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In fact, behind those brands, a whole new sector is taking shape. Data and streaming suppliers, specialist market makers and technology companies are quickly invading the space.
The investment banking and capital markets firm Jefferies said in a September report that sports had become prediction markets’ “most important liquidity driver”, with combo and parlay-style contracts accounting for an increasing share of activity. But the analysts cautioned that prediction markets are scale businesses with relatively low revenue yields, leaving their economics dependent on sustained liquidity, engagement and trading activity.
James Monk, founder of sports data and streaming provider Catalist Sports, has witnessed that dependence directly. Catalist supplies ITF tennis data to Kalshi and Polymarket and has an exclusive US sports-streaming agreement with Kalshi.
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To stack the odds in its favor, Resorts World is tapping major culinary talent: Executive Chef Ricky McCormick. McCormick, who currently leads the kitchen at Stubborn Seed on-property, previously held leadership roles at Michelin-starred Restaurant Guy Savoy in Las Vegas and multiple Gordon Ramsay venues.
As previously reported, Mulberry Street is currently scouting a new Strip location.
A private steakhouse and lounge is being planned for the $2 billion Athletics ballpark rising from the former Tropicana demolition site on the Strip. The Athletic Club will only be accessible to season ticket holders and their guests during games and other stadium events.
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“Silent churn” was prevalent, with nearly half (46%) stating that VIP players often or very often became inactive without prior warning. Around 48% had no indicators of players’ behavioural signals or health. Co-author Viktoriia Grygorenko, CEO at The Playa, called this finding the “clearest commercial case in the report”.
“Every other finding – portfolio overload, fragmented data, reactive workflow, no behavioural signal – resolves here, in revenue that walks out without notice, without warning and without anyone getting the chance to intervene.”
There was also strong interest in prioritisation tools, with 75% placing high value (8/10 or above) on daily prioritised action guidance for each player.