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Despite a rapid ascension throughout the US, Kalshi has been relatively mum on potential international expansion down the road. There is some sentiment that Kalshi will wait to build abroad until after the completion of an initial public offering. At present, Kalshi has sought a valuation of around $44 billion.

Kalshi has imposed strict protocols for customer sign-up, which includes proof of US residency, along with a US tax identification number. The operator also requires traders to complete a robust know-your-customer check before trading on its site.

Per a nine-page member agreement issued by Kalshi in June, users are required to acknowledge that they are prohibited from trading on event contracts if domiciled in roughly three dozen countries. Australia, by way of the ASIC ban, received inclusion on the list. Under the agreement, Kalshi reserves the right to deny users access to its platform in the restricted jurisdictions.

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Remote sports betting generated £2.4 billion ($3.2 billion), led by football at £1.2 billion ($1.6 billion) and horseracing at £769.3 million ($1.03 billion).

Despite the increase in remote GGY, new account registrations fell 3% to 32.4 million. There were 25.7 million active accounts at the end of the final reporting quarter.

Funds held in customer accounts also declined sharply. Operators held £886.6 million ($1.19 billion), down 13.9% from the same point a year earlier.

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But that isn’t the case according to Richards: “We are not signalling plans to re-enter B2C elsewhere; Africa is a distinct case: a high-growth, underpenetrated region where owning a local operator makes strategic sense in a way it may not elsewhere.”

There’s also a financial constraint, with Ahlberg noting that GiG has used its available cash and is raising additional capital to fund the 888Africa transaction, meaning he doesn’t expect the company to pursue further B2C acquisitions in the short term.

Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.