The iGB is reopening its Most Influential Women campaign, aiming to identify pioneers who are reshaping the landscape for women within the gambling sector. As the industry reflects on its progress toward inclusivity, it raises the question: what should the next phase involve?
Mark Skinner, chief people officer at Allwyn Digital, highlights a notable evolution in the discussions surrounding diversity, equity, and inclusion (DEI) in gambling. "How has the conversation moved on from ‘Are we doing DEI?’ to ‘Is it improving our business, our culture, and our ability to attract and retain great people?’" he asks, suggesting that stakeholders now seek evidence of meaningful outcomes from DEI initiatives.
The sector is beginning to frame DEI not just as a separate initiative, but as integral to daily business culture. Grainne Hurst, CEO of the Betting & Gaming Council in the UK, reflects on this transformation, noting, "The conversation has moved beyond representation alone toward inclusion, retention, well-being, and progression." She emphasizes the growing understanding that DEI must be embedded within the everyday culture of businesses.
Industry associations have been essential in mentoring, networking, and fostering leadership development in this narrative. Hurst, who also serves on the board of Global Gaming Women, recognizes the role these networks play in advancing women in the industry. She was named in the iGB’s Most Influential Women list in 2024. Another past awardee, Lois Bright, founder of Women in Gaming Africa and co-founder of Gaming Advisory Partners, points out the significance of making women visible and helping them step into leadership roles. "It’s given a boost to women in the sense that they have a platform for tangible change, not just individually, but collectively as a movement," Bright explains.
A consensus exists among industry leaders that effective DEI practices must originate at the highest levels. Skinner notes, "Leadership is the single biggest determinant of an inclusive culture," emphasizing that while policies matter, inclusion is primarily experienced through managers. Leaders influence workplace culture through their decisions and the behaviors they reward. Companies like Evoke actively monitor DEI at the leadership level to assess impact. Nicola Kociuba, learning and performance business partner at Evoke, states, "Leadership is critical in setting expectations and maintaining accountability." The company's Nomination Committee measures progress against diversity goals while ensuring that appointments remain merit-based.
Playtech also tracks its DEI progress. Sophie Yaxley, the global Centre of Excellence director, reported an increase in female representation in Playtech’s leadership from 23% in 2021 to 32% in 2025. "Our focus is not only on representation but on fostering an environment where everyone has the opportunity to contribute, develop, and succeed," she adds.
The challenge of attracting diverse talent in the gambling sector has often overshadowed the crucial aspect of retention. Skinner notes, "One misconception is that DEI is solely about recruitment targets. Recruitment is vital, but if diverse hires are not welcomed into an inclusive culture, they will leave." He identifies recruitment as a continued challenge due to the highly competitive talent market, especially in roles related to digital, technology, and data. Perceptions about the industry can further complicate recruitment.
"Many talented individuals simply don’t understand the vast career opportunities available in gaming and lotteries," Skinner asserts. The sector competes not only with other gambling operations but also with fintech and technology companies that may have stronger employer recognition.
Yaxley cautions against equating headcount with genuine inclusion. "One of the biggest misconceptions is that DEI can be measured by representation alone. Representation matters, but it’s only one part of the picture," she says. The true test of DEI lies in equal access to development and leadership opportunities. Bright adds that diversity is not achieved through superficial recruitment practices.
Yaxley emphasizes the importance of development and leadership pathways being accessible to all employees, not solely focusing on who joins an organization.
Despite advancements, industry leaders acknowledge that more work is needed in the gambling sector, particularly to ensure diversity is reflected at all organizational levels. Yaxley points out that greater visibility of disability and neurodiversity is necessary in DEIB discussions.
Bright identifies the challenge in Africa of having more women in senior decision-making roles, lamenting the male-dominated landscape of regulators. She sees progress, stating, "The tide is turning. Our work is not done; we’ve got lots more to do, but I definitely think it’s moving in the right direction."
Moreover, she warns against applying a one-size-fits-all approach to DEI. While regions like the US and Europe have expanded the conversation to include LGBTQ+ issues, Africa's diverse legal and social environments present unique challenges.
Looking to the future, industry leaders envision DEI becoming a fundamental aspect of organizational operations, rather than an isolated effort. Yaxley hopes for an evolution from merely seeking representation to fostering a sense of belonging. "Diverse teams are important, but lasting progress comes when people feel valued and heard," she concludes. Given the increasing competition for talent, cultivating an inclusive workplace is becoming essential for both cultural and business success.
As part of this ongoing effort, iGB is now open for submissions for its 2026 Most Influential Women initiative, aiming to highlight the diverse talent across the sector. Nominations will be accepted until October 1, encouraging acknowledgment of the women making a difference within the industry.
