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He believes the conversation has matured and gambling companies are now expected to deliver measurable outcomes.
“Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests.
That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture.
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Now, the focus is on what the company does with the additional capacity AI has created. Six months ago, Cubeia’s experiment was essentially about replacing human-written code with AI-generated code.
Since then, it has evolved into something broader: a different development pipeline, a different role for developers and quality assurance (QA), a different way of organising teams and, increasingly, a different relationship with customers.
Cubeia’s first phase was an open approach to AI. Developers could use it whenever they wanted. Phase two brought structure, with everyone using the same agents and working through the same AI-driven pipeline. That required Cubeia to solve questions around quality, reliability and how agents could work together, while getting employees comfortable with the new way of working. Grenstad believes that work has largely been completed.
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The company’s existing businesses have achieved Level 4 accreditation under the World Lottery Association’s responsible gaming framework – the highest possible level.
Robert Chvátal, Allwyn’s chief executive officer, said appointment aligned with the group’s long-term vision to embed integrity and player safety across its products and markets.
“Player protection is something I live and breathe and I look forward to implementing that passion at scale across Allwyn,” Rodano added.
