The Most Influential Women campaign by iGB is once again open to the gambling sector, highlighting the vital role of trailblazers who are reshaping the industry for women. This raises an important question: How inclusive has the gambling space become, and what should its next steps look like?
Mark Skinner, the chief people officer at Allwyn Digital, addresses this evolving conversation. "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?'" According to Skinner, the dialogue around DEI (Diversity, Equity, and Inclusion) has matured, with companies increasingly held accountable for measurable outcomes rather than just demonstrating intent.
Grainne Hurst, the CEO of the Betting & Gaming Council in the UK, reflects on this evolution. "The conversation has moved beyond representation alone towards inclusion, retention, well-being, and progression," she articulates. Businesses now recognize that embedding DEI into daily culture is essential rather than treating it as a separate initiative.
Industry associations are pivotal in fostering this change through mentoring, networking, and leadership development. Hurst, also a board member at Global Gaming Women, shares her perspective on how such networks aid women in advancing their careers. She was honored in iGB's Most Influential Women list in 2024.
Lois Bright, another MIW 2024 alumna and founder of Women in Gaming Africa, emphasizes their group's achievements in elevating women's visibility and helping them secure 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," she states.
A consensus among industry leaders is that DEI initiatives must start at the top. Skinner claims, "Leadership is the single biggest determinant of an inclusive culture." Leaders play a crucial role in shaping an environment where inclusion thrives through their decisions, behaviors, and the discussions they foster.
Evoke is one company that actively monitors DEI outcomes at the leadership level. Nicola Kociuba, their learning and performance business partner, points out, "Leadership is critical in setting expectations and maintaining accountability. Our Nomination Committee tracks progress against diversity goals and integrates diversity considerations into succession planning while ensuring that merit, experience, and capability drive decisions."
Playtech also highlights its DEI advancements. Sophie Yaxley, the company's global Centre of Excellence director, notes that the percentage of women in Playtech's leadership rose from 23% in 2021 to 32% in 2025. "Our focus is on creating an environment where everyone can contribute, develop, and succeed," she adds.
A critical component of DEI is how well the gambling industry can attract and retain diverse talent. Skinner notes that while attracting diverse candidates is important, retention is increasingly paramount. "One misconception is that DEI is solely about recruitment targets," he explains, "but simply bringing diverse people into an organization without cultivating an inclusive culture leads to higher turnover."
Despite this, Skinner identifies recruitment as the more significant challenge, particularly for roles in digital technology, data, and AI. He also acknowledges that perceptions about the gambling industry can hinder recruitment efforts. Many prospective candidates may not fully understand the scope of career opportunities in gaming, potentially overlooking the sector in favor of other industries perceived as offering stronger employer recognition.
While representation is significant, Yaxley warns against equating headcount with genuine inclusion. "One of the biggest misconceptions is that DEI can be measured by representation alone. Representation is vital, yet it is only one aspect of progress."
Bright adds to this perspective by criticizing the practice of superficial diversity hiring. "More women should be shortlisted for positions. It shouldn’t be a case of ticking a box or banding an individual as an anomaly. This is about creating a culture that supports and values diversity for business success."
Yaxley agrees, emphasizing that meaningful progress involves ensuring equitable access to developmental and leadership opportunities, not just hiring.
While acknowledging strides made in DEI, industry leaders recognize there are still gaps to address. Yaxley asserts the need for diversity representation at all organizational levels, especially in senior leadership. She also urges broader focus beyond gender, advocating for greater visibility of disability and neurodiversity in DEIB conversations. Bright echoes this sentiment, stressing that af African regulators lack sufficient female representation. "Looking at the regulators, it is often disappointing to see they're predominantly male. We need more women in senior regulatory roles. However, I sense the tide is turning," she notes, acknowledging the work still needed.
Looking forward, industry figures believe the next phase of DEI will emphasize embedding inclusion in everyday business practices. Yaxley envisions DEI becoming integral to organizational operations, utilizing technology and analytics to support fair, evidence-driven decision-making regarding talent. "I hope the conversation evolves from mere representation to a meaningful focus on belonging. Diverse teams are essential, but real progress happens when individuals feel valued and heard."
In an increasingly competitive landscape for talent, fostering inclusivity is becoming a pressing commercial priority for the gambling sector. iGB is currently accepting nominations for its 2026 Most Influential Women initiative, inviting entries that showcase the vast diversity within the industry and its talent. Submissions are open until October 1.
