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The Netherlands has a government that may be a little heavy handed, a regulator that knows this, and a monopolistic operator that’s trying to do its best for the customer. The industry is an active participant in trying to erradicate the growing illegal market. This week, state-lottery operator Nederlandse Loterij took action against the offshore operator behind the brand Skyhills, ordering them to cease serving Dutch players.

What else can Netherlands gambling operators do to stop the flow of players offshore? Holland Casino is a member of online gambling trade association VNLOK which represents 90% of the licensed operators, and Petra answers simply: “If we knew the answer, we would try to reach it.

“What I do think is that deciding together, not only as operators, but together with politicians and stakeholders, that a legal market is very important to get that done. We’re not there yet, and that’s what we’re saying.

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Kesitilwe acknowledges that while Africa is one continent, it is also hugely diverse in terms of markets with different realities across regulatory structures and social contexts.

Therefore, the aim is not to create a single regulatory model, but rather continued collaboration that allows for locally relevant messaging and measures.

“We respect those differences,” Kesitilwe explains. “At the same time, many of these risks cross borders. We do not need identical laws in every country, but we do need greater cooperation.

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But that isn’t the case according to Richards: “We are not signalling plans to re-enter B2C elsewhere; Africa is a distinct case: a high-growth, underpenetrated region where owning a local operator makes strategic sense in a way it may not elsewhere.”

There’s also a financial constraint, with Ahlberg noting that GiG has used its available cash and is raising additional capital to fund the 888Africa transaction, meaning he doesn’t expect the company to pursue further B2C acquisitions in the short term.

Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.