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For reference, Konstakis is no stranger to OpenBet’s business. He has been involved with the business for a while, serving as its president. In this role, he has been closely involved in “driving the operational and commercial execution of the business and shaping its strategic priorities.”
In his new role, Konstakis will be responsible not only for OpenBet’s strategy, but also for its day-to-day business, growth initiatives, and tech priorities. At the same time, he will be tasked with “raising the bar” in how OpenBet serves its clients.
OpenBet emphasized that this change comes at a strong moment for the company and follows its incredibly successful delivery for customers through the World Cup. Throughout the tournament, OpenBet processed 175 million bets totaling $3 billion.
How to play Knights Heart
In the six months to June, Entain’s online net gaming revenue rose 7% in constant currency. Revenue in Britain and Ireland increased 13%, while the company maintained its full-year guidance for online net gaming revenue growth of 5% to 7%. So why is its stock price still so under pressure?
One answer is that the industry is no longer being valued primarily on the promise of endless growth. The market instead wants to see profit, cash generation and manageable regulation maintained across all facets of a listed business. Ed Birkin, managing director of H2 Gambling Capital, says the longer-term decline in gambling stocks runs much deeper than just changes to earnings forecasts.
“The industry share price declines have been much more severe than the cut to earnings projections which means that, while there may be some weakening in some companies’ fundamental growth drivers, the valuations that investors are putting on them have been the main driver of share price declines – although weaker fundamentals lead to lower valuations, so the reality is that they’re completely intertwined.”
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“I believe there is still work to be done to ensure diversity is fully reflected at every level of an organisation, particularly within senior leadership and executive positions,” Yaxley says.
She also believes the industry needs to broaden its focus beyond gender.
“I also believe disability and neurodiversity deserve greater visibility within DEIB conversations,” she states. “These dimensions of diversity can often be less visible, yet they bring valuable perspectives, skills and ways of thinking that strengthen organisations and contribute to better outcomes.”
