From Tragedy to Triumph: M-DCPS Opens Academy Honoring King Carter

first_imgSix-year-old King Carter was a victim of gun violence when he was killed in a drive by shooting in February 2016. The King Carter Global Trade & Logistics Academy was made possible by a generous $1 million donation to Miami-Dade County Public Schools by an anonymous donor. The Academy pays homage to King Carter, age 6, a gregarious first grader who was caught in the crossfire of a drive-by shooting in February 2016.Last Week, Miami-Dade Schools Superintendent Alberto M. Carvalho  joined by King Carter’s family, School Board Vice Chair Martin Karp, Board Member Dr. Steve Gallon III and District staff unveiled the Academy at Miami Northwestern Senior High.“They will forever know who King Carter is,” the boy’s father, Santonio Carter, said at the unveiling ceremony. The Academy will also be functional at the Miami Central Senior High. The Academy will serve to enhance career readiness opportunities for students at both schools.“(The anonymous donation will help) to create programs of hope, economic empowerment right here in this community, in the same schools King Carter, years later, would attend as a high school student,” Miami-Dade County Public Schools Superintendent Alberto Carvalho said.  “It is meaningful to me,” Carvalho said. “It is, as I said, turning tragedy into triumph for kids in our community.”last_img read more

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BetRegal diary – The genesis of a new bookmaking brand

first_img Share Share Submit StumbleUpon Related Articles Björn Nilsson: How Triggy is delivering digestible data through pre-set triggers August 28, 2020 Danske Spil calls for esports makeover with Pinnacle Solution August 25, 2020 Former Pinnacle Marketing Director Aly Lalani is one of the key stakeholders behind the launch of BetRegal.com, a new European facing sportsbetting and gaming brand created to provide its customers with the “best possible value” in prices. In a new regular column, Lalani will share his experiences about the challenges of bringing a new brand to the market.After several years at Pinnacle, I was ready to make a change. I have a young family now and was very keen to move back to Canada full time. However, I was not ready to leave the iGaming space, where I’ve been for the 13 years. When this opportunity presented itself, it was like a dream come true.I’ve been very fortunate to be able to work with some really smart people during my years with Pinnacle. Some of that must have rubbed off on me, which has helped give me the confidence in my own knowledge and skillset to take on a challenge like this. It’s no easy task to try and make a successful move into the European betting market; a very competitive geo-segment of a very competitive vertical. But I do think there is room to create a brand whose differentiators address an under-serviced segment of the market.  Okay, that’s a pretty important first step in this process. There is a problem (or rather a lack of a solution) out there in the marketplace, and we are going to address that problem. We are now starting to get a bit more of a vision of our customer. I know it’s early days and that this is just an idea, but getting some clear visibility into who our customer is can’t start soon enough, especially if they are to be the cornerstone of every decision we make. We better have an idea of who they are and what they need.These customers we are envisioning, where are we going to find them?How on earth does BetRegal compete with the marketing budgets of the large European books? Quite simply we don’t. We’re going to have to try and be smartly efficient with our marketing spend. We definitely need to have a presence in the key European markets, but do we really anticipate outspending the likes of bet365?One of the core strengths of our business is our knowledge and risk management of North American sports, dare I say as well if not better than most European bookmakers. We have no desire to be anywhere near the US, and Canada is undergoing its own compliance evolution, however South and Central America are regions where US sports are immensely popular. We could focus on slow and steady brand development and growth in key European markets, and look for more of a big bang marketing push in a much more cost effective South America and LATAM market.Dare I say we have the beginning of an acquisition strategy?So why not aim only at South America right away? Like any good bookmaker we should hedge our bets with a two-pronged attack. If we push some marketing dollars initially in South and Central America, we can hopefully leverage some acquisition in a ‘fresh’ territory not ripe with competition. The maturity of the European market is also attractive, as we do have a differentiator in terms of value to the player. I think we can find a niche for ourselves with having better pricing than the larger European bookmakers, although not as aggressive as Pinnacle and SBOBet as we won’t have the volume. Yet.That settles it. We now have the skeleton of a product that has i) a defined intended customer, ii) a defined target market (in fact 2 target markets with different strategies), and iii) intended core differentiators. We are going to be the brand that appeals to the customer who values aggressive pricing, but not at the expense of traditional marketing incentives (albeit on a lower scale). All the while that customer can expect to be treated to the highest level quality customer service.Who are we going to be to the customer?The brand definition process went from discussions in an office, then to a boardroom, then to a bar and then back to the boardroom the next morning where we threw around a few ideas. What did we want to be known for? More importantly, what emotion were we trying to engage when a user first landed on our site? Before we ever started on the actual brand identifiers (name, logo, colors) we discussed what kind of experience we wanted to present to customers and that’s where this royal association came from.We conducted some market research with some trusted affiliates and players about some of the ideas we had. The shortlist was also partly determined by which URLs were available as well, as we had a couple that we really liked that were just not available.The BetRegal brand we thought would play well in the European marketplace, but also is short and catchy and lends itself to some creative imagery potential in some of our other markets. A brand that implies the higher end of service, but not exclusive. An aspirational name really. We had some playing around with the royal theme when deciding on the brand name itself.We do want people to think when they come to BetRegal they will be treated like a king. We’re using a big throne and crown in our branding and the implication is that they are there waiting for our players to make themselves comfortable. We’re not saying we are the king; we’re saying the customer is.Building on the exclusivity, aspiration and royal connotations of the ‘Regal’ part aspect of the branding, the aim is to be as accommodating as possible, with an overall BetRegal customer support motto of “killing them with kindness”. Let’s hope they receive that message.Let’s go build a brand! Alberto Alfieri: Leading the way for Gamingtec’s B2C growth August 25, 2020last_img read more

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John Pettit – PBS – Configuration on a minute-by-minute, terminal by terminal level

first_img Playtech BGT Sports (PBS) was showcasing its latest product range at the recent ICE London exhibition. We dropped by the busy stand to speak to John Pettit, PBS Managing Director in UK, Ireland, Asia and Australia, about improvements made to the company’s SSBT offering, new displays for its ‘OTC’ coupons and further planned developments ahead of this summer’s World Cup.SBC: How would the reduction in stakes for FOBTs impact the use of SSBTs?JP: First and foremost, we want a healthy betting shop. A healthy betting shop is good for the SSBT. The more customers that are in the shop, the more shops are open. With our own product, we are advocates of responsible gambling, so we need to make sure that there is a correct balance. Within all of that, if there is a change in FOBT stakes, I think we are in a good position. A lot of FOBT business should stay FOBT business, but the one correlation is football. Although our terminals offer the full range of sporting content, football is the principle product, generating around 70% of turnover. So, if there’s one product in the betting shop that should benefit, you would think it would be SSBTs, because of the known crossover between SSBT and football, and football and FOBT.SBC: Can you explain the level of personalisation that the new ‘OTC’ coupon gives operators?JP: For personalisation, we recognised a few years ago that we had to provide more personalisation opportunities for the bookmakers. As much as a one-size fits all worked for us, it doesn’t work for bookmakers, so if you look around the stand today, our mantra is differentiation but working on a single version of code. So, whatever is developed for one area, one jurisdiction or one customer is immediately available to other customers. For example, everything we’ve done for OPAP is available in the UK. Everything we do is through configuration, and what that configuration allows us is a much greater level of personalisation for each of the operators.Every terminal here is operated from the same software stack. What we have is hundreds of thousands of configuration settings, which allow operators to get that level of personalisation and differentiation that they all crave. The OTC coupon is just another example of that process, but there will be more coming in the next six months.SBC: And can this personalisation be refined on a shop to shop basis?JP: Yes, because we come from a digital background, unlike most things in the betting shop which have been analogue pushed into digital. We started with digital, so it can be configured on a minute-by-minute, terminal by terminal level. You could have a front screen changing at 7pm to show the football, and then change it back at 10pm. The CMS system allows you to modify things by terminal. We call them nodes. Not only is that for the presentation, but for other things such as bonuses, offers and concessions.SBC: Do you monitor data on what your clients are doing, in terms of how they are utilising this opportunity to personalise their SSBT offering?JP: We do some of it, but what we’ve tried to do is build a tool for the operator to use themselves, because if we do it all ourselves, it kind of puts you in a very difficult position. Obviously, we want every operator to make as much money as possible, but we recognise the need for confidentiality, so what we want to do is build the infrastructure that will enable the operator to be successful.We want to be partners with our customers and operators, so as and when we see good ideas, it is always in our interest to share them where the IP in the idea is ours. There are also things we look at ourselves, especially because for some of our customers we offer almost a fully managed service.For some of the independents, we do almost everything for them. So, we learn that we have done ‘x’ here and it’s had this response. This customer has done this, but this one hasn’t, and there’s been a change in the performance. You get a tremendous amount of insight with such a configurable platform.SBC: Bet Tracker is now available to both iPhone and Android users on the Google Play store for the first time. Can you talk us through some of your other recent product developments?JP: From a product development perspective, we spent a lot of time with OPAP, but in the last six to nine months we’ve really started looking again at how we can maximise the UK product, especially with the World Cup coming up. There have been three or four key product developments that you’ll see hitting the market in the next six months. The first one that has just gone live is Lottoland, which is the ability to place a lottery bet across numerous regulated global lotteries, meaning you can win huge prizes such as £100 million in a betting shop. Following that, we’ve developed a Match Acca; imagine Sky Bet’s RequestABet on a terminal, where you can add multiple selections from the same game to create an in-game accumulator. That has been built with the World Cup in mind. It’s the same as RequestABet except it’s real-time so as you keep adding a selection, the returns on that in-game acca update immediately. For example, England to win, Kane to score the first goal, over 3.5 bookings and over 10 corners. That’s a bet you will be able to do using a real-time algorithm that calculates the price. We’re working with a company called Algosport – the algorithm determines how much are these markets related and how this impacts the price. For example, Argentina are 10/1 to win the World Cup next summer and Lionel Messi is 10/1 to be top scorer and therefore the double is 10/1. As this is a related contingency, the answer is no because obviously, if Messi is the top scorer, Argentina’s chances of winning must be greater than that (or less than 10/1). Match Acca allows you to build your own related contingency bet, increasing interest and excitement (not to mention operator margin) in a single match.We also have a development to Bet Tracker, which will go live for the World Cup, whereby you can build your bet outside of the shop – a bit like the old paper coupon which you took to the pub, had a chat with your friends and asked what they fancied. Here, you build it on your phone, which automatically tells you what the odds are, then you come back into the shop and transfer the bet from your phone onto the terminal. This should be ready in time for the World Cup, which is so important for us because it’s such a communal experience that gets people talking outside of the betting shop – they still get the anonymity they want, but their out-of-shop experience can then be transferred into the shop.Anonymity is key on the retail side, but we also know that retail customers like digital devices and innovation, so what we’re trying to do is build products that bring digital and retail anonymity together. SAZKA confident of European comeback as assets weather COVID-19 storm June 12, 2020 Submit OPAP delivers on Athens children’s hospital CSR projects July 6, 2020 Share Share StumbleUpon Related Articles Greek retail closures rock OPAP Q1 performance June 11, 2020last_img read more

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Paul Petrie: McBookie – The state of play for smaller bookmakers

first_img Share Related Articles EveryMatrix ups CasinoEngine gamification tools with CompetitionLabs June 29, 2020 BetVictor boosts casino portfolio with EveryMatrix’s CasinoEngine June 25, 2020 Submit BGC: Charities win big as bookies take beating in Britannia Stakes June 19, 2020 StumbleUpon Share Paul Petrie is the co-founder and director of UK-based online bookmaker McBookie. A BetVictor white label, the firm specialises in Scottish betting markets – encompassing everything from novelty markets to Scottish junior football. We caught up with Paul to discuss the state of play for smaller British bookmakers, McBookie’s relationship with BetVictor and Scottish non-league sponsorship.___________________________________SBC: It’s no secret that it’s a particularly turbulent time for British bookmakers. As a smaller, online operator, how is McBookie finding things?Paul Petrie: We are still heading in the right direction, increasing our customer database each year and growing the business. Obviously taxation and increased regulation has made that harder but we have a strong brand and know exactly the type of customer that we are targeting so we always have a clear focus.Whilst being a white label isn’t ideal it certainly has been beneficial for us during these times as we get great support from BetVictor. The platform is fantastic and every time they move forward we get the benefits. It certainly helps us compete from a product point of view which we would never be able to do if we were a stand alone provider. That is obviously great news for our customers and is a strong reason for our continued growthSBC: Scotland, as a betting market, is relatively small in comparison to other European nations. How profitable an industry have you found it?PP: As you say it is small in comparison to other European Nations but as recent gambling commission figures show, Scotland holds its own within the UK and therefore as a country has a whole host of opportunities. The fact that the three major football competitions in Scotland are sponsored by bookmakers backs that up. We have only scratched the surface in terms of our market share so there is still plenty growth for us to target. We are an Independent bookmaker so it will always be difficult to compete with the major brands but we believe that by focussing on a distinct territory it gives us the best chance.SBC: As well as being one of few bookies to offer odds on Scottish junior football, McBookie also sponsors a number of junior leagues. How fruitful has this relationship been?PP: It has been great for the brand and it has also been great for acquisition. British bookmakers offer prices on all levels of football in England yet neglect those same standards in Scotland. That was one of the reasons why we believed there was a good opportunity for a Scottish bookmaker and that has certainly been the case. We keep limits low on these games which allows us to manage liabilities and look forward to continuing the sponsorship for a long time.SBC: Moving on to Scottish football, Celtic crashed out of the Europa League last week with a dismal away performance in Russia. With the five elite leagues seemingly moving further and further from the chasing pack, the club’s Chief Executive Peter Lawwell has predicted big changes to the format of European football in the next few years. Do you think these proposed changes could signify a new era for Scottish football?PP: Celtic and Rangers have been talking for years about moving out of Scotland – either to England or to an Atlantic League. So far nothing has ever happened and I would be majorly surprised if anything ever does. Personally, I would like to see Scottish football focus on reconstruction closer to home with a bigger top league. My own vote would be a 16 team league with everyone playing each other twice.SBC: Scott Brown has today announced his retirement from international football. Who is McBookie backing to become the new captain of the Scottish national team?PP: I don’t care who the captain is as long as he steers us towards Euro 2020. I am not sure I can take any more pain of not qualifying for major tournaments. Much will depend on the formation Alex McLeish goes with but if we were pricing up the market I would make Kieran Tierney the favourite.last_img read more

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Jackpotjoy posts solid Q1 results across all divisions

first_img Enlarged Gamesys returns to UK growth eyeing FTSE250 spot  March 17, 2020 Share Share Related Articles Submit London-listed online gambling group,  Jackpotjoy Plc has reported overall revenue growth of 13% for Q1 2018 performance, supported by rising group revenues from both its flagship Jackpotjoy brand (JPJ) and Vera&John European gaming division. The JPJ brand witnessed group revenue of 74%, with gaming revenue growth of 7% year-on-year; while Vera&John saw group revenue rise 26% and revenue growth 35%.However both brands also saw a decrease in adjusted EBITDA, down 6% and 9% respectively. This was put down to the impact of higher distribution costs from the ongoing UK TV advertising campaign for JPJ; and to trailing costs from marketing campaigns launched in Q4 2017 for Vera&John.European online casino brand Vera&John was acquired for €90 million by former Jackpotjoy operating company Intertain Group back in 2016. At the time of the acquisition deal, stakeholders urged that the Vera&John brand would become an integral asset for the group’s international expansion.The brand’s steady Q1 revenue growth has been overseen by igaming veteran David Flynn, formerly of NYX Gaming Group, who was appointed as Vera&John CEO in September.In the published Q1 results, Jackpotjoy Executive Chairman Neil Goulden commented: “The first quarter has seen a continuation in the good underlying momentum we saw in 2017. “Group revenues were up 13% with Jackpotjoy, our largest business segment, up 7%, and Vera&John, up 35%, as both new and existing players continue to have a high level of engagement with our portfolio of games. “Adjusted EBITDA decreased 7% year-on-year impacted by our TV advertising campaign in the UK, along with the introduction of POC2 in Q4 last year. “As we have previously flagged, the investment in TV advertising will continue in Q2 2018 including a campaign-launch in Spain. I am confident that we will continue to drive good growth and attractive returns for our shareholders over the remainder of FY18 and beyond.” DOWNLOAD: Superbet CEO stars in first SBC Magazine for 2020 January 28, 2020 StumbleUpon Gamesys maintains UK growth as Euro regulatory headwinds stall performance August 11, 2020last_img read more

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FIFA unveils fresh approach to international rankings

first_img StumbleUpon Share ESI Digital – No Drama Please… Esports growth should be treated as business as usual  August 20, 2020 BetInvest: The benefits of separating esports betting markets August 7, 2020 SBC Magazine Issue 10: Kaizen Gaming rebrand and focus for William Hill CEO August 25, 2020 Related Articles Submit FIFA has outlined plans to increase the legitimacy of its World rankings system, with the introduction of a revamped points formula that will dictate where international teams are placed. The new system, which was approved by a FIFA Council meeting last Sunday, was described by FIFA President Gianni Infantino as a “hopefully more fair” approach to ranking international teams, specifically as it looks to eliminate, a factor known as ranking “manipulation”. The current ranking system, which was established 12 years ago, has long been the subject of widespread criticism as many believe it allows nations to either take part in straightforward friendlies against poorly ranked sides, or to only sparingly appear in friendlies as they look to boost their ranking and ensure a strong seeding for upcoming tournaments. However, after a two year consultation FIFA has revealed that it‘s looking to eradicate the opportunity for strategic friendlies, with the introduction of the Elo system, which was originally formed for the ranking of chess players. With the implementation of the Elo system, competitive games will continue to be of greater value when it comes to ranking then friendlies, however unlike the current system, Elo ranking isn’t based on averages, meaning regular friendlies aren’t detrimental when it comes to ranking. Commenting on the new system, Infantino stated: “It gives, I think, some more weight to official matches and so on but also takes away some of these imbalances we had before, I hope it will be a little less subject to criticism.”The first set of rankings that the newly introduced Elo system has an impact on will be released after the much anticipated, upcoming Russian World Cup, which concludes in Moscow on 15 July 2018.The plans come as part of a revamp of international football, with UEFA outlining its ambition to eliminate meaningless friendlies with the introduction the Nations League, which kicks off in September. Sharelast_img read more

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Resorts Casino NJ selects SBTech for rapid betting systems deployment

first_img Industry technology provider SBTech details its ‘second major US sports betting announcement’, confirming that it will act as lead betting systems provider for the Resorts Casino Hotel in Atlantic City New Jersey.Securing the partnership, SBTech has been selected by Resorts governance to provide its legacy Boardwalk casino with a full omni-channel sports betting solution servicing on-property, digital and mobile channels.The partnership continues SBTech’s US commercial momentum, as the technology group secured the lead ‘multi-jurisdictional’ betting systems supplier contract for leading US racetrack operator Churchill Downs back in May 2018.Confirming SBTech as lead betting systems supplier, Resorts governance stated that they had selected a technology partner with a ‘proven track record in rapid deployment within newly regulated markets’.Mark Giannantonio – Resorts Casino Hotel NJMark Giannantonio, President & CEO of Resorts Casino Hotel, commented:  “After conducting a comprehensive selection process to find the right sports betting supplier, we feel that SBTech offers the right combination of deep regulatory expertise in the world’s most dynamic and demanding markets and the scalability to support our ambitious multi-vertical plans.”In addition to providing Resorts’ new multi-channel betting systems, SBTech will further act as the lead risk management and trading partner for the New Jersey Casino, seeking to deliver a bespoke risk management strategy enhancing Resorts day-to-day operations.In 2018, the Resorts Casino Hotel celebrates its 40th year as an Atlantic City New Jersey enterprise. As the first licensed casino hotel outside of Nevada, Resorts seeks to deliver betting services to its patrons in 2018.Richard Carter – SBTechRichard Carter Group CEO of SBTech stated “Our strategic partnership with Resorts represents the next stage of our long-planned penetration of the US market. SBTech’s renowned commitment to delivering leading-edge solutions across all channels and intelligent responsible gaming infrastructure will help us develop a sports betting offering that will benefit our partners and promote best practice and the strongest levels of consumer protection.” Related Articles Share Share Submit Playtech eyes US acceleration following NJ approval June 1, 2020 Kambi takes control of Churchill Downs BetAmerica sportsbook August 28, 2020 StumbleUpon Kambi and DraftKings agree on final closure terms July 24, 2020last_img read more

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GambleAware doubles annual spending to £16m

first_img YGAM focuses on BAME community engagement with CVR link-up August 21, 2020 Share UKGC hails ‘delivered efficiencies’ of its revamped licence maintenance service  August 20, 2020 Related Articles StumbleUpon Share GambleAware: Engage those with lived experience of gambling harms August 28, 2020 Submit GambleAware has announced significant increases in its annual spending in tracking gambling related harms, as the industry charity releases its Strategic Delivery Plan for 2018-20.Spending £32m over the next two years, representing a double of its annual spending, the figure exceeds that agreed by the Gambling Commission and the Responsible Gambling Strategy Board, of a minimum £10m target in voluntary donations.Enabling an acceleration of the delivery of core elements, including research, education and treatment across Great Britain, it also allows increased investment across its role in delivering the National Responsible Gambling Strategy.Splitting the funding between research and evaluation (£9.8m), education (£5.6m) and treatment (£14.3m), a pledge to improve the understanding of how to prevent gambling related harm and the type and amount of treatment services available has been stressed.Marc Etches, CEO of GambleAware, commented: “With only 2% of problem gamblers receiving treatment, it is clear more needs to be done to make sure people are able to receive the help and support they need. “The industry has consistently failed to meet its funding target of £10 million, and it will need to step-up its contributions in the absence of state involvement, to ensure we are able to deliver this necessary expansion of services in future without relying on what are, in effect, fines for bad behaviour.“We all have a responsibility to try and help those who may be struggling with a gambling addiction. We look forward to seeing the industry, broadcasters, advertisers and sports groups do their part to help prevent gambling related harm and work to raise awareness of the help and advice that is available at BeGambleAware.org.”Vowing a number of new collaborations in the coming weeks to extend its reach to an even greater scale, a number of fresh initiatives are also set to be launched, including:  Developing a ‘knowledge hub’ which will include eLearning, digital downloads, and guidance specifically designed to help educators and others working with young audiences.Extending access for multi-disciplinary treatment beyond London for those with severe and/or complex needs.Developing focussed education campaigns and initiatives which will target vulnerable groups, operators, sports teams, social media platforms and public and third sector groups such as GPs and debt advisors Kate Lampard CBE, Chair of the Board of Trustees, stated: “In the last two years, we have demonstrated our independence, strengthened governance arrangements, increased capacity, and sharpened our focus. “We now have a solid foundation to deliver our commissioning plans more efficiently and more effectively. The goal is to close the gap between the number of those getting treatment and those who need it by increasing the range, quality and quantity of early interventions and treatment, and by preventing people from getting into difficulty in the first place.”last_img read more

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Flutter maintains confidence in Stars Group agenda

first_img Flutter moves to refine merger benefits against 2020 trading realities August 27, 2020 Share Submit Share Related Articles ‘Deal maker’ Rafi Ashkenazi ends Flutter tenure  August 27, 2020 StumbleUpon PokerStars moves to refresh global appeal with ‘I’M IN’ August 18, 2020 FTSE100-listed Flutter Entertainment has underlined that its multi-billion pound merger with The Stars Group Inc (TSG) remains on track, as the group plans to undertake several COVID-19 adjustments. Planning for 2020 disruptions, Flutter confirmed that it has secured a new debt arrangement which provides the company with access to a £1.3 billion revolving credit facility, supporting the group’s business continuity directives. The terms of its new credit arrangement are contingent on Flutter securing its TSG merger, in which Flutter expressed confidence in its schedule to complete the deal in H2 2020 – subject to regulatory approvals. In its update, Flutter maintained that global COVID-19 disruptions will have an impact on the ‘financial profile of the combined group’. However, the operator group praised its M&A focus, stating that stronger cash generation, scale and combined synergies will help the business outride COVID-19 factors.Refinancing its business, Flutter has moved to replace its 2019 133p per share cash dividends. Instead the FTSE betting group will propose that dividends are paid in new Flutter shares at the end of year trading.   Further investor developments also see Flutter suspend its prior TSG merger entitlement, which rewarded existing investors with a dividend payment prior to deal completion – Flutter underlined that the reward was no longer prudent under business circumstances.  Both merger parties have agreed to publish an updated investor prospectus in relation to deal proceedings later this month.Peter Jackson, Chief Executive of Flutter, said: “We are pleased to publish our prospectus and circular in relation to our combination with The Stars Group. In these challenging times I am more convinced than ever of the strategic fit of these two complementary businesses. “We continue to work with various competition and anti-trust authorities globally to secure the few remaining approvals required. We do so while never losing sight of our current primary objective to ensure the safety of our staff and customers during these unprecedented times.” Further to the merger update, Flutter and TSG have agreed numerous changes to the firm’s board structure.TSG executives Divyesh Gadhia, Rafi Ashkenazi, Richard Flint, Alfred F. Hurley, Jr, David Lazzarato and Mary Turner will be absorbed as non-executive directors of an enlarged Flutter-Stars business entity.Should the merger be completed, Divyesh Gadhia will take the role of new deputy chair of the board. Board level changes also dictate that current TSG Group CEO Rafi Ashkenazi will not now serve as the combined Group COO following ‘extensive discussions about the optimal construct of the senior executive team’.Meanwhile, Flutter non-executive directors Jan Bolz and Emer Timmons have confirmed that they will no longer serve as advisors to an enlarged business entity. Flutter Senior Director Ian Dyson is expected to relinquish Chair of the nominations committee duties to Andrew Higginson.Commenting on the proposed Board changes, Gary McGann, Chair of Flutter, said: “I am looking forward to working with the new Flutter board in realising the exciting opportunities that will emerge from the combination of these two great companies. “I would like to take this opportunity to note the commitment and dedication shown by Emer and Jan during their time on the Flutter Board, to thank them for their support and to wish them both well for the future.”last_img read more

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ESIC welcomes four new members

first_imgFollowing our story on FirstBlood.io coming on board in late March, there have now been another four organisations to join the Esports Integrity Coalition. Ian Smith, ESICThe latest four members are Esports Pools, Mettlestate, NODWIN Gaming and Esports Middle East. Esports Integrity Commissioner Ian Smith said: “We are delighted to welcome all our new members to the Esports Integrity Coalition. Each one is doing something remarkable in their country or with exciting new technologies and we can’t wait to work with them to continue keeping the world of esports free from corruption, match manipulation, betting fraud and doping.”The new members have quite a diverse range of backgrounds. Esports Pools is a fantasy esports platform with a betting product coming soon, whilst Mettlestate is a gaming and esports organisation and tournament organiser from South Africa. NODWIN Gaming is the ‘first company in India to offer complete solutions for companies operating in the gaming and esports sector’. It’s a tournament organiser on the sub-continent with licenses from Valve, ESL, ESWC and others.Mettlestate CEO, Barry “Anthrax” Louzada stated: “As a new organisation the one thing we wanted to do was align ourselves with likeminded people and organisations with the same goal of trying to make esports better and safer for everyone. ESIC has been nothing but helpful in guiding us in ensuring that not only are we protected but the players are as well.”The final new member, Esports Middle East, is a dedicated non-profit which is focused on North Africa and the Middle East. The company’s CEO Saeed Sharaf said: “We are proud to be a part of a cleaner, more organized future of Esports. Being a leading organisations for esports in the region it’s our duty for the players to have the best anti cheating systems and rules to ensure everyone has an equal chance of winning provided they have the required skills to make it.”Esports Insider says: ESIC’s membership continues to expand and with it the goal to ensure integrity across the esports playing field globally is ever closer to being achieved.last_img read more

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