Kar Kheng's take on sustainable growth in Africa’s next-generation iGaming markets
Following the acquisition of a licence in Nigeria and the continued expansion of BC.GAME’s presence in Kenya, Kar Kheng Giam, the company’s Chief Executive Officer, shares insights with SiGMA News on how operators are approaching growth in Africa’s iGaming markets, from localised marketing strategies to product evolution and long-term regulatory alignment.
As global competition intensifies across established iGaming jurisdictions, operators are increasingly looking towards emerging markets for sustained growth. Among these, Africa stands out not only for its scale but also for the pace of its digital ecosystem’s evolution. However, success in Africa requires a fundamentally different approach from the one taken by many operators in other global jurisdictions.
Africa iGaming market growth: momentum over maturity
Africa’s iGaming opportunity is often framed in terms of future potential, but in reality, growth is already well underway. Kar Kheng points out that markets such as South Africa, Nigeria and Kenya have established themselves as regional leaders, driven by strong interest in sports, particularly football, and a rapidly expanding base of mobile-first users.
At the same time, these markets are still evolving. Infrastructure, regulation and consumer behaviour are developing in parallel, creating a landscape that is both dynamic and, at times, complex.
Mobile connectivity is a key driver. Increased access to affordable smartphones and mobile internet has fundamentally changed how users engage with digital entertainment. For many players, mobile is not a secondary channel; it is the primary, and often only, point of access.
Alongside this, there is growing education about betting and gaming products, Kar Kheng notes. Players are becoming more familiar with how platforms work, how odds are structured, and what constitutes a fair and engaging experience. This creates an environment where operators must compete not only on acquisition, but on product quality and user experience.
Local relevance over global scale
Kar Kheng highlights that one of the most important lessons in Africa is that scale alone does not translate into success. Building a presence requires local relevance.
This notion is reflected in how operators approach marketing and partnerships, for example, through sponsorship of football clubs. Such exercises are a part of a broader strategy to connect with communities through channels that already hold cultural significance.
Football plays a central role in many African markets, serving as both entertainment and a shared social experience. Aligning with local clubs allows operators to engage with audiences in a way that feels authentic, rather than imposed.
He emphasises that this kind of approach also supports brand building. In jurisdictions where trust and familiarity are critical, visibility alone is not enough. Operators must demonstrate a commitment to the market through both their presence and their actions.
Balancing growth with responsibility
As African markets continue to evolve, regulation is becoming an increasingly important factor. Ongoing regulatory developments in Nigeria signal a transition towards more structured and accountable environments.
“For operators, this presents both an opportunity and a responsibility. On one hand, regulation provides a clearer pathway for sustainable growth. It creates a level playing field, supports consumer protection, and enhances the industry’s overall credibility.
On the other hand, it requires operators to adapt. Compliance, local partnerships, and operational transparency become central to market entry and expansion strategies,” Kar Kheng highlights.
This change is particularly relevant in markets where the transition from informal or fragmented ecosystems to regulated environments is still ongoing. Operators must be able to navigate this transition effectively, balancing speed of entry with long-term stability.
Product evolution for a new audience
Beyond market access and marketing, product strategy remains a critical differentiator. Kheng points out, “African players are not a homogeneous group, and their preferences continue to evolve. While sports betting remains a dominant vertical, there is increasing interest in broader gaming experiences, including casino and hybrid formats.”
At the same time, simplicity and accessibility are key. Platforms that are easy to understand and use, while delivering clear value, are more likely to succeed in markets where user journeys may differ from those in more established regions.
This is where innovation in areas such as rewards and engagement can play a role. Models that offer more transparent, continuous value rather than relying solely on one-off promotions are better aligned with the expectations of a growing, increasingly informed player base.
A long-term perspective
Ultimately, Africa’s iGaming opportunity should not be viewed through a short-term lens. The combination of demographic growth, increasing connectivity and evolving regulation creates a strong foundation for the future. However, realising that potential requires patience, adaptability and a willingness to invest in the fundamentals.
For operators like BC.GAME, this means focusing not just on entering new markets, but on building a presence that can scale sustainably over time, explained Kar Kheng.
That includes developing locally relevant partnerships, aligning with regulatory frameworks, and continuously refining the product to meet the needs of a diverse and dynamic audience.
Projected to reach $655.31billion in 2026, the industry is maturing. Kar Kheng believes the operators that succeed will be those that move beyond seeing Africa’s iGaming market as an opportunity and instead treat it as a core part of their long-term growth strategy.
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