The industry we didn’t expect

With unique visibility into the market from different vantage points, Robin Harrison of Worldgaming (formerly Clarion) and Alexandra Kavelich of SOFTSWISS come together to discuss how trends emerge, how businesses distinguish meaningful change from noise and what today’s industry should be paying closer attention to.

1. Worldgaming (formerly Clarion) and SOFTSWISS observe the market from very different vantage points. Because you see the industry through different lenses, I’m curious: what are the earliest signs of change that you’re noticing today?

Robin

There are a few different ways to interpret this question. This might be quite obvious, but the centre of gravity for the industry is shifting. Much of the iGaming industry’s growth has come from the US and Europe but that is definitely shifting to new geos, whether that’s in Latin America or Africa. Africa in particular I feel has huge potential, although succeeding in markets there is going to be challenging. 

This, in turn, leads me to believe there may be a “changing of the guard” in terms of the tier one operators. In particular I see Superbet and Kaizen Gaming/Betano performing particularly well in emerging territories, and I’m very interested to see whether that leads them back to taking share in Europe. Whether they’d want to, considering regulatory frameworks becoming more onerous and taxes rising, is another question. 

Alexandra

Robin is absolutely right about the geographical shift. Latin America and Africa are indeed reshaping the industry’s growth story. What stands out to me, though, is a different kind of signal. The earliest changes we’re seeing aren’t geographical, they’re behavioural.

A few years ago, operators were mostly asking, “How quickly can we enter a new market?” Today, the conversation is increasingly about different questions: “Do we have the right technology? Can we navigate local regulation? Can we scale without compromising quality or player experience?”

I don’t think that means the industry is mature yet. But it does tell us where it’s heading. As markets become more regulated and competition intensifies, businesses can no longer rely on speed alone. They’re expected to build reliable technology, transparent operations and partnerships that can support long-term growth.

We see these conversations every day. That’s why we invest not only in technology, but also in market intelligence and expertise that help our partners make confident decisions. Now I’m talking about our annual iGaming Trends report series. 

To me, this is the strongest signal of change: growth is no longer just about entering new markets. It’s about being ready for what comes after.

2. Today, industry leaders have access to more data than ever before. Has this made the industry better at anticipating change, or are we simply getting better at explaining it after the fact?

Alexandra

We definitely have more data than ever before. But I wouldn’t say that automatically makes us better at anticipating change. If anything, it highlights one of the industry’s biggest growth opportunities. iGaming still has a long way to go in consolidating fragmented data and turning it into meaningful intelligence. 

What is changing, however, is the mindset. More companies are investing in building products and business models that are informed by data rather than simply reacting to market shifts. Those who develop this capability will have a significant competitive advantage over the next few years.

A good example is the growing interest in prediction markets. Сompanies are starting to adapt the concept to the realities of iGaming. At SOFTSWISS, for example, we’ve introduced the Prediction Markets Platform that uses a fixed-odds model. It allows operators to capture the engagement value of the trend while fitting naturally into an existing sportsbook or casino ecosystem.

To me, that’s what progress looks like. It’s not that we suddenly know the future better. It’s that we’re becoming better at taking emerging signals, adapting them to our market and turning them into scalable business opportunities.

Robin

I would argue that data doesn’t guarantee foresight. It needs to be combined with industry knowledge and experience and leveraged by people with the humility to accept that it could run contrary to their assumptions. Communicating the data effectively is another key factor. 

I’ve seen a lot of dire warnings from the industry about the impact of tax changes, for example, but this simply hasn’t landed. Take the Netherlands, the industry said tax increases would be bad for the market, and the market data proves it, with 2025 tax revenue rising by just €2 million. But the government continues to look to tighten controls on the industry. Something is missing in how the data is presented to external stakeholders to give it greater influence. 

3. As the market matures, what becomes more valuable: access to information or the ability to interpret it correctly?

Robin

Information is so commoditised in the industry that it really comes down to the ability to interpret that information correctly. In recent years, it has definitely prompted changes in our approach to covering the market. We’re keen to look deeper at why things are happening rather than just telling people what is happening. 

Alexandra

I completely agree. Access to information is becoming a commodity. Today, almost everyone can access the same reports, regulatory updates and AI tools.

What creates competitive advantage is interpretation. And by interpretation, I don’t just mean understanding what’s happening today. I mean connecting the right signals early enough to make better strategic decisions.

I think that’s one of the biggest opportunities for iGaming as it continues to mature. We generate more data than ever before, but we’re still learning how to consolidate fragmented information into insights that businesses can actually act on.

At SOFTSWISS, that’s become an important part of how we think. Of course, we use data to inform our own decisions, but we also see value in advancing the industry’s maturity by sharing meaningful market insights and research. Because a more informed market ultimately benefits everyone.

4. The industry is often focused on what’s next. Is there a risk that we’re overlooking the progress, opportunities and value already being created today?

Robin

That’s definitely the case. As an industry, I think gaming is especially good at problem-solving, and I think that’s often overlooked by an increasingly relentless drive to find new growth. In this regard, there’s definitely something to be learned from the land-based casino sector. Partially because of the nature of that business, as a more capital-intensive sector with long development cycles, operators take a far longer-term view than online, and can make clearer-eyed decisions, as we saw with major operators such as Wynn, Sands and MGM Resorts withdrawing from New York’s downstate licensing process. 

Alexandra

I don’t think the biggest risk is overlooking today’s opportunities. It’s getting distracted by what’s new and forgetting what creates lasting value.

Our industry naturally gets excited about new trends, and that’s a good thing as curiosity drives progress. But not every trend becomes a sustainable business opportunity.

In technology, lasting value is still built on fundamentals. In iGaming, those fundamentals are technical reliability, compliance, security, scalability and the overall player experience. They rarely make headlines, but they build trust. And trust is what gives operators the confidence to adopt new technologies, enter new markets and grow their business.

The strongest companies stay open to new ideas while continuously strengthening the capabilities their customers already depend on.

Sometimes the most meaningful progress isn’t inventing something entirely new. It’s making sure that every new idea is built on a foundation that’s resilient, scalable and ready for the long term.

5. What does a healthy industry pay attention to that a fast-growing industry often ignores?

Alexandra

For me, the biggest difference is that a fast-growing industry optimises for speed, while a healthy industry optimises for resilience.

When growth is the primary goal, it’s easy to focus on the next market, the next product, or the next trend. As an industry matures, the questions become different: Is our technology reliable enough? Are we building trust with regulators, partners and players? Are we creating something that will still deliver value five years from now?

At SOFTSWISS, we believe technical reliability, security, compliance and exceptional service are strategic assets. They give operators the confidence to grow in increasingly complex and regulated markets.

Because, ultimately, technology itself doesn’t create lasting partnerships. Trust does. And trust is built through resilient products, transparent business practices and consistent delivery of your promises.

That’s what a healthy industry pays attention to. And that’s what allows it to keep growing not just faster, but better.

Robin

A healthy industry pays attention to the underlying fundamentals. Building on sustainable foundations, without over-leveraging, supported by robust processes, strong compliance protocols, player trust and stakeholder management to maintain long-term growth suggests health to me. 

The pursuit of growth, I think, risks becoming a hamster wheel for some companies that they struggle to get off. Working in such a nimble industry is very exciting, but I worry that keeping up momentum takes precedence.