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INTRALOT announces First Quarter 2022 Financial Results

Published

3 years ago

May 27, 2022

Reading Time: 10 minutes

INTRALOT SA (RIC: INLr.AT, Bloomberg: INLOT GA), an international gaming solutions and operations leader, announces its financial results for the three-month period ended March 31^st, 2022, prepared in accordance with IFRS.

OVERVIEW

European Gaming Congress 2024 (Warsaw, Poland)

Group Revenue at €97.7m in 1Q22 (+0.1% y-o-y).

EBITDA in 1Q22 at €26.1m (+4.9% y-o-y).

NIATMI (Net Income After Tax and Minority Interest) from continuing operations at €-5.7m, vs.

€-6.9m a year ago.

Greek entities OPEX better by 12.5% y-o-y.

Operating Cash Flow at €17.3m in 1Q22.

Group Net CAPEX in 1Q22 was €4.3m.

Group Cash at the end of 1Q22 at €98.0m.

Net Debt at €500.6m at the end of 1Q22.

Net Debt/ LTM EBITDA at 4.5x in 1Q22.

On April 26, 2022, INTRALOT announced that it will convene a shareholders’ meeting to approve a Share Capital Increase of the Company via a rights issue, up to an amount not exceeding the 150% of the paid-up share capital. The proceeds will be used to purchase the shares in Intralot Inc. currently not controlled by the parent Group. To this end a binding Sale Purchase Agreement has been signed with the minority shareholders controlling 33.2m shares of Intralot Inc. for a price of €3.65 per share, conditional upon successful completion of the Share Capital Increase. INTRALOT announced that it has signed a binding MOU with Standard General Master Fund II L.P., according to which Standard General will purchase all unallocated shares in the Share Capital Increase, up to a number not exceeding one third of the total voting shares of Intralot SA for up to €0.58 per share.

On May 23, 2022, an extraordinary Shareholders’ Meeting provided authorization to the Board of Directors of Intralot SA to determine the terms of the Share Capital Increase and undertake all necessary actions.

Note:

Due to rounding, numbers presented throughout this and other documents may not add up precisely to the totals.

Group Headline Figures

(in € million)	1Q22	1Q21	%	LTM
(in € million)	1Q22	1Q21	Change	LTM
			Change
Revenue (Turnover)	97.7	97.6	0.1%	414.1
GGR	79.8	78.9	1.2%	336.2
OPEX¹	(21.8)	(22.1)	-1.2%	(101.4)
EBITDA²	26.1	24.9	*4.9%*	111.7
EBITDA Margin	26.7%	25.5%	+ 1.2pps	27.0%
(% on Revenue)	26.7%	25.5%	+ 1.2pps	27.0%
(% on Revenue)
EBITDA Margin	32.7%	31.6%	+ 1.1pps	33.2%
(% on GGR)	32.7%	31.6%	+ 1.1pps	33.2%
(% on GGR)
Capital Structure Optimization	(0.3)	(5.0)	-93.9%	(12.4)
expenses	(0.3)	(5.0)	-93.9%	(12.4)
expenses
D&A	(17.1)	(15.9)	7.3%	(72.2)
EBT	(2.3)	(2.8)	*17.5%*	37.6
EBT Margin (%)	-2.4%	-2.9%	+ 0.5pps	9.1%
NIATMI from continuing operations	(5.7)	(6.9)	*17.9%*	27.8
Total Assets	580.5	612.1	–	–
Gross Debt	598.6	734.3	–	–
Net Debt	500.6	643.7	–	–
Operating Cash Flow from total	17.3	24.5	-29.6%	100.4
operations	17.3	24.5	-29.6%	100.4
operations
Net CAPEX	(4.3)	(2.9)	47.3%	(24.3)

INTRALOT Chairman & CEO Sokratis P. Kokkalis noted:

“First quarter results show a consolidation of gains and recovery from the COVID impact and reflect an improved financial profile, with normalized revenues and a reduction in operational expenses and debt servicing costs consistent with the Company’s business plan. On the background of this strongly improved P/L and Balance Sheet, the Company has designed and is about to launch a Share Capital Increase by means of Rights Issue and has secured the commitment of Standard General Master Fund

P. as cornerstone investor for the unsubscribed rights in a move that will significantly strengthen our prospects to grasp the tremendous opportunities in the US and the global markets.”
OPEX line presented excludes the capital structure optimization expenses.

The Group defines “EBITDA” as “Operating Profit/(Loss) before tax” adjusted for the figures “Profit/(loss) from equity method consolidations”, “Profit/(loss) to net monetary position”, “Exchange Differences”, “Interest and related income”, “Interest and similar expenses”, “Income/(expenses) from participations and investments”, “Write-off and impairment loss of assets”, “Gain/(loss) from assets disposal”, “Reorganization costs” and “Assets’ depreciation and amortization”.

OVERVIEW OF RESULTS

REVENUE

Reported consolidated revenue posted a steady performance compared to 1Q21, leading to total revenue for the three-month period ended March 31^st, 2022, of €97.7m (+0.1%).

Lottery Games was the largest contributor to our top line, comprising 61.9% of our revenue, followed by Sports Betting which contributed 18.8% to Group turnover for the three-month period. Technology contracts accounted for 7.7% and VLTs monitoring represented 11.2% of Group turnover, while Racing constituted the 0.5% of total revenue.

Reported consolidated revenue for the three-month period is higher only by €0.1m year over year. The main factors behind the steady top line performance per Business Activity are:

€+1.8m (+6.1%) from our Licensed

Operations (B2C) activity line with the variance driven by:

Higher revenue in Argentina (€+2.5m or +32.0% y-o-y), driven by local market growth. In local currency, current year results posted a +50.4% y-o-y increase, and
Lower revenue in Malta (€-0.6m or -2.9% y-o-y), driven by market performance.
€+0.7m (+1.3%) from our Technology and Support Services (B2B/ B2G) activity line, with the variance driven by:
Higher revenue in Australia (€+1.1m or +30.6% y-o-y), due to lockdown restrictions in 1Q21,
Higher revenue in Croatia (€+0.9m), following the go-live of the lottery solution developed for Hrvatska Lutrija (national lottery of Croatia),
Higher revenue from other jurisdictions (€+0.5m) mainly due to services related sales, and
Lower revenue in US operations (€-1.9m or -5.1% y-o-y), was primarily affected by the nonrecurrence of the jackpot that boosted 1Q21 sales by c. €4.0m. Revenue from services ended lower by -3.4% y-o-y, while revenue from merchandise sales generated a deficit of -55.4% y-o-y due to their less frequent nature. From a currency perspective, there was a positive impact of 6.9% (Euro depreciation versus a year ago — in average terms).
€-2.4m (-18.3%) from our

Management (B2B/ B2G) contracts activity line with the variance driven by:

Slightly higher revenue in Morocco (€+0.1m),
Marginally higher revenue from our US Sports Betting contracts in Montana and Washington, D.C. (€+0.1m), and
Lower revenue from our Turkish operations (€-2.6m), solely affected by the appreciation of EUR (+75.8% versus a year ago – in average terms). In local currency, current year results posted a +20.4% y-o-y increase. In 1Q22, the local Sports Betting market expanded close to 1.3 times y-o-y, with the online segment representing close to 89% of the market at the end of 1Q22.
Constant currency basis: In 1Q22, revenue — net of the negative FX impact of €3.8m —reached €101.4m (+4.0% y-o-y).

GROSS GAMING REVENUE & Payout

Gross Gaming Revenue (GGR) from continuing operations concluded at €79.8m in 1Q22, posting an increase of 1.2% (or €+0.9m) year over year, attributable to:
the decrease in the non-payout related GGR (-1.7% y-o-y or €-1.2m vs. 1Q21), driven mainly by the lower top line contribution of our US operations (jackpot affected), followed by
the increase in the payout related GGR (+20.2% y-o-y or €+2.1m vs. 1Q21), driven mainly by the lower average payout ratio both in Malta and Argentina (+4.3% y-o-y on wagers from licensed operations³). 1Q22 Average Payout Ratio⁴ decreased by 5.4pps vs. 1Q21 (58.9% vs. 64.4%), significantly affected by the higher weighted contribution from our operations in Malta.
Constant currency basis: In 1Q22, GGR — net of the negative FX impact of €3.1m — reached €82.9m (+5.1% y-o-y).
Licensed Operations Revenue also include a small portion of non-Payout related revenue, i.e., value-added services, which totaled €1.3m and €0.8m for 1Q22 and 1Q21respectively.
Payout ratio calculation excludes the IFRS 15 impact for payments to customers.

OPERATING EXPENSES⁵ & EBITDA⁶

Total Operating Expenses ended lower by €0.3m (or -1.2%) in 1Q22 (€21.8m vs. €22.1m). After excluding the higher D&A expenses (€0.7m) in USA, Morocco and Croatia, Operating Expenses ended lower by €0.9m supported by cost containments in HQ perimeter.

Other Operating Income from continuing operations ended at €5.7m presenting an increase of 3.2% y-o-y (or €+0.2m). The bulk of income is driven by the equipment leases in the USA.

EBITDA from continuing operations amounted to €26.1m in 1Q22, posting an increase of 4.9% (or €+1.2m) compared to 1Q21. Despite the absence of jackpot that boosted significantly 1Q21 performance (US operations), the Group has managed to improve its EBITDA via the combined effect of the lower payout from our licensed operations and the lower Operating Expenses.

On a yearly basis, EBITDA margin on sales improved to 26.7%, compared to 25.5% in 1Q21 (+1.2pps).

LTM EBITDA stands at €7m.

Constant currency basis: In 1Q22, EBITDA, net of the negative FX impact of €1.4m, reached €27.5m (+10.5% y-o-y).

EBT / NIATMI

EBT in 1Q22 totaled €-2.3m, compared to €-2.8m in 1Q21, with the variance driven by:

the lower reorganization expenses following the succesful conclusion of our capital structure optimization process (€+4.7m vs 1Q21),
the lower interest expenses, direct effect of debt restructuring (€+1.9m vs 1Q21)
the positive impact from EBITDA (€+1.2m vs 1Q21)

The major headwinds affecting the improved perfornance can be attributed to:

the negative impact from FX results (€-4.2m vs 1Q21), as a result of the valuation of cash balances in foreign currency other than the functional currency of each entity, the valuation of commercial and borrowing liabilities of various subsidiaries abroad in EUR, as well as the negative effect from the reclassification of FX reserves to Income Statement applying IFRS 10,
the recognition of expenses vs income from participations and investments (€-1.5m vs 1Q21),
the higher D&A (€-1.2m vs 1Q21), mainly due to Turkey (Bilyoner) and Morocco
the accounting loss identified due to IAS 29 in our Argentinian operations (€-1.1m vs 1Q21).

Constant currency basis: In 1Q22 EBΤ, adjusted for the FX impact, reached €-0.4m, from €-6.5m in 1Q21.

NIATMI from continuing operations in 1Q22 concluded at €-5.7m compared to €-6.9m in 1Q21. NIATMI from total operations in 1Q22 amounted to €-5.7m (improved by €2.6m vs. a year ago), including the performance of the discontinued operations in Peru and Brazil.
Constant currency basis: NIATMI (total operations) in 1Q22, on a constant currency basis, reached €-5.3m from €-12.1m in 1Q21.
Operating Expenses analysis excludes expenditures related to capital structure optimization.
EBITDA analysis excludes Depreciation & Amortization, and expenditures related to capital structure optimization.

CASH-FLOW

Operating Cash-flow in 1Q22 amounted to €17.3m, lower by €7.3m, compared to 1Q21. Excluding the operating cash-flow contribution of our discontinued operations in Brazil, the cash-flow from operating activities is lower by €7.0m vs. a year ago and is attributed to Income Tax payments vs returns 1Q21.

Adjusted Free Cash Flow⁷ in 1Q22 decreased by €2.9m to €1.7m, compared to €4.6m a year ago. The main negative contributors to this variance were the income tax paid vs return in 1Q21 (€-7.4m y-o-y) and the higher maintenance capex (€-1.8m). On positive ground, dividends paid during the period were lower (€+3.1m y-o-y), net finance charges following the capital restructuring generated savings (€+2.0m y-o-y) and EBITDA performance has been improved (€+1.2m y-o-y).

Net CAPEX in 1Q22 was €4.3m, higher by €1.4m compared to 1Q21. CAPEX in 1Q22 has been allocated towards R&D and project pipeline delivery (€0.3m), US (€3.0m) and the rest of operations (€1.0m). Maintenance CAPEX accounted for €2.2m, or 52.0% of the overall capital expenditure in 1Q22, from €0.8m or 28.2% in 1Q21.

Net Debt, as of March 31st, 2022, stood at €500.6m, increased by €3.4m compared to December 31st, 2021 (€497.2m). The Net Debt increase was impacted primarily by the normal course of business following an adverse working capital movement, the exchange rate differences

(€+4.7m) for our USD denominated debt, and investments in growth capex (€+1.4m) for our US operations. The increase was partially offset by the lower interest accrued over 1Q22 vs December 2021.

Calculated as EBITDA – Maintenance CAPEX – Cash Taxes – Net Cash Finance Charges (excluding refinancing charges) – Net Dividends Paid; all finance metrics exclude the impact of discontinued operations.

OUTLOOK

Although the risks associated with the pandemic of COVID-19 have been downgraded, the geopolitical tension arising from the war in Ukraine coupled with the energy crisis, the supply chain disruptions and the rising inflation are factors that are expected to determine the economic outlook over the coming months.

Our Group does not have direct exposure in terms of operations or dependency on suppliers in Ukraine and Russia. However, the risk of indirect effects on the Group’s business activities from the reduction in the household disposable income and the possible increase in operating expenses due to inflationary pressures cannot be overlooked.

The Management of the Company monitors the geopolitical and economic developments on a constant basis and is ready to take all the necessary measures for protecting its operations.

RECENT/ SIGNIFICANT COMPANY DEVELOPMENTS

On April 26, 2022, INTRALOT announced that it will convene a shareholders’ meeting to approve a Share Capital Increase of the Company via a rights issue, up to an amount not exceeding the 150% of the paid-up share capital. The proceeds will be used to purchase the shares in Intralot Inc. currently not controlled by the parent Group. To this end a binding Sale Purchase Agreement has been signed with the minority shareholders controlling 33,227,256 ordinary shares of Intralot Inc. for a price of €3.65 per share, conditional upon successful completion of the Share Capital Increase. INTRALOT announced that it has signed a binding MOU with Standard General Master Fund II L.P., according to which Standard General will purchase all unallocated shares in the Share Capital Increase, up to a number not exceeding one third of the total voting shares of Intralot SA for up to €0.58 per share.
On May 23, 2022, an extraordinary Shareholders’ Meeting provided authorization to the Board of Directors of Intralot SA to determine the terms of the Share Capital Increase and undertake all necessary actions.

APPENDIX

Performance per Business Segment⁸

YTD Performance

Performance per Geography

Revenue Breakdown

(in € million)	1Q22	1Q21	%
(in € million)	1Q22	1Q21	Change
			Change
Europe	35.8	34.4	4.0%
Americas	52.3	50.5	3.4%
Other	15.3	16.8	-8.9%
Eliminations	(5.7)	(4.2)	–
Total Consolidated Sales	97.7	97.6	*0.1%*

Gross Profit Breakdown

(in € million)	1Q22	1Q21	%
(in € million)	1Q22	1Q21	Change
			Change
Europe	3.5	(1.7)	–
Americas	11.4	13.8	-17.5%
Other	13.0	14.2	-8.4%
Eliminations	(2.7)	(0.7)	–
Total Consolidated Gross Profit	25.2	25.6	*-1.6%*

Part of the US revenue that concerns SB management, has been included under the category “Game Management”. The rest of the US revenue is included under the “Technology” business segment.

Gross Margin Breakdown
				%
		1Q22	1Q21	%
		1Q22	1Q21	Change
				Change
	Europe	9.8%	-5.1%	+ 14.8pps
	Americas	21.8%	27.4%	– 5.5pps
	Other	84.8%	84.4%	+ 0.4pps
	Total Consolidated Gross Margin	25.8%	26.2%	*– 0.4pps*

INTRALOT Parent Company results

Revenue for the period increased by 28.1%, to €6.0m, with the improvement driven by the higher rendering of services towards the Group’s subsidiaries in the current period.

EBITDA shaped at €-1.3m from €-4.5m in 1Q21, with the positive variance stemming from the top-line improvement that generated higher profitability due to better margins and lower costs.
Earnings after Taxes (EAT) at €-6.7m from €-0.1m in 1Q21, impacted mainly by the gain recorded in 1Q21 following the sale of Intralot de Peru.

(in € million)	1Q22	1Q21	%
(in € million)	1Q22	1Q21	Change
			Change
Revenue	6.0	4.6	*28.1%*
Gross Profit	(0.5)	(3.1)	-82.9%
Other Operating Income⁹	0.1	0.0	–
OPEX⁹	(4.5)	(5.1)	-11.8%
EBITDA⁹	(1.3)	(4.5)	*71.5%*
EAT	(6.7)	(0.1)	–
CAPEX (paid)	(0.3)	(0.5)	-35.4%

Other Operating Income, Operating Expenses and EBITDA lines presented exclude the expenditures and recharges related to capital structure optimization.

CONFERENCE CALL INVITATION – 1Q22 FINANCIAL RESULTS

Sokratis Kokkalis – Chairman & CEO, Chrysostomos Sfatos – Deputy Group CEO, Nikolaos Nikolakopoulos – Deputy Group CEO, Fotis Konstantellos – Deputy Group CEO, Andreas Chrysos – Group CFO, Nikolaos Pavlakis – Group Tax & Accounting Director, Antonis Skiadas – Group Finance, Controlling & Budgeting Director and Michail Tsagalakis – Capital Markets Director, will address INTRALOT’s analysts and institutional investors to present the Company’s 1Q22 results, as well as to discuss the latest developments at the Company.

Campus Gambling

College Partnerships Under Scrutiny: The Future of Campus Gambling Deals – Compliance, Alternatives, PR Risk

Published

51 minutes ago

September 9, 2025

GamingAmericas.com

college-partnerships-under-scrutiny:-the-future-of-campus-gambling-deals-–-compliance,-alternatives,-pr-risk

The era of splashy sportsbook logos wrapped around student sections is fading fast, and for good reason. What looked like an easy revenue win after the expansion of legal sports betting now sits at the intersection of compliance complexities, reputational hazards, and evolving cultural expectations about how gambling interacts with college life. Universities are recalibrating their risk tolerance, athletic departments are revisiting sponsorship inventories, and operators are rethinking whether campus-facing marketing is worth the blowback. At Gambling Freedom Casino and News Portal, we’ve seen the conversation shift from “How big can this get?” to “How do we do this responsibly,or not at all?” The answer is not a simple yes or no; it’s a recognition that the future of campus gambling deals will be smaller, more carefully segmented, and anchored in integrity and harm minimization. That future rewards institutions and brands that can communicate clearly, document compliance rigorously, and operate with a “help-first, hype-later” mindset.

From a compliance standpoint, the baseline in 2025 is tighter than many casual observers realize. Industry marketing standards increasingly discourage promotions that could be perceived as targeting students, and the phraseology once common in acquisition campaigns is now off-limits or strongly discouraged. In parallel, more state regulators are scrutinizing college markets, especially player-specific proposition bets, on the grounds that they heighten the risk of harassment and integrity issues. The NCAA has spent the last few seasons pushing for stronger athlete protections and a more consistent compliance posture across jurisdictions. Put all of that together and the practical effect is clear: even if a category is technically legal in one state, the patchwork of rules, guidance, and best practices makes campus-facing deals a compliance headache and a reputational gamble. The safest route is to build partnerships that avoid student channels, exclude conversion-driven creative around college events, and lean into education, integrity, and alumni engagement where age gating and segmentation are both meaningful and auditable.

Reputational risk is the other half of the equation and it’s often underestimated until it isn’t. The optics of a sportsbook brand appearing inside a campus venue or in an email blast that lands in student inboxes can overshadow months of careful planning. In the digital age, a single misguided subject line or banner placement can live forever in screenshots, resurfacing whenever a university confronts unrelated controversies. For athletic departments, the blowback doesn’t just come from national media; local stakeholders, faculty governance, and alumni donors have strong opinions about how a school’s brand is used. The narrative can turn quickly: what a marketing team frames as “supporting athletics” can be framed by critics as “monetizing student attention with gambling.” Add the human dimension—students and athletes facing social media pressure tied to bets and the reputational calculus tilts further away from broad-based campus advertising. Once a school becomes the example cited in op-eds and parent forums, every future sponsorship meeting starts on defense, which is a tremendous tax on leadership attention and goodwill.

So where does that leave universities and sportsbooks that still want to collaborate responsibly? The first lane is alumni-only engagement that lives firmly outside student media. Think association newsletters sent to verified recipients, event activations tied to homecoming for over-21 alumni, and gated digital experiences where age verification and alumni status are both required. The operative phrase is segmentation with proof: CRM hygiene that suppresses any .edu domains associated with enrolled students, third-party age checks that withstand audit, and creative that emphasizes responsible play rather than acquisition gimmicks. It is equally important to leave campus-owned assets out of the plan entirely: no student newspaper, no student radio, no in-venue signage within sightlines dominated by under-21 attendees, and no .edu pages. Success here is measured by quiet compliance, not splashy vanity metrics. Campaign briefs should spell out what will not be done (no first-bet language, no odds boosts tied to school IP, no promo codes keyed to team names), and media buys should be geofenced and frequency-capped to avoid spillover impressions.

The second lane is integrity and data cooperation, which is fundamentally different from marketing. Rather than converting users, these partnerships focus on protecting competitions and people. Universities and operators can align around standardized reporting protocols for suspicious activity, training modules for staff and athletes that explain wagering rules and red flags, and secure data exchanges that support real-time anomaly detection. When structured correctly, integrity agreements do not place sportsbook logos on campus; they establish clear lines of responsibility, define escalation paths if something looks off, and include audit rights to ensure both sides are living up to the agreement. Forward-thinking athletic departments are building dashboards that track integrity KRIs (key risk indicators) across seasons, and operators are assigning compliance liaisons who can respond quickly to questions about markets, limits, and emerging risks. A valuable signal of sincerity is a proactive stance on contentious markets: choosing not to market college player props or removing them from any alumni-facing creative, sends a message that athlete wellbeing matters more than marginal handle.

A third lane is responsible-gambling (RG) education and independent research, an area where universities can lead with credibility if the funding and governance are set up correctly. The rule of thumb is “help, not hype.” Programming should elevate helplines and support resources, teach students and staff how to recognize early warning signs, and outline practical steps for friends or teammates who are worried about someone’s gambling. Workshops can be built for specific audiences, athletes, coaches, RAs, student leaders – with content tailored to situations they’ll likely encounter, like managing group chats during big games or dealing with harassment tied to a missed free throw. If an operator helps fund this work, the branding should be deliberately muted and the calls to action should point to counseling resources, not betting apps. On the research side, schools can host longitudinal studies on gambling behaviors and mental health that inform policy decisions across states. The key is independence: academic freedom, publication rights, and data privacy are non-negotiable. When these programs release annual reports with outcomes numbers trained, referrals made, satisfaction and knowledge retention scores, they earn trust with regulators and the public.

Embedding all of the above in real governance requires contracts and processes that are as rigorous as anything in broadcast rights or apparel. Agreements should explicitly exclude student-facing channels and campus IP in promotional contexts, require preclearance of all creative, and mandate third-party age and identity checks for any alumni lists used in marketing. Internal workflows matter just as much: establish a cross-functional signoff path that includes compliance, legal, athletics communications, the alumni office, and student affairs; maintain a living registry of all placements; and document every exception request and rejection. A quarterly audit, conducted by an independent partner, should test suppression lists, confirm geo and age parameters, and sample creatives for prohibited phrasing. Crisis preparedness is part of the job: have templates ready for misdirected emails, rogue social posts, and policy changes that force offer adjustments mid-season. Run tabletop exercises with leaders so everyone knows who approves the statement, who pauses the media, who contacts the vendor, and who answers reporter questions. The smoothest crises are the ones that never become public because the response is instant and well-rehearsed.

Looking ahead, the most realistic forecast is a smaller, safer lane for college–operator collaboration. Expect states and conferences to continue refining rules around bet types and advertising, particularly where athlete wellbeing and harassment are implicated. Expect universities to sunset remaining campus-facing placements in favor of alumni-only channels that leave a clean paper trail, lowering both compliance risk and noise around brand stewardship. Expect the integrity conversation to mature, with more standardized data formats, quicker reciprocity on investigations, and better education for the non-athlete campus community, resident advisors, counseling centers, and compliance staff who are often the first to notice when something is off. And expect that schools which articulate a clear philosophy- “We protect students, we protect athletes, we promote help-seeking, and we partner only where age-gated, auditable outcomes exist”, will spend less time in reactive posture and more time telling a positive story about values.

For operators, the business case is quiet credibility. Instead of chasing a fleeting burst of signups tied to a rivalry game, smart brands will invest in long-term reputation: integrity agreements that make competitions safer, alumni engagements that demonstrate real respect for age limits and context, and RG programs that exist to serve the community rather than acquire customers. That approach doesn’t just avoid headlines, it earns allies. Alumni who see careful, adult-only engagement are less likely to bristle at a brand’s presence. Regulators who see documented controls and public reporting are less likely to question motives. University leaders who see proof of restraint are more open to renewing low-risk collaborations. In other words, the playbook that Gambling Freedom recommends is not “do nothing,” but “do the right things, in the right places, for the right reasons.”

The final takeaway is simple: campus gambling deals are no longer a volume game; they are a values game. If your plan cannot be explained in a sentence that starts with student safety, athlete wellbeing, and competition integrity, it’s probably the wrong plan. If your KPIs are built around alumni engagement quality, RG outcomes, and zero incidents—not just clicks and codes, you’re on the right track. And if your processes assume that everything might one day be scrutinized by parents, faculty, alumni, and policymakers, you will build the sort of resilient partnership that can survive news cycles and leadership changes. Gambling Freedom exists to help universities and sportsbooks navigate precisely this terrain, compliance-conscious, PR-smart, and responsibility-first – so that whoever partners on college sports can do so with confidence, clarity, and respect for the communities they serve.

The post College Partnerships Under Scrutiny: The Future of Campus Gambling Deals – Compliance, Alternatives, PR Risk appeared first on Gaming and Gambling Industry in the Americas.

Conferences in Europe

Endorphina Goes Viral With Baywatch-inspired SBC Lisbon Posters

Published

2 hours ago

September 9, 2025

George Miller

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The leading slot game provider, Endorphina, continues to make waves in the iGaming industry, announcing its presence at the highly anticipated SBC Lisbon with a big splash. From September 16-18, Endorphina’s stand, number B590, will bring the ultimate beach escape at the Feira Internacional de Lisboa & Meo Arena.

To further tease its presence at the upcoming beach-themed booth at SBC Summit Lisbon, Endorphina created a campaign inspired by the popular TV show Baywatch. The company organized a special photoshoot with its employees dressed as lifeguards patrolling the beaches of Lisbon. In addition, Endorphina designed special posters that play with the aesthetics of 80s and 90s posters and VHS tapes.

This announcement from Endorphina immediately captured the attention of the iGaming world, with the posts receiving 5x more engagement than usual on LinkedIn. The photoshoot featured employees from various departments, including Kirill Miroshnichenko, CCO; Irina Veselkova, Marketing Strategy Coordinator; Dejan Vranjanin, Head of Account Development; Mihail Cojocaru, Team Lead Client Success Management; Marie Eliseeva, Account Manager; and Svetlana MD Masud, Partnership Manager.

This campaign teases Endorphina’s booth at SBC Summit Lisbon, which will be themed to bring the ultimate beach paradise straight to Portugal. The company promises unique activities and a memorable experience for visitors, inviting them to visit booth B590, meet the Endorphina team, and immerse themselves in the beach-themed atmosphere.

The post Endorphina Goes Viral With Baywatch-inspired SBC Lisbon Posters appeared first on European Gaming Industry News.

Conferences in Europe

HEAVYWEIGHT CHAMP. ACTIVATED: Oleksandr Usyk Joins GR8 Tech at SBC Summit 2025

Published

2 hours ago

September 9, 2025

George Miller

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Reading Time: 2 minutes

The wait is over: the Heavyweight Champ is Activated. On September 17, GR8 Tech brings Oleksandr Usyk, undisputed heavyweight champion and co-founder of Ready to Fight, to the stage at SBC Summit 2025 for a full day of heavyweight action.

From the Super Stage to the Stand

The day begins on the Super Stage at 11:45 with The Heavyweight Playbook: Building Businesses That Perform When It Matters Most. Usyk joins forces with Yevhen Krazhan, CSO at GR8 Tech, and Kyrylo Korobka, Executive Director at Ready to Fight, to explore how discipline, resilience, and execution power success in the ring and the boardroom.

But the action doesn’t end there. A striking walk show with Usyk at the center takes the spotlight across the exhibition floor—to GR8 Tech’s booth C350.

Heavyweight Activation at Booth C350

At the stand, the Heavyweight Champ. Activated. program unfolds:

Live challenge with iGaming’s top executives: industry heavyweights stepping into the spotlight alongside Usyk to test their strength and mindset in front of the crowd. (Names to be revealed live, so don’t miss the surprise.)
Exclusive opportunity to win signed gloves from Oleksandr Usyk—a collector’s prize for those who show up when it matters.

Back to the Core: Heavyweight Solutions That Deliver

While the champ brings the spotlight, GR8 Tech delivers the results. Live demos across our high-performance stack showcase what it means to operate at the heavyweight standard:

Hyper Turnkey: end-to-end iGaming precision, no-code frontend, AI CRM, and geo-specific presets for instant market entry.
ULTIM8 Sportsbook iFrame: customizable, fast-to-market, and margin-tight with AI features.
Infinite Providers Aggregation: single-API access, advanced promo tools, and deep analytics for smarter monetization.

Book a meeting with GR8 Tech at Booth C350 during SBC Summit 2025, September 16–18, join the Heavyweight Club and be a part of the exclusive community that sets the bar for all the industry to match.

GR8 Tech. Platform for Champions

GR8 Tech is an award-winning provider, delivering high-performance sportsbook and iGaming solutions that empower operators to lead and win in competitive markets. Key elements of GR8 Tech’s comprehensive portfolio include the Hyper Turnkey solution, ULTIM8 Sportsbook iFrame, Infinite Providers Aggregation, and Platform Acceler8 suite, featuring its proprietary affiliate management platform, Aff.Tech.

With a geo-specific approach to solutions, a focus on practical innovations, and an operator-first mindset, GR8 Tech helps its clients achieve measurable results in their target markets quickly and efficiently. Trusted by top operators worldwide, GR8 Tech has over 100 successful cases and earned multiple recognitions, including the title of the Best Sports Betting Provider in CEE by GamingTECH Awards 2025.

The post HEAVYWEIGHT CHAMP. ACTIVATED: Oleksandr Usyk Joins GR8 Tech at SBC Summit 2025 appeared first on European Gaming Industry News.