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Kambi Group plc Q4 Report 2021

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Financial summary

  • Revenue amounted to €34.9 (Q4 2020: 46.9) million for the fourth quarter of 2021, a decrease of 26%, and €162.4 (2020: 117.7) million for the period January to December, an increase of 38%
  • Operating profit (EBIT) for the fourth quarter of 2021 was €7.1 (22.2) million, at a margin of 20.2% (47.3%), and €57.0 (32.2) million, at a margin of 35.1% (27.4%) for the period January to December 2021
  • Profit after tax amounted to €6.1 (17.3) million for the fourth quarter of 2021 and €46.4 (24.1) million for the period January to December 2021
  • Earnings per share for the fourth quarter of 2021 were €0.198 (0.558) and €1.501 (0.781) for the period January to December 2021
  • Cash flow from operating and investing activities (excluding working capital movements and acquisitions) amounted to €4.8 (20.5) million for the fourth quarter of 2021 and €44.6 (28.7) million for the period January to December 2021
  • The 2022 AGM will be held on 17 May 2022. The Board proposes that no dividend is paid out.

Key highlights

  • Robust financial performance driven by market expansion and strong underlying network growth. When adjusting for the migration of 888 and DraftKings, and the impact from regulation in the Netherlands, operator turnover was up 38%
  • Received a mobile platform licence in New York, the most populous US state to regulate online sports betting thus far, and subsequently went live in Q1 2022
  • Expanded US partner network with the signings of omni-channel operator Affinity Interactive and tribal operators Desert Diamond Casinos and Saginaw Chippewa Gaming Enterprises
  • Completed 38 launches, including three additional US states – Connecticut, Louisiana and Maryland – and with new partners in Australia, the Bahamas and the Netherlands
  • Following close of quarter, extended long-term partnership with Kindred Group until 2026 and have ability to repay convertible bond held by Kindred

“The momentum we built in Q3 continued into Q4, helping us finish the year in fine fashion. This positivity has continued into the new year, most notably having recently extended our partnership with Kindred Group, which now runs for the next five years up until the end of 2026, providing us with additional financial strength. Separately, we also have the ability to repay the convertible bond held by Kindred, which when paid at a time of our discretion will provide us with complete freedom to make the right strategic decisions for Kambi’s future, which has never looked brighter.

Looking back at Q4, growth from the Americas continued to be a key driver of our performance. The Americas region was responsible for 58% of operator GGR and is set to increase further with additional markets to regulate and go live this year across Canada, the US, and South America.

One of the key quarterly highlights was the receipt of our licence in New York State, which since launching a few weeks ago has quickly grown to become the largest market in the country. Not only did Kambi secure one of the few licences on offer in New York, the bid we led as a primary applicant also achieved the highest score from the regulator following a competitive application process. Such an achievement is a real testament to Kambi’s reputation in the US and the quality, integrity, and reliability of our sports betting technology.

We signed three new partners in the US during Q4, including a multi-state partnership with US omni-channel operator Affinity Interactive, which operates casinos in three states and the Daily Racing Form, an iconic horse racing news brand. We followed these signings up after the quarter with a multi-state deal with MaximBet and a partnership in Canada with NorthStar Gaming, which is partnered with Torstar Corporation, one of the country’s largest news organisations.

In addition to North America, we made significant progress in Argentina, going live in both Buenos Aires City and Buenos Aires Province, while we also launched new partners in Australia and the Bahamas. Furthermore, in Europe we launched BetCity and JVH in the re-regulated Netherlands market and have been buoyed by the early performance. We are excited by prospects in the Netherlands, particularly once additional partners are awarded their licence in the coming months.

In summary, Q4 concluded a transformative year for Kambi and as we move into 2022, I am confident the business has never been better positioned for the future. The prospect of further regulation and additional partner signings across the globe is positive and we are firmly established as the go-to provider for the global sports betting market. I look forward to building on our successes this year and beyond to the benefit of both our partners and shareholders alike.”

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Acquisitions/Merger

THE VISUALIZE GROUP COMPLETES ACQUISITION OF BMM TESTLABS

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FIRST-EVER PRIVATE EQUITY ACQUISITION IN THE NORTH AMERICAN REGULATED GAMING TESTING AND INSPECTION MARKET

Transaction Receives Required Regulatory Approvals Across Multiple Global Jurisdictions

The Visualize Group (“Visualize”), a private investment firm focused on concentrated investing in mission-critical, services-based companies, announced the completion of its acquisition of BMM Testlabs (“BMM”), the longest established and most experienced leader in testing, inspection, compliance, and certification (“TICC”) services for the regulated global gaming industry. The transaction has received required regulatory approvals across multiple global jurisdictions, underscoring the confidence of gaming regulators worldwide in this partnership. Financial terms were not disclosed. The transaction represents the first-ever control acquisition of a major regulated gaming testing laboratory, marking the opening of a market that has been structurally inaccessible to institutional capital.

Headquartered in Las Vegas, Nevada, and founded in 1981, BMM serves gaming product suppliers, operators, and regulators across six continents, employing more than 700 professionals in 16 offices worldwide and holding more than 700 regulatory and related business licenses — one of the broadest regulatory footprints of any organization in the gaming industry.

The transaction represents a structural first: no major gaming testing laboratory in North America has ever been acquired by a private equity sponsor. For decades, the regulatory complexity of the TICC market — requiring hundreds of individual licenses across dozens of jurisdictions — has insulated these businesses from institutional ownership. The successful navigation of that complexity, culminating in regulatory approvals across multiple jurisdictions, establishes BMM as the first institutionally owned platform in the space and positions it as the natural acquirer of choice as consolidation accelerates.

Martin Storm, President and Chief Executive Officer of BMM Testlabs, said, “Today marks the beginning of an exciting and ambitious new chapter for BMM. Gaming regulators across the globe have endorsed this partnership through their approvals, and I am proud of the trust we have built over more than four decades. With Visualize’s support, we can now invest aggressively in our people, our technology, and our global footprint in ways that were not previously possible. Our customers should expect faster turnaround times, expanded jurisdictional coverage, deeper technical capabilities, and a level of service and partnership that no other testing laboratory in the world can match. We are building the definitive platform for gaming compliance, and we are just getting started.”

C. C. Melvin Ike, Founder and Managing Partner of Visualize, said, “We built Visualize to own irreplaceable businesses in markets where regulatory complexity creates durable, defensible demand. BMM is a clear expression of this thesis. The regulated gaming industry generates more than $600 billion in annual gross gaming revenue globally, and its TICC infrastructure — the certification and compliance layer that every product must pass through before it can reach market — is structurally underpenetrated by institutional capital. BMM’s multi-decade track record of regulatory trust and an irreplaceable stable of licenses represent a moat that would take a new entrant decades and significant capital to replicate. We look forward to backing the entire BMM team, supporting the customers that drive the industry, and preserving the trust of the regulators that protect it.

Advisors

Weil, Gotshal & Manges LLP and Greenberg Traurig acted as legal and regulatory counsel, respectively, to Visualize. Gadens, BDO, and Cooper Levenson acted as legal, financial and regulatory counsel to BMM Testlabs.

The post THE VISUALIZE GROUP COMPLETES ACQUISITION OF BMM TESTLABS appeared first on Americas iGaming & Sports Betting News.

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Founder and CEO of SCCG Management

SCCG Partners with The Vegas Walk Method® to Advance Player Empowerment and Sustainable Gaming Infrastructure Across Tribal and Commercial Markets

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SCCG Management, a global advisory firm specializing in gaming, sports betting, iGaming, and emerging regulatory innovation, today announced a strategic partnership with The Vegas Walk Method®, a behavioral framework designed to promote player empowerment and sustainable engagement within high-volatility gaming environments.

Through this partnership, SCCG will support the strategic positioning, enterprise introductions, and market expansion of The Vegas Walk Method® across tribal and commercial gaming operators. The collaboration focuses on integrating the method as a player sovereignty-aligned infrastructure layer that empowers players to maintain intentional engagement while supporting operators in meeting evolving responsible gaming and regulatory objectives.

The Vegas Walk Method® is a patent-pending, trauma-aware framework built around a structured, player-defined containment approach that operates alongside an operator’s existing customer journey model. Unlike abstinence-based models, the method does not monitor or observe player behavior in-session. Instead, it provides tools that help players maintain psychological stability, develop volatility awareness, and define personal session boundaries, , and while continuing to participate in recreational gaming.

“The industry conversation around responsible gaming is evolving,” said Stephen Crystal, Founder and CEO of SCCG Management. “Operators, particularly in tribal markets, are increasingly focused on long-term sustainability, player empowerment, and proactive regulatory leadership. The Vegas Walk Method® provides a framework that aligns with those priorities by placing agency in the hands of the player while supporting operators with measurable, auditable outcomes. We believe this represents an important evolution in how the industry approaches sustainable engagement.”

Originally developed with operator constraints in mind, The Vegas Walk Method® is deployable through software at scale and designed to integrate seamlessly within existing operational environments. The framework surfaces structured insights for reporting and evaluation while maintaining a “zero-observation” model that respects player autonomy. It is jurisdiction-agnostic and adaptable across physical casinos, online gaming environments, and emerging digital verticals.

Central to the The Vegas Walk Method® is the concept of structured session containment, volatility awareness, and repeatable practices that build consistency across sessions. By encouraging intentional engagement and mitigating “flow state” burnout, the framework aims to support sustainable revenue models that reduce churn while protecting long-term guest relationships. For tribal operators in particular, the method aligns with player sovereignty principles and community-first mandates by reinforcing personal self-governance and sustainable play.

The partnership also positions The Vegas Walk Method® as a proactive infrastructure solution within broader regulatory and innovation discussions. As the gaming industry continues to expand into new digital formats, including prediction markets and other high-frequency engagement environments, the underlying concept offers potential application beyond traditional casino floors.

“Stephen and the team at SCCG have spent decades at the forefront of gaming innovation, and they understand instinctively that player empowerment and operator performance aren’t in tension — they’re the same goal. This partnership lets us bring The Vegas Walk Method® to the operators who are ready to lead on sustainable engagement, not just respond to regulatory pressure,” said Matthew Reynolds, Inventor & CEO of The Vegas Walk Method®  As regulatory scrutiny and public expectations continue to evolve, SCCG and The Vegas Walk Method® will work together to introduce a player sovereignty-first, empowerment-driven approach to responsible gaming that balances operator performance with long-term player wellbeing.

The post SCCG Partners with The Vegas Walk Method® to Advance Player Empowerment and Sustainable Gaming Infrastructure Across Tribal and Commercial Markets appeared first on Americas iGaming & Sports Betting News.

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AI

Despite AI’s Rise, Fraud Teams Keep Growing — SEON 2026 Report

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SEON, the command centre for immediate Fraud Prevention and AML Compliance, has unveiled AI Reality Check: 2026 Fraud & AML Leaders Report, the second iteration of its sector research, derived from a worldwide survey of 1,010 leaders in fraud, risk, and compliance spanning payments, fintech, financial services, retail, eCommerce, and gaming.

The figures reveal an unforeseen narrative: AI is ubiquitous, yet operations are not becoming easier to manage. Currently, 98% of organizations utilize AI in fraud and AML processes, with 95% expressing confidence in its effectiveness; meanwhile, headcount plans rose from 88% to 94% year-over-year, and 83% anticipate budget increases in 2026.

Complexity Is Surpassing Automation

AI has not lessened the workload — it has revealed the extent of work that has always existed. Fraud losses are increasingly approaching revenue growth, threats are advancing more rapidly, and disjointed systems restrict the true potential of AI at scale. Key year-over-year shift:​

Leadership’s confidence in their teams’ performance is lagging. The number of leaders who disagreed with the statement, “fraud losses are growing faster than revenue,”​ dropped by almost 40% from the previous year

 

Inside the Numbers:​

AI is baseline, not experimental​

  • 98% already integrate AI into daily workflows (only 2% still planning)​
  • 95% are confident AI can detect and prevent fraud (52% very confident)​
  • Top use case: AI/ML for transaction monitoring (30%)​

Fraud and AML investment keeps climbing​

  • 83% expect fraud/AML budgets to increase in 2026​
  • 94% plan to add at least one full-time hire (up from 88% in 2025)​
  • 85% plan to add a vendor, 49% plan to replace one​

Fragmentation is the bottleneck​

  • 95% claim “some integration” between fraud and AML systems​
  • Only 47% run fully integrated workflows; the rest rely on partial connections​
  • 80% say getting a unified view of data is challenging​

For many, time-to-value remains slow​

Only 10% go live in under two weeks​
38% take 1–3 months, 24% take 4+ months​
When implementations run long, top impacts include increased costs (52%) and prolonged fraud exposure (47%)​

Teams are growing, not shrinking​

94% plan to increase headcount despite automation gains​
85% see AI agents as support/augmentation, not replacement (only 12% see eventual replacement)​

Top fraud threats reported:​

  • Account takeovers: 26%
  • Promo/discount abuse: 18%
  • Return fraud: 18%​

“Fraud and financial crime were supposed to become more manageable as AI matured,” said Tamas Kadar, CEO and co-founder, SEON. “Instead, 2026 is the year leaders are confronting a more complicated reality. AI adoption is real, confidence is high, but the scale and pace of fraud — compounded by fragmented systems — continue to drive increased investment rather than reduced overhead. The bottleneck is no longer whether AI works. It’s everything around it: disconnected data, siloed teams, slow implementations. The organisations that pull ahead will be the ones that unify fraud and AML intelligence, shorten the distance between threats and controls, and treat integration as strategy, not plumbing.”​

Fast-Growing Companies Invest in Integration Early​

Organisations growing 51%+ are nearly twice as likely as slower peers to report that achieving unified visibility is “not very challenging.” They treat integration as infrastructure, not an IT project.​

What’s Next: From “Does AI Work?” to “Can We Trust It?”​

With adoption near-universal, the conversation is shifting to governance, explainability and accountability:​

  • 78% say decentralised digital identity will become central to fraud/AML​
  • 33% cite data privacy regulations (GDPR, CCPA) as the biggest external force shaping AML​
  • 25% point to criminals’ advancing use of AI and obfuscation techniques​

The post Despite AI’s Rise, Fraud Teams Keep Growing — SEON 2026 Report appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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