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Additionally, it gives GiG a “strategic bridgehead” for its core B2B business, the CFO says.

“That dual value is really the point of the deal,” he explains. “Owning a leading local operator gives us direct, ground-level insight into regulatory developments, player behaviour and payment infrastructure across several African markets, insight that is very difficult to build from the outside.

“Over time we expect that knowledge and local presence to help us open conversations with other operators looking to enter or expand in Africa, in the same way our historical B2C experience in Europe underpinned our platform proposition there.

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“Sometimes what data tells you is uncomfortable because it’s challenging the norm,” he said at the time. “For me [it’s about] where we can make some marginal differences by using player data and challenging the perspectives of what the industry thinks should and does happen.”

The Gambling Commission suspended both licences with immediate effect on 28 August after enquiries revealed suspected social responsibility and AML failings. Reviews are now taking place under section 116 of the Gambling Act 2005. But in the wake of the suspension, the two sites have bowed to the inevitable and shut down completely.

According to the Commission’s licensing registry, Bet St George surrendered its four gambling licences on 4 September. BresBet surrendered its own licences on the same date.

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Grygorenko emphasised that prioritisation was the key to adapting these portfolio sizes. 

“[At] above roughly 150 players per manager, personal knowledge stops scaling. The fix is not fewer players or more managers – it is showing each manager which few accounts actually need them today,” she added. 

Satisfaction with existing tools scored an average of 6 out of 10. Co-author Gali Hartuv, CEO and co-founder at WarriorLab described this “middling satisfaction” as “the most expensive kind”.