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“Our investment is going into regulated markets, and yes over time we will likely consider pulling out of certain markets. I think Playtech has done a very good job, [regulated revenues] are more than 85%.”

Meanwhile its B2C revenue, which took a significant hit last year as it offloaded the majority of its B2C operations, including Snaitech and Happy Bet, declined 22% to €32 million.

This segment is predominantly made up of Sun Bingo in the UK, a white label brand which Playtech said it was reviewing in March, due to the impact of the UK Remote Gaming Duty hike earlier this year.

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Online sports would make up 48% of its adjusted EBITDA, followed by distributed gaming (27%) and casinos (25%).

Van Lancker said the merger would combine the strengths of both businesses to create a larger and more diversified company with “greater scale and enhanced capabilities” to accelerate growth and create value.

The enlarged group could deliver up to €4 billion in capital returns over the three years following the completion of the deal.

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The first time I walked into an iGaming conference was daunting. I knew next to no-one in the industry and, as far as I knew, no one knew me. I was an outsider in every sense, representing an unknown product in an industry I believed would be resistant to change.

While this initially seemed terrifying, I quickly discovered that this outsider status was a gift. It has allowed me to view the industry through fresh eyes. I do not have any preconceptions about companies or products. This has become my superpower, allowing me to analyse the industry without bias and, hopefully, help shape its future.

iGaming was not the industry I set out to work in. Before 2021, I worked in finance and business – agro companies, management consultancy and investment funds, none of which were remotely linked to the industry.