You’ve emphasised that this move isn’t about you stepping away. But does it represent the start of a longer-term succession plan?
Absolutely. Any responsible leader has to think about succession. For years Paul and I haven’t flown on the same plane, that’s how seriously we take continuity. We’re responsible for 1,700 employees and their families, and for the regulators who depend on GLI’s stability.
At some point there will be a transition, I’ll eventually move into a Chairman role, but there’s no timetable. I’ll remain CEO for as long as I’m giving 110 per cent. When that changes, we’ll select the next leader together with CVC, and it will be someone from the gaming industry who understands this ecosystem. But make no mistake: I’m not retiring. You’ll still see me at every major show. My role is to ensure GLI continues to operate at the same high standard, regardless of who’s sitting in the CEO chair.
In practical terms, what will the CVC partnership allow GLI to do that it couldn’t before?
It gives us scale and flexibility. We can now fund strategic acquisitions or invest in emerging technologies, like cybersecurity, payments, or AI-driven testing, without burdening the company with debt. It also gives us access to global infrastructure and networks. CVC operates in more than 40 markets, so if we’re expanding in Asia- Pacific or Europe, we have immediate access to people and expertise there.
Most importantly, they give us the ability to grow without changing our DNA. CVC isn’t running the business, I am. Teir role is to help us make a great company even stronger.
You’ve spoken about institutionalising GLI. What does that mean in practice?
It means GLI shouldn’t depend on James Maida or Paul Magno. Tink of Home Depot or HSBC, most people don’t know who the CEO is, but they know the institution is solid. Tat’s where we’re heading.
We want every employee, from the person joining today to the regulator in another part of the world, to know that GLI will be here in 30 years. It’s about building systems, governance, and culture that guarantee continuity.
We are a critical part of the gaming ecosystem, we don’t just test games; we advise nearly every regulator on the planet. Tat role comes with a responsibility to be permanent, stable, and trusted.
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How does this investment influence your plans for new markets, like Brazil?
Brazil is a great example. We’ve worked with Brazilian regulators for almost 15 years, preparing for this moment, and when the market finally opened, demand was enormous. To meet that, we added 270 new delivery personnel between August 2024 and May 2025, completing the expansion ahead of schedule. Tat brings us to around 1,700 people worldwide.
We’re now in a digestion phase, training the new hires and assessing demand for 2026. If we need another 100 or 200 people, we’ll do it. Te goal is always the same: on time, on budget, highest quality. Tat’s non-negotiable.
You mention non-negotiables. What aspects of GLI’s culture are you determined to preserve through this transition?
First and foremost, our family-first culture. If your child has a football game at 4 p.m., you’re going to that game. We trust our people to make up the time because family comes first. Tat culture creates loyalty, if you’ve been at GLI five years, there’s a 90 per cent chance you’ll stay for 25.
Second, integrity. We never negotiate on compliance. We test to the regulation: no shortcuts, no looking the other way. Tat’s why regulators trust us.
Tird, transparency. When we quote a price, that’s the price. We don’t come back later asking for more. And we deliver when we say we will. You’re only as good as your worst customer experience. We’ve kept that focus for 36 years, and it’s why we still lead the market today.
Finally, what do you see when you look 10 years ahead? What will GLI look like a decade from now?
GLI will continue to be the global standard-setter; writing, advising, and testing the technologies that shape the future of gaming. Ten years ago, 60 per cent of our work was land-based; today, more than half is digital. In another decade, we’ll be testing technologies the industry hasn’t even imagined yet; AI, crypto integration, new forms of interactive entertainment.
Our team will be larger, our reach broader, and our relationships with regulators even deeper. Te constant will be trust. GLI will remain the institution this industry can depend on, no matter what the next wave of innovation brings.
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