INSIGHT SCIENTIFIC GAMES EMEA SUMMIT
the case of mainland Europe, everything’s still very uncertain. Our view is that operators are not going to invest before they open, they will want to operate for the summer months and then assess the situation.
Another consideration is that a whole year has elapsed without the ability to utilise their existing products. It’s not the case that we’ve lost a year – more the fact that we’re still in the same year. As a result, operators are planning to postpone their investment until next year, and that’s where Scientific Games can help. We are looking for ways to partner with customers as we know they need the latest products on their floors, but they’re potentially lacking the resources to invest at this point in time. We are in discussions with customers to identify their needs and see how Scientific Games can satisfy them, since they will be different for every customer.
G3 - Simon, could you explain your new role and what this means for customers as part of the overall restructuring of Scientific Games’ EMEA business?
Simon – For some time, Scientific Games has been appraising the way our structure aligns with our customers and their businesses to ensure that we are delivering the best possible focus. Te closure of the market during the
If you look at our core markets, we are the leading provider of gaming solutions. Our games, our experience and our products are the ones customers are most
comfortable with, engaged with and enjoy the most. We are
really well positioned to build on this confidence as players
return as we continue to provide the best experiences for our customers and their players.
pandemic has given us time to consider the way in which we can best orientate ourselves to create the most productive and effective structure. To this end, we have combined what has historically been two standalone UK and European business units as part of a wider business reorganisation that aligns the global and regional functions within Scientific Games. Product management, for example, is now a globally led function, which enables us to much more effectively utilise our resources, share best
learnings and create a coordinated response and strategy for the market. I led the project to merge the two units and was offered the opportunity, in January, to lead the new business unit going forward.
My focus internally is twofold; to take a business unit with different heritages, multiple teams, split between the UK, Europe and Africa, and create a single team that operates effectively across this region and which has a sense of place and belonging to a single unit. And secondly, my job is to take this unit and build a comprehensive roadmap back to reality as we emerge from this Covid situation.
For our customers, we need to be supportive and understand their business aims as they manage their own return to normality. Scientific Games is uniquely positioned to help our customers on that road to recovery. If you look at our core markets, we are the leading provider of gaming solutions. Our games, our experience and our products are the ones customers are most comfortable with, engaged with and enjoy the most. We are really well positioned to build on this confidence as players return as we continue to provide the best experiences for our customers and their players.
Another important aspect of the combination of Scientific Games’ EMEA divisions into a single business unit is that
P36 WIRE / PULSE / INSIGHT / REPORTS
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