Ahead of his appearance at SBC Summit in Lisbon, where he will be speaking on a panel entitled “Super CEO Panel: The Industry Speaks”, Betsson CEO Jesper Svensson gave SBC a sneak peek into the operator’s strategic priorities in 2026, from market expansion and new technologies, to marking his tenth year as CEO.
The iGaming industry has gone through some significant changes over the last ten years. With markets such as Brazil, Ontario, and several US states introducing gambling regulations, in one form or another, the landscape is very different now compared to what it was in 2016.
But one thing that has remained consistent is Betsson’s ambition to scale its international footprint – now active in 25 key markets across Europe, South America and North America.
In 2026, that footprint could grow even further, most recently through Betsson’s agreement to acquire Rhino Entertainment Group’s Canadian B2C business, alongside certain B2B technology assets for approximately CAD $100m.
“We’ve always had our eyes on Canada,” Svensson told SBC Managing Director, Andrew McCarron.
“We have maintained small operations there over time. But this gave us the opportunity to take a leap into the market and really make our mark – quickly and efficiently. That has been really exciting for us. Rhino Entertainment Group has really good traction and a very good team in place that can really drive this growth forward for us.”
Canada isn’t the only market that Betsson has its eyes set on for expansion, with Italy continuing to be a core focus jurisdiction for the operator.
In 2025, the Italian market recorded €21.5bn in gross gambling revenues, accounting for 41.4% of the total European online casino market – so it’s easy to see why Svensson has identified the market as a key growth driver for 2026 and beyond.
“Italy is one of our core markets, and we’re very pleased with the growth that we’re having here. Betsson is still relatively new in the Italian market, but alongside our Star Casino brand, we’re very happy with how everything is performing.
“Italy is a huge market; there is still a lot of room to keep growing. It’s highly competitive, but we’re doing well. Last year, we were actually growing quicker than the rate that the market was growing!”
However, with huge growth opportunities come challenges – namely, regulation and shifting compliance demands.
Italy isn’t alone in Europe in facing stricter regulations and rising compliance demands, while early discussions around a potential pan-EU gambling tax are also attracting attention. This, Svensson told SBC, is something he views with caution and pragmatism.
“It’s too early to comment on whether something like that will actually materialise,” he noted. “However, if a pan-EU tax were to replace all other local taxes, it could be an effective way to unify the European framework. But if this comes on top of existing local taxes, it would be unsustainable. Some countries already levy extremely high tax rates on online gaming.”
The broader danger of over-regulation and escalating tax rates, according to Svensson, is the direct threat it poses to channelisation: “It is not sustainable for the regulated industry to absorb constantly rising taxes. Ultimately, it isn’t good for the host countries either. When tax levels become too high, the competition doesn’t come from other regulated companies; it comes from the black market.”
Svensson warned that while regulators’ awareness of this dynamic varies across the continent, the balance between taxation, regulation and channelisation must remain a priority.
“At some point, there will be a realisation. In some countries, the situation might have to get worse before it gets better. If you keep squeezing the regulated part of the market while allowing the black market to thrive, you risk weakening the side that protects consumers and generates tax revenue. That clearly isn’t what regulation is designed to achieve, but right now, that balance isn’t being struck everywhere.”
So even though markets across Europe do present a plethora of growth opportunities, the increasing number of regulatory challenges has led some industry commentators to suggest that operators might pivot toward Africa or Latin America as alternative growth paths. Svensson, however, sees it differently.
“You need to look at this market by market. Even within Europe, conditions vary signifinctly.
“In Latin America and Africa, the adoption of online gaming is scaling much faster simply because it hasn’t been around in the same format for as long as it has in Europe. But ultimately, everything in our industry is market-specific.”
For an operator like Betsson, which currently maintains a footprint in several regulated, global jurisdictions, this localised approach requires operational flexibility.
“It’s about finding those markets that balance a strong opportunity for growth with healthy regulation and stability,” Svensson said.
“And those things can change quickly. Over the years, we’ve seen markets that once looked very positive become areas where we no longer invest, and vice versa. You have to be agile.”
A decade in charge
Navigating these regulatory dynamics requires steady leadership, something that Svensson has become synonymous with during his almost ten years as CEO of Betsson, making him one of the industry’s longest-standing, non-founder chief executives.
And his leadership style is clearly paying off, with Betsson’s Q1 results showing that the operator was able to execute a €40m share repurchase programme.
Looking ahead to 2027, Svensson expects the coming months to be shaped by rapid technological development and continued innovation.
He said: “As a company, you have various tools to utilise the value you generate for shareholders. Historically, we have always been a high-yield company. We have distributed dividends and, at various times, used other tools to give back to the shareholders.”
AI sits at the centre of that technological evolution. But rather than trying to integrate AI into every area of the business, Svensson’s approach is much more grounded in utility.
“Everyone is exploring how AI can assist their business, and we are already seeing strong use cases being implemented,” he said.
“The key is using it where it actually adds value. You shouldn’t force it into areas where it doesn’t make sense just to make it sound good. But in areas like operations, product development, and marketing, the impact is already there. It’s an incredibly exciting time to be working in this industry.”
Getting ready for SBC Summit in Lisbon
Topics such as AI adoption, regulation and market expansion will take centre stage at the upcoming SBC Summit in Lisbon, which takes place from 29 September to 1 October 2026.
For Svensson, the event is a firm fixture in his calendar, offering the opportunity to take part in strategic discussions with key industry stakeholders.
“SBC is a fantastic way to bring people together for high-quality discussions, panels, and workshops,” Svensson said. “You get that vital element of strategic validation when talking to peers and key stakeholders.”
Beyond the high-level insights, Svensson noted the sheer practical value of the summit for a global CEO: “I know that every time I go, I have been very happy with the conference and I also meet the people I want to meet.
“It’s also a very good way for someone like me who meets people regularly, to meet many stakeholders in one place. That really helps the travel calendar. So I’m looking forward to attending!”
SBC Summit will take place at Feira Internacional de Lisboa & MEO Arena from 29 September to 1 October, 2026. Jesper Svensson, CEO of Betsson Group, will be speaking at the Super Stage, on a panel entitled ‘Super CEO Panel: The Industry Speaks’, from 12:30-1:15PM on Tuesday, 29 September, 2026. Register for your tickets here.
With the Summit now less than two months away, SBC News asked Jesper Svensson some quick fire questions to get a sense not just of the CEO’s own personal outlook on the industry and its products, but what could be some of the biggest talking points at this year’s event…
SBC News: Sportsbook, casino or poker?
Jesper Svensson: Sportsbook. But only online. In person, poker.
Biggest growth market?
Latin America.
Most overrated trend?
Looking back over the last ten years, the assumption that regulation alone solves every market challenge.
Most underrated trend?
I would say the native experience is still the best experience you can have as a customer and, and that is not prioritised enough in many cases in our industry.
AI – hype or game changer?
Game changer.
One competitor you respect?
Betano.
Biggest risk to the industry?
Over regulation.
One KPI you watch daily?
Revenue.
One leadership habit you swear by?
Walking the walk.
Favorite sport?
Football. Liverpool.
