Divine 9

What is Divine 9?

The operator first started trading on LSEG’s main market in February 2016 under its previous company name GVC Holdings. This followed its delisting from the Alternative Investment Market (AIM exchange).

Its share price decline began after reaching an all-time high in September 2021. Over the course of five years it has slipped 73% to 530p.

It has been a challenging few years for Entain, having cycled through four CEOs in short succession. In November 2023 Entain agreed to pay a financial penalty totalling £585 million, plus a £20 million charitable donation and £10 million in Crown Prosecution Service (CPS) and HMRC costs. This related to a bribery case initiated by the CPS into the company’s historic operations in Turkey.

About Divine 9

“Obviously, in the gaming industry we don’t have a price tag on our product where you can just change the RTP (return-to-player) and your problem is solved, it doesn’t work like that. Especially not if you take responsible gaming seriously.”

Speaking of which, in Holland the casinos must have two databases, one for online players, one for land-based, and keep them very separate – except for when it comes to responsible gambling (RG). A casino can’t use its online offering to promote the land-based side to players, and vice-versa – but the data can all be used together to make sure customers are safe from harm whenever they play with the same operator, online or otherwise.

Being a state-owned monopoly is beneficial for RG purposes. You don’t have an employer or shareholders expecting a positive quarterly earnings report four times a year, and as long as the business is self-supporting it can continue to make the best choices for player health and relationships. As Petra defines it: “It’s about a healthy long-term relationship.”

How to play Divine 9

“When we started this journey, my only vision was: ‘Let’s not be writing code in August,’” Grenstad says.

Cubeia set out to remove coding as the constraint on software development, but in doing so, the company has discovered that coding was only one constraint in a much larger system. As the bottleneck moves, so do the demands on the organisation: towards domain knowledge, product thinking, quality, prioritisation and understanding what customers need.

The technology itself has therefore become less important to the story.