A recent survey highlights a significant reliance on outdated methods among VIP account managers in the online gambling sector. Instead of utilizing specialized automation or AI tools, many managers primarily use spreadsheets and manual decision-making processes to manage high-value player accounts. This dependency raises concerns about “silent churn,” a term used to describe the unannounced inactivity of VIP players, which poses a substantial issue for gambling operators.
The report, named The State of VIP Operations, was produced by The Playa in partnership with Gaming Operations Academy and WarriorLab. Conducted in 2026, it included responses from 70 professionals involved in VIP management, including account managers, heads of VIP departments, and consultants, with a notable 64% working directly for gambling operators.
The findings of the survey shed light on the management of VIP portfolios, usage of tools, and various operational challenges encountered by professionals in this field.
Despite 75% of respondents rating their VIP data quality as good or excellent, the survey revealed that 71% of participants found their data spread across multiple systems. Additionally, half of the managers reported that they occasionally base decisions on incomplete or outdated information. This lack of comprehensive insight contributes to silent churn, with nearly 46% of respondents affirming that VIP players frequently become inactive without prior notice. Approximately 48% of managers admitted they had no indicators to track players’ behavior or activity levels. Co-author Viktoriia Grygorenko, CEO at The Playa, highlighted this concern as the “clearest commercial case in the report,” stating that it encapsulates the potential loss of revenue that occurs unnoticed.
Interestingly, there is a strong desire among respondents for prioritization tools, with 75% valuing daily action guidance based on the prioritization of player activity. However, an apprehension exists regarding the implementation of AI, as 38% of the surveyed individuals worried that it might compromise the human touch crucial in VIP management.
The survey indicates that none of the respondents primarily use AI or automation for managing their portfolios. Spreadsheets and business-intelligence dashboards are utilized by 30% each, while CRM platforms account for 24%. Only 15% incorporate AI or automation tools, and then only as secondary aids. With 64% of managers overseeing at least 100 VIPs and one in five managing over 500, the challenge of handling large portfolios becomes evident. The researchers estimated that a manager responsible for 250 players has only about 100 seconds of quality time to dedicate to each player each day, should their time be distributed evenly. Grygorenko emphasized that addressing the prioritization of accounts is vital given the substantial portfolio sizes.
Grygorenko noted, “At above roughly 150 players per manager, personal knowledge stops scaling,” suggesting improvement requires identifying the few accounts needing immediate attention rather than reducing player numbers or increasing manager counts.
When it comes to the current tools available to VIP managers, satisfaction scores average around 6 out of 10. Co-author Gali Hartuv from WarriorLab described this level of satisfaction as “the most expensive kind.” While there is a welcome attitude towards AI for managing workloads, the report reveals that many VIP managers hesitate to relinquish final decisions to automated systems. The authors highlighted that managers don’t wish to be replaced but rather need assistance to identify priority players while maintaining control over customer relationships.
Key priorities for enhancing VIP operations, as identified by respondents, include creating an integrated system that consolidates player data, communication, and task management. They also seek consistent guidelines aligned with key performance indicators and timely access to detailed data and predictive behavioral signals. Moreover, respondents emphasized the significance of managerial autonomy supported by senior leadership.
Vikoriia Grygorenko remarked on the human aspect of VIP operations, referring to it as “the most human function in iGaming.” She characterized it as operated by small teams with inadequate technology and focused on short-term metrics.
To address these challenges and discuss VIP management, Grygorenko and Hartuv will host an iGB webinar next week titled "(How) should AI engage high-value players?".
The landscape of VIP operations has seen substantial changes over the last decade, particularly following a code of conduct enacted in the UK in October 2020. This code mandates rigorous checks for players before they can become VIPs and prohibits rewarding customers based on losses. It also requires close monitoring of betting behavior and limits participation for individuals under 25. According to a Gambling Commission report from 2025, the number of VIP customers has decreased by 95% per operator since the introduction of these stricter regulations.
