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Gaming Innovation Group acquires Sportnco
“High quality, proven B2B sportsbook – doubling short- and long-term addressable market and geographic expansion”
Gaming Innovation Group Inc. has signed a Share Purchase Agreement (“SPA”) to acquire the iGaming company Sportnco Gaming SAS (“Sportnco”). Sportnco is one of the leading platform providers of turnkey betting and gaming solutions for operators in regulated markets through its inhouse developed sportsbook and PAM. The combined company will enhance and strengthen GiG’s position as one of the industry leading platforms and media providers with innovative and proprietary products and creating one of the largest and fastest growing providers in regulated iGaming with an unparalleled geographical footprint.
Combined, GiG and Sportnco will be licensed in 25 markets, currently with around 55 clients, as Sportnco’s geographical presence is highly complementary to GiG’s current offering. Sportnco’s tier 1 sportsbook product is strong, and the acquisition is expected to create attractive commercial, operational, and technological synergies, as well as enable cost savings and accelerated growth.
Sportnco is estimating revenues for 2021 in excess of €9 million with an EBITDA around €5 million.
The initial consideration is €50.8 million, whereof €23.5 million will be paid in new shares in GiG and €27.3 million in cash. In addition, GiG will assume existing debt in Sportnco of €19.2 million and there will be an earn-out of up to €23.0 million based on the Sportnco performance in 2022 and 2023.
GiG has also entered into an agreement with SkyCity Entertainment Group Limited (“SkyCity”), whereby SkyCity will, subject to final completion of the acquisition, invest €25 million in GiG through a directed share issue at NOK 18.00 per share, that will finance the main part of the cash consideration.
Closing is expected in February 2022 and is subject to necessary approvals from relevant gaming authorities, shareholder approval to increase the authorised shares in GiG, bondholder approval on the rollover of loans in Sportnco, and final approval by GiG’s Board of Directors.
Richard Brown, CEO of GiG said: “We are tremendously excited to welcome Sportnco into Gaming Innovation Group product offering. The transaction accelerates our long-term vision to become a global leader in the provision of platform, sportsbook and media services to the iGaming industry. The hugely complimentary regulatory profile and high-quality sportsbook that Sportnco have, rapidly expands both companies short- and long-term addressable market. Herve and the team at Sportnco have built a fantastic company over the last decade, creating a great product and working in a range of competitive regulated markets and have a proven track record of success. We are very excited to combine the two companies’ offerings and accelerate our growth potential.”
Hervé Schlosser, CEO and founder of Sportnco, said “GIG and Sportnco really have the perfect match both in terms of product and geographical areas of business but also as they share the same corporate values. I am excited by the sales potential of our combined offerings. Sportnco sportsbook will add strength and attractiveness to the offer of GIG and our mutual PAM solutions will enable us to cover European and American regulated markets for all our existing and future clients.”
SkyCity’s CEO, Michael Ahearne said “we are excited that SkyCity is expanding its strategic partnership with the GiG team. GiG is an established online operator who we have come to know well since partnering in mid-2019 to launch the SkyCity Online Casino. The partnership has provided SkyCity with access to a complementary and high-growth gaming category and has enabled us to pursue an omnichannel strategy. The combined GiG/SportNCo business will be licensed or certified in over 20 jurisdictions, including growth markets such as the US, Canada and Latin America. We are delighted to support GiG in the financing of the transaction, becoming a major shareholder and helping GiG execute on its strategic vision through representation on the Board. Importantly, the equity investment builds our digital capability and strengthens our strategic alignment with GiG.”
Richard Brown adds: “we are also delighted to bring on SkyCity as a new shareholder, a company held in high-regard within the land-based segment of the industry,. Both companies’ outlook and focus around the ever-evolving digitalisation of gambling is expected to enable strategic gains, with GiG benefiting from decades of retail experience to finetune our offering and SkyCity benefiting from first-hand digital experience that GiG holds, and new opportunities brought about by the transaction with SportNCo.”
Sportnco
Sportnco is an independent sports betting and iGaming business with international presence in Europe, South America and the US through a combination of tier 1 clients and strong local players. The company has been successful in entering into new geographical markets and currently has around 40 partners working in 12 countries across Europe and Latin America and currently being launched in new regions in North America.
The company started in 2008, and is a specialist in online sports betting for regulated markets, starting in France, then Spain and expanding to other markets as their sports betting activity was getting regulated. The company has developed its own proprietary betting platform, offering a complete live and pre-match betting offer on more than 50 sports. It includes an experienced team of sports traders who perform betting quotation and counterparty risk management to deliver both attractive odds and high level of margin. Sportnco operates the leading B2B betting networks in France and Spain and is active in other European jurisdictions such as Belgium, Portugal, and Greece, as well as in South America and the US. The company has been developing a responsible gaming policy since its launch, which has led it to be present only in highly regulated markets.
Sportnco’s platform offers a player account management (PAM) system that enable its clients to launch a complete offer of online casino games, sports betting, poker and bingo, as it is connected to more than 40 game providers. This powerful technological integration tool allows operators to manage all the key aspects of their activities: players KYC, CRM and bonusing, regulatory report through its proper digital vault.
Its shareholders are made up of several French private investors, alongside the CEO and founder of the company, Hervé Schlosser, who is the main shareholder of Sportnco, and the institutional investor BNP Paribas Développement who entered in 2019. Sportnco has offices in Toulouse (France), Madrid and Barcelona (Spain), and currently employs around 130 people, led by an experienced management team made up of industry veterans.
SkyCity
SkyCity Entertainment Group Limited (“SkyCity”) is New Zealand’s largest tourism, leisure and entertainment company and is dual listed on the New Zealand and Australian stock exchanges (with a market capitalisation of around NZ$2.3 billion)
SkyCity operates integrated entertainment complexes in New Zealand (Auckland, Hamilton and Queenstown) and in Adelaide, Australia, featuring casino gaming facilities, tourist attractions, premium restaurants and bars, as well as award-winning hotels. SkyCity recently completed an A$330 million refurbishment of its Adelaide property and is currently developing an International Convention Centre and new hotel adjacent to its flagship property in Auckland (total cost around NZ$750 million).
In August 2019, SkyCity Online Casino was launched on GiG’s platform, an offshore online gaming business for New Zealanders, as a logical extension of its land-based casino operations. The platform has resonated with customers since launch with LTM revenue to 30 September 2021 of around NZ$37 million and a significant active customer base. GiG’s partnership with SkyCity has provided it with access to a complementary, high-growth gaming category and allowed it to pursue an omnichannel strategy.
The Acquisition
GiG will acquire 100% of the shares in Sportnco Gaming SAS for an initial consideration of €50.8 million, whereof €23.5 million in new shares in GiG and €27.3 million in cash. The share price will be determined by the VWAP of the GiG share 10 days prior to closing. The shares will be subject to a 6-month lock-up period. The acquisition implies an enterprise value of Sportnco of €70 million, including around €19.2 million in existing long term loans with French banks that will be rolled over.
The sellers are entitled to a two year earn-out based on the performance in 2022 and 2023 with up to €11.5 million per year. The earn-out will be paid 50% in cash and 50% in new shares in GiG, where the number of shares to be issued shall be based on a 10-day VWAP of the GiG share at the time of payment, expected in April 2023 and April 2024.
The number of outstanding shares of GiG as of today is 96,675,626 (98,415,626 on a fully diluted basis), and the number of authorized shares is 110,000,000. By assuming today’s EUR/NOK exchange rate and a share price of NOK 18.00, GiG will issue around 14.1 million new shares to SkyCity and around 13.2 million new shares to the shareholders of Sportnco. After the issuance of the new shares, the number of outstanding shares in GiG is estimated to be around 124.0 million, whereof SkyCity will hold around 11.4% and the shareholders of Sportnco 10.7%.
Sportnco has 57 shareholders whereof the largest being its CEO and founder its CEO and founder Hervé Schlosser (15.6%), Olivier Marchal, President at Bain&Co France, (9.1%) and BNP Paribas Développment (6.5%), and these will hold approximately 1.7%, 1.0% and 0.7% respectively in GiG after closing.
GiG will call for a special meeting of shareholders to be held on or about 18 January 2022 to approve to amend the certificate of incorporation to increase the number of authorized shares from 110,000,000 to cater for the acquisition, and to approve the increase the board of directors from 6 to 7 and to nominate one representative of SkyCity to the board of directors of GiG.
To keep key employees in Sportnco, a 3-year option program will be entered into, whereby the option holders, pending continued employment, will receive shares in GiG at future VWAP valuation up to a total aggregate value of €4 million.
Bond
The acquisition requires the bond terms to allow for roll over of the current long-term loans in Sportnco. GiG also plans for a tap issue of up to SEK 100 million (€10 million) to finance part of the up-front cash consideration. GiG has engaged in discussions with its largest bondholders and received indicated support for the required amendments from investors representing approximately 59% per cent of the outstanding bond volume. The formal voting process to amend the bond terms will be announced in the beginning of January.
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eSports
G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship
Welsh driver beats Ismael Fahssi by two points after a 12-round season running March 27 to May 28 with a $750,000 prize pool.
G2-backed Alpine Sim Racing driver Otis Lawrence has been crowned 2026 F1 Sim Racing World Champion after the season concluded on May 28.
The 2026 F1 Sim Racing World Championship ran from March 27 to May 28 and featured a $750,000 prize pool. Drivers representing Formula 1 teams competed across four events, starting with a live opener at DreamHack Birmingham.
The title was decided at the final event. Lawrence secured multiple race victories across 12 rounds and finished top of the standings.
Lawrence won the championship by two points ahead of Scuderia Ferrari HP Esports driver Ismael Fahssi. Reigning champion Jarno Opmeer of Oracle Red Bull Sim Racing placed third overall.
The post G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Andréa Curral
“No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo”
Com uma trajetória construída em grandes grupos globais de mídia, entretenimento e varejo digital, Andréa Curral chega ao Grupo Esportes Gaming Brasil para ocupar o cargo de Diretora de Marketing em um momento estratégico para o mercado brasileiro de apostas regulamentadas.
Após passagens por empresas como Privalia, Discovery e Warner Bros., a executiva assume o desafio de fortalecer o posicionamento institucional e a estratégia de marca das operações Esportes da Sorte, Onabet e Lottu em um cenário cada vez mais competitivo, regulado e orientado por experiência do consumidor.
Em meio ao amadurecimento do setor de iGaming no Brasil, temas como branding, jogo responsável, aquisição eficiente, reputação e conexão cultural ganham relevância crescente para operadoras que buscam crescimento sustentável e diferenciação de longo prazo.
Nesta entrevista exclusiva ao Gaming Americas, Andréa Curral fala sobre como sua experiência em mercados tradicionais contribui para a construção de marcas mais sólidas no iGaming, o papel do marketing na promoção do jogo responsável, os desafios de equilibrar branding e performance em um ambiente altamente dinâmico e as estratégias do Grupo EGB para ampliar presença durante grandes eventos esportivos e manifestações culturais no país.
Andréa, você construiu uma trajetória sólida em gigantes globais de mercados tradicionais como Privalia, Discovery e Warner Bros.
Como essa experiência em branding e experiência do consumidor contribui hoje para sua atuação no iGaming com o Grupo EGB?
Andréa Curral – O principal aprendizado que trago de empresas de mídia, entretenimento e varejo digital é que marcas sólidas não se sustentam apenas em grandes campanhas, mas em consistência, experiência e construção de relacionamento no longo prazo. No iGaming, isso é ainda mais relevante, porque a relação com o usuário passa diretamente por confiança, clareza e segurança.
No Grupo EGB, buscamos aplicar uma visão integrada entre branding, performance e experiência do consumidor.
Isso significa tratar conteúdo como um ativo estratégico, trabalhar comunicação com lógica editorial e segmentação inteligente, além de utilizar métricas e tecnologia para melhorar continuamente a jornada do usuário.
Minha experiência em ambientes altamente competitivos também contribui para equilibrar crescimento, posicionamento institucional e eficiência operacional em um momento de amadurecimento importante para o mercado brasileiro.
Diante do atual momento de consolidação do mercado regulado no Brasil, quais são os principais focos e diretrizes da sua diretoria para o posicionamento institucional das marcas do grupo, Esportes da Sorte, Onabet e Lottu, dentro desse novo cenário?
O cenário atual exige marcas mais claras, operações mais eficientes e uma relação mais consistente com o público. Nossa estratégia está estruturada em três pilares principais: diferenciação de portfólio, experiência do usuário e construção de reputação.
Esportes da Sorte, Onabet e Lottu possuem posicionamentos distintos dentro do grupo, isso reduz a sobreposição e fortalece a identidade de cada operação. Mas um pilar comum a toda nossa empresa é o jogo responsável. É nossa responsabilidade garantir um ambiente controlado e saudável para a diversão.
Somos uma empresa com DNA brasileiro e nossos contratos de patrocínio vão além da exposição de mídia. Incentivamos a cultura nacional, gerando experiências relevantes, que conectam as marcas a territórios de grande relevância popular, como esporte, entretenimento e cultura.
Ao mesmo tempo, o aumento do custo de aquisição torna essencial uma operação integrada entre marketing, produto, atendimento e retenção, sempre alinhada às diretrizes de jogo responsável e à regulamentação vigente.
O Grupo EGB enfatiza o compromisso com o “jogo responsável”.
Como o marketing pode atuar de forma prática na educação do apostador e na promoção de bem-estar, transformando essa diretriz em comunicação efetiva para o público?
Para nós, jogo responsável não pode ser tratado apenas como uma obrigação regulatória ou uma mensagem complementar de comunicação. Ele precisa fazer parte da experiência do usuário, da operação e da construção de reputação da companhia.
O marketing tem um papel importante nesse processo ao comunicar com clareza, evitar promessas irreais e contribuir para uma relação mais consciente do usuário com o entretenimento.
Isso envolve reforçar mensagens sobre limites, autocontrole, pausas e transparência nas regras.
Também acreditamos que comunicação responsável ajuda a fortalecer um ambiente mais seguro e sustentável para todo o ecossistema. No longo prazo, confiança e reputação são ativos fundamentais para qualquer marca que queira crescer de forma consistente no setor.
Em termos de estratégia de crescimento, como você equilibra construção de marca de longo prazo (branding) com performance de curto prazo em um setor altamente dinâmico e competitivo como o iGaming?
Hoje Branding e performance trabalham em conjunto, de forma absolutamente integrada, para que os resultados de crescimento sustentável não dependam apenas de aquisição. Por isso, trabalhamos uma operação orientada por métricas, dados e otimização contínua, sem perder a visão estratégica de longo prazo.
A construção de marca passa por coerência, qualidade da experiência, clareza de comunicação e consistência na entrega. Esse mecanismo de relacionamento cria comunidade e reforça a confiança do usuário na marca.
A Copa do Mundo é um dos momentos mais disputados pela atenção do público.
Como o Esportes da Sorte está estruturando sua estratégia de mídia, conteúdo e transmissões oficiais para garantir presença forte e multiplataforma durante o torneio?
A Copa representa um dos maiores momentos de mobilização do entretenimento esportivo, então estruturamos uma estratégia multiplataforma que combina mídia, conteúdo e experiências presenciais.
O Esportes da Sorte fechou o patrocínio oficial das transmissões da Copa no SBT e na N Sports, garantindo presença em TV aberta, streaming, canais digitais e propriedades online das emissoras. Essa entrega amplia frequência e alcance de marca ao longo do torneio.
Mas entendemos que presença de mídia sozinha não é suficiente. Por isso, trabalhamos campanhas institucionais que conectam entretenimento, cultura popular e engajamento emocional.
“Torça como um Corinthiano”, por exemplo, usa a relação histórica da torcida do Corinthians com o clube para resgatar a conexão do brasileiro com a Seleção. Já “Convoque” aposta em humor, fantasia e linguagem digital para ampliar diálogo com diferentes públicos.
Tudo isso é desenvolvido mantendo o compromisso com comunicação responsável e alinhada às diretrizes do setor.
Dentro desse ecossistema de marca e entretenimento, quais serão os principais desdobramentos das ações de rua e patrocínios locais durante os períodos de grande consumo esportivo, como a Copa do Mundo?
Para os grandes eventos esportivos, nossa estratégia combina presença multiplataforma com experiências de proximidade junto ao público.
O objetivo é fazer com que as marcas do grupo estejam inseridas de forma orgânica na rotina e nos espaços de convivência dos torcedores, conectando entretenimento, conteúdo e experiência de marca.
Além da presença em mídia e transmissões oficiais, vamos trabalhar ativações proprietárias e ações presenciais em diferentes regiões do país, sempre buscando fortalecer relacionamento, engajamento e conexão cultural com o público.
Essa atuação também conversa diretamente com a visão do Grupo EGB de transformar patrocínios em plataformas contínuas de experiência e conteúdo, indo além da exposição tradicional e construindo relevância de longo prazo para as marcas.
Além do futebol, o Grupo EGB também investe em grandes manifestações culturais e eventos populares, como Carnaval e festivais regionais.
Como essas ativações se conectam à estratégia global de marca e à construção de presença no território brasileiro?
Nossa estratégia de marca está muito conectada à cultura popular e aos grandes territórios de mobilização do público brasileiro. O esporte é um pilar importante, mas não é o único.
Hoje o grupo apoia iniciativas de grande relevância nacional, como o Galo da Madrugada, o Festival de Parintins e o Carnaval em diferentes capitais brasileiras.
Essas propriedades ajudam a ampliar a presença nacional, fortalecer relacionamento com diferentes comunidades e criar conexões mais orgânicas com o público.
Mais do que exposição, buscamos desenvolver projetos de longo prazo que integrem conteúdo, experiência e ativação local. Isso permite que os patrocínios deixem de funcionar apenas como mídia tradicional e passem a operar como plataformas de relacionamento e construção institucional das marcas.
The post “No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo” appeared first on Americas iGaming & Sports Betting News.
iGaming
How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System
In the iGaming industry, bonuses and welcome packages are no longer a brand differentiator. At the same time, compliance pressure is growing, acquisition costs continue to rise, and player trust has become harder to earn — and easier to lose.
As a result, player feedback is becoming one of the industry’s most important operational signals — changing from “nice to have” to a necessary indicator.
According to RocketPlay’s internal research conducted in early 2026, more than 20% of players check review platforms before registering on a casino website. For many of them, community feedback now matters as much as bonuses or game selection.
This shift is changing the role of reviews entirely, as right now review platforms function as public diagnostics systems for operators — revealing where friction appears, how brands behave under pressure and whether communication feels fair when something goes wrong.
From rating to operational signal
For years, many operators treated reviews mainly as a reputation management task: answer complaints, improve ratings and move on.
Today, complaints often reveal operational weaknesses faster than internal dashboards. Delayed withdrawals, unclear bonus rules, verification issues or poor escalation logic usually become visible in player feedback first.
That is why more operators now treat complaint handling as an operational process, rather than a PR layer. Players expect speed, clarity and fairness: they want to understand what happened, why a decision was made and whether the operator is open to reassessing the case.
Currently, some brands are building complaint workflows around 3 key principles: speed, clarity and fairness. Automation helps prioritise sensitive cases and reduce friction, while final decisions remain human-owned — especially in Responsible Gaming situations or complex disputes.
One example of this approach can be seen in RocketPlay’s operational model. The platform applies this approach through a structured 2-stage resolution system that covers both internal complaint handling and external escalations via independent platforms. Instead of treating complaints as isolated support tickets, the company uses recurring player feedback to identify friction points, clarify mechanics and improve communication flows.
In 2025, they closed 100% public complaints across Casino Guru and AskGamblers, with no repeat complaints from the same player. Recurring themes from these cases are consolidated and turned into product priorities, so that the same issue does not reach the next player.
This approach has also been recognized by the industry. In 2026, RocketPlay was shortlisted at the Casino Guru Awards in the category “The Most Effective Handling of Complaints,” reflecting its focus on transparent communication and structured complaint resolution. RocketPlay also won “Innovator of the Year (Operator)” at The International Gaming Awards 2025 for its AI-driven support implementation.
Why speed alone is not enough
Fast responses still matter, but speed alone no longer defines good complaint handling. Players value transparency, contextual reasoning and communication that feels human
RocketPlay’s internal metrics show that around 95% of cases receive a first meaningful response within 24 hours, while approximately 90% are addressed within two hours. AI-powered chat and email automation additionally help resolve a significant share of repetitive requests without requiring agent intervention.
However, the company believes that automation only works when paired with explainability. A rigid “Terms-only” approach may technically protect the operator, but can still damage long-term trust if players feel ignored or unfairly treated.
What this means for operators in 2026
The broader lesson for the industry is clear: reviews are no longer just reputation management. They are operational input.
In 2026, the operators most likely to build sustainable trust will not necessarily be the ones with the largest bonuses or the most aggressive acquisition funnels. Instead, they will be brands capable of listening systematically, reacting transparently and treating player feedback as part of product development itself.
The industry is entering a phase where trust is becoming measurable in public — and increasingly, players are the ones defining what that trust actually looks like.
The post How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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