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This summer, the Commission reached settlements of £900,000 with Betfred over safer gambling failures, £4.75 million with Evolution over weaknesses in its AML risk assessment and supply-chain oversight, and £122,835 with Stakelogic after games were found to be running faster than permitted.

Taken together, the cases provide further ammunition for the anti-gambling lobby at a time when it is already facing political pressure, tax increases and demands for tighter restrictions. Each apparently avoidable failure makes it harder for the industry to argue that existing regulation is sufficient.

Yet Dan Waugh, partner at Regulus Partners, pushes back against the idea that enforcement notices reveal a fundamentally non-compliant sector.

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The city council legalised VGTs in its latest budget that took effect in January. Mayor Brandon Johnson opposed the move but was overruled by a council majority. Johnson and his colleagues have fought over the issue all year, which is still largely unresolved.

The mayor has not opined this summer, at least publicly, on if he believes Bally’s will open the casino in the first quarter of 2027. However, Johnson indicated in March that his administration is committed to projects such as Bally’s Chicago that foster economic development, while creating new jobs for numerous neighborhoods across the city.

“We appreciate Bally’s partnership and the thousands of construction workers helping bring Bally’s Chicago Casino to life – a major investment in our city’s future,” Johnson wrote in a social media post on X.

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But that isn’t the case according to Richards: “We are not signalling plans to re-enter B2C elsewhere; Africa is a distinct case: a high-growth, underpenetrated region where owning a local operator makes strategic sense in a way it may not elsewhere.”

There’s also a financial constraint, with Ahlberg noting that GiG has used its available cash and is raising additional capital to fund the 888Africa transaction, meaning he doesn’t expect the company to pursue further B2C acquisitions in the short term.

Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.