A private operator can integrate a supplier, game or payment method relatively quickly. For a lottery, the same change can take considerably longer. Te mindset is changing, however. Gabelica increasingly sees lottery becoming part of the broader iGaming conversation rather than existing as an entirely separate industry.


“People are starting to realise this is only one industry,” she says. “Tey’re not two separate industries. It’s one, just with different verticals and different types of operators.”


NO NEED FOR THE ‘BIG BANG’


Convergence also sits behind EveryMatrix’s decision to establish lottery as a dedicated business unit after more than a decade of supplying technology to lottery organisations. Te company is now developing lottery-specific products including draw games, pool betting and eInstants, alongside the platform, payments, player management and other technology already developed across the wider EveryMatrix business.


For Gabelica, bringing technology from iGaming into lottery does not mean telling established operators to discard everything they already have. “Tey don’t need to do the Big Bang if they don’t want to,” she says. Instead, a modular approach allows individual components to be replaced over time, modernising around existing infrastructure before progressively removing legacy technology. “You can replace each component,” she explains. “You can swap them out on the go, and it can take you years to get the lottery up to date.”


Te alternative is potentially self-defeating. A lottery could spend years procuring and implementing an entirely new system, only to discover that technology has moved again by the time it launches. “If you wait to change everything and do the Big Bang, how long will it take you to do it? Two years will pass and then you would again be behind with the technology,” she explains.


Te challenge for suppliers is that lottery moves at its own pace. Selling into the sector is less transactional than conventional B2B iGaming and depends heavily on long-term relationships and trust. “You don’t go to a lottery to sell something,” says Gabelica. “It’s a matter of relationship building and trust. It’s therefore a much longer period than when you engage with a private operator.”


For all the talk of transformation, Gabelica is equally reluctant to portray retail as an obsolete model waiting to disappear. In many markets it remains enormously successful, while elsewhere regulation does not yet permit lotteries to make a substantial digital move. Te future is, therefore, unlikely to be a simple migration from shops to smartphones. Instead, Europe appears set for an increasingly fragmented lottery landscape in which markets move at very different speeds.


What changes is the competitive benchmark. As lottery customers become accustomed to the convenience, personalisation and user experience available elsewhere in their digital lives, putting the existing product online won’t meet those expectations. It’s not so much about whether digital will grow, but what lotteries choose to do with it.


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