A recent survey has shown that VIP account managers in the online gambling sector are heavily reliant on spreadsheets and manual decision-making tools rather than utilizing modern automation or AI technologies. This dependency puts high-value players at risk of "silent churn," where these VIP players become inactive unexpectedly, creating a substantial challenge for operators.
The report, named "The State of VIP Operations," was created through a collaboration between The Playa, the Gaming Operations Academy, and WarriorLab. Conducted in 2026, it involved a survey of 70 professionals who are directly engaged in VIP management, including VIP account managers and consultants, with 64% of respondents employed by gambling operators.
The report focused on the everyday management of VIP portfolios, the tools used, and important operational challenges. Although three-quarters of the respondents rated their VIP data as good or very good, 71% indicated that their information was scattered across multiple systems. Half of those surveyed acknowledged occasionally making decisions based on incomplete or outdated data.
The issue of "silent churn" was significant, with nearly half (46%) of respondents reporting that VIP players frequently or very frequently become inactive without prior notice. About 48% of those surveyed had no indicators to monitor players’ behavioral signals or overall engagement. Viktoriia Grygorenko, CEO of The Playa, highlighted this as a major concern, stating, "Every other finding – portfolio overload, fragmented data, reactive workflow, no behavioral signal – resolves here, in revenue that walks out without notice, without warning and without anyone getting the chance to intervene."
A clear demand for prioritization tools was evident, with 75% placing a high value (8/10 or above) on daily guidance for prioritizing actions for each player. However, 38% expressed anxiety that the introduction of AI could diminish the personal touch expected in VIP management.
None of the survey participants selected AI or automation as their main tool for handling VIP portfolios. Instead, 30% used spreadsheets and business-intelligence dashboards each, while 24% employed CRM platforms. Only 15% utilized AI or automation, and that was in a supporting role.
The challenge of managing large and demanding portfolios stood out, with 64% of managers responsible for more than 100 VIPs, and one in five overseeing in excess of 500. The report estimated that a manager maintaining a portfolio of 250 players would have about 100 seconds to dedicate to each player daily if time were allocated equally. There were also concerns regarding data quality and fragmentation.
Grygorenko stated that prioritization is crucial for managing these larger portfolios, noting that personal knowledge becomes unmanageable above roughly 150 players per manager. She emphasized that the solution is not to reduce the number of players or increase the number of managers, but rather to help each manager identify which accounts need immediate attention.
In terms of satisfaction with their tools, respondents scored their current systems an average of 6 out of 10. Gali Hartuv, CEO and co-founder of WarriorLab, described this average satisfaction level as costly. While VIP managers were open to using AI to help prioritize their tasks, the report indicated a reluctance to fully rely on automated systems for decision-making.
The authors of the report pointed out that VIP managers are not looking for replacement but are requesting tools that can assist with triaging and identifying priority players, while retaining personal control over relationships and final decisions.
Several priorities for enhancing VIP operations were identified, including the need for an integrated system that combines player data, communication records, and task management. Respondents also emphasized the necessity for structured guidelines tied to key performance indicators, as well as real-time data and predictive behavioral signals. Managerial autonomy backed by senior leadership was also highlighted.
Grygorenko remarked, "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 mentioned the need for clearer signals regarding which players require immediate attention and what changes warrant managerial intervention.
Next week, Grygorenko and Hartuv will engage in further discussions during an iGB webinar titled "(How) should AI engage high-value players?"
In the UK, VIP operations have undergone significant changes over the past decade. A new code of conduct was instituted in October 2020, following a consultation between the Gambling Commission and the Betting and Gaming Council. This code mandates rigorous checks for players before they can join as VIPs, requiring close monitoring of their betting behavior. Operators are also prohibited from incentivizing customers based on losses, and all reward programs must have oversight from senior management. Furthermore, the code restricts participation from individuals under the age of 25.
A report from the Gambling Commission in 2025 indicated that the number of VIP customers per operator has seen a dramatic decrease of 95% following the implementation of these stricter regulations.
