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“It’s worth remembering this isn’t foreign ground. GiG ran Rizk, Guts, Kaboo and Thrills until it sold them to Betsson in 2020 to pay down a bond. A previous regime decided B2C and B2B didn’t mix. The current one clearly thinks otherwise.”

Ultimately, Ahlberg sees the acquisition as opening two possible paths for GiG, with the balance between B2B and B2C likely to depend on how each business performs. “I definitely think this business will become a larger part of GiG,” he concludes.

“And then I guess we will see. I mean if this business really grows fast, then it might become more B2C, but as I see it now, it feels like a kind of a 50-50 story where you have both opportunities there.

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The commission also agreed with the state Department of Commerce’s assessment that the cooperative’s actions were driven by concerns over lost electricity sales rather than legitimate safety risks.

Commissioners pointed to evidence suggesting the tribe may have already been overcharged compared to other member customers.

The Upper Sioux Community also argued that, as a sovereign tribal nation, it is not subject to Minnesota utility regulations. The commission declined to rule on the sovereignty question, concluding it was unnecessary to resolve that issue to determine that Minnesota Valley could not prevent the casino from generating its own power.

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Entain is trying to respond by simplifying itself. It has agreed to sell an initial 20% stake in Entain CEE for €425 million, implying an enterprise value of about €2.1 billion. The company says proceeds from the transaction and any future exit will be used to reduce debt and, subject to leverage objectives, return excess capital to shareholders.

The strategy is less about rapid growth and more about showing that a cash-generating business with falling debt and improving operations is undervalued.

By looking at four major gambling companies – Entain, Flutter, DraftKings and MGM Resorts International – it becomes clear why the sector should not be treated as a single trade.