How regulatory maturity is shaping the next phase of igaming
The online bingo and slots sector is entering a period shaped by stronger regulatory oversight, increased focus on player protection and the growing influence of data and technology on how operators manage compliance. Recent reforms across several European markets have strengthened consumer safeguards, introduced tighter duty structures and increased the expectations placed on operators to demonstrate transparency and operational control. At the same time, the industry continues to prioritise sustainable growth models, with regulators placing greater emphasis on responsible gaming standards and evidence-led monitoring of player behaviour.
To understand how operators can navigate this environment, SiGMA News exclusively spoke to Broadway Gaming’s newly appointed CEO Mark Cleary. He has been part of Broadway Gaming since 2018, previously serving as Chief Operating Officer where he oversaw operations, compliance, payments and human resources. His leadership supported the company’s expansion and its position among the UK’s largest independent online bingo operators. In this interview, he shares his views on regulatory maturity, operational challenges and the practical steps required to achieve sustainable growth in a tightening compliance landscape.
SiGMA News: The online bingo and slots market is evolving rapidly. What key trends do you see shaping the industry in the next 2-3 years, particularly in Europe?
Broadway Gaming CEO Mark Cleary: The next few years will be defined by personalisation, customer experience and regulatory maturity. Customers increasingly expect a seamless experience not only across desktop and mobile, but also integrated with entertainment and social interaction. Bingo, in particular, is evolving from a standalone product into a much more community-driven experience.
We are also seeing regulators across Europe move towards greater consistency and data-driven oversight, which is a positive development for well-run operators. It rewards those who place customers first and who have strong compliance infrastructure and customer-protection systems. Finally, artificial intelligence (AI) and automation will transform how we personalise offers and communicate responsibly, combining engagement with long-term sustainability.
SiGMA News: What do you see as the main challenges for operators expanding into new regulated markets, and how do you navigate these successfully?
Cleary: Every new regulated market presents three main challenges: licensing complexity, localised compliance and cultural nuance.
Unfortunately, no two regulators interpret responsible gaming or marketing standards in exactly the same way, so scalability depends on having modular compliance frameworks, systems and teams that can adapt without reinventing the wheel each time.
Success in any new jurisdiction requires building strong local partnerships, investing in regulatory intelligence and ensuring alignment with the spirit of each market’s rules. Entering a new jurisdiction is not simply about ticking boxes; it is about understanding customer expectations and building sustainable relationships from day one.
SiGMA News: How do you balance compliance, growth, and player satisfaction in highly regulated markets?
Cleary: It comes down to alignment rather than trade-offs. Compliance, growth and customer satisfaction are all part of the same equation. A safe, transparent experience builds trust, and trust builds retention.
Integrating compliance into product and marketing decisions from the outset, rather than treating it as an afterthought, is essential. By embedding customer protection and data integrity into the overall growth strategy, every market expansion becomes sustainable, every campaign remains responsible and every customer feels truly valued and safe.
SiGMA News: How do you see consolidation among operators and platform providers affecting the competitive landscape, and what strategies help companies stay competitive?
Cleary: Consolidation is reshaping the industry, and scale now matters more than ever. However, scale alone is not a differentiator; agility and focus are equally essential.
As mergers and acquisitions (M&A) accelerate, particularly between content providers and operators, the organisations that succeed will be those that develop clear brand identities and maintain a nimble operating model.
Leveraging scale where it adds value in areas such as marketing, technology, compliance and data, while still preserving the distinct community feel of individual brands, is crucial. In a consolidating market, being large enough to invest yet small enough to remain attentive can be a genuine competitive advantage.
SiGMA News: How important are partnerships, platform integrations, and technology solutions in scaling operations across regions?
Cleary: They are absolutely critical. The industry’s most successful operators do not try to build everything themselves; instead, they skilfully orchestrate ecosystems.
Partnering with best-in-class platforms and data providers allows operators to focus on what they do best, including customer experience, marketing and operational excellence.
Strong integrations make it possible to scale efficiently by ensuring consistency in compliance, payment processing and customer protection, while still tailoring front-end experiences to the needs of each local audience.
SiGMA News: Responsible gaming continues to be a growing priority worldwide. How can operators leverage technology to enhance safe gaming and player well-being, and what operational challenges arise in implementing Safer Gambling measures across multiple jurisdictions?
Cleary: Technology is at the heart of safer gambling today. AI, algorithms and behavioural analytics can now identify early markers of risk and enable proactive interventions before harm occurs. Complex modelling and customer segmentation support tailored communications and limits that reflect individual needs.
The challenge lies in balancing technology with meaningful customer interaction, ensuring staff act appropriately and are empowered to apply safer gambling principles consistently across jurisdictions with differing expectations. This requires significant investment in training and coaching, technology and cross-functional coordination, but it is essential both ethically and commercially, as long-term sustainability increasingly drives reputation and retention.
SiGMA News: How can operators maintain operational efficiency while innovating their offerings in a competitive online gaming landscape?
Cleary: Operational efficiency and innovation are not opposites, they can reinforce each other. By investing in automation, cloud infrastructure, and modular product design, we can streamline our operations while experimenting more quickly.
At Broadway Gaming, we are always evolving and re-inventing by using data to identify friction points in the customer journey, followed by applying agile methods to test and deploy enhancements. Innovation is not only about introducing new games; it is also about improving how teams work, how decisions are made and how customers are served more effectively.
SiGMA News: In what ways are analytics and data shaping approaches to player engagement, retention, and product development?
Cleary: Data is now the backbone of decision-making. Advanced analytics allow operators to move from reactive to predictive engagement, helping to anticipate when customers may be more receptive to particular communications.
For product development, data provides insight into customer behaviours, which informs the design of games, lobbies and bonus mechanics. Combining quantitative analysis with qualitative feedback from customers and customer-facing teams ensures that products evolve in line with customer needs rather than relying solely on marketing-led approaches.
SiGMA News: What lessons from your operational and leadership experience are most relevant to executives navigating global online gaming today?
Cleary: First, success in this sector is not about big ideas alone; it is about consistent execution and operational excellence.
Second, resilience and adaptability are essential. Regulation, technology and customer behaviour change constantly, so leadership must be both decisive and flexible.
Finally, culture matters above all else. When teams feel trusted, informed and aligned around a clear mission, they move faster and deliver stronger results together. In this global industry, people are the most precious asset, not the technology stack.
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