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The land-based gambling sector, comprising adult gaming centres (AGCs), betting shops, bingo halls and casinos, produced £4.9 billion in GGY over the year, marking a 1.1% yearly increase.

However, the UK’s physical estate shrank, with overall licensed gambling premises falling by 2% to 8,081.

Betting shops declining for the twelfth consecutive period, standing at 5,617, a 3.6% decrease representing a loss of 208 shops year-on-year.

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Before joining the Ministry of Finance, Fabio Macorin served in Brazil’s Federal Police for 17 years. For a decade, he focused specifically on the investigation and prevention of banking and financial fraud. This experience helped shape his approach to betting regulation, particularly regarding anti-money laundering, financial monitoring, combatting the illegal market and inter-agency cooperation.

Brazil’s regulated betting market formally launched in 2025 and has since become one of the most closely watched regulatory initiatives in the global gaming and betting sector. Macorin, who also served as the SPA’s undersecretary for monitoring and enforcement, has been directly involved in initiatives to combat illegal operators, strengthen cooperation with financial institutions, telecommunications providers and other government authorities, as well as develop data-driven tools for regulatory oversight and enforcement.

Commenting on his election, Macorin expressed his honour at joining the IAGR board and contributing Brazil’s experience to the association’s international work.

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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.

“It’s worth remembering this isn’t foreign ground. GiG ran Rizk, Guts, Kaboo and Thrills until it sold them to Betsson in 2020 to pay down a bond. A previous regime decided B2C and B2B didn’t mix. The current one clearly thinks otherwise.”

Ultimately, Ahlberg sees the acquisition as opening two possible paths for GiG, with the balance between B2B and B2C likely to depend on how each business performs. “I definitely think this business will become a larger part of GiG,” he concludes.