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MGM Resorts International’s investment case is supported by Las Vegas, regional casinos, property assets and its 50% interest in BetMGM. Its own share price has been on a different journey to its online pureplay peers, having increased by 5% in a year, to $37.81 on 18 September.

“MGM offers a more diversified investment case, with BetMGM, regional gaming and Las Vegas operations reducing reliance on online sports betting alone,” says Beynon. Robinson makes the same point. “It is a Las Vegas and Macau property business with a betting JV attached, and that is precisely why it has held up.”

Entain sits somewhere between the two models. It has significant international scale and a valuable stake in BetMGM, but also more debt and greater exposure to UK taxation, as well as general regulatory turbulance across Europe.

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“At that point, we sort of knew of the opportunity, but it wasn’t specifically factored into the guidance necessarily,” he stated. “But I think when we set the guidance, we saw there are ambitious targets, and there were not necessarily specific contributors in terms of how you’re going to get there other than looking at the overall opportunities across the group.

“Where we’ll revisit the targets at the full-year results, I think that will probably be the logical time to more explicitly factor Brazil into any revised targets we might potentially issue at that point in time. But I think that should only enhance how the business is currently doing and frankly, enhance probably what the current market expectations are for the group in the years ahead.”

The ongoing dispute between Evolution and Playtech continues to rumble on.

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The shift to AI is also changing how Grenstad thinks about recruitment. A team working on the player journey, for example, needs people who understand casinos, iGaming and what a strong player experience should look like.

“I would not necessarily prioritise senior Java or front-end specialists in the same way as before,” Grenstad explains. “Technical skills remain important, particularly for people who can assess architecture and ensure systems remain reliable, but domain knowledge is becoming increasingly valuable. I’d rather take someone who’s good in the domain but doesn’t know any Java.”

That raises a question about how future developers will enter the industry. If Cubeia no longer needs front-end traditional junior Java developers in the same way, the traditional path from junior programmer to senior engineer becomes less clear.