Q&A: GiG on the challenge of rejuvenating a fragmented online betting business
GiG’s B2C divestiture put the final nail in the coffin for the one-stop-shop model. EGR Intel enjoys an open chat with CEO Richard Brown about a transformative first six months in the top job at the Malta-based business
Gaming Innovation GroupBetsson for €33mEGR IntelEGR Intel: GiG was a fragmented business when you took over. Has it been streamlined as a result of the strategic review? Richard Brown (RB):EGR Intel: Why choose to focus solely on B2B? RB:EGR Intel: Did the restructure also allow GiG to reduce its debt position? RB:EGR Intel: You mentioned the sale of B2C assets to Betsson. What is the key generator of value in the new-look GiG business? RB:EGR Intel: GiG is intending to reduce its headcount to 430 by the end of 2020. Does that include those employees joining Betsson and in which other areas will you cut down?RB:EGR Intel: What does the sportsbook division at GiG look like right now? RB:EGR Intel: Is GiG still committed to sports betting as a business sector? RB:EGR Intel: GiG is eyeing €400,000 in monthly cost savings from its sports department. Will that be achieved by the measures discussed previously?RB:EGR Intel: Who will manage the new-look sports division? RB:EGR Intel: The B2C sale to Betsson will help improve the debt position but what else does GiG stand to gain from that transaction in the long term? RB:EGR Intel: GiG has not made a huge impact in the US, despite deals with Hard Rock in New Jersey and Iowa. Are you still confident of delivering an ROI there?RB:EGR Intel: Where does the US fit in with GiG’s growth strategy? RB:EGR Intel: Will joint ventures be GiG’s chosen method as and when things return to normal?RB:EGR Intel: A final question – are you enjoying being chief executive? RB: