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The contrast with land-based gambling is striking. Casinos in Morocco and Egypt operate within recognised frameworks and, in Morocco, attract international investment. Private online betting remains outside the legal market.
The scale of that unlicensed market is unclear. MDJS’ own estimate of about MAD3.5 billion a year is the only figure available. No comparable public estimate exists for Tunisia or Egypt.
Without a licensing route, these markets remain difficult to measure, tax or supervise. Blocking and criminalisation may disrupt operators, but they do not remove demand. Governments are left trying to suppress offshore betting rather than bring it within a regulated market.
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“[At] above roughly 150 players per manager, personal knowledge stops scaling. The fix is not fewer players or more managers – it is showing each manager which few accounts actually need them today,” she added.
Satisfaction with existing tools scored an average of 6 out of 10. Co-author Gali Hartuv, CEO and co-founder at WarriorLab described this “middling satisfaction” as “the most expensive kind”.
While VIP managers welcomed AI for prioritising their workload, the report suggested they remained cautious about delegating a final judgment to opaque automated systems.
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Playtech also tracks its DEI achievements. According to Sophie Yaxley, the company’s global Centre of Excellence director, female representation within Playtech’s leadership rose from 23% in 2021 to 32% in 2025.
“Ultimately, our focus is not only on representation, but on fostering an environment where everyone has the opportunity to contribute, develop and succeed,” Yaxley says.
A key question around DEI has long been how the gambling sector can attract diverse talent. Increasingly, however, attention has shifted to whether it can retain the people it attracts.
