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“In addition, we have started consultations in certain head office functions as we roll out productivity initiatives across the group,” Sun International said.
“We remain committed to conducting the process with fairness, transparency and respect.”
Sun International vowed to retain and redeploy employees to other areas of the business where feasible.
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“They lose quicker, dry up quicker, recruitment or re-recruitment,” he says. “If the recruitment of players dries up, then what are you going to do? Definitely there can be components like that.”
For now, the growth provides room for multiple market makers. Marantelli expects margins to “stay good during the growth period” before contracting as competition intensifies. The more complex RFQ and parlay markets may offer the best protection against that compression.
The result is an emerging ecosystem that looks less like millions of customers casually trading predictions with one another and more like an outsourced sportsbook trading room. Exchanges own the platform and recruit the customers; specialist firms price the risk and provide the money needed to make those markets function.
About Ninja Ways
The report highlighted the intense workload by estimating that a manager looking after 250 players would have roughly 100 seconds to commit to each player each day if their time was split equally. Data quality and fragmentation were also issues.
Grygorenko emphasised that prioritisation was the key to adapting these portfolio sizes.
“[At] above roughly 150 players per manager, personal knowledge stops scaling. The fix is not fewer players or more managers – it is showing each manager which few accounts actually need them today,” she added.
