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While this initially seemed terrifying, I quickly discovered that this outsider status was a gift. It has allowed me to view the industry through fresh eyes. I do not have any preconceptions about companies or products. This has become my superpower, allowing me to analyse the industry without bias and, hopefully, help shape its future.
iGaming was not the industry I set out to work in. Before 2021, I worked in finance and business – agro companies, management consultancy and investment funds, none of which were remotely linked to the industry.
In 2021, I joined an investment fund focused on startups harnessing AI and machine learning. In the process, I had a chance encounter with an iGaming investor. This sparked a conversation that would change the course of my career. He pointed out that iGaming was dramatically underutilising its data potential. There was an opportunity here, and once we began exploring it, the thread just kept unravelling.
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The charter does not create new regulatory obligations and was designed to complement legislation including the EU AI Act and GDPR.
Instead, it proposed a risk-based approach. It suggested lighter controls on use cases such as coding assistants, but strong checks on customer-facing functions, particularly those involving fraud and responsible gambling.
Kenneth Brincat, CEO of the MDIA, said companies needed “practical ways” to better understand where AI fits within their businesses.
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Cubeia set out to remove coding as the constraint on software development, but in doing so, the company has discovered that coding was only one constraint in a much larger system. As the bottleneck moves, so do the demands on the organisation: towards domain knowledge, product thinking, quality, prioritisation and understanding what customers need.
The technology itself has therefore become less important to the story.
What Cubeia does with the technology moving forward has become the focal point.
