Financial oversight vital to scaling iGaming growth, expert says
The global iGaming sector is growing in regulated markets, but tougher compliance rules and rising costs are affecting how suppliers look for growth. As cross-border operations become more complicated, companies are putting more emphasis on financial oversight and careful use of capital.
In an exclusive interview with SiGMA News, Luke Sammut, Chief Financial Officer (CFO) of Malta-based slot provider Booming Games, explained how the focus needs to be on tighter capital discipline rather than revenue growth alone. He pointed to the need for stronger margins and steady cash flow to support reinvestment and long-term expansion.
“It’s not just about increasing revenue,” he noted. “It’s also about maintaining healthy margins and cashflows allowing reinvestment.”
He added that rapid expansion requires more than scale. Sustainable growth, he argued, depends on disciplined capital allocation, operational clarity, and stronger internal governance.
Tackling financial challenges smartly
Operating in multiple regulated environments increases financial oversight and administrative costs. Each market has different reporting, tax, and compliance requirements. Sammut observes that early systems can strain as the business grows more complex and spreads geographically.
“Growth must be supported by a strong financial structure, sharp planning and structured decision-making,”
– Luke Sammut, CFO, Booming Games
“Managing different legal entities, financial reporting, and local requirements increases complexity on different levels,” Sammut said. He added, “operationally, challenges arise from aligning reporting and maintaining consistent, strong internal controls. The need for standardised systems and processes becomes even more important.”
Keeping taxes in mind
Different tax systems mean companies must plan their finances carefully in each country. Transfer pricing and cash flows between company branches need close oversight. Sammut said it is now essential to have a clear view of performance in every market.
He stressed that expansion now demands integrated planning rather than reactive compliance. “From a financial perspective, this means navigating different tax regimes, transfer pricing considerations, and ensuring real-time visibility across the group,” he explained.
Regulation is also adding to the pressure. For example, Germany has strict betting limits and operational controls, including a €1,000 monthly deposit cap, €1 maximum slot stakes, and restrictions on live betting and online casino products. Similarly, Netherlands has tightened its compliance rules in recent years, bringing in new player protection measures. These include monthly deposit limits for young adults, set between €150 and €700.
And so, for content suppliers, profitability now depends on more than just player demand. Deposit caps, stake limits, and certification rules all affect how much revenue companies can make and what it costs to operate.
“These factors cannot be assessed in isolation,” Sammut said, referring to tax structure, licencing timelines, operator demand, and long-term regulatory certainty. “Providers must consider both short-term commercial upside and long-term strategic value.”
Strong demand may generate early traction, but regulatory uncertainty or elevated compliance costs can erode margins over time. Observors note that suppliers are increasing game release output to remain competitive in a crowded market. But, greater output requires sustained investment in development, certification, and distribution, adding further pressure on capital allocation.
Finance, a decisive-factor
Sammut said that beyond regulatory alignment, strengthening the internal finance function is increasingly important as the business scales. This includes greater automation in reporting, standardisation of financial systems, and tighter internal controls. He stresses that finance should take a more integrated role across product and commercial functions, contributing to strategic decision-making rather than serving solely as a reporting unit.
“Finance must be involved in decision-making across the business,” he said, adding that assessing game performance and supporting negotiations require financial insight from the outset. Maintaining transparency around key financial metrics, he noted, helps embed discipline across the organisation.
All in all, companies need more than just growth to succeed in a competitive market. Sammut believes success will mean expanding while keeping profits strong, processes efficient, and finances ready to support future investment.
Don’t just read the news — stay ahead of it. Subscribe HERE to SiGMA’s Top 10 News countdown for stories shaping iGaming’s future, weekly insights from the world’s biggest iGaming community, and exclusive subscriber-only offers.
