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“Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests.
That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture.
For Grainne Hurst, CEO of the Betting & Gaming Council in the UK, the evolution has been clear. “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression,” Hurst explains. “Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.”
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“We need to establish a baseline, implement the change, measure it and see whether it goes up by 10%. If it only goes up by 1%, maybe we need another iteration because we haven’t fulfilled the objective.”
The next development is increasingly being driven by Cubeia’s customers. Now the company is asking what customers will want to do with AI, Grenstad explains.
“We [recently] started asking, ‘What does this mean for the customer? What can the customer actually do with this?’ And I think we would have continued looking for that answer if the customer hadn’t come to us and said: ‘Can we let our AI agent deal with your data streams and use your platform?'”
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Even the most flexible technology cannot do all the work itself. Wilson is blunt about what happens when an operator treats an integration as the end of the job.
“If I just give you one of our games or our jackpot engine and you just plug it in and leave it there to collect dust, you will come back and tell me in three months’ time it’s not working,” he says. “And I will say to you, ‘How have you invested in the product?’”
Splash Tech instead begins by asking what success means for that operator: more sign-ups, improved conversion, bet-slip monetisation, higher lifetime value, retention among a specific cohort or reactivation of churned players.