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Industry associations have played an important role through mentoring, networking and leadership development.

Hurst is also a board member at Global Gaming Women, giving her firsthand experience of how networks, mentorship and role models can help women advance. She was previously recognised in iGB’s Most Influential Women list in 2024.

Another MIW 2024 alum, Lois Bright, who also founded of Women in Gaming Africa and co-founded Gaming Advisory Partners, says the group’s key achievement has been making women visible and helping them to progress into leadership roles.

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But what has changed is what shareholders want those companies to prove – and the price they are willing to pay for that proof.

Fantini points to land-based examples like Red Rock Resorts and Monarch Casino as companies that can still attract capital because they offer sensible growth and strong management. That is a telling comparison with the industry’s recent past.

London’s problems are real. Entain’s removal from the FTSE 100 and Flutter’s move away from its London primary listing are evidence of that. But Flutter’s experience in New York shows that changing the listing does not remove the pressure.

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The increase in capacity is also changing how Cubeia organises its development team. The company is experimenting with a rapid-response team focused on smaller customer requests and incidents, alongside another team working on larger projects and the longer-term roadmap.

The current teams have five and eight people, but Grenstad believes they could eventually become much smaller.

“In my dream, it would be two- or three-person teams,” he says.