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Issue 9

VOICES OF CHANGE Inside Africa’s Gaming Evolution 1

https://t.me/igaminginafrica

www.igamingafrika.com

EDITOR’S NOTE Africa’s iGaming story is being rewritten. Across the continent, the iGaming industry continues to evolve at remarkable speed. But as this issue of iGaming AFRIKA Magazine demonstrates, Africa’s opportunity cannot be understood through a single market, a single strategy, or a one-size-fits-all approach. From market localisation and commercial growth to payments, partnerships, regulation and technology, the conversations shaping the industry are becoming increasingly sophisticated. Success is no longer simply about entering an African market; it is about understanding the market, respecting its unique dynamics and building solutions that respond to the realities of its players, businesses and regulators. This issue also looks beyond technology and commercial performance to the people and leadership driving the industry forward. Our conversations around governance, responsible leadership, women in iGaming and Africa’s entrepreneurial potential remind us that sustainable growth must be built on more than numbers. It requires trust, accountability, innovation and a genuine understanding of the communities that make these markets possible. As Africa’s iGaming ecosystem matures, so too must the conversations around it. The future will belong to organisations that can combine commercial ambition with local insight, technological innovation with responsible practices, and global expertise with African leadership. In this ninth issue of iGaming AFRIKA Magazine, we bring you perspectives from across this rapidly changing landscape, examining where the industry is today, where it is heading, and what it will take to build an iGaming ecosystem that is not only commercially successful, but sustainable and distinctly African. Welcome to Issue 9. Enjoy the read.

Baraka Jefwa

Editor, iGaming AFRIKA

Sitting on Both Sides of the Table: A Compliance Leader's Blueprint for Africa's Gaming Future In this conversation, Adenike Oyebamiji, Legal Compliance Manager for West Africa at Velex Advisory shares the lessons that dual perspective has taught her, from the mistakes international companies keep making when they underestimate Africa's markets, to why she believes collaboration, not just regulation, will determine the industry's next chapter.

Payment Infrastructure: Solving Cross-Border Payouts in African Gaming In this piece, Abigail Munene, the VP of marketing at Kotani Pay, takes us through the structural friction that is crippling the cross-border operations. From high transaction fees and trapped liquidity to differing regulatory and compliance frameworks across African nations. Additionally, she traces the evolution of African payment systems, and offers actionable insights on streamlining deposit and withdrawal channels and shares a vision for the future of payment systems in the African iGaming industry.

The Bigger Picture: Why Retargeting is Africa’s Untapped Growth Opportunity For years, the conversation around growth in African iGaming has centred almost entirely on acquisition: more traffic, bigger campaigns, and new markets to unlock. Najib Choujaa, Head of Growth for Africa and the Middle East at Kadam, draws on Kadam's own campaign data from markets including Nigeria, South Africa, Tanzania, and Côte d'Ivoire, he makes the case that retargeting, not just acquisition, is where the real economics of growth now live.

Beyond the Boardroom: Loyce Oluoch on Leadership, Governance and Africa’s Future In an interview with iGaming AFRIKA Magazine, Loyce Oluoch, Country Director at Choplife Gaming, shares insights from more than a decade of experience across leadership, governance and multiple African markets and industries. She explores what it takes to lead effectively in Africa today and what the next generation of African leaders must do to prepare for tomorrow.

Hamed Rahimi on Technology, Localisation and the Future of iGaming Hamed Rahimi, CEO of Betora Global, reflects on Betora’s approach to working alongside operators, the importance of adapting technology to local market needs, and what the company is focused on as it continues to grow.

Inside the iGaming AFRIKA Summit: Dianah Wathanji on Growth, Opportunity and What Comes Next In an in-depth interview with iGaming AFRIKA Magazine, Dianah Ann Wathanji Kariuki, Head of Sales at iGaming AFRIKA Summit, reflects on the journey of taking the Summit from an idea that required the industry’s trust to an established platform with more than 3,000 attendees at its first edition, sharing what the team learnt from exhibitors and sponsors, what businesses are looking for when they invest in an industry event, and how these lessons are shaping the commercial opportunities and vision for the 2027 iGaming AFRIKA Summit.

Global Integration: SBC Efforts to Purposeful Growth with the 2026 Summit Rasmus Sojmark, CEO and Founder of SBC & Sports Global Group, highlights the efforts they’ve made at SBC to ensure Africa is included in the global gaming conversation. From inviting the continent's top gaming decision-makers to partnering with top associations to ensure the success of the event.

CEO’S NOTE It is with great pride and gratitude that we welcome you to the 9th issue of the iGaming AFRIKA Magazine. As we reflect on the past few months, one moment stands out above all else, the inaugural iGaming AFRIKA Summit 2026, (the iGA Summit), held in Nairobi, Kenya. What began as an ambitious vision to bring Africa’s gaming community together became a remarkable reality, and ultimately, a massive success. We would like to sincerely thank the entire iGaming in Africa community for coming out in such large numbers to support, participate in and make the inaugural iGA Summit what it was. The Summit demonstrated the strength, creativity and potential of Africa’s gaming industry. We witnessed meaningful business conversations that translated into deals, partnerships and new opportunities. Companies showcased highly advanced products and technologies specifically designed to address the unique needs and opportunities of African markets. Perhaps most importantly, the industry came together to learn, exchange ideas and challenge itself through an exceptional line-up of experienced speakers and thought leaders. The success of the inaugural Summit has given us even greater confidence in what we can achieve together. I am therefore delighted to officially confirm that the 2nd edition of the iGaming AFRIKA Summit will take place from 4–6 May 2027 at the Sarit Expo Centre in Nairobi, Kenya - the same venue and dates that hosted our inaugural edition. As we look towards 2027, however, the conversation must go beyond another successful event. The future of Africa’s gaming industry depends on how well we work together as a community. This is why platforms such as the iGA Summit, iGaming AFRIKA Magazine and other industry forums are so important. They create spaces where the African gaming community can come together, exchange knowledge, build relationships and collectively shape the direction of our industry. As we prepare for the 2nd edition of the iGA Summit in Nairobi, I invite you once again to be part of this great movement. Come with your ideas, your expertise, your products, your partnerships and your vision for the future of gaming in Africa. The Summit. The Magazine. The Community. It’s all here - for you.

Jeremiah Maangi CEO, iGaming AFRIKA 9

KEYFEATURES

Hamed Rahimi

Abigail Munene

Najiib Choujaa

Adenike Oyebamiji

KEYFEATURES

Rasmus Sojmark

Diana Waithanji

Loyce Oluoch

Juliet Mphande

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Putting this issue together, I kept coming back to how many different sides there are to Africa’s gaming industry. There are conversations about growth and new markets, but also about the work behind that growth; the technology, payments, Putting this issue together, I kept coming back to how many compliance, leadership and partnerships that make it possible. different sides there are to Africa’s gaming industry. There are What I enjoyed most about this edition was the variety of conversations about growth and new markets, but also about voices. From operators and technology companies to industry the work behind that growth; the technology, payments, leaders and the people building platforms for the sector, each compliance, leadership and partnerships that make it possible. conversation brought a different view of where the industry What I enjoyed most about this edition was the variety of voices. From operators and technology companies to industry leaders and the people building platforms for the sector, each stands today and what could come next. conversation brought a different view of where the industry stands today and what could come next. Issue 9 is, in many ways, a collection of those perspectives. It looks beyond the numbers and the headlines to the people Issue 9 is, in many ways, a collection of those perspectives. It making decisions, solving problems and creating opportunities looks beyond the numbers and the headlines to the people across the market. making decisions, solving problems and creating opportunities across the market. I hope you enjoy discovering these stories as much as I enjoyed bringing them together. I hope you enjoy discovering these stories as much as I enjoyed bringing them together.

Anne Jelagat Editorial Designer, Anne iGamingJelagat AFRIKA

Editorial Designer, iGaming AFRIKA

Adenike Oyebamiji Legal Compliance Manager, West Africa at Velex Advisory

Sitting on Both Sides of the Table:

A Compliance Leader's Blueprint for Africa's Gaming Future Most compliance professionals only ever see the industry from one side of the desk. Adenike Oyebamiji has sat on both. Before she was advising international operators on how to enter African gaming markets, she was inside the regulator's office at the Lagos State Lotteries and Gaming Authority, shaping the very rules those operators now have to navigate. That dual vantage point, regulator and advisor, gatekeeper and guide, has become the defining thread of her career, and it shapes everything from how she interprets the law to how she believes Africa's gaming industry should grow. Today, as Legal Compliance Manager, West Africa at Velex Advisory Adenike occupies a rare position: trusted by regulators for her grounding in the realities of enforcement and trusted by operators for her understanding of what it actually takes to build a compliant, commercially viable business on the continent. In this conversation, she shares the lessons that dual perspective has taught her, from the mistakes international companies keep making when they underestimate Africa's markets, to why she believes collaboration, not just regulation, will determine the industry's next chapter.

Wataalamu wengi wa uzingatiaji sheria huiona sekta hii kutoka upande mmoja pekee wa meza. Adenike Oyebamiji ameketi pande zote mbili. Kabla ya kuanza kuwashauri waendeshaji wa kimataifa kuhusu jinsi ya kuingia katika masoko ya michezo ya kubahatisha barani Afrika, alikuwa ndani ya ofisi ya mdhibiti katika Mamlaka ya Lagos State Lotteries and Gaming Authority, akishiriki katika kuunda kanuni ambazo waendeshaji hao wanapaswa kufuata leo. Mtazamo huo wa pande mbili, mdhibiti na mshauri, mlinzi wa lango na mwongoza njia, umekuwa kiini cha safari yake ya kikazi. Umeathiri kila kitu, kuanzia namna anavyotafsiri sheria hadi mtazamo wake kuhusu jinsi sekta ya michezo ya kubahatisha Afrika inavyopaswa kukua. Leo, akiwa Meneja wa Uzingatiaji wa Sheria, Afrika Magharibi katika Velex AdvisoryAdenike anashikilia nafasi ya kipekee: anaaminika na wadhibiti kwa sababu ya uelewa wake wa kina kuhusu uhalisia wa utekelezaji wa sheria, huku waendeshaji wakimwamini kwa sababu anaelewa kwa vitendo kile kinachohitajika ili kujenga biashara inayozingatia sheria na yenye uwezekano wa kibiashara barani Afrika. Katika mazungumzo haya, anashiriki mafunzo aliyopata kutokana na mtazamo huo wa pande mbili, kuanzia makosa ambayo kampuni za kimataifa huendelea kufanya zinapopuuza upekee wa masoko ya Afrika, hadi kwa nini anaamini kuwa ushirikiano, na si udhibiti pekee, ndio utakaoamua sura ya awamu ijayo ya sekta hii.

Could you please provide an overview of yourself and your background?

Tafadhali unaweza kutueleza kwa ufupi kuhusu wewe mwenyewe na historia yako ya kikazi?

I am Adenike Oyebamiji, a legal practitioner with over 11 years of legal experience. I started my career in core legal practice as an associate in a reputable law firm, which gave me an excellent legal foundation in dispute resolution, regulatory interpretation and corporate governance, before proceeding to the Lagos State Lotteries Board (now Lagos State Lotteries and Gaming Authority), where I gained firsthand experience from the regulator’s perspective.

Mimi ni Adenike Oyebamiji, mtaalamu wa sheria mwenye uzoefu wa zaidi ya miaka 11 katika taaluma ya sheria. Nilianza safari yangu ya kikazi katika utendaji wa sheria kama mshirika katika kampuni ya sheria yenye hadhi nzuri, jambo lililonipa msingi imara katika utatuzi wa migogoro, tafsiri ya kanuni na utawala bora wa kampuni, kabla ya kujiunga na Lagos State Lotteries Board (sasa Lagos State Lotteries and Gaming Authority), ambako nilipata uzoefu wa moja kwa moja kutoka kwa mtazamo wa mdhibiti.

Following my tenure at the Authority, I subsequently joined Velex Advisory, where I serve as the Legal Compliance Manager for West Africa. In this role, I drive compliance processes, assist companies with market entry in West Africa, and ensure clients navigate the regulatory landscape effectively. My work also involves providing legal advisory services to gaming operators, gaming regulators, gaming providers, and organising compliance training programs and events.

Baada ya kipindi changu katika Mamlaka hiyo, nilijiunga na Velex Advisory, ambako ninahudumu kama Meneja wa Uzingatiaji Sheria wa Afrika Magharibi. Katika nafasi hii, ninaongoza michakato ya uzingatiaji sheria, kusaidia kampuni kuingia katika masoko ya Afrika Magharibi, na kuhakikisha wateja wanapitia kwa ufanisi mazingira ya udhibiti. Kazi yangu pia inahusisha kutoa ushauri wa kisheria kwa waendeshaji wa michezo ya kubahatisha, wadhibiti wa sekta hiyo na watoa huduma za michezo ya kubahatisha, pamoja na kuandaa programu na matukio ya mafunzo kuhusu uzingatiaji sheria.

Beyond my professional role, I am passionate about industry development, mentoring young professionals and creating opportunities for knowledge sharing and collaboration across the continent. In furtherance of this commitment, I also serve as the Chief Operations Officer of Africa Gaming Expo (AGE), where I play a pivotal role in the strategic direction and operational execution of Africa’s leading gaming event.

Mbali na majukumu yangu ya kikazi, nina shauku kubwa kuhusu maendeleo ya sekta, kuwashauri na kuwaongoza wataalamu vijana, pamoja na kuunda fursa za kubadilishana maarifa na kushirikiana kote barani Afrika. Katika kuendeleza dhamira hii, pia ninahudumu kama Afisa Mkuu wa Uendeshaji wa Africa Gaming Expo (AGE),

I would say my legal career has given me the platform to continue to thrive in the ever-evolving gaming industry. I strongly believe that Africa’s gaming industry has enormous potential, provided we continue to build on the foundations of integrity, collaboration and responsible innovation.

ambapo ninashiriki kwa nafasi muhimu katika kuweka mwelekeo wa kimkakati na kusimamia utekelezaji wa shughuli za tukio hili linaloongoza katika sekta ya michezo ya kubahatisha barani Afrika.

Africa’s gaming industry is experiencing rapid growth, but growth often brings greater responsibility. From your perspective, how can African markets strike the right balance between encouraging innovation and ensuring strong, responsible regulation?

Ningesema kwamba safari yangu katika taaluma ya sheria imenipa msingi wa kuendelea kustawi katika sekta ya michezo ya kubahatisha ambayo inabadilika kila wakati. Ninaamini kwa dhati kwamba sekta ya michezo ya kubahatisha barani Afrika ina uwezo mkubwa sana, mradi tu tuendelee kujenga juu ya misingi ya uadilifu, ushirikiano na ubunifu unaowajibika.

I believe that responsible regulation is the bedrock upon which this growth should be built. Regulation should not exist to stifle growth; it should provide the structure that allows innovation to thrive. Regulation and innovation do not have to compete with one another; they should complement each other.

Sekta ya michezo ya kubahatisha barani Afrika inakua kwa kasi, lakini ukuaji mara nyingi huleta uwajibikaji mkubwa zaidi. Kwa mtazamo wako, masoko ya Afrika yanawezaje kupata uwiano sahihi kati ya kuhamasisha ubunifu na kuhakikisha kuna udhibiti thabiti na unaowajibika?

When I worked on the regulatory side, I saw why robust regulation is necessary. Regulators are responsible for protecting the industry, players inclusive and for ensuring market integrity and maintaining public confidence. However, working with operators has shown another side of the story. Businesses need certainty, and regulations must be clear, predictive and practical enough to allow operators to innovate and invest with confidence. The best regulation is the smartest regulation.

Ninaamini kwamba udhibiti unaowajibika ndio msingi ambao ukuaji huu unapaswa kujengwa juu yake. Udhibiti haupaswi kuwepo ili kuzuia ukuaji; unapaswa kutoa muundo unaowezesha ubunifu kustawi. Udhibiti na ubunifu si lazima ushindane; vinapaswa kukamilishana.

Therefore, I believe the balance comes from continuous engagement. Regulators and operators should have open and ongoing conversations about emerging trends, challenges and opportunities. These conversations enable regulators to make informed decisions and formulate regulations that are effective, as they have a better understanding of what is going on in the market and are able to develop policies that complement innovation. Having worked closely with gaming regulations in Nigeria and across West Africa, what do you believe are the biggest regulatory conversations the industry needs to have over the next five years? Over the next five years, I believe the biggest regulatory conversation in the African gaming industry will be how to regulate for the future without limiting innovation. The African gaming market is growing rapidly, and regulatory frameworks therefore need to evolve at the same pace as the industry. Regulators should adopt more principle-based approaches that are flexible enough to accommodate emerging technologies, new business models, products and changing consumer behaviour. Another critical conversation will be around digital payments. Some jurisdictions have restrictions on the use of digital payment technologies such as blockchain, cryptocurrency, etc. The question should not simply be whether these innovations should be permitted, but how they can be regulated responsibly through KYC, AML and responsible gaming measures that mitigate risk without discouraging progress. The industry also needs to have more coordinated discussion on cross-border regulatory collaboration and enforcement. Illegal and unlicensed operators do not recognise jurisdictional boundaries, and neither should regulatory cooperation. Greater collaboration between regulators will strengthen enforcement, reduce the impact of the black market, improve information sharing, and create a more predictable environment for compliant operators seeking to expand across multiple African markets.

Nilipokuwa nikifanya kazi upande wa udhibiti, niliona kwa nini udhibiti thabiti ni muhimu. Wadhibiti wana jukumu la kulinda sekta, wakiwemo wachezaji, kuhakikisha uadilifu wa soko unadumishwa na kulinda imani ya umma. Hata hivyo, kufanya kazi na waendeshaji kumeonyesha upande mwingine wa suala hili. Biashara zinahitaji uhakika, na kanuni lazima ziwe wazi, zenye kutabirika na za kiutendaji kiasi cha kuwawezesha waendeshaji kubuni na kuwekeza kwa kujiamini. Udhibiti bora zaidi ni ule wenye busara zaidi. Kwa hiyo, ninaamini uwiano huo unatokana na ushirikiano na mawasiliano endelevu. Wadhibiti na waendeshaji wanapaswa kuwa na mazungumzo ya wazi na ya mara kwa mara kuhusu mienendo mipya, changamoto na fursa zinazojitokeza. Mazungumzo haya huwawezesha wadhibiti kufanya maamuzi yenye taarifa sahihi na kuandaa kanuni zinazofanya kazi kwa ufanisi, kwa sababu wanakuwa na uelewa bora wa kinachoendelea sokoni na wanaweza kutengeneza sera zinazokwenda sambamba na ubuni. Baada ya kufanya kazi kwa karibu na kanuni za michezo ya kubahatisha nchini Nigeria na kote Afrika Magharibi, unaamini ni mijadala ipi mikubwa ya udhibiti ambayo sekta inapaswa kuwa nayo katika kipindi cha miaka mitano ijayo? Katika kipindi cha miaka mitano ijayo, ninaamini mjadala mkubwa zaidi wa udhibiti katika sekta ya michezo ya kubahatisha barani Afrika utakuwa ni jinsi ya kuandaa kanuni kwa ajili ya siku zijazo bila kuzuia ubunifu. Soko la michezo ya kubahatisha Afrika linakua kwa kasi, hivyo mifumo ya udhibiti inapaswa kubadilika kwa kasi inayolingana na ukuaji wa sekta. Wadhibiti wanapaswa kutumia zaidi mifumo inayozingatia misingi na kanuni badala ya kanuni ngumu zisizobadilika, ili kuwe na unyumbufu wa kutosha kushughulikia teknolojia zinazoibuka, miundo mipya ya biashara, bidhaa mpya na mabadiliko katika tabia za watumiaji. Mjadala mwingine muhimu utahusu malipo ya kidijitali. Baadhi ya mamlaka zina vikwazo kuhusu matumizi ya teknolojia za malipo ya kidijitali kama vile blockchain, cryptocurrency na kadhalika. Swali halipaswi kuwa tu ikiwa ubunifu huu unapaswa kuruhusiwa, bali jinsi unavyoweza kudhibitiwa kwa uwajibikaji kupitia hatua kama vile KYC, AML na michezo ya kubahatisha inayowajibika, ambazo hupunguza hatari bila kukwamisha maendeleo.

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One of the biggest mistakes is treating Africa as a single market. Every jurisdiction has its own legal framework, tax regime, consumer behaviour and operational realities. In such a dynamic industry, operators should expect regulatory reforms, changes to licensing conditions, new tax obligations and evolving advertising rules. A strategy that works in one country may not necessarily work in another.

It is encouraging to see organisations such as the African iGaming Alliance (AIA) and the African Lotteries and Gaming Association (ALGA), together with industry platforms like the Africa Gaming Expo (AGE) and the Gaming Tech Summit Africa (GTSA), fostering these important discussions. If this collaborative approach continues, I believe Africa will be well positioned to develop regulatory frameworks that not only address today's challenges but are resilient enough to support the industry's long-term growth and global competitiveness.

Sekta pia inahitaji kuwa na mijadala iliyoratibiwa zaidi kuhusu ushirikiano wa udhibiti na utekelezaji wa sheria kuvuka mipaka. Waendeshaji haramu na wasio na leseni hawatambui mipaka ya mamlaka, na ushirikiano kati ya wadhibiti pia haupaswi kutambua mipaka hiyo. Ushirikiano mkubwa zaidi kati ya wadhibiti utaimarisha utekelezaji wa sheria, kupunguza athari za soko lisilo rasmi, kuboresha ushirikishwaji wa taarifa na kuunda mazingira yanayotabirika zaidi kwa waendeshaji wanaozingatia sheria na wanaotaka kupanuka katika masoko mbalimbali ya Afrika.

You have had the unique experience of sitting on both sides of the table; from regulating gaming activities at LSLGA to advising operators and stakeholders at Velex Advisory. How has seeing both perspectives changed the way you approach compliance and industry growth?

Inatia moyo kuona mashirika kama African iGaming Alliance (AIA) na African Lotteries and Gaming Association (ALGA), pamoja na majukwaa ya sekta kama Africa Gaming Expo (AGE) na Gaming Tech Summit Africa (GTSA), yakichochea mijadala hii muhimu. Ikiwa mtazamo huu wa ushirikiano utaendelea, ninaamini Afrika itakuwa katika nafasi nzuri ya kuunda mifumo ya udhibiti ambayo haitashughulikia tu changamoto za leo, bali pia itakuwa imara na yenye uwezo wa kusaidia ukuaji wa muda mrefu wa sekta na ushindani wake kimataifa.

One of the greatest advantages of my career has been the opportunity to see the industry from both the regulators' and the operators’ perspectives. The dual perspective has changed the way I approach compliance. For me, compliance is no longer just about interpreting legislation or ticking regulatory boxes. It is about helping businesses understand the intention behind the rules and finding practical ways to achieve compliance while still meeting their commercial objectives to make a profit. We at Velex Advisory encourage operators to engage regulators early and see compliance as a business enabler rather than just a legal obligation. At the same time, I believe regulators achieve better outcomes when they understand the commercial realities operators face. The best results come when both regulators and operators work together.

Compliance is no longer just about interpreting legislation or ticking regulatory boxes. It is about helping businesses understand the intention behind the rules and finding practical ways to achieve compliance while still meeting their commercial objectives to make a profit.

Umekuwa na uzoefu wa kipekee wa kuketi pande zote mbili za meza; kuanzia kudhibiti shughuli za michezo ya kubahatisha katika LSLGA hadi kuwashauri waendeshaji na wadau kupitia Velex Advisory. Kuona mitazamo hii yote miwili kumebadilishaje namna unavyoshughulikia uzingatiaji sheria na ukuaji wa sekta? Moja ya faida kubwa zaidi za safari yangu ya kikazi imekuwa kupata fursa ya kuiona sekta kutoka mtazamo wa wadhibiti na waendeshaji. Mtazamo huu wa pande mbili umebadilisha namna ninavyouangalia uzingatiaji sheria. Kwangu, uzingatiaji sheria hauhusu tena tu kutafsiri sheria au kuweka tiki kwenye mahitaji ya udhibiti. Unahusu kusaidia biashara kuelewa dhamira iliyo nyuma ya kanuni na kutafuta njia za vitendo za kuzingatia sheria huku bado wakifikia malengo yao ya kibiashara na kupata faida. Katika Velex Advisory, tunawahimiza waendeshaji kuwahusisha wadhibiti mapema na kuuchukulia uzingatiaji sheria kama nyenzo inayowezesha biashara badala ya kuuona kama wajibu wa kisheria pekee. Wakati huo huo, ninaamini wadhibiti hupata matokeo bora zaidi wanapoelewa uhalisia wa kibiashara ambao waendeshaji wanakabiliana nao. Matokeo bora zaidi hupatikana pale ambapo wadhibiti na waendeshaji wanafanya kazi pamoja.

As Legal Compliance Lead for West Africa at Velex Advisory, you work with businesses entering and expanding across different jurisdictions. What are some of the mistakes international companies make when they underestimate the complexity of African gaming markets?

Kama Kiongozi wa Uzingatiaji Sheria kwa Afrika Magharibi katika Velex Advisory, unafanya kazi na biashara zinazoingia na kupanuka katika mamlaka mbalimbali. Ni makosa gani ambayo kampuni za kimataifa hufanya zinapodharau ugumu wa masoko ya michezo ya kubahatisha barani Afrika?

One thing I have consistently observed is that many international companies enter African markets with an incomplete understanding of the realities on the ground. Some are led to believe that market entry is straightforward, with minimal operational challenges or guaranteed success, only to discover that the reality is very different.

Jambo moja ambalo nimekuwa nikiliona mara kwa mara ni kwamba kampuni nyingi za kimataifa huingia katika masoko ya Afrika zikiwa na uelewa usiokamilika kuhusu uhalisia wa mazingira ya huko. Baadhi huamini kwamba kuingia sokoni ni jambo rahisi, lenye changamoto chache za kiutendaji au lenye mafanikio yaliyohakikishwa, lakini baadaye hugundua kwamba uhalisia ni tofauti kabisa.

Moja ya makosa makubwa ni kuichukulia Afrika kama soko moja. Kila mamlaka ina mfumo wake wa kisheria, mfumo wa kodi, tabia za watumiaji na uhalisia wa kiutendaji. Katika sekta inayobadilika kwa kasi kama hii, waendeshaji wanapaswa kutarajia marekebisho ya kanuni, mabadiliko ya masharti ya leseni, wajibu mpya wa kodi na mabadiliko katika kanuni za utangazaji. Mkakati unaofanya kazi katika nchi moja huenda usifanye kazi katika nchi nyingine.

Another common mistake is focusing almost entirely on obtaining a licence while overlooking operational readiness. Securing a licence is only the beginning. Success depends on understanding how the market operates in practice, from compliance and tax obligations to payments, customer support and regulatory engagement. This is where trusted local advisers with jurisdiction-specific knowledge become invaluable. They help operators anticipate challenges, avoid costly mistakes and make informed decisions, rather than learning expensive lessons after launch. I also see operators underestimate the cost of customer acquisition in mature markets such as Nigeria, Kenya and South Africa. These markets already have well-established brands with loyal customer bases and deep knowledge of local consumer behaviour. Before entering any market, operators should conduct thorough market research and ensure they have the financial capacity to compete sustainably. Technology localisation is another area that is often overlooked. Some companies deploy the same platforms they use in Europe without considering local infrastructure. Depending on the jurisdiction, operators should optimise their platforms for lower bandwidth, older Android devices and local internet conditions to ensure a seamless customer experience. Finally, successful market entry in Africa is not just about obtaining a licence. It is about understanding each market on its own terms, working with trusted advisers who understand the jurisdiction, and building an operating model that reflects the realities of that market. Those who invest in local expertise from the beginning are far better positioned for long-term success. Beyond your legal work, you played a key role in coordinating the inaugural Africa Gaming Expo in Lagos, bringing together stakeholders from more than 25 countries. What did that experience teach you about the power of collaboration in Africa’s gaming industry? Having attended many international gaming conferences over the years, we noticed that while Africa was often discussed, the conversations rarely reflected the realities, opportunities and challenges that are unique to African markets. That was one of the key motivations behind creating the Africa Gaming Expo (AGE). We wanted to build an event for Africa, by Africa, where discussions are relevant, practical and driven by those actively shaping the industry. One of our core objectives is to encourage meaningful collaboration across the gaming industry. This is why we introduced the Africa Gaming Regulators Roundtable, a closed-door forum where regulators can openly discuss common challenges, exchange ideas and explore opportunities for cross-border cooperation. We have since expanded these engagements to include focused sessions such as the African Igaming Alliance (AIA) Meet-up, the International Gaming Standards Association (IGSA) engagement with regulators, as well as dedicated meetings with operators and technology providers. These conversations are already translating into tangible outcomes. We have seen regulatory relationships strengthen across jurisdictions, including the signing of Memoranda of Understanding between Lagos State Lotteries and Gaming Authority (LSLGA) and the Gambling Authority of Botswana. More recently, we have continued to see increased cooperation between African regulators, demonstrating that these conversations are creating real impact beyond the conference itself, like the recent memorandum of understanding between the National Lotteries Commission, South Africa and the Gaming Board of Tanzania.

Kosa lingine la kawaida ni kuzingatia karibu kila kitu katika kupata leseni huku wakipuuza utayari wa kiutendaji. Kupata leseni ni mwanzo tu. Mafanikio yanategemea kuelewa namna soko linavyofanya kazi kwa vitendo, kuanzia uzingatiaji sheria na wajibu wa kodi hadi malipo, huduma kwa wateja na ushirikiano na wadhibiti. Hapa ndipo washauri wa kuaminika wa ndani wenye ujuzi mahususi wa mamlaka husika wanapokuwa muhimu sana. Wanawasaidia waendeshaji kutabiri changamoto, kuepuka makosa ya gharama kubwa na kufanya maamuzi yenye taarifa sahihi, badala ya kujifunza kupitia makosa ya gharama kubwa baada ya kuanza shughuli. Pia naona waendeshaji wakidharau gharama ya kupata wateja katika masoko yaliyoendelea kama Nigeria, Kenya na Afrika Kusini. Masoko haya tayari yana chapa zilizoimarika, zenye wateja waaminifu na uelewa wa kina wa tabia za watumiaji wa ndani. Kabla ya kuingia katika soko lolote, waendeshaji wanapaswa kufanya utafiti wa kina wa soko na kuhakikisha wana uwezo wa kifedha wa kushindana kwa uendelevu. Ujanibishaji wa teknolojia ni eneo lingine ambalo mara nyingi hupuuzwa. Baadhi ya kampuni hutumia mifumo ileile wanayotumia Ulaya bila kuzingatia miundombinu ya ndani. Kulingana na mamlaka husika, waendeshaji wanapaswa kuboresha mifumo yao ili ifanye kazi vizuri kwenye intaneti yenye kasi ndogo, vifaa vya zamani vya Android na mazingira ya ndani ya intaneti, ili kuhakikisha wateja wanapata uzoefu mzuri. Mwisho, kuingia kwa mafanikio katika soko la Afrika hakuhusu tu kupata leseni. Kunahusu kuelewa kila soko kwa misingi yake, kufanya kazi na washauri wanaoaminika wanaoelewa mamlaka husika, na kujenga mfumo wa uendeshaji unaozingatia uhalisia wa soko hilo. Wale wanaowekeza katika utaalamu wa ndani tangu mwanzo huwa katika nafasi nzuri zaidi ya kupata mafanikio ya muda mrefu. Mbali na kazi yako ya kisheria, ulicheza nafasi muhimu katika kuratibu Africa Gaming Expo ya kwanza huko Lagos, iliyowakutanisha wadau kutoka zaidi ya nchi 25. Uzoefu huo ulikufundisha nini kuhusu nguvu ya ushirikiano katika sekta ya michezo ya kubahatisha Afrika? Baada ya kuhudhuria mikutano mingi ya kimataifa ya michezo ya kubahatisha kwa miaka kadhaa, tuligundua kwamba ingawa Afrika ilikuwa ikizungumziwa mara kwa mara, mijadala hiyo haikuakisi kikamilifu uhalisia, fursa na changamoto ambazo ni za kipekee kwa masoko ya Afrika. Hilo lilikuwa moja ya sababu kuu zilizotuchochea kuanzisha Africa Gaming Expo (AGE). Tulitaka kujenga tukio la Afrika, lililoandaliwa na Waafrika, ambapo mijadala ni yenye umuhimu, ya vitendo na inaongozwa na watu wanaoshiriki kikamilifu katika kuunda sekta hii. Moja ya malengo yetu makuu ni kuhamasisha ushirikiano wenye maana katika sekta nzima ya michezo ya kubahatisha. Ndiyo maana tulianzisha Africa Gaming Regulators Roundtable, jukwaa la faragha linalowakutanisha wadhibiti ili waweze kujadili kwa uwazi changamoto zinazofanana, kubadilishana mawazo na kutafuta fursa za ushirikiano wa kuvuka mipaka. Tangu wakati huo, tumeendelea kupanua mijadala hii kupitia vikao maalum kama African iGaming Alliance (AIA) Meet-up, ushirikiano wa International Gaming Standards Association (IGSA) na wadhibiti, pamoja na mikutano maalum na waendeshaji na watoa huduma za teknolojia. Mijadala hii tayari inaanza kuleta matokeo yanayoonekana. Tumeona uhusiano kati ya wadhibiti ukiimarika katika mamlaka mbalimbali, ikiwemo kusainiwa kwa Mikataba ya Maelewano (MoUs) kati ya Lagos State Lotteries and Gaming Authority (LSLGA) na Gambling Authority of Botswana. 21

Beyond the formal sessions, we place significant emphasis on high-quality networking. We intentionally bring together regulators, operators, suppliers, investors and other stakeholders because lasting partnerships are often built through meaningful conversations. One of the most consistent pieces of feedback we receive from delegates is the quality of the people in the room and the opportunities to build valuable business relationships. We are equally intentional about the calibre of our speakers. Every speaker is carefully selected based on their expertise and practical experience, ensuring that attendees leave with insights they can genuinely apply in their businesses. You originally built your legal foundation in litigation before making the transition into gaming law; a field that was still developing in many African markets. What attracted you to this industry, and what made you decide that this was where you wanted to build your career? Looking back, I don’t think I chose gaming as much as the opportunity found me at exactly the right time. My background in litigation gave me strong legal training, but I realised quite early that I wanted to be involved in building industries, which led me to the gaming industry; a decision that shaped my career in ways I never imagined. What attracted me initially was the industry’s potential. It was evolving rapidly, driven by technology, innovation and changing regulation. I also saw gaps that needed to be addressed, and that challenged me. I have always been someone who enjoys solving problems, building solutions and contributing to the growth of an industry, so gaming felt like the right fit. What has kept me here is the diversity of the work. No two days are ever the same. One day I am discussing licensing requirements, another day I am reviewing technology agreements, advising on market entry, or organising compliance training or an industry event. Today, my role at Velex Advisory allows me to work across multiple African jurisdictions, helping operators navigate different regulatory and operational environments. Through Africa Gaming Expo, I also have the opportunity to contribute to conversations that bring regulators, operators and other stakeholders together to drive the industry’s development. Both roles allow me to contribute beyond legal advisory, and that is something I find incredibly rewarding.

Hivi karibuni pia tumeendelea kuona ushirikiano mkubwa zaidi kati ya wadhibiti wa Afrika, jambo linaloonyesha kwamba mazungumzo haya yanaendelea kuleta athari halisi hata nje ya mkutano wenyewe, kama ilivyo kwa Mkataba wa Maelewano wa hivi karibuni kati ya National Lotteries Commission ya Afrika Kusini na Gaming Board of Tanzania. Mbali na vikao rasmi, tunaweka mkazo mkubwa katika kujenga mitandao yenye ubora. Tunawaunganisha kwa makusudi wadhibiti, waendeshaji, wasambazaji, wawekezaji na wadau wengine kwa sababu ushirikiano wa kudumu mara nyingi hujengwa kupitia mazungumzo yenye maana. Moja ya maoni tunayopokea mara kwa mara kutoka kwa washiriki ni ubora wa watu waliopo kwenye ukumbi na fursa za kujenga mahusiano muhimu ya kibiashara. Pia tunaweka mkazo mkubwa katika kiwango cha wasemaji wetu. Kila msemaji huchaguliwa kwa umakini kulingana na utaalamu na uzoefu wake wa vitendo, ili kuhakikisha kwamba washiriki wanaondoka na maarifa ambayo wanaweza kuyatumia katika biashara zao. Ulijenga msingi wako wa kisheria katika kesi na masuala ya mahakamani kabla ya kuhamia katika sheria za michezo ya kubahatisha; eneo ambalo bado lilikuwa linaendelea kukua katika masoko mengi ya Afrika. Ni nini kilikuvutia katika sekta hii, na ni nini kilikufanya uamue kwamba hapa ndipo ulipotaka kujenga taaluma yako? Nikitazama nyuma, sidhani kama nilichagua sekta ya michezo ya kubahatisha kwa makusudi kama vile fursa yenyewe ilinikuta wakati muafaka kabisa. Msingi wangu katika masuala ya mahakamani ulinipa mafunzo thabiti ya kisheria, lakini niligundua mapema kwamba nilitaka kushiriki katika kujenga sekta mbalimbali. Hilo ndilo lililoniongoza kwenye sekta ya michezo ya kubahatisha; uamuzi ambao umeunda taaluma yangu kwa namna ambayo sikuwahi kufikiria. Kilichonivutia mwanzoni ni uwezo mkubwa wa sekta hii. Ilikuwa ikibadilika kwa kasi, ikichochewa na teknolojia, ubunifu na mabadiliko ya kanuni. Pia niliona mapengo yaliyohitaji kushughulikiwa, na hilo lilinipa changamoto. Daima nimekuwa mtu anayefurahia kutatua matatizo, kujenga suluhisho na kuchangia katika ukuaji wa sekta, hivyo michezo ya kubahatisha ilionekana kuwa sehemu sahihi kwangu. Kilichonifanya nibaki ni utofauti wa kazi. Hakuna siku mbili zinazofanana. Siku moja ninajadili mahitaji ya leseni, siku nyingine ninakagua mikataba ya teknolojia, natoa ushauri kuhusu kuingia sokoni, au ninaandaa mafunzo ya uzingatiaji sheria au tukio la sekta. Leo, nafasi yangu katika Velex Advisory inanipa fursa ya kufanya kazi katika mamlaka mbalimbali barani Afrika, kuwasaidia waendeshaji kupitia mazingira tofauti ya udhibiti na uendeshaji. Kupitia Africa Gaming Expo, pia nina fursa ya kuchangia katika mijadala inayowakutanisha wadhibiti, waendeshaji na wadau wengine ili kuendeleza sekta. Majukumu yote mawili yananiruhusu kuchangia zaidi ya kutoa ushauri wa kisheria, na hilo ni jambo ninaloliona kuwa la kuridhisha sana.

The gaming industry has given me opportunities to learn, grow and make meaningful contributions.

Sekta ya michezo ya kubahatisha imenipa fursa za kujifunza, kukua na kutoa mchango wenye maana.

You are known for mentoring aspiring legal professionals and giving back through community initiatives. What is one piece of advice you always find yourself giving young lawyers who want to make their mark in emerging industries like gaming?

Unajulikana kwa kuwashauri wataalamu chipukizi wa sheria na kutoa mchango kupitia mipango ya kijamii. Ni ushauri gani mmoja ambao hujikuta ukiwapa mara kwa mara wanasheria vijana wanaotaka kujijengea jina katika sekta zinazoibuka kama michezo ya kubahatisha?

When I look back on my journey, I think about how far I have come and, more importantly, the people who believed in me, guided me, and challenged me to grow. None of us succeeds alone, and I have always believed that whatever knowledge and opportunities we receive should be passed on to the next generation. That mindset is one of the reasons I established the Kiki Rowland Care Foundation. Giving back has always been important to me, whether through mentoring young professionals, creating opportunities, or supporting people in ways that can make a lasting difference. For young lawyers and professionals looking to build a career in gaming, my advice is to find your niche. The industry offers far more opportunities than many people realise, from legal advisory and regulatory compliance to AML/CFT, data protection, responsible gaming, business development, and many more. Don't limit yourself to the traditional legal path. Take time to understand how the industry works, identify where you can add value, and become known for solving real problems. Most importantly, never stop learning. The gaming industry evolves constantly, with new technologies, regulations, and challenges emerging all the time. Stay curious, invest in yourself, and compete with who you were yesterday rather than with others. Success should never make you complacent, because in a fast-moving industry, staying relevant requires continuous growth. iWhen you look back at your career years from now, what would make you feel that you have truly contributed to the growth of African gaming? Years from now, I hope people remember me as someone who helped build bridges between regulators and operators, between different African markets, and between experienced professionals and those just beginning their careers and not simply remember me as a lawyer or compliance professional. I would feel I have truly contributed to helping businesses enter African markets responsibly, and to supporting the development of stronger compliance standards across the continent. Mentorship is also a big part of that legacy; if years from now, some of the young professionals say that our conversations or guidance helped shape their journey, that would mean a great deal to me. At the end of the day, industries are built by people who choose to leave them better than they found them. If I can say I played even a small part in making Africa’s gaming industry better positioned for the future, I would consider that a career well spent.

Greater collaboration between regulators will strengthen enforcement, reduce the impact of the black market, improve information sharing, and create a more predictable environment for compliant operators seeking to expand across multiple African markets.

Ninapotazama nyuma katika safari yangu, huwa nafikiria jinsi nilivyofika mbali na, muhimu zaidi, watu walioniamini, walioniongoza na walionipa changamoto ili nikue. Hakuna anayefanikiwa peke yake, na siku zote nimeamini kwamba maarifa na fursa tunazopata zinapaswa kupitishwa kwa kizazi kinachofuata. Mtazamo huo ni moja ya sababu zilizonifanya nianzishe Kiki Rowland Care Foundation. Kutoa mchango kwa wengine daima imekuwa muhimu kwangu, iwe ni kupitia kuwashauri wataalamu vijana, kuunda fursa au kuwasaidia watu kwa njia zinazoweza kuleta mabadiliko ya kudumu. Kwa wanasheria vijana na wataalamu wanaotaka kujenga taaluma katika michezo ya kubahatisha, ushauri wangu ni tafuta eneo lako la utaalamu. Sekta hii ina fursa nyingi zaidi kuliko watu wengi wanavyotambua, kuanzia ushauri wa kisheria na uzingatiaji wa kanuni hadi AML/CFT, ulinzi wa data, michezo ya kubahatisha inayowajibika, maendeleo ya biashara na mengine mengi. Usijifungie kwenye njia ya jadi ya taaluma ya sheria. Chukua muda kuelewa namna sekta inavyofanya kazi, tambua mahali ambapo unaweza kuongeza thamani, na ujenge sifa ya kuwa mtu anayeweza kutatua matatizo halisi. Muhimu zaidi, usiache kujifunza. Sekta ya michezo ya kubahatisha hubadilika kila wakati, huku teknolojia mpya, kanuni na changamoto zikiibuka mara kwa mara. Endelea kuwa na hamu ya kujifunza, jiwekez e mwenyewe, na ushindane na yule uliyekuwa jana badala ya kushindana na wengine. Mafanikio hayapaswi kamwe kukufanya uridhike kupita kiasi, kwa sababu katika sekta inayobadilika kwa kasi, kubaki kuwa muhimu kunahitaji ukuaji endelevu. Unapotazama nyuma katika taaluma yako miaka mingi ijayo, ni jambo gani lingekufanya uhisi kwamba umechangia kwa kweli katika ukuaji wa sekta ya michezo ya kubahatisha Afrika? Miaka mingi ijayo, ningependa watu wanikumbuke kama mtu aliyesaidia kujenga madaraja kati ya wadhibiti na waendeshaji, kati ya masoko mbalimbali ya Afrika, na kati ya wataalamu wenye uzoefu na wale ambao ndio wanaoanza safari zao za kikazi na si kunikumbuka tu kama mwanasheria au mtaalamu wa uzingatiaji sheria. Ningehisi kwamba nimechangia kwa kweli ikiwa ningekuwa nimesaidia biashara kuingia katika masoko ya Afrika kwa uwajibikaji, na pia kusaidia katika maendeleo ya viwango imara zaidi vya uzingatiaji sheria kote barani. Ushauri na malezi ya wataalamu vijana pia ni sehemu kubwa ya urithi ninaotaka kuacha. Ikiwa miaka mingi ijayo baadhi ya wataalamu vijana watasema kwamba mazungumzo au ushauri wetu uliwasaidia kuunda safari zao, hilo litakuwa na maana kubwa sana kwangu. Mwisho wa siku, sekta hujengwa na watu wanaochagua kuiacha ikiwa bora kuliko walivyoikuta. Ikiwa nitaweza kusema kwamba nilishiriki hata kwa kiasi kidogo katika kuifanya sekta ya michezo ya kubahatisha Afrika iwe tayari zaidi kwa mustakabali wake, basi nitaona kwamba nimetumia taaluma yangu kwa njia yenye maana. 23

FIRA BARCELONA GRAN VIA 18-20 JANUARY 2027

Payment Infrastructure:

Solving Cross-Border Payouts in African Gaming Africa does not lack a payment infrastructure. I mean, there’s already a thriving fintech ecosytem of digital wallets, mobile money and internet banking systems. But why is smooth transaction still a major issue to operators and players? Well, in this interview with Abigail Munene, she sheds light on the main problem, fragmentation.

Afrika haikosi miundombinu ya malipo. Kwa kweli, tayari kuna mfumo unaokua kwa kasi wa teknolojia za kifedha unaojumuisha pochi za kidijitali, huduma za pesa kwa simu na mifumo ya benki mtandaoni. Lakini kwa nini bado kufanya miamala bila usumbufu ni changamoto kubwa kwa waendeshaji na wachezaji? Jibu kuu ni mgawanyiko wa mifumo.

Abigail Munene, the VP of marketing at Kotani Pay, takes us through the structural friction that is crippling the cross-border operations. From high transaction fees and trapped liquidity to differing regulatory and compliance frameworks across African nations.

Katika mahojiano haya na Abigail Munene, Makamu wa Rais wa Masoko katika Kotani Pay, anafafanua changamoto za kimuundo zinazoathiri shughuli za malipo ya mipakani. Changamoto hizo ni pamoja na gharama kubwa za miamala, fedha zinazokwama katika masoko mbalimbali, pamoja na tofauti za kanuni na masharti ya uzingatiaji wa sheria katika nchi za Afrika.

However, her outlook is far from grim. She goes ahead and takes us through the solution, stablecoins, which had been a game changer over the years. Additionally, she traces the evolution of African payment systems, and offer actionable insights on streamlining deposit and withdrawal channels and shares a vision for the future of payment systems in the African iGaming industry.

Hata hivyo, mtazamo wake si wa kukatisha tamaa. Anaeleza pia kuhusu suluhisho linaloweza kusaidia—sarafu thabiti za kidijitali (stablecoins)—ambazo zimekuwa na mchango mkubwa katika kubadilisha namna malipo yanavyofanyika. Aidha, anaelezea jinsi mifumo ya malipo barani Afrika ilivyobadilika, anatoa mawazo yanayoweza kutumika kurahisisha njia za kuweka na kutoa fedha, na kushiriki maono yake kuhusu mustakabali wa mifumo ya malipo katika sekta ya michezo ya kubashiri mtandaoni Afrika.

Tell us a little about yourself and your journey.

Tuambie kidogo kuhusu wewe na safari yako ya kikazi.

My name is Abigail Munene, and I’m the VP of Marketing at Kotani Pay, a payment infrastructure company connecting digital assets to local payment channels across Africa. Kotani Pay is registered as a financial service provider with South Africa’s Financial Sector Conduct Authority.

Naitwa Abigail Munene, na mimi ni Makamu wa Rais wa Masoko katika Kotani Pay, kampuni ya miundombinu ya malipo inayounganisha mali za kidijitali na njia za malipo za ndani katika masoko mbalimbali ya Afrika. Kotani Pay imesajiliwa kama mtoa huduma za kifedha chini ya Mamlaka ya Sekta ya Fedha ya Afrika Kusini.

My journey started in journalism and communications. Through a documentary I was working on, I was introduced to the world of blockchain, crypto and payments. That was about four years ago, and I’ve never looked back. What started as curiosity quickly became an interest in understanding how technology, money and people intersect, particularly in Africa. Four years in, I’m still learning every day. Africa's payment landscape has changed quite a bit in recent years. From where you sit, what do you think is the biggest payment challenge the continent still needs to solve? Definitely fragmentation. Africa has multiple countries, currencies, payment systems, regulators and consumer behaviours, and they don't all speak to each other. What works in Kenya may not work the same way in South Africa, Togo or Morocco. We have built incredibly strong local payment systems. Mobile money is a great example of that. The challenge is what happens when you need those systems to work together across borders.

Safari yangu ilianza katika uandishi wa habari na mawasiliano. Kupitia filamu ya hali halisi niliyokuwa nikifanyia kazi, nilipata fursa ya kufahamiana na ulimwengu wa teknolojia ya blockchain, sarafu za kidijitali na malipo. Hiyo ilikuwa takribani miaka minne iliyopita, na tangu wakati huo sijawahi kugeuka nyuma. Kilichoanza kama udadisi kiligeuka haraka kuwa shauku ya kuelewa jinsi teknolojia, fedha na watu vinavyokutana, hasa barani Afrika. Baada ya miaka minne, bado najifunza kila siku. Mfumo wa malipo barani Afrika umebadilika sana katika miaka ya hivi karibuni. Kwa mtazamo wako, ni changamoto gani kubwa zaidi ya malipo ambayo bara hili bado linahitaji kuitatua? Bila shaka ni mgawanyiko wa mifumo. Afrika ina nchi nyingi, sarafu tofauti, mifumo mbalimbali ya malipo, wasimamizi tofauti wa sekta pamoja na tabia tofauti za watumiaji, na mifumo hii haiwasiliani kila wakati. Kinachofanya kazi nchini Kenya huenda kisifanye kazi kwa namna hiyo hiyo nchini Afrika Kusini, Togo au Morocco. Tumejenga mifumo imara sana ya malipo ya ndani. Huduma za pesa kwa simu ni mfano mzuri wa hilo. Changamoto inajitokeza pale tunapohitaji mifumo hiyo ifanye kazi pamoja kuvuka mipaka.

The cost of moving money also reflects this fragmentation. The World Bank reported that sending $200 to Sub-Saharan Africa cost an average of 7.9%. The cost varies significantly by corridor, with some intra-African corridors being considerably more expensive. For businesses, the problem goes beyond the transaction fee. Expanding into a new market can mean integrating with new payment providers, navigating another regulatory environment, managing another currency and then reconciling all those transactions. Until we make these payment systems more interoperable, fragmentation will continue to be an operational cost for businesses. We already have strong local systems like mobile money, bank transfers and digital wallets. So where do you think the real gaps are, particularly when money needs to move between African countries?

Gharama ya kuhamisha fedha pia inaonyesha athari za mgawanyiko huu. Benki ya Dunia iliripoti kuwa kutuma dola 200 za Marekani kwenda Afrika Kusini mwa Jangwa la Sahara kuligharimu wastani wa asilimia 7.9. Gharama hiyo hutofautiana kwa kiasi kikubwa kulingana na njia ya malipo, huku baadhi ya njia za malipo kati ya nchi za Afrika zikiwa na gharama kubwa zaidi. Kwa biashara, tatizo haliishii kwenye ada ya muamala. Kupanua shughuli katika soko jipya kunaweza kumaanisha kuunganisha mifumo mipya ya malipo, kufuata mazingira mengine ya udhibiti, kusimamia sarafu nyingine na kisha kulinganisha miamala yote hiyo. Hadi tutakapofanya mifumo hii ya malipo iweze kuwasiliana kwa urahisi zaidi, mgawanyiko utaendelea kuwa gharama ya uendeshaji kwa biashara. Tayari tuna mifumo imara ya ndani kama vile pesa kwa simu, uhamishaji wa fedha kupitia benki na pochi za kidijitali. Kwa mtazamo wako, pengo halisi liko wapi, hasa linapohitajika kuhamisha fedha kati ya nchi za Afrika?

That will have to be interoperability. Africa doesn't have a payment technology problem. In many markets, we have very sophisticated local payment systems. The gap is getting those systems to communicate with each other effectively across borders. Take mobile money. M-Pesa is deeply embedded in Kenya, while MTN Mobile Money and Airtel Money are important across several other African markets. These systems work extremely well within their respective ecosystems, but cross-border movement introduces another layer of complexity. Even when the same bank operates in multiple African countries, the payment infrastructure, regulations, currencies and local processes can be completely different. So a business may integrate with a payment provider in one country and then have to essentially start the process again when it enters another market. That's double work. It's expensive, it's time-consuming, and ultimately the cost gets passed down the chain. We need infrastructure that allows businesses to connect once and access multiple payment ecosystems without having to rebuild their payment stack every time they enter a new market. Different African markets have very different currencies, regulations and payment habits. How much does that fragmentation make it difficult for businesses trying to operate across the continent? Fragmentation is an operational cost for businesses. Imagine you've integrated with a mobile money provider in Kenya to give your customers access to M-Pesa. Now you also need to serve customers who prefer another network. Then you expand into another country and encounter a completely different payment ecosystem. Every market comes with its own payment infrastructure, currencies, regulations and consumer behaviour. Then there's compliance. As you expand, you need the right teams and processes to keep up with different regulatory requirements, transaction monitoring and customer due diligence.

Changamoto kubwa itakuwa uwezo wa mifumo kuwasiliana na kufanya kazi pamoja. Afrika haina tatizo la teknolojia ya malipo. Katika masoko mengi, tuna mifumo ya malipo ya ndani iliyoendelea sana. Pengo liko katika kuhakikisha mifumo hiyo inaweza kuwasiliana kwa ufanisi inapohitajika kufanya malipo kuvuka mipaka. Chukua huduma za pesa kwa simu kwa mfano. M-Pesa imejikita sana nchini Kenya, huku MTN Mobile Money na Airtel Money zikiwa muhimu katika masoko mengine kadhaa ya Afrika. Mifumo hii inafanya kazi vizuri sana ndani ya mazingira yake, lakini uhamishaji wa fedha kuvuka mipaka unaongeza kiwango kingine cha ugumu. Hata benki hiyo hiyo inapokuwa na shughuli katika nchi kadhaa za Afrika, miundombinu ya malipo, kanuni, sarafu na taratibu za ndani zinaweza kuwa tofauti kabisa. Hivyo, biashara inaweza kuunganisha mtoa huduma wa malipo katika nchi moja, halafu ikalazimika kuanza mchakato huo karibu upya inapoingia katika soko jingine. Huo ni mzigo wa kazi mara mbili. Ni ghali, unatumia muda na hatimaye gharama hiyo humfikia mtumiaji wa mwisho. Tunahitaji miundombinu inayowezesha biashara kuunganishwa mara moja na kupata huduma kutoka mifumo mbalimbali ya malipo, bila kulazimika kujenga upya mfumo wake wa malipo kila inapoingia katika soko jipya. Masoko mbalimbali ya Afrika yana sarafu, kanuni na tabia tofauti za malipo. Mgawanyiko huu unafanya iwe vigumu kwa kiwango gani kwa biashara zinazotaka kufanya kazi katika bara zima? Mgawanyiko wa mifumo ni gharama ya uendeshaji kwa biashara. Fikiria umeunganisha biashara yako na mtoa huduma wa pesa kwa simu nchini Kenya ili kuwapa wateja wako fursa ya kutumia M-Pesa. Sasa unahitaji pia kuwahudumia wateja wanaopendelea mtandao mwingine. Kisha unaingia katika nchi nyingine na kukutana na mfumo tofauti kabisa wa malipo. Kila soko lina miundombinu yake ya malipo, sarafu, kanuni na tabia za watumiaji. 27

Reconciliation can also become a headache when you're receiving and disbursing funds through different providers, currencies and markets.

Halafu kuna suala la uzingatiaji wa sheria. Kadiri unavyopanuka, unahitaji timu na taratibu sahihi za kufuatilia mahitaji tofauti ya udhibiti, ufuatiliaji wa miamala na uhakiki wa wateja.

Then you have trapped liquidity and settlement delays. Money can end up sitting in different markets while a business waits to move or reconcile it.

Kulinganisha miamala ya fedha pia kunaweza kuwa changamoto unapopokea na kusambaza fedha kupitia watoa huduma, sarafu na masoko mbalimbali.

This is why I think the conversation needs to move beyond simply asking, "Can I make a payment in this country?"

Halafu kuna suala la fedha zinazokwama katika masoko tofauti na ucheleweshaji wa malipo. Fedha zinaweza kuishia kukaa katika masoko mbalimbali wakati biashara ikisubiri kuzihamisha au kulinganisha miamala yake.

The bigger question is, "How efficiently can I operate across multiple countries?" We're seeing a lot more attention around stablecoins as a possible answer to some of these challenges. Do you think they're becoming a genuinely practical payment tool in Africa, or is the industry still figuring that out? Absolutely. I would go as far as saying they are becoming an increasingly practical payment tool. I see stablecoins as an equaliser for some of the fragmentation we have in cross-border payments. Businesses don't necessarily need to move traditional fiat currencies directly from one African market to another. Stablecoins can provide a common digital settlement layer between different local payment ecosystems. The opportunity is particularly interesting around speed, liquidity and access. Blockchain networks can operate continuously, which means value can move outside the traditional banking hours and settlement cycles. The local fiat leg still depends on the relevant payment rail, but the underlying digital settlement can happen much faster. And there is a cost opportunity. In the right corridors and use cases, stablecoin-based settlement can reduce some of the intermediary and cross-border costs associated with traditional payment flows. But it's important to be realistic about this. The cost isn't simply "gas fees". You still have to account for FX, liquidity, compliance and local payout costs. For me, the bigger story is that stablecoins give businesses another way to move value globally while connecting back into the local payment systems people already use. When it comes to gaming, a player depositing or withdrawing should feel simple, even though there's a lot happening behind the scenes. What does the industry need to get right to make that experience genuinely seamless? Plug into the right infrastructure. For instance, Kotani Pay's API is designed to abstract a lot of that complexity away. A business integrates once and can access multiple African markets and payment networks through the same infrastructure. Kotani's API supports mobile money and bank payment flows for on-ramp and off-ramp transactions, with multiple currencies and blockchain networks supported. From the user's perspective, the experience should simply be: I choose how I want to pay, the payment goes through, and I receive my funds. The complexity should sit behind the scenes.

Ndiyo maana ninaamini mjadala unahitaji kwenda zaidi ya kuuliza tu, “Je, ninaweza kufanya malipo katika nchi hii?” Swali kubwa zaidi linapaswa kuwa, “Ninaweza kufanya kazi kwa ufanisi kiasi gani katika nchi nyingi kwa wakati mmoja?” Tunaona ongezeko la umakini kuhusu stablecoins kama suluhisho linaloweza kusaidia baadhi ya changamoto hizi. Je, unafikiri zimekuwa chombo halisi cha malipo barani Afrika, au sekta bado inajaribu kuelewa matumizi yake? Kabisa. Ningefikia hata kusema kwamba stablecoins zinazidi kuwa chombo cha vitendo cha malipo. Ninaona stablecoins kama njia ya kupunguza baadhi ya athari za mgawanyiko tulio nao katika malipo ya mipakani. Biashara si lazima ihamishe moja kwa moja sarafu za kawaida kutoka soko moja la Afrika kwenda jingine. Stablecoins zinaweza kutoa njia ya pamoja ya kidijitali ya kusawazisha malipo kati ya mifumo tofauti ya malipo ya ndani. Fursa hiyo inavutia hasa katika suala la kasi, upatikanaji wa fedha na ufikiaji. Mitandao ya blockchain inaweza kufanya kazi muda wote, hivyo thamani inaweza kuhamishwa nje ya saa za kawaida za benki na mizunguko ya kawaida ya malipo. Sehemu ya fedha za kawaida bado inategemea njia husika ya malipo, lakini usawazishaji wa kidijitali unaweza kufanyika kwa kasi zaidi. Pia kuna fursa ya kupunguza gharama. Katika njia na matumizi yanayofaa, malipo kwa kutumia stablecoins yanaweza kupunguza baadhi ya gharama za waamuzi na gharama za kuvuka mipaka zinazohusishwa na mifumo ya kawaida ya malipo. Lakini ni muhimu kuwa na uhalisia kuhusu hili. Gharama si suala la ada za mtandao pekee. Bado unapaswa kuzingatia ubadilishaji wa sarafu, upatikanaji wa ukwasi, uzingatiaji wa sheria na gharama za malipo ya ndani. Kwangu, jambo kubwa zaidi ni kwamba stablecoins zinawapa biashara njia nyingine ya kuhamisha thamani duniani huku zikiendelea kuunganishwa na mifumo ya malipo ya ndani ambayo watu tayari wanaitumia. Katika michezo ya kubashiri, mchezaji anapoweka au kutoa fedha anapaswa kuhisi kwamba mchakato ni rahisi, hata kama kuna mambo mengi yanayotokea nyuma ya pazia. Sekta inahitaji kufanya nini ili kuhakikisha uzoefu huo unakuwa rahisi na usio na usumbufu? Kuunganisha biashara kwenye miundombinu sahihi. Kwa mfano, API ya Kotani Pay imeundwa kuondoa sehemu kubwa ya ugumu huo. Biashara inaunganisha mfumo mara moja na inaweza kufikia masoko na mitandao mbalimbali ya malipo ya Afrika kupitia miundombinu hiyo hiyo. API ya Kotani inasaidia malipo ya pesa kwa simu na benki kwa ajili ya kuweka na kutoa fedha, ikiwa na uwezo wa kutumia sarafu na mitandao mbalimbali ya blockchain.

Abigail Munene VP of Marketing at Kotani Pay

For a gaming business, that means being able to collect funds through the payment methods customers already use and disburse winnings through the same local rails, without the finance team having to manage a completely different process in every country.

Kwa mtazamo wa mtumiaji, uzoefu unapaswa kuwa rahisi tu: nachagua jinsi ninavyotaka kulipa, malipo yanapita, na napokea fedha zangu.

And visibility is just as important. An infrastructure layer needs to give the business visibility into how funds are moving, what has settled and what still needs attention.

Kwa biashara ya michezo ya kubashiri, hii inamaanisha kuwa inaweza kupokea fedha kupitia njia za malipo ambazo wateja wake tayari wanazitumia na kusambaza ushindi kupitia njia hizo hizo za ndani, bila timu ya fedha kulazimika kusimamia mchakato tofauti kabisa katika kila nchi.

The player sees simplicity. The finance team sees control. That's what good payment infrastructure should do. You've worked on the communication side of Web3 and fintech, where the technology can sometimes feel complicated to people outside the industry. How do you approach making something like blockchain or stablecoins relevant to an everyday African user? Perfect question. I believe technology should not be the focus. The result should be. Take M-Pesa. Even someone who has never heard the term "financial infrastructure" can use it. They know that if they dial a number, enter the amount and provide the recipient's number, they can send money. They don't care about the infrastructure underneath it. They care that it works. I think blockchain and stablecoins should be approached the same way. The question shouldn't be, "Do you understand blockchain?" It should be, "Can you get your dollars to your mobile money wallet quickly and conveniently?" That's the value. When you start with the technology and the jargon, you lose people. When you start with the problem and the solution, technology becomes a matter of interest rather than the central theme.

Ugumu unapaswa kubaki nyuma ya pazia.

Na mwonekano wa shughuli za fedha ni muhimu vilevile. Miundombinu ya malipo inapaswa kuipa biashara uwezo wa kuona fedha zinavyosafiri, ni zipi zimeshalipwa na ni zipi bado zinahitaji kushughulikiwa. Mchezaji anaona urahisi. Timu ya fedha inaona udhibiti. Hivyo ndivyo miundombinu mizuri ya malipo inavyopaswa kufanya kazi. Umefanya kazi katika upande wa mawasiliano wa Web3 na teknolojia za kifedha, ambako teknolojia wakati mwingine inaweza kuwa ngumu kueleweka kwa watu walio nje ya sekta hiyo. Unafanyaje ili kufanya kitu kama blockchain au stablecoins kiwe na maana kwa mtumiaji wa kawaida wa Afrika? Swali zuri sana. Ninaamini teknolojia haipaswi kuwa jambo kuu. Kinachopatikana kutokana na teknolojia ndicho kinachopaswa kuwa muhimu. Chukua M-Pesa kwa mfano. Hata mtu ambaye hajawahi kusikia neno “miundombinu ya kifedha” anaweza kuitumia. Anajua kwamba akipiga nambari, akaweka kiasi cha fedha na nambari ya mpokeaji, anaweza kutuma fedha. Hajali miundombinu iliyo nyuma yake. Anachojali ni kwamba inafanya kazi. Ninaamini blockchain na stablecoins zinapaswa kuwasilishwa kwa mtazamo huo huo. Swali halipaswi kuwa, “Je, unaelewa blockchain?”

The best technology is often the technology people don't have to think about.

Linapaswa kuwa, “Je, unaweza kupata dola zako kwenye pochi yako ya pesa kwa simu kwa haraka na kwa urahisi?”

Looking at your time with Kotani Pay, what has surprised you most about the way the African payments conversation has evolved?

Hapo ndipo thamani ilipo.

The maturity of the conversation.

Unapoanza na teknolojia na maneno magumu, unawapoteza watu. Unapoanza na tatizo na suluhisho, teknolojia inakuwa jambo la kuvutia badala ya kuwa kiini cha mazungumzo.

Back in 2022, you couldn't even whisper the word 'crypto' or 'stablecoin' in some rooms as a serious payment solution. Over the years, the technology has started to validate itself. The use cases have become clearer, transaction volumes have grown, and businesses have had real experiences with the technology. When we started seeing periods of dollar scarcity and FX pressure in markets like Kenya, people became more open to asking whether stablecoins could provide an alternative way of accessing and moving dollar value. That changed the conversation. Now, I see fewer people dismissing these solutions simply because they don't understand them. There is much more healthy curiosity.

Teknolojia bora mara nyingi ni ile ambayo watu hawalazimiki hata kufikiria kuihusu. Ukiangalia muda wako katika Kotani Pay, ni jambo gani limekushangaza zaidi kuhusu jinsi mjadala wa malipo barani Afrika ulivyobadilika? Ukomaavu wa mjadala. Mwaka 2022, katika baadhi ya vikao usingeweza hata kutaja neno “crypto” au “stablecoin” kama suluhisho la kweli la malipo. Kwa miaka iliyofuata, teknolojia imeanza kujithibitisha. Matumizi yake yamekuwa wazi zaidi, kiasi cha miamala kimeongezeka na biashara zimeanza kupata uzoefu halisi wa kutumia teknolojia hiyo.

As Kotani Pay continues working across different markets, what have you learned about the differences between African consumers and businesses that you perhaps wouldn't appreciate from looking at the continent as one market?

Tulipoanza kuona vipindi vya upungufu wa dola na shinikizo la ubadilishaji wa fedha katika masoko kama Kenya, watu walianza kuwa tayari zaidi kuuliza iwapo stablecoins zinaweza kutoa njia mbadala ya kupata na kuhamisha thamani ya dola.

Africa is not one country. It's one continent made up of many countries, cultures, economies and histories.

Hilo lilibadilisha mjadala. Sasa ninaona watu wachache sana wakikataa suluhisho hizi kwa sababu tu hawazielewi. Kuna udadisi mkubwa zaidi na wenye afya.

That diversity is part of what makes the continent so interesting, but it also means you can't simply take a strategy that worked in one market and drop it into another. You can have an operating framework, but the execution and approach have to be highly dependent on the individual market.

Kotani Pay inapoendelea kufanya kazi katika masoko mbalimbali, umejifunza nini kuhusu tofauti kati ya watumiaji na biashara za Afrika ambacho huenda usingekitambua kwa kuangalia bara hili kama soko moja?

From a marketing perspective, I can't stress enough the importance of market research before entering a new country.

Afrika si nchi moja. Ni bara moja linaloundwa na nchi, tamaduni, uchumi na historia nyingi.

You can't sell to people you don't know. And I mean, I really know them. Understand how they pay, how they communicate, what they trust, what they don't trust and even the history that shaped those behaviours.

Tofauti hizo ndizo zinazolifanya bara hili liwe la kuvutia, lakini pia zinamaanisha huwezi kuchukua mkakati uliofanya kazi katika soko moja na kuuweka moja kwa moja katika soko jingine.

For every market we expand into, there has to be a deliberate effort to understand the customer and the payment ecosystem. Go as deep as understanding the history. You've moved from journalism and communications into Web3 and fintech. Looking back, what has that journey taught you about the role communication plays in industries that are changing this quickly?

Unaweza kuwa na mfumo wa jumla wa uendeshaji, lakini utekelezaji na mbinu lazima vitegemee sana soko husika. Kwa mtazamo wa masoko, siwezi kusisitiza vya kutosha umuhimu wa utafiti wa soko kabla ya kuingia katika nchi mpya. Huwezi kuuza kwa watu usiowajua. Na ninaposema kuwajua, namaanisha kuwajua kwa kweli. Elewa jinsi wanavyolipa, jinsi wanavyowasiliana, kile wanachoamini, kile wasichokiamini na hata historia iliyounda tabia hizo.

Don't get tired talking about it. In journalism, my role was to inform people every day, regardless of how repetitive it felt. You informed people about trends, developments and updates, and when necessary, you gave them the depth behind the story. It's the same in Web3. One of the greatest skills I carried from journalism into marketing is the ability to not get tired of communicating the same core idea.

Kwa kila soko tunalopanua shughuli zetu, lazima kuwe na juhudi za makusudi za kuelewa mteja na mfumo wa malipo. Fanya utafiti wa kina kiasi cha kuelewa hata historia. Umehama kutoka uandishi wa habari na mawasiliano hadi Web3 na teknolojia za kifedha. Ukiangalia nyuma, safari hiyo imekufundisha nini kuhusu nafasi ya mawasiliano katika sekta zinazobadilika kwa kasi hii? Usichoke kuzungumzia jambo hilo.

Consistently. Repetitively. Eventually, it pays off. There's a long-standing marketing principle known as the Rule of Seven, which suggests that people need repeated exposure to a message before they are ready to act. I don't take the number seven literally, but I absolutely believe in the principle behind it: familiarity, consistency and repetition build recognition and trust. Especially in a new industry like Web3, you often have to educate before you can brand. When the need eventually arises, that's when the magic of brand recall happens. When you look at everything happening across African payments, Web3 and gaming, what are you most excited about and what still makes you cautious about where we're heading? I am mostly excited by the curiosity I am seeing from businesses. From banks to iGaming businesses and fintechs, we're seeing more companies integrate multiple solutions into their platforms rather than dismissing new technologies outright. There is a level of curiosity that is allowing businesses to dip their toes in, experiment and understand where these technologies actually create value. This is happening alongside a broader maturation of the regulatory conversation around Web3 and emerging technologies.

Katika uandishi wa habari, jukumu langu lilikuwa kuwafahamisha watu kila siku, bila kujali kama nilihisi ninarudia jambo lilelile. Uliwafahamisha watu kuhusu mienendo, maendeleo na taarifa mpya, na pale ilipohitajika, uliwapa maelezo ya kina kuhusu hadithi hiyo. Ni hivyo hivyo katika Web3. Moja ya ujuzi mkubwa niliouleta kutoka uandishi wa habari hadi katika masoko ni uwezo wa kutochoka kuwasilisha wazo kuu lilelile. Kwa uthabiti. Kwa kurudia. Hatimaye, matokeo huonekana. Kuna kanuni ya muda mrefu ya masoko inayojulikana kama Kanuni ya Saba, inayopendekeza kwamba watu wanahitaji kukutana na ujumbe mara kadhaa kabla ya kuwa tayari kuchukua hatua. Siichukulii nambari saba kihalisi, lakini ninaamini kabisa katika msingi wa kanuni hiyo: kufahamiana, uthabiti na kurudia ujumbe hujenga utambuzi na imani. Hasa katika sekta mpya kama Web3, mara nyingi lazima uelimishe kabla ya kujenga chapa. Wakati hitaji linapokuja hatimaye, ndipo nguvu ya kukumbukwa kwa chapa inapodhihirika.

That combination of business curiosity, infrastructure development and regulatory clarity creates an interesting environment for African businesses to position themselves to compete in a global, increasingly digital economy.

Unapoangalia kila kinachoendelea katika malipo, Web3 na michezo ya kubashiri barani Afrika, ni jambo gani linakupa matumaini zaidi, na ni nini bado kinakufanya uwe mwangalifu kuhusu tunakoelekea?

What makes me cautious is due diligence. With new technology comes unfamiliar risks. We need more education, more awareness and stronger due diligence around the platforms and infrastructure businesses choose to use. Innovation shouldn't mean switching off your risk radar. If anything, the newer the technology, the more important it becomes to ask: Who am I dealing with? What are the controls? Where does the money move? What happens when something goes wrong? The opportunity is huge, but responsible adoption is what will make it sustainable.

Kinachonipa matumaini zaidi ni udadisi ninaouona kutoka kwa biashara.

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Kuanzia benki hadi biashara za michezo ya kubashiri mtandaoni na kampuni za teknolojia za kifedha, tunaona kampuni nyingi zaidi zikiunganisha suluhisho mbalimbali katika mifumo yao badala ya kukataa teknolojia mpya moja kwa moja. Kuna kiwango fulani cha udadisi kinachowaruhusu wafanyabiashara kuanza kidogo, kujaribu na kuelewa ni wapi teknolojia hizi zinaweza kuleta thamani halisi. Hili linaenda sambamba na kukomaa kwa mjadala wa udhibiti kuhusu Web3 na teknolojia zinazoibuka. Mchanganyiko huo wa udadisi wa biashara, maendeleo ya miundombinu na uwazi zaidi wa kanuni unatengeneza mazingira ya kuvutia kwa biashara za Afrika kujiweka katika nafasi nzuri ya kushindana katika uchumi wa dunia unaozidi kuwa wa kidijitali. Kinachonifanya niwe mwangalifu ni uchunguzi wa kina kabla ya kuchukua hatua. Teknolojia mpya huleta hatari ambazo hazijazoeleka. Tunahitaji elimu zaidi, uelewa mpana zaidi na uchunguzi madhubuti kuhusu majukwaa na miundombinu ambayo biashara zinachagua kutumia. Ubunifu haupaswi kumaanisha kuzima tahadhari zetu kuhusu hatari. Kama kuna jambo, kadiri teknolojia inavyokuwa mpya, ndivyo inavyokuwa muhimu zaidi kuuliza: Ninafanya kazi na nani? Kuna udhibiti gani? Fedha zinapitia wapi? Nini hutokea mambo yanapoharibika? Fursa ni kubwa, lakini kupitishwa kwa teknolojia kwa uwajibikaji ndiko kutakakofanya fursa hiyo iwe endelevu.

29 SEPT – 1 OCT 2026 FIL & MEO Arena, Lisbon

THE GREATEST SHOW IN GAMING 40,000+ Delegates

600+ Speakers

800 Exhibitors

The Bigger Picture: Why Retargeting is Africa’s Untapped Growth Opportunity

For years, the conversation around growth in African iGaming has centred almost entirely on acquisition: more traffic, bigger campaigns, new markets to unlock. Najib Choujaa, Head of Growth for Africa and the Middle East at Kadam, believes that conversation has been missing half the picture. With over 15 years of experience in digital advertising and performance marketing, Najib has built his career on a simple premise: turning attention into measurable results. And in Africa's fast-maturing digital economy, he argues the biggest untapped source of that value isn't the next new player; it's the players' brands are already losing. Drawing on Kadam's own campaign data from markets including Nigeria, South Africa, Tanzania, and Côte d'Ivoire, Najib makes the case that retargeting, not just acquisition, is where the real economics of growth now live. In this conversation, he unpacks why reactivating a warm, already-engaged audience can cost a fraction of acquiring a new depositor from cold traffic, how technologies like cookie-based and fingerprint-based retargeting are adapting to Africa's mobile-first reality, and why the next five years of performance marketing on the continent will be shaped as much by AI and privacy-conscious targeting as by raw traffic volume. It's a conversation about a fundamental shift: from asking "how do we get more players?" to "how do we get more value from the players we already have?"

Kwa miaka mingi, mjadala kuhusu ukuaji wa sekta ya iGaming barani Afrika umejikita zaidi katika kupata wachezaji wapya: kuongeza traffic, kuendesha kampeni kubwa zaidi na kuingia katika masoko mapya. Hata hivyo, kwa mujibu wa Najib Choujaa, Mkuu wa Ukuaji kwa Afrika na Mashariki ya Kati katika Kadam, mjadala huo umekuwa ukipuuzia sehemu muhimu ya picha nzima. Akiwa na uzoefu wa zaidi ya miaka 15 katika digital advertising and performance marketing, Najib amejenga taaluma yake akizingatia jambo moja kuu: kubadilisha umakini wa watu kuwa matokeo yanayoweza kupimika. Kwa mtazamo wake, katika uchumi wa kidijitali wa Afrika unaokua kwa kasi, fursa kubwa ambayo bado haijatumika kikamilifu si kupata mchezaji mwingine mpya, bali ni kuwarejesha wachezaji ambao tayari chapa zinapoteza. Akitumia takwimu za kampeni za Kadam kutoka katika masoko kama Nigeria, South Africa, Tanzania na Côte d’Ivoire, Najib anaeleza kwa nini kulenga upya, pamoja na kupata, inaweza kuwa sehemu muhimu ya ukuaji wa biashara. Anafafanua kwa nini kumrejesha mtumiaji ambaye tayari ameonyesha nia kunaweza kugharimu kiasi kidogo zaidi kuliko kumpata mwekaji mpya kupitia cold traffic, jinsi teknolojia kama cookie-based na fingerprint-based retargeting zinavyoweza kuendana na matumizi ya simu barani Afrika, na kwa nini miaka mitano ijayo ya performance marketing Afrika itaathiriwa sana na AI na ulinzi wa faragha. Kwa kifupi, huu ni mabadiliko kutoka kuuliza, “Tunawezaje kupata wachezaji zaidi?” hadi kuuliza, “Tunawezaje kupata thamani zaidi kutoka kwa wachezaji ambao tayari tunao?”

Tell us a bit about who Najib is, and how you got into the industry

Tuambie kidogo kuhusu Najib, na ulivyoanza safari yako katika sekta hii?

I’m Najib Choujaa, Head of Growth for Africa and the Middle East at Kadam. With more than 15 years in digital advertising and performance marketing, I have built my career around a simple idea: turning attention into measurable business results.

Mimi ni Najib Choujaa, , Mkuu wa Ukuaji kwa Afrika na Mashariki ya Kati katika Kadam. Nina zaidi ya miaka 15 ya uzoefu katika digital advertising and performance marketing, na katika kipindi hicho nimejenga taaluma yangu nikiongozwa na wazo rahisi: kubadilisha umakini wa watu kuwa matokeo halisi ya biashara.

I came into the industry through the commercial and account-management side of performance marketing. What drew me in was the clarity of the work: you can test an idea, understand how people respond, and continuously improve the outcome. That foundation shaped my approach to growth, combining data with a close understanding of the advertiser, the product and the customer journey. My path at Kadam moved quickly: from Senior Account Manager to Team Lead, then Deputy Head and Head of Account Management, later adding customer support to my remit. That progression gave me a view of the entire growth process, from campaign performance and client expectations to the operational systems needed to scale.

Niliingia katika sekta hii kupitia upande wa biashara na usimamizi wa akaunti katika masoko ya mtandaoni yanayolipa kwa matokeo. Kilichonivutia ni namna kazi hii ilivyo wazi katika kupima matokeo. Unaweza kujaribu wazo fulani, kuona jinsi watu wanavyolipokea na kisha kuendelea kuliboresha ili kupata matokeo bora zaidi. Msingi huo umeendelea kuathiri namna ninavyoangalia ukuaji hadi leo. Kwangu, ni suala la kuchanganya data na uelewa wa kina wa mtangazaji, bidhaa anayotoa na safari ya mteja. Safari yangu katika Kadam iliendelea kwa kasi. Nilianza kama Meneja Mkuu wa Akaunti, nikawa Kiongozi wa Timu, kisha Naibu Mkuu na Mkuu wa usimamizi wa akaunti. Baadaye niliongeza msaada wa mteja katika majukumu yangu. Hatua hizi zilinipa uelewa mpana wa mchakato mzima wa ukuaji, kuanzia utendaji wa kampeni na matarajio ya wateja hadi mifumo ya kiutendaji inayohitajika ili biashara ikue.

At the same time, my interest in Africa and the Middle East was growing. We ran our first tests in the regions, and the results were highly encouraging. Together with Kadam’s leadership, we recognised the strategic potential and decided to focus more deeply on these markets. I then took responsibility for developing Kadam’s presence across Africa and the Middle East. That experience continues to shape how I approach growth today. It is not simply about buying more traffic or increasing volume. Sustainable performance comes from understanding local behaviour, adapting to the realities of each market and creating value throughout the customer journey. The African iGaming industry has spent years focusing on acquiring new players, but you have argued that the real opportunity might lie in the players brands are already losing. Why do you believe retargeting is the missing piece of the puzzle? Most acquisition campaigns generate far more intent than immediate deposits. Operators pay to bring people to the site, but only a small part of that audience converts during the first visit. If an operator treats everybody else as lost, it is effectively paying for interest and then allowing another brand to convert it. The economics can be striking. In Kadam’s campaign data across South Africa, Nigeria, Tanzania and Côte d’Ivoire, the average post-view cost of reactivating an inactive depositor ranged from $0.13 in Tanzania to $0.49 in South Africa; the corresponding post-click averages ranged from $1.31 to $3.06. In the same analysis, a new first-time depositor from cold traffic was estimated at $10–$20. These are Kadam’s own campaign figures, not a universal market benchmark, but they illustrate the size of the opportunity in a warm audience. Retargeting closes that gap. It lets an operator continue a relevant conversation with a person who has already shown intent, rather than starting again with cold traffic. In practice, this means moving users through the funnel: from visit to registration, from registration to first deposit, and from first deposit to repeat activity. It is not an argument against acquisition. Acquisition remains essential for expanding the audience. But without a serious re-engagement strategy, brands are filling the top of a funnel that has holes in it. Acquisition fills the funnel; retargeting prevents value from leaking out of it. Many operators are constantly chasing more traffic, bigger campaigns, and new acquisition channels. At what point should they stop asking “How do we get more players?” and start asking “How do we get more value from the players we already have?” They should ask both questions from day one. Retention should not be something a brand discovers only after acquisition becomes expensive. The practical trigger is simple: once an operator has enough event data to see where players drop off, it should create re-engagement segments. That could be visitors who did not register, registered users who did not make a first deposit, first-time depositors who have not returned, or formerly active players who have become dormant.

Wakati huohuo, mvuto wangu katika Afrika na Mashariki ya Kati ilizidi kukua. Tulipoanza kufanya majaribio yetu ya kwanza katika masoko haya, tulipata matokeo yaliyotia moyo sana. Pamoja na uongozi wa Kadam, tuliona nafasi kubwa ya kimkakati katika maeneo haya na tukaamua kuyawekea mkazo zaidi. Hapo ndipo nilipopewa jukumu la kuendeleza uwepo wa Kadam katika Afrika na Mashariki ya Kati. Uzoefu huo bado unaathiri namna ninavyoangalia ukuaji leo. Si suala tu la kununua trafiki zaidi au kuongeza ukubwa. Ukuaji endelevu unatokana na kuelewa tabia za watumiaji wa kila soko, kuendana na mazingira ya eneo hilo na kuhakikisha kwamba thamani inazalishwa katika kila hatua ya safari ya mteja. Sekta ya iGaming barani Afrika imetumia miaka mingi ikijikita katika kupata wachezaji wapya, lakini umesema kuwa fursa kubwa inaweza kuwa kwa wachezaji ambao chapa tayari zinapoteza. Kwa nini unaamini kumlenga tena mteja ndiyo sehemu iliyokosekana katika fumbo hii? Kampeni nyingi za kuwafikia wateja wapya huzalisha hamasa na nia ya kutumia huduma kuliko amana za papo hapo. Waendeshaji hutumia fedha kuwafikisha watu kwenye tovuti, lakini ni sehemu ndogo tu ya kundi hilo hubadilika kuwa wawekaji amana wakati wa ziara yao ya kwanza. Ikiwa mwendeshaji atawachukulia wengine wote kama wateja waliopotea, kimsingi anakuwa amelipia kuamsha hamasa yao, kisha anaruhusu chapa nyingine kuwageuza kuwa wateja. Gharama halisi zinaweza kuwa za kushangaza. Katika takwimu za kampeni za Kadam nchini Afrika Kusini, Nigeria, Tanzania na Côte d’Ivoire, wastani wa gharama ya kuwashawishi tena wawekaji amana waliokuwa hawatumii huduma ulikuwa kati ya dola 0.13 nchini Tanzania na dola 0.49 nchini Afrika Kusini, pale mtu alipoona tangazo. Kwa wale waliobofya tangazo, wastani wa gharama ulikuwa kati ya dola 1.31 na dola 3.06. Katika uchambuzi huo huo, gharama iliyokadiriwa ya kumpata mwekaji amana mpya kutoka kwa hadhira ambayo haikuwa na uhusiano na chapa ilikuwa kati ya dola 10–20. Hizi ni takwimu za kampeni za Kadam zenyewe, si kipimo cha jumla, lakini zinaonyesha ukubwa wa fursa iliyopo katika kundi la watu ambao tayari wana uelewa au hamasa kuhusu chapa. Kulenga upya huziba pengo hilo. Humwezesha mwendeshaji kuendelea na mawasiliano yanayohusiana na mahitaji ya mtu ambaye tayari ameonyesha nia, badala ya kuanza upya kutafuta watu ambao hawajawahi kuingiliana na chapa. Kwa vitendo, hii humsaidia mtumiaji kusonga mbele katika mchakato: kutoka kutembelea tovuti hadi kujisajili, kutoka kujisajili hadi kuweka amana ya kwanza, na kutoka amana ya kwanza hadi kuendelea kutumia huduma. Hii si hoja ya kupinga kuwatafuta wateja wapya. Kuwapata wateja wapya bado ni muhimu kwa ajili ya kupanua hadhira. Lakini bila mkakati madhubuti wa kuwashirikisha tena, chapa zinajaza sehemu ya juu ya mchakato ambao una mianya. Kuwapata wateja wapya hujaza mchakato huo; kulenga upya huzuia thamani kupotea njiani. Waendeshaji wengi daima wanatafuta watu wengi zaidi wanaotembelea tovuti, kampeni kubwa zaidi na njia mpya za kupata wateja. Ni wakati gani wanapaswa kuacha kuuliza, “Tutapataje wachezaji wengi zaidi?” na kuanza kuuliza, “Tutapataje thamani zaidi kutoka kwa wachezaji ambao tayari tunao?” Wanapaswa kujiuliza maswali yote mawili tangu mwanzo. Kuhifadhi wachezaji hakupaswi kuwa jambo ambalo chapa inaanza kulifikiria baada tu ya gharama za kupata wateja wapya kuwa kubwa.

Kipimo cha vitendo ni rahisi: mara mwendeshaji anapokuwa na taarifa za kutosha kuhusu matendo ya watumiaji na anaweza kuona ni wapi wachezaji wanaacha mchakato, anapaswa kuanza kuunda makundi maalumu ya kuwashirikisha tena. Hawa wanaweza kuwa watu waliotembelea tovuti lakini hawakujisajili, watumiaji waliosajiliwa ambao hawajaweka amana ya kwanza, walioweka amana kwa mara ya kwanza lakini hawajarudi tena, au wachezaji waliokuwa wakitumia huduma mara kwa mara lakini sasa wameacha. Bajeti inapaswa kuelekezwa kwenye kundi linalozalisha thamani ya ziada zaidi. Takwimu za Kadam zinaonyesha jinsi thamani hiyo inavyoweza kutofautiana kati ya masoko. Wastani wa gharama ya kumshawishi mtumiaji aliyesajiliwa lakini hajaweka amana kufanya amana yake ya kwanza ulikuwa dola 0.61 nchini Tanzania, dola 0.89 nchini Nigeria na dola 2.11 nchini Afrika Kusini, pale alipoona tangazo. Kwa wale waliobofya tangazo, wastani wa gharama katika masoko hayo ulikuwa dola 5.92, dola 6.27 na dola 8.71 mtawalia. Takwimu hizi ni za kuelekeza tu na si ahadi ya matokeo, lakini zinaonyesha kwa nini waendeshaji wanapaswa kupima thamani ya hadhira waliyonayo kabla ya kuamua moja kwa moja kutumia fedha zaidi kuwatafuta watu wapya ambao bado hawajawahi kuingiliana na chapa. Jambo muhimu ni kupima matokeo halisi ya kampeni: je, kampeni ndiyo iliyomrudisha mtumiaji, au angerudi hata bila kampeni hiyo? Pale inapowezekana, waendeshaji wanapaswa kutumia makundi ya ulinganisho ambayo hayakuonyeshwa kampeni na kutathmini kuwashirikisha tena watumiaji kwa kuzingatia thamani ya muda mrefu, si mabadiliko ya haraka pekee. Kadam inachanganya kulenga upya kwa kutumia vidakuzi na kulenga upya kwa kutumia alama za kipekee za kifaa, hasa ili kukabiliana na changamoto kama vile muda mfupi wa matumizi ya vidakuzi na tofauti za tabia za kuvinjari katika masoko ya Afrika. Je, unaweza kueleza jinsi teknolojia hizi zinavyowasaidia waendeshaji kuwafikia wachezaji kwa ufanisi zaidi? Kulenga upya kwa kutumia vidakuzi kuna manufaa kwa sababu kunaweza kuunganisha matangazo na hatua maalumu ambazo mtumiaji amefanya kwenye tovuti. Ikiwa mtu ametazama aina fulani ya mchezo, ameanza kujisajili au amefika kwenye ukurasa wa kuweka amana, mwendeshaji anaweza kumweka katika kundi linalohusiana na hatua hiyo na kurekebisha ujumbe unaofuata kulingana na mahitaji yake. Changamoto ni kwamba vidakuzi si vya kudumu. Vinaweza kuzuiwa, kufutwa au visiwepo kabisa, huku watumiaji wa simu wakihama kwa haraka kati ya mazingira tofauti ya kuvinjari. Mbinu inayotumia alama za kipekee za kifaa hutumia taarifa kama vile aina ya kifaa, kivinjari, mtandao na mienendo ya mtumiaji ili kuboresha uwezo wa kumtambua mtumiaji pale ambapo vidakuzi pekee havitoshelezi.

Most acquisition campaigns generate far more intent than immediate deposits. Operators Jambo muhimu si kuziona kama teknolojia zinazoshindana. Kwa zinafanya utambuzi wa hadhira kuwa thabiti zaidi katika pay to bring people to the site, pamoja, mazingira ambayo matumizi ya simu yanaongoza. Hili ni muhimu but only a small part of that kwa sababu fursa ya kidijitali inaendelea kukua. GSMA inakadiria watu milioni 416 barani Afrika walitumia intaneti kupitia audience converts during the kuwa simu mwaka 2024, lakini idadi hiyo ilikuwa sawa na asilimia 28 first visit. If an operator treats pekee ya watu waliokuwa na uwezekano wa kutumia huduma hiyo. Ndiyo maana waendeshaji wanahitaji safari za mtumiaji everybody else as lost, it is zilizo rahisi, zinazolenga matumizi ya simu na zinazozingatia tofauti vya upatikanaji wa intaneti, badala ya kudhani effectively paying for interest viwango kuwa kila soko lina tabia sawa ya kuvinjari. and then allowing another Teknolojia hizi lazima zitumike kwa kuzingatia sheria na kanuni brand to convert it. zinazotumika kuhusu faragha na matangazo. Hii inamaanisha 37

Najib Choujaa Head of Growth for Africa and the Middle East at Kadam

You often speak about working with “warm audiences” rather than constantly buying cold traffic. How can operators identify these valuable audience segments and tailor their messaging to move them closer to a first or repeat deposit?

kupata ridhaa inapohitajika, kukusanya taarifa muhimu pekee, kuwa wazi kuhusu matumizi ya taarifa na kuwa na mifumo madhubuti ya kuwaondoa watumiaji kwenye kampeni inapohitajika.

Warm audiences are people who have already given a brand a meaningful signal. The most valuable segments usually include:

Mara nyingi huzungumzia kufanya kazi na “hadhira yenye uhusiano na chapa” badala ya kuendelea kununua hadhira mpya. Waendeshaji wanawezaje kutambua makundi haya yenye thamani na kurekebisha ujumbe wao ili kuwasaidia kusogea karibu na kuweka amana ya kwanza au kurudia kuweka amana?

- Visitors who viewed markets or offers but did not register. - Users who started but did not complete registration. - Registered players who have not made a first deposit. - First-time depositors who have not returned. - Previously active players whose activity has declined. Each segment needs a different message. A visitor who has not registered may need a clearer value proposition and a faster, simpler landing page. A registered non-depositor may need reassurance around trusted local payment methods, transparent terms or a relevant welcome offer. An active player may respond to a timely sporting event, localised content or a loyalty benefit. A dormant player needs a respectful win-back message rather than repetitive pressure. The value of that sequencing is visible in campaign data. In Kadam’s analysis of five African markets, the reported average post-view cost of prompting a repeat deposit from the active base was $0.03–$0.06; the post-click average was $0.15–$0.22. That does not mean every operator will achieve the same number, but it shows why a one-size-fits-all campaign is a missed opportunity. Personalisation should also be local. Language, currency, payment preferences, sports interests, connection speed and cultural context all affect conversion. And effective retargeting is as much about exclusions as inclusion: frequency caps, suppression lists and responsible-gaming controls protect both the player and the brand. In a world where acquisition costs continue to rise and advertising restrictions are becoming more common, do you believe retention and reactivation will become more valuable than acquisition in the future? Why? They will become more valuable strategically, but they will not replace acquisition. Healthy businesses need both. As media becomes more expensive and restrictions limit the ways operators can reach new audiences, first-party relationships become a more durable advantage. A brand that understands its existing player base, with the right permissions and safeguards, can communicate more efficiently, improve the customer experience and increase lifetime value without depending entirely on a constant flow of new traffic. Again, the goal is not to assume that retention always wins. It is to measure it. In Kadam’s data, the post-view cost of converting a registered non-depositor into a first-time depositor ranged from $0.61 to $2.11 across the five markets, while the post-click average ranged from $5.92 to $8.71. These are different attribution windows, so they should not be treated as a like-for-like causal comparison; however, they show why re-engagement deserves a formal place in the media mix. The best operators will not ask whether acquisition or retention is more important. They will build a balanced system: acquire the right players, help them reach first value quickly, retain them through a strong product experience, and reactivate them only when the message is genuinely relevant and responsible.

Hadhira yenye uhusiano na chapa ni watu ambao tayari wametoa ishara muhimu ya kuonyesha kuwa wana nia. Makundi yenye thamani zaidi kwa kawaida yanajumuisha: -Watu waliotembelea tovuti na kutazama michezo au ofa lakini hawakujisajili. -Watumiaji walioanza kujisajili lakini hawakukamilisha mchakato. -Wachezaji waliosajiliwa ambao bado hawajaweka amana ya kwanza. -Walioweka amana kwa mara ya kwanza lakini hawajarudi tena. -Wachezaji waliokuwa wakitumia huduma mara kwa mara lakini shughuli zao zimepungua. Kila kundi linahitaji ujumbe tofauti. Mtu ambaye hajajisajili anaweza kuhitaji maelezo yaliyo wazi zaidi kuhusu manufaa ya huduma na ukurasa wa kutua ulio rahisi na wa haraka. Mtumiaji aliyesajiliwa lakini hajaweka amana anaweza kuhitaji uhakikisho kuhusu njia salama za malipo za ndani, masharti yaliyo wazi au ofa inayofaa ya kuwakaribisha. Mchezaji anayeshiriki kikamilifu anaweza kuvutiwa na tukio la michezo kwa wakati unaofaa, maudhui yanayolenga soko lake au manufaa ya uaminifu. Mchezaji ambaye amekuwa kimya anahitaji ujumbe wa heshima wa kumkaribisha tena badala ya kushinikizwa mara kwa mara. Thamani ya kupanga ujumbe kwa mtiririko huo inaonekana katika takwimu za kampeni. Katika uchambuzi wa Kadam katika masoko matano ya Afrika, wastani wa gharama iliyoripotiwa ya kuchochea amana nyingine kutoka kwa wachezaji waliokuwa bado wakitumia huduma ilikuwa kati ya dola 0.03–$0.06 kwa wale walioona tangazo; kwa waliobofya tangazo, wastani ulikuwa kati ya dola 0.15–$0.22. Hii haimaanishi kuwa kila mwendeshaji atapata matokeo hayo hayo, lakini inaonyesha kwa nini kampeni ya ujumbe mmoja kwa kila mtu inapoteza fursa muhimu. Ujumbe pia unapaswa kuendana na mazingira ya eneo husika. Lugha, sarafu, mapendeleo ya malipo, aina za michezo inayopendwa, kasi ya intaneti na muktadha wa kitamaduni vinaweza kuathiri uamuzi wa mtumiaji. Na kulenga upya kwa ufanisi kunahusu pia kujua nani asiyejumuishwa kwenye kampeni. Kuweka kikomo cha mara ambazo mtu anaona tangazo, kutumia orodha za kuwaondoa watumiaji na kuzingatia kanuni za uchezaji unaowajibika hulinda mchezaji pamoja na chapa. Katika dunia ambayo gharama za kupata wateja zinaendelea kuongezeka na vikwazo vya matangazo vinaongezeka, unaamini kuhifadhi na kuwashirikisha tena wachezaji kutakuwa na thamani zaidi kuliko kupata wachezaji wapya siku zijazo? Kwa nini? Kimkakati, umuhimu wake utaongezeka, lakini hautachukua nafasi ya kupata wateja wapya. Biashara zenye afya zinahitaji vyote viwili. Kadiri matangazo yanavyokuwa ghali zaidi na vikwazo vinavyopunguza njia ambazo waendeshaji wanaweza kutumia kuwafikia watu wapya, uhusiano wa moja kwa moja na wateja utakuwa faida ya kudumu zaidi. Chapa inayowaelewa wachezaji 39

You have been at the forefront of helping iGaming brands understand African traffic and scale across the region. Looking at the conversations you had when you first entered Africa versus today, how has the market matured?

wake waliopo, ikiwa na ruhusa na ulinzi unaofaa, inaweza kuwasiliana nao kwa ufanisi zaidi, kuboresha uzoefu wao na kuongeza thamani ya muda mrefu bila kutegemea kabisa mtiririko wa kila mara wa watu wapya.

The biggest change is that Africa is no longer discussed as one market or simply as a source of volume. Operators increasingly understand that Nigeria, Kenya, South Africa, Tanzania and other markets have different payment habits, languages, devices, regulations and player expectations.

Tena, lengo si kudhani kwamba kuwahifadhi wachezaji daima ni bora. Ni kupima matokeo. Katika takwimu za Kadam, gharama ya kumshawishi mtumiaji aliyesajiliwa lakini hajaweka amana kufanya amana yake ya kwanza ilikuwa kati ya dola 0.61 na dola 2.11 katika masoko matano pale alipoona tangazo, huku wastani wa gharama kwa waliobofya tangazo ukiwa kati ya dola 5.92 na dola 8.71. Hizi ni vipindi tofauti vya kupima matokeo, hivyo hazipaswi kuchukuliwa kama ulinganisho wa moja kwa moja wa sababu na matokeo; hata hivyo, zinaonyesha kwa nini kuwashirikisha tena wateja kunapaswa kuwa sehemu rasmi ya mchanganyiko wa matumizi ya matangazo.

The scale is already meaningful. Kadam reports more than 1.3 billion daily impressions across Africa and activity in 40+ African GEOs. But the important lesson is not the headline number; it is the variation behind it. A strategy that works in one country cannot simply be copied into another without adjusting the product journey, payment flow, creative and compliance approach. Earlier conversations often centred on reach: “How much traffic can we buy?” Today, the discussion is more sophisticated: “What is the quality of the traffic? What is the first-deposit rate? What is the retention curve? Which payment flow creates the least friction? What can we do compliantly in this market?” That is a very positive evolution. The market is becoming more focused on local execution, sustainable unit economics, responsible advertising and long-term player value. The companies that invest in local knowledge rather than treating Africa as a single checkbox on a media plan will have the stronger foundation.

Waendeshaji bora hawatauliza iwapo kupata wateja wapya au kuwahifadhi waliopo ni muhimu zaidi. Watajenga mfumo wenye uwiano: kupata wachezaji wanaofaa, kuwasaidia kufikia thamani ya kwanza ya huduma kwa haraka, kuwahifadhi kupitia uzoefu bora wa bidhaa na kuwashirikisha tena pale tu ujumbe unapokuwa na umuhimu wa kweli na unawajibika. Umekuwa mstari wa mbele kusaidia chapa za michezo ya kubashiri na michezo ya bahati nasibu kuelewa hadhira ya Afrika na kupanuka katika eneo hili. Ukiangalia mazungumzo uliyokuwa nayo ulipoingia Afrika kwa mara ya kwanza ukilinganisha na leo, soko limekomaa kwa kiwango gani? Mabadiliko makubwa zaidi ni kwamba Afrika haizungumzwi tena kama soko moja au kama eneo la kutafuta idadi kubwa ya watumiaji pekee. Waendeshaji wanazidi kuelewa kuwa Nigeria, Kenya, Afrika Kusini, Tanzania na masoko mengine yana tabia tofauti za malipo, lugha, vifaa, kanuni na matarajio ya wachezaji. Ukubwa wa soko tayari una umuhimu mkubwa. Kadam inaripoti zaidi ya maonyesho bilioni 1.3 ya matangazo kila siku barani Afrika na shughuli katika masoko zaidi ya 40 barani humo. Lakini somo muhimu si idadi hiyo pekee; ni tofauti zilizopo ndani yake. Mkakati unaofanya kazi katika nchi moja hauwezi kuhamishiwa moja kwa moja katika nchi nyingine bila kurekebisha safari ya mtumiaji, mfumo wa malipo, ubunifu wa matangazo na namna ya kuzingatia kanuni. Mazungumzo ya awali mara nyingi yalilenga kufikia watu: “Tunaweza kununua hadhira kiasi gani?” Leo, mazungumzo yamekuwa ya kina zaidi: “Ubora wa hadhira hii ukoje? Ni asilimia gani wanaweka amana ya kwanza? Ni kwa muda gani wanaendelea kutumia huduma? Ni mfumo gani wa malipo unaopunguza vikwazo? Ni nini tunaweza kufanya kwa kuzingatia sheria katika soko hili?” Haya ni maendeleo mazuri sana. Soko linazidi kuzingatia utekelezaji wa ndani, uchumi endelevu wa kila mteja, matangazo yanayowajibika na thamani ya muda mrefu ya mchezaji. Kampuni zinazowekeza katika uelewa wa ndani badala ya kuichukulia Afrika kama kipengele kimoja kwenye mpango wa matangazo zitakuwa na msingi imara zaidi. Kwa teknolojia mpya, uboreshaji unaoendeshwa na akili bandia na viwango vinavyoendelea kubadilika kuhusu faragha vikibadilisha matangazo ya kidijitali, unafikiri uuzaji unaolenga matokeo barani Afrika utakuwaje katika miaka mitano ijayo? Utakuwa wenye akili zaidi, unaozingatia zaidi mazingira ya ndani na unaoheshimu zaidi faragha. Akili bandia itasaidia timu kubadilisha kiasi kikubwa cha taarifa za kampeni kuwa maamuzi bora na ya haraka zaidi:

With new technologies, AI-driven optimisation, and evolving privacy standards shaping digital advertising, what do you think the future of performance marketing in Africa will look like in the next five years? It will become more intelligent, more local and more privacy-conscious. AI will help teams turn large volumes of campaign data into faster, better decisions: identifying audiences most likely to respond, spotting changes in performance early, optimising bids and testing creative variations at speed. A practical example is KAI, Kadam’s AI assistant, which lets advertisers analyse statistics, detect performance drops, identify inefficient sources or GEOs, compare creatives and adjust campaign settings through a chat interface. The value is not AI for its own sake; it is reducing the time between a signal in the data and a useful action. For Africa, that speed matters. GSMA estimates that 960 million people in Africa in 2024 lived within mobile-broadband coverage but were not using mobile internet. The opportunity is huge, but it is not captured by a generic campaign. Teams will need to manage different languages, payment habits, devices, data costs, regulations and conversion patterns — often across many markets at once. AI can help media buyers monitor those differences at scale and spend more time on strategy, local insight and creative quality rather than manual reporting. But AI should support human judgment, not replace it. Local market knowledge, compliance expertise and a clear understanding of the player remain essential. An algorithm may identify a high-performing segment, but it cannot by itself decide whether a message is culturally appropriate, responsible or compliant in a particular market. At the same time, performance marketing will rely more on consented first-party data, stronger measurement frameworks and privacy-safe targeting approaches. The old model of collecting every possible signal will give way to using fewer, better signals with a clear purpose. The winners will combine better technology with stronger local execution: mobile-first journeys, fast pages, relevant payment methods, responsible messaging, and measurement based on long-term value. Beyond campaign results and growth targets, what impact do you hope your work leaves on how global companies understand and invest in African digital markets? I hope it helps global companies see African digital markets as strategic, diverse and sophisticated, not as a single region, an afterthought or a low-cost testing ground. The economic opportunity is already material. GSMA estimates that mobile technologies and services generated $220 billion of economic value in Africa in 2024, equivalent to 7.7% of the continent’s GDP. But the opportunity will not be realised through superficial expansion. It requires serious investment in local teams, local partnerships, product design, payments, customer support, creative and compliance. Personally, I want to help shift the conversation from short-term volume to sustainable value. Growth should mean better products, more relevant customer experiences, stronger local digital ecosystems and responsible relationships with players. If we can help brands approach the region with that mindset, the impact will go far beyond one campaign or one quarter’s results.

kutambua hadhira yenye uwezekano mkubwa wa kuitikia, kugundua mapema mabadiliko ya utendaji, kuboresha zabuni na kujaribu aina mbalimbali za ubunifu wa matangazo kwa kasi. Mfano wa vitendo ni KAI, msaidizi wa akili bandia wa Kadam, anayewawezesha watangazaji kuchambua takwimu, kugundua kushuka kwa utendaji, kutambua vyanzo au masoko yasiyokuwa na ufanisi, kulinganisha ubunifu wa matangazo na kurekebisha mipangilio ya kampeni kupitia mfumo wa mazungumzo. Thamani yake si kutumia akili bandia kwa ajili ya teknolojia yenyewe; ni kupunguza muda kati ya ishara inayopatikana kwenye takwimu na hatua inayofaa kuchukuliwa. Kwa Afrika, kasi hiyo ni muhimu. GSMA inakadiria kuwa watu milioni 960 barani Afrika mwaka 2024 waliishi katika maeneo yenye mtandao wa simu lakini hawakutumia intaneti ya simu. Fursa ni kubwa, lakini haiwezi kufikiwa kupitia kampeni ya jumla isiyozingatia tofauti za masoko. Timu zitahitaji kusimamia lugha tofauti, tabia za malipo, vifaa, gharama za data, kanuni na mifumo tofauti ya ubadilishaji wa watumiaji katika masoko mengi kwa wakati mmoja. Akili bandia inaweza kuwasaidia wataalamu wa matangazo kufuatilia tofauti hizo kwa kiwango kikubwa na kutumia muda mwingi zaidi katika mkakati, uelewa wa soko na ubora wa ubunifu badala ya kuandaa ripoti kwa mikono. Lakini akili bandia inapaswa kusaidia uamuzi wa binadamu, si kuuchukua nafasi. Uelewa wa soko la ndani, utaalamu wa kuzingatia kanuni na uelewa wa mchezaji bado ni muhimu. Mfumo wa kiteknolojia unaweza kutambua kundi linalofanya vizuri, lakini hauwezi kuamua peke yake ikiwa ujumbe unafaa kitamaduni, unawajibika au unatii sheria katika soko fulani. Wakati huohuo, uuzaji unaolenga matokeo utazidi kutegemea taarifa za kwanza za wateja zilizotolewa kwa ridhaa, mifumo imara zaidi ya kupima matokeo na mbinu salama za kulenga hadhira zinazoheshimu faragha. Mfumo wa zamani wa kukusanya kila aina ya taarifa utaanza kubadilishwa na matumizi ya taarifa chache lakini zenye ubora, kwa madhumuni yaliyo wazi. Washindi watakuwa wale watakaounganisha teknolojia bora na utekelezaji imara wa ndani: safari za mtumiaji zinazolenga simu, kurasa zinazofunguka haraka, njia za malipo zinazofaa, ujumbe unaowajibika na vipimo vinavyozingatia thamani ya muda mrefu. Zaidi ya matokeo ya kampeni na malengo ya ukuaji, ungependa kazi yako iache athari gani katika namna kampuni za kimataifa zinavyoelewa na kuwekeza katika masoko ya kidijitali ya Afrika? Ningependa kusaidia kampuni za kimataifa kuiona Afrika kama eneo lenye umuhimu wa kimkakati, lenye tofauti nyingi na lililoendelea, badala ya kuiona kama soko moja, jambo la pembeni au eneo la majaribio lenye gharama nafuu. Fursa ya kiuchumi tayari ni kubwa. GSMA inakadiria kuwa teknolojia na huduma za simu zilichangia thamani ya kiuchumi ya dola bilioni 220 barani Afrika mwaka 2024, sawa na asilimia 7.7 ya pato la taifa la bara hilo. Lakini fursa hiyo haiwezi kutimizwa kupitia upanuzi wa juu juu. Inahitaji uwekezaji wa dhati katika timu za ndani, ushirikiano wa ndani, uundaji wa bidhaa, mifumo ya malipo, huduma kwa wateja, ubunifu na uzingatiaji wa kanuni. Binafsi, ningependa kusaidia kubadilisha mazungumzo kutoka kwenye kutafuta idadi kubwa ya watumiaji kwa muda mfupi kwenda kwenye kujenga thamani endelevu. Ukuaji unapaswa kumaanisha bidhaa bora, uzoefu unaowafaa zaidi wateja, mifumo imara ya kidijitali ya ndani na mahusiano yenye uwajibikaji na wachezaji. Ikiwa tunaweza kusaidia chapa kuikabili Afrika kwa mtazamo huo, athari yake itaenda mbali zaidi ya kampeni moja au matokeo ya robo mwaka. 41

Beyond the Boardroom:

Loyce Oluoch on Leadership, Governance and Africa’s Future

Africa’s business landscape is evolving rapidly, demanding leaders who can navigate complexity, embrace technology and remain grounded in integrity and purpose. In an interview with iGaming AFRIKA Magazine, Loyce Oluoch, Country Director - Tanzania at Choplife Gaming, shares insights from more than a decade of experience across leadership, governance and multiple African markets and industries. From corporate governance and compliance to responsible leadership, technology, women in executive roles and Africa’s growing entrepreneurial potential, Loyce explores what it takes to lead effectively in Africa today, and what the next generation of African leaders must do to prepare for tomorrow.

Mazingira ya biashara barani Afrika yanabadilika kwa kasi, hali inayohitaji viongozi wanaoweza kukabiliana na changamoto mbalimbali, kukumbatia teknolojia na kubaki waaminifu kwa misingi, maadili na madhumuni yao. Katika mahojiano na jarida la iGaming AFRIKA, Loyce Oluoch, Mkurugenzi wa Nchi - Tanzania katika Choplife Gaming, anashiriki maarifa aliyoyapata kutokana na zaidi ya muongo mmoja wa uzoefu katika uongozi, utawala na kufanya kazi katika nchi na sekta mbalimbali barani Afrika. Kuanzia utawala bora wa mashirika na uzingatiaji wa sheria hadi uongozi wenye uwajibikaji, teknolojia, nafasi ya wanawake katika uongozi wa juu na uwezo unaokua wa ujasiriamali barani Afrika, Loyce anaeleza mambo yanayohitajika ili kuongoza kwa ufanisi katika Afrika ya leo na kile ambacho kizazi kijacho cha viongozi wa Afrika kinapaswa kufanya ili kujiandaa kwa kesho.

Could you please tell us more about yourself and what you do?

Tafadhali tuambie zaidi kukuhusu na unachofanya.

My name is Loyce Oluoch. I am basically a Pan-African leader with more than a decade of experience in leadership and governance. My experience cuts across different countries and industries, including law, mining, oil and gas, FMCG and, currently, iGaming.

Jina langu ni Loyce Oluoch. Kimsingi, mimi ni kiongozi ninayefanya kazi katika nchi mbalimbali za Afrika, nikiwa na zaidi ya muongo mmoja wa uzoefu katika uongozi na utawala. Uzoefu wangu unahusisha nchi na sekta mbalimbali, ikiwemo sheria, uchimbaji madini, mafuta na gesi, bidhaa za matumizi ya kila siku na kwa sasa, michezo ya kubashiri na kamari mtandaoni.

Your career spans across commercial law, corporate governance, and executive leadership across different African jurisdictions. How have these disciplines shaped the way you approach leadership?

Kazi yako imehusisha sheria za biashara, utawala wa mashirika na uongozi wa juu katika nchi mbalimbali za Afrika. Maeneo haya yameathirije namna unavyochukulia uongozi?

Every discipline is unique and comes with its own challenges. Through these challenges, I've learnt to be a person of the highest integrity and, importantly, a very good listener.

Kila eneo lina upekee wake na changamoto zake. Kupitia changamoto hizo, nimejifunza kuwa mtu mwenye uadilifu wa hali ya juu na, muhimu zaidi, msikilizaji mzuri sana.

To understand where my contribution can be most useful and how I can add value to a business, I first have to listen and understand its needs and requirements. My experience has therefore given me the ability to listen carefully, focus on growth and balance strategic ambitions with discipline and execution.

Ili kuelewa ni wapi mchango wangu unaweza kuwa na manufaa zaidi na namna ninavyoweza kuongeza thamani katika biashara, jambo la kwanza ninakalofanya ni kusikiliza na kuelewa mahitaji yake. Uzoefu wangu umenipa uwezo wa kusikiliza kwa makini, kuzingatia ukuaji na kuweka uwiano kati ya malengo ya kimkakati, nidhamu na utekelezaji.

How would you define responsible leadership? To me, responsible leadership is the ability to adapt to the work environment or the space where I'm called to work or consult, while also understanding the culture and having the cultural intelligence to operate effectively within that environment. It also means understanding the organisation’s technology and its openness to innovation. I believe corporate responsibility should be a core value of any responsible organisation. I would look at how they invest in corporate responsibility, especially in the communities or societies where it operates. That is how I would define responsible leadership. You are an executive leader, and leading across different African markets requires carefully navigating different legal and regulatory landscapes. What principles have enabled you to succeed? I think first and foremost, I'm a very good listener. When you join an organisation or are brought in to consult on a specific business challenge or task, the first thing you have to do is listen. By listening, you understand what people need, what they've been through, what part of the solution they require and how you can address their needs at that particular time.

Unawezaje kufafanua uongozi wenye uwajibikaji? Kwangu mimi, uongozi wenye uwajibikaji ni uwezo wa kuendana na mazingira ya kazi au eneo ambalo nimeitwa kufanya kazi au kutoa ushauri, huku nikielewa utamaduni uliopo na kuwa na uelewa wa kitamaduni unaonisaidia kufanya kazi kwa ufanisi katika mazingira hayo. Pia unahusisha kuelewa teknolojia inayotumiwa na shirika pamoja na utayari wake wa kukumbatia ubunifu. Ninaamini uwajibikaji wa shirika unapaswa kuwa miongoni mwa misingi mikuu ya shirika lolote linalowajibika. Ningeangalia namna linavyowekeza katika kuwajibika kwa jamii, hasa katika jamii na maeneo ambako linafanya shughuli zake. Hivyo ndivyo ninavyoweza kufafanua uongozi wenye uwajibikaji. Wewe ni kiongozi wa ngazi ya juu, na kuongoza katika masoko mbalimbali ya Afrika kunahitaji uelewa makini wa mifumo tofauti ya kisheria na udhibiti. Ni misingi ipi imekuwezesha kufanikiwa? Nadhani kwanza kabisa, mimi ni msikilizaji mzuri sana. Unapojiunga na shirika au unapoitwa kutoa ushauri kuhusu changamoto au jukumu fulani la biashara, jambo la kwanza unalopaswa kufanya ni kusikiliza. Kwa kusikiliza, unaelewa watu wanahitaji nini, wamepitia nini, ni sehemu gani ya suluhisho wanayohitaji na namna unavyoweza kushughulikia mahitaji yao kwa wakati huo.

Listening is therefore one of the things I'm very good at. I make sure I listen to everyone, from management to employees at every level. This helps me understand their perspective on the business and ensures that when I develop action plans or determine how to move a business forward, those plans are aligned with the people working locally. One thing that stands out across all these businesses, whether it's iGaming, mining, law, corporate consulting or legal work, is integrity. Being a person of high integrity takes you further because it gives you the ability to serve as many people as you can while remaining transparent about the approach and action plans you intend to use. My clients and management should understand the proposed solution clearly: this is what needs to be done, these are the steps we will take, and this is the action plan for the particular task. So, if I were to summarise it, I would say: be a very good listener, be transparent and be a person of integrity. You mentioned that you have a background in law. From your perspective, why are governance and compliance increasingly important in today's business environment? I think my legal background gives me an advantage because lawyers are trained to assess risk. Whenever something comes to me, whether it is positive or negative, I naturally focus on what the potential risk could be for the business. Lawyers are trained to identify risks, and that gives us a very keen eye for compliance. We have to make sure that everything follows the law of a particular country and the principles set by the relevant regulator. This supports long-term governance because we see so many businesses falling because of non-compliance, especially in iGaming, you would see in the UK where some big companies have penalties. So it saves companies costs, and also reputation. Being a compliance company gives you a very good reputation. I'll give an example, where I am now at Choplife, we have had best certificates for tax compliance for two years in a row now. That puts us in a very good space compliance wise. Compliance turns the governance, like when a company is in compliance, then governance becomes very easy, this is why these two aspects of corporate settings are very important to each other. From your experience, what distinguishes companies that succeed in Africa? I think one of the biggest factors is investing in people. When I walk into a company, I tend to evaluate it from the first person I meet, whether that someone is at reception or the most senior manager. From the way people present themselves and interact with you, you can often recognise whether a company is investing in its people. When you invest in African talent, they often give you more than you initially expect. So, one thing that stands out to me is how companies invest in their people. I also look at how they manage their partnerships, including the agreements and relationships that underpin those partnerships. I pay attention to whether those relationships are sustainable because they can tell you a lot about whether a company intends to remain on the continent for the long term. Some partnerships have unfavourable terms and conditions that make them difficult to sustain over a long period.

Kwa hiyo, kusikiliza ni mojawapo ya mambo ninayoyaweza vizuri. Ninahakikisha kwamba ninamsikiliza kila mtu, kuanzia uongozi hadi wafanyakazi katika kila ngazi. Hii hunisaidia kuelewa mtazamo wao kuhusu biashara na kuhakikisha kwamba ninapotengeneza mipango ya utekelezaji au kuamua namna ya kuisogeza biashara mbele, mipango hiyo inaendana na watu wanaofanya kazi katika mazingira hayo. Jambo moja linalojitokeza katika biashara zote hizi, iwe ni michezo ya kubashiri na kamari mtandaoni, uchimbaji madini, sheria, ushauri wa mashirika au kazi za kisheria, ni uadilifu. Kuwa mtu mwenye uadilifu wa hali ya juu kunakupeleka mbali kwa sababu kunakupa uwezo wa kuwahudumia watu wengi kadiri uwezavyo huku ukiwa wazi kuhusu mbinu na mipango ya utekelezaji unayokusudia kutumia. Wateja wangu na uongozi wanapaswa kuelewa kwa uwazi suluhisho linalopendekezwa: hiki ndicho kinachohitaji kufanywa, hizi ndizo hatua tutakazochukua na huu ndio mpango wa utekelezaji wa jukumu husika. Kwa hiyo, nikifupisha, ningesema: kuwa msikilizaji mzuri sana, kuwa mkweli na wazi, na uwe mtu mwenye uadilifu. Umetaja kuwa una historia ya masuala ya sheria. Kwa mtazamo wako, kwa nini utawala bora na uzingatiaji wa sheria vinazidi kuwa muhimu katika mazingira ya sasa ya biashara? Nadhani historia yangu ya kisheria inanipa faida kwa sababu wanasheria hufundishwa kutathmini hatari. Kila jambo linapokuja kwangu, liwe zuri au baya, kwa kawaida mimi huanza kwa kujiuliza ni hatari gani linaweza kuiletea biashara. Wanasheria hufundishwa kutambua hatari, na hilo linatupa uwezo mkubwa wa kuzingatia sheria na kanuni. Tunapaswa kuhakikisha kwamba kila kitu kinafuata sheria za nchi husika pamoja na misingi iliyowekwa na mamlaka inayosimamia sekta hiyo.Hii inasaidia kujenga utawala bora wa muda mrefu kwa sababu tunaona biashara nyingi zikishindwa kutokana na kutofuata sheria. Hasa katika sekta ya michezo ya kubashiri na kamari mtandaoni, tunaweza kuona mifano katika Uingereza ambako baadhi ya kampuni kubwa zimewahi kutozwa adhabu. Kwa hiyo, uzingatiaji wa sheria huisaidia kampuni kupunguza gharama na pia kulinda sifa yake. Kampuni inayozingatia sheria hujijengea sifa nzuri.Nitatoa mfano wa mahali nilipo sasa, Choplife. Kwa miaka miwili mfululizo, tumepokea vyeti bora vya uzingatiaji wa kodi. Hilo linatuweka katika nafasi nzuri sana katika suala la kufuata sheria. Uzingatiaji wa sheria huimarisha utawala bora. Kampuni inapofuata sheria na kanuni, utawala wake huwa rahisi zaidi. Ndiyo maana vipengele hivi viwili katika uendeshaji wa mashirika vina umuhimu mkubwa kwa kila kimoja. Kutokana na uzoefu wako, ni nini kinachotofautisha kampuni zinazofanikiwa barani Afrika? Nadhani mojawapo ya mambo makubwa ni kuwekeza kwa watu. Ninapoingia katika kampuni, huwa naanza kuitathmini kupitia mtu wa kwanza ninayekutana naye, iwe ni mtu wa mapokezi au meneja wa ngazi ya juu zaidi. Kutokana na namna watu wanavyojitokeza na kuwasiliana nawe, mara nyingi unaweza kutambua kama kampuni inawekeza kwa watu wake. Unapowekeza katika vipaji vya Afrika, mara nyingi watu hao wanakupa zaidi ya ulivyotarajia mwanzoni. Kwa hiyo, jambo moja linalonivutia ni namna kampuni inavyowekeza kwa wafanyakazi wake. Pia ninaangalia namna inavyosimamia ushirikiano wake, ikiwemo mikataba na mahusiano yanayowezesha ushirikiano huo. Ninaangalia kama mahusiano hayo yanaweza kudumu kwa muda 45

I also look at how companies execute and communicate their policies. There are organisations where policies are understood only by management, and then management expects everyone else to deliver. If you have a six-year strategy, a one-year plan and quarterly objectives, those priorities need to be communicated clearly to everyone, from senior management to employees at every level. When people understand the direction of the business, it becomes much easier for them to work towards a common goal. So, I would look at the company’s partnerships, both locally and internationally, and how it invests in its people. I’ll also look into how well they communicate their plans, and how effectively it communicates its short- and long-term plans. As you work every day, how do you align the boards, the management, investors and regulators? What does that look like on a day-to-day basis? I normally structure these priorities quarterly. Every quarter, I want to understand the goals, what the organisation wants me to achieve and what we want to achieve in a particular period. At the end of that quarter, we sit down and evaluate what was achieved, what was not achieved and why. That process also allows me to understand the people I work with better. Transparency is also very important. Being able to communicate in real time about what is going on and what is taking place in the business is essential. My experience is largely in operations, and as an operations person, you have things happening every day. My ability to communicate day-to-day operations with senior management helps keep everyone aligned because nothing should come to them as a surprise. They should understand what is happening from the beginning through to resolution. So, transparency is a key factor for me, as is how I execute the plans. I like to have annual and quarterly plans that are clearly structured and distributed I also work with feedback. Feedback is very important to me, because it helps you understand whether you are performing well on a particular task and where there are areas of improvement. We have the next generation of leaders, from your perspective, and from what you've seen, what capabilities will future African leaders need? I think they'll need to understand technology. We are heading towards a world where AI is being used across almost every sector, and it is already transforming many roles and changing how we work. As a future leader, I think it is important to align your education and career with technology because technology is developing very quickly. If I were speaking to a future leader today, someone aspiring to become a manager, executive, CEO or business leader, I would advise them to invest more in technology, take technology and online courses, learn about AI and understand the tools that can support their work. Today, there are so many tools available, from calendars and cloud-based platforms to ChatGPT and other AI applications. These tools are there to help us.

mrefu kwa sababu yanaweza kukuambia mengi kuhusu nia ya kampuni ya kuendelea kufanya kazi barani Afrika kwa muda mrefu. Baadhi ya ushirikiano huwa na masharti yasiyofaa ambayo hufanya iwe vigumu kuudumisha kwa muda mrefu. Pia ninaangalia namna kampuni inavyotekeleza na kuwasilisha sera zake. Kuna mashirika ambako sera zinaeleweka na uongozi pekee, kisha uongozi unatarajia kila mtu mwingine atekeleze. Ikiwa una mkakati wa miaka sita, mpango wa mwaka mmoja na malengo ya kila robo mwaka, vipaumbele hivyo vinapaswa kuwasilishwa kwa uwazi kwa kila mtu, kuanzia viongozi wa ngazi za juu hadi wafanyakazi katika kila ngazi. Watu wanapoelewa mwelekeo wa biashara, huwa rahisi zaidi kwao kufanya kazi kuelekea lengo moja. Kwa hiyo, ningeangalia ushirikiano wa kampuni, wa ndani na wa kimataifa, pamoja na namna inavyowekeza kwa watu wake. Pia ningeangalia namna inavyowasilisha mipango yake na jinsi inavyowasilisha kwa ufanisi mipango yake ya muda mfupi na mrefu. Katika kazi yako ya kila siku, unawezaje kuleta uwiano kati ya bodi za wakurugenzi, uongozi, wawekezaji na mamlaka za udhibiti? Hilo linaonekanaje katika shughuli za kila siku? Kwa kawaida mimi hupanga vipaumbele kwa kila robo mwaka. Kila robo mwaka, nataka kuelewa malengo ni yapi, shirika linataka nifanikishe nini na tunataka kufikia nini katika kipindi hicho. Mwisho wa robo hiyo, tunakaa pamoja na kutathmini kile kilichofikiwa, ambacho hakikufikiwa na sababu zake. Utaratibu huo pia hunisaidia kuwafahamu vizuri zaidi watu ninaofanya nao kazi. Uwazi pia ni muhimu sana. Uwezo wa kuwasiliana kwa wakati kuhusu kinachoendelea na kinachotokea katika biashara ni jambo la msingi. Uzoefu wangu kwa kiasi kikubwa uko katika uendeshaji wa shughuli, na unapokuwa katika eneo hilo, kuna mambo yanayotokea kila siku. Uwezo wangu wa kuwasiliana na uongozi wa juu kuhusu shughuli za kila siku husaidia kuhakikisha kila mtu anaelewa kinachoendelea kwa sababu hakuna jambo linalopaswa kuwafikia kama mshangao. Wanapaswa kuelewa kinachoendelea kuanzia mwanzo hadi utatuzi wake. Kwa hiyo, uwazi ni jambo muhimu kwangu, pamoja na namna ninavyotekeleza mipango. Napenda kuwa na mipango ya mwaka na ya kila robo mwaka ambayo imepangwa kwa uwazi na kusambazwa kwa wahusika. Pia ninafanyia kazi maoni. Maoni ni muhimu sana kwangu kwa sababu yanakusaidia kuelewa kama unafanya vizuri katika jukumu fulani na kutambua maeneo ambayo yanahitaji kuboreshwa. Tunazungumzia kizazi kijacho cha viongozi. Kwa mtazamo wako na kutokana na uliyoyaona, ni uwezo gani ambao viongozi wa baadaye wa Afrika watahitaji? Nadhani watahitaji kuielewa teknolojia. Tunaelekea katika dunia ambako akili bandia inatumika katika karibu kila sekta, na tayari inabadilisha majukumu mengi pamoja na namna tunavyofanya kazi. Kama kiongozi wa baadaye, ninaamini ni muhimu kuoanisha elimu na taaluma yako na teknolojia kwa sababu teknolojia inaendelea kwa kasi sana. 47

Kama ningekuwa nazungumza na kiongozi wa baadaye leo, mtu anayetamani kuwa meneja, kiongozi wa juu, mkurugenzi mkuu au kiongozi wa biashara, ningemshauri awekeze zaidi katika teknolojia, asome kozi zinazohusiana na teknolojia na kujifunza kupitia mtandao, ajifunze kuhusu akili bandia na kuelewa zana zinazoweza kumsaidia katika kazi yake.

Africa’s demographic strength is one of its greatest advantages. We are seeing Leo kuna zana nyingi zinazopatikana, kuanzia kalenda na mifumo countries such as Kenya and inayohifadhi taarifa kwenye mtandao hadi ChatGPT na matumizi Rwanda remove or ease visa mengine ya akili bandia. Zana hizi zipo ili kutusaidia. requirements for fellow Kama Waafrika, hatupaswi kuipuuza teknolojia au kuruhusu Africans. If more countries maendeleo haya yapite bila sisi kushiriki. Tunapaswa kuwa sehemu ya mchakato wa ukuaji na ubunifu. embrace greater freedom of Kwangu mimi, ningewashauri viongozi wa baadaye kuipa movement across the teknolojia kipaumbele kwa sababu teknolojia ni muhimu. continent, Africa could Unapozungumzia uwajibikaji wa mashirika kwa jamii, become one of the strongest unawezaje kuhakikisha kuwa mchango kwa jamii unakuwa economic regions in the world. sehemu ya mkakati na unaleta matokeo yenye maana? As Africans, we should not ignore technology or simply let these developments pass us by. We should be part of the process of growth and innovation. For me, I would advise future leaders to pay close attention to technology because technology is key. When you look at corporate responsibility, how do you make social impact strategic and actually create meaningful impact?

Zamani, nilikuwa naenda kwenye mahojiano, napata kazi na hapo ndipo mambo yaliishia. Lakini sasa nimefikia hatua katika taaluma yangu ambapo, kabla ya kujiunga na shirika, huwa nauliza: Mipango yenu ya kuwajibika kwa jamii ni ipi? Tunapaswa kuirudishia jamii. Sio tu kuhusu kufanya kazi, kutekeleza majukumu na kupata pesa. Ninaamini pia tuna wajibu wa kuleta mabadiliko katika jamii tunazofanyia biashara.

In the past, I would go for an interview, get a job and that was it. But I am now at a stage in my career where, before joining an organisation, I ask: What are your CSR plans?

Ninajivunia sana Choplife, ambako ninafanya kazi kwa sasa, kwa sababu kila ninapowasilisha pendekezo la kusaidia jamii kwa bodi au mwenyekiti, tayari kuna dhamira kubwa ya kuirudishia jamii. Kikundi hiki kina mipango kadhaa ya kusaidia jamii ambayo inaleta mabadiliko yenye maana.

We need to give back. It is not just about working, executing tasks and earning money. I also believe we have a responsibility to impact the communities in which we do business.

Kama msimamizi wa shughuli za nchi ya Tanzania, ninajivunia kuwa sehemu ya kikundi kinachozisaidia jamii ambako kinafanya shughuli zake.

I am very proud of Choplife, where I am currently based, because whenever I approach the board or the chairman with a CSR suggestion, there is already a strong commitment to giving back. The group has several CSR initiatives that make a meaningful difference.

Ningezihimiza kampuni nyingine kufuata njia hiyo. Ikiwa tayari zinafanya hivyo, zinapaswa kuzingatia kuweka bajeti maalumu kwa ajili ya shughuli za kusaidia jamii. Kuwajibika kwa jamii kunapaswa kuwa sehemu ya msingi ya biashara kwa sababu, hatimaye, tunapaswa kuwa na mchango chanya katika jamii tunazozihudumia.

As a country manager for Tanzania, I am proud to be part of a group that gives back to the communities where it operates. I would encourage other companies to follow the same approach. If they are already doing so, they should consider having a specific budget for social impact. CSR should be part and parcel of the business because, ultimately, we have to impact the communities we serve. On a personal basis, I am eager to be part of teams and organisations that have a CSR budget because I feel that I need to positively impact the society in which I do business. We have seen more women challenging societal norms and earning places at executive tables and in decision-making roles. As an executive leader yourself, what advice would you give emerging women leaders, and what should they be looking out for? I think the number one thing is that women should take care of themselves. Invest in your mental health, invest in your confidence, and invest in yourself because I believe good energy comes from within.

Kwa upande wangu binafsi, ninatamani kuwa sehemu ya timu na mashirika yenye bajeti ya kusaidia jamii kwa sababu ninahisi nina wajibu wa kuleta matokeo chanya katika jamii ambako ninafanyia biashara. Tumeona wanawake wengi zaidi wakipinga mitazamo ya kijamii na kupata nafasi katika uongozi wa juu na katika kufanya maamuzi. Kama wewe mwenyewe ni kiongozi wa ngazi ya juu, ungependa kuwashauri nini wanawake wanaoanza safari ya uongozi, na ni mambo gani wanapaswa kuyazingatia? Nadhani jambo la kwanza kabisa ni wanawake kujitunza. Wekeza katika afya yako ya akili, jenga kujiamini na jiwekezwe wewe mwenyewe kwa sababu ninaamini nguvu na mtazamo mzuri huanzia ndani. Kuchoka kupita kiasi na kufanya kazi kwa muda mrefu si lazima kukufikishe unakotaka kwenda, na hata kama kutakufikisha, matokeo huenda yasiwe ya kudumu. Kwa hiyo, jiwekezwe. Hilo ndilo jambo la kwanza.

Loyce Oluoch Country Director - Tanzania, Choplife Gaming

Burnout and long working hours do not necessarily take you anywhere, and even when they do, the results may not be sustainable. So, invest in yourself. That is number one. At the same time, we should not simply say there is no room for women while also failing to invest in our own competence. For example, you may aspire to become a CEO, but if you stop developing professionally after earning a bachelor’s degree while your colleagues are pursuing master’s degrees and professional certifications, you may find yourself less prepared when the opportunity comes. It is important to have the competence required for the role you want, so that when the opportunity comes, you are prepared and capable of taking it on. But you should also remain authentic to yourself and to others. Be real with people and be open to correction because it is through those corrections that you learn and elevate yourself. Build relationships and network. I am naturally introverted, but over the last three years, I have really been learning to evolve. I attend career seminars and participate in anything that aligns with where I am now or with the person I want to become. Through networking, you meet mentors and learn from people who have been where you want to go. You begin to understand the skills you need to become the leader you aspire to be. Leadership is also built through consistency. As a woman joining an organisation, you have to understand that it does not happen overnight. Choose something you are good at and build on it. I chose leadership and governance, while I could have simply remained a lawyer working in the courtroom. I chose to become a corporate leader. Through consistency and through investing more than 10 years in leadership and governance, I have reached positions that I am proud of today. So, I feel that we should also give ourselves time. Time is important. We should not push ourselves too hard because you cannot become a CEO overnight. You need many different skills to get there. Instead of putting ourselves under unnecessary pressure, we should remain consistent in what we do. And then be a person of service. I normally say, “I am here to serve you.” I am happy to serve you. I'm a leader who serves my people. I believe that a person who serves others will ultimately be rewarded by either God or the Universe. For those who have already impacted someone’s life, remember that some of us are meant to be there as mentors. We are where we are today for a reason, and I believe it is also by the grace of God. Personally, I am very grateful for where I am. I know that I am here not only because of my abilities, capabilities or skills, but also by God’s grace.

Wakati huo huo, hatupaswi kusema tu kwamba hakuna nafasi kwa wanawake huku tukishindwa kuwekeza katika uwezo wetu wenyewe. Kwa mfano, unaweza kutamani kuwa mkurugenzi mkuu, lakini ukiacha kujiendeleza kitaaluma baada ya kupata shahada ya kwanza huku wenzako wakiendelea na shahada za uzamili na vyeti vya kitaaluma, unaweza kujikuta hujajiandaa vya kutosha fursa inapojitokeza. Ni muhimu kuwa na uwezo unaohitajika kwa nafasi unayoitaka ili fursa inapokuja uwe umejiandaa na uwe na uwezo wa kuichukua. Lakini pia unapaswa kubaki mwaminifu kwa nafsi yako na kwa wengine. Kuwa halisi unaposhughulika na watu na uwe tayari kukosolewa na kusahihishwa kwa sababu kupitia masahihisho hayo ndipo unapojifunza na kujiboresha. Jenga mahusiano na mtandao wa watu unaowafahamu. Kwa asili mimi si mtu wa kujichanganya sana na watu, lakini katika miaka mitatu iliyopita nimekuwa nikijifunza kujibadilisha. Ninahudhuria semina za taaluma na kushiriki katika shughuli zinazolingana na nilipo sasa au na mtu ninayetaka kuwa. Kupitia kujenga mahusiano, unakutana na walezi na watu ambao tayari wamefika mahali unapotaka kufika. Unaanza kuelewa ujuzi unaohitaji ili kuwa kiongozi unayetaka kuwa. Uongozi pia hujengwa kupitia uthabiti. Kama mwanamke anayejiunga na shirika, unapaswa kuelewa kwamba mambo hayo hayatokei mara moja. Chagua jambo unaloliweza vizuri na lijenge. Nilichagua uongozi na utawala, wakati ningebaki tu kuwa mwanasheria anayefanya kazi mahakamani. Nilichagua kuwa kiongozi wa shirika. Kupitia uthabiti na kuwekeza zaidi ya miaka 10 katika uongozi na utawala, nimefikia nafasi ninazojivunia leo. Kwa hiyo, ninahisi tunapaswa pia kujipa muda. Muda ni muhimu. Hatupaswi kujisukuma kupita kiasi kwa sababu huwezi kuwa mkurugenzi mkuu kwa siku moja. Unahitaji ujuzi mwingi tofauti ili kufika huko. Badala ya kujiwekea shinikizo lisilo la lazima, tunapaswa kuwa na uthabiti katika kile tunachofanya. Na pia uwe mtu wa kuwahudumia wengine. Mimi huwa nasema, “Nipo hapa kukuhudumia.” Ninafurahia kuwahudumia wengine. Mimi ni kiongozi anayewahudumia watu wangu. Ninaamini mtu anayewahudumia wengine hatimaye atalipwa na Mungu au na ulimwengu. Kwa wale ambao tayari wamewahi kuleta mabadiliko katika maisha ya mtu mwingine, kumbukeni kwamba baadhi yetu tumewekwa hapa ili kuwa walezi na washauri. Tuko tulipo leo kwa sababu fulani, na ninaamini pia ni kwa neema ya Mungu. Binafsi, ninashukuru sana kwa nilipo. Najua kwamba sipo hapa kwa sababu tu ya uwezo, vipaji au ujuzi wangu, bali pia kwa neema ya Mungu. Ni jambo gani kuhusu mustakabali wa Afrika linalokupa matumaini na msisimko mkubwa zaidi?

What is it about Africa’s future that excites you most? I think Africa’s demographic strength is one of its greatest advantages. We are seeing countries such as Kenya and Rwanda remove or ease visa requirements for fellow Africans. If more countries embrace greater freedom of movement across the continent, Africa could become one of the strongest economic regions in the world.

Nadhani nguvu ya idadi ya watu barani Afrika ni mojawapo ya faida zake kubwa. Tunaona nchi kama Kenya na Rwanda zikiondoa au kupunguza masharti ya visa kwa Waafrika kutoka nchi nyingine. Ikiwa nchi nyingi zaidi zitakubali uhuru mkubwa wa watu kusafiri na kutembea ndani ya bara, Afrika inaweza kuwa mojawapo ya maeneo yenye nguvu kubwa zaidi kiuchumi duniani.

I also see enormous opportunities in digital transformation. Technology and digital transformation are still relatively new in many parts of Africa, which means there is significant room for growth compared with more developed markets like Europe. I also see tremendous entrepreneurial energy. If you go to Kenya, you see a thriving startup ecosystem. The data also shows significant startup activity across West and East Africa. Many young people across the continent are no longer relying solely on government jobs. They are pushing themselves to become entrepreneurs, creating opportunities not only for themselves but also for others. So, I see an increasingly entrepreneurial continent in the years ahead. I hope to contribute by working with institutions and startups, helping build stronger businesses and supporting more inclusive and sustainable growth across the continent.

Pia naona fursa kubwa katika mabadiliko ya kidijitali. Teknolojia na mabadiliko ya kidijitali bado ni mambo mapya katika sehemu nyingi za Afrika, jambo linalomaanisha kwamba kuna nafasi kubwa ya kukua ikilinganishwa na masoko yaliyoendelea zaidi kama Ulaya. Pia naona nguvu kubwa ya ujasiriamali. Ukienda Kenya, unaona mfumo wa biashara changa unaostawi. Takwimu pia zinaonyesha shughuli kubwa za biashara changa katika Afrika Magharibi na Afrika Mashariki. Vijana wengi barani Afrika hawategemei tena ajira za serikali pekee. Wanajisukuma kuwa wajasiriamali, wakitengeneza fursa si kwa ajili yao tu bali pia kwa ajili ya wengine. Kwa hiyo, ninaona bara linalozidi kuwa na nguvu katika ujasiriamali katika miaka ijayo. Ninatumaini kuchangia kwa kufanya kazi na taasisi na biashara changa, kusaidia kujenga biashara imara zaidi na kuunga mkono ukuaji unaowafikia watu wengi zaidi na unaoweza kudumu katika bara zima.

Hamed Rahimi on Technology, Localisation and the Future of iGaming For Hamed Rahimi, CEO of Betora Global, building in iGaming means keeping pace with a fast-changing industry without losing sight of what matters: reliable technology, strong partnerships and a clear understanding of each market. With 17 years of experience across industries including social gaming and crypto, Rahimi has seen first-hand how quickly technology and consumer behaviour can evolve. As Betora expands across international and African markets, he shares his thoughts on localisation, operator control, the challenges of entering new markets and the company’s vision for making iGaming technology simpler, more flexible and better suited to the businesses it serves. In this interview, Rahimi also reflects on Betora’s approach to working alongside operators, the importance of adapting technology to local market needs, and what the company is focused on as it continues to grow.

Kwa Hamed Rahimi, Mkurugenzi Mtendaji wa Betora Global, kujenga biashara katika sekta ya iGaming kunahitaji kuendana na kasi ya mabadiliko ya sekta hiyo bila kupoteza mwelekeo wa mambo muhimu: teknolojia inayotegemeka, ushirikiano imara na uelewa wa kina wa kila soko. Akiwa na uzoefu wa miaka 17 katika sekta mbalimbali, zikiwemo michezo ya kijamii na crypto, Rahimi ameshuhudia moja kwa moja jinsi teknolojia na tabia za watumiaji zinavyoweza kubadilika kwa kasi. Kadiri Betora inavyopanua shughuli zake katika masoko ya kimataifa na Afrika, anazungumzia umuhimu wa ujanibishaji, udhibiti wa waendeshaji, changamoto za kuingia katika masoko mapya na dira ya kampuni ya kufanya teknolojia ya iGaming iwe rahisi, yenye kubadilika na inayokidhi zaidi mahitaji ya biashara inazohudumia. Katika mahojiano haya, Rahimi pia anaeleza mtazamo wa Betora wa kufanya kazi kwa karibu na waendeshaji, umuhimu wa kurekebisha teknolojia kulingana na mahitaji ya soko la ndani, pamoja na maeneo ambayo kampuni inalenga kuyaboresha kadiri inavyoendelea kukua.

Could you briefly introduce yourself and tell us how you got into the iGaming space?

Je, unaweza kujitambulisha kwa ufupi na kutueleza jinsi ulivyoingia katika sekta ya iGaming?

I am Hamed Rahimi, CEO of Betora Global. Over the past 17 years, I’ve worked across different industries, including social gaming and crypto, but I’ve always had a particular interest in iGaming. What attracted me to the industry was really the combination of technology, operations, and the pace at which it evolves. It’s an industry that never stands still, and I think that’s what makes it so exciting.

Mimi ni Hamed Rahimi, Mkurugenzi Mtendaji wa Betora Global. Kwa miaka 17 iliyopita, nimefanya kazi katika sekta mbalimbali, zikiwemo michezo ya kijamii na crypto, lakini siku zote nimekuwa na shauku ya pekee katika iGaming. Kilichonivutia katika sekta hii ni mchanganyiko wa teknolojia, uendeshaji wa biashara na kasi ambayo sekta hii inabadilika. Ni sekta ambayo haisimami kamwe, na nadhani hilo ndilo linaloifanya iwe ya kusisimua sana.

Looking back at your career so far, what experiences have shaped the way you approach leadership and building a business in such a fast-moving industry?

Ukiangalia safari yako ya kikazi hadi sasa, ni uzoefu gani ambao umeathiri namna unavyoongoza na kujenga biashara katika sekta yenye mabadiliko ya haraka kama hii?

I think nothing can actually prepare or shape you for iGaming. But jokes aside, one thing I’ve learned is that speed matters, but clarity matters even more. In a fast-moving industry, there will always be new opportunities, markets, and technologies competing for your attention.

Nadhani hakuna kitu ambacho kinaweza kukuandaa kikamilifu au kukutengeneza kwa ajili ya iGaming. Lakini tukiachana na utani, jambo moja nililojifunza ni kwamba kasi ni muhimu, lakini uwazi wa mwelekeo ni muhimu zaidi. Katika sekta inayobadilika kwa kasi, daima kutakuwa na fursa mpya, masoko mapya na teknolojia mpya zinazogombea umakini wako.

My approach is to stay very close to the business, to our clients, our team, and what is actually happening in the markets. I also believe in giving good people ownership. As CEO, you shouldn’t be making every decision yourself; you should be building a team capable of making good decisions quickly.

Mtazamo wangu ni kuwa karibu sana na biashara, wateja wetu, timu yetu na kile kinachoendelea katika masoko kwa uhalisia. Pia naamini katika kuwapa watu wenye uwezo umiliki na wajibu wa kufanya maamuzi. Ukiwa Mkurugenzi Mtendaji, hupaswi kufanya kila uamuzi mwenyewe; unapaswa kujenga timu yenye uwezo wa kufanya maamuzi mazuri kwa haraka.

Hamed Rahimi CEO of Betora Global

The iGaming industry growth is very fast-paced. How do you personally stay ahead of those changes without losing sight of the fundamentals of running a sustainable business?

Ukuaji wa sekta ya iGaming unaenda kwa kasi sana. Wewe binafsi unawezaje kuendana na mabadiliko hayo bila kupoteza misingi ya kuendesha biashara endelevu?

I try to separate trends from structural changes. Not everything new requires you to change direction.

Ninajaribu kutofautisha kati ya mitindo mipya na mabadiliko ya kimsingi. Si kila jambo jipya linahitaji ubadilishe mwelekeo.

For us, the fundamentals remain the same: build reliable technology, understand the operator, maintain strong partnerships, and make commercially sensible decisions. At the same time, we stay very close to emerging markets, regulations, payments, and player behaviour. That combination allows us to move quickly without chasing every trend that appears.

Kwetu sisi, misingi bado ni ileile: kujenga teknolojia inayotegemeka, kumwelewa mwendeshaji, kudumisha ushirikiano imara na kufanya maamuzi yenye mantiki kibiashara. Wakati huohuo, tunafuatilia kwa karibu masoko yanayoibukia, kanuni, mifumo ya malipo na tabia za wachezaji. Mchanganyiko huo unatupa uwezo wa kusonga kwa haraka bila kukimbizana na kila mtindo mpya unaojitokeza.

Betora is exhibiting for the first time at the SBC Summit in Lisbon. As CEO, why is now the right time for Betora to debut at a major industry event, and what would make it a success for you and the company? The timing feels right because Betora has moved beyond simply introducing a technology concept. We now have the platform, the infrastructure, the certification, experience across different markets, and a much clearer international growth strategy. So Lisbon is really about showing the industry what Betora has become. Success for me isn't measured by how many people walk past our stand. It's about the quality of the conversations we have. If operators leave with a clear understanding of what Betora can do for their business and we establish a few strong long-term relationships, then we will consider it successful. Betora describes itself as a strategic partner rather than simply a platform provider. From your perspective, what does that difference actually mean for an operator once they begin working with you?

Betora inashiriki kwa mara ya kwanza kama mwonyeshaji katika SBC Summit mjini Lisbon. Kama Mkurugenzi Mtendaji, kwa nini unaona sasa ndio wakati sahihi kwa Betora kujitokeza katika tukio kubwa la sekta, na ni nini kingelifanya tukio hilo liwe na mafanikio kwako na kwa kampuni? Muda unaonekana kuwa sahihi kwa sababu Betora imevuka hatua ya kuwa kampuni inayotambulisha tu dhana ya teknolojia. Sasa tuna jukwaa, miundombinu, vyeti vinavyohitajika, uzoefu katika masoko mbalimbali na mkakati wa kimataifa wa ukuaji ambao umejengwa kwa uwazi zaidi. Kwa hiyo, Lisbon inahusu zaidi kuonyesha sekta hii kile ambacho Betora imekuwa. Kwangu mimi, mafanikio hayapimwi kwa idadi ya watu wanaopita kwenye banda letu. Yanapimwa kwa ubora wa mazungumzo tunayofanya. Ikiwa waendeshaji wataondoka wakiwa na uelewa wa wazi kuhusu kile ambacho Betora inaweza kufanya kwa biashara zao, na tukaanzisha mahusiano machache imara ya muda mrefu, basi tutachukulia hilo kuwa mafanikio.

A platform provider gives you the technology. A strategic partner goes much further than that.

Betora inajieleza kama mshirika wa kimkakati badala ya kuwa mtoa huduma wa jukwaa pekee. Kwa mtazamo wako, tofauti hiyo ina maana gani kwa mwendeshaji anapoanza kufanya kazi nanyi?

We are with our clients every step of the way. We want to solve problems with the operator, not simply hand them software and say, "Here is your platform." We understand the challenges they face, and we help them grow and scale their business.

Mtoa huduma wa jukwaa anakupa teknolojia. Mshirika wa kimkakati huenda mbali zaidi ya hapo.

For us, our interests align; as our operators grow, we grow alongside them. When our operators grow, we grow with them. Their success is genuinely our success, which transforms our relationship from that of a mere technology supplier to that of a long-term partner. Africa is a good example of why a one-size-fits-all approach is difficult. Payment behaviour, regulations, player preferences, and even the way operators market their products differ significantly from one country to another. How does Betora adapt its technology to those differences? This is our philosophy, actually: Think Global—Act Local. Africa isn't one gaming market. Every country has its own ecosystem, and that's something you have to understand before entering it. We built Betora to be modular and highly configurable, so operators can adapt payments, content, KYC processes, promotions, and other operational elements market by market. Payments are a particularly good example. In many African markets, mobile money is fundamental, so having the right local payment infrastructure can be just as important as having the right casino or sportsbook content. The technology has to adapt to the market, not the other way around.

Tunakuwa pamoja na wateja wetu katika kila hatua. Tunataka kutatua changamoto pamoja na mwendeshaji, si kumpa tu programu na kumwambia, “Hili ndilo jukwaa lako.” Tunaelewa changamoto wanazokabiliana nazo na tunawasaidia kukuza na kupanua biashara zao. Kwetu sisi, maslahi yetu yanaendana; waendeshaji wetu wanapokua, sisi pia tunakua pamoja nao. Mafanikio yao kwa kweli ni mafanikio yetu. Hilo linabadilisha uhusiano wetu kutoka kuwa wa mtoa teknolojia wa kawaida hadi kuwa wa mshirika wa muda mrefu. Afrika ni mfano mzuri wa kwa nini kutumia mfumo mmoja kwa masoko yote ni jambo gumu. Tabia za malipo, kanuni, mapendeleo ya wachezaji na hata namna waendeshaji wanavyouza bidhaa zao hutofautiana kwa kiasi kikubwa kutoka nchi moja hadi nyingine. Betora inarekebishaje teknolojia yake ili kukidhi tofauti hizo? Hii ndiyo falsafa yetu: Think Global—Act Local. Afrika si soko moja la michezo ya kubashiri na kasino. Kila nchi ina mfumo wake wa kiuchumi na kibiashara, na hilo ni jambo unalopaswa kulielewa kabla ya kuingia katika soko hilo. Tulijenga Betora ikiwa na usanifu wa kimoduli na uwezo mkubwa wa kubadilishwa, ili waendeshaji waweze kurekebisha mifumo ya malipo, maudhui, taratibu za KYC, ofa na vipengele vingine vya

“

From your experience, what are some of the things operators most commonly underestimate when entering a new African market? Oh, I can confidently say that operators usually underestimate the importance of operational details. (I learned it the hard way myself, haha). Getting a licence or launching a website is only the beginning. Payments, withdrawals, local customer behaviour, acquisition costs, local partnerships, KYC processes, and even the types of promotions players respond to can vary enormously between markets. Operators sometimes enter with a model that worked somewhere else and assume they can replicate it. You need to localise the entire operation, not just the language and currency on the website. As stated by Betora, operators can go live in a new market in as little as two weeks with the flexibility to adapt the platform to local requirements. How has Betora built its technology and processes to make that possible, particularly when operators still need to meet local compliance requirements and deliver a strong player experience from day one? We have a modular architecture and an established integration ecosystem, so a large part of the technical foundation already exists. We then configure the relevant payments, content, compliance processes, branding and operational requirements around the specific market. That dramatically reduces unnecessary development time. Of course, two weeks depends on things such as licensing, documentation and third-party readiness, but from a technology perspective we've designed Betora to remove as many barriers to launch as possible and make access to market as quickly as possible. Betora gives operators direct control over areas such as players, promotions, content and payments. What difference does that level of control make to the way an operator runs its business day to day? If you see a campaign performing well, you should be able to react immediately. If you want to change a promotion, adjust content or analyse a particular player segment, you shouldn't have to open a ticket with your platform provider and wait several days. Our philosophy is that it's the operator's business, so they should have the tools to operate it. We provide the infrastructure and support behind them, but we don't want the technology provider to become a bottleneck. In summary, it makes operations faster. Operators today have access to enormous amounts of player data, but having data and knowing what to do with it are two different things. How does Betora help operators turn that information into decisions they can act on? That’s exactly correct. Having more data doesn’t necessarily mean better decisions. Betora has a very comprehensive dashboard, where it brings player and operational information into a unified environment, allowing operators to segment players, understand behaviour and respond through promotions, CRM and operational decisions.

uendeshaji kulingana na kila soko. Malipo ni mfano mzuri sana. Katika masoko mengi ya Afrika, fedha za simu ni sehemu ya msingi ya mfumo wa malipo, hivyo kuwa na miundombinu sahihi ya malipo ya ndani kunaweza kuwa muhimu sawa na kuwa na maudhui sahihi ya kasino au michezo ya kubashiri. Teknolojia inapaswa kuendana na soko, si soko kulazimika kuendana na teknolojia. Kutokana na uzoefu wako, ni mambo gani ambayo waendeshaji mara nyingi huyapuuza au kuyakadiria chini wanapoingia katika soko jipya la Afrika? Oh, ninaweza kusema kwa kujiamini kwamba waendeshaji mara nyingi hupuuza umuhimu wa maelezo madogo ya uendeshaji. (Nilijifunza hili kwa njia ngumu mwenyewe, haha). Kupata leseni au kuzindua tovuti ni mwanzo tu. Mifumo ya malipo, utoaji wa fedha, tabia za wateja wa ndani, gharama za kuwafikia wateja, ushirikiano wa ndani, taratibu za KYC na hata aina za ofa ambazo wachezaji hujibu vizuri vinaweza kutofautiana sana kati ya soko moja na jingine. Wakati mwingine waendeshaji huingia katika soko jipya wakiwa na mfumo ambao ulifanya kazi mahali pengine na kudhani wanaweza kuutumia kwa namna ileile. Unahitaji kuufanya uendeshaji mzima uendane na soko husika, si kubadilisha tu lugha na sarafu kwenye tovuti. Kama Betora inavyoeleza, waendeshaji wanaweza kuanza rasmi shughuli katika soko jipya ndani ya wiki mbili pekee, huku wakiwa na uwezo wa kurekebisha jukwaa kulingana na mahitaji ya ndani. Betora imejengaje teknolojia na michakato yake ili kufanya hilo liwezekane, hasa ikizingatiwa kwamba waendeshaji bado wanapaswa kutimiza mahitaji ya uzingatiaji wa kanuni za ndani na kutoa uzoefu mzuri kwa wachezaji tangu siku ya kwanza? Tuna usanifu wa kimoduli na mfumo uliowekwa tayari wa miunganisho, hivyo sehemu kubwa ya msingi wa kiteknolojia tayari ipo. Kisha tunasanidi mifumo husika ya malipo, maudhui, michakato ya uzingatiaji wa kanuni, chapa na mahitaji ya uendeshaji kulingana na soko maalum. Hilo hupunguza kwa kiasi kikubwa muda wa maendeleo usio wa lazima. Bila shaka, suala la wiki mbili linategemea mambo kama vile upatikanaji wa leseni, nyaraka na utayari wa wahusika wengine. Lakini kwa upande wa teknolojia, tumeunda Betora ili kuondoa vikwazo vingi iwezekanavyo katika mchakato wa uzinduzi na kuwezesha kuingia katika soko kwa haraka iwezekanavyo. Betora inawapa waendeshaji udhibiti wa moja kwa moja katika maeneo kama vile wachezaji, ofa, maudhui na malipo. Kiwango hicho cha udhibiti kinafanya tofauti gani katika namna mwendeshaji anavyoendesha biashara yake kila siku? Ukiona kampeni inafanya vizuri, unapaswa kuwa na uwezo wa kuitikia mara moja. Ikiwa unataka kubadilisha ofa, kurekebisha maudhui au kuchambua kundi fulani la wachezaji, hupaswi kufungua tiketi kwa mtoa huduma wa jukwaa lako na kusubiri siku kadhaa. Falsafa yetu ni kwamba hii ni biashara ya mwendeshaji, hivyo anapaswa kuwa na zana za kuiendesha. Tunatoa miundombinu na msaada unaohitajika nyuma yake, lakini hatutaki mtoa huduma wa teknolojia awe kikwazo katika uendeshaji. Kwa ufupi, hufanya shughuli za uendeshaji kuwa za haraka zaidi.

The objective is to shorten the distance between seeing something happening and doing something about it. Data becomes valuable when an operator quickly turns insights into action. Besides that, the dashboard is very customisable and can be redefined as per the operator's need. If an operator wants to see the last campaign's ROI, and it is already there, it can be added in minutes. Betora has placed considerable emphasis on partnerships beyond technology, including football and recognised sporting personalities. Why was it important to build that side of the business alongside its technology offering? Gaming doesn't exist in isolation. The overlap between sport, entertainment, and gaming audiences is enormous, especially in the markets we are targeting. Football gives us a powerful way to build recognition, relationships and trust beyond a traditional B2B technology conversation. Working with recognised personalities also creates experiences and opportunities that we can share with our partners. Ultimately, beside the technology, we want to build a brand and an ecosystem that operators genuinely want to be part of. As CEO, what is the greatest challenge you think technology providers in iGaming need to solve better today? I have said it before, and I say it again, complexity. Operators are dealing with dozens of systems, suppliers, payment providers, game providers, compliance requirements and data sources. Technology was supposed to simplify operations, but often the technology stack itself has become part of the problem. I think the next generation of platforms should integrate these components more effectively. That's a major part of what we're building at Betora - one ecosystem where the operator has visibility and control without having to manage unnecessary complexity.

“

Waendeshaji leo wanaweza kupata kiasi kikubwa sana cha data za wachezaji, lakini kuwa na data na kujua cha kufanya nayo ni mambo mawili tofauti. Betora inawasaidiaje waendeshaji kubadilisha taarifa hizo kuwa maamuzi wanayoweza kuyafanyia kazi? Hilo ni sahihi kabisa. Kuwa na data nyingi zaidi si lazima kumaanishe kufanya maamuzi bora. Betora ina dashibodi pana sana inayokusanya taarifa za wachezaji na za uendeshaji katika mazingira moja. Hilo huwawezesha waendeshaji kugawa wachezaji katika makundi, kuelewa tabia zao na kuchukua hatua kupitia ofa, CRM na maamuzi ya uendeshaji. Lengo ni kupunguza muda kati ya kuona jambo likitokea na kuchukua hatua kulihusu. Data huwa na thamani pale mwendeshaji anapoweza kubadilisha maarifa anayoyapata kuwa hatua kwa haraka. Mbali na hilo, dashibodi inaweza kubinafsishwa kwa kiwango kikubwa na kurekebishwa kulingana na mahitaji ya mwendeshaji. Ikiwa mwendeshaji anataka kuona ROI ya kampeni ya mwisho na taarifa hiyo tayari ipo kwenye mfumo, inaweza kuongezwa ndani ya dakika chache. Betora imeweka msisitizo mkubwa katika ushirikiano unaovuka mipaka ya teknolojia, ikiwemo soka na watu mashuhuri katika michezo. Kwa nini ilikuwa muhimu kujenga upande huo wa biashara sambamba na huduma yake ya teknolojia? Michezo ya kubashiri na kasino haipo peke yake. Kuna mwingiliano mkubwa kati ya hadhira ya michezo, burudani na gaming, hasa katika masoko tunayolenga. Soka linatupa njia yenye nguvu ya kujenga utambulisho, mahusiano na uaminifu zaidi ya mazungumzo ya kawaida ya teknolojia kati ya biashara na biashara (B2B). Kufanya kazi na watu mashuhuri pia hutengeneza uzoefu na fursa ambazo tunaweza kushirikiana na washirika wetu. Hatimaye, zaidi ya teknolojia, tunataka kujenga chapa na mfumo ambao waendeshaji wanataka kwa dhati kuwa sehemu yake.

Operators are dealing with dozens of systems, suppliers, payment providers, game providers, compliance requirements and data sources. Technology was supposed to simplify operations, but often the technology stack itself has become part of the problem.

Finally, as Betora continues expanding its presence across international and African markets, what are you most focused on improving or developing over the coming years? Our focus is really on deeper localisation, greater automation and giving operators even more intelligence and control over their business. AI will naturally play a big part in that. We see a lot of potential in using AI to make CRM smarter, improve player segmentation, personalise promotions and help operators identify opportunities in their data much faster. The idea isn't to use AI just because it's a trend — it has to solve a real operational problem or help the operator make better decisions. The bigger vision is quite simple: wherever an operator wants to launch or scale, we want Betora to be their first choice.

Kama Mkurugenzi Mtendaji, ni changamoto gani kubwa unayoona watoa huduma za teknolojia katika iGaming wanapaswa kuitatua vizuri zaidi leo? Nimeshawahi kusema hapo awali, na nasema tena: utata. Waendeshaji wanashughulika na mifumo mingi, wasambazaji, watoa huduma za malipo, watoa huduma za michezo, mahitaji ya uzingatiaji wa kanuni na vyanzo mbalimbali vya data. Teknolojia ilipaswa kurahisisha shughuli za uendeshaji, lakini mara nyingi mfumo wa teknolojia wenyewe umekuwa sehemu ya tatizo. Nadhani kizazi kijacho cha majukwaa kinapaswa kuunganisha vipengele hivi kwa ufanisi zaidi. Hilo ni sehemu kubwa ya kile tunachojenga Betora—mfumo mmoja ambao mwendeshaji anaweza kuona na kudhibiti shughuli zake bila kulazimika kushughulikia utata usio wa lazima. Mwisho, wakati Betora ikiendelea kupanua uwepo wake katika masoko ya kimataifa na Afrika, ni mambo gani unayolenga zaidi kuyaboresha au kuyaendeleza katika miaka ijayo? Lengo letu kuu ni kuongeza zaidi ujanibishaji, kuongeza kiwango cha otomatiki na kuwapa waendeshaji maarifa na udhibiti zaidi wa biashara zao. AI kwa kawaida itakuwa na nafasi kubwa katika hilo. Tunaona fursa nyingi katika kutumia AI kufanya CRM iwe na ufanisi zaidi, kuboresha upangaji wa wachezaji katika makundi, kubinafsisha ofa na kuwasaidia waendeshaji kutambua fursa zilizopo kwenye data zao kwa haraka zaidi. Lengo si kutumia AI kwa sababu tu ni mtindo unaoibuka—lazima itatue changamoto halisi ya uendeshaji au imsaidie mwendeshaji kufanya maamuzi bora. Dira kubwa ni rahisi: popote ambapo mwendeshaji anataka kuanzisha au kupanua biashara yake, tunataka Betora iwe chaguo lake la kwanza.

Dianah Ann Wathanji Kariuki Head of Sales, iGaming AFRIKA Summit

Inside the iGaming AFRIKA Summit:

Dianah Wathanji on Growth, Opportunity and What Comes Next The iGaming AFRIKA Summit has grown from a new industry event into a platform bringing together operators, suppliers, regulators, affiliates and other key players from across Africa and beyond. At the centre of this growth is Dianah Ann Wathanji Kariuki, Head of Sales at iGaming AFRIKA Summit, who was involved in building the event from its inaugural edition. In an interview with iGaming AFRIKA Magazine, Dianah reflects on the journey of taking the Summit from an idea that required the industry’s trust to an established platform with more than 3,000 attendees at its first edition, sharing what the team learnt from exhibitors and sponsors, what businesses are looking for when they invest in an industry event, and how these lessons are shaping the commercial opportunities and vision for the 2027 iGaming AFRIKA Summit.

Could you introduce yourself and tell us about your career journey and what eventually led you to the iGaming industry? My name is Dianah Ann Wathanji Kariuki, and my background is in public relations, events and stakeholder management. At MediaForce Communications, I progressed from PR & Events Executive to Head of PR & Events, which gave me much more responsibility around client relationships, event delivery and managing projects from concept through execution. My entry into iGaming came through the iGaming AFRIKA Summit (iGA Summit). I had no previous experience in iGaming, so I came in with an open mind and learnt as we planned the inaugural Summit. I started attending industry events, meeting companies and helping the team sell exhibition and sponsorship packages. Slowly, sales became more and more of my responsibility. What started as supporting the sales effort eventually became my role, and today I lead the commercial side of the Summit as Head of Sales. Before the inaugural iGaming AFRIKA Summit, there was no previous edition or track record to sell. What did it take to get companies to believe in the vision and commit to the first edition? The greatest challenge was trust. We were asking companies to commit budget to an event they had never experienced, so naturally they wanted to know whether we could deliver the audience, the quality and the industry participation we were promising. Mr Jeremiah and I handled many of those early exhibitor conversations together. We would attend the meetings and introduce the vision, and afterwards, I would take responsibility for following up and moving those conversations forward.

Mkutano wa iGaming AFRIKA umeendelea kukua kutoka kuwa tukio jipya la sekta hadi kuwa jukwaa linalowakutanisha waendeshaji, wasambazaji, wadhibiti, washirika wa masoko na wadau wengine muhimu kutoka Afrika na maeneo mengine duniani. Kiini cha ukuaji huu ni Dianah Ann Wathanji Kariuki, Mkuu wa Mauzo katika Mkutano wa iGaming AFRIKA, ambaye alihusika katika kuujenga kongamano hilo tangu toleo lake la kwanza. Katika mahojiano na iGaming AFRIKA Magazine, Dianah anaelezea safari ya kuubadilisha Mkutano huo kutoka wazo lililohitaji kuaminiwa na sekta, hadi kuwa jukwaa lililoimarika lililovutia zaidi ya washiriki 3,000 katika toleo lake la kwanza. Pia anashiriki yale ambayo timu ilijifunza kutoka kwa waonyeshaji na wadhamini, mambo ambayo biashara huzingatia zinapowekeza katika tukio la sekta, pamoja na jinsi mafunzo hayo yanavyosaidia kuunda fursa za kibiashara na dira ya Mkutano wa iGaming AFRIKA wa 2027. Unaweza kujitambulisha na kutueleza kuhusu safari yako ya kikazi na ni nini hatimaye kilikupeleka kwenye sekta ya iGaming? Jina langu ni Dianah Ann Wathanji Kariuki, na nina uzoefu katika mahusiano ya umma, matukio na usimamizi wa wadau. Nikiwa MediaForce Communications, nilipanda kutoka nafasi ya PR & Events Executive hadi kuwa Mkuu wa PR & Events. Hilo lilinipa majukumu makubwa zaidi katika kusimamia mahusiano na wateja, utekelezaji wa matukio na miradi kuanzia hatua ya dhana hadi utekelezaji. Kuingia kwangu katika sekta ya iGaming kulikuja kupitia kongamano la iGaming AFRIKA (iGA Summit). Sikuwa na uzoefu wa awali katika iGaming, hivyo nilianza nikiwa na mtazamo wa kujifunza na nikaanza kufahamu sekta hiyo tulipokuwa tukipanga Mkutano wa kwanza. Nilianza kuhudhuria matukio ya sekta, kukutana na kampuni na kusaidia timu kuuza vifurushi vya maonyesho na udhamini. Taratibu, mauzo yakawa sehemu kubwa zaidi ya majukumu yangu. Kile kilichoanza kama kusaidia juhudi za mauzo hatimaye kikawa jukumu langu, na leo ninaongoza upande wa kibiashara wa Mkutano kama Mkuu wa Mauzo. Kabla ya Mkutano wa kwanza wa iGaming AFRIKA, hakukuwa na toleo la awali wala historia ya mafanikio ya kuuza. Iliwachukua nini kuwafanya kampuni ziitikie maono hayo na kujitolea kwa toleo la kwanza? Changamoto kubwa ilikuwa kujenga imani. Tulikuwa tukiomba kampuni zitumie bajeti katika tukio ambalo hazikuwa zimewahi kulishuhudia, hivyo kwa kawaida zilitaka kujua kama tungeweza kuleta hadhira, ubora na ushiriki wa wadau wa sekta tuliokuwa tumeahidi.

Some took several conversations because, particularly with the larger commitments, companies needed confidence before making that investment. Attending international industry events also helped because people could meet us, understand what we were building and see the team behind the Summit. By the end of that first sales cycle, we had secured several sponsors and exhibitors. The difference today is that we are no longer selling only a vision. We now have something tangible to show. Having gone through the first edition, what did you learn about what companies in the African gaming industry are actually looking for when they invest in an industry event? Exhibitors are very clear about what they want: foot traffic, and more importantly, access to operators and the right decision-makers. Visibility matters, but ultimately, they are investing because they want conversations that can lead to business. I think we did a pretty good job of delivering that in the first edition. We had 3,000+ attendees across the three event days, with a good number of them being C-level executives. The feedback was also encouraging, with attendees highlighting meaningful connections and networking as some of the strongest parts of the event. The lesson for me was that selling an exhibition stand is only one part of the job. What really matters is who is walking past that stand, who stops for a conversation and whether those are the people the exhibitor came to meet. What are exhibitors, sponsors, and partners saying about their priorities as you prepare for the 2027 edition, and how are those talks shaping the Summit's commercial offering? The message from exhibitors remains quite consistent: they want foot traffic, and they want operators. They want to know that the audience coming through the exhibition floor is commercially relevant to them. That is influencing how we approach 2027. We now have actual performance from the first edition to work with rather than assumptions, and we also understand much better what different companies are trying to achieve. Some want exhibition presence, others want stronger branding, networking, speaking opportunities or more experiential activations. For 2027, we have expanded the commercial inventory across both exhibition and sponsorship opportunities. That allows us to have a much more tailored conversation with each company instead of trying to sell everybody the same package. Africa continues to attract international gaming companies looking to enter or expand across the continent. From a sales perspective, what makes iGA Summit a valuable entry point for businesses looking to build relationships and explore opportunities in African markets? One of the biggest advantages is concentration.The Summit brings together operators, suppliers, regulators, affiliates, payment companies, advisers, and other industry stakeholders, allowing companies to build relationships in one environment instead of trying to connect individually across multiple markets from a distance.

Bw. Jeremiah na mimi tulishughulikia pamoja mazungumzo mengi ya awali na waonyeshaji. Tulihudhuria mikutano, tukawasilisha maono yetu, na baada ya hapo nilichukua jukumu la kufuatilia na kuendeleza mazungumzo hayo. Baadhi ya mazungumzo yalihitaji mikutano kadhaa kwa sababu, hasa pale ambapo kulikuwa na uwekezaji mkubwa, kampuni zilihitaji kupata uhakika kabla ya kufanya uamuzi huo. Kuhudhuria matukio ya kimataifa ya sekta pia kulisaidia kwa sababu watu waliweza kukutana nasi, kuelewa tulichokuwa tunajenga na kuiona timu iliyokuwa nyuma ya Mkutano. Kufikia mwisho wa mchakato huo wa kwanza wa mauzo, tulikuwa tumepata wadhamini na waonyeshaji kadhaa. Tofauti ya leo ni kwamba hatuuzi maono pekee. Sasa tuna kitu halisi cha kuonyesha. Baada ya kupitia toleo la kwanza, umejifunza nini kuhusu kile ambacho kampuni katika sekta ya michezo ya kubahatisha barani Afrika hutafuta hasa zinapowekeza katika tukio la sekta? Waonyeshaji wako wazi kabisa kuhusu wanachotaka: idadi kubwa ya watu wanaopita katika eneo la maonyesho, na muhimu zaidi, kupata fursa ya kuwafikia waendeshaji na watoa maamuzi sahihi. Kuonekana ni muhimu, lakini hatimaye wanawekeza kwa sababu wanataka mazungumzo yanayoweza kuleta biashara. Nadhani tulifanya vizuri katika kufanikisha hilo katika toleo la kwanza. Tulikuwa na zaidi ya washiriki 3,000 katika siku tatu za tukio, huku idadi nzuri ikiwa ni watendaji wa ngazi ya C-level. Maoni tuliyopokea pia yalikuwa ya kutia moyo, huku washiriki wakisisitiza kuwa uhusiano wenye maana na fursa za mitandao vilikuwa miongoni mwa vipengele vilivyofanikiwa zaidi vya tukio. Somo nililolipata ni kwamba kuuza nafasi ya maonyesho ni sehemu moja tu ya kazi. Kinachojali zaidi ni nani anayepita kwenye nafasi hiyo, nani anayesimama kwa ajili ya mazungumzo na kama hao ndio watu ambao mwonyeshaji alikuja kukutana nao. Waonyeshaji, wadhamini na washirika wanasema nini kuhusu vipaumbele vyao mnapojiandaa kwa toleo la 2027, na mazungumzo hayo yanaathirije huduma za kibiashara za Kongamano? Ujumbe kutoka kwa waonyeshaji bado unaendelea kuwa uleule: wanataka idadi kubwa ya watu wanaopita kwenye eneo la maonyesho, na wanataka waendeshaji. Wanataka kujua kwamba hadhira inayofika katika eneo la maonyesho ni yenye umuhimu wa kibiashara kwao. Hilo linaathiri namna tunavyojiandaa kwa 2027. Sasa tuna takwimu na matokeo halisi ya toleo la kwanza ya kutusaidia, badala ya kutegemea makadirio, na pia tunaelewa vizuri zaidi kile ambacho kampuni mbalimbali zinataka kufanikisha. Baadhi zinataka uwepo katika maonyesho, nyingine zinataka mwonekano mkubwa zaidi wa chapa, fursa za mitandao, nafasi za kuzungumza au shughuli shirikishi zinazowapa washiriki uzoefu wa moja kwa moja. Kwa mwaka 2027, tumepanua fursa za kibiashara katika maeneo ya maonyesho pamoja na udhamini. Hilo linatuwezesha kuwa na mazungumzo yanayolenga mahitaji ya kila kampuni badala ya kujaribu kuuza kifurushi kilekile kwa kila mtu.

The first edition attracted participants from across Africa and beyond, with Africa accounting for most of the attendance. That gives international companies an opportunity to meet people already operating in these markets, understand what is happening on the ground and start building relationships face-to-face.

Afrika inaendelea kuvutia kampuni za kimataifa za michezo ya kubahatisha zinazotaka kuingia au kupanua shughuli zao barani. Kwa mtazamo wa mauzo, ni nini kinachofanya iGA Summit kuwa sehemu muhimu ya kuanzia kwa biashara zinazotaka kujenga mahusiano na kuchunguza fursa katika masoko ya Afrika?

From a sales perspective, that is what makes the Summit so valuable. We are not saying that attending one event automatically gives you access to Africa. What we can provide is a platform where many of the conversations you would otherwise have to build separately can begin in one place.

Moja ya faida kubwa ni mkusanyiko wa wadau. Mkutano unawaleta pamoja waendeshaji, wasambazaji, wadhibiti, washirika wa masoko, kampuni za malipo, washauri na wadau wengine wa sekta. Hii inaruhusu kampuni kujenga mahusiano katika mazingira moja badala ya kujaribu kuwasiliana na wadau mmoja mmoja katika masoko mbalimbali wakiwa mbali.

Beyond visibility and brand exposure, what can exhibitors and sponsors realistically expect to gain from participating in iGA Summit 2027? The main value should be business conversations and relationships. Visibility is part of any event, but if a company leaves with only photographs of its booth, then we have not delivered enough. Companies should be able to meet operators, potential partners, decision-makers and other businesses that are relevant to what they are trying to achieve in Africa. That was one of the strongest outcomes from the first edition, with feedback showing that attendees made meaningful connections.

Toleo la kwanza liliwaleta pamoja washiriki kutoka maeneo mbalimbali ya Afrika na nje ya bara, huku Afrika ikiwa na sehemu kubwa ya mahudhurio. Hilo linazipa kampuni za kimataifa fursa ya kukutana na watu ambao tayari wanafanya kazi katika masoko haya, kuelewa kinachoendelea katika mazingira halisi na kuanza kujenga mahusiano ana kwa ana. Kwa mtazamo wa mauzo, hilo ndilo linalofanya Mkutano kuwa wa thamani. Hatusemi kwamba kuhudhuria tukio moja kunakupa moja kwa moja fursa ya kufikia Afrika nzima. Tunachoweza kutoa ni jukwaa ambalo mazungumzo mengi ambayo vinginevyo ungehitaji kuyajenga moja baada ya jingine yanaweza kuanzishwa katika sehemu moja.

For 2027, we are looking at the commercial offering much more broadly. It is not only an exhibition space. There are networking environments, sponsorship activations, content opportunities and different ways for brands to position themselves depending on their objectives. The conversation I want my team to have with a client is not simply, “Which package do you want?” It is, “What are you trying to achieve, and how can we position you to get the most value from being there?”

Zaidi ya mwonekano na kutangaza chapa, waonyeshaji na wadhamini wanaweza kutarajia kupata nini kwa uhalisia kutokana na kushiriki katika iGA Summit 2027?

The Summit brings together operators, suppliers, affiliates, regulators, investors and other stakeholders. How are you approaching the 2027 edition to create opportunities for these different groups to connect and do business?

Kampuni zinapaswa kuwa na uwezo wa kukutana na waendeshaji, washirika wanaoweza kuwa nao, watoa maamuzi na biashara nyingine zinazohusiana na malengo yao barani Afrika. Hilo lilikuwa mojawapo ya matokeo muhimu zaidi ya toleo la kwanza, huku maoni yakionyesha kwamba washiriki walijenga mahusiano yenye maana.

For me, it starts with understanding that not everybody comes to the Summit for the same reason. A supplier may want operators. An international company may want local partners. Someone else may be interested in regulatory conversations, market intelligence or visibility within a particular segment. Our job is therefore to create enough different environments for those conversations to happen. The exhibition floor is one part of it, but networking spaces, side events, presentations, sponsorship activations and more focused engagement opportunities are equally important. We learnt from the first edition that networking was one of the things attendees valued most. So as we plan for 2027, the objective is not simply to make the event bigger. It is to make those interactions more deliberate and more commercially useful. Finally, for a company still deciding whether to exhibit or sponsor at iGA Summit 2027, what would you say to them? Why should they make the move now rather than wait another year? For the first edition, I was asking companies to trust what we believed we could build. For 2027, I can show them what we actually delivered.

Thamani kuu inapaswa kuwa mazungumzo ya kibiashara na mahusiano. Mwonekano ni sehemu ya tukio lolote, lakini ikiwa kampuni itaondoka ikiwa na picha za banda lake pekee, basi hatujatoa thamani ya kutosha.

Kwa 2027, tunaangalia huduma ya kibiashara kwa mtazamo mpana zaidi. Si suala la nafasi ya maonyesho pekee. Kuna mazingira ya mitandao, shughuli za udhamini, fursa za maudhui na njia mbalimbali ambazo chapa zinaweza kujiposition kulingana na malengo yao. Mazungumzo ninayotaka timu yangu iwe nayo na mteja si tu, “Unataka kifurushi gani?” Badala yake, ni, “Unataka kufanikisha nini, na tunawezaje kukuweka katika nafasi itakayokupa thamani kubwa zaidi kutokana na kushiriki katika Mkutano?” Mkutano unawaleta pamoja waendeshaji, wasambazaji, washirika wa masoko, wadhibiti, wawekezaji na wadau wengine. Mnajiandaa vipi kwa toleo la 2027 ili kuunda fursa kwa makundi haya mbalimbali kuwasiliana na kufanya biashara? Kwangu, inaanza kwa kuelewa kwamba si kila mtu anayekuja kwenye Mkutano anakuja kwa sababu ileile. Msambazaji anaweza kuwa anawatafuta waendeshaji. Kampuni ya kimataifa inaweza kuwa inatafuta washirika wa ndani. Mtu mwingine anaweza kuwa anavutiwa na mazungumzo ya udhibiti, taarifa kuhusu masoko au kuongeza mwonekano wake katika sehemu fulani ya sekta.

We had 3,000+ attendees across the three event days, most of them being C-level executives, and participants came from across Africa and beyond. We also now have feedback from exhibitors, sponsors and attendees that is helping us improve the second edition

Kwa hiyo, kazi yetu ni kuunda mazingira mbalimbali ya kutosha ili mazungumzo hayo yaweze kutokea. Eneo la maonyesho ni sehemu moja tu, lakini maeneo ya mitandao, matukio ya pembeni, mawasilisho, shughuli za udhamini na fursa za ushiriki maalum pia ni muhimu.

There is a practical advantage to committing early. The companies that come in earlier have more choice around their exhibition position and the sponsorship opportunities available to them, and we have more time to work with them on how they want to show up at the Summit.

Tulijifunza kutokana na toleo la kwanza kwamba mitandao ilikuwa mojawapo ya mambo ambayo washiriki walithamini zaidi. Kwa hiyo, tunapopanga 2027, lengo si kufanya tukio liwe kubwa tu. Ni kufanya mawasiliano hayo yawe na mwelekeo zaidi na yawe na manufaa makubwa zaidi kibiashara.

So my message would be simple: the first edition proved that the platform can bring the industry together. The 2027 edition is about building on that foundation, and companies that want to be part of that growth should start that conversation with us early.

Mwisho, kwa kampuni ambayo bado inaamua kama ionyeshe bidhaa zake au idhamini iGA Summit 2027, ungewaambia nini? Kwa nini wachukue hatua sasa badala ya kusubiri mwaka mwingine?

Tulikuwa na zaidi ya washiriki 3,000 katika siku tatu za tukio, wengi wao wakiwa watendaji wa ngazi ya C-level, na washiriki walitoka Afrika na maeneo mengine duniani. Pia sasa tuna maoni kutoka kwa waonyeshaji, wadhamini na washiriki ambayo yanatusaidia kuboresha toleo la pili.

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Kwa toleo la kwanza, nilikuwa nikiomba kampuni ziutegemee uwezo tuliokuwa tunaamini tungeweza kuujenga. Kwa 2027, ninaweza kuwaonyesha kile tulichofanikiwa kutekeleza kwa hakika.

Kuna faida ya kivitendo ya kujitolea mapema. Kampuni zinazojiunga mapema zina chaguo kubwa zaidi kuhusu nafasi zao za maonyesho na fursa za udhamini zinazopatikana, na sisi tunakuwa na muda zaidi wa kufanya kazi pamoja nazo kuhusu namna zinavyotaka kujionyesha katika Mkutano. Kwa hiyo, ujumbe wangu ungekuwa rahisi: toleo la kwanza lilithibitisha kwamba jukwaa hili linaweza kuileta sekta pamoja. Toleo la 2027 linahusu kujenga juu ya msingi huo, na kampuni zinazotaka kuwa sehemu ya ukuaji huo zinapaswa kuanza mazungumzo nasi mapema.

Global Integration:

SBC Efforts to Purposeful Growth with the 2026 Summit

Are you ready for the 2026 SBC Summit? Well, in preparation for this grand event, we took the initiative to conduct an interview with Rasmus Sojmark, CEO and Founder of SBC & Sports Global Group.

Je, uko tayari kwa SBC Summit 2026? Katika maandalizi ya tukio hili kubwa, tulipata fursa ya kufanya mahojiano na Rasmus Sojmark, Mwanzilishi na Mkurugenzi Mtendaji wa SBC & Sports Global Group.

Sojmark highlights the efforts they’ve made at SBC to ensure Africa is included in the global gaming conversation. From inviting the continent's top gaming decision-makers to partnering with top associations to ensure the success of the event. He also talks about the improvements they’ve made in this upcoming 2026 summit to ensure more success. Additionally, he enlightens how SBC is conducting meaningful engagement with regulatory organisations such as IAGR and IMGL to build a balance in the iGaming business and policy.

Sojmark anaeleza juhudi ambazo SBC imefanya kuhakikisha Afrika inakuwa sehemu ya mijadala ya kimataifa kuhusu sekta ya michezo ya kubashiri na michezo ya kubahatisha. Juhudi hizo ni pamoja na kuwaalika watoa maamuzi wakuu wa sekta ya michezo ya kubahatisha barani Afrika, pamoja na kushirikiana na vyama na mashirika mbalimbali kuhakikisha tukio hilo linafanikiwa. Pia anaeleza maboresho yaliyofanywa katika mkutano wa mwaka 2026 ili kuongeza mafanikio yake. Aidha, anaangazia namna SBC inavyoshirikiana kwa karibu na taasisi za udhibiti kama IAGR na IMGL, kwa lengo la kujenga uwiano mzuri kati ya biashara na sera katika sekta ya iGaming.

Rather than dictating Africa’s narrative, SBC maintains strict objectivity, positioning itself as a neutral platform that aims to remove the traditional guesswork of market entry and allow effortless bypassing of networking hurdles and form immediate, impactful international business partnerships

Badala ya kuamua au kuelekeza simulizi la Afrika, SBC inazingatia kutokuwa na upendeleo na kujenga jukwaa huru linalolenga kuondoa sintofahamu zinazoweza kujitokeza wakati wa kuingia katika masoko mapya, kurahisisha upatikanaji wa fursa za mitandao na kuondoa vikwazo vya kujenga mahusiano ya kibiashara ya kimataifa yenye matokeo.

Africa is becoming more and more present at the SBC Summit every year. What is SBC doing to make sure Africa is part of the global conversations and opportunities being created in the industry and not just creating space for African voices?

Afrika inazidi kuonekana katika SBC Summit kila mwaka. SBC inafanya nini kuhakikisha Afrika inakuwa sehemu ya mijadala na fursa za kimataifa zinazoundwa katika sekta hii, badala ya kuipa tu nafasi ya kutoa sauti yake?

We talk a lot about SBC Summit being an ecosystem, and I think Africa is a good example of why that's so important. This year, we're creating more dedicated opportunities for African stakeholders to connect, exchange ideas and address the issues shaping the region through conference sessions on the main stages, our Africa Regulatory Gaming Meetup and, most significantly, the launch of the African Gaming Forum.

Tunazungumza sana kuhusu SBC Summit kuwa mfumo ikolojia wa sekta hii, na nadhani Afrika ni mfano mzuri wa kwa nini hilo ni muhimu. Mwaka huu, tunaunda fursa zaidi maalumu kwa wadau wa Afrika kukutana, kubadilishana mawazo na kujadili masuala yanayoathiri eneo hili kupitia vikao vya mijadala katika majukwaa makuu, Africa Regulatory Gaming Meetup na, muhimu zaidi, uzinduzi wa African Gaming Forum.

The African Gaming Forum is a dedicated one-day, invite-only gathering during SBC Summit week, designed to bring together operators, regulators, associations and other key stakeholders from across the continent.

African Gaming Forum ni mkutano maalumu wa siku moja unaohudhuriwa kwa mwaliko pekee wakati wa wiki ya SBC Summit. Unalenga kuwakutanisha waendeshaji wa biashara, wadhibiti, vyama na wadau wengine muhimu kutoka maeneo mbalimbali ya bara la Afrika.

We've designed it as a highly curated environment combining focused panel discussions with high-level networking, where those focused on Africa can debate the issues affecting the continent and spend meaningful time together. We're aiming for representation from across Africa's key markets, particularly Nigeria, South Africa, Kenya, Ghana, Tanzania, Uganda, Zambia, Mozambique, Angola and Botswana, while also building stronger ties with emerging and growth markets across East, West, Southern, Central and North Africa. And just as important as who's in the room is what level they're at. We want most attendees to be the actual decision-makers: CEOs, founders, commissioners, C-level execs, directors, and association leaders, not just a big audience for the sake of numbers.

Tumeuandaa kama mazingira yaliyochaguliwa kwa umakini, yakichanganya mijadala maalumu ya paneli na fursa za kujenga mahusiano ya kiwango cha juu, ambapo wale wanaolenga masuala ya Afrika wanaweza kujadili changamoto zinazoikabili bara na kutumia muda wa kutosha pamoja. Tunatarajia uwakilishi kutoka katika masoko muhimu ya Afrika, hususan Nigeria, Afrika Kusini, Kenya, Ghana, Tanzania, Uganda, Zambia, Msumbiji, Angola na Botswana, huku pia tukiimarisha uhusiano na masoko yanayoibukia na yanayokua katika Afrika Mashariki, Magharibi, Kusini, Kati na Kaskazini. Jambo lingine muhimu ni kiwango cha watu watakaokuwepo. Tunataka wengi wa washiriki wawe watoa maamuzi wenyewe—Mkurugenzi Wakuu, waanzilishi, makamishna, viongozi wa ngazi ya juu, wakurugenzi na viongozi wa vyama—badala ya kuwa na hadhira kubwa kwa ajili ya kuongeza idadi pekee.

We're also working with organisations already embedded in the African gaming ecosystem. iGaming Afrika is supporting the Forum as our event partner, while our network of strategic partners includes organisations such as the Association of Gaming Operators Kenya, the South African Bookmakers' Association, the Ghana Association of Sports Betting Operators, IAGR, IMGL and Women in Gaming Africa.

Pia tunashirikiana na mashirika ambayo tayari yamejikita katika mfumo wa sekta ya michezo ya kubahatisha Afrika. iGaming Afrika inasaidia Forum kama mshirika wetu wa tukio, huku mtandao wetu wa washirika wa kimkakati ukiwa na mashirika kama Association of Gaming Operators Kenya, South African Bookmakers' Association, Ghana Association of Sports Betting Operators, IAGR, IMGL na Women in Gaming Africa.

We've also formed a new strategic partnership with the Gaming Regulators Africa Forum (GRAF), which I think is particularly important because it strengthens the regulatory side of what we're trying to build. GRAF will become an Event Partner of the African Gaming Forum and will play a central role in its regulatory programme, including hosting the dedicated GRAF: African Gaming under the microscope panel with senior representatives from gaming authorities across the continent.

Pia tumeanzisha ushirikiano mpya wa kimkakati na Gaming Regulators Africa Forum (GRAF), ambao ninaona kuwa muhimu sana kwa sababu unaimarisha upande wa udhibiti wa kile tunachojaribu kujenga. GRAF itakuwa Mshirika wa Tukio wa African Gaming Forum na itakuwa na nafasi muhimu katika mpango wake wa udhibiti, ikiwa ni pamoja na kuandaa mjadala maalumu wa GRAF: African Gaming under the microscope, utakaowakutanisha wawakilishi wakuu kutoka mamlaka za udhibiti wa michezo ya kubahatisha barani Afrika.

At the same time, SBC is supporting the GRAF 2026 Conference in Maputo. That matters because we don't see this as a one-off partnership built around one day in Lisbon. It's about developing an ongoing relationship with the regulatory community across Africa and creating stronger links between the conversations taking place within individual African jurisdictions and the wider international industry. Those relationships are important because, in our vision, the Forum needs to be shaped together with the people already driving the industry across the continent. We don't want to sit outside Africa and decide what the important conversations should be. The regulators, operators, associations and other stakeholders working in these markets every day need to be at the centre of defining them. At the same time, we deliberately don't want the African Gaming Forum to become an isolated African conversation. For me, success isn't measured by how many Africa-focused panels we have or how many African delegates attend the SBC Summit. Those things matter, of course, but they're outcomes rather than the objective. The objective is making sure Africa is fully integrated into the global gaming conversation we’ll be having in Lisbon. An operator from Nigeria or Kenya doesn't only need to hear about Africa. They also want to understand how operators in Latin America are navigating regulation, what payment innovations are emerging globally, how other jurisdictions are approaching taxation and player protection, and where investment opportunities are developing. That's why the Forum takes place within SBC Summit week. It gives African stakeholders a dedicated space to discuss regional priorities with their peers but then connects those conversations directly into a much larger global ecosystem of operators, suppliers, affiliates, regulators, investors and technology companies. Plus, one of the most important outcomes for us is building something that we can engage with throughout the year. We're expanding our relationships with African regulators, operators, associations and media partners, developing more African-led content, creating strategic partnerships with organisations across the continent and building a much clearer identity for SBC within African gaming. That's the role we want the SBC Summit to play. Not simply giving Africa a seat at the table, but creating the relationships, platform and global connections that allow African stakeholders to help shape where the industry goes next.

Wakati huo huo, SBC inasaidia GRAF 2026 Conference huko Maputo. Hili ni muhimu kwa sababu hatuoni ushirikiano huu kama jambo la mara moja linalohusishwa na siku moja mjini Lisbon. Tunataka kujenga uhusiano wa muda mrefu na jumuiya ya wadhibiti barani Afrika na kuimarisha uhusiano kati ya mijadala inayofanyika katika mamlaka mbalimbali za Afrika na sekta ya kimataifa. Mahusiano hayo ni muhimu kwa sababu, katika maono yetu, Forum inapaswa kujengwa kwa pamoja na watu ambao tayari wanaongoza sekta hii katika bara. Hatutaki kukaa nje ya Afrika na kuamua ni mijadala gani inapaswa kuwa muhimu. Wadhibiti, waendeshaji, vyama na wadau wengine wanaofanya kazi katika masoko haya kila siku wanapaswa kuwa kiini cha kuamua mijadala hiyo. Wakati huo huo, hatutaki African Gaming Forum iwe mjadala unaojitenga na ulimwengu wa Afrika. Kwangu, mafanikio hayapimwi kwa idadi ya paneli zinazolenga Afrika au idadi ya wajumbe wa Afrika wanaohudhuria SBC Summit. Mambo hayo ni muhimu, bila shaka, lakini ni matokeo tu badala ya kuwa lengo kuu. Lengo ni kuhakikisha Afrika inaunganishwa kikamilifu na mjadala wa kimataifa kuhusu sekta ya michezo ya kubahatisha utakaofanyika Lisbon. Mwendeshaji kutoka Nigeria au Kenya hahitaji tu kusikia kuhusu Afrika. Pia anataka kuelewa namna waendeshaji katika Amerika ya Kusini wanavyokabiliana na udhibiti, ni ubunifu gani wa malipo unaoibuka duniani, namna mamlaka nyingine zinavyoshughulikia kodi na ulinzi wa wachezaji, na ni wapi fursa za uwekezaji zinajitokeza. Ndiyo maana Forum inafanyika ndani ya wiki ya SBC Summit. Inawapa wadau wa Afrika nafasi maalumu ya kujadili vipaumbele vya kikanda pamoja na wenzao, lakini pia inaunganisha mijadala hiyo moja kwa moja na mfumo mpana wa kimataifa unaowajumuisha waendeshaji, watoa huduma, washirika wa masoko, wadhibiti, wawekezaji na kampuni za teknolojia. Zaidi ya hayo, moja ya matokeo muhimu tunayolenga ni kujenga kitu ambacho tunaweza kuendelea kukishughulikia mwaka mzima. Tunaimarisha uhusiano wetu na wadhibiti, waendeshaji, vyama na washirika wa vyombo vya habari barani Afrika, tunaendeleza maudhui yanayoongozwa na Waafrika, tunajenga ushirikiano wa kimkakati na mashirika mbalimbali barani na kuunda utambulisho ulio wazi zaidi wa SBC ndani ya sekta ya michezo ya kubahatisha Afrika. Hiyo ndiyo nafasi tunayotaka SBC Summit ichukue. Si tu kuipa Afrika nafasi kwenye meza, bali kujenga mahusiano, jukwaa na miunganisho ya kimataifa inayowawezesha wadau wa Afrika kusaidia kuamua mwelekeo wa sekta hii katika siku zijazo.

The networking programme has grown into something much bigger than drinks receptions and chance encounters. What are people in this industry struggling to access today that made SBC invest so heavily in creating structured opportunities to connect? I think the biggest challenge people face today is actually quite simple: access. The industry has grown enormously over the last few years. There are more companies, more markets, more technologies and more people than ever before. That's fantastic, but it also means events can seem overwhelming. You can spend three days walking an exhibition floor, attend a dozen conference sessions and still leave feeling like you never met the one person or company you actually came to see. We felt there had to be a better way. That's why we've invested so heavily in structured networking. The objective isn't to create more networking opportunities for the sake of it. Every event claims to have great networking. The objective is to remove the guesswork and make it much easier for people to find the conversations that are genuinely relevant to their business. That's really the thinking behind everything we've introduced. Regulatory Gaming Meetups bring together people working in the same markets. Show floor tours help attendees discover suppliers aligned with what they're actually looking for. Speed networking allows people to make dozens of relevant introductions in under an hour. Smart Connect matches operators and suppliers based on their business objectives, while SBC Connect lets delegates arrange meetings before they even arrive in Lisbon. It all comes back to one idea: helping people spend more time having meaningful conversations. At the end of the day, people come to our event to solve problems, discover opportunities and build relationships that can help their business. If we can make that process easier, we've done our job. That's what our networking programme has evolved to become. It's no longer about hoping you bump into the right people. It's about giving you multiple, intentional ways to meet them. One of the most interesting additions this year is the Regulatory Gaming Meet-Ups. Regulation has traditionally been discussed in conference sessions and panel discussions, so why was it important to create dedicated networking spaces around these conversations? I don't actually see them as separate from the conference. I see them as the next step. Our conference programme is where the industry's biggest conversations happen. That's where people come to understand regulatory developments, hear different perspectives and gain insight into what's happening across global markets. But regulation is ultimately a people business. It's built on dialogue, relationships and trust. We wanted to create an environment where those conversations didn't have to end when the moderator thanked the panel and everyone left the room.

Mpango wa kujenga mahusiano umeendelea kuwa mkubwa zaidi kuliko mapokezi ya vinywaji na kukutana kwa bahati. Je, watu katika sekta hii wanapata changamoto gani katika kupata fursa au watu muhimu leo, kiasi kwamba SBC ikaamua kuwekeza zaidi katika kuunda fursa zilizopangwa za kukutana? Nadhani changamoto kubwa ambayo watu wanakabiliana nayo leo ni rahisi sana: upatikanaji. Sekta hii imekua kwa kiasi kikubwa katika miaka michache iliyopita. Kuna kampuni nyingi zaidi, masoko mengi zaidi, teknolojia nyingi zaidi na watu wengi zaidi kuliko wakati mwingine wowote. Hilo ni jambo zuri, lakini pia linaweza kufanya matukio yaonekane kuwa makubwa na yenye kuchanganya. Unaweza kutumia siku tatu ukizunguka kwenye eneo la maonyesho, kuhudhuria vikao kadhaa vya mikutano na bado ukaondoka ukiwa hujakutana na mtu au kampuni uliyokuja kuitafuta. Tuliona kwamba kulipaswa kuwa na njia bora zaidi. Ndiyo maana tumewekeza kwa kiasi kikubwa katika fursa za kujenga mahusiano zilizopangwa. Lengo si kuunda fursa nyingi zaidi za kukutana kwa ajili ya kuongeza idadi. Kila tukio hudai kuwa lina fursa nzuri za kujenga mahusiano. Lengo ni kuondoa sintofahamu na kurahisisha watu kupata mazungumzo ambayo yana umuhimu wa kweli kwa biashara zao. Hilo ndilo wazo lililo nyuma ya kila kitu tulichoanzisha. Regulatory Gaming Meetups huwaunganisha watu wanaofanya kazi katika masoko sawa. Ziara katika eneo la maonyesho huwasaidia washiriki kugundua watoa huduma wanaolingana na kile wanachotafuta. Speed networking huwawezesha watu kufanya utambulisho mwingi wenye umuhimu ndani ya muda usiozidi saa moja. Smart Connect huwaunganisha waendeshaji na watoa huduma kulingana na malengo yao ya kibiashara, huku SBC Connect ikiwaruhusu wajumbe kupanga mikutano kabla hata hawajafika Lisbon. Yote yanarejea kwenye wazo moja: kuwasaidia watu kutumia muda mwingi zaidi katika mazungumzo yenye maana. Mwisho wa siku, watu huja katika tukio letu kutatua changamoto, kugundua fursa na kujenga mahusiano yanayoweza kusaidia biashara zao. Ikiwa tunaweza kurahisisha mchakato huo, basi tumetimiza wajibu wetu. Hivyo ndivyo mpango wetu wa kujenga mahusiano ulivyobadilika. Si tena suala la kutumaini kwamba utakutana na watu sahihi kwa bahati. Ni kuwapa watu njia nyingi na zilizopangwa kwa makusudi za kukutana nao. Moja ya mambo mapya yanayovutia zaidi mwaka huu ni Regulatory Gaming Meet-Ups. Udhibiti kwa kawaida hujadiliwa katika vikao na paneli za mikutano, kwa nini ilikuwa muhimu kuunda nafasi maalumu za kujenga mahusiano zinazozunguka mijadala hii? Kwa kweli, sizioni kama vitu viwili tofauti na mkutano. Naziona kama hatua inayofuata. Mpango wetu wa mikutano ndio mahali ambapo mijadala mikubwa zaidi ya sekta hii hufanyika. Hapo ndipo watu huja kuelewa maendeleo ya udhibiti, kusikia mitazamo tofauti na kupata ufahamu kuhusu kinachoendelea katika masoko mbalimbali duniani. Lakini udhibiti hatimaye ni suala la watu. U/najengwa kupitia mazungumzo, mahusiano na uaminifu. Tulitaka kuunda mazingira ambayo mazungumzo hayo hayatalazimika kuishia pale msimamizi wa mjadala anapomaliza paneli na kila mtu kuondoka ukumbini.

That's really the thinking behind the Regulatory Gaming Meetups. They give attendees the opportunity to continue those discussions with regulators, legal experts, operators and other stakeholders working in the same markets. You can ask follow-up questions, exchange experiences, compare approaches and build relationships with people you'll quite possibly be speaking to long after the SBC Summit has finished.

Hilo ndilo hasa wazo lililo nyuma ya Regulatory Gaming Meetups. Zinawapa washiriki fursa ya kuendeleza mijadala hiyo pamoja na wadhibiti, wataalamu wa sheria, waendeshaji na wadau wengine wanaofanya kazi katika masoko hayo. Unaweza kuuliza maswali ya ziada, kubadilishana uzoefu, kulinganisha mbinu na kujenga mahusiano na watu ambao huenda ukaendelea kuwasiliana nao hata baada ya SBC Summit kumalizika.

More broadly, I think they represent where the industry is heading. People don't just want to consume information anymore. They want to participate in the conversation. They want access to the people shaping regulation, not simply the opportunity to hear them speak for 40 minutes.

Kwa upana zaidi, nadhani zinaonyesha mwelekeo ambao sekta hii inaelekea. Watu hawataki tena kupokea taarifa pekee. Wanataka kushiriki katika mazungumzo. Wanataka kupata fursa ya kuwasiliana na watu wanaounda kanuni, si kusikiliza tu wakizungumza kwa dakika 40.

That's why we're so excited about this format. It complements what happens on stage rather than replacing it. You hear the big picture in the conference sessions, and then you have the opportunity to continue those conversations in a much more personal and interactive setting.

Ndiyo maana tunafurahishwa sana na muundo huu. Unaongeza thamani kwenye kile kinachofanyika jukwaani badala ya kukibadilisha. Unapata picha kubwa katika vikao vya mkutano, kisha unapata fursa ya kuendeleza mazungumzo hayo katika mazingira ya kibinafsi na shirikishi zaidi.

Ultimately, that's what we're trying to achieve across the whole event. Every part of the SBC Summit should work together. The conference sparks ideas, the networking helps turn those ideas into relationships, and those relationships are often what lead to the biggest opportunities afterwards.

Hatimaye, hilo ndilo tunalojaribu kufanikisha katika tukio zima. Kila sehemu ya SBC Summit inapaswa kufanya kazi pamoja. Mkutano huibua mawazo, fursa za kujenga mahusiano husaidia kubadilisha mawazo hayo kuwa mahusiano, na mara nyingi mahusiano hayo ndiyo huleta fursa kubwa zaidi baadaye.

SBC’s partnership with the International Association of Gaming Regulators (IAGR) and the International Masters of Gaming Law (IMGL) is said to be part of a wider push to beef up regulatory engagement across the Summit. What does meaningful regulatory engagement look like from your perspective, and why is it becoming increasingly important for the industry?

Ushirikiano wa SBC na International Association of Gaming Regulators (IAGR) pamoja na International Masters of Gaming Law (IMGL) unasemekana kuwa sehemu ya juhudi pana za kuimarisha ushirikishwaji wa wadhibiti katika Summit. Kwa mtazamo wako, ushirikishwaji wa maana wa wadhibiti unaonekanaje, na kwa nini unazidi kuwa muhimu kwa sekta hii?

Ushirikishwaji wa maana wa wadhibiti huanza kwa kutambua kwamba udhibiti si jambo linalofanyika kwa kujitenga. Si suala la kusoma sheria mpya au kuhudhuria kikao cha uzingatiaji wa kanuni mara moja kwa mwaka.

The best regulation is shaped through ongoing dialogue between regulators, operators, legal experts, suppliers and technology providers, because each of those groups sees the market from a different perspective.

Udhibiti bora huundwa kupitia mazungumzo ya mara kwa mara kati ya wadhibiti, waendeshaji, wataalamu wa sheria, watoa huduma na watoa teknolojia, kwa sababu kila kundi linaiona soko kwa mtazamo tofauti.

That's really what sits behind our partnership with IAGR and IMGL. Between them, they bring together many of the world's leading regulators and gaming law specialists, while SBC brings together the wider industry. Individually, each organisation plays an important role. Together, we can create far more opportunities for those conversations to happen in a meaningful way.

Hilo ndilo hasa lililo nyuma ya ushirikiano wetu na IAGR na IMGL. Kwa pamoja, mashirika haya yanawakutanisha wadhibiti wengi wakuu duniani na wataalamu wa sheria za michezo ya kubahatisha, huku SBC ikileta pamoja sekta pana zaidi. Kila shirika lina nafasi muhimu kivyake. Lakini kwa pamoja, tunaweza kuunda fursa nyingi zaidi za mazungumzo yenye maana.

This is all about creating an environment where people can genuinely exchange knowledge. That might happen through conference sessions, interviews, podcasts, media content or, increasingly, through formats like our Regulatory Gaming Meetups, where attendees can continue discussions directly with the people shaping policy long after a panel has finished.

Hili linahusu kujenga mazingira ambayo watu wanaweza kubadilishana maarifa kwa kweli. Hilo linaweza kufanyika kupitia vikao vya mikutano, mahojiano, podikasti, maudhui ya vyombo vya habari au, kwa kiwango kinachoongezeka, kupitia miundo kama Regulatory Gaming Meetups, ambapo washiriki wanaweza kuendeleza mazungumzo moja kwa moja na watu wanaounda sera hata baada ya paneli kumalizika.

I also think this has become much more important because the industry is evolving faster than ever. New markets are opening, regulations are changing, technologies like AI are creating entirely new questions, and businesses are operating across multiple jurisdictions simultaneously. In that environment, simply reacting to regulation isn't enough. Companies need to understand where regulation is heading, why decisions are being made and how different markets are approaching similar challenges. Ultimately, that's the kind of role we want SBC Summit to play. Not simply as a place where regulation is discussed, but as a platform that helps build stronger relationships between the people writing the rules and the people operating within them. When those conversations happen openly and consistently, everyone benefits. Regulators gain a better understanding of industry realities, businesses gain greater clarity and certainty, and the industry as a whole moves towards higher standards and more sustainable growth. Africa is among the regions receiving dedicated attention through the Regulatory Gaming Meet-Up programme. What conversations do you think are most important for African stakeholders to be having right now, and what can the rest of the industry learn from developments taking place across the continent? I actually think it's important that we don't frame Africa as a region that's simply catching up with everyone else. There are certainly challenges around regulation, market maturity and investment that are unique to different African jurisdictions, but there is also a huge amount the global industry can learn from what's happening across the continent. One of the biggest conversations right now is how markets can grow sustainably. Across Africa, we're seeing governments looking to create regulatory frameworks that encourage investment and innovation while ensuring the right levels of consumer protection. Those are exactly the same conversations taking place in Latin America, parts of Europe and North America. The context may be different, but many of the questions are remarkably similar. That's actually one of the reasons we introduced the African Gaming Forum this year. Bringing together regulators and associations from Ghana, Kenya, Nigeria, South Africa, Ethiopia and Mozambique in one room, alongside a session specifically addressing how the region should approach grey market operators, gives these conversations the depth and focus they need, in a way a single panel at the main summit can't always provide.

Pia nadhani jambo hili limekuwa muhimu zaidi kwa sababu sekta hii inabadilika kwa kasi kuliko wakati mwingine wowote. Masoko mapya yanafunguliwa, kanuni zinabadilika, teknolojia kama akili bandia zinaibua maswali mapya kabisa, na biashara zinafanya kazi katika mamlaka nyingi kwa wakati mmoja. Katika mazingira kama hayo, kuitikia udhibiti pekee haitoshi. Kampuni zinahitaji kuelewa mwelekeo ambao udhibiti unaelekea, kwa nini maamuzi fulani yanafanywa na namna masoko mbalimbali yanavyokabiliana na changamoto zinazofanana. Hatimaye, hiyo ndiyo aina ya nafasi tunayotaka SBC Summit ichukue. Si tu kuwa mahali ambapo udhibiti unajadiliwa, bali kuwa jukwaa linalosaidia kujenga mahusiano imara kati ya watu wanaounda sheria na wale wanaofanya kazi chini ya sheria hizo. Mazungumzo yanapofanyika kwa uwazi na kwa mwendelezo, kila upande hunufaika. Wadhibiti hupata uelewa bora wa hali halisi ya sekta, biashara hupata uwazi na uhakika zaidi, na sekta nzima husonga kuelekea viwango vya juu na ukuaji endelevu zaidi. Afrika ni miongoni mwa maeneo yanayopatiwa uangalizi maalumu kupitia mpango wa Regulatory Gaming Meet-Up. Ni mazungumzo gani unafikiri ni muhimu zaidi kwa wadau wa Afrika kuwa nayo kwa sasa, na sekta nzima inaweza kujifunza nini kutokana na maendeleo yanayotokea barani? Kwa kweli, nadhani ni muhimu tusiichukulie Afrika kama eneo ambalo linajaribu tu kuwafikia wengine. Bila shaka, kuna changamoto zinazohusu udhibiti, ukomavu wa masoko na uwekezaji ambazo ni za kipekee katika mamlaka mbalimbali za Afrika, lakini pia kuna mengi ambayo sekta ya kimataifa inaweza kujifunza kutokana na yanayotokea barani. Moja ya mijadala mikubwa kwa sasa ni namna masoko yanavyoweza kukua kwa njia endelevu. Barani Afrika, tunaona serikali zikijaribu kuunda mifumo ya udhibiti inayohamasisha uwekezaji na ubunifu huku ikihakikisha viwango vinavyofaa vya ulinzi wa watumiaji. Haya ndiyo mazungumzo yanayofanyika pia Amerika ya Kusini, baadhi ya maeneo ya Ulaya na Amerika Kaskazini. Mazingira yanaweza kuwa tofauti, lakini maswali mengi yanafanana kwa kiasi kikubwa. Hilo ni mojawapo ya sababu zilizotufanya tuanzishe African Gaming Forum mwaka huu. Kuwakutanisha wadhibiti na vyama kutoka Ghana, Kenya, Nigeria, Afrika Kusini, Ethiopia na Msumbiji katika chumba kimoja, pamoja na kikao maalumu kinachozungumzia namna eneo hili linapaswa kukabiliana na waendeshaji wa masoko yasiyo rasmi, kunatoa kina na umakini unaohitajika katika mijadala hii kwa namna ambayo huenda paneli moja katika mkutano mkuu isingeweza kufanya.

We're also seeing incredible innovation driven by necessity. Whether it's mobile-first customer experiences, alternative payment solutions or finding ways to engage rapidly growing digital audiences, African businesses are often solving problems in ways that are incredibly relevant to other emerging markets. That's why these conversations shouldn't stay within regional boundaries.

Pia tunaona ubunifu mkubwa unaochochewa na mahitaji. Iwe ni uzoefu wa wateja unaozingatia simu za mkononi, njia mbadala za malipo au kutafuta namna ya kuwafikia hadhira za kidijitali zinazokua kwa kasi, biashara za Afrika mara nyingi zinatatua changamoto kwa njia ambazo zina umuhimu mkubwa kwa masoko mengine yanayoibukia. Ndiyo maana mijadala hii haipaswi kubaki ndani ya mipaka ya eneo hili.

Equally, African operators and suppliers benefit enormously from hearing how businesses in more established jurisdictions have approached regulation, responsible gambling, payments, technology and market expansion. One of the strengths of SBC Summit is that it brings all of those perspectives together under one roof.

Vilevile, waendeshaji na watoa huduma wa Afrika wanaweza kunufaika kwa kiasi kikubwa kutokana na kusikia namna biashara katika mamlaka zilizoendelea zaidi zilivyokabiliana na udhibiti, michezo ya kubahatisha yenye uwajibikaji, malipo, teknolojia na upanuzi wa masoko. Moja ya nguvu za SBC Summit ni kuleta mitazamo hii yote pamoja chini ya paa moja.

That's exactly why we've introduced the Africa Regulatory Gaming Meetup. Yes, it creates dedicated space for conversations that are specific to the continent, but it's also designed to connect African stakeholders with regulators, operators and experts from around the world. We want people to leave with new contacts, new perspectives and practical ideas they can take back into their own markets.

Hiyo ndiyo sababu tumeanzisha Africa Regulatory Gaming Meetup. Ndiyo, inatoa nafasi maalumu kwa mijadala inayohusu masuala mahususi ya bara, lakini pia imeundwa kuwaunganisha wadau wa Afrika na wadhibiti, waendeshaji na wataalamu kutoka sehemu mbalimbali duniani. Tunataka watu waondoke wakiwa na mawasiliano mapya, mitazamo mipya na mawazo ya vitendo wanayoweza kurudi nayo katika masoko yao.

Ultimately, that's how I see the future of the industry. The best ideas don't belong to one region anymore. They come from sharing experiences across borders, learning from one another and recognising that while every market has its own nuances, many of the opportunities and challenges are increasingly global. I think Africa has an incredibly important role to play in shaping those conversations over the coming years.

Hatimaye, hivyo ndivyo ninavyoona mustakabali wa sekta hii. Mawazo bora hayamilikiwi tena na eneo moja. Yanatokana na kubadilishana uzoefu kuvuka mipaka, kujifunza kutoka kwa kila mmoja na kutambua kwamba ingawa kila soko lina upekee wake, fursa na changamoto nyingi zinazidi kuwa za kimataifa. Nadhani Afrika ina nafasi muhimu sana ya kusaidia kuunda mijadala hiyo katika miaka ijayo.

With so many opportunities for people to meet, connect and do business throughout the Summit, what does success look like from SBC's perspective? Is it about the numbers of attendees, the partnerships made, the conversations begun, or something else entirely?

Kwa fursa nyingi za watu kukutana, kujenga mahusiano na kufanya biashara katika Summit, mafanikio yanaonekanaje kwa mtazamo wa SBC? Je, yanahusu idadi ya washiriki, ushirikiano unaoundwa, mazungumzo yanayoanzishwa, au jambo jingine kabisa?

We're incredibly proud that SBC Summit has grown to welcome more than 40,000 attendees, because that reflects the trust the industry has placed in us.

Tunajivunia sana kwamba SBC Summit imekua na sasa inakaribisha zaidi ya washiriki 40,000, kwa sababu hilo linaonyesha imani ambayo sekta imeweka kwetu.

For me, success is measured by what happens after people leave Lisbon.

Kwangu, mafanikio yanapimwa na kile kinachotokea baada ya watu kuondoka Lisbon.

Did an operator find the supplier that solved a problem they'd been trying to fix for months? Did a startup meet its first major customer? Did regulators leave with a better understanding of the industry's challenges? Did someone have a conversation that ultimately led to a new partnership, a new market entry or even a completely new business idea? Those are the outcomes that really matter because that's where the long-term value is created.

Je, mwendeshaji alipata mtoa huduma aliyesaidia kutatua tatizo ambalo alikuwa akijaribu kulitatua kwa miezi kadhaa? Je, kampuni changa ilikutana na mteja wake mkubwa wa kwanza? Je, wadhibiti waliondoka wakiwa na uelewa mzuri zaidi wa changamoto zinazokabili sekta? Je, mtu alifanya mazungumzo ambayo hatimaye yalipelekea ushirikiano mpya, kuingia katika soko jipya au hata kuibuka kwa wazo jipya kabisa la biashara? Haya ndiyo matokeo muhimu kwa sababu hapo ndipo thamani ya muda mrefu inapotengenezwa.

Of course, we're also incredibly ambitious about what the SBC Summit represents. Bringing together basketball icon, investor and philanthropist Michael Jordan; founder and CEO of Sportradar, Carsten Koerl; and DraftKings co-founder and CEO, Jason Robins, on one stage is a perfect example. That's a genuinely historic keynote and one of the most significant conversations our industry has ever hosted. Moments like that inspire people, elevate the event and create memories that stay with delegates long after they've returned home. They're an important part of who we are because we always want the SBC Summit to feel like the place where the industry's biggest conversations happen. Having Tiësto headline INFINITY Lisbon is another example of how we think about the Summit experience. We want people to come for business but also to leave feeling they were part of something unforgettable.

Bila shaka, pia tuna matarajio makubwa kuhusu kile ambacho SBC Summit inawakilisha. Kuwaleta pamoja gwiji wa mpira wa kikapu, mwekezaji na mfadhili Michael Jordan; Mwanzilishi na Mkurugenzi Mtendaji wa Sportradar, Carsten Koerl; na Mwanzilishi mwenza na Mkurugenzi Mtendaji wa DraftKings, Jason Robins, kwenye jukwaa moja ni mfano bora. Huo ni mjadala wa kihistoria na mojawapo ya mijadala muhimu zaidi ambayo sekta yetu imewahi kuandaa. Nyakati kama hizo huwahamasisha watu, huinua hadhi ya tukio na kuunda kumbukumbu ambazo hubaki kwa wajumbe hata baada ya kurejea nyumbani. Ni sehemu muhimu ya utambulisho wetu kwa sababu tunataka SBC Summit iwe mahali ambapo mijadala mikubwa zaidi ya sekta hii inafanyika. Kumleta Tiësto kama msanii mkuu wa INFINITY Lisbon ni mfano mwingine wa namna tunavyotazama uzoefu wa Summit. 75

But those headline moments only matter because they're supported by everything else happening around them. That's also why we've invested so heavily in building what we call an ecosystem. Every element of SBC Summit has a role to play. The conference inspires ideas. The exhibition helps people discover solutions. The networking programme creates the introductions that might never have happened otherwise. And our media platforms continue those conversations long after the event has finished. Ultimately, if people leave Lisbon feeling that the three days they invested accelerated their business in a way that would have taken months to achieve otherwise, then we've succeeded. That's always been the ambition.

Tunataka watu waje kwa ajili ya biashara, lakini pia waondoke wakiwa wanahisi kwamba walikuwa sehemu ya jambo lisilosahaulika. Lakini nyakati hizo kubwa zina maana kwa sababu zinaungwa mkono na kila kitu kingine kinachofanyika kuzunguka. Ndiyo maana pia tumewekeza kwa kiasi kikubwa katika kujenga kile tunachokiita mfumo ikolojia. Kila kipengele cha SBC Summit kina nafasi yake. Mkutano huibua mawazo. Maonyesho huwasaidia watu kugundua suluhisho. Mpango wa kujenga mahusiano huunda utambulisho ambao huenda usingetokea vinginevyo. Na majukwaa yetu ya vyombo vya habari yanaendeleza mazungumzo hayo hata baada ya tukio kumalizika. Hatimaye, ikiwa watu wataondoka Lisbon wakihisi kwamba siku hizo tatu walizotumia zimeharakisha biashara yao kwa namna ambayo vinginevyo ingechukua miezi kufanikisha, basi tutakuwa tumefanikiwa. Hilo limekuwa lengo letu tangu mwanzo.

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Meaningful regulatory engagement starts with recognising that regulation isn't something that happens in isolation. It's not just about reading new legislation or attending a compliance session once a year. The best regulation is shaped through ongoing dialogue between regulators, operators, legal experts, suppliers and technology providers, because each of those groups sees the market from a different perspective.

Understanding Africa’s iGaming Players: Why One Strategy Can’t Fit the Continent By Hydah Okinda, Account Manager – Africa, Endorphina

Africa is increasingly being described as one of the next big opportunities for iGaming. New markets are opening up, digital adoption continues to grow, and more international companies are looking towards the continent with interest. But there is one thing I think the industry needs to get right before anything else:

Africa Is Not One Consumer Market For a long time, Africa has sometimes been approached as though it were one large market with broadly similar consumers. That view is outdated.

*Africa is not one market.*

Kenya is not Nigeria. Nigeria is not Tanzania. Tanzania is not Zambia. Zambia is not South Africa.

It is a continent made up of very different markets, and the differences go far beyond borders.

And even within the same country, consumers are not one homogeneous group.

When entering Africa, it can be tempting to look at what is working in one country and assume that the same approach can simply be replicated somewhere else. Sometimes it works. Very often, the reaction is completely different from what you expected.

Each market has its own history, culture, economic realities, regulations, social influences and digital habits. These factors shape how people interact with businesses and products. The differences in digital access alone make a continental one-size-fits-all strategy difficult to sustain.

And that is where understanding the player becomes important. The Same Product, A Completely Different Reaction One of the most interesting things about working across African markets is seeing how differently people can respond to the same thing.

According to the GSMA's Mobile Economy Africa 2026, approximately 63% of Africans live within mobile broadband coverage but do not use mobile internet, while around 9% remain outside mobile broadband coverage. The challenge, therefore, is no longer simply whether networks exist. Affordability, device access, digital skills and other barriers determine who can actually participate in the digital economy.

Take a similar product and introduce it to different regions. The product itself has not changed, but the response can be completely different.

That distinction is particularly relevant to iGaming.

One market may adopt it quickly. Another may take much longer to understand it. One group of players may see value in it, while another may not see the same appeal at all.

A consumer with reliable access to a smartphone, affordable data, digital payments and high-speed connectivity is operating in a very different environment from someone who may have network coverage but faces significant barriers to using mobile internet.

At first, this can look surprising. But when you look closer, it makes sense. Players do not exist in a vacuum. Their behaviour is influenced by the environment around them: their economic circumstances, culture, access to technology, trust in digital services, local trends and the way digital products are used in their market.

For operators and suppliers, understanding these differences is essential. A strategy built around assumptions about connectivity, payment behaviour or digital engagement can quickly run into problems when those assumptions do not match the reality of the market. The Environment Matters

The digital environment alone can create very different player experiences.

Economic conditions can have a significant influence on consumer behaviour.

PwC's Africa Entertainment & Media Outlook 2025–2029 estimates that Nigeria had more than 107 million internet users, while South Africa had more than 50 million. Internet penetration was approximately 45.4% in Nigeria and 78.9% in South Africa, while Kenya had mobile internet penetration of approximately 48%. PwC also highlights Kenya and Nigeria as mobile-centric markets, while South Africa has a more mature digital ecosystem.

When the economic environment changes, people can become more cautious about how they spend. Currency fluctuations, inflation, employment and the general cost of living can all influence how people interact with digital entertainment.

These differences matter to iGaming because the journey from discovering a platform to registering, depositing, placing a bet and withdrawing winnings is fundamentally a digital journey. This is why I believe the question should not simply be:

Then there is culture. Beliefs, social norms, language and local attitudes can influence how people perceive a product or an industry. What feels completely normal and familiar in one market may require a different approach somewhere else. The broader entertainment and media economy also demonstrates how differently major African markets are developing.

*“Does this strategy work?”* The better question is: *“Does this strategy work here?”* That small difference can completely change how a business approaches expansion.

PwC projects that Nigeria's entertainment and media market will grow at a 7.2% compound annual growth rate through 2029, compared with 5.2% for Kenya and 3.5% for South Africa. At the same time, South Africa remains the largest of the three markets by value, with projected entertainment and media revenue of US$17.4 billion by 2029, while Nigeria is projected to reach US$5.8 billion and Kenya US$5.2 billion. 79

The lesson is important: *Market size and market growth are not necessarily the same thing.* A company looking only at population size or current revenue could therefore reach a very different conclusion from one looking at growth, digital behaviour and consumer adoption. There is also the influence of what is happening *right now*.

This is not necessarily a barrier to expansion. In many cases, it is simply a reminder that *local knowledge has commercial value.* Understanding regulation early allows businesses to build strategies that are realistic from the beginning rather than trying to adjust after the fact. Don't Assume. Test. One of the biggest lessons for companies expanding across Africa should be simple:

A major sporting event, a social media trend, a cultural moment or a change in consumer sentiment can influence how people behave.

*Do not assume that success is transferable.*

Markets are not static.

If something has worked in one market, that is useful information. It gives you a starting point. But it should not automatically become the blueprint for another country.

*The market you researched six months ago may not feel the same today.* That is why market intelligence cannot be a one-time exercise done before entering a country and then forgotten.

Before making a major investment, test the idea. Start small. Observe the response. Speak to local partners. Look at the data. Understand what worked and, equally importantly, what did not.

It has to be continuous. A pilot is not only about proving that your idea is right. Regulation Is Part of Market Understanding Regulation is another area that cannot be treated as a final checkpoint.

Sometimes its greatest value is showing you where your assumptions were wrong. And there is nothing wrong with that.

Before introducing a product, service or business model into a new market, companies need to understand the regulatory environment and how it affects their plans.

In fact, discovering that early is much cheaper than discovering it after a full-scale launch.

What is permitted?

Listen to the People on the Ground

What is restricted?

Data will tell you a lot.

What licensing requirements exist?

But it will not always tell you everything.

What are the expectations around responsible gaming, advertising, player protection and data?

People who work directly in a market often understand nuances that are difficult to capture in a report or spreadsheet. They know what players are talking about, what competitors are doing, what has changed recently and sometimes even why a particular product is not performing as expected.

Kenya provides a useful illustration of why these matters. The Gambling Control Act, 2025, which commenced on 26 August 2025, introduced a new regulatory framework covering betting, casinos and other forms of gambling. Among other requirements, the Act provides for measures relating to online security, protection against underage gambling, responsible advertising, data protection and real-time monitoring of online gambling activities. The Act also places significant restrictions on gambling advertising. Gambling advertisements must indicate the addictive nature of gambling, promote responsible play and prohibit children from participating. The law also restricts certain forms of celebrity and lifestyle advertising and requires 20% of aired gambling advertising to be dedicated to responsible gambling messaging. That is not simply a legal consideration. It can directly affect marketing strategy, customer acquisition, partnerships, brand positioning and product rollout. A strategy may work perfectly in one jurisdiction but require significant adaptation in another.

That local knowledge should not be treated as secondary. It should be part of the strategy. The GSMA's data reinforces why this matters. Its 2025 report estimated that Africa had 416 million mobile internet users in 2024, representing around 28% of the population, while a 64% usage gap remained among people living within mobile broadband coverage. Affordability and digital skills were among the barriers identified by the GSMA. For an iGaming operator, therefore, “digital market” cannot simply mean “people with network coverage.” It means understanding how people actually connect, what devices they use, how they pay, how much data costs them and how comfortable they are conducting transactions online. The best expansion decisions happen when *data and local market knowledge are used together.* One tells you what is happening. The other can help explain why.

Gaming Is Not the Same as iGaming

The Future Belongs to Those Who Adapt

There is also an important distinction when looking at market data.

I don't believe the future of African iGaming will be about finding one perfect strategy for the continent.

Industry reports often group different forms of entertainment and gaming together, but *gaming and iGaming are not the same market.*

It will be about building the ability to *adapt strategy to the market without losing the bigger business objective.*

For example, PwC's broader gaming data shows that South Africa had the largest gaming consumer spend among the three markets, at approximately US$296 million in 2024, compared with US$176 million in Nigeria and US$153 million in Kenya. These figures are useful for understanding the broader digital entertainment environment, but they should not be presented as iGaming or betting-market revenue.

That means researching before entering, understanding the local environment, respecting regulation, monitoring economic and digital changes, listening to local expertise and testing ideas before scaling them. Most importantly, it means changing the way we talk about the *“African player.”* There is no single African player.

For companies operating in iGaming, the more useful question is how broader digital behaviour translates into actual gambling participation: how players discover products, what payment methods they trust, what devices they use, what motivates engagement and how their behaviour changes over time.

There are millions of individuals living in very different environments, with different experiences, expectations and motivations.

That is where market-specific knowledge becomes particularly valuable.

Perhaps it is the opportunity.

And perhaps that is not a challenge to solve.

Africa does not need one strategy. There Is Still So Much We Don't Know This is what makes African iGaming particularly exciting. There is still a huge amount of behaviour, preference and opportunity that remains underexplored. The industry is learning more every year, but we should be careful not to confuse having data with fully understanding the market. Africa's digital transformation is happening alongside a significant connectivity gap. The GSMA's 2025 data showed that only around 28% of Africa's population were mobile internet users in 2024, leaving a large proportion of the population either outside coverage or not using mobile internet despite living within coverage. At the same time, the GSMA expects 4G and 5G to account for approximately 75% of mobile connections in Africa by 2030, compared with around 47% in 2024. That creates both an opportunity and a warning. The opportunity is obvious: millions more people are likely to come online as connectivity, device affordability and digital skills improve. The warning is that today's digital consumer should not automatically be treated as tomorrow's digital consumer. There will always be new players, new technologies, changing regulations, evolving consumer habits and new market dynamics. The companies that recognise this will have an advantage. They will not enter a market believing they already know everything. They will enter prepared to learn.

*It needs businesses willing to understand the differences, learn from them and build around them.* About the Author Hydah Okinda is an African iGaming growth and partnerships professional focused on helping operators and platforms expand across African markets. Their work spans strategic partnerships, market activation, player acquisition and localization, with a focus on navigating regulatory, cultural and consumer dynamics to drive sustainable growth.

The African Market Reality: Driving Commercial Growth Across Africa's Diverse iGaming Markets By: David Ukairo - Regional Sales Manager (Africa & Emerging Markets) at PieGaming

I've lost count of the number of times I've sat across from a well-funded operator, deck open on the table, and heard some version of the same plan: "Here's our Africa strategy." Singular. One launch plan, one payment stack, one marketing budget, one continent. Six months later, the numbers don't add up, and nobody can quite say why. The answer is usually not complicated, even if it's inconvenient. Africa isn't a market. It's fifty-four of them. And the five I've spent the most time in over the past year, Nigeria, Kenya, South Africa, Ghana, Tanzania, don't share a regulatory framework, a payment rail, a mobile penetration curve, or even a common sense of what "trust" looks like to a bettor deciding where to put their money. Treat them as one thing, and you'll burn through a market-entry budget without ever really touching product-market fit. Take payments, since that's usually where the plan meets reality first. In Kenya, mobile money is the default rail, full stop; M-Pesa runs the show, and any platform still treating it as optional is already a step behind. Nigeria looks nothing like that: younger market, more fragmented payment landscape, real crypto adoption among bettors, and a regulatory posture that shifts faster than most compliance teams can keep up with. South Africa is the continent's most mature, regulated betting market, structurally closer to Europe, but with its own licensing headaches at the provincial level. Ghana and Tanzania each have their own mix again: mobile-first infrastructure, a strong informal betting culture, regulation that's still finding its final shape. None of that shows up in a market-entry deck built at the head office. It shows up in the unglamorous conversations, with local payment providers about which rails actually clear reliably and which just look good on paper, with operators about where their deposit friction genuinely lives, with regulators about what compliance means in practice rather than in theory. Twelve years across retail operations, IT, risk, and commercial leadership in this industry has taught me one thing pretty consistently: the operators who win in emerging markets aren't the best-funded ones. They're the ones who did the boring work of understanding the market before trying to scale inside it. Here's the part that gets underrated. Everyone in this industry talks about acquisition, spend more, market harder, get more eyeballs. Far fewer people talk about the moment a player actually tries to deposit, and the transaction fails, or drags, or gets flagged by a risk engine that was tuned for an entirely different market. That's the moment when a lot of emerging-market revenue quietly evaporates, and it happens far more often than acquisition numbers would suggest. Payment optimisation in Africa has to be regional by design. What converts in Lagos won't convert the same way in Nairobi and won't convert the same way again in Accra. Crypto and alternative rails are increasingly part of the answer, especially in markets with currency volatility or thin banking penetration, but only when they're built in with an understanding of local regulations and player behaviour, rather than bolted on because they're trending elsewhere in the industry. Get that layer right and deposit conversion, arguably the metric that decides whether an African expansion pays for itself, moves in a way marketing spend alone can't replicate. Distribution is where I'd push back hardest against how a lot of global providers approach the region. The operators succeeding in African iGaming right now aren't doing it solo. They're leaning on local partnerships, payment companies with rails people already trust, affiliates who understand acquisition in a specific city or country, regional players with regulatory and cultural

fluency that simply can't be replicated from a head office somewhere in Europe. Most global providers know how to build a good product. Far fewer know how to build the local relationships that turn a good product into a distributed one. That gap, between a platform that's ready and a market that's ready to receive it, is where a lot of commercial value either gets created or quietly lost. I get to test a version of this thinking regularly, in conversations with payment providers evaluating regulated gaming markets, with operators trying to cut deposit friction in specific African countries, and out at events like ICE London, iGB Live, SiGMA Africa, and iGaming AFRIKA Summit, where this stuff gets stress-tested against people who are actually doing the work on the ground, not just talking about it. The thread that keeps showing up: execution beats ambition, almost every time. A smaller, well-executed entry into two markets with the right local partners will consistently outperform a broad rollout across ten. Africa rewards operators who respect how complex it actually is and has very little patience for the ones who don't. Emerging markets generally aren't plug-and-play and never were; that's true well beyond Africa too. But the operators, platforms, and payment companies building sustainable revenue on the continent right now are the ones treating market entry as a genuine operational discipline, rather than a copy-paste of whatever worked in Europe or LATAM last year. Understand the market before you scale into it. Fix payment friction before you chase acquisition. Build the local partnerships before assuming distribution will just follow. That's the difference between a launch that's still generating revenue eighteen months later and one that quietly isn't. If you're building in this space, as an operator, a platform, or a payments company, I'd genuinely like to hear what you're seeing on the ground. This picture moves fast, and the people willing to compare notes tend to be the ones who stay ahead of it. About the Author David Ukairo is Regional Sales Manager, Africa & Emerging Markets at PieGaming, with over 12 years of experience building and scaling commercial operations across the iGaming ecosystem. His expertise spans retail operations, IT, risk management, B2B sales, market expansion and strategic partnerships, with a particular focus on helping operators, sportsbook and casino platforms, and payment companies enter and grow across emerging markets. David brings a practical, market-led approach to commercial growth, with experience in market entry strategy, distribution partnerships, payment optimisation, alternative payment solutions and cross-functional leadership across sales, risk and operations. His work across Africa, LATAM and other emerging markets has focused on building sustainable commercial partnerships, reducing payment friction and creating the local infrastructure needed to turn market opportunities into long-term growth.

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They're leaning on local partnerships, payment companies with rails people already trust, affiliates who understand acquisition in a specific city or country, regional players with regulatory and cultural fluency that simply can't be replicated from a head office somewhere in Europe. Most global providers know how to build a good product.

What Does It Really Take to Enter Africa’s iGaming Market? Anne Jelagat- Editorial Designer, iGaming AFRIKA

Africa has become one of the markets that the global iGaming industry can no longer afford to overlook. The continent’s growing digital economy, widespread mobile usage and increasingly sophisticated payment ecosystems have created an attractive opportunity for operators, suppliers and technology companies looking to expand. But there is a difference between seeing an opportunity and knowing how to enter it. The phrase “entering the African market” can sometimes make the continent sound like one destination. In reality, Africa is made up of very different gaming markets, each shaped by its own regulations, player behaviour, payment preferences, infrastructure and commercial environment. That difference is becoming increasingly important as more international companies look towards the continent. A recent six-country study by GeoPoll illustrates just how active the market already is. Its 2026 research, which surveyed 2,866 people across Ghana, Kenya, Nigeria, South Africa, Tanzania and Uganda, found that 95% of respondents who bet did so on a mobile device. Yet even within those markets, preferences differed, with football dominating in most countries while South Africa showed a stronger preference for casino games and Kenya a notable interest in crash-style games.

The message is fairly clear: Africa may be one continent, but it is certainly not one iGaming market. Start with the market, not the continent One of the biggest mistakes a company can make is approaching Africa with a single strategy and expecting it to work everywhere. In an interview published on the Mancala Gaming website in May 05, 2026, Nikita Gorshkov, CEO of Mancala Gaming, made this point directly, saying that Africa is “far from being a single, unified market” because countries differ in their technological development, regulatory frameworks and player preferences. That distinction matters from the very beginning. A company considering Kenya, for example, needs to understand a different environment from one targeting South Africa or Nigeria. The question should therefore not simply be, “How do we enter Africa?” but rather, “Which African market are we entering, and what does that market require from us?” This changes everything from licensing and product development to payments, marketing and customer support. For companies entering the continent for the first time, starting with one clearly defined market may therefore be more realistic than trying to launch across several countries at once.

Regulation has to come before growth For an industry built around money, technology and consumers, regulation is not something to deal with after launch. It needs to be part of the market-entry strategy from the beginning. Africa’s regulatory environment is developing at different speeds across different jurisdictions. Some markets have established licensing structures, while others continue to refine their frameworks.

Africa has its own more developed banking and payment environment. For an operator, the lesson is simple: bringing the same payment strategy used in Europe or another mature market and expecting it to work unchanged in Africa is unlikely to be enough. The payment journey needs to feel local. Localisation goes beyond language

Kenya provides a good example of how detailed these requirements can become.

Localisation is often discussed as if it simply means translating a website into another language. It is much broader than that.

During the first half of 2026, Kenya moved further towards implementing the new Gambling Control Act, 2025 (No. 14 of 2025), supported by a series of subsidiary regulations gazetted in June. Among them were the Gambling Control (Conduct of Gambling Operations) Regulations, 2026, which set out more detailed requirements for the operation of gambling businesses, including technical standards for online gambling systems, system integration, player protection, record-keeping and compliance. The Act itself provides for a framework for the real-time monitoring of casinos and online gambling activities, while the Conduct of Gambling Operations Regulations require the collection and processing of personal data during gambling operations to comply with the Data Protection Act and restrict its use for marketing without the participant's prior consent.

It includes understanding how players behave, what products they prefer, how they interact with a platform, which payment methods they trust, what kind of promotions resonate with them and even how much data they are comfortable using.

For an operator looking at Kenya, therefore, having a product that technically works is only one part of the equation. The business also has to understand whether its technology, data infrastructure, monitoring systems and operating model can meet the country’s requirements.

That means fast loading times, straightforward navigation, efficient payment journeys and products that make sense to the audience.

This is why regulatory due diligence should happen before a company commits significant resources to market entry. And regulation is not only about obtaining a licence. It also affects advertising, responsible gambling, player protection, payments, data and the way a brand communicates with consumers. Payments can make or break the experience A player may be interested in an operator, but if depositing or withdrawing money is difficult, that interest can disappear very quickly. Payments are therefore not simply a technical function sitting somewhere behind the platform. They are part of the player experience. This is particularly important in Africa, where payment behaviour varies significantly between markets. During a 2024 panel discussion at SBC Summit’s Payment Expert Summit in Lisbon, industry leaders discussed the importance of localisation in emerging-market payments. The conversation highlighted the growing role of mobile payment solutions across African markets and the need for operators to provide payment options that reflect how customers actually transact.

This is particularly important in a mobile-first environment. GeoPoll’s 2026 research found that 95% of surveyed bettors across six African markets bet using a mobile device. That statistic should make product teams think beyond simply making a desktop platform responsive. The entire experience needs to work around the realities of mobile users.

As James Everett, VP Africa & LatAm at BetGames, explained in an iGaming AFRIKA interview, Africa’s gaming landscape is shaped by “diversity, complexity and untapped potential.” That diversity is exactly why localisation cannot be treated as a box to tick once a company has already decided to enter. Partnerships can shorten the learning curve Another factor that should not be underestimated is local knowledge. International companies entering Africa may have strong technology, capital and experience in other markets, but that does not automatically translate into an understanding of local conditions. Local operators, payment providers, technology companies, affiliates, consultants and other industry stakeholders can provide knowledge that is difficult to obtain from a market report alone. Speaking about the challenges of operating across African markets, Artur Harutyunyan told iGaming AFRIKA that his experience had shown him that “Everything is very country-specific.” He explained that adapting to individual country needs, building local partnerships and focusing on education and trust-building with users and regulators had been important to navigating the region.

That issue remains relevant today. In Kenya and Tanzania, mobile money plays a major role in digital transactions.

That is an important point for companies entering Africa: partnerships should not only be viewed as commercial arrangements. In many cases, they can also be a way of understanding the market.

In Nigeria, consumers interact with a different mix of bank 89

Trust takes time There is another element of market entry that cannot be measured entirely through technology or regulation: trust. Players want to know that a platform is legitimate, that their money is safe and that they will be able to withdraw their winnings. Regulators want operators to demonstrate that they can meet their obligations. Business partners want to know that a company intends to remain in the market rather than treating it as a short-term experiment. That makes reputation increasingly important. Interestingly, the rise of regulated markets also appears to be reinforcing this point. A 2026 analysis by SiGMA and Blask estimates that regulated operators account for around 85% of Africa’s total iGaming revenue. Beyond the figure itself, the report argues that the performance of licensed brands reflects whether players can find and consistently use regulated operators. For companies entering Africa, compliance and trust therefore do not have to be viewed simply as restrictions on growth. They can become part of the reason a player chooses one brand over another. Technology is important, but it is not the whole answer Technology will continue to play a major role in Africa’s gaming industry.

Artificial intelligence, improved platforms, better payment infrastructure, data analytics and mobile innovation are all creating opportunities. But technology alone cannot solve a market-entry problem. A sophisticated platform does not remove the need to understand local regulation. AI does not replace knowledge of player behaviour. A global payment solution does not necessarily eliminate the need for local payment options.But there are some common principles. Companies need to do their regulatory homework before launch. They need to understand local payment behaviour. They need products designed around mobile users. They need to study the players they are trying to reach rather than relying on assumptions about the continent. They need local knowledge and credible partnerships. And, perhaps most importantly, they need patience. Africa is not a market where simply arriving first guarantees success. The companies most likely to build lasting businesses will be those willing to listen before they launch, adapt before they scale and understand that localisation is not a marketing exercise; it is part of the business model. The opportunity is certainly there. But entering Africa successfully is less about finding one big African opportunity and more about understanding the many smaller markets that make up the continent. That is where the real work begins.

A Push Towards Black Market Growth: Why Africa Must Rethink Its Gaming Regulation Strategy Jeremiah Maangi - CEO, iGaming AFRIKA The gaming industry in Africa is still in its early stages of development. This presents an opportunity for continuous learning from markets that have already navigated similar challenges; markets that have made mistakes, learned the hard way, and are now better positioned for growth. Unfortunately, it often seems that Africa either ignores these lessons or remains unaware of their significance. Central to this issue is regulation. Effective legislation and clear policies are crucial for guiding the industry’s growth and ensuring responsible practices. When examining laws governing the sector, particularly taxation and licensing, it’s helpful to draw parallels with other addictive substances like alcohol and tobacco. Governments find it difficult to ban these substances entirely, despite their harmful effects. Instead, they impose high taxes and enforce warning labels to discourage consumption. Even with these measures, people continue to use these substances, sometimes even paying double taxes, highlighting that restrictions alone are insufficient. This situation mirrors the betting industry. No matter how high taxes are, how strictly advertising is banned, or how many laws are enacted, people will still find ways to place bets, either through legal platforms or illegal ones. The key difference, however, lies in accessibility. Unlike alcohol or tobacco, which are physical goods requiring shipment, betting is digital and borderless. Anyone with a mobile device and an internet connection can access betting sites from anywhere in the world; local or international, regulated or unregulated, fiat or cryptocurrency-based. This makes enforcement and regulation significantly more complex.

Therefore, our approach to regulating substances like alcohol and tobacco cannot be directly applied to the gaming industry. Betting must be viewed through a different lens; one that recognizes its borderless nature and the ease with which it can be accessed. Imposing excessively high taxes or stringent restrictions may inadvertently push operators and players toward the black market. Such measures may also pit licensed operators against unregulated, illegal sites, undermining efforts to protect consumers. This shift to the black market exposes players to scams, unregulated platforms, and irresponsible gambling behaviors, especially when these sites lack responsible gaming features such as self-exclusion or player limits. Africa therefore must rethink its strategy: how to effectively regulate, tax, foster investor confidence, and protect players, all while maintaining a responsible gaming environment where everyone is safe. Several markets around the world are successfully managing these challenges by adopting innovative regulatory frameworks. Africa can learn from these best practices, adapting what works elsewhere to suit local contexts. Ultimately, a balanced and informed approach is essential to develop a sustainable, secure, and responsible gaming industry across the African continent.

Close Is Not the Same as Familiar Mary Wanja - Content Director, iGaming AFRIKA

Africa’s diversity is frequently acknowledged in speeches, reports and conference panels. Someone says, “Africa is not a country,” “Africa is not one-size-fits-all,” and everyone nods because, of course, it is true. Yet, many of the conversations that follow still refer to “the African player,” “the African market,” or “the African strategy,” as though 54 countries can be understood through one commercial lens.

We have become comfortable challenging international companies that enter Africa with products built for other markets, introduce mobile money, sign a local ambassador and call it localisation. We question whether they understand local payment systems, player behavior, and the regulatory environments in which they operate. It is a valid criticism, but it leaves another assumption largely unexamined, that African gaming brands naturally understand other African markets. They do not.

African companies can misread African markets just as easily as international entrants when familiarity is mistaken for knowledge. A company may understand how customers behave in Kenya, how regulation works in Ghana, or how to build a retail network in Nigeria. That experience is valuable, but it does not automatically translate across the continent.

South Africa adds another layer altogether. Its provincial gambling and racing authorities license and regulate operators within their respective jurisdictions, with national oversight provided by the National Gambling Board.

One Continent, Different Commercial Realities

Localisation is often reduced to a visible checklist: accept mobile money, price bets in the local currency, sponsor a popular football property and appoint a recognisable ambassador. While these measures matter, they do not prove that a company understands a market. A payment method tells an operator how a customer can deposit. It does not explain why that customer bets, which products they trust, when they choose to withdraw, how they respond to bonuses, or what they expect when a dispute occurs.

The differences become obvious when we look at what has happened across key markets in the last two years. Kenya offers a particularly clear example. For almost six decades, the country’s gambling industry operated under legislation introduced in 1966, long before mobile money, smartphones, online casinos and crash games transformed the market. The Gambling Control Act 2025 replaced that framework, established the Gambling Regulatory Authority and expanded regulatory oversight across licensing, online gambling, advertising, responsible gaming and operator conduct. The regulatory shift began before the Gambling Control Act 2025 came into force. In mid-2025, the Betting Control and Licensing Board imposed a 30-day suspension on gambling advertisements across all media platforms while new advertising standards were developed. The Communications Authority subsequently enforced the suspension against broadcasters, fining eight television stations KSh500,000 each and giving them, together with one media group, 12 hours to remove non-compliant gambling content or risk further sanctions, including possible licence revocation. The responsible-gambling advertising guidelines introduced shortly afterwards prohibited celebrity and influencer endorsements, advertisements that glamorized gambling, and messages presenting gambling as a quick path to wealth. Operators were also required to obtain BCLB approval and Kenya Film Classification Board classification before an advertisement could be published or broadcast. The effect was measurable. According to figures attributed to the Communications Authority of Kenya’s Audience Measurement and Industry Trends Report, gambling advertising expenditure fell by 89%, from approximately KSh1.2 billion in the final quarter of FY2024/25 to KSh131 million in the first quarter of FY2025/26. Betting companies also recorded no print advertising expenditure during that quarter. An operator accustomed to a more flexible advertising environment cannot enter Kenya, give an existing campaign a Kenyan face and launch it unchanged. The product, message, people attached to it, channels used to promote it and capital set aside for market entry must all reflect the country’s current reality. Taxation tells the same story, perhaps even more clearly. Ghana charges operators a 20% tax on gross gaming revenue. It abolished the 10% withholding tax on players’ winnings in 2025. Tanzania applies a heavier tax structure. Sportsbooks pay 25% tax on gross gaming revenue, players pay 12% tax on net winnings, and the 2026/27 budget proposed a 5% excise duty on the value of each stake. Nigeria complicates the idea of a single national market even further. In late 2024, the Supreme Court nullified the National Lottery Act of 2005 and confirmed that lotteries and gaming conducted within a state fall under that state’s authority. The Federation of State Gaming Regulators of Nigeria (FSGRN) now provides a platform through which state regulators can coordinate standards and respond to shared concerns, but each state retains control over its own market.

Localisation Is More Than a Visible Checklist

This is why “mobile-first Africa” offers little direction on its own. Mobile-money adoption, smartphone use, and trust in digital platforms vary by country. Two players may both bet on mobile yet use different payment rails, and have different expectations around payout speed and reliability. The same applies to football. Its popularity across the continent does not mean that every market shares the same league preferences, betting habits, response to promotions, or attitude towards risk. The popularity of crash games in Kenya is no guarantee of the same demand in South Africa or Mauritius, where horse-racing has a long-established place in the gambling market. A local office does not always mean local decision-making. A local ambassador does not always mean local relevance. African Identity Is Not a Substitute for Research It is not that African companies are incapable of expanding successfully across the continent. In many cases, they possess advantages that international entrants have to work harder to acquire, such as regional networks, cultural awareness, and experience operating within emerging regulatory systems. The belief that an African brand is automatically local everywhere in Africa can create its own form of overconfidence. It can discourage research because the market feels familiar. It can encourage companies to transfer campaigns, products, and management assumptions without asking whether they remain relevant. The first step towards genuine localisation is accepting the limits of what a company knows. That requires country-level research before entry. It requires local professionals with authority. It requires regulatory expertise that reflects the jurisdiction itself and customer research that goes deeper than population size, internet penetration and enthusiasm for football. Operators should be able to explain why a product belongs in a particular market, how it has been adapted, and which local insights shaped it. Regulators should publish accessible market information that allows companies to make informed decisions. Industry events should make room for country-specific evidence instead of repeating broad claims about Africa’s potential. The brands most likely to succeed will not be those that claim to understand Africa as a whole. They will be the ones disciplined enough to learn each market separately and humble enough to recognise that being African does not make every African market familiar.

What Operators Need to Stay Competitive in Africa in 2027 By Marko Dzoic, Senior Business Development Manager at Digitain

“

Operators won't remember your full feature list. They'll remember whether you delivered what was promised, when it was promised - and whether you picked up the phone when it mattered.

Too Complex, Too Expensive, Too Risky? Debunking the Biggest Myths Around Adding a Sportsbook

Africa’s Bonus Abuse Blind Spot

Every Minute You're Not Offering Action, a Competitor Is By Niccolo Cassettari, Chief Business Development Officer, Logifuture

The actual question operators should be asking None of this is really about content volume, and it was never really about bonuses either. Both are ways of trying to buy attention instead of earning it. The operators pulling ahead right now aren't the ones offering the most — they're the ones offering something built for how their players actually behave, hour by hour, vertical by vertical. That's the real competitive gap. Not who can run the most markets or the biggest promotion, but who evolves the platform fastest around what players actually want. Off-peak coverage, content that fits the moment instead of padding the schedule, cross-sell that earns its place — none of it is complicated on its own. What's hard is doing it better than the operator next to you, consistently, while they're still trying to out-spend the problem.

“

Why let off-peak hours be off-peak? With 2M+ games a year, Zoom Sports keeps players betting 24/7 — giving your sportsbook more to offer than the competition.

Ultimately, the operators that succeed won't necessarily be those offering the largest number of markets, but those delivering the most engaging experience throughout the entire player journey. Keeping players entertained when live sports slow down is becoming a competitive advantage rather than simply an additional feature. That's the shift worth making now: stop competing on more, start competing on better.

Undraping Excellence in iGaming Reporting: iGaming AFRIKA

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iGaming has become a global phenomenon, and our unwavering dedication to delivering localised, Africa-centric content is the cornerstone of our commitment. It ensures that our readers not only stay abreast of the latest developments in the dynamic realm of iGaming but also receive news and insights meticulously tailored to WKH XQLTXH LQWULFDFLHV DQG YLEUDQW QXDQFHV WKDW GHÀQH WKH $IULFDQ iGaming landscape.

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The iGaming AFRIKA Vision Embedded within the foundational principles of iGaming AFRIKA lies an unwavering commitment—an earnest pledge to ascend to the pinnacle of iGaming journalism in Africa and stand as the undisputed leader within the continent. This commitment is not merely a proclamation but a deeply rooted vision that propels us forward, steering our endeavours toward a future where our platform goes beyond its current standing. In this envisioned future, iGaming AFRIKA emerges as the unparalleled primary source of information, a beacon that illuminates the iGaming landscape across the African continent. Our vision extends beyond the dissemination of news; it encompasses a holistic role where we become architects of industry dialogue. We see RXUVHOYHV DV FDWDO\VWV VKDSLQJ DQG LQÁXHQFLQJ FRQYHUVDWLRQV WUHQGV DQG QDUUDWLYHV WKDW GHÀQH WKH FRQWRXUV RI WKH L*DPLQJ VHFWRU

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www.igamingafrika.com 122.

Webinars

Kenya’s New Gambling Law Marks the Biggest Regulatory Shift in Six Decades For nearly six decades, Kenya's gambling industry operated under legislation drafted in an era when betting meant visiting a betting shop, casinos were entirely land-based and the internet was still decades away. By the time smartphones, mobile money, online casinos, crash games and digital advertising transformed the country's gaming ecosystem, the law had long been overtaken by technology.

"The key word to explain this new Act is consolidation," he said. Bulakeri said many of the regulations governing Kenya's gaming industry had developed over time through directives, notices and separate regulatory instruments. The Act brings those requirements together under a single legal framework that gives both regulators and operators greater clarity on how the market will be governed.

That disconnect is what the Gambling Control Act, 2025 seeks to address. Speaking during the recent iGaming AFRIKA webinar, titled “Kenya’s Recent Regulatory Shift: What Does the New Law Say?” legal experts and industry practitioners described the new law as the most significant regulatory reform Kenya's gaming sector has experienced since the Betting, Lotteries and Gaming Act of 1966. The legislation not only replaces the country's ageing legal framework but also introduces six new regulations governing licensing, online gambling, gambling operations, advertising, responsible gambling and other key aspects of the industry.

The Act also introduces several structural changes. The Betting Control and Licensing Board (BCLB) was replaced by the Gaming Regulatory Authority (GRA). Operators will also move from the annual licence renewals to three-year licences. It also formally introduces requirements covering online gambling, responsible gambling and central monitoring. Operators will also be required to maintain at least 30% Kenyan ownership. He believes those changes will reshape the market. Higher capital thresholds, licensing fees and compliance obligations are likely to favour operators with established compliance structures and access to investment, and push others to consider partnerships, mergers or raise additional capital to meet the new requirements.

A market that outgrew its laws According to Job Weku, Business Development Manager at FAZI – Africa, Kenya's regulatory overhaul was driven by years of rapid market expansion that gradually exposed weaknesses in the previous legal framework. He argued that the market had moved through different stages of regulation, beginning with periods of limited oversight before experiencing explosive growth in online betting. Over time, gaps within the licensing system encouraged the emergence of hundreds of operators, many focusing almost exclusively on crash games instead of traditional sportsbook or casino products. "Kenya has been partly regulated over the years. At some point, we were barely regulated. I will touch on what has transpired over the last two years, and this was the increase in terms of the number of operators. Understand that over time, crash took over the market, there was a spike in terms of revenue, and sports went down. In Kenya as a country, most revenues were coming in from crash, and we ended up having providers who could purely offer standalone crash games as what they offer now to the customer. So they did away with sports, they did away with online casino, which was actually very acceptable. With this, we had a much rooming of operators. We had a certain number, which I believe rose to, if I'm not mistaken, over 200 licensed operators," he shared As competition intensified, so did consumer complaints. Players increasingly questioned the fairness of certain games and regulators struggled to distinguish legitimate suppliers from operators offering uncertified products with questionable payout mechanisms. He said misleading advertising, unclear game origins and uncertainty around game certification created an environment where regulators could no longer effectively determine which products were legitimate and which were simply exploiting regulatory loopholes. A regulator with broader powers While much of the discussion around the new law has focused on licensing fees and compliance costs, Kaan Bulakeri, Founder and Strategy Consultant at WekaMawe Advisory, argued that the Act’s main achievement is bringing Kenya’s previously fragmented gambling rules into a single framework.

The regulations behind the Act The Gaming Regulatory Act is backed by six regulations that give effect to the new framework: • The Gambling Control (Licensing) Regulations, 2026 • The Gambling Control (Conduct of Gambling Operations) Regulations, 2026 • The Gambling Control (National Lottery) Regulations, 2026 • The Gambling Control (Advertising) Regulations, 2026 • The Gambling Control (Gambling Appeals Tribunal) Regulations, 2026 • The Gambling Control (Foreign Facing Operators) Regulations, 2026 Lucy described the Gambling Control (Licensing) Regulations, 2026, as the foundation of the new licensing regime. The regulations tighten entry requirements by shifting the focus beyond the applicant company to the people behind it. Directors and shareholders will now be subject to fitand-proper assessments that will cover matters such as integrity, financial standing and criminal history. The cost of entering the market has increased substantially. Bookmakers and casino operators must each maintain a minimum paid-up capital of KES100 million, backed by a KES100 million bank guarantee or performance bond. This, she however, noted that regulators are still expected to clarify how those requirements will apply across different licence categories. The regulations also place anti-money laundering obligations on a statutory footing. Licensed operators will be required to implement AML programmes, carry out customer due diligence, monitor transactions and report suspicious activity. The Gambling Control (Conduct of Gambling Operations) Regulations, 2026, is set to govern how licensees will be supervised once they are operational. A key feature is the introduction of a central monitoring system that will allow the Authority to receive operational data directly from licensed operators. Companies will also be required to establish internal complaints procedures, with disputes resolved within 30 days before they can be referred to the regulator.

From Left: Job Weku, Kaan Bulakeri, Lucy Vivi, Jeremiah Maangi

Can Africa Move Responsible Gambling Beyond Tick-Box Compliance? Responsible gambling cannot remain a tick-box compliance exercise if Africa's gaming industry is to grow sustainably. Meaningful player protection requires stronger enforcement, better technology and closer collaboration among regulators, operators, advocacy groups and communities.

establish consistent player protection standards across the continent. "We currently do not have a standardized framework around responsible gambling," he said. "That has not to say that we have not made any progress, but... we have a long way to go in terms of achieving excellence when it comes to cooperation."

Those issues took centre stage during Episode 35 of the iGaming AFRIKA webinars titled, "Responsible Gambling: Policy or PR? Protecting Minors from Underage Gambling." The discussion examined whether growing awareness of safer gambling across Africa has translated into meaningful action, particularly when it comes to protecting minors.

Advertising emerged as one of the panel's most debated topics, with speakers arguing that the industry's marketing practices continue to shape public perceptions of gambling in ways that often conflict with responsible gambling objectives. Gabriel said research by his organisation found that many players enter gambling believing it is a pathway to financial gain and not entertainment. "We realised that one of the perceptions in terms of people coming into gaming was that they were coming in for financial gain," he said. "Many adverts promise financial gains. Many adverts glamorize gambling as a source of income."

The session was hosted by iGaming AFRIKA in partnership with iGaming Consult Africa and iGA Summit. The webinar featured Fisayo Oke, CEO of Gamble Alert, Gabriel Joseph, CEO of Gamble Aware NG and Ladipo Abiose, CEO of GamblePause Initiative Africa. The discussion was moderated by Mary Wanja, Content Director at iGaming AFRIKA, and sponsored by SOFTSWISS, 1Win Partners and BetConstruct. Ladipo said responsible gambling initiatives have become necessary because of the social challenges accompanying the industry's rapid expansion. Citing findings from a recent GamblePause survey, Abiose said concern over underage gambling is becoming increasingly difficult to ignore. Of the 104 respondents surveyed, 95% believed underage gambling increases the likelihood of addiction later in life, while one in four said they had been exposed to gambling before reaching legal age. The survey also found strong backing for stricter age verification systems, with more than 93% of respondents supporting tougher identity checks and eight in 10 called for stronger penalties against operators that fail to protect minors. Building on the discussion, Mary steered the conversation toward accountability. She questioned whether the collaborative approach that is frequently advocated for truly yields meaningful results or it simply disperses responsibility and dilutes accountability. In response, Fisayo argued that the industry's understanding of collaboration remains too narrow and insisted that player protection cannot be achieved by regulators and operators alone. "When we talk about the cooperation amongst stakeholders, it is not just operators and regulators we are talking about. We are talking about family members, loved ones, communities, advocacy groups, civil society organisations, mental health professionals, the media, and everyone who is involved in a community has a role to play," he said. To illustrate his point, he cited the example of a minor gambling using a parent's account. Even where operators have robust age verification processes, he said, parents and guardians can unintentionally undermine those safeguards by allowing children access to their devices, accounts or payment methods. In such cases, responsibility cannot rest solely with the operator because the wider support system has also failed to protect the child. While he acknowledged that responsible gambling has gained traction in many jurisdictions, Fisayo said that fragmented regulations continue to limit cooperation and make it difficult to

According to him, the challenge extends beyond the content of advertisements. He pointed to gaps in regulatory oversight and said that responsibility for gambling advertising is often shared between gaming regulators and advertising authorities, which creates uncertainty over who should enforce standards. The rise of digital marketing has made that task even more difficult, particularly as online platforms, influencers and even businesses without gambling licences increasingly promote betting products. He warned that advertisements from unlicensed businesses are especially problematic because they may not understand or be required to follow the responsible gambling standards expected of licensed operators. The discussion also examined how operators can market their products more responsibly. Ladipo argued that operators should give responsible gambling tools the same visibility as their products. He said many players remain unaware of features such as self-exclusion simply because operators do not actively promote them. He further called on operators to integrate responsible gambling messaging into mainstream marketing campaigns and pointed out to advertisements that explain how tools such as self-exclusion work. While self-exclusion and deposit limits are widely recognised across the industry, Gabriel argued that the greatest opportunity lies in preventing harm before it occurs and not just responding after players have already developed problematic gambling behaviours. "For us, the tools that are most effective are actually preventive tools," he said. "We're talking about things like AI monitoring software that are embedded in operator platforms that allows them to spot player patterns that are problematic." Gabriel added that technology capable of identifying behavioural indicators such as prolonged gambling sessions, erratic deposit patterns and repeated attempts to recover losses allows operators to intervene earlier. By contrast, tools such as self-exclusion and deposit limits often come into play only after problems have already emerged. He also argued that the effectiveness of existing safeguards depends as much on enforcement as on their availability. While many jurisdictions require operators to offer tools such as self-exclusion, deposit limits and timeouts, he said implementation remains inconsistent. Some operators fail to apply self-exclusion requests properly which allows players to regain access to their accounts before the exclusion period expires, while others bury responsible gambling resources deep within their websites, making them difficult for players to find. "A lot of people don't even know that these tools exist," he said.

From Left: Fisayo Oke, Gabriel Joseph, Ladipo Abiose, Mary Wanja

Is Nigeria Ready to Become Africa’s Premier iGaming Market? The Nigerian iGaming market is the second biggest and fastest-growing on the African continent as a result of its 244 million+ population and over half the country owning a smartphone. With a current market value of $176 million and a 7.4% growth rate, the country is projected to lead the iGaming industry in Africa by 2030. However, the real question now is whether Nigeria can actually become Africa’s premier iGaming market, rather than just leading by a high-volume consumer base. During the 36th edition of the iGaming AFRIKA webinars, moderated by Jesse Falodun of Gamble Alert, industry leaders provided insights on the current iGaming state in Nigeria and steps to moving the sector forward. The session, themed “Building Nigeria’s iGaming Market into Africa's Premier iGaming Market: Strategies for Regulation, Responsibility, and Growth", moves past just highlighting the problem and focuses more on the strategic solution that can push the industry for the next five to ten years.

This industry has been growing steadily, with an increasing number of active users in recent years, from 16.2 million active participants in 2023 to 187.8 million in 2024. There has also been a notable shift in preference amongst the users, with many moving from the traditional lotteries to online casino games and sports betting. While the technological adaptation is steadily growing, it’s quite saddening that the infrastructure powering the growth is mostly foreign. The industry is rapidly integrating into a larger economy, yet its reliance on imported B2B technology, ranging from sportsbook software and odds data services to casino aggregation platforms and CRM systems, creates significant economic friction. During the webinar, Olafedeke Akeju, Founder of SLEC Africa and Managing Partner at WYS Solicitors, pointed out the true metric that can drive the country towards a premier iGaming market.

From Left: Arinze Arum, Jesse Falodun, Olafadeke Akeju

iGaming AFRIKA

POdcast

What African Players Really Want: Beyond Industry Assumptions A Podcast with Mathews Banda

One of the strongest messages from the discussion was the danger of treating Africa as a single market. For years, international operators have been entering the continent with wide regional strategies, frequently bundling dozens of nations under a single African expansion plan. This may make company planning easier, but it rarely represents what is happening on the ground. “Africa is not a single big market,” Banda said. Every African market has a unique combination of culture, regulation, economic factors, payment infrastructure, internet availability and consumer behavior. A Kenyan player may have different expectations to a player in Ghana, Nigeria, Zambia or South Africa. Customer tastes can also vary widely even within the same city, based on demographics, income levels and access to technology. The most successful operators are those who are willing to localise their approach, tailor payment systems, customer journeys, advertising campaigns and support structures to the reality of each location. “If you build your strategy around one continent, you find that what works in one market doesn’t always work in another,” he said. Another critical issue highlighted during the conversation was how operators interpret data. While the gaming industry has become increasingly data-driven, Banda believes many companies are still focused on the wrong metrics. Market size estimates, growth projections, and revenue forecasts often dominate boardroom discussions because they are easy to measure and attractive to investors. According to Banda, these figures reveal very little about the actual experiences of players. "Many operators only look at big numbers such as market size, growth rate, or a billion-dollar forecast. Those numbers create excitement, but they do not show how users usually behave when they're using the product. The mistake is that these big numbers mean full understanding, but the value is in small details," he explained. For Banda, key insights lie in player behavior. He said there were three areas operators should focus on when assessing data. First, they need to understand where customers are dropping off in the product. Drop-off points in a customer journey might show friction spots that prevent engagement and retention. Second, they need to look at what builds user trust in a brand. The moments and experiences that generate confidence are frequently the basis of long-term loyalty. Finally, operators should monitor not only the speed with which users depart a platform but, more significantly, the reasons for their departure. While growth estimates may indicate the enormity of the market, knowing where customers disengage, what earns their trust and what drives churn provides operators with practical information that may immediately improve product performance and long-term retention. “One, they need to start focusing on where users stop using the product. That's the first point. The second point, they need also to focus on what makes the users trust the brand. The third point, I would say how quickly users leave the brand. Those are the many things they need to focus on as they are interpreting the data,” he said. Perhaps the most significant takeaway from the discussion was the role of trust. While operators often invest heavily in acquisition campaigns, bonuses, and promotional offers, Banda argued that long-term success depends far more on creating reliable experiences that players can trust. According to him, trust is built through consistency. Players quickly lose confidence in platforms that are slow, unreliable, or difficult to navigate. Delayed withdrawals, poor customer support, confusing interfaces, and technical issues create friction that directly impacts retention.

Conversely, platforms that deliver smooth and dependable experiences build confidence over time. Banda identified three key elements that help establish trust from the very first interaction. That is speed, simplicity, and choice. As he explained, "The product must be fast because if it is slow, users start to lose trust." Simplicity is equally important, with platforms needing to be easy to use and free from unnecessary friction or confusion. The third factor is choice. Offering a wide range of options not only improves the user experience but also reinforces the perception that a platform is credible, established, and dependable. Drawing from his experience at WinWinBet and GoldPari, Banda identified three broad player archetypes that are commonly found across African markets: casual users, sports-focused users, and community-driven users. The first group consists of casual users who primarily seek entertainment. These players tend to have shorter sessions and lower tolerance for friction. If a platform is slow, difficult to navigate, or fails to deliver a smooth experience, they are likely to leave quickly and explore alternatives. The second group is made up of highly engaged sports users. Unlike casual players, these users are deeply invested in live events and frequently make decisions in real time. They monitor matches closely, react instantly to changing odds, and expect platforms to keep pace with their behaviour. For these users, speed is a necessity. A delayed odds update, a slow-loading page, or unstable connectivity can directly affect decision-making and erode trust in the platform. The third group consists of community-driven users. Unlike players who discover platforms through direct advertising, this segment is heavily influenced by external recommendations and existing trust networks. Their behaviour reflects the growing importance of community influence across many African markets, where personal recommendations often shape purchasing and platform decisions. While operators continue to invest heavily in digital advertising and promotional campaigns, Banda pointed out that many African users still rely on recommendations from friends, tipsters, WhatsApp groups, and local communities when deciding where to play. In many cases, trust is established before registration even begins. "For the community-driven users, it is one of the most powerful ways users discover platforms in many regions. Many users come from WhatsApp groups, friends recommendation or local communities. They already trust the platform before they even sign up or before they even make deposits." What makes Banda's perspective particularly interesting is that it is not purely theoretical. The lessons he shared throughout the conversation are the same principles shaping how WinWinBet and GoldPari approach their products and customer experience. The two brands seem to be focusing on the basics that Banda believes are most important to African players, from rapid registration and speedy payouts to 24/7 customer service. He pointed out that GoldPari has a lightweight app that works well in weaker internet conditions, and WinWinBet’s mobile platform continues to refresh odds even when connectivity is unstable. These selections, and a broad offering of gaming possibilities, are reflective of the larger idea that has developed from the discussion that trust is built with consistency of experience, not promises.

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Responsible Gambling in Africa: The Growing Need to Protect Players – A Podcast with Fisayo Oke It is no secret that the African iGaming market is experiencing significant growth, especially in the sports betting industry. With an approximate value of $1.85 billion in 2024, the market is already projected to exceed $3.6 billion by 2029. This steady growth has created business opportunities as operators launch new products while raising important questions about regulation and consumer welfare. The pressing question has now been “Can the industry expand responsibly while safeguarding players?” In a recent episode of the iGaming AFRIKA Podcast hosted by Victoria Abiodun, Gamble Alert Founder and CEO Fisayo Oke shed light on the challenges and opportunities surrounding responsible gambling across the African continent. When compared to mature market jurisdictions like the UK, Africa’s iGaming market is highly nascent. In such established markets, strict proactive measures are a foundation. In fact, you may not even get a licence if you don’t have a player protection structure. African responsible gambling, on the other hand, is still lagging behind due to structural, technological, and regulatory challenges. While progress in countries like South Africa is quite notable, others like Kenya, Mozambique, Nigeria and Uganda are still in the transitional phase. “Unfortunately for us, in this part of the world it looks as though regulation is chasing after the business rather than the business conforming with the regulation. So the industry is growing faster than the regulation," Oke observed. This imbalance has allowed operators to introduce products with potentially harmful features before regulators can respond, making responsible gambling a pressing issue. Responsible gambling is a long-term industry sustainability, not an anti-business stance. Rather than seeking to curb market activity, it established a framework where commercial growth does not come at the expense of consumers' health. It is not a contradiction but a dual responsibility, Oke stressed. For players, it means setting clear financial and time limits, and for operators, it lends itself to implementing proactive interventions. This includes player monitoring, transparent odds, and accessible self-exclusion tools. Emphasising this shared responsibility, Oke stated, "And when we teach responsible gambling, we say that responsible gambling rests on two legs. Number one is that the decision to gamble or not to gamble within the context of civil liberty depends solely on the individual. The second arm of it is that as much as this decision is that of the individual, the gaming operator and the regulator have the responsibility to ensure that this player, this individual, makes an informed decision.” To achieve responsible gambling, the African market must now move past its deep-seated societal bias. The widespread conservatism that frames all forms of betting as a moral failing rather than a legal, regulated leisure activity is one of the major setbacks to achieving responsible gambling. The critics rejecting betting altogether make the concept of responsible gambling hard to grasp initially. Additionally, the gambling operators often view the player protection features as a direct threat to immediate revenues. Mandatory deposit and time limits, cooling-off periods, and strict KYC processes are seen as friction points.

Challenging this, Oke asked operators a direct question, “Do you want customers who are perpetually in debt because they are on your platform, or do you want customers who are healthy because the health of your customers also depends on the health of your operation and in sustainability?" Identifying gambling requires vigilance. Operators can use platform data to spot red flags like erratic player patterns, late-night betting, multiple declined cards, and intense frustration from a minor inconvenience. Family intervention is also very crucial, especially in spotting hidden behaviours. Such behaviours can include a loved one lying about their gambling habits or becoming excessively secretive about their betting activities. Despite these challenges, the African iGaming market is recording a positive shift. For instance, the African iGaming Alliance has declared a global commitment to ensuring player protection. Operators from various countries are also noted to be budgeting for responsible gaming features and funding treatment interventions. For countries like Kenya, initiatives are already in place, including campaigns to ensure player control. Such progress gives hope that responsible gambling in Africa will soon transition into a core reputational and compliance necessity. International bodies will increasingly refuse to engage with operators who do not include player protection frameworks in their services. Such a shift will prompt companies to recruit responsible gaming officers. In fact, Oke projected that in the next five years, responsible gambling is expected to become a big deal on the continent.

Kenyan Court Stops High License Fees Pending Full Hearing and Determination of Case The High Court of Kenya has allowed the Gambling Control (Licensing) Regulations, 2026 to take effect, except for licensing fee increases contained in the Second Schedule and gambling capital requirements set out in the Third Schedule. Justice W. Musyoka issued the ruling on August 7 in Judicial Review Case No. HCJR/E251/2026, filed by Thomas Buckley Opar Owuor and Ken Brance against the Prime Cabinet Secretary and Cabinet Secretary for Foreign and Diaspora Affairs, the Gambling Regulatory Authority of Kenya and three other respondents. The case dates back to July 20, when the court granted Owuor and Brance leave to file a substantive judicial review motion seeking orders to quash the Gambling Control (Licensing) Regulations, 2026 and prohibit their implementation or enforcement. Justice Musyoka also directed that the leave operate as a stay, placing the regulations on hold. The respondents challenged that position through an application dated July 29. They asked the court to either set aside the stay or vary it to allow the regulator to continue administrative, preparatory, protective and compliance functions under the Gambling Control Act, 2025. These included receiving and processing applications, consumer protection measures, anti-money laundering supervision, monitoring unlicensed or foreign-based gambling, preserving player funds and data and maintaining regulatory systems. Peter M. Karimi, identified in the ruling as Director General of the second respondent, told the court that the Gambling Control Act No. 14 of 2025 came into operation on August 26, 2025 and established a national framework for the regulation, licensing, supervision and enforcement of gambling activities. He said subsidiary legislation was required to fully operationalise the Act, including provisions covering licensing categories, application procedures, financial capacity requirements, technical standards and renewals. The respondents also maintained that public participation had taken place before the regulations came into operation. According to Karimi’s affidavit, a Gazette notice was published in April 2026, followed by a notice calling for national validation of the regulations. Public participation forums were held and the relevant parliamentary committees were involved in the process.

The applicants opposed the respondents’ application, arguing that removing the stay would bring the challenged regulations into operation before their substantive case was determined and could render their challenge ineffective. They also relied on sections 121 and 122 of the Gambling Control Act, which they said provided an operational framework during the transition to the new regulations, including provisions dealing with licensing. The respondents acknowledged the transitional provisions under section 122 insofar as they recognise licences issued under the previous regime. They argued, however, that sections 121 and 122 did not provide detailed procedures for new applications once existing licences expired or for other processes provided for under the Gambling Control Act. Justice Musyoka said his review of the applicants’ statutory statement showed that their principal complaint concerned new licensing fees, which they said had increased by between 200% and 49,900%. “The specific circumstances herein are that the ex parte applicants do not have issue with the entirety of the Gambling Control (Licensing) Regulations, 2026, but with certain provisions in it. The stay order ought to focus on those,” Justice Musyoka ruled. The court therefore varied the July 20 order, limiting the stay to the implementation and enforcement of the fee increases in the Second Schedule and the gambling capital requirements in the Third Schedule, pending the hearing and disposal of the substantive motion. “For avoidance of doubt, all the other provisions of the Gambling Control (Licensing) Regulations, 2026, are not affected by the stay order made herein, and are available for implementation, enforcement, operation and application,” the ruling states. The substantive application will proceed through written submissions, which the parties have been directed to file and exchange by September 21, 2026. Judgment is scheduled for October 2, 2026, via CTS.

Lagos Court Rulings Strengthen LSLGA's Oversight of Betting Operators Three separate High Court judgments delivered in June have affirmed the powers of the Lagos State Lotteries and Gaming Authority (LSLGA) to regulate betting operators whose services are available to customers in Lagos, with the court ruling against Zegaming Nigeria Limited, Africa Betting Company Nigeria Limited and Mozzartbet Services Limited. The Authority brought the three suits after it accused the operators of offering betting and gaming services in Lagos without licences issued under the Lagos State Lotteries and Gaming Authority Law 2021. It relied on Sections 33 and 86(1) of the Law, which require operators to hold valid licences before offering betting or gaming services in the state, as well as Regulation 2 of the Online and Retail Gaming Regulations 2021. The Authority also asked the court to affirm its powers under Sections 19, 25(1) and 71 to assess licence fees, gaming levies and the Good Causes Levy, and under Sections 18(f) and 32(2) to inspect operators' financial records and other documents needed for regulatory oversight. The first judgment came on 2 June 2026, when Justice A. M. Ipaye ruled in favour of the Authority in its case against Zegaming Nigeria Limited. Although the company did not enter an appearance or file a defence, the court found that it had offered betting services in Lagos without the required licence. It ordered the company to register with the Authority, pay all outstanding fees and levies, submit its financial records and cease operations until it complied with the law.

On 17 June 2026, Justice Dr Basiru Oriyomi Olukolu reached the same conclusion in the case against Africa Betting Company Nigeria Limited. In addition to affirming the Authority's licensing and enforcement powers under the Law, the judgment referred to Section 35, which governs the grant, renewal and variation of gaming licences, and Section 50 of the Lagos State Lotteries and Gaming Authority (Amendment) Law 2024, which the court said vests the collection of gaming levies in the Authority. The company was directed to obtain the required licence, pay outstanding fees and levies, and produce its financial records. Unlike the earlier cases, Mozzartbet Services Limited actively contested the proceedings by filing a preliminary objection. The company argued that it did not operate within the geographical territory of Lagos State, had no nexus with the state's laws, and challenged both the territorial and subject matter jurisdiction of the Lagos High Court. It also disputed the applicability of the Lagos State Lotteries and Gaming Authority Law 2021 to its operations Justice A. M. Ipaye dismissed the preliminary objection, holding that the company's activities brought it within the scope of the said law. The court went on to uphold the Authority's powers to license operators, collect licence fees, gaming levies and the Good Causes Levy, and require financial records. The judgment also referred to Regulations 11(1) and 12 of the Casino and Gaming Regulations 2021 on the Good Causes Levy, and Regulations 22 and 23 on record-keeping. Mozzartbet was ordered to obtain a Lagos licence, pay outstanding fees and levies, submit its records, cease operations until it complied with the law, and pay 500,000 in costs.

SABA Issues Statement on Unregulated Prediction Markets and Betting Exchanges in South Africa On 27 July 2026, the South African Bookmakers’ Association (SABA) issued a statement asserting that betting prediction markets should neither be authorised nor considered under the current legislative framework because they fall outside the scope of existing laws and should be treated as exchange-style betting products. A new frontier has emerged with the growth of unregulated prediction market platforms that allow South African consumers to wager on political, economic, social, and sporting outcomes outside the existing gambling regulatory framework, bringing with it a host of regulatory and ethical challenges. Recent reports indicate that more than R700,000 was wagered on the selection of Johannesburg’s next mayor through the offshore prediction market platform Polymarket, an activity that occurred entirely outside the country’s existing gambling framework. In response, the South African Bookmakers’ Association (SABA) has released a policy position paper arguing that these markets are not merely "forecasting tools" but are functionally identical to unregulated betting exchanges. Prediction markets allow participants to buy positions on the likelihood of future events, ranging from political elections and cabinet appointments to economic indicators and international conflicts. While proponents often describe these as information markets intended to aggregate wisdom, SABA contends that because participants stake money on uncertain contingencies for financial gain, they fall squarely within the definition of gambling. The association asserts that prediction markets and betting exchanges are functionally equivalent. In both models, the operator does not act as the counterparty or assume betting risk, instead, they simply facilitate matching opposing views between participants and collect a commission. SABA, aligning with the International Federation of Horseracing Authorities (IFHA), warns that these products create dangerous incentives. Traditional betting typically requires a participant to wager on a positive outcome. However, exchange-style products, including prediction markets, allow participants to profit from losing outcomes, failure, or non-occurrence. This creates a direct financial incentive for activities such as match-fixing and spot-fixing in sports, insider manipulation and corruption of participants, and interference in democratic processes, such as influencing legislative votes or municipal leadership appointments. Unlike the sports world, South Africa currently lacks a monitoring system capable of detecting or preventing manipulation specifically linked to political prediction market activity, creating what SABA describes as a "substantial regulatory blind spot." A primary concern for SABA is that existing South African gambling legislation does not expressly provide for the licensing of prediction markets. SABA has historically maintained that peer-to-peer betting exchanges do not fit the statutory definitions of "bookmakers" or "totalisators" because the platform operator is not a party to the wager.

SABA has also expressed concerns regarding the North West Gambling Board’s decision to issue "Betting Exchange" licenses, arguing that provincial regulators may only exercise powers specifically granted by legislation, which currently lacks such provisions. Because many of these platforms operate offshore and frequently involve crypto-assets, they present heightened AntiMoney Laundering (AML) risks. South African authorities have limited ability to obtain transactional records or enforce compliance from these offshore entities. Furthermore, consumers using these unregulated platforms lack the protections afforded by licensed South African bookmakers, such as responsible gambling controls and self-exclusion systems, customer dispute resolution mechanisms, and contributions to local taxation and the National Responsible Gambling Programme. To address these risks, SABA recommends: 1. Recognition of Functional Equivalence Prediction markets should be recognised as exchange-style betting products and assessed according to the same regulatory standards applied to betting exchanges. 2. No Regulatory Arbitrage Operators should not be permitted to avoid gambling regulation simply by describing their products as forecasting or information markets. 3. Dedicated Legislative Review Prediction markets should only be considered following a comprehensive review of: - Gambling legislation - Financial market legislation - Electoral legislation - Consumer protection requirements - AML obligations - Integrity monitoring frameworks. 4. Precautionary Approach Until a dedicated framework exists, prediction market operators should be regarded as part of the illegal offshore market. 5. Integrity First Any future consideration of prediction markets must prioritise: - Sporting integrity - Democratic integrity - Consumer protection - Anti-money laundering controls - Public confidence in regulated gambling markets.

Mozambique Sets Course for Dedicated Online Gambling Regulation Mozambique has taken a decisive step towards modernising its gambling laws after the Council of Ministers approved the Regulation on the Operation and Practice of Games of Chance or Fortune through Electronic or Computerised Means. The measure establishes the country's first regulatory framework designed specifically for online gambling. The approval represents the most significant development in Mozambique's gambling sector since the adoption of the Gambling Law (Law No. 1/2010). Mozambique's gambling industry has historically been regulated under Law No. 1/2010, together with Decree No. 64/2010, later amended by Decree No. 4/2017 and Decree No. 65/2022. While these instruments provide a comprehensive framework for casinos and other authorised gambling activities, they were primarily designed around physical gambling establishments and did not provide a dedicated structure for online gambling A central feature of the reform is the introduction of a licensing regime dedicated to online gambling. Previously, Mozambique's licensing system revolved around casino concessions intended for physical gambling establishments. Although the implementing requirements are yet to be published, the framework is expected to govern licensing, operational standards, compliance obligations, technical requirements and regulatory oversight for online gambling operators.

The reform comes as Mozambique's gambling market undergoes a noticeable shift towards online play. According to the 2025 Budget Execution Report, casino tax revenue totalled MT359.5 million, which represents just 54% of the amount projected for the reporting period and a 7.3% decline compared with the previous year. The Ministry of Finance attributed part of this shortfall to growing participation in online gambling, which has reduced activity at physical casinos. The introduction of online gambling regulation does not alter Mozambique's existing framework for land-based casinos. Casino concessions operating in Maputo, Matola, Beira, Tete, Nampula and Pemba remain governed by Law No. 1/2010 and its associated regulations. Existing concessionaires continue to be subject to capital and investment requirements, including minimum share capital of approximately US$2.7 million and minimum investment commitments of US$5.5 million during the first five years of operation. Similarly, the current taxation regime remains unchanged. Casino operators continue to pay the Special Gambling Tax, calculated on gross gaming revenue at rates ranging from 20% to 35%, together with applicable stamp duty and other statutory obligations.

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Betway Announces Official Partnership with Manchester United for 2026/27 Season Super Group’s Betway has officially announced a multi-year strategic partnership with Manchester United FC that will see Betway become the club’s Principal Partner and Exclusive Global Betting Partner. This agreement, set to commence with the 2026/27 season, represents Betway’s most significant sponsorship investment and football partnership to date. Under the terms of the deal, the Betway logo will be prominently featured on the training kits of both the Manchester United men’s and women’s teams. Additionally, the brand will maintain a significant presence during matchdays at Old Trafford and the Progress with Unity Stadium. Neal Menashe, chief executive officer of Super Group, commented: “We are thrilled that our Betway brand will be the Official Principal Partner and Exclusive Global Betting Partner of one of the world’s biggest football clubs. Manchester United’s global reach, particularly with their massive fanbase across Africa, aligns perfectly with our key markets. “The Premier League is the world’s most-watched domestic football competition and provides a powerful platform to connect with fans globally. We’re excited to see the Betway brand showcased at Old Trafford and beyond as part of our ongoing presence in English football’s top flight.”

The deal aligns with Betway's existing market-leading portfolio, which already includes sponsorships in Formula 1, international rugby union, cricket, basketball, and tennis. For Super Group, the reach of the Premier League is a primary driver for this collaboration. Beyond branding, the partnership aims to enhance fan engagement through exclusive competitions and once-in-a-lifetime experiences. Furthermore, both organizations have committed to promoting a safe gaming environment by offering comprehensive safer gambling resources, including training and guidance on betting integrity for players, staff, and supporters. Marc Armstrong, chief business officer at Manchester United, said: "We are delighted to welcome Betway as Official Principal Partner. The scale of our exciting new partnership reflects our growth strategy, the enduring global strength and appeal of Manchester United, and our ability to attract leading brands that want to engage with our vast worldwide fanbase. “Betway are a world-renowned brand with significant presence across world sport. We look forward to working together to help accelerate their global ambitions and create new opportunities to bring supporters closer to Manchester United."

Principal Partner and Exclusive Global Betting Partner.

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Important Quotes

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When we talk about cooperation, it is not just operators and regulators we are talking about. We are talking about family members, we are talking about loved ones, we are talking about communities, we are talking about advocacy groups, global society organizations, mental health professionals, the media, and everyone who is involved in a community has a role to play. Even if you have the regulators and the operators cooperating and doing so well apathetically, you will still not have achieved responsible gambling in its 100% if you remove the remaining layers of the stakeholder groups. Fisayo Oke, Chief Executive Officer at Gamble Alert

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A market that is attractive is one where regulatory framework is clear, where the investors know what obligations they are under, how long the approval process will take and, where rules are likely to change, there is proper structure and there is information well ahead of time. Also, there is room to allow for compliance Olafadeke Akeju, Managing Partner at WYS Solicitors

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Performance has really become the most important competitive advantage because users usually compare platforms. While speed has become an expected standard, platforms also need to consider the realities of the devices their users rely on. In Africa, issues such as limited storage can influence whether a user keeps or deletes an app. Wilfrid Olemba, Affiliate Manager at WinWin Bet

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What we have currently is importation of technology and then capital flight because we pay for these technologies in foreign currencies. If we find a way to make sure that the technology we use is developed here, we'll cut down on the capital flight, plugging the proceeds, the revenue back into the Nigerian market.

Arinze Arum, Executive Secretary, Enugu State Gaming and Lotto Commission

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We need to prioritize the minors and ensure that it is not just PR. We are not just talking about it. We're actually enforcing these laws, ensuring that these guys are protected. We all know the right things to be done. Again, the onus is on us for us to advocate. Ladipo Abiose, Founder and CEO, GamblePause Initiative Africa

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Every regulatory decision, every tax rate assessment, every responsible gaming initiative, every platform feature, and every investment thesis must begin with verifiable evidence. Right now, across much of Africa, gaming market data is fragmented and siloed. Supporting data infrastructure ultimately strengthens the entire value chain.

Jeremiah Maangi, Chief Executive Officer at iGaming AFRIKA

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When it comes to what distinguishes a company that scales successfully in Africa, I think that a company that invests more on its people. When I walk into a room, I think I normally evaluate from the first person I meet, whether it's reception to the highest manager in the company. And just by the look of those people, you recognize that this company is investing on their people. Because when you invest on your manpower, especially in Africa, we're not yet there. When you invest on an African child, they tend to give you more than what you even pay them for. So one thing that stands out to me, it's how these people or companies invest in people, but also how they deal with their partnerships. Loyce Oluoch, Country Manager, Tanzania at Choplife Gaming

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A strong business has to have strong player protection at the core, because if your players are healthy, your players play longer. When your players play longer, your players have a longer lifespan and an overall higher lifetime value to you. But when you have unhealthy players, you start seeing higher churn rates. Gabriel Joseph, CEO of GambleAware NG

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Africa has its own peculiarities. The internet connections, the user preferences, the types of games. That is why apart from poker products in Africa specifically, we are offering our aggregator product here. Everyone is crazy about sports betting and casino games, so we understand that poker is not the main product that we can offer right now.

Nastia Karmacheva, Regional Market Lead for Africa at EvenBetter

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While legislation provides authority, structural gaps remain in cross-provincial coordination, real-time data monitoring, technological audit capacity and enforcement on how to integrate offshore operators. We need a more harmonised national-provincial digital oversight model, supported by advanced regulatory technology (RegTech). Governance must be technologically fluent indeed. Brenda Mabaso, Managing Director at the Mentorship Academy

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