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Ultimately, Ahlberg sees the acquisition as opening two possible paths for GiG, with the balance between B2B and B2C likely to depend on how each business performs. “I definitely think this business will become a larger part of GiG,” he concludes.

“And then I guess we will see. I mean if this business really grows fast, then it might become more B2C, but as I see it now, it feels like a kind of a 50-50 story where you have both opportunities there.

“If the B2B starts to grow faster, they might end up doing a bit more of that. If the B2C
does really well, they might end up doing more B2C. So I guess it’s still a bit early to see where it ends up longer term.”

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“People will lose money faster on exchanges for lots of reasons,” Marantelli says. “It inherently increases spend, volatility, lots of things. And you’re playing against a sharper audience than you’re playing against at the DraftKings sportsbook.”

He compares the effect with sportsbook cash-out features, which gave customers more apparent control over their bets but may also have encouraged greater spending. The crucial difference is that an exchange customer can be facing a specialist whose entire business is identifying inaccurately priced contracts.

Kendrick sees a warning in the history of betting exchanges. In their early growth phase, there was sufficient retail liquidity for numerous market makers to profit. As that retail pool weakened, the sharper firms increasingly found themselves trading against one another.

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He nevertheless believes recruitment is still the bigger challenge over retention.

“The gaming industry operates in a highly competitive talent market, particularly for digital, technology, data, AI and product roles,” he says.

Skinner also says perceptions of the industry can hinder recruitment.