It is important in any global market for industry stakeholders to work together with the local regulator to utilise technology, implement player protection measures, and find the best ways to drive success in each market. However, when tax hikes are implemented, a new challenge emerges.
Tim De Borle, Chief Operating Officer at Casumo, spoke to iGaming Expert ahead of SBC Summit Malta to discuss the changing tax landscape in the UK, sharing his view on whether there is potential for growth in the region and why stability and collaboration between the regulator and industry stakeholders is so crucial.
iGaming Expert: What impact do you believe the tax rises will have on the landscape of the UK market? Is it likely we will see increased market consolidation as a result of a tougher landscape?
Tax increases clearly put additional pressure on the market, but I think it is still too early to be definitive about the full impact. A lot will depend on how the effective tax rate translates into actual operator behaviour and how the market adapts over time.
What is certain is that tighter margins force sharper decision-making. Operators will become more selective in how they invest, how they approach acquisition and how they structure their cost base. That naturally favours businesses that are disciplined, efficient and differentiated.
Whether that leads to consolidation is very likely, but not inevitable. Some operators will struggle, others will adapt. In many cases, pressure like this accelerates a shift towards stronger fundamentals rather than simply reducing the number of players.
I would not frame it as a question of size alone. Smaller operators can absolutely compete if they are focused, agile and clear in their proposition. The real dividing line will be between those who can adapt their model and those who cannot.
iGaming Expert: As tax hikes take hold in the UK, can bravery lead to success? Is there potential for growth and increasing investment?
‘Bravery’ in this context is less about taking bigger risks and more about making better choices under pressure.
There is still growth potential in the UK, but it will not come from the same playbook as before. It will come from sharper execution, stronger product quality and a much clearer understanding of what actually drives long-term player value.
That may require operators to invest differently in experience, in operational efficiency or in data capabilities, rather than purely in acquisition. So yes, there is still room for growth and investment, but it will favour those who are willing to evolve their approach rather than simply push harder on the same levers.
iGaming Expert: When moving into a new market or making plans in markets, how important is it to account for general political volatility in that market?
It is absolutely critical. Political and regulatory volatility is one of the most underestimated risks in market expansion. Markets can look very attractive on paper, but if the regulatory environment shifts unpredictably, that can quickly change the entire investment case.
That is why expansion should always be assessed through a long-term lens. It is not just about market size or short-term opportunity, but about stability, predictability and the direction of travel.
Operators that build flexibility into their strategy, diversify their exposure and avoid overcommitting too early tend to be much more resilient when volatility materialises.
iGaming Expert: Does AI play a role in market expansion? If so, how do you tap into the tech?
AI definitely plays a role, but primarily as a multiplier of execution rather than a driver of expansion decisions themselves.
Where it becomes powerful is in how effectively you operate once you enter a market. AI can improve decision-making, accelerate testing and learning, optimise player journeys and increase efficiency across the organisation. All of that becomes even more important when you are scaling in a new or competitive environment.
At Casumo, we approach AI through a structured programme where value creation is balanced with governance and organisational readiness. That is important because AI only creates impact if it is embedded properly into how the business operates.
The operators that will benefit most are the ones that treat AI as part of their operating model, not just as a standalone innovation initiative.
iGaming Expert: When scaling your operation and continuing to grow, what challenges in terms of personalisation at scale can occur?
Personalisation at scale is less about technology and more about coherence.
The real challenge is aligning product, data, marketing and player operations so that the experience feels consistent and intentional. Without that alignment, personalisation can quickly become fragmented or even contradictory.
At the same time, the brand plays an important role here. Personalisation should not dilute the identity of the product. It should reinforce it. The goal is not to create thousands of completely different experiences, but to make the core experience feel more relevant to each player while staying true to the brand.
The most effective approach is to focus on a few high-impact use cases that genuinely improve the journey, and scale those in a controlled way. Personalisation should simplify and enhance the experience, not make it more complex.
iGaming Expert: Have tightened margins meant that you have to take a more creative approach to gamification to ensure that player loyalty is secured?
Tighter margins definitely push operators to rethink how they build loyalty, but I would not see gamification as a standalone solution.
In the past, loyalty has often been heavily driven by promotions and incentives. As margins tighten, that becomes less sustainable. So the focus shifts towards the experience itself.
This is where brand, again, becomes much more important. Loyalty is built when players recognise and value the experience you offer, not just the incentives around it. Gamification can support that by enhancing the entertainment layer, but it needs to be aligned with the brand and feel natural within the product.
If gamification is just an overlay, it does not create lasting engagement. If it is integrated into the experience and reinforces the brand, it can contribute to stronger loyalty.
Ultimately, in a tighter environment, loyalty is earned through consistency, trust and entertainment value, not just mechanics.
iGaming Expert: What are the key steps that you feel are essential for regulators in terms of thwarting the black market?
The reality is that the black market is not hidden. It is visible. The challenge is not identifying it, but acting on it.
Today, unlicensed operators can still be accessed easily through search, affiliate sites and social channels. In many cases, they offer comparable products, use similar marketing techniques and provide accessible payment options. That makes the issue less about awareness and more about effective enforcement.
If those operators can continue to operate openly and reach players through mainstream channels, then regulation on its own is not enough. Enforcement needs to be stronger, faster and more consistent across the entire ecosystem, not just at the operator level, but also across affiliates, platforms and payment providers that enable access.
At the same time, regulated markets need to remain commercially viable. If the gap between regulated and unregulated experiences becomes too large, players will naturally look for alternatives.
So the solution is not one-dimensional. It requires both decisive action against what is already clearly visible, and a regulatory framework that keeps the licensed market competitive, attractive and trusted by players.
iGaming Expert: How dangerous has the rise of influencers promoting offshore operators and games become?
It is a serious and growing concern. Influencers have reach, credibility and the ability to shape behaviour, particularly among younger audiences. When that influence is used to promote unregulated operators, it creates a direct pathway into environments that lack the protections of licensed markets.
The issue is not only reputational for the industry but also directly linked to consumer risk. Players who engage through those channels are often exposed to products and practices that do not meet the same standards.
Addressing this requires stronger enforcement, but also more accountability from the platforms that enable this type of promotion. Without that, it becomes very difficult to control.
iGaming Expert: In new markets, why is stability and collaboration between the regulator and industry stakeholders so crucial?
Stability and collaboration are fundamental because they create the conditions for sustainable investment.
Operators make long-term decisions around product, technology, people and compliance. If the regulatory environment is unpredictable, it becomes much harder to commit to those investments with confidence.
Collaboration is equally important. Regulators and operators ultimately share a common objective: creating a safe and sustainable market. When there is open dialogue and mutual understanding, frameworks tend to be more effective and more practical.
The strongest markets are usually the ones where regulation is clear, consistent and developed with input from the industry. That creates an environment where operators can invest responsibly and players can trust the system.
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