As the iGB opens its Most Influential Women (MIW) campaign, it seeks to highlight individuals reshaping the role of women in the gambling industry. This initiative prompts reflection on the industry's inclusivity and the future direction of diversity, equity, and inclusion (DEI) efforts.
Mark Skinner, chief people officer at Allwyn Digital, highlights the evolution of the conversation in this realm. He inquires, "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 asserts that the dialogue has matured, with industry players now held accountable for measurable outcomes in DEI.
Skinner further emphasizes that stakeholders seek concrete evidence that initiatives yield significant results rather than merely demonstrate goodwill. The perception of DEI has begun to shift, integrating it into the core fabric of business culture instead of treating it as an isolated project.
Grainne Hurst, CEO of the Betting & Gaming Council in the UK, supports this perspective. "The conversation has evolved beyond just representation to include inclusion, retention, well-being, and progression," Hurst states. She observes a growing recognition among businesses that DEI should be ingrained in their daily operations.
Industry associations have been pivotal in this progress, focusing on mentorship, networking, and leadership development. Hurst, who serves on the board of Global Gaming Women, underscores how networking and mentoring can empower women to ascend to leadership roles. She was recognized in iGB's Most Influential Women list in 2024.
Lois Bright, another alum from MIW 2024 and founder of Women in Gaming Africa, notes that their network has significantly raised the profile of women, aiding their progress into leadership. "It's given a boost to women in the sense that they have a platform for tangible change, not just as individuals but collectively as a movement," Bright explains.
Consensus among industry leaders is that DEI initiatives must originate from the top. Skinner asserts, "Leadership is the single biggest determinant of an inclusive culture. Policies matter, but individuals experience inclusion primarily through their managers." Leaders set the tone, influencing the organizational culture through their decisions and behaviors.
Companies such as Evoke actively monitor their DEI metrics at the leadership level to assess the impact of their initiatives. Nicola Kociuba, learning and performance business partner at Evoke, explains that their Nomination Committee evaluates progress toward diversity objectives in succession planning, ensuring merit-based decisions.
Playtech also keeps track of its DEI achievements. Sophie Yaxley, the global Centre of Excellence director, reports 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 can contribute, develop, and succeed," she adds.
Attracting diverse talent in the gambling sector has been a long-standing challenge, but the focus is gradually shifting toward retention. Skinner points out a common misconception that DEI solely revolves around recruitment targets. While recruitment is crucial, he notes that without building an inclusive culture, companies face high turnover rates. He maintains that recruitment remains a significant challenge, compounded by perceptions of the industry that can discourage potential applicants.
The gaming sector competes not just with other operators but also with fintech and technology firms, which may have stronger employer branding. Many talented individuals are unaware of the diverse career options in gaming and lotteries, and some hold preconceived notions about the industry.
Despite the importance of representation, Yaxley warns that many companies conflate headcount with true inclusion. "DEI can’t be measured by representation alone; it’s just one part of the picture," she states. Yaxley emphasizes the need for equal access to development, promotion, and leadership opportunities as crucial indicators of progress.
Bright adds her perspective by saying that businesses should prioritize the inclusion of women not as a box-ticking exercise but as a pathway to enhanced success. "More women should be shortlisted for positions," she says. "It’s about evolving to understand that having more women in business will foster success, not hinder it."
Industry experts acknowledge that despite advancements, there remain significant areas for improvement in DEI within gambling. Yaxley feels more needs to be done to ensure diversity at all levels, particularly within senior leadership roles, and she stresses the importance of including disability and neurodiversity in DEI conversations.
Bright underscores the ongoing challenge in Africa, where achieving greater representation of women in senior roles remains elusive. She is hopeful, asserting, “I think the tide is turning,” but acknowledges that much work lies ahead.
Looking forward, industry insiders anticipate that the next phase of DEI will focus on embedding inclusive practices within the daily operations of businesses. Yaxley envisions DEI becoming integral to organizational functions, aided by technology and data analytics to facilitate equitable talent management. Ultimately, she hopes the dialogue shifts from mere representation to fostering a sense of belonging, ensuring that diverse teams feel valued and empowered to contribute fully.
As the industry grapples with competitive pressures for talent, fostering an inclusive work environment is positioned as both a commercial necessity and a cultural imperative. The iGB is currently inviting submissions for its 2026 Most Influential Women initiative, aiming to showcase the diversity of talent across the sector.
