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Land-based gambling can attract international investment. Cirsa expanded its Marrakech presence last November. Private online betting has no equivalent licensing route.

Cirsa’s own IPO prospectus is blunt about it: “Online gaming only exists for betting, which is operated by a state agency,” it says of Morocco, adding that online casino games “are not allowed”.

The same divide exists in Tunisia and Egypt. Governments there have focused on prohibition and enforcement rather than opening online markets to private operators.

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Sun International vowed to retain and redeploy employees to other areas of the business where feasible.

During H1, Sun International also implemented its new “Casino Lite” model, aimed at improving profitability at smaller, underperforming properties.

The model focuses on enhancing adjusted EBITDA and operating margins by optimising operations, both in terms of gaming and hospitality.

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For free-to-play, that process can begin before the customer has committed money. “It’s about building muscle memory, providing achievable incentives to players and gamification,” Wilson explains. By lowering the barrier to participation, a free-to-play game can provide an accessible first interaction with an operator, while repeated play builds familiarity and creates a reason to return.

The format, however, cannot simply be copied and pasted from one market to the next. “We’ve found that the more localised the offering, the better,” Wilson says. “We’re talking about building anything from sumo wrestling to Love Island, as well as the headline sports. Ice cage fighting has been a popular one in a certain market for us.”

It is an eclectic list, but that’s kind of the point. Relevance can mean a global sporting event in one market and a far more niche (see ice cage fighting) obsession in another. Splash Tech’s job is to find the experience that fits the audience, rather than expecting the audience to fit the product.