It’s a big mountain, and the hardest part is right now. Tere’s no clear path yet, so we have to define it and bring people with us. But once momentum builds,
things get easier. Culture attracts talent, belief follows progress, and suddenly the climb feels achievable. Years from now, it won’t be about being number one; it will be about the journey and the challenges we overcame together.
It’s a phenomenal brand, and we have a responsibility to commercialise it properly. Tis year marks its 30th anniversary, so there’s real momentum behind it. Te focus is on ensuring the content, cabinets and player experience live up to that brand promise, not just relying on the licence itself.
How do customers fit into this journey? Will they feel the change?
Absolutely. Healthy competition benefits customers. No operator wants a single supplier dominating the floor - that creates complacency. Our message to customers is simple: we have work to do, we’re focused on improving your profitability, and we’re only going to sell you product we believe genuinely helps your business. Give us the opportunity to prove that we’re getting better.
IGT’s breadth across gaming, systems and fintech is often cited as a differentiator. Where do you see the biggest synergies?
Packaging and bundling are where the real opportunity lies. No competitor has our breadth. Gaming is very player-focused, systems and fintech serve both operators and players, and iGaming bridges both worlds. Fintech in particular is powerful because it sits at the intersection - it understands the player journey, including payments, access and data, in a way others simply can’t.
How do you ensure that bundling doesn’t feel like overselling to operators?
It starts with the player journey. Too often, suppliers sell technology rather than outcomes. We’re mapping friction points across the entire player experience, from accessing cash, to gameplay, to redemption, and online extensions. Not every solution is right for every player. Cashless, for example, isn’t universal.
Te key is understanding player segments and designing experiences around their needs, not pushing one-size-fits-all solutions.
Does this player-centric view place new demands on R&D? 30
It starts with research. Ultimately, we’re not selling boxes or systems; we’re selling experiences. Tat mindset changes how you think about R&D, design and investment. Our job is to partner with operators to deliver the best possible experience for their players, and that requires deeper insight and better decision-making.
IGT is now privately owned. How does that change your decision- making?
It’s significant. I’ve spent my career chasing 13-week quarters. Being private allows us to take a longer-term view and make decisions that are right for the business, even if they don’t optimise short-term metrics. Discipline still matters, but we have more flexibility to invest properly and solve problems the right way.
Will that long-term mindset be felt across the organisation?
Yes. Te whole company will feel it. We’re still rigorous, but we’re not paralysed by quarterly pressure. Tat allows teams to do the analysis they need, take the time to get products right, and focus on sustainable outcomes.
With such a broad customer base, how do you avoid trying to be everything to everyone?
Focus. Humans can only do three to five things really well; that’s why the strategy is simple. Over time, you’ll see us make clear choices about where we play and, just as importantly, where we don’t. Tat focus will sharpen execution and improve results.
Finally, how do you describe the scale of the journey ahead?
It’s a big mountain, and the hardest part is right now. Tere’s no clear path yet, so we have to define it and bring people with us. But once momentum builds, things get easier. Culture attracts talent, belief follows progress, and suddenly the climb feels achievable. Years from now, it won’t be about being number one; it will be about the journey and the challenges we overcame together.
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