As the iGB launches its Most Influential Women campaign for 2026, the focus on recognizing leaders who are reshaping the role of women in the gambling sector continues. This initiative prompts an examination of how much progress has been made in creating an inclusive environment and what the future holds for diversity, equity, and inclusion (DEI) in this industry.
Mark Skinner, the chief people officer at Allwyn Digital, notes a significant evolution in how DEI is perceived within the gaming community. "Speaking to various parties across the gambling field, it is clear that progress has been made in recent years. 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?'" Skinner reflects. He emphasizes a growing expectation among stakeholders for measurable outcomes from DEI initiatives.
As Grainne Hurst, the CEO of the UK’s Betting & Gaming Council, observes, the conversation now encompasses more than just representation. "The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression," she explains. Hurst contends that it is crucial for companies to integrate DEI into their core cultural practices rather than treating it as a separate program.
Industry associations have been instrumental in promoting DEI through mentorship, networking, and leadership opportunities. Hurst’s involvement with Global Gaming Women underscores the impact of networks and role models on advancing women's careers in the sector. Notably, she was featured in the iGB’s Most Influential Women list in 2024.
Lois Bright, another alum of the MIW 2024 initiative, underscores the visibility and advancement of women in leadership roles facilitated by groups she helped establish, such as Women in Gaming Africa. “I think it’s given a boost to women in the sense that they have a platform for tangible change, not just them as individuals, but collectively as a movement,” she notes.
Key industry leaders agree that for DEI to be effective, it must be endorsed at executive levels. "Leadership is the single biggest determinant of an inclusive culture," Skinner states. He points out that while policies play a role, the culture primarily emanates from how managers engage with their teams. Some organizations, like Evoke, are actively monitoring DEI progress at the leadership level. Nicola Kociuba, learning and performance business partner at Evoke, adds that leadership must hold itself accountable while maintaining a merit-based approach to succession planning.
Similarly, Playtech is tracking its DEI metrics. Sophie Yaxley, the global director of the company’s Centre of Excellence, reports an increase in female representation within Playtech’s leadership from 23% in 2021 to 32% in 2025. Yaxley emphasizes that their efforts aim to cultivate an environment where everyone has the opportunity to thrive.
Retention of diverse talent has emerged as a pressing concern, perhaps even more so than recruitment. Skinner states, “One misconception is that DEI is solely about recruitment targets.” He asserts that attracting diverse talent without creating an inclusive atmosphere can lead to higher turnover rates, although he believes that recruitment remains the more significant challenge. Competition for talent is fierce, particularly for roles in digital technology and data. Furthermore, Skinner highlights the need for better communication regarding the variety of career paths available within the gambling industry, as misconceptions persist about the sector.
As Yaxley points out, many companies misjudge the effectiveness of DEI solely through headcount. "One of the biggest misconceptions is that DEI can be measured by representation alone," she says. Instead, she urges more focus on ensuring that all employees have equitable access to development and leadership opportunities.
Bright emphasizes the need for businesses to evolve with respect to women’s roles in leadership positions, advocating for a shift away from tokenism in hiring practices. “I think it’s about businesses evolving to understand that having more women inside their businesses will aid and abet the success of their businesses, not hold it back,” she asserts.
Despite the strides made, DEI advocates recognize that the gambling industry still has room for growth. Yaxley argues for greater visibility for disability and neurodiversity within DEI discussions, highlighting that these factors contribute valuable perspectives. Bright identifies a pressing issue in Africa, where few women occupy senior roles within regulatory bodies. "I think if you look at the regulators, sometimes I do feel sad to see that it is largely just men," she reflects, though she believes progress is being made.
Looking ahead, industry leaders are optimistic that DEI initiatives will become embedded into the fabric of business operations. Yaxley envisions a future where DEI is integral to organizational behavior, supported by technology and data analytics to ensure fair decision-making on talent matters. "Ultimately, I hope the conversation evolves from representation alone to a stronger focus on belonging," she adds. Creating inclusive workplaces is increasingly recognized as a crucial component of organizational success in the competitive talent landscape.
The submission period for iGB’s Most Influential Women initiative is now open, inviting entries until October 1, 2026. The initiative aims to highlight the vast diversity within the sector and celebrate those driving change, including peers, colleagues, and even self-nominations.
