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He said Cirsa wass already a well-managed company and in previous deals, it had tried to make too many changes to an asset. “First of all, in many cases you had M&A which was of assets that were second tier. The promise was to completely change the nature and the competitive position of the asset, in many cases, a turnaround.
“In this case, it’s a completely different situation. You have a group, not a single company in a single country, a group which has been a solid group for 10 years and delivering. There’s no turnaround to be made. It’s already very well managed. It’s number one in its markets.”
The combined company will be listed on stock exchanges in both Spain and Italy, which Cirsa and Lottomatica are already market leaders in.Italy accounted for 57% of a combined group pro format adjusted EBITDA in H1. Spain made up 23% of that figure, with Rest of World at 20%.
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Operating profit rose to €227.7 million, up from €220.6 million, while profit for the period reached €234.2 million, compared to €229.6 million a year earlier.
The company attributed this positive financial momentum to growth within its digital channels.
Digital gross gaming revenue represented 64.5% of the parent company’s total in H1, up 3.6 percentage points from the previous year.
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Curwen points to Raptor 2 as an example of what this means in practice. The game went through no fewer than 17 versions during its first couple of weeks of development.
“Speed of iteration is probably the biggest difference,” he says. “Traditionally, every significant change can create another development cycle involving several different teams. With Game in a Box, the creator can iterate much closer to real time.”
Crucially, Curwen sees those efficiencies as a means to an end rather than the primary objective.
