igaming opens across many more US states, thanks to precedents set in New Jersey, Pennsylvania and more recently, in Michigan, operators now need a supplier that can deliver a multi-product offering. 

“Another key area of competition in the US is differentiation. As more operators enter the market, the more distinctive the offering must become, particularly in the more competitive, multi-skin markets. This is putting pressure on suppliers to deliver more enhanced, innovative products.”

One step at a time
Playtech’s own 2021 half-year results revealed a 106% rise in revenue for the US and Latin American markets, illustrating the “huge potential” for growth, Doubilet adds.

However, as he is keen to point out, while the US promises to be one of the company’s largest markets in the coming years – alongside the UK, Italy and Latin America – expanding in regulated states across the country “is a marathon, not a sprint”.

“There are several things that make the US market such a unique and invigorating opportunity,” Doubilet said. “The first and most obvious is the size of the opportunity there. Conservative market sizing estimates indicate that by 2025, the US can be a $24.4m GGR market, and that doesn’t include all 50 states and products.

 “The next is regulation at the state level. Differing state regulations mean operators at the national level require a technology solution that functions at scale, but also can tailor its compliance and regulatory approach at the state level. We are continuing to progress the licensing process in new states to deliver more launches and licensees in 2022.

“Finally, the US is already a very sophisticated and developed market, both as a retail market, with lots of large and developed casinos leading the industry there for many years, and as a consumer market, with highly sophisticated online consumers who expect a seamless omnichannel experience from day one.”

State-by-state compliance
Playtech has adopted a state-by-state approach in the US. For example, the company has established live casino studios in New Jersey and Michigan, but can also offer scalable technology solutions to multi-state and multi-product operators that are compliant across different jurisdictions.

According to Doubilet, this variable approach is underpinned by Playtech’s Player Account Management (IMS) platform, which is GLI-19 Certified – the de facto standard respected by most US regulators. The platform is also undergoing GLI-33 certification to support further sports betting opportunities.

“The IMS Platform is not only a certified platform, but is also integrated with leading US and international content providers, including IGT, Scientific Games and others,” Doubilet says. “It provides out-of-the-box support for major payment methods used across the regulated US states and is geolocation and KYC-ready for all state regulatory requirements, through integrations with GeoComply, and others.”

As an example of how such a platform can drive growth, Doubilet references Playtech’s expansion into Michigan back in April of this year with the launch of a mobile gaming app in partnership with platform provider Parx Interactive and the Gun Lake Band of Pottawatomi Indians.

“The scale and distribution of our platform and services is what attracted Parx to Playtech and we are proud to be the technology partner to support their ambitious growth plans,” he says.

 A different ecosystem
Reflecting on how Playtech has endeavoured to establish long-term foundations for further growth in the US, Doubilet admits that recognising a “very different industry ecosystem” has been an essential move.

“A big difference is the highly sophisticated consumer market in the US, which expects, at a minimum, omni-channel functionality,” Doubilet explains.

“US consumers demand an engaging and intelligent digital experience and for this you need technology with scale and proven omni-channel capabilities. New Jersey alone sees $1,200 in annual turnover per adult on sports wagering, which is unparalleled in the regulated gaming world.

“Playtech has a time-tested and incredibly sophisticated in-house platform, meaning our true omni-channel offering is the go-to for top-tier customers who are looking to compete.”

In spite of the relatively nascent nature of the sector in the US, it is clear that savvy consumers who have sky-high expectations are forcing operators – and their suppliers – to tailor their approach in order to scale their business effectively.

Symplify already has partnerships with a number of gambling operators, including William Hill, LeoVegas and Betsson, but said Jada’s experience with real-time marketing, churn prediction, hyper-personalisation and segmentation would all help it secure its position in the igaming space.

As part of the deal, Jada co-founders Alberto Alfieri and Josh Tromans-Jones will continue running the Jada platform.

 Symplify’s CEO Robert Kimber and COO Fatima Ekekrantz, meanwhile, will join the Jada board. 

 “AI is playing an ever-increasingly influential role in successful operations and Jada’s capabilities will augment Symplify’s already strong igaming position,” Symplify CEO Robert Kimber said. “Our mission is providing a 360-degree service for our partners and I’m excited to add another vital layer to our solution and be working alongside Alberto and Josh as we continue to grow the business.”

Alfieri said he expected the combined business to deliver a stronger product than before thanks to synergies between the two suppliers.

“Josh and I are incredibly excited to team up with Symplify and feel our AI solution perfectly fits within the business. The synergies between our two company objectives and philosophies means this will deliver an unrivalled business management system that translates across a wide range of verticals.”

At the start of most esports games, you are asked which kind of character you want to play from the available pool. Depending on the title, there will be from a dozen to over a hundred different possibilities, each one with their own strength and weaknesses. In team-based games in particular it becomes important to create a balanced selection – you want your team to have somebody who can deal damage, somebody who can heal, somebody who can provide ranged support, and so on.

This is of course especially true for professional matches, where team play is everything. The so-called ‘draft phase’ is crucial for the outcome of the match. And while anecdotal knowledge exists about which setups perform best, it is hardly ever backed by facts.

Pick and ban

MOBAs (multiplayer online battle arena games) in particular make this analysis difficult. The ‘pick and ban’ phase – the time at the start of the map when teams can pick their champions or ban other champions from the shared pool of options, has long become its own game within the game. And with reason. After all, especially when everything else is equal, your selection can make or break your game. It’s meaningful in many ways:

● Is there currently an overpowered champion and was one team able to select it?

● Does the team prefer certain champions and if so were they able to get them?

● Are there champions or groups of champions that can effectively counter the opposing team?

● Have the teams selected early or late game champions (that is, do they have champions that can effectively destroy the opposition while everyone is still weak, or will they become very strong towards the end of the match?)

● Has one team picked a champion which the enemy would really like, effectively blocking them from that champion?

Certain champions are always coveted because they perform better than others. There are also some setups that are very situational or tailored to outplay one particular team. Finally, some setups are simply forced by the opposition banning the heroes one actually intended to pick.

As analysts we can attach a value to each pick or ban and make suggestions based on that.

When the draft phase starts, we would like to say what the best choice for the first team is. This choice being made (the first hero being picked or banned), we can update our beliefs about what the best option for the other team is.

Sometimes we will end up with just one very strong candidate, while other times several viable options will be available. This is what a data scientist on an esports team would prepare.

But at Bayes Esports we don’t want to just suggest the right picks. We also want to analyse an existing composition. After each pick or ban, the win probability of the teams needs to be reevaluated. This is highly sensitive for betting.

Since the draft is crucial for a team’s win probability, it should also be reflected in the betting odds, too. A team not getting their optimal hero selection should bring their overall chances of winning the map down.

Ideally this evaluation method can be highly customized and able to learn from a team’s past matches. And of course we want this to be easy to adapt once a patch has come out. After all, a patch can significantly disrupt the in-game mechanics, changing the value of any given champion and triggering a new meta-game.

Looking for a solution

It seems like an easy problem to solve, especially given the large pool of historic data that Bayes Esports has access to. Couldn’t we just formulate win statistics from this data and use it to evaluate future matches?

While this sounds like a good idea, the maths behind it don’t work out. There are currently 154 champions in League of Legends and 120 in Dota 2. In each professional match, ten of these characters will be picked and ten more will be banned. This leaves us with trillions of potential team combinations. Even if we wanted as little as 20 matches per draft, it’s very obvious that we would never get enough data.

Moreover, some combinations are never played in the first place – you will be hard pressed to find a team consisting of all support heroes, for example. Some champions get picked in 40% of the matches, others get picked only once or twice in an entire tournament. Is that due to their clear downsides, or does a team picking them have an innovative strategy? When a team finally decides to play with five (traditionally) support heroes, how will you evaluate their decision, if you’ve never seen this played before?

This is a problem that many data scientists in esports have been trying to solve for a long time now. I do believe that a solution is possible – but just like in my last column, it involves being able to generate more data, as much as is needed.

If we had agents trained to play League of Legends or Dota2 on a professional level, we could simulate the match again and again, assigning random team combinations to both sides. It’s a lot of work – the agents would need to be retrained after every patch, too – but maybe we could finally answer the question if Renektorn is better than Orrn.