Kevin Saliba is Chief Business Development Officer of Betsson Group, sitting at the intersection of market expansion, partnerships and long-term commercial strategy — overseeing a business with more than six decades of history and a regulated footprint that now spans over 20 markets worldwide.
In this interview, Saliba makes the case that compliance discipline, technology ownership and sustainable growth are no longer background considerations for operators, they are becoming the primary competitive questions defining who wins and who falls behind. From responsible gaming standards to AI, automation and market localisation, he explains how Betsson intends to stay ahead of all three.
As one of the largest and longest-standing groups in online gambling, where do you believe Betsson has a responsibility to lead the industry rather than follow it?
Kevin Saliba: With more than sixty years in the industry, we de have a responsibility to set standards in areas that matter most, particularly responsible gaming, transparency and regulatory integrity. This is most salient as Betsson expands into fledgling markets which are not as developed in these areas, and as the regulator seeks guidance on what work best for the consumer but also for a sustainable regulated market.
We were among the first operators to establish a dedicated responsible gaming function, long before it became the norm, and that early commitment still shapes how we operate today.
Our operations span multiple regulated markets, which gives us the scale and perspective to influence expectations, whether that relates to safer gambling standards, compliance discipline or how operators engage with local communities.
For us, leading the industry is not about being the loudest voice. It is about consistently setting a benchmark for responsible behaviour and demonstrating that sustainable, responsible business practices and long-term commercial success go hand in hand.
Betsson operates at a significant scale across multiple regulated markets. How do you preserve speed, innovation and entrepreneurial thinking at that size?
Kevin Saliba: Scale can slow companies down if it is not managed consciously. The question for a centralised versus localised operation is something we often discuss internally. We work hard to retain the entrepreneurial mindset that shaped Betsson in the first place. Decision-making is pushed close to the markets, giving local teams the autonomy to act quickly and build propositions that match player expectations.
At Group level, we provide the platform, data and technology that allow teams to experiment, optimise and deploy updates at pace. Innovation, especially in marketing communication, is not centralised and it is embedded across the organisation. That balance between a strong global backbone and empowered regional leadership keeps us fast, curious and commercially sharp despite our size.
How does Betsson turn strict regulatory environments into a competitive advantage?
Kevin Saliba: Regulation is the new competitive battleground. It tends to impact key customer journeys as well as create additional internal processes to ensure constant compliance. The winner is the operator who can interpret those regulations in a compliant manner whilst delivering a seamless customer experience. For Betsson, regulation is part of running a credible and sustainable business. It is part of the territory. Over the years we have built a strong compliance culture, robust internal controls and long-standing certifications such as G4 and eCOGRA, which allow us to operate confidently in highly regulated environments.
This level of operational maturity, and ability to handle regulatory requirements becomes a competitive advantage especially against operators that are less familiar with operating in locally regulated markets but enter the regulated space. When markets introduce stricter frameworks, operators that already have strong governance, responsible gaming systems and compliance discipline are able to adapt quickly, secure licences and build trust with regulators and partners.
At the same time, regulation needs to strike the right balance. Well-designed frameworks channel players towards licensed operators where protections are in place. If regulation becomes overly restrictive, there is a risk that players migrate to unregulated sites where those safeguards do not exist. Because we operate across many regulated markets, we bring practical insights into what works in practice, and we actively contribute to industry discussions to help shape sustainable regulatory models.
With such a diverse geographic footprint, how does Betsson balance being a global brand while still delivering locally relevant player experiences?
Kevin Saliba: Our strategy is global in structure but local in execution. A unified brand gives consistency, trust and long-term equity, while local teams adapt products, content, partnerships and experiences to their cultural and regulatory reality.
This approach allows us to bring global standards, first-class technology and responsible operations into every jurisdiction while still remaining deeply connected to local preferences. Whether it is payment methods, sports partnerships or customer service styles, local relevance is critical to building long-term player loyalty.
How important is owning and controlling your technology stack to Betsson’s long-term strategy, especially as AI and automation accelerate?
Kevin Saliba: Owning our technology is one of our most important strategic advantages. It gives us control over pace, quality and innovation. It allows us to optimise the customer journey, respond quickly to regulatory change and scale efficiently across markets with different requirements.
As AI and automation become more central to product development, risk management and customer protection, this level of ownership becomes even more valuable. It ensures we are not dependent on external roadmaps and can integrate new capabilities in a way that aligns with our long-term vision. For us, technology ownership is not just an operational advantage, it is a strategic necessity.
In an industry often driven by short-term acquisition, how does Betsson define and measure sustainable growth?
Kevin Saliba: Sustainable growth means building a business that creates value consistently over time. We measure this through the quality of our revenue, the stability of our regulatory portfolio, our geographic diversification and the long-term value generated through responsible customer relationships.
It is also about how we reinvest in the business. Whether that is technology, local capabilities or responsible gaming initiatives, we focus on investments that strengthen our position for the future.
For us, sustainable growth is driven by discipline, diversification and strong execution. It is not about volume for its own sake, but about building a business that remains resilient and trusted across market cycles and jurisdictions.
Player trust is becoming a differentiator, not just a requirement. How does Betsson build trust at scale, and how will that evolve in the future?
Kevin Saliba: Trust is built through transparency, reliability and responsible behaviour, and it must be earned continuously. At our scale, that means maintaining consistent standards across all markets, offering safe products and investing continuously in customer protection, technology and training.
Technology will play an increasingly important role in strengthening that trust. AI and advanced data capabilities allow us to improve the customer experience, personalise our products and detect potential risks earlier, while ensuring that responsible gaming remains embedded in everything we do.
Ultimately, trust will come from operators who consistently demonstrate that they understand their customers, act responsibly and deliver stable, compliant and high-quality experiences across every market where they operate.
With a background in digital media and a keen eye for emerging technologies, Ronaldo bridges the gap between players and platforms through clear, insightful reporting to the iGaming industry.
