Latest News
BETMGM FY23 UPDATE: FY23 NET REVENUE FROM OPERATIONS OF $1.96 BILLION AT TOP END OF GUIDANCE

BetMGM, LLC (“BetMGM”), one of the leading sports betting and iGaming operators across the U.S., jointly owned by MGM Resorts International (NYSE: MGM) (“MGM Resorts”) and Entain plc (LSE: ENT) (“Entain”) is today providing an update on performance for FY 2023.
- BetMGM delivered a strong FY 2023 financial performance (based on unaudited results)
- Net revenue from operations grew 36% year over year to $1.96 billion1, at the upper-end of $1.8-$2.0 billion guidance range2
- Same-state growth in net revenue from digital operations of 14%
- Key metrics across both iGaming and Online Sports Betting improved year over year, including average monthly actives, FTDs, hold percentages, bonus levels, NGR per active, and CPAs3
- EBITDA positive in the second half of 2023 with expected FY 2023 EBITDA loss of approximately $67 million4
- Net revenue from operations grew 36% year over year to $1.96 billion1, at the upper-end of $1.8-$2.0 billion guidance range2
- Established as a leading operator across North America, live in 28 markets with access to 49% of adult population5
- Four new markets launched during the year: Ohio (online and retail), Massachusetts (online and retail), Puerto Rico (online) and Kentucky (online and retail)
- 14% market share in Sports Betting and iGaming in the U.S. and 22% in Ontario6
- Secured market access with Charlotte Motor Speedway ahead of expected March 2024 launch of newly legalised sports betting market in North Carolina, pending regulatory approval
- Further operational progress supported by technology, product and capability enhancements, positions BetMGM to drive growth going forward
- Seamless execution of single account single wallet across 21 markets ahead of the 2023 NFL season
- Enhanced sports betting experience with improved speed7, broader market coverage and new differentiated bet types
- New in-house and exclusive games, including Dual Play Roulette, as well as largest progressive jackpots underpinning market leading iGaming offering
- December 4th BetMGM business update set out strategic roadmap to drive growth in 2024
- Expanding the depth and breadth of our sports offering by leveraging Angstrom’s sophisticated modelling to support innovative and original products, including player-popular Same Game Parlay (“SGP”), SGP+ and new LIVE SGP products
- Continue to deliver market-leading and engaging gaming experiences that are more personalized and differentiated, including exclusive and MGM-branded content
- Increasingly investing in marketing and player acquisition as sports product and player retention continue to improve
- Unlocking BetMGM’s unique omnichannel advantages, particularly in Las Vegas, Nevada
- Launched new improved app in January with single wallet functionality expected later in 2024
- Leveraging Las Vegas sports teams and tentpole events, for example BetMGM’s first Big Game commercial featuring Tom Brady, Wayne Gretzky and Vince Vaughn
- Reiterating guidance from December 2023 business update of targeting approximately $500 million of EBITDA in 2026
- Recognized as Digital Operator of the Year by Global Gaming Awards, Online Casino of the Year by American Gambling Awards, and Casino Operator of the Year by EGR North America and SBC Awards North America.
- Ongoing commitment to industry leadership in player safety and responsible gaming
- Secured five-year extension with GameSense program, providing player tools and capabilities to play responsibly
- Partnered with nine NFL teams to promote responsible gambling in stadiums during games
- Piloted the first of its kind program with Kindbridge Health to evaluate efficacy of offering self-excluded individuals’ referrals for problem gambling treatments
Adam Greenblatt, CEO of BetMGM, commented:
“Our performance in 2023 demonstrates our commitment to delivering on our promises. We were able to achieve strong organic growth, while executing against key strategic initiatives that lay the foundation for 2024 and beyond. The attainment of EBITDA profitability over the last three quarters of 2023 validates the effectiveness of our business model and provides the basis from which to invest further in expanding our sports offering through the integration of Angstrom and leveraging our largely untapped Las Vegas omni-channel advantages. With this comprehensive roadmap in place, we can focus on driving accelerated player acquisition and retention and strengthening our current market position. This clear strategic direction underpins our confidence in achieving our targets and building long-term, sustainable value for shareholders.”
Notes |
|
(1) |
FY2023 net revenue for BetMGM on a GAAP basis is expected to be approximately $1,920 million, which includes approximately $64 million related to Nevada MGM operations for which BetMGM records on a net basis as BetMGM is considered to be the agent in the Nevada transactions for GAAP purposes |
(2) |
FY2023 non-GAAP net revenue guidance established in January 2023 |
(3) |
Key metrics include average monthly actives, first time depositors (“FTDs”), hold percentages, bonus levels, net gaming revenue per active (“NGR per active”), and cost per acquisition (“CPAs”) |
(4) |
BetMGM has not completed its financial closing procedures for the three months and year ended December 31, 2023 and actual results can differ materially from these estimates. In addition, BetMGM’s independent registered public accounting firm has not audited, reviewed or performed any procedures with respect to these preliminary estimates. During the course of the preparation of BetMGM’s audited financial statements, BetMGM and its auditors may identify items that would require material adjustments to these estimates. As a result, these estimates constitute forward-looking statements and, therefore, investors are cautioned that they are subject to risks and uncertainties, including possible adjustments. |
(5) |
BetMGM operates iGaming and Online Sports Betting in five markets and Sports Betting only (combined online and retail) in 23 markets. |
(6) |
Market share for last three months ending November 2023 by GGR including only U.S. markets where BetMGM was active; internal estimates used where operator-specific results are unavailable. Ontario market share reflects the three-month period through December 2023. |
(7) |
Google Core Web Vitals validate that BetMGM in now one of the fastest apps in the U.S. |
Forward-looking statements:
This document contains certain statements that are forward-looking statements. They appear in a number of places throughout this document and include statements regarding our intentions, beliefs or current expectations and those of our officers, directors and employees concerning, amongst other things, results of our operations, financial condition, liquidity, prospects, growth, strategies and the business we operate. Examples of these statements include, but are not limited to, BetMGM’s expectations regarding its financial outlook (including EBITDA guidance). These forward-looking statements include all matters that are not historical facts. By their nature, these statements involve risks and uncertainties since future events and circumstances can cause results and developments to differ materially from those anticipated. Any such forward-looking statements reflect knowledge and information available at the date of preparation of this document. Among the important factors that could cause actual results to differ materially from those indicated in such forward-looking statements include the significant competition within the gaming and entertainment industry; BetMGM’s ability to execute on its business plan; changes in applicable laws or regulations, particularly with respect to iGaming and online sports betting; BetMGM’s ability to manage growth and access the capital needed to support its growth plans; and BetMGM’s ability to obtain the required licenses, permits and other approvals necessary to grow in existing and new jurisdictions. In providing forward-looking statements, Entain is not undertaking any duty or obligation to update these statements publicly as a result of new information, future events or otherwise, except as required by law. Other than in accordance with its legal or regulatory obligations (including under the Market Abuse Regulation (596/2014), the Listing Rules, the Disclosure Guidance and Transparency Rules and the Prospectus Rules), Entain undertakes no obligation to update or revise any such forward-looking statements. Nothing in this document should be construed as a profit forecast. Entain and its directors accept no liability to third parties in respect of this document save as would arise under English law.
Non-GAAP Financial Information:
This press release includes net revenue from operations and estimated EBITDA, which have not been prepared in accordance with GAAP. BetMGM believes this presentation, which it uses for its own analysis of operations, is useful in that it reflects the true economic performance of the business. If BetMGM presented net revenue from operations in accordance with GAAP, then BetMGM would present the revenues associated with its Nevada digital and retail sports betting operations different, until such time as BetMGM is licensed as a Nevada gaming operator. Currently under GAAP, its calculation of Net Revenue would be on a basis net of operating costs, such that the GAAP reported Net Revenue would be lower than the Net Revenue reported herein, with Net Income remaining the same.
Gambling in the USA
GAMING INDUSTRY’S TOP CEOs BILL HORNBUCKLE, PETER JACKSON & JASON ROBINS TO KEYNOTE G2E 2025

Main Stage Also Features Tribal Innovation Discussion Oct. 6; Global Gaming Women to Present Mental Health Dialogue Oct. 8
The Global Gaming Expo, presented by the American Gaming Association (AGA) and organized by RX, announces its highly anticipated main stage programming for G2E 2025. Over three days, G2E will feature conversations with some of the most influential voices in gaming and offer diverse perspectives on the future of the industry. G2E 2025 takes place Oct. 6-9 at The Venetian Expo in Las Vegas and marks the event’s 25th year.
“We are honored to welcome a distinguished lineup of key industry leaders to the G2E main stage,” said AGA President and CEO Bill Miller. “As we mark 25 years of G2E, we’re proud to continue to be a catalyst for gaming’s growth, and our programming reflects the ideas and leadership shaping the industry’s future.”
Progress or Pressure: How Tribes Can Harness Innovation on Their Terms
Monday, Oct. 6 at 4 p.m. Doors open at 3:30 p.m.
Indian Gaming Association (IGA) Chairman Ernie Stevens Jr. will open the main stage by underscoring the central contributions of tribal operators to the U.S. gaming landscape and the challenges and opportunities that lie ahead.
Bringing together leading tribal voices, the program will explore how tribes embrace innovation on their own terms—balancing growth with sovereignty and long-term success. Panelists will address how emerging technologies, evolving business models, and the rise of illegal, unregulated markets are reshaping the competitive environment. The dialogue will highlight both the opportunities to harness new tools for sustainable growth and the pressures of protecting the industry’s integrity in a rapidly changing landscape.
Moderated by IGA’s Executive Director Jason Giles, the conversation will feature:
- Rodney Butler, Chairman, Mashantucket Pequot Tribal Nation
- James Siva, Chairman, California Nations Indian Gaming Association
Additional participants may be announced in the coming days.
Inside the C-Suite: Gaming’s Future in Focus on Stage
Tuesday, Oct. 7 at 8:45 a.m. Doors open at 8:15 a.m.
AGA President and CEO Bill Miller will open G2E 2025’s keynote session, welcoming global gaming professionals and underscoring the strength and momentum of legal gaming upon the opening of the industry’s biggest gathering of the year.
Following Miller’s remarks, Hope King, founder of Macro Talk, on-air contributor to Yahoo Finance, and events host and moderator for Axios, will lead an impactful series of one-on-one conversations with top global gaming CEOs. Discussions will address key trends and challenges shaping the industry—including investor expectations, domestic and international expansion, and intensifying competition in regulated and unregulated markets. Featuring:
- Bill Hornbuckle – CEO & President, MGM Resorts International
- Peter Jackson – CEO, Flutter Entertainment
- Jason Robins – CEO, DraftKings
The session will conclude at 10 a.m., immediately followed by the opening of the expo floor.
Breaking the Stigma: An Honest Dialogue on Mental Health
Wednesday, Oct. 8 at 9 a.m. Doors open at 8:45 a.m.
Multi-sport athlete and mental health advocate Kendall Toole will share her personal journey in a conversation moderated by Global Gaming Women (GGW) Sip & Social Chair Meghan Speranzo. Presented by GGW, the session will foster an open dialogue on mental health, designed to reframe how attendees think about wellness and inspire stronger voices across the gaming industry and beyond. This conversation will be open to all badge holders. Ahead of the discussion, GGW will host their Sip & Social event from 8 a.m. – 8:45 a.m. in the same room. For more information on this separate networking event, visit globalgamingwomen.org/event-6325670.
Presented by the AGA and organized by RX, G2E’s full education lineup features more than 100 sessions. G2E 2025 runs from October 6-9 (Education: October 6-9 | Expo Hall: October 7-9) at The Venetian Expo in Las Vegas.
Since 2001, G2E has served as the premier global event for the legal, regulated gaming industry, fostering innovation and driving growth across casinos, hospitality, technology, iGaming, sports betting, and more. The event will welcome over 25,000 industry professionals from more than 120 countries, regions, and territories, and nearly 400 exhibitors showcasing the latest global gaming technologies.
For more information, visit globalgamingexpo.com.
The post GAMING INDUSTRY’S TOP CEOs BILL HORNBUCKLE, PETER JACKSON & JASON ROBINS TO KEYNOTE G2E 2025 appeared first on Gaming and Gambling Industry in the Americas.
Latest News
Podium’s Racing Data to Power Dabble’s Social-led Betting Service in the UK

Podium, a leading global provider of trusted sports content and data solutions, is working with Dabble to help bring its socially driven betting experience to UK audiences.
Dabble combines traditional betting functionality with a social media-style interface to offer the next generation of racing fans a more interactive way to connect and share. The app-based platform is integrated with Betmakers technology, with all UK horse and greyhound racing data delivered by Podium.
Ian Houghton, Commercial Director at Podium says: “At Podium, we are always excited when we see innovation in the industry, so we are delighted to play a part of Dabble’s expansion into the UK market, particularly at a time when the racing industry needs to retain a younger audience. We look forward to exploring how Podium’s services can continue to support Dabble’s global ambitions.”
The collaboration, which has been in place since the summer, marks an evolution in how racing data is used and experienced, with Podium delivering UK racing content via Betmakers technology to help power Dabble’s social platform.
Tom Rundle, CEO of Dabble, says: “Dabble’s move into the UK is a natural fit. We’re a challenger brand with an exciting product that we built ourselves from scratch. We’re already seeing that resonate with the UK audience. Yes, you can get a bet on, but essentially, we are placing ourselves as being community driven. We’re creating a richer experience at every touch point.”
The UK is Dabble’s third international market, following rapid growth after launching in its native Australia.
The post Podium’s Racing Data to Power Dabble’s Social-led Betting Service in the UK appeared first on European Gaming Industry News.
Campus Gambling
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.
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