Happy Nets

How to play Happy Nets

The report sought to understand how VIP portfolios are managed daily, how the tools are utilised and other key operational challenges.

Although three-quarters of respondents rated their VIP data as good or very good, 71% reported data spread across multiple systems. Half admitted sometimes making decisions with incomplete or outdated information. 

“Silent churn” was prevalent, with nearly half (46%) stating that VIP players often or very often became inactive without prior warning. Around 48% had no indicators of players’ behavioural signals or health. Co-author Viktoriia Grygorenko, CEO at The Playa, called this finding the “clearest commercial case in the report”.

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But the more important question now is what Cubeia does with that capacity. “Because we’re not spending as much time coding, we’re spending more time on the business: talking about value and understanding the domain,” he says.

Rather than simply building what is requested, teams are increasingly expected to understand why something is being built and what value it should create.

As Paul Crisp, Cubeia’s head of marketing, points out: “If the objective is 10% more traffic, for example, how do we measure it?

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The charter also made a series of other recommendations. It suggested that companies should designate a senior member of staff responsible for governance of the technology. It additionally recommended an AI oversight or ethics committee.

The framework also urged companies to implement rollback mechanisms and “kill-switch” controls for higher-impact systems.

For AI-powered customer support and chat, operators are encouraged to set clear parameters for when conversations should be moved to a human member of staff. These include repeated low-confidence responses, unresolved queries, indications of distress, or a customer simply asking to speak to a human.