Golden Bank 2

About Golden Bank 2

Grygorenko emphasised that prioritisation was the key to adapting these portfolio sizes. 

“[At] above roughly 150 players per manager, personal knowledge stops scaling. The fix is not fewer players or more managers – it is showing each manager which few accounts actually need them today,” she added. 

Satisfaction with existing tools scored an average of 6 out of 10. Co-author Gali Hartuv, CEO and co-founder at WarriorLab described this “middling satisfaction” as “the most expensive kind”.

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When excluding all reported lottery activity, GGY increased to £13.2 billion, up 4.7% year-on-year.

Remote casino, betting, and bingo activity was the standout channel, generating £8.3 billion in GGY, a 6.9% year-on-year increase and accounting for approximately 63% of the non-lottery industry yield.

Online casino stood at £5.7 billion for the 12-month period, of which £4.8 billion was derived from slots. Remote betting came in at £2.4 billion, led by football (£1.2 billion) and horse racing (£769.3 million). Remote bingo GGY was at £147.8 million.

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The contrast with land-based gambling is striking. Casinos in Morocco and Egypt operate within recognised frameworks and, in Morocco, attract international investment. Private online betting remains outside the legal market.

The scale of that unlicensed market is unclear. MDJS’ own estimate of about MAD3.5 billion a year is the only figure available. No comparable public estimate exists for Tunisia or Egypt.

Without a licensing route, these markets remain difficult to measure, tax or supervise. Blocking and criminalisation may disrupt operators, but they do not remove demand. Governments are left trying to suppress offshore betting rather than bring it within a regulated market.