Canada
GameStop Highlights the Strengths of its Board of Directors and the Limitations of Hestia Capital and Permit Capital’s Inexperienced Nominees
GameStop Corp. issued a letter to stockholders highlighting its comprehensively refreshed Board of Directors that possesses the diverse array of perspectives and requisite skillsets, including deep industry and institutional knowledge, to execute the transformation and continued growth of its omni-channel video-game business. The letter notes that Hestia Capital Partners, LP and Permit Capital Enterprise Fund, LP have nominated two candidates who lack the qualifications or experience to serve on GameStop’s Board of Directors. The letter urges stockholders to use the BLUE proxy card to vote “FOR ALL” of GameStop’s 10 highly qualified director nominees in connection with the Company’s upcoming Annual Meeting of Stockholders (the “Annual Meeting”) to be held at 8:00 a.m. CT on June 12, 2020.
The full text of the letter from the Company follows:
May 26, 2020
Dear GameStop Stockholders,
You will face a decision that poses significant implications for the future of our Company at our 2020 Annual Meeting of Stockholders scheduled for June 12, 2020 (the “Annual Meeting”). Hestia Capital Partners, LP and Permit Capital Enterprise Fund, LP (“Hestia Capital” and “Permit Capital,” or collectively, the “Dissident Stockholders”) are running a costly and distracting proxy fight, founded on baseless claims and significant misrepresentation of facts, in an attempt to remove two highly qualified, independent directors who bring valuable experience, institutional knowledge and continuity to the Board.
Over the last two years, we have comprehensively refreshed our Board to oversee our business transformation strategy – GameStop Reboot. Our refreshed Board benefits from the fresh perspectives of our newest directors and the institutional memory of our longest-serving directors, all of which is critical to our successful execution of this transformation plan. The Dissident Stockholders’ proposal to install two unqualified nominees that lack industry-related acumen and expertise would add nothing to our Board and would only jeopardize the Board’s ability to continue to execute on its business transformation plan and its ability to create long-term value for stockholders.
The Dissident Stockholders have put forth a number of rationales for running their wasteful campaign, but their actions make it clear they are only motivated by self-interest. The Dissident Stockholders claim they want a stockholder representative, but Hestia Capital’s founder, Kurtis Wolf, has rejected settlement offers to avoid a proxy fight that would have included a stockholder representative simply because he was not the stockholder representative. These are also the same Dissident Stockholders who supported a reckless share buyback of $500 to $700 million in 2019 despite the fact the Company had an upcoming $350 million debt maturity. The Dissident Stockholders’ motivations are clear: a vote for the Dissident Stockholders is a vote for Mr. Wolf’s pocketbook at the expense of ALL stockholders.
GameStop’s Board urges you to protect your investment by discarding any White proxy card you may receive from the Dissident Stockholders and use the BLUE proxy card to vote “FOR ALL” of GameStop’s 10 superior director nominees.
The Dissident Stockholders’ Nominees Add No Value to Our Board
In contrast to GameStop’s directors, who possess strong financial, operational, retail, video game, and omni-channel experience, among other relevant skills, the Dissident Stockholders have nominated two candidates who do not possess the qualifications necessary to complement GameStop’s Board or execute the Company’s ongoing transformation plan.
| Retail Experience |
Public Company Management Experience |
Video Game Experience |
Business Transformation Experience |
Profession | ||
| Kurt Wolf | NO | NO | NO | NO | Portfolio Manager |
|
| Paul Evans | NO | LIMITED | NO | NO | Finance |
Kurtis Wolf and Paul Evans (a portfolio manager and financial executive, respectively) both lack the public company management experience and the necessary expertise in the retail, video game and omni-channel industries to guide GameStop through the next phase of its transformation. Narrowly-focused investment management careers are not enough to prepare either candidate to serve on the Board of a complex public company, let alone on the Board of the world’s largest video game retailer, which is currently in the middle of executing a carefully framed transformation plan in the midst of a global crisis.
- Messrs. Wolf and Evans’ lack of retail and video game experience disqualifies them from serving on GameStop’s Board, as they would be ill-prepared to advise on the strategic and operational issues facing specialty retail companies in this turbulent market environment
- Messrs. Wolf and Evans’ lack of omni-channel and business transformation expertise would hinder the Board’s ability to continue executing GameStop Reboot, and the Company’s increased focus on expanded customer engagement
- Mr. Wolf has never held a public company C-Suite position, and Mr. Evans’ public company experience is extremely limited
- Mr. Wolf has consistently demonstrated his complete disregard for maximizing value for anyone but himself
- Mr. Wolf has summarily rejected any settlement offer to avoid a costly and distracting proxy fight that does not include a Board seat for himself
- Mr. Wolf proposed a reckless share buyback strategy last year that would have directly resulted in catastrophic stockholder value destruction and jeopardized our ability to navigate the current pandemic
While GameStop’s Board appreciates and values stockholder feedback, stock ownership by itself does not qualify an individual for Board membership. Our Board reviews all director candidates on equal ground, evaluating whether they possess the industry-specific skillsets and diverse perspectives to enhance our Board’s stewardship of the Company and its turnaround. Messrs. Wolf and Evans completely lack these qualifications.
GameStop’s Refreshed, Independent Board Is Delivering Results
As fiduciaries, the Board is firmly committed to regular refreshment, extensive stockholder engagement, and representation of a diversity of perspectives and experiences within the boardroom. The Board perceives each as a valuable tool it must employ to generate greater value for all of GameStop’s stockholders. Our newly refreshed Board was formed based on these guidelines and is well-positioned to lead GameStop into the next phase of its transformation and development.
This team of directors has significant retail, gaming, turnaround, digital and omni-channel expertise (as outlined in greater detail below), and includes:
- 9 out of 10 independent directors, following the 2020 Annual Meeting
- 7 out of 10 directors who possess Board tenures of 2 years or less, following the 2020 Annual Meeting
- 6 new independent directors that have been appointed within the last two years, including 2 directors appointed pursuant to a cooperation agreement with the Dissident Stockholders in 2019
| Retail or Video Game Experience |
Omnichannel Experience |
Relevant C-Suite Experience |
Relevant Public Board Experience |
Independent Director |
Date Appointed |
||
| George E. Sherman | YES | YES | YES | 2019 | |||
| Jerome L. Davis | YES | YES | YES | YES | 2005 | ||
| Lizabeth Dunn | YES | YES | YES | 2019 | |||
| Raul J. Fernandez | YES | YES | YES | YES | YES | 2019 | |
| Reginald Fils-Aimé | YES | YES | YES | YES | 2020 | ||
| Thomas N. Kelly Jr. | YES | YES | YES | YES | 2012 | ||
| William Simon | YES | YES | YES | YES | YES | 2020 | |
| James Symancyk | YES | YES | YES | YES | YES | 2020 | |
| Carrie W. Teffner | YES | YES | YES | YES | 2018 | ||
| Kathy P. Vrabeck | YES | YES | YES | YES | 2012 |
At the 2020 Annual Meeting, the Dissident Stockholders are directly targeting two of your directors, Jerome L. Davis and Thomas Kelly, who possess invaluable qualifications, expertise and institutional knowledge, and are instrumental to the orderly Board refreshment process.
- Mr. Davis, Executive Vice President and Chief Revenue Officer at the Metropolitan Washington Airports Authority, brings to the Board more than 35 years of experience in Fortune 500 growth-oriented companies, as well as public company board experience and extensive expertise in executive leadership, strategy, sales and business development, marketing, information technology, business operations, international, commercial real estate development, consumer/retail consulting, investor relations, corporate governance, finance and enterprise risks. The Board significantly benefits from Mr. Davis’s valuable insights on finance, governance, human resources, and compensation.
- Mr. Kelly, former Chief Operating Officer at Nextel Corporation, brings to the Board extensive public company board experience, as well as more than 25 years of leadership in the communications and wireless industries. His deep base of global communications-specific knowledge adds significant value to our strategic initiatives.
Importantly, GameStop’s stockholders have directly shared with us that they would value having Messrs. Davis and Kelly oversee the smooth transition to our Board of our newest directors, seven out of ten of whom possess tenures of two years or less. Respecting this stockholder feedback, Messrs. Davis and Kelly decided to schedule their retirements to follow the 2021 Annual Stockholder Meeting to ensure the proper transfer of their committee chair responsibilities and institutional knowledge to the new directors.
Together, GameStop’s refreshed team of directors possesses the strong financial, operational, retail, video game, and omni-channel experience, among other relevant skills, needed for the Board to deliver significant, quantifiable results to all stockholders as it works to improve the financial performance of the business and execute a series of transformational initiatives to create long-term value for all stockholders. Notably, the Board’s efforts to build a frictionless digital ecosystem (one of the tenets of GameStop Reboot) have already resulted in an impressive year-over-year improvement in e-commerce sales. In addition, the Company exited FY 2019 with approximately $500 million in cash and a significantly improved capital structure, positioning us to navigate the pandemic and deliver sustained value to all stockholders.
Your Board is successfully executing an innovative plan and delivering concrete results to all stockholders. The Dissident Stockholders’ nominees simply lack the skills, experience and qualifications to join your highly qualified and experienced team of directors in guiding GameStop through its transformation and continued growth of its omni-channel video game business.
The Choice is Clear- Please VOTE on the BLUE Proxy Card
THE BOARD OF DIRECTORS UNANIMOUSLY RECOMMENDS THAT YOU VOTE “FOR ALL” OF YOUR BOARD’S 10 NOMINEES USING THE ENCLOSED BLUE PROXY CARD.
Vote your shares FOR ALL of the 10 director nominees proposed by your Board, via the Internet or telephone or by mail by promptly marking, signing and dating the enclosed BLUE proxy card and returning it in the enclosed postage-paid envelope.
Please do not return or otherwise vote any White proxy card sent to you by the Dissident Stockholders.
No matter how many shares you own, your vote is extremely important. Please act today and make your voice heard regarding the future of the Company by supporting your Board and management team.
We believe that GameStop’s highly qualified and experienced Board of Directors is best positioned to oversee the continued successful execution of GameStop’s Reboot plan and deliver substantial value to ALL of our stockholders. On behalf of the Board of Directors and our management team, thank you for your continued support and your investment in GameStop.
Sincerely,
GameStop Corporation
Forward-Looking Statements
This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements are based upon management’s current beliefs, views, estimates and expectations, including as to the Company’s industry, business strategy, goals and expectations concerning its market position, future operations, margins, profitability, capital expenditures, liquidity and capital resources and other financial and operating information, including expectations as to future operating profit improvement. Such statements include without limitation those about the Company’s expectations for fiscal 2020, future financial and operating results, projections, expectations and other statements that are not historical facts. All statements regarding targeted and expected benefits of our transformation, the GameStop Reboot plan, capital allocation, profit improvement and cost-savings initiatives, and expected fiscal 2020 results, are forward-looking statements. Forward-looking statements are subject to significant risks and uncertainties and actual developments, business decisions and results may differ materially from those reflected or described in the forward-looking statements. The following factors, among others, could cause actual results to differ materially from those reflected or described in the forward-looking statements: the uncertain impact, effects and results of pursuit of operating, strategic, financial and structural initiatives, including the GameStop Reboot strategic plan; volatility in capital and credit markets, including changes that reduce availability, and increase costs, of capital and credit; the impact of the COVID-19 outbreak on capital markets and our business; our inability to obtain sufficient quantities of product to meet consumer demand, including due to supply chain disruptions on account of trade restrictions, political instability, COVID-19, labor disturbances and product recalls; the timing of release and consumer demand for new and pre-owned products; our ability to continue to expand, and successfully open and operate new stores for our collectibles business; risks associated with achievement of anticipated financial and operating results from acquisitions; our ability to sustain and grow our console digital video game sales; our ability to establish and profitably maintain the appropriate mix of digital and physical presence in the markets we serve; our ability to assess and implement technologies in support of our omnichannel capabilities; the impact of goodwill and intangible asset impairments; cost reduction initiatives, including store closing costs; risks related to changes in, and our continued retention of, executives and other key personnel and our ability to attract and retain qualified employees in all areas of the organization; changes in consumer preferences and economic conditions; increased operating costs, including wages; disruptions to our information technology systems including but not limited to security breaches of systems protecting consumer and employee information or other types of cybercrimes or cybersecurity attacks; risks associated with international operations; increased competition and changing technology in the video game industry; changes in domestic or foreign laws and regulations that reduce consumer demand for, or increase prices of, our products or otherwise adversely affect our business; our effective tax rate and the factors affecting our effective tax rate, including changes in international, federal or state tax, trade and other laws and regulations; the costs and outcomes of legal proceedings and tax audits; our use of proceeds from the sale of our Spring Mobile business; and unexpected changes in the assumptions underlying our outlook for fiscal 2020. Additional factors that could cause our results to differ materially from those reflected or described in the forward-looking statements can be found in GameStop’s Annual Report on Form 10-K for the fiscal year ended February 1, 2020 (the “10-K”) filed with the SEC and available at the SEC’s Internet site at http://www.sec.gov or http://investor.GameStop.com. Forward-looking statements contained in this press release speak only as of the date of this release. The Company undertakes no obligation to publicly update any forward-looking statement, whether as a result of new information, future developments or otherwise, except as may be required by any applicable securities laws.
Additional Information
On April 28, 2020, the Company filed a definitive proxy statement on Schedule 14A and form of associated BLUE proxy card with the SEC in connection with its solicitation of proxies for its 2020 Annual Meeting of Stockholders (the “Annual Meeting”). The definitive proxy statement is also being mailed to the Company’s stockholders beginning on or about April 28, 2020. INVESTORS AND SECURITY HOLDERS OF THE COMPANY ARE URGED TO READ THE DEFINITIVE PROXY STATEMENT (INCLUDING ANY AMENDMENTS OR SUPPLEMENTS THERETO) AND ACCOMPANYING BLUE PROXY CARD AS THEY CONTAIN IMPORTANT INFORMATION. Investors and security holders may obtain free copies of the proxy statement (including any amendments or supplements thereto) and other documents filed with the SEC through the website maintained by the SEC at www.sec.gov. Copies will also be available at no charge in the “Investor Relations” section of the Company’s website, http://news.gamestop.com/home.
Participants in the Solicitation
The directors, executive officers and certain other members of management and employees of the Company may be deemed “participants” in the solicitation of proxies from stockholders in connection with the matters to be considered at the Annual Meeting. Information regarding the persons who may, under the rules of the SEC, be considered participants in the solicitation of the Company’s stockholders in connection with the Annual Meeting can be found in the definitive proxy statement filed on April 28, 2020 and the 10-K, each of which is available at the SEC’s Internet site at http://www.sec.gov or http://investor.GameStop.com.
About GameStop
GameStop Corp., a Fortune 500 company headquartered in Grapevine, Texas, is the world’s largest video game retailer, operates approximately 5,500 stores across 14 countries, and offers the best selection of new and pre-owned video gaming consoles, accessories and video game titles, in both physical and digital formats. GameStop also offers fans a wide variety of POP! vinyl figures, collectibles, board games and more. Through GameStop’s unique buy-sell-trade program, gamers can trade in video game consoles, games, and accessories, as well as consumer electronics for cash or in-store credit. The company’s consumer product network also includes www.gamestop.com and Game Informer® magazine, the world’s leading print and digital video game publication. General information about GameStop Corp. can be obtained at the Company’s corporate website. Follow @GameStop and @GameStopCorp on Twitter and find GameStop on Facebook at www.facebook.com/GameStop.
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AiGC
Soft2Bet Eyes Alberta iGaming Market Expansion in Canada
Soft2Bet, a global provider of turnkey iGaming solutions, has announced plans to pursue entry into the regulated gaming market in Alberta as part of its broader strategy to expand its footprint across Canada.
The company confirmed that its entry will depend on regulatory approval once the province finalizes its evolving legal framework for online gaming. The move reflects Soft2Bet’s growing commitment to the Canadian market and its strategy to scale operations across newly regulated territories in North America.
A Strategic Move Toward Alberta’s Emerging iGaming Market
As one of Canada’s most economically robust provinces, Alberta has quickly become a focal point for iGaming operators and technology providers preparing for potential market liberalization.
Industry forecasts indicate that Alberta’s regulated online gaming sector could become one of the country’s most lucrative regional markets. Estimates from analysts at Citizens JMP Securities suggest that the province’s iGaming industry could generate over $700 million in annual revenue once the market reaches maturity.
Soft2Bet’s early evaluation of the market demonstrates the company’s proactive approach to identifying high-growth opportunities in newly regulated jurisdictions.
Monitoring the iGaming Alberta Act
Soft2Bet is closely observing developments surrounding the proposed regulatory framework established under the iGaming Alberta Act. The legislation outlines the structure for Alberta’s regulated online gaming industry and establishes oversight responsibilities for provincial authorities.
Under the proposed system, the Alberta iGaming Corporation would oversee the province’s online gaming ecosystem, while regulatory enforcement would remain with the Alberta Gaming, Liquor and Cannabis.
Soft2Bet has indicated that it is preparing to meet Alberta’s anticipated compliance and technical standards, ensuring its platform technology aligns with the province’s regulatory expectations.
Building on Canadian Experience
Soft2Bet’s potential expansion into Alberta builds upon its experience operating in Ontario, where the company already offers localized gaming services through its consumer-facing brand ToonieBet.
The Ontario market has become one of North America’s most successful regulated online gaming jurisdictions since its launch in 2022, attracting numerous international operators and platform providers.
By leveraging insights from its Ontario operations, Soft2Bet aims to deliver tailored gaming experiences for players in Alberta while maintaining full compliance with regional regulations.
Localization as a Key Strategy
Localization remains a central pillar of Soft2Bet’s international growth strategy. The company emphasizes adapting its platforms and gaming products to match the cultural preferences, language requirements, and regulatory expectations of each market in which it operates.
Soft2Bet plans to apply this hyper-localized approach in Alberta by ensuring that its gaming offerings reflect the specific needs and preferences of Canadian players.
This includes customized content, localized branding, and user experiences that resonate with regional audiences.
Commitment to Innovation and Player Experience
According to company leadership, innovation remains a driving force behind Soft2Bet’s expansion strategy.
David Yatom Hay, General Counsel at Soft2Bet, highlighted the company’s commitment to delivering engaging gaming experiences that align with local player expectations.
The company continues to invest in platform technology and product development to create dynamic gaming environments that combine entertainment, compliance, and user-friendly design.
Expanding Across Regulated Markets
Soft2Bet’s interest in Alberta is part of a broader roadmap for 2026, which includes entering additional regulated markets around the world.
As governments increasingly adopt regulated frameworks for online gaming, technology providers like Soft2Bet are focusing on scalable solutions that allow them to quickly adapt to different regulatory environments.
Turnkey platforms, which include player management systems, gaming content, and compliance tools, have become essential for operators looking to enter new markets efficiently.
Canada’s Growing iGaming Landscape
Canada has rapidly become one of the most promising regions for online gaming growth in North America. The success of Ontario’s regulated market has encouraged other provinces to explore similar frameworks.
If Alberta successfully launches a competitive iGaming market, it could further strengthen Canada’s position as a key hub for regulated online gaming innovation.
Operators, developers, and platform providers are closely monitoring the regulatory process, positioning themselves for entry once licensing becomes available.
Looking Ahead
For Soft2Bet, Alberta represents a strategic opportunity to expand its presence in Canada while reinforcing its reputation as a global iGaming platform provider.
By preparing early for regulatory approval and leveraging its experience in Ontario, the company aims to deliver localized gaming experiences that meet the expectations of Canadian players and regulators alike.
As Alberta moves closer to establishing its regulated online gaming framework, Soft2Bet’s planned market entry signals the growing interest from international technology providers seeking to participate in Canada’s evolving digital gaming ecosystem.
The post Soft2Bet Eyes Alberta iGaming Market Expansion in Canada appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Canada
Soft2Bet Evaluates Alberta Market Entry to Strengthen its Canadian Footprint
The Premier Operator and Platform Provider Announces Plans to Pursue Alberta Strategy as Part of its Roadmap, Anticipating the Region’s Upcoming Regulatory Framework
Soft2Bet, a leading iGaming turnkey solutions provider, today announced its intention to pursue entry into the Alberta market, pending regulatory approval. This strategic focus leverages Soft2Bet’s operational experience with localized offerings, including its Ontario-facing brand, ToonieBet.
Strategic Market Potential & Compliance
Alberta (Canada) represents one of the most significant growth opportunities in the North American iGaming landscape. With Canada’s youngest adult population and the highest GDPs per capita in the country, the province is well poised for a successful transition to an open, competitive market. Industry projections by Citizens JMP Securities suggest that Alberta’s regulated iGaming market could exceed $700 million in annual revenue at maturity.
Soft2Bet is closely monitoring the development of Alberta’s regulatory framework under the iGaming Alberta Act, which establishes the Alberta iGaming Corporation (AiGC) as the oversight body alongside the Alberta Gaming, Liquor and Cannabis (AGLC) as the regulator. Reflecting its commitment to the highest standards of integrity, Soft2Bet is preparing for the province’s specific technical requirements.
The planned entry into Alberta aligns with the company’s strategic plans for 2026 to drive sustainable growth, and enter several new regulated territories.
“Innovation is paramount at Soft2Bet, and our goal is to develop exciting products that meet our customers where they are most comfortable,” said David Yatom Hay, General Counsel, Soft2Bet. “As we evaluate our entry into Alberta, pending regulatory approval, we are committed to delivering localized, engaging experiences that reflect the unique preferences and culture of each market.”
Excellence in Canadian Localization
Soft2Bet aims to leverage its experience in Ontario to enhance the gaming experience for users in Alberta, Canada, with innovative, compliant products. A core component of the company’s regional strategy involves taking localization further by adapting its brands to local culture, regulatory standards, and player preferences.
To support its hyper-local focus, Soft2Bet targets comprehensive native-language support across its priority regions, ensuring its services are deeply integrated into the local culture of each active regulated market.
The post Soft2Bet Evaluates Alberta Market Entry to Strengthen its Canadian Footprint appeared first on Americas iGaming & Sports Betting News.
Canada
Fewer Canadians gamble than 20 years ago. So why is Canada’s market still growing?
By CasinoCanada.com
In 2002, 76 percent of Canadians aged 15 and over reported gambling in the previous year, according to Statistics Canada’s report Fighting the Odds. By 2018, that figure had fallen to 64.5 percent, based on the agency’s Gambling Rapid Response module.
At first glance, that suggests gambling participation in Canada has declined over the past two decades.
Yet over the same period, gambling has become more visible, more digital and more embedded in sport and everyday life. Sports betting brands sponsor professional teams, betting segments are embedded in live broadcasts, and provincial regulators report billions of dollars in annual online wagering.
How can participation fall while the industry expands? The answer lies in how Canada’s gambling market has changed, and in who is driving its growth.
This analysis draws on national participation surveys and provincial financial reporting to compare long-term participation trends with recent regulated market performance.
Research highlights of this article
- National gambling participation declined from 76% in 2002 to 64.5% in 2018.
- Ontario’s regulated online market generated approximately CAD 1.3 billion in revenue in 2022–23, rising to CAD 2.9 billion in 2024–25.
- Total wagers in Ontario increased from approximately CAD 63.2 billion in 2023–24 to CAD 82.7 billion in 2024–25.
- Online casino accounted for roughly three quarters of Ontario’s regulated online revenue in 2024–25.
- Approximately 2.6 million active player accounts were recorded in Ontario in 2024–25.
Growth without more players
If fewer Canadians report gambling today than in the early 2000s, market growth cannot simply be explained by expanding participation. Since its launch in April 2022, Ontario’s regulated online gambling market has grown year over year. According to iGaming Ontario’s Annual Reports, in its first full fiscal year, the market generated approximately CAD 1.3 billion in gaming revenue. That rose to CAD 2.2 billion in 2023–24, before reaching CAD 2.9 billion in 2024–25. Total wagers also significantly increased from approximately CAD 63.2 billion in 2023–24 to CAD 82.7 billion in 2024-25.
The latest annual report also recorded approximately 2.6 million active player accounts in a province of roughly 15 million residents. Even allowing for multiple accounts per individual, the figures suggest a highly active digital environment concentrated among a defined segment of players.
The implication is clear: recent market growth appears to be driven less by an expanding audience and more by increased activity per active player.
Operators active in the market say the same shift is visible in player behaviour since Ontario introduced its regulated online framework. Dmitry Arabuli, CEO at Tonybet, said: “Since regulation launched in Ontario, the player landscape has changed significantly as many of the largest North American operators entered the market. Competition increased, with the focus shifting from chasing large volumes of casual participants to building stronger relationships with more informed and engaged players. These players tend to interact more frequently with betting products and show stronger loyalty to the platforms they trust.”
“Regulation also drew a clearer line between grey-market operators and licensed platforms. Many players who were previously using offshore sites have migrated towards regulated products. This did not necessarily expand the total number of gamblers, but it redirected an existing player base into the licensed ecosystem.”
Despite sports betting dominating headlines since the passage of Bill C-218 in 2021, online casino remains the commercial engine of Ontario’s regulated market. iGaming Ontario’s 2024–2025 annual report shows that online casino generated approximately CAD 2.2 billion of the CAD 2.9 billion in total gaming revenue.
In other words, casino accounts for roughly three quarters of the province’s regulated online revenue.
Sports betting reshaped visibility, but casino sustains the economics.
Modern growth appears to be driven less by player acquisition and more by retention and increased engagement within the existing customer base.
A provincial and digital transformation
One reason the national picture can appear contradictory is that Canada does not operate a single gambling model.
Ontario runs a competitive regulated online market with dozens of licensed operators. Other provinces continue to rely primarily on government-operated platforms. Alberta has signalled plans to introduce its own regulated framework.
Since 2018, most of the meaningful growth data has been provincial and digital, not national and survey-based. While participation surveys provide a broad snapshot, provincial market reports reveal how play is evolving in practice.
The shift from retail-based lottery and venue gambling to app-based multi-vertical platforms represents a structural transformation. Gambling is increasingly platform-based, integrated into smartphones and digital ecosystems rather than tied to specific locations.
That structural change helps explain how the industry can grow even without broader participation.
Visibility versus participation
Following the legalisation of single-event sports betting, sportsbook partnerships and advertising have expanded across professional sport. Major leagues, including the National Hockey League, have entered into official betting partnerships at the league level, while Canadian competitions such as the Canadian Football League and Canadian Premier League have also announced sponsorship agreements with licensed operators.
Betting brands now feature prominently in arena signage, broadcast integrations and digital content, embedding gambling directly into the commercial presentation of professional sport.
Dmitry Arabuli, CEO at Tonybet, said: “Ontario regulation made gambling become much more visible in sports broadcasts, live events and daily sports culture. It opened significant opportunities for operators such as Tonybet to do business in Canada legally and build brand awareness through marketing and PR campaigns. For example, Tonybet has previously partnered with the Canadian Premier League and currently works with the Canadian Elite Basketball League.”
Arabuli added that these partnerships help operators connect with highly engaged sports audiences. “These partnerships help strengthen brand awareness, target high-value players, and improve customer retention by building trusted and long-term relationships in the Canadian market.”
Yet fewer Canadians report gambling than two decades ago.
This disconnect between rising visibility and declining participation creates a cultural tension. Gambling is increasingly framed as a routine extension of sport rather than a distinct commercial activity.
For younger audiences in particular, repeated exposure through live broadcasts and social media feeds helps position betting as part of the sporting experience itself, regardless of whether participation is expanding.
Visibility, in other words, is reshaping how gambling is perceived, even if it is not expanding its audience.
Selected examples of publicly announced partnerships, as of 13 March 2026, are outlined below.
Selected Professional Sports Betting and iGaming Partnerships in Canadian Sport
| League / Organisation | Betting Partner | Nature of Partnership | Scope |
| National Hockey League (NHL) | ESPN BET; theScore Bet | Official league betting partner | North America / Canada |
| Canadian Football League (CFL) | ToonieBet | Official sports betting and casino partner | Canada |
| Canadian Elite Basketball League (CEBL) | TonyBet | Official online sportsbook partner | Canada |
| Maple Leafs Sports & Entertainment (MLSE) | Betty | Official online casino partner | Ontario |
Sources: Various league and operator press releases; compiled by CasinoCanada.com.
Risk concentration and policy relevance
If growth is increasingly driven by more intensive digital play among a defined group of participants, the social and regulatory implications become more complex.
Market expansion rooted in activity rather than recruitment raises questions about how gambling risk is distributed. A smaller base of highly active players may account for a disproportionate share of wagering volume.
At the same time, regulators are increasingly focused on channelisation, responsible gambling tools and sustainable market design. If the future of Canada’s gambling market depends more on engagement intensity than expanding participation, policy debates may shift accordingly.
The conversation may move away from how many Canadians gamble and towards how gambling is structured, monitored and integrated into daily digital life.
The next phase
Alberta’s regulatory plans suggest Canada’s gambling evolution is not over. But the next stage may not be about expanding participation. It may be about managing a digital market driven by deeper engagement among a smaller group of players.
Canada’s gambling market is no longer expanding simply because more people are playing. It is expanding because the way people play has fundamentally changed.
The paradox remains: fewer players, larger market.
Methodological note: National participation figures are drawn from Statistics Canada surveys conducted in 2002 and 2018. More recent insights are based on publicly available provincial regulator reporting, which measures wagering, revenue and account activity rather than survey participation. As such, national participation trends and provincial activity data are not directly equivalent but are analysed comparatively to assess structural change.
The post Fewer Canadians gamble than 20 years ago. So why is Canada’s market still growing? appeared first on Americas iGaming & Sports Betting News.
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