January’s ICE Barcelona once again helped set the tone for the year ahead in global gaming, bringing together operators, suppliers, regulators, and advisors to tackle the industry’s most pressing questions, from technology and regulation to scale and sustainability. Against that backdrop, the conversations happening on the show floor reflected an industry at a turning point, balancing rapid innovation with growing external pressures.
During the event, Yogonet sat down with Rick Arpin, Office Managing Partner, Las Vegas, KPMG US, to unpack the trends shaping gaming in 2026 and beyond. Drawing on his close work with operators and regulators across key markets, Arpin shared a clear-eyed view on AI adoption, regulatory uncertainty, consolidation, and what gaming companies need to prioritize now to position themselves for long-term growth.
From your perspective at KPMG, what are some of the most significant trends currently shaping the global gaming industry as we enter this year?
One of the biggest trends is the adoption of AI and other advanced technologies. Compared to a year ago, when much of the conversation was still theoretical, we’re now seeing real projects being implemented. That’s important for the industry to keep pace with other sectors.
Consumers are increasingly interacting with companies through advanced technologies like AI, and they expect the gaming industry to be at the same level. It’s similar to the conversations we’ve had around payments over the past few years — expectations shift, and the industry has to respond.
Another major factor is taxation. We’re seeing increased tax pressure across multiple countries and in several US states. That creates real challenges for operators, and if it’s difficult for operators, it’s not good for suppliers either.
As a result, managing costs and improving efficiency is becoming critical. In the US specifically, the emergence of prediction markets and other new forms of gaming is also generating significant interest among existing players. There’s a lot of uncertainty around what gambling in the US will look like going forward, and prediction markets were a major topic both at G2E and here. That conversation isn’t going away anytime soon.
In the near term, these markets will likely continue to grow and expand, and we’ll start to see their real impact. Regulators and courts are already reacting, but it will take time to fully understand what the future of that space looks like.
Were these same topics being discussed here at the event as well? Did you see them reflected in conversations on the floor?
Yes, absolutely. From regulators, compliance professionals, and lawyers we regularly work with — many of whom are here participating in education sessions and meetings — uncertainty is the dominant theme.
People genuinely don’t know what’s going to happen. There are multiple possible outcomes, and strong, differing opinions on what those outcomes might be. It’s an incredibly complex area.
Another major focus, which sits somewhere between emerging gaming and taxation, is compliance. Companies are doubling down on compliance efforts, even though that can be difficult when margins are under pressure.
At the same time, not investing in compliance can be even more costly. A major fine or the loss of a license can have a devastating impact. Companies are trying to figure out where they stand: are they simply viewed as a tax source by regulators? Can they enter new markets? Should they fight new products or embrace them? It’s a very uncertain time, and many are unsure where they should be placing their bets.
How are operator priorities evolving compared to previous years, particularly around technology investment, risk management, and scalability?
One thing we’ve been advising clients on more frequently over the past 12 months is not to become completely distracted by external factors, even though they’re important. You have to understand them and respond to them, but you can’t lose sight of running your business.
That means responding to customer needs, making sure employees have the right tools, and, for online operators and suppliers, continuing to invest in products and improve them. External pressures will always ebb and flow, but businesses still need to maximize opportunities and minimize threats while managing their core operations.
Technology investment has been a positive trend. Companies are increasingly recognizing the need to leverage technology. There’s also a strong focus on scalability and consolidation as ways to manage profitability. There are potential synergies there.
Every time I come to a show like ICE or G2E, I’m reminded of the sheer number of providers in certain categories. Many have differentiated products, but many are also very similar. It raises the question of whether the market really needs so many providers, or whether greater scale, geographic reach, cost synergies, and even stronger lobbying power could be achieved through consolidation.
I think we’ll continue to see more of that going forward, especially given tax pressure, margin compression, and increased competition. These factors make consolidation more likely. It’s easier to manage those challenges as a larger organization.
Are there specific technologies you see as truly transformative for gaming companies, and others that may be more hype than substance?
There are several technologies that are already making a real impact. Customer interaction tools, such as chatbots and automated customer service, are becoming much more effective and will continue to evolve. This isn’t unique to gaming — it’s happening across industries.
Software and product development is another area where AI is having a real effect. Gaming companies and suppliers are using these tools to become more efficient and, ideally, more effective. They’re able to bring games to market faster, iterate more quickly, prototype, and gather feedback sooner.
Compliance is another area with strong long-term potential. Whether it’s AML, regulatory tracking, revenue accounting, or audits, there’s a significant opportunity for automation. We’re seeing early signs, but there’s much more to come.
I wouldn’t necessarily call any of these “pure hype,” but some tools have less direct bottom-line impact. Tools that primarily assist humans — like content generation or drafting — are valuable, but they’re helpers rather than replacements.
At KPMG, for example, some tools are genuinely changing how audits are performed and the skills required in our workforce. Others help us draft proposals faster, which is great, but they don’t fundamentally change staffing levels. Those tools add efficiency rather than replace jobs.
Do you see AI replacing human roles in gaming and elsewhere in the near term?
Even in areas where AI is transformative, it’s not a full replacement — at least not in the near to mid-term. These technologies can significantly reduce manual steps and improve effectiveness, especially in areas like transaction monitoring or identifying suspicious activity.
However, there’s still a strong need for human oversight, programming, data management, and review. The efficiencies are real, but this isn’t a complete replacement by any stretch.
Where do you see the most meaningful shifts on the regulatory front today, and how are companies balancing compliance with competitiveness?
Tax regimes are one of the biggest challenges. Beyond that, regulatory enforcement — sanctions, depth of review, and penalties — varies by jurisdiction. Overall, it may be becoming slightly more onerous, but taxation is the bigger issue for operators.
One positive development is increased collaboration between regulators and the industry in some jurisdictions. Regulators often want to be helpful rather than obstructive, particularly when it comes to innovation. Sometimes, a common challenge, like prediction markets, can even bring stakeholders together.
While operators and suppliers may still feel regulators are lagging behind innovation, alignment may actually be better now than it has been in the past.
It’s also important to distinguish between regulators and legislators. Rising tax rates are driven by legislators, not regulators, and regulators often understand the negative impact excessive taxation can have on the industry.
What should companies focus on to ensure sustainable growth over the next three to five years?
Companies need to be intentional about their geographic footprint and how they plan to grow, whether through acquisition or other means. That requires having the right organizational skills in place.
If growth comes through M&A, integration becomes critical. Historically, the industry hasn’t always been strong in this area, but it’s more important than ever. Integration means aligning technology platforms, processes, and cultures.
AI, for example, only works well with clean, aligned data. If two companies merge without integrating their data properly, the benefits of AI are limited.
Focusing on strong operational foundations — streamlined processes, integrated systems, and aligned cultures — allows companies to take advantage of scale, technology, and geographic reach, and ultimately outpace the competition.
