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About Captain Lucky
“Speaking to various parties across the gambling field, it is clear that progress has been made in recent years. How has the conversation moved on from ‘Are we doing DEI?’, to ‘Is it improving our business, our culture and our ability to attract and retain great people?'” Mark Skinner, chief people officer at Allwyn Digital, asks.
He believes the conversation has matured and gambling companies are now expected to deliver measurable outcomes.
“Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests.
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Bengtsson said the revenue gains from recent investment efforts should translate into improved operating leverage as the casino business continues to grow.
“The sustainability in the operational improvements and in our market share gains are clearly there,” he said. “Those are real, and they are happening right now.
“Our ambition, as we outlined in March, has always been to change the trajectory of our land-based business, which I think we now have done. Our ambition is now to continue to take market share in the land-based casinos.”
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Within this shared model, there was a clear preference for personalised interventions over generic ones.
Tailored, behaviour-triggered messages were seen as more effective than generic warnings, but many participants simultaneously expressed mistrust towards operators collecting behavioural data.
Finally, the study found that these needs and preferences varied widely by product type.