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Brightstar Lottery Reports Second Quarter 2025 Results

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Brightstar Lottery PLC has reported the financial results for the second quarter ended June 30, 2025.

“We achieved several important milestones over the last few months. We secured the Italy Lotto license through November 2034, closed the sale of our Gaming & Digital business for $4 billion in cash, and announced plans to return significant capital to shareholders. With a singular focus on lottery and unmatched industry expertise, we are well positioned to create value for all stakeholders with our mission to elevate lotteries and inspire players around the world,” said Vince Sadusky, CEO of Brightstar.

“Our second quarter results reflect sustained global demand for instant ticket and draw games. We are investing in key initiatives to drive sustainable, long-term growth, while also delivering structural cost reductions to right-size the business. The Company’s attractive profit profile and strong, predictable cash flows support our balanced approach to capital allocation,” said Max Chiara, CFO of Brightstar.

Key Highlights

• Successful completion of Gaming & Digital sale for approximately $4.0 billion of net cash proceeds on July 1, 2025.

• Secured several meaningful contract wins and extensions including a nine-year Lotto operator license in Italy, an eight-year contract in Missouri which includes a fully-integrated OMNIA retail and digital solution, and several multi-year instant ticket printing contract extensions.

• Expanding OPtiMa 3.0 cost reduction programme to $50 million to right-size the business following the Gaming & Digital sale.

Second Quarter 2025 Financial Highlights

Second quarter revenue was $631 million, up 3% or stable at constant currency.

• Instant ticket & draw same-store sales increased across geographies with Italy increasing 3.7%, U.S. higher by 0.6%, and Rest of World climbing 8.4%.

• Product sales rose 59% on higher instant ticket printing and terminal sales.

• Foreign currency translation had a positive impact on growth.

• Growth from the drivers above was partially offset by elevated U.S. multi-state jackpot activity and associated LMA incentives in the prior year.

Loss from continuing operations was $60 million compared to income from continuing operations of $84 million in the prior year period.

• Incurred a foreign exchange loss versus a foreign exchange gain in the prior year, primarily reflecting the non-cash impact of fluctuations in the EUR/USD exchange rate on debt.

• Operating income was lower, driven by the high profit flow-through from elevated U.S. multi-state jackpot sales and associated LMA incentives in the prior year and restructuring charges related to the expanded OPtiMa 3.0 cost reduction programme in the current year.

• Increased provision for income taxes.

• Dynamics noted above were partially offset by reduced interest expense.

Adjusted EBITDA was $274 million compared to $290 million in the prior-year period, demonstrating resiliency despite incremental investments in the business and multi-state jackpot and LMA dynamics.

• Prior year results include the high profit flow-through from elevated U.S. multi-state jackpot sales and associated LMA incentives.

• Selling, general, and administrative costs were modestly higher as ongoing investments in the business were partially offset by OPtiMa cost savings.

• The Q2’25 period benefited from positive foreign currency translation.

Diluted loss per share from continuing operations was $0.47 compared to diluted earnings per share from continuing operations of $0.21 in the prior year. Adjusted diluted earnings per share from continuing operations was $0.12 compared to $0.20 in the prior year, primarily driven by lower operating income.

YTD 2025 Financial Highlights

Year-to-date revenue of $1.2 billion compares to $1.3 billion in the prior-year period.

• The decline was due to higher U.S. multi-state jackpot activity and associated LMA incentives in the prior year.

• Global instant ticket & draw same-store sales rose 1.2%.

Loss from continuing operations was $52 million compared to income from continuing operations of $200 million in the prior year period.

• Lower operating income, primarily due to the items affecting Adjusted EBITDA as noted below.

• Foreign exchange loss versus foreign exchange gain in the prior year, primarily reflecting the non-cash impact of fluctuations in the EUR/USD exchange rate on debt.

Adjusted EBITDA of $524 million compares to $617 million in the prior-year, primarily driven by high profit flow-through from elevated U.S. multi-state jackpot sales and associated LMA incentives in the prior year, partially offset by positive foreign currency translation.

Diluted loss per share from continuing operations was $0.59 compared to diluted earnings per share from continuing operations of $0.56 in the prior year. Adjusted diluted earnings per share from continuing operations of $0.20 compares to $0.47 in the prior year primarily driven by lower operating income, partially offset by reductions in net interest and income tax expense.

Net debt was $5.2 billion compared to $4.8 billion at December 31, 2024. The increase was primarily driven by an approximate $340 million impact from fluctuations in the EUR/USD exchange rate. Net debt leverage was 3.0x pro forma for $2 billion debt reduction completed in July.

Cash and Liquidity Update

Total liquidity was $2.9 billion as of June 30, 2025 with $1.3 billion in unrestricted cash and $1.6 billion in additional borrowing capacity from undrawn credit facilities.

Other Developments

The Company plans to launch a $250 million accelerated share repurchase programme (ASR) by entering into an accelerated share repurchase agreement with a counterparty bank. The Company plans to execute the ASR as part of its $500 million share repurchase authorization outlined below and in accordance with the share repurchase authorisation provided by the Company’s shareholders at the Company’s 2025 Annual General Meeting. The Company has been informed by De Agostini S.p.A., that it does not intend to participate in the ASR.

The Company’s Board of Directors declared a quarterly cash dividend of $0.20 per common share with a record date of August 12, 2025 and a payment date of August 26, 2025.

Completed the sale of the Gaming & Digital business on July 1, 2025. The Company received approximately $4.0 billion of net cash proceeds that are expected to be allocated in the following manner:

$2.0 billion used to reduce debt (completed in July 2025).

• Redeemed in whole the 4.125% Senior Secured U.S. Dollar Notes due April 2026 and the 3.500% Senior Secured Euro Notes due June 2026.

• Prepaid €300 million of the Term Loan Facilities due January 2027.

• The remaining amount was allocated to prepay the Revolving Credit Facilities due July 2027.

$1.1 billion to be returned to shareholders.

• The Company’s Board of Directors declared a special cash dividend to common shareholders in the amount of $3.00 per share. The record date of the distribution was July 14, 2025, and it is payable July 29, 2025.

• In addition, the Board authorized a $500 million, two-year share repurchase programme. The new authorisation replaces the Company’s existing share repurchase programme.

$500 million to partially fund upcoming Italy Lotto license payments.

$400 million to be used for general corporate purposes.

The U.S. federal income tax consequences of distributions by the Company will depend, in part, on whether the Company has current or accumulated earnings and profits (“E&P”), as determined under U.S. federal income tax principles. Based on preliminary estimates, the Company does not expect to have current E&P for fiscal year 2025 or accumulated E&P from prior fiscal years that would offset the current year expected E&P deficit. Accordingly, the Company anticipates that the special dividend, the Q1 dividend paid on June 12, and any future dividends paid in the current fiscal year will be treated for U.S. income tax purposes as a non-taxable return of capital to the extent of a shareholder’s basis in its shares, and thereafter as capital gain, although no assurances can be provided because the determination of E&P is a full-year calculation which depends upon facts that are not known as of the date hereof.

FY’25 Outlook: Adjusted EBITDA Reaffirmed, Cash Flow Improved

• Revenue of approximately $2.50 billion; adjusting revenue down $50 million compared to the previous outlook to reflect a timing shift in product sales and increased amortization related to Italy Lotto upfront license fee (which is treated as contra-revenue).

• Adjusted EBITDA of approximately $1.10 billion, in line with the previous outlook as incremental benefit from foreign currency translation is offset by higher-than-expected U.S. multi-state jackpot and LMA impacts.

• Net cash used in operating activities of approximately $275 million reflects a $75 million improvement versus the previous outlook driven by interest, income taxes, and other working capital items.

• Capital expenditures of approximately $375 million, a $75 million improvement from the previous outlook to reflect timing shifts related to recent contract extensions.

• Increasing FY’25 EUR/USD assumption to 1.12.

The post Brightstar Lottery Reports Second Quarter 2025 Results appeared first on European Gaming Industry News.

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BetConstruct AI names Lena Yasir CEO

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Former Pragmatic Play chief commercial officer brings 20 years of iGaming experience to the role.

BetConstruct AI has appointed Lena Yasir as its new chief executive officer, the company said.

Yasir has 20 years of iGaming experience, with a background in B2B commercial strategy, international expansion, and building teams across regulated and emerging markets.

Before joining BetConstruct AI, Yasir held senior leadership roles at Play’n GO, Evolution, and OnGame Network. Most recently, she served as chief commercial officer at Pragmatic Play, where the company said she played a central role in its global B2B growth.

In a statement, Yasir said: “BetConstruct AI is a highly respected and successful company in the global iGaming industry, and I am proud to be joining the business at such an exciting time.”

BetConstruct AI said Yasir will focus on accelerating global revenue, driving innovation, and strengthening partnerships across the iGaming ecosystem.

The post BetConstruct AI names Lena Yasir CEO appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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Latam Intersect flags prime-time World Cup 2026 as a reset for LATAM sports marketing

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Firm points to more LATAM teams, heavier digital viewing and second-screen habits as key drivers for new campaign strategies.

Sports marketing in Latin America will face a different playbook during the FIFA World Cup 2026, according to a new analysis from Latam Intersect. The firm says the expanded tournament format, combined with prime-time scheduling for the region and more digital consumption, will change how brands plan media, content and real-time engagement.

The 2026 edition will feature 48 national teams, 104 matches and three host countries. FIFA projects more than 6 billion people will follow the tournament in some way, Latam Intersect said. For Latin America, the firm highlights the added weight of having 10 regional teams qualified, alongside the region’s historical performance in the competition.

Latam Intersect argues that the LATAM fan base is now younger and more active online, with a predominant age range of 22 to 33 and strong Gen Z and millennial presence. The company cites data indicating 41% of fans already watch matches via digital platforms and 51% use social media while watching on TV, turning each match into a continuous “second-screen” engagement window.

“In 2026, the fan is already in the middle of a conversation that never stops. Brands that show up with a prepared post after the match are already too late,”, said Livia Gammardella, Head of Marketing and Digital de Latam Intersect.

The firm also breaks the audience into three archetypes—casual fan, devoted fan and “fanático”—and says brands often underperform by treating the World Cup audience as one segment. It adds that women fans and fans arriving through pop culture, memes and music are growing audiences that global campaigns frequently miss.

A major difference versus the 2018 and 2022 tournaments is match timing for the region, with most games expected to land in prime time for Latin America, the company said. “A World Cup in prime time was exactly what retail needed. People will not watch the matches alone: they will gather with family, order food, buy products. The brand that uses cultural intelligence to understand the localized rituals of its fan will build far more connection than it could expect”, said Claudia Daré, socia y cofundadora de Latam Intersect.

The company said it has published a related eBook on platform behaviors across Instagram, TikTok and X, alongside market-specific audience data and planning framework

The post Latam Intersect flags prime-time World Cup 2026 as a reset for LATAM sports marketing appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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Claudia Daré partner and co-founder of Latam Intersect.

Sports marketing will change in Latin America during the 2026 World Cup

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The biggest tournament in history arrives with an unprecedented strategic window for brands: prime-time matches, more Latin American national teams, and an audience that is radically more digital and diverse.

The 2026 World Cup is not just the most ambitious edition in the tournament’s history. For Latin America, it represents a convergence of factors never seen in any previous edition: ten national teams from the region qualified, matches will air in prime time, and an audience that experiences football in ways that would have been unimaginable a decade ago.

With 48 national teams, 104 matches, and three host countries, FIFA projects that more than 6 billion people will follow the tournament in some way. For Latin America, whose national teams have won the World Cup 10 times, the competition arrives with a particularly strong emotional weight.

An audience that no longer watches football in silence

The profile of the Latin American fan has changed profoundly. The dominant age bracket today is between 22 and 33 years old, with a strong presence of Gen Z and millennials. This segment does not just consume the sport; it comments on it in real time, amplifies opinions on social media, and lives every match with a phone in hand.

The data is striking: 41% of fans already watch matches through digital platforms, and 51% use social media simultaneously while watching on television. This turns every match into a 90-minute window of continuous engagement, an opportunity that traditional communication strategies, designed for a passive consumer, are simply not built to capture.

“In 2026, the fan is already in the middle of a conversation that never stops. Brands that show up with a prepared post after the match are already too late,” says Livia Gammardella, Head of Marketing and Digital at Latam Intersect.

Three profiles, three different conversations

Not all fans are the same, and treating them as if they were is one of the most common mistakes in communication strategies for major sporting events. Audience analysis identifies three clearly different archetypes: the casual fan, who gets caught up in the spirit during important matches but disconnects if their team is eliminated; the devoted fan, loyal to their team and routines, who sees any brand opportunism as disrespect; and the fanatic, for whom football is identity and belonging, and who grants loyalty only to those who demonstrate a genuine connection to the sport.

To these three segments are added fast-growing audiences that global campaigns often ignore: women fans, whose digital engagement continues to grow steadily, and supporters who come to football through pop culture, memes, and music.

Prime time as a strategic window

One of the most significant differences from the last two World Cups is the broadcast schedule. In 2018 and 2022, the time zones of Russia and Qatar pushed matches into Latin American mornings or afternoons. In 2026, most matches will fall in prime time across the region, opening an opportunity that practically did not exist in recent editions.

“A World Cup in prime time was exactly what retail needed. People will not watch the matches alone: they will gather with family, order food, buy products. The brand that uses cultural intelligence to understand the localized rituals of its fan will build far more connection than it could expect,” says Claudia Daré, partner and co-founder of Latam Intersect.

The Latin American fan of 2026 is younger, more digital, and more diverse than in any previous edition. Digital platforms have shifted from being support channels to becoming the main stage. And while the conversation is global in scale, it is always local in content.

The tournament will unfold simultaneously on two screens. Instagram works as a visual archive and positioning channel. TikTok is where trends are born, rewarding native creativity over expensive production. X is the public square for minute-by-minute conversation, with relevance windows that close in a matter of seconds. And physical spaces, bars, fan fests, family gatherings, regain prominence that the schedules of the last two editions had reduced considerably.

Treating them as a single distribution channel is, according to specialists, the fastest way for a brand to go unnoticed.

The 2026 World Cup arrives with an architecture unlike any previous edition: more countries, more matches, more screens, and an audience that does not wait for kickoff to start the conversation. In Latin America, where football functions as a shared language across generations, social classes, and borders, the tournament promises to be a moment of cultural cohesion on a historic scale.

The post Sports marketing will change in Latin America during the 2026 World Cup appeared first on Americas iGaming & Sports Betting News.

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