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How to play The Tiger Warrior
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.
How to play The Tiger Warrior
Examples included phrases like “online casino zonder Cruks” (online casino without CRUKS, the Dutch self-exclusion registry for problem gamblers) and “beste online casino buitenland” (best online casino abroad).
KVA expressed concern over the potential manipulation of Google’s autocomplete function by unauthorised operators and websites primarily set up to redirect Dutch consumers to illegal gambling offers.
While acknowledging Google’s cooperation in removing paid advertisements promoting illegal casinos, the KVA emphasised the need for the company to take more comprehensive measures addressing organic search results.
How to play The Tiger Warrior
But in recently months the company has invested heavily, with capex surging from R277 million to R492 million.
“We have executed one of the largest capability building projects in the company’s history and invested in marketing, customer-acquisition and market share gains in a very intentional way,” Bengtsson said. “We are encouraged that, even with continued investment in the business, adjusted EBITDA growth has accelerated relative to the first half of 2025.”
The company is placing an increased focus on efficiency and margins, with plans for a “lower-cost, more centralised operating model” with the profitability of Sun International’s underperforming assets in mind.
