JULY 2014
Legal Focus
53
imposed by the regulatory and licensing bodies of each jurisdiction whilst at the same time entering some markets which are deemed “grey” markets where there is potential for revenue whilst gaming not being bannered or laws against gaming being enforced and at the same time not expose itself to being turned down by the licensing bodies of new markets (i.e US) due to having operated in so called “black” or “grey” markets in the past.
(2) how to handle big data and turn big data into increased customers and revenue;
(3) transition of desktop to mobile; and
(4) UK POC and mad rush to obtain licensure in “uncharted territory”.
❝ All licence
holders must comply with the Act, the Licence and the Codes.
How can companies navigate these?
Depends on a case by case basis on the USP, history, culture and internal set up of the operator or group. Common denominators are strong management team with focused individuals who can
handle multiple challenges internally. External counsel in each jurisdiction where they have significant market share always helps to keep ears on the ground and abreast of developments and usually it is the most organised operators who can adapt quickly to the ever changing landscape with minimal cost and effort.
Can you tell me about any interesting cases you have worked on recently?
I’m afraid that most are confidential and sensitive. A few highlights (which have been published) has been the cross border merger between 888 Spain PLC and Spanish Company Apuesta Ganador Online S.A; sale of Ocean Village Casino to Admiral/ Novomatic in Dec 2013; sale of Pokerstrategy to Playtech in May 2013; purchase of VCI/ Betvictor (May 2014)
What do you think the future holds for the gambling industry in Gibraltar?
Further growth, POC seems to be aiding growth in Gibraltar as opposed to harming it at present. LM
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