Latest News
Baby Boomers and Gen X Responsible for Increased Betting Activity in Q4 20

Betting activity increased slightly in Q4 2024 to 26% of consumers, compared to 24% in the same period of 2023. However, this uptick was caused by significant generational changes in activity, primarily among Baby Boomers and Millennials, according to a new report from TransUnion (NYSE: TRU).
While Millennials have dominated all forms of betting in recent years, this generation’s engagement dropped 5% YoY in Q4 2024. Conversely, Baby Boomers and Gen Xers got more involved, with 7% and 4% respective YoY increases. Gen Z bettors’ participation remained about the same. These and many more findings are available in TransUnion’s latest US Betting Report.
“The demographic shift in betting activity serves as a good reminder that the best predictor of engagement is not age but rather increased earnings and liquidity,” said Declan Raines, head of TransUnion’s Gaming business. “Those who have a sudden influx of disposable income are more likely to participate in betting, and operators should keep that in mind when developing their marketing strategies.”
In addition to Millennials, fewer high-value bettors engaged in online and land-based betting activities. High-value bettors are those who spend more than $500 per month on betting. This group’s engagement dropped by 8% with land-based operators and 9% with online operators.
Healthier finances among bettors
The report found high-value bettors also attained improved overall finances. In Q4 2024, 54% of those betting $500 or more per month had good or excellent credit combined with middle or high income. This was up from 50% in the same period in 2023. In addition, those with the riskiest financial profile—having lower income and fair or poor credit—fell from 7% in Q4 2023 to just 4% in Q4 2024.
Bettors proved to have a more resilient financial profile than non-bettors. More than half of consumers who bet in either land-based or online channels said their income had gone up a little or a lot in the past 3 months. Only 21% of non-bettors said the same.
Consumer Credit Scores: Bettors vs Non-bettors
Consumers who bet also had stronger credit scores, with more than half of land-based and online bettors indicating good or excellent credit scores, compared to just 47% of non-bettors. Conversely, one-third of non-bettors fell into credit score ranges that indicate poorer credit quality—including those who don’t know their score—compared to 22% of online bettors and 20% of land-based bettors.
Mounting regulatory pressure
Regulators and consumer advocacy groups became more focused on the betting industry in 2024. Recent studies published by Northwestern and UCLA outlining the risks to personal finances among a subset of players served to elevate the pressure on gaming operators to implement reasonable procedures to identify and curb problem gaming. In response, the industry formed the Responsible Online Gaming Association (ROGA) to establish industry-wide responsible gaming standards and support research and education on safe practices.
TransUnion’s US Betting Report has consistently found bettors experience higher levels of financial volatility—both positive and negative—relative to non-bettors. This represents a significant challenge for operators when engaging in responsible gaming assessments. It is imperative that gaming operators stay vigilant to ensure their most active players can sustain high levels of play without compromising their financial health.
“As the industry matures, new tools have emerged to help operators assess players’ financial resilience and promote responsible gaming,” said Raines. “Adopting these measures will help build on the significant investments made by the industry in responsible gaming to date as well as demonstrate good faith efforts to regulators and consumers while protecting profitability for operators in the long run.”
The post Baby Boomers and Gen X Responsible for Increased Betting Activity in Q4 20 appeared first on Gaming and Gambling Industry in the Americas.
Betting
LEON Esports announces partnership with GamerLegion’s CS2 team

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LEON Esports is excited to announce a new partnership with GamerLegion’s Counter-Strike 2 team — a leading German esports organization ranked among the top 15 teams in the world, renowned for its consistent top-tier performances.
This collaboration marks a new chapter for LEON Esports, as the brand continues to expand its presence in competitive gaming. Over the years, LEON has become an active force in esports — supporting professional teams and hosting its own tournaments across titles like CS2, Dota, Free Fire and Deadlock.
Together with GamerLegion, LEON Esports aims to bring even more action and engagement to fans — with exclusive offers, special markets, social media giveaways, and more challenges made for true esports and betting enthusiasts.
This partnership follows LEON’s successful collaborations with other major esports organizations such as SAW (Portugal), FlyQuest (Australia), and NFA (Brazil) — strengthening its position as one of the key players in the global esports scene.
Get ready for the next level — follow the action on our channels:
The post LEON Esports announces partnership with GamerLegion’s CS2 team appeared first on European Gaming Industry News.
Compliance Updates
SuperPot, the Unique Sports Betting Jackpot, Now Available in the UK

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Delasport’s groundbreaking sports betting jackpot game, SuperPot, has received full certification from GLI in the UK. With this authorization, SuperPot becomes a one-of-a-kind, dedicated Sportsbook Jackpot solution on the British market.
The news comes just days after the revolutionary solution became certified for Ontario and marked its debut integration there and soon will go live with several brands in the market. SuperPot gives players the chance to predict the outcomes of major sporting fixtures.
Each ticket purchase contributes to a growing jackpot, and the winner is the one with the most correct picks – even without a perfect score. This “Must-Win” mechanic sets the product apart from traditional sportsbook offerings, appealing both to sports bettors seeking new thrills and casino players looking for an accessible entry point into sports wagering.
Advantages for UK Operators
SuperPot introduces an always-awarded must-win mechanic: each round’s pot is paid to the top predictor – players compete against their peers, and the most correct predictions win. This sets it apart from The Tote and free-to-play predictors and broadens appeal beyond horse racing into football, basketball, American football, and ice hockey. UK operators gain an assured strong turnover margin, while players benefit from a guaranteed payout to someone every round.
In addition, licensed operators in the UK, SuperPot represents a new way to grow engagement and extend player lifecycles, while securing stable margins from turnover without added exposure.
“Securing approval in the UK marks a major step forward for us,” said Delasport’s Global Sales Director Reece Calderbank. “SuperPot blends the excitement of jackpots with the passion for sports, offering players an easy-to-understand, highly rewarding experience. It’s designed to stand out in a mature and competitive market and ensure risk-free high margin for Operators.”
Market Outlook
The UK gambling market remains one of the largest and most established worldwide. According to the UK Gambling Commission, the total Gross Gambling Yield (GGY) in iGaming for April 2023–March 2024 reached £6.9 billion, with online Sports betting accounting to £2.4 billion GGY, driven primarily by football and horse racing.
The Tote pools enjoy durable racing liquidity is growing year by year to hundreds of millions and SuperPot gives operators that same mass-appeal mechanic as a paid, must-win product they control and extend it to additional sports and to new segments of players.
Industry research indicates that the UK sports betting market is forecast to grow at a CAGR of 11.4% between 2025 and 2030. Meanwhile, quarterly reporting from the Gambling Commission shows continued growth: in Q1 2025, online GGY rose 7% year-on-year to £1.45 billion, with record levels of active accounts and betting activity.
In such a competitive environment, a product like SuperPot has the potential to deliver an incremental ~2% revenue boost for operators who adopt it, further differentiating their sportsbook offering in the UK’s crowded marketplace.
The post SuperPot, the Unique Sports Betting Jackpot, Now Available in the UK appeared first on European Gaming Industry News.
Dominic Le Garsmeur Chief Product Officer at Fincore
How to get your product roadmap moving

Reading Time: 3 minutes
Dominic Le Garsmeur, Chief Product Officer at Fincore, says product roadmaps often stall, but they don’t need to. Not if operators and suppliers design for adaptability and build on the right foundations.
Why do product roadmaps usually stall?
Product roadmaps are full of ambition – and rightly so. They capture bold ideas and big strategic bets; they’re the blueprint for the future of the business. But even the best plans can stall before they deliver real impact.
There are plenty of reasons. From shifting regulations to legacy tech, overloaded teams, or unclear ownership. The most damaging is outdated technology. Technical debt eats up development capacity, forcing teams to spend their time firefighting stability instead of building the next feature.
Fragmented ownership is another killer. When product, tech, compliance and ops aren’t aligned, there’s no shared direction. Work keeps moving, but what ships isn’t aligned to real needs—busy output rather than product that drives results.
What impact does regulation have on product roadmaps?
Regulation can force teams to switch focus, diverting resources from innovation to compliance. When every sprint turns into a regulatory emergency, progress halts.
That said, regulation doesn’t have to kill innovation. If an organisation designs for adaptability — with modular systems and clean architecture — it can absorb regulatory change without derailing strategic goals.
If a product roadmap stalls, what should operators and suppliers do?
Don’t wait for the perfect moment. Create forward motion now. At Fincore, we see four core tactics that make the difference:
1. Start with outcomes. Work backwards from the results you need, then design the tech strategy and architecture to deliver them.
2. Modernise surgically. Target the real bottlenecks — technical or procedural — and fix what unlocks the most progress first. Our modular IP components can be integrated quickly to deliver visible gains.
3. Automate with intent. Introduce automation where it frees up people and accelerates throughput.
4. Partner for momentum. Choose a partner that embeds with your teams. Not as a consultant, but as part of your delivery engine. That’s how we operate at Fincore: hands-on, aligned, and built to move things forward without disruption.
How can organisations prevent their product roadmaps from stalling in the first place?
Prevention starts with intent. Build your roadmap around adaptability, not just speed.
That means aligning tech strategy with business goals and reviewing that alignment often. Design systems for interoperability and flexibility, not minimum viable survival. Prioritise foundations such as clean data, seamless integrations and real-time monitoring. Deliver in tight loops to stay responsive and realistic.
When you do that, momentum accelerates. Teams move faster, releases land cleaner, and regulatory shifts stop being roadblocks. They just get handled.
What are the benefits of a product roadmap firing on all cylinders?
Momentum changes everything.
New features, channels and jurisdictions go live faster, without the drag of platform instability. Teams feel energised, focused, and proud of what they’re shipping. Regulatory changes stop being crises. Innovation becomes continuous.
And with that rhythm comes confidence across departments, across leadership, across the entire organisation. Everyone can see and feel progress.
How does Fincore help operators achieve this?
We don’t just unstick roadmaps. We build systems that keep them moving.
That starts with stabilising architecture and clearing technical debt. Then we go deeper: modernising code, streamlining processes, and aligning culture around delivery. Our modular software toolkit accelerates progress without risk. Clean integrations, real-time data, and automation that scales.
We embed alongside internal teams, taking ownership of outcomes and shipping value fast. The result? Sustainable momentum.
Unlocking a roadmap isn’t just about fixing delivery. It’s about reigniting progress and keeping it burning. Clean builds. Confident teams. Continuous flow. That’s progress done right.
The post How to get your product roadmap moving appeared first on European Gaming Industry News.
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