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Churchill Downs Incorporated Reports 2024 Fourth Quarter and Full Year Results
Churchill Downs Incorporated (Nasdaq: CHDN) (the “Company”, “CDI”, “we”) today reported business results for the quarter and full year ended December 31, 2024.
Company Highlights
- Record fourth quarter 2024 financial results compared to the prior year:
- Net revenue of $624.2 million, up $63.0 million or 11%
- Net income attributable to CDI of $71.7 million, up $14.1 million or 24%
- Adjusted EBITDA of $236.6 million, up $17.5 million or 8%
- Record 2024 financial results compared to the prior year:
- Net revenue of $2.7 billion, up $272.6 million or 11%
- Net income attributable to CDI of $426.8 million, up $9.5 million or 2%
- Adjusted EBITDA of $1.2 billion, up $135.3 million or 13%
- We successfully ran the 150th Kentucky Derby on the first Saturday of May generating all-time record all-sources handle and all-time record Derby Week Adjusted EBITDA.
- We opened the Terre Haute Casino Resort in Indiana in April 2024, and the hotel in May 2024.
- The Rose Gaming Resort opened in Dumfries, Virginia in November 2024, with 1,650 historical racing machines and a 102-room hotel as our eighth HRM entertainment venue in Virginia.
- We opened Owensboro Racing & Gaming in Owensboro, Kentucky on February 12, 2025, with 600 historical racing machines, a retail sportsbook, simulcast wagering, and food and beverage offerings.
- We ended 2024 with net bank leverage of 4.0x and returned $218.3 million of capital to shareholders through share repurchases and dividends.
| CONSOLIDATED RESULTS |
| Fourth Quarter | Years Ended December 31 | ||||||||||
| (in millions, except per share data) | 2024 | 2023 | 2024 | 2023 | |||||||
| Net revenue | $ | 624.2 | $ | 561.2 | $ | 2,734.3 | $ | 2,461.7 | |||
| Net income attributable to CDI | $ | 71.7 | $ | 57.6 | $ | 426.8 | $ | 417.3 | |||
| Diluted EPS attributable to CDI | $ | 0.95 | $ | 0.76 | $ | 5.68 | $ | 5.49 | |||
| Adjusted EBITDA(a) | $ | 236.6 | $ | 219.1 | $ | 1,159.2 | $ | 1,023.9 | |||
| (a) This is a non-GAAP measure. See explanation of non-GAAP measures below. | |||||||||||
| SEGMENT RESULTS |
The summaries below present revenue from external customers and intercompany revenue from each of our reportable segments. We have changed the name of the TwinSpires segment to Wagering Services and Solutions to better reflect the businesses that are within this segment. All comparisons are against the applicable prior year period unless otherwise noted.
Live and Historical Racing
| Fourth Quarter | Years Ended December 31, | ||||||||||
| (in millions) | 2024 | 2023 | 2024 | 2023 | |||||||
| Revenue | $ | 275.5 | $ | 235.3 | $ | 1,267.0 | $ | 1,084.6 | |||
| Adjusted EBITDA | 101.6 | 88.9 | 574.6 | 475.4 | |||||||
Fourth Quarter 2024
Fourth quarter 2024 revenue increased $40.2 million due to a $19.6 million increase primarily from the opening of The Rose Gaming Resort in Northern Virginia, a $10.4 million increase from our other Virginia HRM venues, a $4.1 million increase from our Southwestern Kentucky HRM venue, a $2.7 million increase at Churchill Downs Racetrack, a $2.1 million increase from our Northern Kentucky HRM venues, and a $1.3 million net increase from our other HRM venues.
Fourth quarter 2024 Adjusted EBITDA increased $12.7 million due to a $5.2 million increase primarily from the opening of The Rose Gaming Resort in Northern Virginia, a $7.6 million increase from our other Virginia HRM venues, a $2.1 million increase from our Southwestern Kentucky HRM venue, and a $1.5 million increase from our Northern Kentucky HRM venues. These increases were offset by a $1.8 million decrease related to an increase in government relations expense allocated to Virginia, a $1.3 million decrease at Churchill Downs Racetrack and a $0.6 million decrease at our other HRM venues.
Full Year 2024
Full year 2024 revenue increased $182.4 million due to a $57.2 million increase at Churchill Downs Racetrack due to a record-breaking 150th Derby Week, a $25.9 million increase in Northern Virginia including the opening of The Rose Gaming Resort, a $17.2 million increase from the opening of the Rosie’s Emporia HRM venue in Southern Virginia in September 2023, a $39.5 million increase from our other Virginia HRM venues, a $41.5 million increase from our Kentucky HRM venues, and a $1.1 million increase from our New Hampshire venue.
Full year 2024 Adjusted EBITDA increased $99.2 million due to a $32.6 million increase at Churchill Downs Racetrack due to a record-breaking 150th Derby Week, $9.7 million increase in Northern Virginia including the opening of The Rose Gaming Resort, a $7.1 million increase from the opening of the Rosie’s Emporia HRM venue in Southern Virginia in September 2023, a $38.3 million increase from our other Virginia HRM venues, and an $11.5 million increase primarily from our other Kentucky HRM venues.
Wagering Services and Solutions
| Fourth Quarter | Years Ended December 31, | ||||||||||
| (in millions) | 2024 | 2023 | 2024 | 2023 | |||||||
| Revenue | $ | 108.0 | $ | 110.6 | $ | 500.7 | $ | 458.4 | |||
| Adjusted EBITDA | 37.3 | 34.9 | 165.6 | 132.1 | |||||||
Fourth Quarter 2024
Fourth quarter 2024 revenue decreased $2.6 million due to a $3.5 million decrease from our sports betting business and a $1.3 million decrease in TwinSpires Horse Racing primarily due to market access and shifts in race days at other tracks. These decreases were partially offset by a $2.2 million increase from Exacta primarily from the growth of our Virginia HRM venues.
Fourth quarter 2024 Adjusted EBITDA increased $2.4 million due to a $2.1 million increase from our Exacta business primarily because of increased fees from the growth of our Virginia HRM venues, a $2.2 million increase from a one-time reduction in compensation expenses related to our Exacta business, and a $0.3 million increase in TwinSpires Horse Racing. These increases were partially offset by a $2.2 million decrease primarily from our sports betting business.
Full Year 2024
Full year 2024 revenue increased $42.3 million due to a $40.8 million increase from our Exacta business primarily from growth in our third party HRM business and from the growth of our Virginia HRM venues and a $2.0 million increase from our sports betting business, partially offset by a $0.5 million decrease from TwinSpires Horse Racing.
Full year 2024 Adjusted EBITDA increased $33.5 million due to a $29.2 million increase from our Exacta business because of increased fees from our Virginia HRM venues, a $2.2 million increase from a one-time reduction in accrued compensation expenses related to our Exacta business, and a $2.6 million increase primarily from our sports betting business, partially offset by a $0.5 million decrease from TwinSpires Horse Racing.
Gaming
| Fourth Quarter | Years Ended December 31, | ||||||||||
| (in millions) | 2024 | 2023 | 2024 | 2023 | |||||||
| Revenue | $ | 257.5 | $ | 230.2 | $ | 1,045.4 | $ | 974.6 | |||
| Adjusted EBITDA | 120.1 | 113.4 | 506.9 | 488.6 | |||||||
Fourth Quarter 2024
Fourth quarter 2024 revenue increased $27.3 million due to a $30.3 million increase from the opening of the Terre Haute Casino Resort, partially offset by a $3.0 million decrease from our other wholly owned gaming properties primarily due to regional gaming softness and increased competition.
Fourth quarter 2024 Adjusted EBITDA increased $6.7 million due to an $11.4 million increase from the opening of the Terre Haute Casino Resort and a $2.7 million increase from our equity investment in Miami Valley Gaming. These increases were partially offset by a $2.3 million decrease from our other wholly owned gaming properties and a $5.1 million decrease from our equity investment in Rivers Des Plaines primarily due to regional gaming softness, increased competition, and higher labor and benefit expense.
Full Year 2024
Full year 2024 revenue increased $70.8 million primarily due to a $96.6 million increase from the opening of the Terre Haute Casino Resort. This increase was partially offset by a $15.6 million decrease from our other wholly owned gaming properties primarily due to inclement weather in January 2024, regional gaming softness, and increased competition; and a $10.2 million decrease due to our decision not to renew the management agreement at Lady Luck at the end of June 2023.
Full year 2024 Adjusted EBITDA increased $18.3 million primarily due to a $44.5 million increase from the opening of the Terre Haute Casino Resort and a $3.0 million increase from our equity investment in Miami Valley Gaming. These increases were partially offset by a $19.5 million decrease from our wholly owned gaming properties and an $8.5 million decrease from our equity investment in Rivers Des Plaines primarily due to inclement weather in January 2024, regional gaming softness, increased competition, and higher labor and benefit expense; and a $1.2 million decrease from proceeds for business interruption insurance claims in the third quarter 2023 that did not reoccur.
All Other
| Fourth Quarter | Years Ended December 31, | ||||||||||||||
| (in millions) | 2024 | 2023 | 2024 | 2023 | |||||||||||
| Revenue | $ | 2.1 | $ | 0.2 | $ | 6.6 | $ | 0.9 | |||||||
| Adjusted EBITDA | (22.4 | ) | (18.1 | ) | (87.9 | ) | (72.2 | ) | |||||||
Fourth Quarter 2024
Fourth quarter 2024 revenue increased $1.9 million due to intercompany revenue related to the captive insurance company that was established in April 2024. All captive revenue is eliminated in consolidation.
Fourth quarter 2024 Adjusted EBITDA decreased $4.3 million driven primarily by increased corporate compensation related expenses and other corporate administrative expenses driven by enterprise growth.
Full Year 2024
Full year 2024 revenue increased $5.7 million primarily due to intercompany revenue related to the captive insurance company that was established in April 2024. All captive revenue is eliminated in consolidation.
Full year 2024 Adjusted EBITDA decreased $15.7 million driven primarily by increased corporate compensation related expenses and other corporate administrative expenses driven by enterprise growth.
| CAPITAL MANAGEMENT |
Share Repurchase Program
The Company repurchased 160,466 shares of its common stock at a total cost of $21.3 million based on trade date under its share repurchase program in the fourth quarter of 2024. The Company repurchased 506,300 shares of its common stock at a total cost of $65.3 million based on trade date under its share repurchase program in 2024. We had $149.6 million of repurchase authority remaining under this program as of December 31, 2024.
Annual Dividend
On October 22, 2024, the Company’s Board of Directors approved an annual cash dividend on the Company’s common stock of $0.409 per outstanding share, a seven percent increase over the prior year. The dividend was paid on January 3, 2025, to shareholders of record as of the close of business on December 6, 2024, with the aggregate cash dividend paid to each shareholder rounded to the nearest whole cent. This marks the fourteenth consecutive year that the Company has increased the dividend per share.
Capital Investments
We currently expect our project capital to be approximately $350 to $400 million in 2025, although this amount may vary significantly based on the timing of work completed, unanticipated delays, and timing of payments to third parties. We plan to use our operating cash flows and existing revolving credit facility to fund our capital project expenditures.
| NET INCOME ATTRIBUTABLE TO CDI |
Fourth Quarter 2024 Results
The Company’s fourth quarter 2024 net income attributable to CDI was $71.7 million compared to $57.6 million in the prior year quarter.
The following factors impacted the comparability of the Company’s fourth quarter 2024 net income to the prior year quarter:
- a $9.9 million after-tax decrease in transaction, pre-opening, and other expense primarily from the settlement of certain liabilities recorded at the time of the Company’s November 2022 acquisition of substantially all of the assets of Peninsula Pacific Entertainment LLC,
- a $1.7 million after-tax increase in other charges and recoveries, net primarily related to non-recurring insurance claim recoveries,
- a $0.2 million decrease of after-tax other charges; and
- a $0.1 million decrease in after-tax non-cash asset impairments.
This was partially offset by:
- a $1.1 million after-tax decrease primarily from legal reserves.
Excluding the items above, fourth quarter 2024 adjusted net income attributable to CDI increased $3.3 million primarily due to the following:
- a $3.9 million after-tax increase primarily driven by the results of our operations,
- partially offset by a $0.6 million after-tax increase in interest expense associated with higher outstanding debt balances and higher interest rates.
Full Year 2024 Results
The Company’s full year 2024 net income attributable to CDI was $426.8 compared to $417.3 million in the prior year.
The following factors impacted comparability of the Company’s net income for the year ended December 31, 2024 compared to the prior year:
- an $86.2 million after-tax gain on the sale of the Arlington property in the prior year; and
- a $0.7 million after-tax decrease primarily from legal reserves.
This was partially offset by:
- a $15.7 million after-tax decrease in non-cash asset impairments,
- a $12.8 million after-tax decrease in transaction, pre-opening, and other expense primarily from the settlement of certain liabilities recorded at the time of the Company’s November 2022 acquisition of substantially all of the assets of Peninsula Pacific Entertainment LLC,
- a $5.1 million after-tax increase of other charges and recoveries, net primarily related to non-recurring insurance claim recoveries; and
- a $1.6 million after-tax decrease of other charges.
Excluding these items, full year 2024 adjusted net income attributable to CDI increased $61.2 million primarily due to the following:
- a $77.0 million after-tax increase primarily driven by the results of our operations and equity income from our unconsolidated affiliates,
- partially offset by a $15.8 million after-tax increase in interest expense associated with higher outstanding debt balances and higher interest rates.
Conference Call
A conference call regarding this news release is scheduled for Thursday, February 20, 2025 at 9 a.m. ET. Investors and other interested parties may listen to the teleconference by accessing the online, real-time webcast and broadcast of the call at churchilldownsincorporated.com/events.cfm, or by registering in advance via teleconference here. Once registration is completed, participants will be provided with a dial-in number containing a personalized conference code to access the call. All participants are encouraged to dial-in 15 minutes prior to the start time. An online replay will be available by noon ET on Thursday, February 20, 2025. A copy of the Company’s news release announcing quarterly results and relevant financial and statistical information about the period will be accessible at churchilldownsincorporated.com.
Use of Non-GAAP Measures
In addition to the results provided in accordance with GAAP, the Company also uses non-GAAP measures, including adjusted net income, adjusted diluted EPS, EBITDA (earnings before interest, taxes, depreciation and amortization), and Adjusted EBITDA.
The Company uses non-GAAP measures as a key performance measure of the results of operations for purposes of evaluating performance internally. These measures facilitate comparison of operating performance between periods and help investors to better understand the operating results of the Company by excluding certain items that may not be indicative of the Company’s core business or operating results. The Company believes the use of these measures enables management and investors to evaluate and compare, from period to period, the Company’s operating performance in a meaningful and consistent manner. The non-GAAP measures are a supplemental measure of our performance that is not required by, or presented in accordance with, GAAP, and should not be considered as an alternative to, or more meaningful than, net income or diluted EPS (as determined in accordance with GAAP) as a measure of our operating results.
We use Adjusted EBITDA to evaluate segment performance, develop strategy, and allocate resources. We utilize the Adjusted EBITDA metric to provide a more accurate measure of our core operating results and enable management and investors to evaluate and compare from period to period our operating performance in a meaningful and consistent manner. Adjusted EBITDA should not be considered as an alternative to operating income as an indicator of performance, as an alternative to cash flows from operating activities as a measure of liquidity, or as an alternative to any other measure provided in accordance with GAAP. Our calculation of Adjusted EBITDA may be different from the calculation used by other companies and, therefore, comparability may be limited.
Adjusted net income and adjusted diluted EPS exclude discontinued operations net income or loss; net income or loss attributable to noncontrolling interest; changes in fair value for interest rate swaps related to Rivers Des Plaines; Rivers Des Plaines’ legal reserves and transaction costs; transaction expense, which includes acquisition and disposition related charges, as well as legal, accounting, and other deal-related expense; pre-opening expense; and certain other gains, charges, recoveries, and expenses.
Adjusted EBITDA includes our portion of EBITDA from our equity investments and the portion of EBITDA attributable to noncontrolling interest.
Adjusted EBITDA excludes:
- Transaction expense, net which includes:
- Acquisition, disposition, and property sale related charges;
- Other transaction expense, including legal, accounting, and other deal-related expense;
- Stock-based compensation expense;
- Asset impairments;
- Gain on property sales;
- Legal reserves;
- Pre-opening expense; and
- Other charges, recoveries, and expenses.
As of December 31, 2021, our property in Arlington Heights, Illinois (“Arlington”) ceased racing and simulcast operations and the property was sold on February 15, 2023 to the Chicago Bears. Arlington’s results and exit costs in 2023 are treated as an adjustment.
For segment reporting, Adjusted EBITDA includes intercompany revenue and expense totals that are eliminated in the Consolidated Statements of Comprehensive Income. See the Reconciliation of Net Income to Adjusted EBITDA included herewith for additional information.
The post Churchill Downs Incorporated Reports 2024 Fourth Quarter and Full Year Results appeared first on Gaming and Gambling Industry in the Americas.
Interviews
HIPTHER Community Voices: Interview with Dr. Maria Loumpourdi, founder and Managing Director of Made From Within
In this interview, we speak with Dr. Maria Loumpourdi, founder and Managing Director of Made From Within, a CPD-accredited leadership development provider. She shares her journey into leadership and coaching, the philosophy behind her work, and how evidence-based development can drive real change—particularly in high-growth sectors like iGaming.
What originally sparked your interest in leadership development and coaching? Was there a defining moment that set you on this path?
The spark started very early. As a kid, I was always very curious and loved learning, but more than that, I loved sharing what I learned. I even remember trying to memorise a 24-volume encyclopaedia just so I could drop interesting facts into conversations. Looking back, that passion for learning and helping others grow was always there.
When it came time to choose a university path, education felt like the natural choice. I loved it (and still do), but I quickly started to feel uneasy about how rigid the school system is. More often than not, we teach what’s prescribed, not necessarily what kids want or need to learn. That made me think more seriously about adult education, where people have more agency in their development and are often more personally invested.
That decision led me to corporate learning and development. I started in the Learning & Development department of an iGaming company, and within a year, I moved into a leadership role heading L&D in the manufacturing sector. That role gave me hands-on experience in managing teams and developing as a leader myself. By that time, I had already completed a master’s in educational leadership and had been accepted into a doctoral programme. At that point, I already knew my research would focus on leadership development.
Another key realisation came when I started developing leaders. I began to see that while training is a necessary first step, it cannot, on its own, lead to lasting behavioural change. That’s when I realised coaching was the missing piece; it’s what helps people truly internalise and apply what they’ve learned. I became an accredited coach and eventually a coaching supervisor (a coach of coaches), and that shifted how I approached development.
Everything came together when I completed my doctorate and published my book, Leaders Made From Within. That was an important moment for me because it also marked the launch of my company, Made from Within. It was the point where everything aligned: my love for learning, leadership, developing others, and the belief that real change (whether individual or organisational) comes from within.
Made From Within is CPD-accredited and globally active. What inspired you to start it, and what impact are you most proud of so far?
Made From Within wasn’t a business idea; it was the result of over a decade of real-world experience, empirical research, and a deep understanding of what works (and what doesn’t) when it comes to leadership and organisational development. I spent many years building my expertise, holding senior roles in international organisations, and seeing firsthand what drives real performance and sustainable business growth. Just as importantly, I saw the common patterns that hold people and businesses back. Many of the lessons I learned (both the successes and the hard-won mistakes) shaped the foundation of Made From Within.
I started Made From Within because I wanted to offer something practical, evidence-based, and rooted in real experience; instead of unsupported theories, popular opinions, or trends. The leadership and personal development space is currently crowded, and I was very intentional about two things: 1. making sure that my background clearly shows I am not another self-proclaimed guru on social media, and 2. ensuring this wasn’t just another one-size-fits-all offering. At Made From Within, we don’t do off-the-shelf. We work closely with clients to understand their goals, context, and challenges, then build tailored solutions that reflect their reality. We’ve also developed CPD-accredited programmes for individuals and teams who want to grow in a structured and credible way.
What I’m most proud of is how much we’ve achieved in such a short time. Made From Within has already supported leaders and teams across organisations and industries, enabling behavioural and organisational change. We’re now expanding access by offering our accredited courses directly through our website, which allows more people to develop themselves on their own terms, and at their own pace.
Your career spans several industries—from banking and manufacturing to iGaming. What pivotal experiences have shaped your leadership philosophy?
While some leadership challenges (like earning trust, managing conflict, or leading through change) are universal, I’ve found that every industry comes with its own unspoken rules and unique pressures. The culture portrayed on the company website is rarely (if ever) the full picture. Experiencing these differences first-hand has taught me that effective leadership isn’t about following one fixed approach. It’s about learning when to listen, when to challenge, and how to earn credibility in novel environments.
One of the experiences that shaped my approach happened in my very first week as a department head in the manufacturing sector. I was asked to represent the function in a customer audit, even though I had just stepped into the role and barely had any exposure to the industry or the company. During the audit, the client questioned how certain KPIs were calculated. I hadn’t prepared the presentation and didn’t have the answer. It would’ve been easy (and probably expected) to say, “I’m new”, or shift the blame to the person who created it. But I saw it as an opportunity to lead.
I admitted I didn’t have the answer at that moment and promised to come back with it by the end of the day. When I approached the team member who had prepared the figures, they told me they couldn’t remember. This person was already on their way out of the company, having previously received feedback that they weren’t ready for the role I had stepped into. Still, I didn’t point fingers. I worked with the team to find the answer, verified the data, and returned to the client with a clear explanation. We earned the client’s trust, salvaged the audit, and celebrated with the team despite the initial mistake.
That experience grounded one of the core principles of my leadership philosophy: when you lead, you take ownership. You don’t blame others, you don’t throw people under the bus, and you don’t step back when things go wrong. If you’re in a leadership role, you take responsibility and step up even when it’s not directly your fault. That’s the kind of leader I’ve worked to be across every industry I’ve been part of.
In iGaming, rapid growth often outpaces structured development. How can coaching help companies build stronger leadership pipelines during periods of scale?
In iGaming, growth often happens so quickly that people find themselves in leadership roles before they’ve had the time (or the opportunity) to develop the skills or confidence to lead. Coaching helps bridge that gap. It provides a safe space for new and emerging leaders to speak openly about their challenges, reflect on their behaviours, set development goals for themselves and their teams, and work toward those goals with a coach acting as both a thinking partner and an accountability partner.
It’s just as valuable for senior leaders. Coaching can help them build executive presence and avoid slipping into autopilot decision-making, which, in a fast-paced environment like iGaming, can have serious long-term consequences for both individuals and the business.
I’ve seen the impact of coaching firsthand. I’ve worked with people who were on performance improvement plans (essentially on their way out), and within six months, they were promoted into leadership roles. What changed? Their mindset, their behaviour, how they communicated, how they built relationships, and how they demonstrated their competence. Coaching made that shift possible.
Coaching meets people where they are, which is exactly what’s needed during periods of rapid scale. Especially in iGaming, where employee turnover often reaches or exceeds 30% (meaning one in three employees leave each year) offering coaching, even as a smaller operator or supplier, can be the difference between losing talent (often to competitors) and building a strong leadership pipeline.
What advice would you give to iGaming companies looking to invest in leadership development for the first time? Where should they start?
My key piece of advice is this: don’t buy off-the-shelf leadership development programmes. Every year, over $360 billion is invested on leadership development globally, but only 10–20% of that has a measurable return on investment. The reason? Most programmes aren’t tailored to the actual needs of the business and its leaders.
If you want real impact, you need to start with a proper analysis of your organisation’s current leadership needs and challenges. Get clear on what effective leadership looks like in your organisation, involve senior leadership teams from the beginning, and design a programme that fits; not just something that looks good on paper. When done right, tailored programmes can achieve up to 10x the ROI.
In my book Leaders Made From Within: The Blueprint for Developing Leadership in Individuals and Organisations, I share the 5D Leadership Development Process (Define, Design, Deliver, Deploy, and Debrief), a model grounded in my doctoral research. It’s a practical, evidence-based process to building leadership capability, and it’s especially relevant for high-growth sectors like iGaming.
What skills or leadership traits are most important for success in iGaming—and how can coaching help develop them?
Success in iGaming requires a combination of leadership skills due to the industry’s fast pace, volatility, and competitiveness. In my experience developing talent in this industry, some of the most critical skills include:
- Self-awareness and self-regulation: Leaders need to manage themselves under pressure and stay grounded. Coaching supports this by helping individuals recognise patterns, triggers, and habits; and understand how these affect their performance and relationships in a structured way.
- Building relationships and networks: In a fast-moving and relatively young industry, strong cross-functional collaboration is essential. Coaching helps leaders improve their communication, influencing, and trust-building skills, especially when leading international teams where alignment is harder to achieve.
- Creativity and innovation: iGaming leaders often face ambiguous situations without a clear playbook. Coaching provides space to step back, think differently, challenge assumptions, and explore new solutions, which is something daily operations rarely allow time for.
- Decision-making: Rapid scaling requires leaders who can make informed, timely decisions without having all the answers. Coaching helps leaders gain clarity, improve their judgment, overcome indecision, and build confidence in high-stakes or complex situations.
- Business acumen: Leaders need a broader understanding of how the business operates, not just within their own function. Coaching encourages a more strategic mindset by connecting day-to-day decisions to long-term business outcomes. For example, a commercial leader should understand product development, and vice versa. Everyone needs at least a baseline understanding of the financial and regulatory side of the business.
In short, coaching develops these skills not through theory, but through structured reflection, real-world application, accountability, and feedback.
The post HIPTHER Community Voices: Interview with Dr. Maria Loumpourdi, founder and Managing Director of Made From Within appeared first on European Gaming Industry News.
Statement from GamCare’s Chair Margot Daly after Trustee Dominic Harrison awarded MBE for services to Gambling Harm Prevention and Support
“I am delighted that Dominic has been recognised in this way. Throughout his many years with GamCare, and as Chair of our Audit Committee since 2023, Dominic has brought compassion and common sense to the charity’s vital work. During this time, Dominic has seen the charity scale to help tens of thousands of people every year who need our support.
This news also pays tribute to GamCare’s frontline staff who fulfil the organisation’s mission every day – providing free, confidential support services for those experiencing gambling harms. I am thrilled for both Dominic and the recognition of GamCare’s essential work supporting those who need it most.”
About Dominic
He has held senior positions in Finance, Marketing and Operations with Grand Metropolitan plc, Bass plc and Hilton Group plc. He spent a decade in the gambling sector in leadership roles with Ladbrokes and Gala Coral. Since 2012, he has held a number of CEO roles in fast growth, people-based, regulated businesses both in the UK and Internationally.
He is a qualified Executive Coach currently working with clients across a variety of sectors. In addition to his coaching work, he is an Operating Partner with Innervation Capital Partners – a specialist investor in Education businesses – focusing on the Early Years sector. He is Chair of the Audit, Risk and Development Committee.
The post GamCare Trustee Dominic Harrison awarded MBE appeared first on European Gaming Industry News.
Betsoft Gaming has released Coins of Alkemor: Extreme Magic – Hold & Win, a fast-paced 3×3 slot packed with powerful features and mystical energy.
The iconic wizard Alkemor returns in the game that elevates the popular Hold & Win mechanic with three explosive Extreme Features. Players can trigger the bonus with two or more BONUS symbols and at least one WIZARD BONUS—one of which must be EXTREME—awarding three respins and the chance to land magical golden coins.
Each Extreme Feature adds a unique twist: EXPAND duplicates BONUS symbols in key areas, MULTI-X applies multipliers of up to 5x and BOOST increases the value of all coin symbols in play. Combined, they deliver high-energy gameplay and thrilling win potential.
Additional excitement comes with the Chest of Gold, a surprise base game feature that can award instant prizes, while WILDs on all reels boost win frequency. Players can also choose the Buy Feature for immediate access to the full Hold & Win experience with all Extreme Features activated.
Fernando Van Velzen, Head of Account Management at Betsoft, said: “With Coins of Alkemor, we’ve combined one of our most iconic characters with a supercharged version of Hold & Win. It’s a compact format that delivers big on features and excitement—exactly what players are looking for right now.”
The post Betsoft Releases Coins of Alkemor: Extreme Magic – Hold & Win appeared first on European Gaming Industry News.
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