Hot Party

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“It started off pretty good when the new management and the spin-off was completed,” he comments. “They had a really good pipeline of customers, and I mean, their projections looked pretty solid.

“[But] part of that was some sweepstakes operators, and I think that market became a bit more uncertain compared to when they started to look at those kinds of customers. And then they also had, they called it a tier one customer I think in Brazil, which was supposed to launch in early 2026, but then they decided not to enter that market. So I think they had some opportunities that did not end up as expected.”

While Ahlberg explains GiG is experiencing B2B headwinds, he also views the 888Africa deal as an opportunistic one. This is confirmed by Richards, who describes the acquisition as a “targeted, opportunistic move” with “compelling” economics.

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This sense of understanding was also described as something that needed to be maintained continuously, rather than achieved only once and then relied upon. 

Consumers reiterated that being informed is an ongoing process, and that fast-paced and immersive gambling formats can rapidly erode awareness.

On the question of who should be responsible for maintaining this understanding, participants favoured a shared model rather than placing the burden solely on one party. 

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Sun International CEO Ulrik Bengtsson noted SunBet’s revenue growth of 35.5% outpaced the 19% South African online market’s overall growth of 19% during the period,

SunBet’s growth was supported by a 32.3% rise in active player days, while first-time depositors also increased 17.5%.

It has also been backed by the rollout of proprietary in-house technology within the SunBet tech stack, prompting the launch of a new user interface in South Africa and Botswana.