Mindway AI appoints van Oort to board of directors

Van Oort, an igaming consultant, has amassed industry experience having set up a number of B2B publications focused on specific European markets.

He joins a board consisting of Mindway AI founder and Professor Kim Mouridsen, former director general at the Danish Gambling Authority Birgitte Sand, and Better Collective chief financial officer Flemming Pedersen – the company which owns a 90% stake in Mindway.

On his appointment, van Oort said: “Mindway AI has developed truly innovative, science-based solutions to detect at-risk gambling behaviour early on, and the company demonstrates great growth potential.

“I’m excited to become a member of the Board of Directors and help guide Mindway AI’s commercial development as it stands before an expansion into new markets.

Rasmus Kjaergaard, CEO of Mindway AI, added: “We are very pleased to welcome Willem van Oort as Mindway AI’s new board member. Willem’s knowledge of the gaming industry is outstanding, and he brings strong strategic and commercial competencies that will help Mindway AI on its international growth journey.

“This year, we will be expanding both inside and outside of Europe, and Willem will be a valued advisor in this process.”

Affiliate Monitor: February 2022

The launch of mobile sports betting in New York was still on the horizon when the main Q3 review of this edition of the Affiliate Monitor was written.

However, with the market having made an incredible start which saw NY bettors staking $1.63bn within just 23 days of the launch to smash NJ’s previous monthly handle record, the big affiliates were quick to issue bullish statements on the market’s potential.

Better Collective informed the market it would now be able to drive betting traffic from the 500,000-strong audience in New York using its sports media properties, ahead of unveiling a commercial agreement between its flagship platform The Action Network and the New York Post. Catena said NY had got off to a strong start for its portfolio of brands driving traffic to the licensed books.

We may start to get some visibility on their margins and future profits from a market burdened with a 51% revenue tax in the Q4 earnings calls but a fuller picture will not really emerge until the Q1s.

As well as looking at the numbers and earnings calls, Scott Longley poses three questions for the sector that he believes events of 2022 will provide an answer to. All centre around opportunities in the US, where the largest operators continue to jockey for position.

Stephen Carter
Editorial director, iGB

If you cannot view the page turner below you can download the PDF report here

EveryMatrix reveals revenue and earnings growth for 2021

Revenue for the 12 months to 31 December 2021 amounted to €86.7m (£72.3m/$98.4m), up 23% from the previous financial year.

EveryMatrix noted a series of key achievements throughout 2021 that helped drive growth across its sports betting, casino and platform operations, including its launch with 19 new client brands during the year, including eight that it described as “tier-one operators”.

Within its sports betting business, more than €100m in wagers were placed in each month of the year, a new record for the provider. This was helped by a return to a near-normal sports schedule following the cancellation and postponement of many events in 2020 due to the novel coronavirus (Covid-19) pandemic.

The casino segment saw 18 new game launches on the SlotMatrix remote game servicer in 2021, while EveryMatrix reported 10 new game vendor integrations. SlotMatrix is now live with nine partners and available in 15 regulated markets around the world.

Looking at platform operations, EveryMatrix reported a total of 13 new payment provider integrations in 2021. 

Other key highlights in 2021 included the launch of its new Managed Services unit, while the provider also secured approval from the Great Britain Gambling Commission to extend its licence to cover its Spearhead Studios subsidiary’s casino host activities.

In the US, EveryMatrix opened Armadillo Studios, its first igaming studio investment in the country, while it also launched in New Jersey and applied for licences in both Michigan and West Virginia.

EveryMatrix did not publish a full breakdown of its results for the year, but did report that gross profit reached €51.5m, up 32% on the previous year, while EBITDA was also 65% up to €19.7m.

Sports betting gross profit increased 48% year-on-year, though casino gross profit fell due to the impact of regulatory changes in Germany. Gross profit from platform services rocketed 114% to €12.1m.

Looking at the fourth quarter and revenue for the three months to 31 December amounted to €23.9m, up 33% on the previous year. Gross profit was also 26% higher at €13.9m, while EBITDA for the quarter was 23% higher at €4.4m.

“I am delighted to report excellent results for the fourth quarter and 2021 as a whole in terms of strong gross profit and EBIDTA growth, onboarding of new clients, and deals signed,” EveryMatrix group chief executive Ebbe Groes said.

“We delivered this result despite the regulatory changes in Germany which have impacted the casino segment significantly. This achievement proves the positive effect of the bold leap EveryMatrix took when investing heavily in product and technology. It has given us a strong, diverse and competitive product offering and the ability to attract new clients.

“The number of active leads, client launches, and new product launches makes me confident about our prospects and further demonstrates the momentum with EveryMatrix’s innovative product offering and highly scalable and modular software platform.”

Legislative committee gives green-light for Arkansas mobile betting launch

The Joint Budget Committee approved a set of rules from the Arkansas Racing Commission, after they had been approved by the Rule Review Subcommittee, that would class online sports betting as a permitted form of casino gaming in Arkansas.

These rules remove the requirement that any sports betting patron must personally appear before a casino employee to make a bet, meaning that they can instead bet online.

Casinos – which may receive licences to bet on sports – may partner with sports betting vendors to provide online betting, but these vendors may not receive more than 50% of revenue. Licensees are permitted to launch up to two online brands, and all of these brands must “conspicuously bear the name of the casino licensee with which it is affiliated”.

Sports betting will be taxed like all other gaming, with total gaming revenue up to $150m per year taxed at 13% and any revenue above this threshold taxed at 20%.

In its meeting, the Joint Budget Committee approved the rules unanimously without any debate.

This was the final stage of approval required for the rules, meaning that online sports betting operators may go live in the state may go live once approved by the Commission.

Despite the state not yet offering online betting, Arkansas was among the first states to approve retail sports betting. Oaklawn Racing Casino Resort was the first venue in the state to take bets, through a sportsbook built by SBTech, which was later acquired by DraftKings.

Caesars to “dramatically curtail” media presence following ad-heavy 2021

Caesars reported growth in each of its sectors for the full year, with revenue rising 168.7% to $9.57bn (£7.02bn/€8.43bn). Fourth quarter revenue totaled at $2.59bn.

In speaking about the company’s digital segment, Tom Reeg, CEO of Caesars, spoke of the impact of the company’s acquisitions last year.

Read the full story on iGB North America.

Bally’s creates new ESG committee

The committee will “formulate ESG strategies and goals” for Bally’s, as well as identify and evaluate risks and impacts with ESG in mind and generally oversee sustainability practices.

It will be chaired by Robeson Reeves, president of the interactive division of Bally’s. In addition, Bally’s chair Soo Kim and chief executive Lee Fenton will sit on the committee, as will independent director Wanda Y Wilson.

“Bally’s is committed to expanding its role as a responsible leader in the gaming industry, serving as an integral partner in the communities in which we operate, and providing transparency to our investors and other stakeholders on ESG topics,” Reeves said. “Our recent accomplishments represent the first, important steps towards achieving this goal, and I look forward to providing updates as additional progress is made.”

The move is one of a number of steps that the business is taking to increase its focus on ESG. It has recently completed a business-wide sustainability audit, which it said will inform its ESG strategy. Bally’s is also set to publish a number of sustainability metrics, including statistics about energy consumption, responsible gambling stats and metrics about its anti-money laundering (AML) controls.

The operator has also increased the amount of funding it will provide to the Bally’s Foundation, which donated $3m to mental health causes in 2021.

The announcement comes as Bally’s considers a $2bn (£1.48bn/€1.77bn) takeover offer from Kim’s Standard General, which already holds a 20% stake in the business. Standard General submitted a proposal to acquire all of the remaining shares in the business for $38.00 each last month, and in response Bally’s created an independent special committee to review the bid, as the investment fund had requested.

Yesterday, the operator announced that it had retained Macquarie Capital (USA) Inc. as financial advisor and Potter Anderson & Corroon LLP as legal counsel for the proposal.

Downstate New York casino operators to bid on tax rates

The budget bill will clarify terms for how the New York State Gaming Commission (NYSGC) may grant up to three additional licences to operate gaming facilities in the downstate region, close to New York City. These downstate casinos had been previously announced as part of a gaming expansion in the state, when licences for the state’s four upstate casinos were approved.

The New York State Gaming Facility Location Board will help oversee the application process in tandem with NYSGC, as it did for the upstate casinos.

The legislation stipulates that licencees will have to provide evidence that it has consulted with the local government and considered input from the community.

The bill also clarifies 28 February 2023 as the expiration date of the seven-year restricted period enforced from when the initial upstate casino licence was awarded, meaning that the downstate licences may be issued from this date.

The board is still to determine the minimum capital investment for licencees, but it is said to include a casino area, a hotel and other amenities. The board will also have final say on whether facilities are suitable before a venue opens.

Operators will be required to take extra measures to address problem gambling, such as training employees to identify those at risk.

Licence fees will be determined by the board within 30 days of a licence being issued. Licences will last for ten years, and their renewal will be at the discretion of the Commission. For upstate licecne holders, up to four gaming facility licences will be issued in zone two of the state, and the commission may award a second license to a qualified applicant in no more than a single region.

Licencees are obliged to commence gaming operations no more than 24 months after a licence has been issued. No additional licences will be awarded in that time, nor in the 60 month window which follows the end of the initial 24 month period.

Operators will also have to accomodate a mobile sports wagering platform provider’s server or other equipment used for receiving mobile sports wagers.

New York’s mobile sports betting market officially opened in January this year. The state went on to set a nationwide monthly handle record during the first month of the market being live.

Sands completes $6.25bn sale of Las Vegas properties and operations

The deal, agreed in March 2021, includes the sale of the entire Venetian Resort, comprising The Venetian, Palazzo and Venetian Expo properties. 

The original agreement stated Sands would sell the subsidiaries that operate its US business to funds held by the private equity business Apollo for $1.05bn in cash and $1.20bn in seller financing.

Meanwhile, the Venetian’s real estate and related assets will be sold to VICI, the real estate investment trust that was spun off from Caesars in 2017, for $4.00bn in cash.

“The opening of The Venetian more than 20 years ago represents the beginning of the company’s success. The property, and most importantly, the people who represent it every day will always remain indelible parts of our history,” Las Vegas Sands chairman and chief executive Robert Goldstein said. 

“Looking forward from the sale, we believe our strong balance sheet and an industry-leading portfolio of integrated resorts in Macao and Singapore, position the company to experience a new era of opportunity and growth.

“The top priorities for our company include heavily reinvesting in our portfolio in Asia while at the same time pursuing new land-based development opportunities and executing our long-term strategy for participating in the digital marketplace.”

Patrick Dumont, president and chief operating officer of Las Vegas Sands, also said while the sale would allow the operator to focus more on its operations and expansion plans in Asia, it would maintain its corporate headquarters in Las Vegas.

“Our commitment to long-term investment in Asia is highlighted by the recently announced $1.0bn reinvestment at Marina Bay Sands in Singapore and the completion of the $2.2bn renovation of The Londoner, and we will continue to place a premium on growing our industry-leading resorts in Asia,” Dumont said.

“The foundation of this company was built in Las Vegas, and even though the overall size of the organisation here will be smaller, it is important to each of us that we continue to strongly support our community.”

The sale comes after Las Vegas Sands last month announced revenue figures of $4.23bn for 2021, a 43.9% increase when compared to 2020.

BetVictor agrees £2m regulatory settlement over GB licence breaches

Following a compliance assessment in March 2020, the Commission launched a regulatory review of BV Gaming, which uncovered breaches of the licence conditions and codes of practice (LCCP) of its Combined Remote Operating Licence.

The investigation and regulatory review, which covered the period from 1 January 2019 to 12 March 2020, found failings related to the implementation of anti-money laundering (AML) policies, procedures and controls.

In addition, the GC said there were deficiencies in BV Gaming’s responsible gambling policies, procedures, controls and practices, including weaknesses in implementation, as well as breaches of fairness rules.

BV Gaming operates the betvictor.com, betvictor.mobi, hbingo.co.uk, heartbingo.co.uk and parimatch.co.uk brands in Britain.

“As a gambling regulator our focus is on ensuring that gambling in Britain is fair, safe and crime-free, and BetVictor failed consumers by breaching rules aimed at achieving these objectives,” the Commission’s director of enforcement Leanne Oxley said.

“Non-compliance – no matter what the reason – will never be a viable business option for gambling businesses. We will always be tough on operators who fail in this way.”

Specific breaches included licence condition 7.1.1(1), which states all licensees must ensure terms are fair as per the Consumer Rights Act 2015. 

The Commission said this was an isolated failing and not systemic, but BV Gaming accepted that, at the time, it was not in full compliance with the Competition and Markets Authority (CMA) principles in regard to its terms and conditions for promotions.

In addition, the Committee ruled that it was not clear in its terms and conditions whether the operator would try to repay any deposit balance to the last payment method used by a customer when an account is inactive for 12 months, as required by the Act.

A further breach was identified in relation to licence condition 12.1.1(1), which says licensees must assess of the risks of their business being used for money laundering and terrorist financing, and update this when needed.

BV Gaming admitted its AML risk assessment did not “sufficiently” meet the Commission’s expectations or fully comply with its AML risk assessment.

The assessment also flagged licence condition 12.1.1 (2), which says that after completing the risk assessment, licensees must ensure they have appropriate policies, procedures and controls to prevent money laundering and terrorist financing.

Again, BV Gaming accepted at the time, its policies and processes were not fully compliant, and it was in breach of the condition.

The Commission said it did not find evidence of effective due diligence in the majority of the customer accounts reviewed. In addition, certain customers were able to deposit and spend large sums of money before source of funds and affordability were established. 

Customers were also able to continue gambling after hitting the initial trigger as they would not hit further triggers for significant periods.

Another breach related to licence condition 12.1.1(3), which says these policies, procedures and controls must be implemented effectively, kept under review and revised appropriately. BV Gaming admitted its processes were not fully compliant and it needed a more coordinated approach.

Here, the Commission again said there was no evidence of effective due diligence in the majority of the customer accounts reviewed, nor were there controls to ensure restrictions were placed on accounts when requested.

The regulator also noted an “overreliance” on automated thresholds for source-of-funds checks.

The Commission said there was some evidence of regular meetings with customers, particularly looking at the top 25 high-risk customers, but there was no evidence of ongoing monitoring unless they hit the thresholds.

Meanwhile, the regulator also identified a breach of paragraph 1 of licence condition 12.1.2, which requires licensees based abroad to comply with the Money Laundering Regulations 2007.

Furthermore, the Commission noted paragraphs one and two of social responsibility code provision (SRCP) 3.4.1 (Customer Interaction). This licence condition requires operators to have in place policies and procedures for customer interaction where they have concerns about a player’s behaviour.

These policies must include a specific provision for making use of all relevant information to guide and deliver effective customer interaction.

BV Gaming agreed it was not fully in compliance as it failed to implement and follow its policies to ensure ‘at risk’ customers were protected from harm, nor did it make use of all relevant sources of information to ensure effective decision making.

Finally, the Commission identified a breach of SRCP 5.1.9(2), which requires licensees to ensure conditions that apply to marketing incentives are provided “transparently and prominently”.

BV Gaming accepted that significant conditions of a welcome offer were not displayed with sufficient prominence at the point of promotion, despite there being sufficient space to do so.

Analysing its findings, the Commission took into account the serious nature of the breaches, impact on the licensing objectives and the fact that similar cases have been identified with other operators, and so BV Gaming’s management should have been aware of such issues.

The regulator did, however, note a number of mitigating factors including BV Gaming’s early recognition of failings and that it was co-operative throughout the review. The Commission also recognised the steps BV Gaming took to address the issues, including putting in place a remedial action plan within two days of receiving the notice commencing the licence review.

The Commission and BV Gaming reached a regulatory settlement worth £2.0m, including a £1.7m payment in lieu of a financial penalty, £352,000 divestment of gross gaming yield gained as a result of the failings, and £11,000 towards the costs of investigation.

Acquisitions drive Better Collective revenue to record €177.1m in 2021

Better Collective said recent acquisitions had a significant impact on its performance during the 12 months to 31 December 2021, singling out its purchases of Action Network in May 2021 and pay-per-click specialist Atemi in October of the previous year in particular. 

The group’s publishing business, comprising online platforms and media partnerships where online traffic comes directly or organic search results, generated €120.2m of all revenue, up 62.0% year-on-year. This, Better Collective said, was driven by the addition of Action Network to the business, as well as its other investments in the US.

Paid media revenue – covering lead generation through paid media and social media advertising – also rocketed 234.7% to €56.9m, mainly due to the Atemi acquisition, though the group said the performance was not in line with expectations. 

This, it said, was a result of the loss of a major customer, challenges from an iOS update and its decision to switch more new depositing customers (NDCs) from cost-per-acquisition to revenue share contracts or hybrid revenue models.

Better Collective added to its portfolio with a number of other acquisitions in 2021 including Swedish online sports betting media platform Rekatochklart.com and RotoGrinders Network in the US.

The group also acquired Dutch online sports media brands Soccernews.nl and Voetbalwedden.net as part of an effort to build its presence in the Netherlands, while it increased its stake in responsible gambling solutions provider Mindway AI by 70%. 

In addition, shortly after the end of the year, Better Collective announced further expansion within its US operations by going live in New York, supported by a new partnership with the New York Post, while it named Adam Rosenberg as head of marketing and communications in the US.

This ongoing commitment to US growth was reflected in its full-year figures, with revenue in the US rocketing 370.0% year-on-year to €47.0m. Rest-of-world revenue also increased by 60.1% to €130.0m.

“The US market is already the single biggest market for Better Collective and is approaching the same profitability as our European publishing business,” Better Collective co-founder and chief executive Jesper Søgaard said. “We have established ourselves with strong American sports betting brands, including the recently acquired Action Network.”

Turning to costs, expenses were up in all areas, with revenue costs jumping 216.6% to €64.9m, staff costs 67.4% to €40.5m and other external expenses 85.7% to €15.6m.

Earnings before interest, tax, depreciation and amortisation (EBITDA) before special items was up 46.1% to €55.8m, and even after including €1.8m in depreciation costs and €8.5m in amortisation and impairment, operating profit before special items was 49.7% higher at €45.5m.

However, Better Collective also noted €16.7m in special item costs, related to its acquisition activity. This included an €11.5m adjustment of its contingent liabilities related to the 2019 acquisition of Rical, as well as income related to an adjustment of the variable payment recorded in connection with the acquisition of Dutch assets. 

Special costs also included €6.0m in expenses related to M&A activities, primarily Action Network, and €2.5m for a management incentive program related to Action Network.

After including these expenses, as well as €2.5m in net financial costs, pre-tax profit was €26.2m, down 8.7% year-on-year. Better Collective paid €8.9m in income tax during 2021, leaving a net profit for the year of €17.3m, a drop of 21.0% from €21.9m in 2020.

Focusing on the final quarter of the year, revenue for the three months to 31 December was 43.9% higher at €52.8m. Publishing revenue jumped 70.6% to €38.9m, while paid media revenue remained level at €13.9m.

Revenue costs were up by 47.8% to €19.8m, staff expenses 72.1% to €11.7m and other external costs 104.2% to €4.9m. This meant EBITDA before special items was €16.3m, an increase of 15.6% on the previous year.

Depreciation costs reached €473,000 and amortisation and impairment €3.5m, which left €12.3m in operating profit before special items, marginally higher than €12.0m in Q4 of 2020.

After accounting for €260,000 in special items profit and €339,000 in finance expenses, pre-tax profit was €12.3m, up 11.8% year-on-year. The group paid €1.5m in income tax, which left a net profit of €10.8m for Q4, an increase of 27.1%.

“During 2021 we have experienced continued competition for talent in many countries, and therefore we continue focusing on being an attractive workplace,” Søgaard said. “We continue to benefit from being a truly international company, and in the second half of 2021 we initiated two academies in specialised areas of our business to educate candidates and potentially offer them employment after completing the training.

“For 2022, we will continue our efforts to seek market growth through M&A-activities while we also have more media partnerships in our pipeline.”