Lost Relics

About Lost Relics

While this initially seemed terrifying, I quickly discovered that this outsider status was a gift. It has allowed me to view the industry through fresh eyes. I do not have any preconceptions about companies or products. This has become my superpower, allowing me to analyse the industry without bias and, hopefully, help shape its future.

iGaming was not the industry I set out to work in. Before 2021, I worked in finance and business – agro companies, management consultancy and investment funds, none of which were remotely linked to the industry.

In 2021, I joined an investment fund focused on startups harnessing AI and machine learning. In the process, I had a chance encounter with an iGaming investor. This sparked a conversation that would change the course of my career. He pointed out that iGaming was dramatically underutilising its data potential. There was an opportunity here, and once we began exploring it, the thread just kept unravelling.

What is Lost Relics?

Quarterly data from January to March 2026 reinforced this trend, with online verticals generating £2.2 billion, and remote casino alone accounting for 68.3% (£1.5 billion) of that total.

The first quarter of 2026 saw a total industry GGY of £4.4 billion including lotteries, or £3.4 billion excluding lotteries.

As of 31 March 2026, there were 2,154 licensed gambling operators, marking a 1.1% decline on the previous year. However the number of separately licensed gambling activities edged up 0.4% to 3,097. 

What is Lost Relics?

While Stake entered Peru in 2024, Betsson has been in the market since 2008, forming part of the market’s evolution both pre- and post-regulation. Andrea Rossi serves as the company’s commercial director in both Southern Europe and LatAm.

He views the Peruvian market as “quite polarised” with a few operators, including Betsson, dominating the market and the rest playing catch-up. “I think competition has already evolved,” he says. “We have seen fierce competition.

“We have been there for a long time and we have our positioning quite cemented. [But] we need to look at ourselves and keep improving, keep embracing the Peruvian culture and the way we fit in the market by applying a localised approach.”