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The shift means that rather than spending their time pricing and managing established markets, traders can now apply their expertise where human judgement has the greatest value, including developing and testing new products. AI removes many of the practical limits on what can be offered and priced, and manages the resulting scale and complexity. The result is greater efficiency for Kambi and a better service for its partners and their customers.
“To this point, sportsbook product creation has largely been guided by a trading department’s ability to profitably price and risk-manage certain bet offers,” Lamb says. “AI trading lifts those limitations, while also enabling that existing human expertise to be leveraged more effectively.”
The 2026 tournament demonstrated why Kambi believes this total integration of AI is necessary. Sportsbooks are no longer built primarily around match results and traditional pre-match markets. Bettors increasingly expect to construct wagers around individual players and specific moments within a game.
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There’s a huge team of writers, video editors and IT developers who have made Calvinayre.com this huge success. Raise a glass to them, they have helped turn this site into the success that it is.
Personally, the journey at Calvinayre.com has been about the great people I’ve been lucky enough to work with. It’s a rare thing in the world to be able to find great people to work with. I want to thank two former bosses who encouraged me to chase my passions in this industry. AD, a former Calvinayre.com editor and T2 who took a chance on me as well.
I don’t know what I’m going to be doing next, but I know I want to stay in the casino industry. It’s an industry I always come back to and love.
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That study found that AI adoption across the gambling industry remained uneven. It highlighted customer support, data analytics, fraud detection, and responsible gaming as areas where the technology was already being heavily used.
However, it also found that formal governance of AI was struggling to keep pace with its growing usage. Only a minority of organizations surveyed reported having a formal AI strategy or roadmap. Many said one remained in development.
The MGA also found that only a small number of respondents had fully established AI risk assessment processes or incident-response plans.
