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Thanks to the “rapid growth of crypto currencies” and globally recognisable branding through marketing and sponsorships, this handful of operators are generating the majority of illegal gambling traffic across Europe.

The report also cites brands targeting a specifically banned vertical or product within a jurisdiction as driving black market activity. While markets across Europe have many examples, one such flagged in the report is that iGaming remains illegal for licensed operators in France.

“The largest black market operators have scaled to create recognisable brands with traffic that can compare to domestically licensed operators,” the report’s authors wrote. “The top group of sites by common owner has a 12% share of traffic, while the largest single brand has 10%.”

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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.

“During the hybrid period in Q1, Cubeia solved 259 issues. Once it moved to the AI-driven process, that figure rose to 421 – a 62% increase. Larger projects increased from 17 to 58. So the answer is yes: moving to AI-driven development has increased our output tremendously,” Grenstad says.

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That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture.

For Grainne Hurst, CEO of the Betting & Gaming Council in the UK, the evolution has been clear. “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression,” Hurst explains. “Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.”

Industry associations have played an important role through mentoring, networking and leadership development.