Sun International is charting an ambitious course to significantly expand its online gambling footprint in South Africa, with CEO Ulrik Bengtsson detailing the strategy.
Key Takeaways
* Sun International aims to double SunBet’s online market share in South Africa by focusing on product enhancements and executive team restructuring.
* The South African online gambling market is projected to reach R100 billion GGR by 2030, presenting a substantial growth opportunity.
* Strategic product development, including bringing technology in-house and improving user interfaces, is central to SunBet’s competitive positioning.
Sun International, a prominent name in the South African casino and hospitality sector, has announced plans to double its online market share in the country. This objective was outlined by Group CEO Ulrik Bengtsson during the company’s Capital Markets Day presentation in March. At that time, its online brand, SunBet, held a 4.5% share of South Africa’s online gambling sector.
The company anticipates the South African online gambling market will approximately double in size to R100 billion ($5.98 billion) in Gross Gaming Revenue (GGR) by 2030. This growth aligns with data from H2 Gambling Capital, which estimates the nation’s total interactive market will increase from a gross win of $3.3 billion in 2025 to $5.88 billion by 2030.
Driving Online Growth: A Strategic Overhaul
Bengtsson, who assumed the CEO role in July 2025 following leadership positions at Evoke’s William Hill and Betsson, attributes the strategy to a combination of strategic actions, people, and capabilities. He notes that the executive team has largely been restructured to align with the new direction. A key appointment in this digital transformation was Leslie Peters, who joined Sun International as Chief Technology and Product Officer last November. Peters brings experience from his previous role as CTO at iGaming infrastructure platform Derivco.
Product Enhancements at the Core
Bengtsson emphasizes that achieving the online market share goal is “all about product.” He acknowledges that the current SunBet product does not yet match the quality of leading operators in South Africa. A central part of this product focus involves bringing technology development in-house and rebuilding much of Sun International’s tech stack. The aim is to deliver a product that is competitive within the market.
Specific improvements target the user experience. For the casino offering, efforts are underway to introduce an entirely new front end and lobby, enhancing navigation and game access. In the sportsbook segment, which utilizes Kambi, the focus is also on front-end changes, including the interface, homepage, and lobby, to improve visual appeal and speed. Bengtsson also points to a need for a different operational mindset for the sportsbook, recognizing its dynamic nature compared to the more static casino environment.
Organic Expansion and Future M&A
Sun International’s immediate path to increasing market share is primarily organic. While the near-term focus is on internal technological updates, Bengtsson indicates that acquisitions could become a possibility in the future. He states that once certain technological components are in place, opportunities for M&A activity might emerge.
Leveraging a Trusted Brand and Land-Based Synergy
Sun International’s online ambitions are supported by its established land-based operations. The company operates 11 casinos across eight of South Africa’s nine provinces, holding nearly half of the nation’s land-based market share (46% in FY2025). This market share increased by 0.7% in 2025, despite a 6.3% drop in the sector’s GGR during the same period. Bengtsson highlights the brand’s 60-year history as a foundation of trust, which he believes supports the online growth target. He describes a proprietary customer ecosystem where online and land-based offerings mutually support each other, allowing for unique experiences for online players at properties like Sun City.
Navigating South Africa’s Regulatory Landscape
South Africa’s regulatory environment, while stable, lacks a unified national gaming framework. Online gambling is overseen at the provincial level, though operators licensed in one province can offer services across others. A discussion paper published by the National Treasury in late 2025 proposed a 20% national tax on GGR for online gambling. Bengtsson views this tax proposal as premature without national legislation, which Sun International would support. He expresses concern that high tax rates, potentially exceeding 40%, could harm channelization, drawing parallels to situations observed in the UK and Netherlands. He is hopeful for harmonized national regulations but cautions against interventions that could foster a larger offshore market.
I remember the first time I saw Kai Tak, Hong Kong’s gambling city, I thought I was in a fairy tale. All the lights blinking, the music and the monumental buildings, what 9-year-old wouldn’t think they’ve come to a magical place? It was my father who brought me, dragging me along and when inside I was hit by the smell of frying duck. As soon as I hit 21 I returned to Kai Tak, A bit nervous to see if my mind had embellished the memory, but it hadn’t. Kai Tak was still a magical place. I decided I wanted to spend as much time as I could at this place, so I did.
