Latest News

Sportradar Reports Strong Growth and Increased Profitability and Cash Flow

Published

3 years ago

November 16, 2022

Reading Time: 6 minutes

Sportradar Group AG, the leading global technology company enabling next generation engagement in sports and provider of business-to-business solutions to the global sports betting industry, today announced financial results for its third quarter ended September 30, 2022.

Third Quarter 2022 Highlights

Revenue in the third quarter of 2022 increased 31% to €178.8 million ($175.2 million)¹ compared with the third quarter of 2021. 2022 year-to-date revenue grew 28% compared to the same nine months in 2021.
The RoW Betting segment, accounting for 56% of total revenue, grew 28% to €100.9 million ($98.9 million)¹, driven by strong performance from our Managed Betting Services (MBS).
U.S. segment revenue grew 61% to €31.6 million ($31.0 million)¹ compared to the third quarter of 2021, driven by strong market growth and positive adoption of in-play betting. The U.S. segment turned profitable for the first time since the Company’s initial public offering and generated a positive Adjusted EBITDA margin of 11%.
The Company’s Adjusted EBITDA² in the third quarter of 2022 increased 75% to €36.5 million ($35.8 million)¹ compared with the third quarter of 2021 as a result of strong revenue growth even with continuous investments in the Company’s growing business.
Adjusted EBITDA margin² was 20% in the third quarter of 2022, an increase of 500 bps compared to the quarter for the prior year period and 400 bps higher compared to the second quarter of 2022.
Adjusted Free Cash Flow² in the third quarter of 2022 increased to €33.9 million, compared to €32.9 million for the prior year period. The resulting Cash Flow Conversion² was 93% in the quarter.
During the quarter, the Company prepaid €200.0 million of its outstanding debt. As of September 30, 2022, total debt was €236.9 million, and cash and cash equivalents totaled €512.5 million.
The Company has raised its guidance for revenue and the lower end of its Adjusted EBITDA² range for the full year 2022.

Key Financial Measures	Q3	Q3	Change
In millions, in Euros	2022	2021	%

Revenue	178.8	136.8	31%
Adjusted EBITDA²	36.5	20.9	75%
Adjusted EBITDA margin²	20%	15%	–
Adjusted Free Cash Flow²	33.9	32.9	3%
Cash Flow Conversion²	93%	158%	–

¹ For the convenience of the reader, we have translated Euros amounts at the noon buying rate of the Federal Reserve Bank on September 30, 2022, which was €1.00 to $0.98.
² Non-IFRS financial measure; see “Non-IFRS Financial Measures and Operating Metrics” and accompanying tables for further explanations and reconciliations of non-IFRS measures to IFRS measures.

Carsten Koerl, Chief Executive Officer of Sportradar said: “Our strong performance in the third quarter exceeded our expectations across all key financial metrics. We consistently managed to grow revenue, profitability and cash flows despite adverse market conditions during the first three quarters of 2022. The Company exceeds expectations quarter-in and quarter-out, and as a result of our operational performance – in particular the U.S. and the betting rest-of-world business – as well as our organizational streamlining, we are able to raise our full year guidance for revenue and increase the lower end of our Adjusted EBITDA range.”

European Gaming Congress 2024 (Warsaw, Poland)

“We are proud of the continuous success of our U.S. operations. We managed to generate a U.S. profit for the first time in the third quarter, displaying solid operational leverage in the business model. Underpinning this success is the extension of our long-term partnership with FanDuel. This partnership is a testimony for our strategy, to expand our relationships and become an embedded technology provider for our customers, based on strategic long-term deals with our league partners.”

Ulrich Harmuth, Interim Chief Financial Officer added: “The financial results in the third quarter demonstrated that Sportradar consistently has managed to grow almost three times faster than the underlying betting market and our growing scale has led to margin expansion – as indicated by the U.S. segment turning profitable in the third quarter. As a result of this strong momentum and based on what we can see today, our 2023 preliminary expectations are for revenue to grow in the mid-20’s percent while expanding Adjusted EBITDA margin above 2022 levels.

Segment Information

RoW Betting

Segment revenue in the third quarter of 2022 increased by 28% to €100.9 million compared with the third quarter of 2021. This growth was driven primarily by increased sales of our higher value-add offerings including Managed Betting Services (MBS), which increased 84% to €38.2 million, and Live Odds Services, which increased 12% to €27.1 million. MBS growth was attributable to a record annualized turnover³ of €19.0 billion and the success of our strategy to move existing customers to higher value add products.
Segment Adjusted EBITDA² in the third quarter of 2022 increased 8% to €48.2 million compared with the third quarter of 2021. Segment Adjusted EBITDA margin² decreased to 48% from 57% in the third quarter of 2021 driven by inorganic investments into AI capabilities for our MBS business, expanding our sport rights portfolio, as well as temporary cost savings in sport rights and scouting from the prior year due to the COVID-19 pandemic.

RoW Audiovisual (AV)

Segment revenue in the third quarter of 2022 increased by 14% to €33.1 million compared with the third quarter of 2021. Growth was driven by cross-selling audiovisual content to existing data customers and expanding AV portfolio sales with existing AV customers.
Segment Adjusted EBITDA² in the third quarter of 2022 increased 32% to €12.6 million compared with the third quarter of 2021. Segment Adjusted EBITDA margin² increased to 38% from 33% compared with the third quarter of 2021 as a result of AV revenue growth.

United States

Segment revenue in the third quarter of 2022 increased by 61% to €31.6 million compared with the third quarter of 2021. This growth was driven by a strong increase of U.S. betting services, driven by cross-selling non-data products to betting operators as well as benefiting from our customers’ growth as a result of a development in the underlying market and new states legalizing betting.
Segment Adjusted EBITDA² in the third quarter of 2022 was €3.4 million compared with a loss of (€6.6) million in the third quarter of 2021, primarily driven by enhanced operating leverage as a result of the growing scale of our business despite continuous investments in the U.S. segment’s products and content portfolio. Segment Adjusted EBITDA margin² improved to 11% from (34%) compared with the third quarter of 2021.

² Non-IFRS financial measure; see “Non-IFRS Financial Measures and Operating Metrics” and accompanying tables for further explanations and reconciliations of non-IFRS measures to IFRS measures.
³ Turnover is the total amount of stakes placed and accepted in betting.

Costs and Expenses

Purchased services and licenses in the third quarter of 2022 increased by €18.1 million to €47.5 million compared with the third quarter of 2021, reflecting continuous investments in content creation and processing, higher event coverage and higher scouting costs. Of the total, approximately €13.7 million was expensed sports rights.
Personnel expenses in the third quarter of 2022 increased by €16.9 million to €68.3 million, an increase of 33% compared with the third quarter of 2021. Adjusted for inorganic hires, personnel cost grew 27% compared to the third quarter in 2021.
Other Operating expenses in the third quarter of 2022 decreased by €4.9 million to €20.3 million, as a result of our efforts to increase the effectiveness of our central services and due to one-time costs resulting from our initial public offering in September 2021.
Total sport rights costs in the third quarter of 2022 increased by €5.9 million to €34.6 million compared with the third quarter of 2021, primarily a result of costs associated with new acquired rights in 2022 for the ITF, UEFA and ATP.

Recent Business/Company Highlights

Sportradar and FanDuel sign long-term agreement for Official NBA data through the 2030-31 season. Providing FanDuel with a comprehensive portfolio of betting products and entertainment tools, Sportradar remains the preferred data and odds supplier to FanDuel through 2031. Using official NBA data, Sportradar and FanDuel will collaborate to enhance the sports betting experience with new offerings such as certain player tracking data to create props and same game parlays. Additionally, FanDuel will use Sportradar’s proprietary Live Channel Trading (LCT) product.
Sportradar reaffirms leadership position in cricket market with partnerships with Australian Premier Cricket competitions. Sportradar announced the renewal of partnership agreements with the top tier club cricket competitions in Tasmania, Queensland, and Western Australia. Currently, Sportradar is partners with every single state and territory cricket governing body in Australia. Extensions with these clubs enable Sportradar to remain the official streaming partner until mid-2025
Sportradar and International Golf Federation enter integrity partnership. Sportradar’s Integrity Services (SIS) unit signed a multi-year integrity partnership with the International Golf Federation (IGF). Under the terms of the initial two-year agreement, SIS will provide bet monitoring through its Universal Fraud Detection System (UFDS) for several IGF competitions. Sportradar Integrity Services have detected more than 7,300 suspicious matches during the past 17 years, with over 600 taking place in 2022 alone.
Tennis Data Innovations and Sportradar team up to expand official tennis data distribution. The partnership sees the launch of a “new secondary feed,” to enable the provision of betting-related services based on official ATP Tour and ATP Challenger Tour scores to a suite of global bookmakers. Of significance, the partnership sees the ATP change its data framework, allowing bookmakers to have uninterrupted access to official data, as scores to date have been delivered directly from the umpire’s chair.
Sportradar continues to evolve its organizational structure to set it up for continued success in achieving its strategic goals around growth, organizational effectiveness and efficiency. The Company is optimizing its organization by appointing global leaders for content creation, product development and commercial excellence – with the U.S. retaining a dedicated go-to-market approach. With this new structure, the Company will become faster in decision-making and execution, and will be more effective and efficient in serving global customers with a growing global product portfolio. The net effect will also be to significantly reduce the number of direct reports to the CEO.

Annual Financial Outlook
Sportradar has updated its outlook for revenue and Adjusted EBITDA for fiscal 2022 as follows:

Sportradar has raised its revenue outlook for fiscal 2022 to a range of €718.0 million to €723.0 million ($703.6 million to $708.5 million)¹, from its previous range of €695.0 million to €715.0 million representing prospective growth of 28% to 29% over fiscal 2021.
Outlook for Adjusted EBITDA² is narrowed to a range of €124.0 million to €127.0 million ($121.5 million to $124.5 million)¹ from the previous range of €123.0 million to €133.0 million, representing 22% to 24% growth versus last year.
Adjusted EBITDA margin² is expected to be in the range of 17% to 18%.⁴

Latest News

How CommsHub Built-In Failover Protects High-Volume Messaging Businesses

Published

30 minutes ago

September 8, 2025

Zoltan Tundik

how-commshub-built-in-failover-protects-high-volume-messaging-businesses

Reading Time: 2 minutes

In today’s connected world, a single missed message can have a ripple effect far beyond its intended recipient. For high-volume messaging businesses, from fintech to e-commerce, reliability isn’t just a feature; it’s the foundation.

At CommsHub, we’ve seen how even the most robust communication strategies can fall apart when traffic isn’t managed intelligently. That’s why built-in failover isn’t an add-on for us, it’s at the very core of our platform architecture.

The Hidden Risk in Messaging at Scale

Sending a million messages is easy. Delivering a million messages on time without losses, delays, or duplicates is the real challenge.

Traditional messaging setups often rely on a primary route, with a manual backup plan in case of outages. The problem? Manual intervention takes time and every second loss increases the risk of failed conversions, missed verifications and frustrated customers.

For some sectors, a five-minute delay can mean thousands in lost revenue. For others, it can damage trust irreparably.

How Our Failover Works

CommsHub’s built-in failover system works like an automated traffic director.

Real-Time Route Monitoring: Every active channel is monitored for delivery speed, message status and error rates.
Instant Automatic Switching: If performance drops below a set threshold or a provider experiences downtime traffic is instantly redirected to the next best available route.
Multi-Level Redundancy: We don’t just fail over once. Traffic can cascade through multiple backup routes until successful delivery is confirmed.

This means campaigns keep running without interruption, even when unexpected technical issues occur in the background.

The Numbers Behind It

In controlled environments, we’ve observed that our failover logic reduces message loss to near zero. While previously around 17% of messages were considered as lost or undelivered – while in reality, fallback mechanism saves them.

The architecture also ensures that when switching routes, there’s no spike in costs thanks to our intelligent routing engine, which considers provider pricing in real time.

Protecting Revenue and Reputation

The immediate benefit is obvious: you don’t lose communication with your audience. But the deeper value lies in protecting both revenue and reputation.

For high-volume businesses, the stakes are high:

A trading platform missing two-factor authentication codes risks losing active traders.

An e-commerce brand failing to deliver time-sensitive promotions risks wasted ad spend.

A fintech company delaying fraud alerts risks customer churn.

CommsHub’s failover was designed to address these risks without requiring extra integration work or manual monitoring.

Engineering for the Future of Messaging

We see failover not as a safety net, but as a structural pillar of next-generation communication platforms. As channels diversify and volumes grow, redundancy and intelligent routing will be as essential as delivery speed and analytics.

This is why we’ve invested heavily in creating an architecture that can evolve with market needs from adding new providers in days instead of weeks, to scaling traffic instantly during spikes.

The result? Businesses that can move faster, sleep easier and deliver messages with confidence.

In messaging, there’s no such thing as “just a delay.”
Every second counts and with built-in failover, those seconds are always on your side.

Meet Us at SBC Summit Lisbon 2025

We’ll be showcasing CommsHub’s next-generation messaging solutions at SBC Summit Lisbon 2025, from 16-18 September.

Visit us at Booth D181 to see how built-in failover can help your business deliver every message with confidence.

The post How CommsHub Built-In Failover Protects High-Volume Messaging Businesses appeared first on European Gaming Industry News.

Conferences in Europe

New Gamification Academy at SBC Summit to Present Fresh Approaches to Player Engagement

Published

4 hours ago

September 8, 2025

George Miller

new-gamification-academy-at-sbc-summit-to-present-fresh-approaches-to-player-engagement

Reading Time: 3 minutes

With gamification emerging as a driving force in the casino industry, SBC Summit introduces the Gamification Academy, an initiative built to confront pain points in engagement, retention, loyalty, and differentiation by exploring what truly keeps players coming back.

Launched in partnership with leading iGaming turnkey solutions provider Soft2Bet, the Gamification Academy will take place on Tuesday, 16th September, at the Sala Tejo, MEO Arena.

The programme forms part of SBC’s newly introduced Tech Academies, a series of immersive learning streams designed to arm summit attendees with practical know-how in AI, marketing, Web 3.0 & blockchain, and gamification.

Delegates can anticipate discussions examining the role of personalisation in driving loyalty, strategies for balancing gamified features with brand authenticity, and honest reflections on both the successes and challenges of gamification in the industry.

“Gamification has transformed how people interact with digital products across industries, and iGaming is no exception,” SBC Founder and CEO Rasmus Sojmark said.

“Players now expect fun, engaging, and rewarding experiences, and that’s exactly what gamification delivers. The Gamification Academy will show the industry how to apply these proven principles to build deeper connections, keep players returning, and create more meaningful player journeys,” he added.

Kicking off the Academy, Soft2Bet’s Chief Product Officer Yoel Zuckerberg will lead the ‘Introduction to Gamification & Player Engagement’ workshop. Setting the stage for the day, the session offers a comprehensive overview of gamification’s power and how it has shaped the industry in recent years.

Chief Business Development Officer Toni Jermaniš (SofaScore), CEO & Co-Founder Josh Jones (Rise & Hustle), and Senior Solutions Engineer Alec Gehlot (Optimove) will focus on the player retention angle through their ‘Why Personalisation is the Key to Retention‘ panel moderated by Soft2Bet’s Chief Business Development Officer Martin Collins. The session will explore how tailored offers, customisable interfaces, and personalised recommendations are giving players more control over their experience and, in turn, strengthening loyalty and long-term value.

Following a networking break, two case studies will spotlight real-world lessons from gamification, dissecting what works, what doesn’t, and how to measure success.

First up is the case study titled “Baking in Gamification During Design”, led by Alexis Wicen (CEO, Scatters Group). In this session, delegates can learn how to weave gamification into their products without losing brand authenticity. Drawing on real-world examples, the session will examine where brands have succeeded in integrating gamification into their games and platforms, and where they have fallen short, showing delegates how to approach gamification more effectively in their own projects.

The second case study, ‘The Metrics of Gamification’, will examine where the impact of gamification is most evident and how brands can measure it effectively. Featuring Uri Admon (CEO, Captain Up), the session will cover key factors such as retention, loyalty, engagement, revenue, and player enjoyment, helping delegates understand how to balance player needs with company goals.

The Academy will close with ‘The Five Steps of Gamification,’ a panel hosted by Soft2Bet’s Head of Sales, Alon Eshed, joined by Helen Walton (Founder & CCO, G Games), David Olim (CEO, FootAR), and Tom Jang Lemke (CEO and Founder, SavageTech). By breaking down the fundamental building blocks of gamification, including rewards, progression, competition, and storytelling, the session will highlight how these principles form the foundation of more engaging and personalised player experiences.

The Gamification Academy will feature at the upcoming SBC Summit 2025, SBC’s global flagship event, taking place at Feira Internacional de Lisboa and MEO Arena from 16–18 September. The summit will also host a six-track conference, a 135,000 square meter exhibition, the Affiliate Leaders Summit and Payment Expert Summit, plus a full schedule of evening networking events.

Participation in the Tech Academies is exclusively for VIP Event Pass and Expo+ holders only.

You can RSVP to attend our tech academies here.

VIP Event Pass: Access to the show floor, all networking areas and conference sessions, complimentary food and drink from the summit’s food festival and access to exclusive evening networking sessions and parties.

Group VIP Event Pass: Get your passes for just €400 each when you purchase for three or more people (a saving of €200 per ticket!) – perfect for bringing your team along.

Expo+ Pass: Access to the show floor, conference sessions and daytime networking only.

Expo Only Pass: Our free option, which gives you access to the show floor only. This is perfect for individuals from outside the gaming industry who want to explore potential partnerships. Please note that this will not grant you access to our academies.

Operator and Affiliate Passes: Operators and affiliates are eligible for a free VIP event pass. Simply apply.

The post New Gamification Academy at SBC Summit to Present Fresh Approaches to Player Engagement appeared first on European Gaming Industry News.

Bodog Canada

Casino Games and Console Games: Are They Really That Different?

Published

6 hours ago

September 8, 2025

GamingAmericas.com

casino-games-and-console-games:-are-they-really-that-different?

Games come in many shapes and sizes. This has long been the case. The digital age brings everything from slot machines to sprawling console adventures. Casino titles and console games might look like they live in two different worlds. One is often focused on quick play and chance. The other leans into storylines and hours of immersion.

There are definitely a lot of differences. But there are similarities and overlaps that not everybody has considered.

Two Industries, One Trend: Growth and Choice

One of the clearest similarities between casino games and console gaming is how both industries have grown in recent years. Players now face huge menus of choices.

Casino fans know that there can be some very big libraries and even new titles appearing by the week. They are all trying to stand out with a new theme or mechanic (or just new characters). New and emerging markets like Canada still benefit from the huge libraries that are available. Bodog Canada is a casino that has a lot of different slot games as well as a lot of traditional table games. Blackjack and similar options are ubiquitous – there are even new developments and tweaks to the gameplay.

Big slot developers and brands may even create a lot of different new games for the market. There are enough for brands to even advertise regular slots of the week or similar.

Meanwhile, the console market has exploded. There are AAA open-world adventures and indie gems. The huge number of games caters to different tastes. Just like casino libraries, console platforms thrive on variety. This abundance means players in both spaces are never short of something new to try.

The numbers definitely back this up. A record number of new titles were launched in 2024 on Steam. There were over 15,000 new titles. Nobody could possibly try all of the games that have been put out on the market. Steam is a PC platform – we have seen a similar pattern in other console games.

Different Styles of Play

There’s no denying that the styles of play differ. Casino games are designed around quick interactions. A spin of a roulette wheel or a few seconds on a slot machine. All of these fit neatly into short bursts. Console games often ask for long sessions. They draw people in with depth and are designed to be longer. Some even take hundreds of hours to complete or give open-world designs people can explore endlessly.

But even here, there are overlaps. Casual console games like mobile ports and indie titles can mimic the quick pace of casino games. Think of puzzle games or arcade-style shooters that are all about instant gratification. They echo the same “jump in and jump out” model seen in many casino titles.

Shared Themes and Visuals

Themes are another place where links appear. Casino developers know that visuals matter. Slots come dressed in everything from mythology to sci-fi to jungle adventures. Console games also lean heavily on themes. They build entire worlds around specific styles.

In both spaces, developers reuse familiar ideas because they work. Things like mythology and science fiction appear across slot libraries and console releases. The art and atmosphere can often feel strikingly similar, even if the gameplay itself is very different.

Mechanics: Skill vs Chance

One of the biggest differences lies in mechanics. Casino games are usually driven by chance. Spins and card draws are random – strategy often plays a secondary role. In contrast, console games usually rely heavily on skill.

Some casino titles do bring elements of strategy into play. Poker requires both luck and skill, and blackjack asks players to think carefully about probability. Console games sometimes lean into randomness, too. Loot systems or even dice-roll mechanics mimic the uncertainty of chance found in casinos.

Social Experiences

Another interesting similarity is the social side. Some casino games have turned into shared experiences. Players can sit at the same table virtually in a live dealer game and interact with others. Console gaming has mirrored this with online multiplayer. This could mean teaming up in a shooter. It could also be facing off in a sports game; the social element keeps people engaged.

Both industries understand the power of community. It’s no longer just about the game itself. The social element is huge.

Technology Driving Both

Technology has been the engine behind the rise of both casino and console games. Casino developers have embraced mobile play and used HTML5. Console makers have pushed graphics and processing power to create lifelike worlds.

Interestingly, both industries borrow from each other here. Casino games sometimes mimic console-style graphics and storytelling. Some console games sneak in casino-style mini-games, like card tables or slot-style mechanics tucked inside larger adventures.

The post Casino Games and Console Games: Are They Really That Different? appeared first on Gaming and Gambling Industry in the Americas.