In the iGaming industry, the chasm between C-level executives and frontline employees is a familiar terrain navigated by companies aiming for success. The divergence in perspectives between those setting strategic directions and those executing them is not unique to this sector, but here it poses distinct challenges and opportunities. As the industry grows, incorporating diverse viewpoints in strategic planning becomes an essential practice that can lead to substantial benefits.
The contrast in perspectives is highlighted in EvenBet Gaming’s recent ‘iGaming Future 2026: Core Trends and Challenges’ report. This report, based on insights from over 700 iGaming professionals, uncovers critical considerations for businesses striving to align strategic, regulatory, and operational efforts.
Within the complex iGaming landscape, marketing strategies reveal significant discrepancies. According to EvenBet Gaming CEO Dmitry Starostenkov, the channels used for industry insights vary notably between C-level leaders and operational staff. He notes that while social media and in-person networking are pivotal for both groups, the weight given to each channel differs. For instance, 54% of respondents cite social media as critical, yet CEOs also place considerable importance on traditional media and conferences, reflecting a balanced approach to digital and personal connections.
Geographical distinctions further complicate this picture. In mature European markets, 32% of CEOs prefer email newsletters and 47% rely on online media, contrasting with Asia where both channels hold only a 24% share. This suggests that while digital and traditional channels are both valued, regional preferences shape their respective weights in strategic insights.
Attention to talent retention is growing among iGaming leaders. Unlike previous years where recruitment trumped retention, the 2025 report indicates a shift towards keeping top talent. This change highlights a broader industry pivot towards sustaining workforce quality as a core strategic focus.
Yet, the most pressing challenge remains consistent: navigating gambling regulations. Regulatory issues are prioritized by 23% of executives, slightly more than the 19% of other employees, underlining a pervasive concern across the sector. With regulatory landscapes shifting globally — as seen in India’s ban on real-money gambling and Europe’s increased restrictions — iGaming companies must continually adapt. Starostenkov emphasizes that anticipating these regulatory shifts is crucial for success, requiring proactive compliance, technology investment, and stakeholder engagement.
Moreover, player safety and user experience are under heightened scrutiny, amplifying the pressure on operators and vendors to adhere to responsible gaming practices. Kimberley Broad, Chief of Public Affairs at Games Global, warns of the growing risks associated with non-compliance, noting that potential fines and reputational damage impact all facets of a company.
Innovation offers a silver lining, with broad alignment on its importance across various levels. Companies are embracing innovations that have been implemented, with notable differences observed between regions and verticals. Affiliates are advancing in AI adoption, with 5-6% higher engagement compared to others, while payment providers excel in personalized customer experiences. Regional variations also emerge, as European entities prioritize customer-centric innovations, whereas Asian companies focus on technology and machine learning.
Despite general consensus on innovation, differing opinions can cause internal friction. Surveys like EvenBet’s help identify these gaps, ensuring strategic alignment with industry evolution and internal challenges. For instance, competitive salaries are undervalued by executives yet prioritized by potential employees, suggesting a misalignment in what attracts top talent. Similarly, while industry events are seen as informative, they are not prioritized as marketing channels, highlighting a potential disconnect in strategic communication.
Looking ahead, predicting whether minor viewpoint differences will widen is complex, shaped by both internal growth stages and external market forces. As Starostenkov notes, in structured markets post-expansion, internal informational gaps may increase, whereas startups face minimal perception gaps due to their collaborative environments. The transition from startup to larger enterprise, as experienced by EvenBet Gaming, requires robust internal communication strategies to maintain alignment of corporate goals across all levels.
The industry’s strategic shift is apparent, with a stronger focus on market retention and lifetime value over aggressive expansion. Executives and frontline members must closely align to thrive in a saturated market with tightening regulations. The mindset shift involves acknowledging that competition is unavoidable and opportunities scarce, necessitating cohesive strategies to navigate this challenging yet rewarding landscape.