Circus Brilliant

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Atucha warns there is a tipping point where higher taxes can undermine channelisation, citing the UK and Germany as important case studies.

“I sometimes wish regulators would look at other cases,” he adds. “I mean, what happened in Germany, what’s happening in the UK.”

This risk is particularly apparent when many offshore operators are established brands rather than unknown entities.

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Now, the focus is on what the company does with the additional capacity AI has created. Six months ago, Cubeia’s experiment was essentially about replacing human-written code with AI-generated code.

Since then, it has evolved into something broader: a different development pipeline, a different role for developers and quality assurance (QA), a different way of organising teams and, increasingly, a different relationship with customers.

Cubeia’s first phase was an open approach to AI. Developers could use it whenever they wanted. Phase two brought structure, with everyone using the same agents and working through the same AI-driven pipeline. That required Cubeia to solve questions around quality, reliability and how agents could work together, while getting employees comfortable with the new way of working. Grenstad believes that work has largely been completed.

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“There’s this huge, proven revenue opportunity, but it’s also about continuity of the brand that exists across the whole platform and the whole offering,” Wilson adds.

Even the most flexible technology cannot do all the work itself. Wilson is blunt about what happens when an operator treats an integration as the end of the job.

“If I just give you one of our games or our jackpot engine and you just plug it in and leave it there to collect dust, you will come back and tell me in three months’ time it’s not working,” he says. “And I will say to you, ‘How have you invested in the product?’”