Month: October 2022

Doherty currently serves as chief people and places officer at Lloyds Banking Group having previously worked in the technology, telecommunications and aviation sectors with Finastra, Vodafone and BAA Heathrow Airport.

During her time with Vodafone, she was both the human resources director for the 30,000-strong technology division, while as chief people and places officer at Finastra, she oversaw a team of 10,000-people.

At present, McKenzie-Gould is corporate affairs director at Marks & Spencer and also spent time working in corporate affairs leadership roles for consumer-facing brands such as Tesco and Britvic.

In addition, she was a special advisor to former UK Prime Minister Tony Blair. 

The double appointment comes after Allwyn was last month formally awarded the UK’s fourth National Lottery licence by the Gambling Commission, ending Camelot Group’s 28-year tenure as operator.

Allwyn will now have 16 months to prepare to take control of the National Lottery, with the operator having opened an office in Watford as part of its transition.  

“We are delighted to welcome Victoria and Sharon to Allwyn’s team of sector leading experts who are implementing a forensically detailed and winning proposal through the transition to the Fourth National Lottery Licence,” Allwyn chair Justin King said.

“We are committed to building a diverse board who oversee and hold the business to account every day, while helping in a practical way meet all the challenges that a project of this size entails.

“These appointments continue the forward momentum needed to put in place a more accessible National Lottery that is bigger, better and safer for all.”

Also last month, Allwyn mutually agreed with special purpose acquisition company (SPAC) Cohn Robbins Holdings Corp to not to proceed with their previously proposed business combination.

In January, the two businesses reached an agreement to merge and publicly list on the New York Stock Exchange (NYSE) by the end of the second quarter, resulting in a total enterprise value of approximately $9.3bn (£8.2bn/€9.5bn)

Allwyn in June announced that this arrangement had been pushed back to the third quarter, but insisted the agreement would still go ahead and close by the end of September.

However, Allwyn and Cohn Robbins jointly decided not to proceed with the transaction, though Allwyn said it remains committed to joining public markets in due course when conditions are more favourable, as well as to expanding its business into the US.

Sporttrade – which operates in New Jersey – allows customers to trade in and out of positions on sports outcomes, similar to stock trading.

“We are proud to be an IBIA member as it cements our mission of elevating the sports betting industry”, said Alex Kane, founder and CEO of Sporttrade. “We are committed to advancing fair, transparent, and efficient open sports betting markets.”

“Our membership in the IBIA and our utilization of industry-leading technology, like Nasdaq’s market surveillance, is critical to achieving that promise.”

Khalid Ali, CEO of the IBIA, said that the addition of Sporttrade is an asset to the IBIA.

“IBIA is delighted to welcome another North American operator into our association,” he said.

“The inclusion of new entries into the US sports betting landscape, such as Sporttrade, marries well with our existing membership, providing a diverse and wide-ranging integrity protection of the burgeoning US sports betting marketplace.”         

In the second quarter of this year, the IBIA was alerted to 88 instances of suspicious betting.

Under Italy’s previous sports betting law, retail betting revenue was taxed at 18%, while online revenue was taxed at 22%. However, under these new rules, the tax on retail betting revenue was increased to 20%, while for online it will be 24%.
Previously, Italy had considered introducing an additional 1% turnover tax instead, but this plan was scrapped.

The law will also introduce a €1 minimum bet, while winnings for any fixed-odds bet will be capped at €50,000.

These new rules will come into force on 28 October, which will be 30 days after their publication in the Official Gazette. They will cover any fixed-odds bets on events other than horse racing, including non-sporting events approved by the Italian Customers and Monopoly Agency.

Italian sports betting in recent years has been heavily impacted by the introduction of a total marketing ban in 2019. This ban, referred to as the “dignity decree”, has been opposed not just by the betting and gaming sector, but also by domestic football bodies, which lost sponsorship revenue as deals had to be brought to an end.

With some small exceptions related to specific products in certain states, online betting is generally not legal in India.

However, the Ministry said that it had been made aware that a number of television sports channels, as well as streaming platforms, had been showing adverts for offshore betting sites such as Fairplay, Parimatch, Betway, Wolf 777 and 1xBet.

The Ministry said offshore betting websites have been using news websites as a “surrogate” product to advertise their betting platforms on digital media to consumers across India. In some cases, the Ministry said the logos of surrogate sites had a “striking resemblance” to the betting platforms

Neither the betting platforms nor the news websites, the Ministry said, are registered under any legal authority in India, and accused the sites of promoting betting and gambling under the garb of news as surrogate advertising.

As such, the Ministry issued two advisories, one to private television channels and the other to digital news publishers, encouraging them to withdraw gambling adverts. This followed a similar advisory issued in June, advising newspapers, private TV channels and digital news publishers to refrain from publishing online betting platform ads.

The latest advisories reiterate that since betting and gambling is illegal in most parts of the country, advertisements of these betting platforms and their surrogate sites are also illegal, in line with the Consumer Protection Act 2019, Cable TV Network Regulation Act 1995 and the IT Rules, 2021. 

The Ministry said the advertisements are not in conformity with related laws and strongly advised TV channels and digital news publishers from broadcasting such betting platforms or their surrogate news websites. Any violation of laws by TV channels, the Ministry said, could result in penal action. 

The Ministry has also advised online advertisement intermediaries to not target such ads towards Indian audience.

“The Ministry has mentioned that betting and gambling pose significant financial and socio-economic risk for the consumers, especially youth and children,” the Ministry said. “Accordingly, the promotion of offline or online betting/gambling through advertisements is not advised in larger public interest.”

Pumping money into marketing is a key tactic for sports betting operators looking to raise their profile and build an audience, but only the operators that underpin this with a strong product are going to increase their odds of success.

Evidence from YouGov suggests a strong brand and marketing can only take a sports betting operator so far. Its most recent Global Gambling Profiles survey of attitudes towards the industry suggest only a fifth of players in the UK and US consider familiarity with a brand as an important factor when placing their bets.

What, then, is going to get players depositing and spending in the long term? Pricing is at the forefront of bettors’ minds. In the UK, 44% of players are looking for the site with the best odds.

The US market may be less mature, but 32% of consumers will still be eyeing the odds when choosing where to stake their cash. The breadth of markets available is also going to influence the US audience, with 31% flagging this as an important factor.

That’s what the end user wants, but how does this work in practice? Sportnco, acquired by Gaming Innovation Group in April this year, sets out how an experienced trading operation provides the flexibility and quality required to create a solution that ensures bettors opt for your brand over the competition.

1. You can create a bespoke offering for your key markets

When it comes to trading, a one-size fits-all solution is out of the question. Variables such as gaming tax rates, local punters’ preferences and external competition mean each market requires its own approach.

For Sportnco, which launched first in the highly restricted, heavily taxed French market, that flexibility has been built into its trading team from its inception, director of product Kévin Brocard explains.

“This has allowed the development of adapted trading systems and practices to address different key regulations across Europe and Latin America without compromising on what makes brands grow: competitive betting offers, localised content and differentiation through bespoke margin and pricing settings.”

This means Sportnco is as adept at tailoring trading to deliver high margins in high-tax markets such as France or Portugal as it is in delivering thinner margins in low-tax markets such as Spain or Argentina.

“With this expertise developed over the years, we’re ready to scale up further and provide nationwide brands support in growing their sports betting activities in a state-by-state or region-by-region context, all of them with their own unique frameworks and particularities,” Brocard adds.

That exposure to a range of markets gives Sportnco’s trading team and added edge over an in-house team. An operator’s proprietary team may be based in a single market, which in turn means there is likely to be a learning curve as it enters new territories. Sportnco, with that infrastructure in place, is ready to fight on a range of fronts.

“The team has been built and trained to constantly adapt to ever changing business conditions and marketing strategies – making it not only particularly flexible and adaptive but also in capacity of providing our partners with insights and advice to support their development,” Brocard points out.

Preparing to win the World Cup
This is supported by its proprietary trading tools and a roster of talent hand-picked for their expertise in risk analysis and local sports, from across Europe and the Americas. Exceptional events, such as this year’s winter World Cup, are therefore firmly in Sportnco’s sights.
It has been preparing to handle “unprecedented” betting volumes between September and the end of the year. This insures to ensure Sportnco and its partners are primed and ready to handle both the pre-tournament build-up and the post-tournament restart of the European football season.
“It is particularly interesting to see different interests from customers develop from one regulation to another, and how we can support our partners to prepare for the event with tailored pricing strategies, promotional odds boosts or special markets to be advertised in local newspapers or even on taxis,” Brocard adds.
Laurent Bedout anticipates “a good show” when the whistle blows on the opening game between Qatar and Ecuador kicks off on 20 November, pointing out that players will be in better physical condition than they are for the traditional post-season tournament. Qatar’s climate adds an unusual variable, but not one he expects to be crucial.
“It’s still early days but we’re actively monitoring team news and betting markets to gain confidence in our prices and be ready to take advantage of any opportunities that may arise,” he notes.

2. A 24/7 service means experts are on standby at all times

That international reach means Sportnco can offer its clients a round-the-clock service, all using a core team of 15 traders and risk analysts based across its Toulouse and Barcelona offices. It has a human on-hand, day or night, supported by automated risk and pricing solutions, and new collaborators in local time zones are being onboarded across the US and Latin America.

This mix of man and machine is “all about creating as much value as possible, in the most efficient way possible,” says Brocard.

“Both automation and human expertise are complementary and come together naturally in this regard. Competitive structures rely on automation to perform tasks for which human intervention brings little to no value at all.

For instance, setting up betting markets on the most popular soccer competitions, where market efficiency and market saturation are at a peak, isn’t a process that requires much skill nowadays,” he says. “Hence such a task is fully automated so our traders can focus on pricing up special markets on demand or local events for which there is limited historical data and no offer elsewhere.”

Ultimately Sportnco’s trading team plays a central role across the business, of which trading odds is just one aspect. Its responsibilities reach across multiple functions, whether that’s customer care, marketing or product development, as well as providing clients with bespoke betting offers and reactive support.

3. The unexpected becomes the expected

After all, providing reactive support is crucial for clients; by its nature sports betting businesses are constantly faced with a rapidly evolving set of circumstances, something Laurent Bedout sees as a permanent but “very exciting” challenge for his team.

It’s one[1]  Sportnco addresses through two core tactics. It uses a wide range of reliable and experienced sources to get as many updates as possible, supported by the experience of its traders. The team doesn’t just monitor bettors’ activity, but also tracks all news coming out of teams and leagues to jump into action as soon as a change occurs.

That rapid reaction can be the difference between an influx of revenue and heavy losses on a market. Laurent Bedout recalls a very real example from the National Basketball Association – a league where team rotation and resting players happens frequently – from 2021.

That year, the LA Lakers announced star forward LeBron James would be rested only hours before tip-off. Across the majority of the industry, it took minutes for the odds for the Lakers’ opponents to be slashed from 5.00 to 2.50. Any bettor that took a piece of the action at the original odds would stand to make a hefty profit if the Lakers lost.

“Fortunately, we had taken this into account from the very first second [it was announced] thanks to our NBA traders, who follow this kind of information in real time to act accordingly,” he says. “In this type of case, every second represents a possible loss of money, so you have to be on top of the news.”

4. Pricing becomes a key acquisition tool

Staying on top of the news, and adjusting odds in order to ensure partners can keep markets profitable is crucial. As YouGov’s survey shows, players are more price sensitive than many would expect.
That in turn means a well-placed offer or odds boost can act as a key acquisition driver. But as Brocard [2] points out, odds boosts and similar features have become common place in the industry. Operators therefore need to be creative to stand out in a fiercely competitive market.

It has worked with clients to identify cost-effective ways of promoting their sportsbook, such as targeted margin boosts, price highlights, and – using its international reach and expertise – exclusive markets.

“At the end of the day, this is all about value perception from customers and differentiation, and this is where our experts can really make a difference,” he notes.

YouGov’s polling already suggests that the price sensitivity is already a key factor, and it will become a stronger element in the decision-making process behind opening an account or playing a bet. That suggests bettors are becoming more skilled.

That in turn potentially causes headwinds; traders and risk managers have to keep up with an evolving consumer skillset. There are instances of these avid bettors having their accounts limited, and if they are not treated fairly, changing regulations could put operators at risk of fines, penalties and licence suspensions – or players will see the brand as unfair, and take their stakes elsewhere. Simply put, limiting a customers’ play is going to damage your brand.

“Beating the market in a sustainable way also represents a real challenge in itself, and this means long-term operational profitability while remaining competitive and fair in the eyes of existing and potential customers,” Brocard warns.

“Failing to find the right balance here will inevitably impact brand reputation, and could lead to further negative consequences for the organisation as a whole – declining numbers, high acquisition and retention costs to name a few.”

5. They’re just a message away

In that environment of constant change clients need to know what’s going on, why changes are being made and have them explained as soon as they happen. Ultimately, Brocard says the focus is on making Sportnco’s team feel as integral a part as its client’s own staff.

Whether it’s an ongoing chat through WhatsApp or a Skype call, the team looks to talk regularly with partners, to understand and address needs and challenges. “Building those relationships has always been a key success factor in Sportnco’s growing business,” he adds.

“We position ourselves as true partners, and the trading team plays a key role in that. All levels of the organisation are fully focused on client satisfaction and there is absolutely no action taken here at Sportnco that doesn’t support this idea of premium B2B solutions and services.”

According to an indictment document published by local Philippine’s media, ABS-CBN, Kazuo Okada faces criminal liability for the events that conspired at Okada Manila on 31 May; when a group of Kazuo Okada’s backers physically wrested control of the casino complex from Tiger Resort Leisure & Entertainment, Inc. (TRLEI).

The dispute started after the Philippines Supreme Court had ruled that Kazuo Okada should be reinstated to corporate leadership after being removed over allegations over “misappropriation” of funds, issuing a status quo ante order (SQAO) restoring his position. TRLEI had disputed whether this order applied to its business, though.

The indictment document, which is dated 25 August, is a DoJ resolution detailing the organisation’s recommendation that prosecutors should file charges against Kazuo Okada, his key lieutenant Antonio “Tonyboy” Cojuangco, Dindo Espeleta and Florentino “Binky” Herrera III, for “grave coercion.”

If found guilty, the defendants could face a jail term of between one month and one day to six months under the listed penalty for the offense. The DoJ panel acted on the complaints from officers at TRLEI.

The indictment document said that, regardless of the status of the status quo ante order, Kazuo Okada’s actions to enforce it were not legal.

“Ineluctably, respondents Kazuo, Cojuangco, Espeleta and Herrera are deemed to have taken the law into their hands. They precipitously went ahead of their unlawful plan to take control and possession of Okada Manila in the guise of implementing the SQAO, which contains no specifications on what respondents can only do by virtue thereof.”

The resolution continued, detailing that the group “illegally magnified the simple and general directive of the Supreme Court to maintain order in the business affairs and operations of Okada Manila.”

“Overdoing a given authority is tantamount to taking advantage of, if not deemed a licentious action, as a means to attain an end goal. Respondents should act within the confines of the law and not resort to the commission of a felony,” the document added.

“Evidently, there is prima facie showing that respondents did not act under authority of law and/or went in excess of a lawful right. They have no right to take the law into their hands and deprive the complainants of their right as directors and officers of TRLEI.”

Despite Kazuo Okada’s physical absence from the property when the events occurred, he was found to be liable “since it appears that the incident happened with his prior knowledge, assent, or imprimatur”.

“Being the sole petitioner before the Supreme Court and for whose favor the takeover was done in the guise of enforcing the SQAO, respondent Kazuo certainly cannot feign ignorance of the crime. He is liable for grave coercion.”

The occupation ends

The occupation of the integrated resort ended in September following Filipino regulator, the Philippine Amusement and Gaming Corporation (PAGCOR), withdrawing its recognition of the Kazuo Okada-appointed board. The transition involved a physical confrontation between representatives of the two sites at the property, which TRLEI parent company Universal Entertainment dismissed as a “minor and brief scuffle.”   

“We are grateful that the Department of Justice has started the ball rolling in advancing justice for the victims of the brutal takeover in May,” said TRLEI CFO, treasurer, and board member Hans Van Der Sande. “We will continue to work with our lawyers and exhaust all legal means to win this case against the Kazuo Group.”

“We are now working on cleaning the mess that the Kazuo Group left — from stolen funds, fraudulent transactions, and illegally fired employees, to stolen documents and ransacked records — and are now beefing up the business for growth,” Van Der Sande continued.

“We are hopeful that the intra-corporate dispute will soon be settled with the honorable courts seeing the correctness of our position.”

The Okada Manila dispute has affected the planned NASDAQ listing of Universal Entertainment via special purpose acquisition company (SPAC), which the company announced it was delaying by up to a year.

During the course of the feud, Universal Entertainment allege that Kazuo Okada and his “henchmen” had “destroyed contracts and other evidential documents, taken them outside the company without permission, wrongfully seized some real assets… and falsified digital data.”

The regulator launched a “closed consultation” last week that will cover “licensees’ obligations regarding their responsible gaming policies and procedures and the introduction of five markers of harm that must be considered by licensees when determining effective measures and processes to detect and address problem gambling”.

This, it said, follows a review of its player protection directive by “an expert in the field”, as well as MGA research and the work of its Responsible Gaming Unit.

The consultation has not yet been published on the section of the MGA website for closed consultations. MGA licensees will have until 14 October to respond to the proposals it contains, which will take the form of amendments to the Malta Player Protection Directive.

As the document is a closed consultation, only MGA licensees may respond.

In addition, the MGA also reminded licensees of the requirement to draw up an agreed-upon procedures report that explains their procedures for holding player funds and potential winnings.

Last month, the MGA revealed in its annual report that it had cancelled only seven licences in 2021 and did not issue any licence suspensions, down from 14 cancellations and three suspensions in 2020.
Instead, the regulator issued more penalties during the year.

During 2021, Malta was also placed on the Financial Action Task Force “grey list”, for jurisidictions that may have deficiencies in certain money laundering controls. However, it was removed from this list earlier this year.

In July, Sweden’s Supreme Administrative Court denied ComeOn, PokerStars and Bet365 leave to appeal over penalty fees of up to SEK10m (£803,790/€918,0209/$900,660) imposed by Spelinspektionen over betting on events featuring underage players.

Operators were handed varying penalty fees and issued warnings for allowing wagers on matches that featured players who were minors. This violated chapter 8 section 2.2 of the Swedish Gaming Act, which prohibits bets on events where a majority of participants are minors.

The operators then submitted appeals to the Administrative Court, which were ultimately rejected. As a result, they then made appeals to the Supreme Administrative Court, but the court decided it would not hear these appeals.

In its communication, Spelinspektionen said the Court of Appeal’s judgments on each of the cases clarified a number of regulations, including that the definition of an “event” applies to individual matches.

Other clarifications set out by the regulator included that only the participants registered as participants in the match, including both players and substitutes, should be taken into account when calculating the number of participants.

Spelinspektionen also said it should it only be of “secondary importance” whether any form of manipulation occurred in each case. Also of secondary importance are the number of times the violation took place and the percentage of participants who were under 18.

Penalty sizes

The regulator also addressed the issue of penalties handed to operators that breach these or any other rules, saying the size of these – which depend on operator turnover – have been the subject of review in some of the cases. 

Both the Administrative Court and the Court of Appeal agreed with Spelinspektionen the ceiling of the penalty fee should be calculated on the licensee’s gross turnover, but the courts also made different assessments on what effect turnover should have on the size of the penalty fee, and on exact definitions of what figure may be used to represent gross turnover under different circumstances.

“The questions are of principle and are important in all cases where a penalty is involved,” the regulator said.

The only igaming-related appeals case that the Supreme Administrative Court has taken on concerned this matter, dealing with a penalty handed to Genesis Global in 2019 for self-exclusion-related failings.

The appeal largely deals with the question of how turnover may be calculated in when there is only limited data available to the regulator, as there was for Genesis, as the Swedish market had only been open for two months when the penalty was handed down.

The business initially announced plans to be acquired by 26 Capital, which is already listed on the Nasdaq, in October 2021. 26 Capital was founded by “activist investor” Jason Ader.

The deadline of the merger was initially 30 September 2022, with the new date to be the following year on 30 September 2023. This will be second extension of the deadline that has been announced, after the initial date was delayed three months from 30 June.

The cause of the delays is a months-long standoff that occurred between the company and its former CEO and founder, billionaire Japanese businessman Kazuo Okada. The dispute has involved multiple lawsuits, jurisdictional questions, criminal allegations as well physical confrontations between representatives from the two sides.

The company characterised its reasoning for extending the deadline; arguing that it will take time to “normalise the operating structure after the Company’s Group regained control of Okada Manila facility and operations… and it would take time to amend the registration statement on form F-4 under the US Securities Act that UERI filed with the US Securities and Exchange Commission for the merger.”

In 2017, Okada had been removed from his positions in the company following allegations of “misappropriation” of funds. However, the legality of this was thrown into question when the Philippines Supreme Court issued a status quo ante order, which returned Okada to his former roles.

Universal Entertainment’s holding company, Tiger Resort Asia, argued that the company was not subject to the order since the business was centred in Hong Kong, and therefore did not have to abide by the decision of the Philippines court.

Following this Okada, along with members of the police, representative of the Filipino regulator, PAGCOR and court officials entered and took control of the property. The occupation lasted two months, before the regulator withdrew its recognition for the Okada-appointed board. Following this, Universal Entertainment regained control of the resort.

In the course of its control of the venue, Universal Entertainment accused Okada’s employees of damages, some of which may have affected the SPAC combination agreement.

The business stated that Okada’s subordinates had: “destroyed contracts and other evidential documents, taken them outside the company without permission, wrongfully seized some real assets… and falsified digital data.”

While the business’s new date for the competition of the deal is one year into the future, the company stated that it may seek to complete the agreement before the deadline: “Note that while the deadline for the merger agreement will be extended by one year, the company intends on promptly carrying out the merger even prior to the deadline once the environment to do so is in place.”

Multiple territories are in the process of liberalising, complementing recent province-by-province launches in Argentina.

Understandably, there are multiple operators and suppliers positioning themselves to take advantage.

International operators are striking partnerships or snapping up established native brands in preparation. For this push, local know-how can be the key factor between a successful roll-out and beating a hasty retreat.

On the supply side, this creates scope for businesses capable of providing that expertise to become a key pillar of an operator’s entry strategy. Bet Providers, which has been tracking opportunities in LatAm over a number of years, believes now is the time for the industry to act.

Opportunities for the gambling industry in LatAm

While there has been a significant lag since the launch of Colombia’s regulated igaming market in 2016 and other countries following suit, the sheer size of the addressable market makes LatAm particularly appealing for the gaming industry.

Brazil alone has a population of over 200 million. Across the continent, smartphone penetration is expected to reach 73% by 2025, according to GSMA, with internet penetration for Latin America and the Caribbean reaching 74% by 2020, World Bank estimates show.

And this connected penetration will have an expanding range of legal gambling options available. Chile, Uruguay, and Peru are all in the process of legalising online betting and gaming, while positive steps have been taken in Brazil, across multiple channels and verticals.

Bet Providers has kept a close eye on the region’s development, and its research shows potential for exponential growth across Latin America.

“The evolution of the market will be enormous as soon as complete legalisation takes place, which is bound to happen any time now”, a spokesperson for Bet Providers explains.

“We are monitoring the situation closely, making sure we provide a great market-product fit, with a range of games, multicurrency solutions and multilingual sites that cater to the needs of the region.”

The jewel in the crown: Brazil moves towards market liberalisation

To take that range of solutions and build a cohesive and attractive offering is crucial for Bet Providers’ partners.

Trial and error simply will not work for gaming companies, especially in such a competitive field. Suppliers and operators alike need to be ready to attack as soon as the whistle blows for the kick-off.

Bet Providers, through its research of the market, can support its partners with key insights. “LatAm and Brazil in particular is a bet for every sportsbook and casino platform provider since mobile gambling is especially popular here”, it says.

“Brazilians are notoriously famous for their passion for football, which translates into a love for betting. Betting is the most powerful product, with casino and live casino products seeing a tremendous rise in the country”.

Legal sports betting in Brazil has been on the cards since 2018, and awaits an enabling decree from the country’s president. But the market may soon be much larger, after the country’s Chamber of Deputies voted to legalise online and land-based gambling in the country in a landmark decision, in February 2022.

“It’s true that complete legalisation of betting and casinos in Brazil is coming next year which means now is the time for the top [operators] to make their next move,” Bet Providers says. “This is a great opportunity for all businessmen to start their gambling site and get ahead of the competition”.

How has Bet Providers localised for LatAm?

Its research shows there has been a spike in enquiries for “how-to” tips on starting an online casino. With this comes its own challenges and multiple follow-up – but what are the most common queries directed at Bet Providers’ door?

“A significant chunk of our marketing budget has been invested into researching the LatAm market since enquiries keep popping up.

“There is a big interest in multi-currency solutions, including cryptocurrency and how several different languages can be supported within games, given the majority of the population speaks Portuguese and Spanish”.

If it’s a case of combining that industry-level expertise with a layer of localisation, Bet Providers has factored this in. “Bet Providers does not only incorporate the most prominent platform features, but it is fully integrated with the Brazilian payment methods.

“Through a complete integration with PIX, the Brazilian instant payment platform created and managed by the Central Bank of Brazil, a quick execution of payments and transfers is enabled instantly.

“Essentially, Bet Providers’ casino and sportsbook platforms meet all requirements that can make online gambling businesses thrive today”.

How Bet Providers will be working in LatAm

With the combination of this research and insight on the market, Bet Providers is in possession of the intelligence to make its product offering enticing enough to be snapped up by operators eyeing up LatAm expansion. Setting the business apart from the competition has never been so important, and that’s why its expertise in how to meet local operator requirements could prove to be the gold medal-winning difference.

And as with any new market, there’s inevitably a lot of talk around regulations and how to keep an igaming business compliant. The scrutiny that comes with the launch of a previously prohibited product has been factored into Bet Providers’ preparations.

“Considering Bet Providers’ vast experience in igaming, it’s easy to see how we can kick start an online gambling business in the region and help it stay compliant and up-to-date”, it says.

“Our all-in-one solution is specifically designed for LatAm and its characteristics, so everyone can book their demo to take a closer look and find out more about our products and solutions”.

With the addressable market expanding rapidly, Bet Providers is confident that is poised to profit as it expands, with Brazil in particular in its sights.

“Research suggests that when legalised, Brazil has the potential to become one of the world’s largest markets for online gambling, and when this happens, we’re ready to roll”.