A recent report indicates that VIP account managers in the online gambling sector are heavily relying on spreadsheets and manual processes instead of automated or AI systems. This dependency leads to a risk of "silent churn," where high-value players become inactive without notice, creating significant challenges for operators.
Titled "The State of VIP Operations," this report was produced by The Playa in collaboration with the Gaming Operations Academy and WarriorLab. Conducted in 2026, it surveyed 70 professionals involved in VIP management, including VIP account managers, heads of VIP, and consultants. Among the respondents, 64% were directly employed by gambling operators.
The survey aimed to identify how daily management of VIP portfolios is conducted, the tools used, and the main operational challenges. Notably, while three-quarters of those surveyed described their VIP data quality as good or very good, 71% indicated that their data was scattered across multiple systems. Half of the respondents acknowledged that they sometimes had to make decisions using incomplete or outdated information.
The phenomenon of "silent churn" emerged as a critical issue, with 46% of respondents claiming that VIP players frequently or often became inactive without any prior warning. Approximately 48% reported having no insight into players’ behavioral signals or overall health. Viktoriia Grygorenko, CEO of The Playa, noted that this was among the report's clearest findings, emphasizing that other issues like portfolio overload and fragmented data ultimately culminate in lost revenue without any opportunity for intervention.
There was a notable interest in prioritization tools, with 75% of respondents expressing that daily prioritization guidance for each player would be highly valuable. However, 38% voiced concerns that incorporating AI might reduce the personal touch that is crucial in VIP management.
The findings also highlighted that none of the respondents identified AI or automation as their primary tools for managing VIP portfolios. Instead, spreadsheets and business-intelligence dashboards each represented 30%, while customer relationship management (CRM) platforms accounted for 24%. Just 15% utilized AI/automation tools, and even then, those were mainly supplementary.
The challenge of managing large portfolios was significant; 64% of managers oversaw 100 or more VIPs, and one in five managed over 500. This intense workload suggests that a manager responsible for 250 players could only allocate roughly 100 seconds for each player daily if their time was distributed evenly. Grygorenko stressed the need for prioritization: “[At] above roughly 150 players per manager, personal knowledge stops scaling. The fix is not fewer players or more managers – it is showing each manager which few accounts actually need them today.”
Satisfaction with current tools averaged a score of 6 out of 10. Gali Hartuv, CEO and co-founder at WarriorLab, described this "middling satisfaction" as the most costly kind. While VIP managers recognized the potential of AI for streamlining their workloads, they expressed wariness about allowing automated systems to make final decisions. The authors noted that while VIP managers are not seeking to be replaced, they want tools that assist in identifying priority players to enable them to maintain control over relationships and make the final calls.
Respondents highlighted several priorities for enhancing VIP operations, including the need for an integrated system that combines player data, communication histories, and task management. They also called for more structured guidelines and performance indicators tied to relationship outcomes, alongside real-time, detailed data and predictive behavioral signals. Additionally, the desire for managerial autonomy supported by senior leadership was mentioned.
Grygorenko noted, “VIP operations is the most human function in iGaming, run by the smallest teams, on the least purpose-built technology, against the shortest-horizon metrics.” She added that managers are seeking clear signals about which players need attention, what changes have occurred, and where their input can have the greatest impact.
Next week, Grygorenko and Hartuv will delve deeper into these issues during the iGB webinar titled "(How) Should AI Engage High-Value Players?"
Over the past decade, VIP operations have undergone significant changes, particularly following the implementation of a new code of conduct in the UK in October 2020. This code, established after consultations between the Gambling Commission and the Betting and Gaming Council, requires operators to conduct thorough checks on players before accepting them into VIP programs and mandates close monitoring of their betting patterns.
Additionally, the rules prohibited operators from incentivizing customers based on their losses and required senior management oversight for reward programs. It also restricts participation in VIP programs for individuals under 25 years of age.
According to a Gambling Commission report from 2025, the number of VIP customers per operator has plummeted by 95% since these enhanced regulations came into effect.
