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The sports betting and iGaming industry is in the middle of a profound transformation. Markets that were once loosely regulated are tightening their frameworks, artificial intelligence is reshaping everything from player engagement to fraud prevention, and operators are being judged not just by revenue but by how responsibly they grow. For a company like Tonybet, which has built its identity around full licensing, player-first design, and long-term market commitment, the current environment is both a validation of strategy and a challenge to stay ahead.
Dmitry Arabuli, CEO of Tonybet, leads a company that has operated for nearly fifteen years, expanding from a multi-jurisdictional operation spanning Canada, Ireland, the Netherlands, Spain, Estonia, Latvia, and beyond. Under his leadership, Tonybet has secured licences in some of the most strictly regulated markets in the world, doubled its active user base year over year, and invested heavily in technology, gamification, and responsible gaming infrastructure.
In this conversation, Arabuli reflects on what 2025 delivered, what 2026 demands, and where Tonybet is headed. He talks candidly about the role of AI in operations, how regulation shapes strategy, why player protection is inseparable from product quality, and what kind of leadership the industry needs at this particular moment.
Interview
Q: The sports betting and iGaming space is moving fast. As you look ahead, what do you see as the biggest opportunities for Tonybet in 2026 – and what do you hope will define the year?
Dmitry Arabuli: There’s a lot to be optimistic about. 2025 was a breakthrough year for us by almost every measure. Our active user base more than doubled year over year across all major markets. Gross gaming revenue grew by 126% overall, and across our established markets – excluding the Netherlands, where we launched more recently – GGR was up 75%. These are not numbers you achieve by accident. They come from years of investment in the product, the team, and the infrastructure.
So when we look at 2026, the opportunity is to build on that momentum with focus. We’re working toward entering the Portuguese market and watching developments in Finland, New Zealand, and Alberta very closely. Each of these markets represents the kind of localized regulatory framework that suits us – we’ve always entered markets the right way, with full compliance and a long-term perspective. If 2025 was about proving the model, 2026 is about scaling it deliberately.
What we hope will define this year is depth. We want to go deeper in the markets we’re already in – better personalization, stronger local partnerships, and a platform that adapts to how each player actually wants to engage. We’re here to play, as our slogan goes, and we want 2026 to be the year where players in every market we serve feel that.
Q: What are some of the major trends you see shaping the iGaming industry this year?
DA: Several things are converging at once. The first – and it’s been building for a while – is the shift from broad, blanket regulation toward highly localized frameworks. Countries and even provinces are writing their own rulebooks. That’s a challenge for many operators, but for us, it’s actually an advantage. We’ve been building localized operations for years. We have local teams, for instance in the Netherlands, where our office in Utrecht helps us understand the culture, the regulatory expectations, and what players actually want. That kind of market depth is becoming the baseline for serious operators.
The second trend is the accelerating sophistication of payment systems. Our payment processing turnover grew by 103% in 2025, and what’s driving that isn’t just volume – it’s adoption of alternative payment methods and open banking. In European markets like Finland, the Netherlands, Estonia, and Latvia, open banking – or pay-by-bank – has become a mainstream payment method. Cards are increasingly used only for first deposits; regular players migrate to digital wallets and open banking solutions. In Chile, we introduced new local payment solutions that lifted the deposit acceptance rate by 7%. Our average deposit acceptance rate now exceeds 88%, with several local markets above 95%.
And then, of course, there’s AI, which I know we’ll get into. But the broader trend we’d highlight is that the industry is maturing. The era of growth at all costs is giving way to sustainability, trust, and genuine differentiation. Players are more discerning, regulators are more demanding, and the operators who win long-term will be the ones who treat both of those groups with respect.
Q: Artificial intelligence has become part of nearly every business conversation – and iGaming is no exception. Where do you see AI having a real impact today, and how is Tonybet approaching it in practical terms?
DA: I’m cautious about the hype around AI because it’s easy to talk about it in grand, abstract terms. What matters is where it actually improves the experience for the player or the safety of the operation. At Tonybet, we use AI in two primary areas, and both are very practical.
The first is personalization. Our gaming lobby adapts to each player’s behaviour using AI. If a player gravitates toward high-variance slots, the system surfaces more of that. If someone prefers live dealer games, their experience shifts accordingly. It’s subtle – the system learns from behaviour and adjusts categories without the player having to do anything. We also use AI to tailor promotions and inform our gamification features. The result is that each player’s journey feels relevant.
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The second is security and responsible gaming. Our fraud detection systems use machine learning for real-time monitoring – behavioural analytics, device fingerprinting, geolocation – combined with tools and global intelligence from trusted third-party vendors. Our security team is also investing in advanced AI-detection tools to counter emerging threats like deepfakes and synthetic identities, which are growing concerns for KYC processes industry-wide. On the responsible gaming side, AI helps us identify players whose patterns might suggest risk, so we can intervene proactively – before things escalate, not after.
The key is responsible use. We follow a “Privacy by Design” approach – minimal data collection, system transparency, and any automated decision that could restrict an account must go through human review. AI is a tool. It’s powerful, but it has to be governed with care.
Q: Regulation around sports betting and iGaming continues to tighten globally, including here in Canada. How does Tonybet navigate compliance across different markets while still planning for growth?
DA: It’s important to remember that the fundamental aim of compliance within any company should be to conduct business with players in an ethical and responsible manner, guided by the legal framework. This extends far beyond compliance obligations; it’s the basis for genuine player relationships and lasting business success.
When compliance is executed effectively, it actually helps both players and iGaming companies be safer from fraud, legal disputes, operational burnout, and problem gambling. These protections work in both directions. Take affordability checks, for example. If an operator doesn’t conduct them properly, there’s a serious risk of players spending money they genuinely cannot afford to spend. That might create adrenaline and short-term enjoyment, but it ultimately leads to stress, financial strain, and overall dissatisfaction with the product and with gambling as a whole. Nobody wins in that scenario.
We believe that a mature and responsible attitude toward gambling is appreciated by players, and in the longer term, it ensures brand loyalty and repeat custom. When players know we’re looking out for them (and not just trying to maximize their spending), they trust us. That trust is what keeps them coming back.
Practically, this means building compliance into every layer of our operation. We hold licences in some of the most strictly regulated markets in the world, including Ontario and the Netherlands. Each market requires us to adapt everything – registration flows, bonus structures, marketing communications, customer support availability – to local standards. We conduct thorough regulatory gap analyses for each jurisdiction, and we tailor our AML (Anti-Money Laundering), KYC (Know Your Customer), and risk-scoring frameworks to the specific requirements and risk factors of that market. We don’t do one-size-fits-all. Ontario gets AGCO standards. The Netherlands gets KSA standards. Each market gets its own approach.
The challenge the industry faces – and this applies to everyone, not just us – is the imbalance between regulation and enforcement. In every regulated market, there’s also a substantial grey or black sub-market. Operators who enter illegally, without proper licences, undermine the standards that compliant operators work hard to uphold. When regulators respond with blunt-force restrictions, licensed operators often bear the brunt, while unlicensed players continue to grow. That pushes frustrated players toward those illegal alternatives. It’s a cycle we need to break, and it requires collaboration between operators and regulators.
Q: Are there particular markets you’re watching closely this year – either for their growth potential or because they’re helping shape how regulation and innovation can work together?
DA: We’ve built a strong foundation in Ontario. The growth we’ve seen has been strong – both registrations and GGR increased by 52% in 2025. These are strong indicators that Canadian players are responding to what we’re offering.
Ontario was one of the first markets outside Europe where we invested heavily, and it’s proven to be a successful entry point. What Ontario has demonstrated is that a well-structured, regulated market can thrive – the framework works, players respond positively, and operators who commit to doing things properly can grow sustainably. That validation is what gives us confidence as we look westward.
The immediate opportunity ahead of us is Alberta. After months of preparation, AGLC unveiled the full regulatory framework in January 2026, and the licensing application process is officially open. This isn’t a future opportunity we’re monitoring – we’re ready to apply and launch this year. The framework itself is well-designed, mirroring Ontario’s model while incorporating strong player protections, including centralized self-exclusion and strict advertising standards. Our Ontario experience gives us a clear advantage here – we’ve already built the compliance systems, responsible gaming tools, and operational infrastructure that Alberta requires.
In Europe, Finland is a particularly meaningful opportunity. The Finnish market is transitioning to a licensed model, and the early signs are promising for operators who are willing to commit to the regulatory requirements. We already see strong adoption of open banking payments in Finland, which tells you something about the market’s readiness for a modern, well-regulated iGaming environment.
Portugal is also a priority for us this year. We’re approaching this market with a fresh strategy and investing in the groundwork to establish our presence properly. It’s a strategic fit – a mature regulatory framework in a market where operators who bring genuine innovation and strong player-protection standards can differentiate themselves. We’re also watching Latin America’s regulatory evolution. Several markets in the region are moving toward structured licensing frameworks, and we’re evaluating where our compliance-first approach would be most valuable.
Q: You’ve spoken publicly about the importance of user experience and responsible gaming. How does Tonybet approach player protection and responsible play in a meaningful way?
DA: This is something I feel strongly about. Gambling, when done responsibly, is a perfectly legitimate form of entertainment. But the perception of our industry is still shaped, in part, by bad actors and outdated stigmas. The way we change that is not through marketing – it’s through the product itself.
At Tonybet, player protection is embedded in the platform, not layered on top of it. We offer self-exclusion tools, deposit limits, and regular check-ins with avid users. We guide players rather than standing in their way – we don’t overstimulate or rush people. When a new player places their first bet, for example, we might notify them of a feature that can help them manage changing odds, rather than pushing them toward the next bet. It’s about creating a comfortable, informed environment.
Our user segmentation plays a crucial role here as well. We recognize that every player is different – some come to relax with slots, others are serious sports bettors. Through segmentation, we can personalize not just the entertainment experience but also the safeguards. Players who show patterns that may indicate risk get flagged by our AI-powered systems, and our responsible gaming team can intervene early.
We also invest in operational trust signals that players may not think about but absolutely feel. Instant withdrawals, transparent bonus requirements, professional customer support available in local languages – these are all part of responsible gaming. When someone feels safe, when the process is fair and transparent, they’re far more likely to gamble responsibly.
Q: In a sector that’s often under scrutiny, leadership style matters. What kind of leadership do you think is most needed right now – both across the industry and within Tonybet?
DA: Patience and conviction. That might sound simple, but in this industry – where there’s always pressure to move fast, capture market share, and chase the next trend – those qualities are rarer than they should be.
We’ve been in this business for almost fifteen years, and many of the decisions that are paying off now were made years ago. Getting our Netherlands licence in 2022 and taking two more years to launch properly because we wanted to meet every compliance requirement – that wasn’t easy to explain at the time, but it was the right call. Building our own platform rather than relying on white-label solutions – that required sustained investment, but it’s what gives us the flexibility to adapt to each market’s needs today.
I also believe the industry needs leaders who are willing to advocate publicly for better standards. Not just internally, within their own companies, but externally – at conferences, with regulators, in how they speak about the industry. We’ve been doing more of that, whether it’s speaking at iGB L!VE about player protection, presenting at SiGMA about AI-driven fraud, or sharing our perspective on how regulation should evolve. Being a voice for positive change isn’t optional anymore – it’s part of the responsibility that comes with being a licensed operator.
Within Tonybet, the leadership philosophy is about empowerment. We have talented teams in markets around the world, and they need the autonomy to make decisions based on local knowledge. My role is to set the direction, ensure we hold to our standards, and get out of the way when the team knows what they’re doing.
Q: Taking a step back, how are you thinking about Tonybet’s role in the wider gaming landscape this year?
DA: We want to be proof that an operator can grow aggressively while maintaining the highest standards. That might sound like having it both ways, but our 2025 results show it’s possible. We almost doubled overall registrations, we grew our active user base across every major market, and we did it all within the framework of full licensing, responsible gaming, and genuine player-first product design.
In the wider landscape, I think Tonybet serves as a case study for what localized, compliance-driven growth looks like. We’re not the biggest operator in the world, but we’re increasingly recognized as one of the most thorough. We were nominated for multiple awards at SiGMA Central Europe, including Best User Experience and Best Player Retention, and those nominations mean a lot because they reflect the approach.
Our role this year is also to continue contributing to the conversation about where the industry should go. We want more markets to develop localized licensing frameworks. We want the discussion around responsible gaming to evolve beyond checkbox compliance into something that genuinely changes how players experience gambling. And we want to demonstrate that operators and regulators can work together constructively, even when the rules are demanding.
Q: Finally, as 2026 unfolds, what new products, features, or developments should people be watching for this year?
DA: There’s a lot in the pipeline. On the product side, we’re expanding our esports offering, which is a category with enormous potential. We’re introducing partial and full cashouts for live bets in-game, which is a feature our sports bettors have been asking for. And we’re continuing to refine our gamification tools – tailoring player journeys on the site and within the app using both gamification and AI-driven personalization.
Our mobile app has become a significant growth channel. In 2025, we surpassed 15,000 in-app registrations, and we’re investing further in the mobile experience because it’s increasingly how players prefer to engage, particularly in markets like Ontario.
On the market side, people should watch for our progress in Portugal and any developments in Finland and Alberta. We’re also continuing to strengthen our operations in existing markets, particularly around payments – improving acceptance rates, expanding payment options, and ensuring that the transaction experience is as smooth as the gaming experience.
And on the security front, we’re investing in our cross-border threat intelligence capabilities and advanced AI-detection tools for fraud prevention. This isn’t glamorous work, but it’s essential. The cybersecurity threat landscape is evolving fast, and staying ahead is non-negotiable.
Overall, 2026 is about consolidation and acceleration working in parallel. We’re deepening where we’re strong, entering where there’s opportunity, and never compromising on the standards that got us here.
Conclusion
Dmitry Arabuli’s perspective reflects a company that is as focused on how it grows as on how much it grows. The numbers behind Tonybet’s 2025 performance tell the story of an operator in its strongest position yet. But what makes the story worth telling is the approach that produced those results: meticulous market entry, compliance-first operations, AI-powered personalization and security, and a philosophy that treats players as a community to serve rather than a resource to extract.
As iGaming enters what may be its most consequential year of regulatory evolution and competitive intensity, Tonybet’s trajectory offers a model that others in the industry will be watching closely. If 2025 was the proof of concept, then 2026 – as Arabuli puts it – is where it all comes together.
