Forever 7s

About Forever 7s

Committee Chair Lord Ponsonby of Shulbrede highlighted that, since 2020, the growth of online marketing techniques and associated harms have shifted the debate substantially.

“The time was right to reassess this crucial policy area, focusing on the topic of gambling advertising where the former committee’s strong recommendations have been largely unaddressed and where substantial developments in the gambling advertising landscape since 2020 have demanded a re-evaluation of the policy options,” he said.

The committee has advocated for applying a public health framework to gambling advertising regulation. It criticised the existing patchwork of self-regulation, noting the Advertising Standards Authority (ASA) codes, co-regulation for broadcasts and industry-led voluntary measures, were inadequate.

About Forever 7s

If free-to-play builds familiarity, Splash Tech’s jackpot engine is intended to provide a common thread across an operator’s offering, even when the games themselves come from dozens of competing studios.

“A jackpot engine is a rare product in that you can brand that engine and it will sit across all of your content,” Wilson says. “As an operator, you might have 50 different game suppliers. On every single game that you’re serving, you can show a branded jackpot.”

That is the gap Splash Tech solves: many operators already have strong game libraries, and some have proprietary content, but they lack a flexible jackpot layer that can sit across the full offering without requiring them to build and operate their own engine.

How to play Forever 7s

But that isn’t the case according to Richards: “We are not signalling plans to re-enter B2C elsewhere; Africa is a distinct case: a high-growth, underpenetrated region where owning a local operator makes strategic sense in a way it may not elsewhere.”

There’s also a financial constraint, with Ahlberg noting that GiG has used its available cash and is raising additional capital to fund the 888Africa transaction, meaning he doesn’t expect the company to pursue further B2C acquisitions in the short term.

Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.