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Some 80% of its EBITDA is expected to come from Italy and Spain, with 97% of its total EBITDA coming from markets in which it is the market leader.

Online sports would make up 48% of its adjusted EBITDA, followed by distributed gaming (27%) and casinos (25%).

Van Lancker said the merger would combine the strengths of both businesses to create a larger and more diversified company with “greater scale and enhanced capabilities” to accelerate growth and create value.

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“We [recently] started asking, ‘What does this mean for the customer? What can the customer actually do with this?’ And I think we would have continued looking for that answer if the customer hadn’t come to us and said: ‘Can we let our AI agent deal with your data streams and use your platform?'”

One customer built its own casino landing page and wanted to use Cubeia’s APIs to make it work with the platform. “Another wanted to use Cubeia’s player account management system to build its own functionality, including personalised bonuses,” Grenstad recalls.

The idea is less about Cubeia providing another AI tool than making its platform and data accessible to AI infrastructure customers are already building themselves. Cubeia is now running a pilot based on the landing-page use case.

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“We benefit from world-class technology, a market-leading product and one of the strongest brands in the industry, but success isn’t achieved simply by bringing a global platform into a new market,” Escobar says. “We’ve invested heavily in understanding Peruvian players, building local partnerships, working with creators, supporting football and tailoring our marketing and customer experience to local preferences.

“That balance between global capability and local relevance has allowed us to establish a strong position in one of Latin America’s most competitive markets.”

That strong foundation in Peru lies in a regulatory framework deemed to be among the most comprehensive in LatAm.