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Chuck Robinson, Chief Revenue Officer at BETER

The US market is often criticised for being heavy or slow-moving due to its complex regulatory layers. From your perspective as a CRO, how is BETER’s agile product approach specifically designed to complement traditional sports as well as fill the gaps that traditional sportsbook providers have left open in this region?

The US market is not slow; it is structured. The challenge is that much of the industry is still trying to apply global thinking to a highly localised environment. Traditional sportsbooks are built around peaks, major leagues, and big events, but bettor behaviour no longer follows that pattern. Engagement does not stop when the schedule does.

That is the gap we focus on. Our 24/7 fast-paced esports and sports content is designed to complement traditional sports, not compete with them. We provide continuous, short-format opportunities that keep users engaged between and beyond major events. This is particularly relevant in the US, where basketball, for instance, is one of the most consumed and bet-on sports, making eBasketball fast-paced content a highly intuitive and complementary product that naturally aligns with existing bettor preferences and viewing habits.

Unlike seasonal offline sports, our content directly serves the needs of “always-on” next-generation users. It is less about adding more content and more about creating continuity. In a market as competitive as the US, that is where real value lies.

Innovation often means speed, but in betting, speed without integrity is a liability. How do you lead a team to innovate on live data products, such as fast-paced esports and sports, without compromising the strict integrity standards that US operators demand?

There is a tendency to treat speed and integrity as trade-offs. In reality, if you build properly, they go hand in hand. The issue is not speed—it is control. If you do not control the environment, speed introduces risk. If you do, it becomes a strength.

At BETER, integrity is built into the product from the outset. We operate in controlled environments, with a dedicated Integrity team overseeing monitoring on a 24/7 basis for all our distributed content. This is how we maintain a benchmark where only around 0.02% of matches have been flagged as suspicious over the last 12 months.

More importantly, it gives operators confidence. In markets like the US, where scrutiny is both high and crucial, that confidence is just as important as the product itself.

What is the one thing about the US bettor’s appetite that the rest of the industry is currently misjudging, and how is BETER positioning its roadmap to capitalise on that oversight?

The industry still tends to over-index on big events as the primary driver of engagement. However, bettors, especially younger audiences, are increasingly looking for immediacy. They want faster outcomes, more frequent opportunities, and the ability to engage on their own terms. That shift is already happening, but not everyone is building for it.

Our focus has been on scale and accessibility. We deliver over 700,000 fast-paced esports and sports events through our exclusive content portfolio, featuring ESportsBattle, Setka Cup table tennis, and the BSKT Cup. This ensures that operators are not limited by the traditional sports calendar.

At the same time, relevance matters. We are looking to develop fast-paced eLeague disciplines that mirror American football, basketball, and baseball, because it is not just about localisation; it is about meeting users where they are with content they instinctively understand.

With global events like the FIFA World Cup on the horizon, products like ESportsBattle’s eFootball enable operators to build engagement before the first whistle and sustain it long after. The numbers speak for themselves: during EURO 2024, we saw unique eFootball bettor counts rise by 41% and overall turnover increase by 28%, with the number of unique bets up by up to 35% across operators’ platforms offering eFootball.

The real opportunity is not just in the event—it is in everything around it.

Expanding into the US is not just a sales challenge; it is also a cultural and strategic one. What has been the most significant pivot you have had to make in BETER’s global strategy to ensure it resonates with the specific nuances of the American betting ecosystem?

The biggest shift has been moving away from a one-size-fits-all approach. In the US, there is no single market; there are multiple markets operating under different regulatory frameworks, each with its own expectations.

That requires a level of flexibility that many global strategies are not built for. We have invested heavily in adaptability, both in how we approach compliance and how we structure our product delivery, so we can meet these requirements without slowing down. This is where strong legal and compliance expertise becomes critical, and we are fortunate to have a dedicated in-house legal team that plays a crucial role in navigating regulatory complexity and ensuring we remain aligned with evolving state-by-state requirements.

At the same time, expectations around integrity are significantly higher. This has pushed us to further invest in integrity measures, including comprehensive education programmes and the implementation of AI-driven tools.

Just as important is mindset. Operators in the US are looking for long-term partners who understand the ecosystem, not just suppliers. That has shaped how we approach relationships in the region and has been a key driver of our growth.

Looking at the movers and shakers of the next 18 months, where do you see the next major disruption coming from? Is it in the technology itself, or in the way providers and operators collaborate to protect the end-user experience?

The next phase of disruption will not be driven by a single piece of technology; it will come from a shift in expectations.

Operators are becoming more selective. It is no longer enough to provide content; you need to deliver consistency, trust, and long-term value. This is driving closer collaboration between providers and operators, particularly around integrity, data transparency, and end-user protection. These areas are quickly becoming differentiators, not just requirements. At the same time, the regulatory landscape is also expanding, including increased scrutiny around emerging wagering formats such as prediction markets, which will require even greater precision in compliance and market structuring.

Integrity will remain central, but the bar is being raised further. We expect greater scrutiny around esports and sports tournaments, particularly in relation to their governance structures and affiliations with nationally recognised sports federations. These partnerships and validations will increasingly serve as an additional layer of confidence for both operators and regulators, reinforcing trust in the legitimacy of competitive formats.

Alongside this, fast-paced content will continue to evolve, becoming more personalised, more localised, and more deeply integrated into the overall betting experience.

The companies that stand out over the next 18 months will be those that recognise that engagement alone is not enough. It must be sustainable and built on trust.