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“On the numbers GiG has disclosed it looks cheap,” he says. “€16.4 million for 80% implies an EV of €20.5 million against roughly $50 million of run-rate NGR, 30% year-on-year growth and positive cash generation. €6m of cash on day one for a business generating $50 million of NGR tells you who needed the deal.”
Although Bally’s takeover of Evoke may have prompted a slightly discounted price and a quick decision for GiG to buy 888Africa, the continent has been part of GiG’s plans for a while Richards insists. “We received the information memorandum in Q2 2026,” Richards adds. “Africa has long been a market that our CEO Richard Carter has admired and his insight enabled us to move quickly to be able to announce the principal commercial terms at our results at the end of August.”
Both Richards and Ahlberg state this acquisition doesn’t reflect a turnaround story for 888Africa, with a management team led by industry veteran Christopher Coyne and a footprint in some of the continent’s fastest-growing markets.
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A new survey from U.S. News is sounding the alarm over Americans increasingly turning to high-risk endeavors, including sports betting, to help make ends meet and pay their monthly household bills.
U.S. News surveyed 1,200 Americans who placed a sports wager within the last 12 months. The media organization found that more than half of respondents (51%) placed a sports bet to help pay household bills, while 21% wagered specifically to cover their rent or mortgage payment.
Almost six in 10 (57%) of the sports betting demographic said they bet weekly, with 17% betting on a daily basis. Nearly one in five (19%) said they have outstanding sports betting debts.
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The KSA said that applicants were previously required to detail corrective actions taken to address previous breaches and outline measures to prevent future violations.
All submissions must also now include an exit plan – a new obligation that applies across the board. This requirement, intended to ensure orderly market withdrawal, marked a move toward embedding long-term risk management into the licensing process.
It requires operators to describe in detail how they will responsibly wind down their operations should their licence not be renewed or be revoked. Or if they decide to leave the market midway through the five years between renewals.
