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Bally’s CEO Robeson Reeves thanked Mircheva for her contribution and expressed confidence in Papanier’s ability to ensure continuity during the transition.
“Having spent more than two decades in key operating and financial leadership roles at Bally’s, George has been instrumental in developing our business model, asset portfolio and growth strategy,” Reeves said.
“He steps into the interim role supported by an experienced finance organisation and I am confident that our reporting, controls and capital markets work will continue without disruption.”
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“We feel that people are always interested in gambling and that we are the party who should offer that in a safe way. [Holland Casino] has been careful to maintain that, but of course our costs rose very quickly, so we restructured at our head office. We have also been looking at innovations in offerings, which we are currently also testing, including a further development of the Next Zone. We’ve also introduced the double zero in roulette, which we didn’t have previously in the Netherlands,” the CEO says.
“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.
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Angelozzi was asked about previous cross-border M&A that had failed to deliver on initial expectations and why he felt this time was different.
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.”
