“Looking ahead to 2026, we expect Brazil’s betting sector to match more mature markets”

In its first year operating within a regulated environment, Brazil’s betting market underwent a structural transition that tested operators’ operational maturity.

According to Betsul’s Chief Operating Officer, Andreia Oliveira, 2025 demanded technological stability, solid governance and a thorough review of the bettor journey, in a context of increased oversight and higher expectations from both the public and the regulator.

In this exclusive interview with Yogonet, the executive analyses the main challenges faced during the first regulatory cycle, assesses the new competitive landscape and outlines the paths of innovation, responsibility and efficiency expected to shape Brazil’s sports betting sector in the coming years.

What was the biggest operational challenge for Betsul in this first year of regulation, and what still needs to be adjusted in the short term?

The first year of regulation required a profound operational restructuring across the entire sector. The main challenge was integrating regulatory compliance, technological stability and user experience simultaneously, without compromising business continuity.

In our case, the most sensitive point was aligning technology, compliance and the customer experience within the same rhythm: integration with SIGAP, Serpro verification flows, CPF+, the .bet.br domain, smarter anti-fraud systems and cleaner deposit and withdrawal journeys via PIX. All of this had to be achieved without disrupting operations and while balancing revenue and costs. For Betsul, this meant strengthening processes, adapting systems, integrating regulatory requirements and raising the level of internal governance.

Regulation brought greater security and transparency, but it also demanded agility to implement complex changes within a short timeframe. In the short term, the most relevant adjustment lies in the standardisation and maturation of the ecosystem as a whole, including technological integrations, operational flows and data exchange between the regulator, providers and operators. The trend points towards continuous evolution, with significant gains in efficiency and predictability.

How do you assess the new competitive landscape? What moves differentiate Betsul in the post-regulation environment?

The post-regulation competitive landscape has shifted from an improvised environment to what can genuinely be described as a professional league. Once compliance, traceability and responsibility became prerequisites rather than differentiators, the sector finally took on the contours of a true industry.

Today, survival no longer depends solely on aggressive marketing or generous bonuses, but on stability, governance and real operational capability. And this is precisely where Betsul positions itself with clarity.

We entered this new cycle with already mature processes, prepared teams and data-driven decision-making, which allowed us to navigate the regulatory transition with confidence.

A simple example illustrates this point: while many operators had to rewrite entire verification flows to meet SIGAP and Serpro requirements, we were already prepared with automated pathways, continuous auditing and internal standards that exceeded regulatory demands. We did not react to the regulator; we engaged in dialogue from a position of readiness.

Another central element is customer service as a strategic pillar. The market has realised that, under regulation, bettors no longer accept generic responses or slow channels. They want predictability, reassurance and resolution at the first point of contact. Expertise was decisive in this regard, raising our NPS and resolution rates in scenarios that had historically been bottlenecks for the sector.

There was a particularly emblematic case in the first quarter post-regulation: while several operators faced support queues exceeding 48 hours following changes to banking APIs, we stabilised operations within a few hours, communicating transparently with customers and resolving the impact in a way that was both human and technical.

This builds trust in the most valuable asset in a regulated environment. In addition, we treat responsible gaming as an internal public policy, not as a communication tool. This means educating, guiding, monitoring risk behaviours and providing simple, effective tools. It is not a campaign; it is practice. And this approach creates a form of retention the market sometimes overlooks: the customer who returns because they feel safe and well-treated.

Finally, there is our mature culture of innovation, free from the euphoria of launching for the sake of launching. The innovation we pursue is the kind that improves the bettor’s life and reduces operational noise: faster payments, platform stability, responsible communication and intuitive flows.

Looking ahead to 2026, which innovations — in product, automation, AI or customer service — do you see as potentially transformative for Brazil’s sports betting sector?

Looking towards 2026, we expect the Brazilian sector to reach the level of more mature markets. The innovation that will truly reset the benchmark is not aesthetic; it is structural.

Artificial intelligence, for example, moves beyond chatbots and becomes resolution: AI that understands customer context, anticipates questions, identifies risks and delivers solutions at the first point of contact. When this works, customers immediately perceive less friction, greater trust and stronger retention.

Another key area is intelligent dynamic pricing. Odds and exposure begin to take behaviour, history, risk and responsibility into account, not merely market conditions and volume. This makes operations safer and the game more balanced for everyone.

Personalisation also reaches a new stage. It is no longer about pushing offers, but about building journeys, with appropriate limits, smart alerts, suggested breaks and content aligned with the bettor’s real profile. It is protection without infantilisation and experience delivered with respect.

I also see a natural evolution towards hybrid products combining sports and casino. Brazilians value fluidity rather than fragmented platforms. Connected experiences drive stronger engagement and make more sense for the end user.

Underpinning all of this is real-time compliance automation, with continuous auditing, intelligent monitoring and rapid responses. Without this, there is no healthy market. In short, 2026 will be the year in which technology ceases to be a promise and becomes a criterion for consolidation.

Responsible gaming communication has evolved rapidly. Which approaches have you found truly effective in reducing risk behaviours among bettors?

During this first year following regulation, we identified three pillars that generate real impact. The first is working with simple, direct messages free of judgment: bettors respect transparency when they do not feel accused.

The second pillar is useful, non-bureaucratic tools: deposit limits, voluntary breaks, visual behaviour history and smart alerts. Our logic is simple: two clicks, zero friction.

Finally, the third pillar is content that builds awareness rather than fear: articles, videos and campaigns that explain the real mechanics of betting, probability, volatility and emotional curves. When bettors understand the game, they protect themselves. The most valuable form of retention is the customer who returns because they trust the operator.

As a female leader in a historically male-dominated sector, what is your perspective on diversity and space for women in strategic positions within the betting and technology industries?

Acting as a female leader in a historically male-dominated sector is, above all, a demonstration of capability, preparation and adaptability.

The betting and technology industry demands strategic vision, rapid decision-making, risk assessment, customer sensitivity and technical mastery — competencies that women naturally develop throughout their careers, often while balancing multiple responsibilities simultaneously.

What I observe in the market today is a quiet yet consistent shift. Increasingly, women are occupying strategic positions because they deliver results, organisation, analytical depth and close attention to detail, without losing sight of the bigger picture.

The female ability to move across areas, connect people, processes and numbers, and maintain emotional balance under pressure is a genuine differentiator in complex operations such as betting and technology. This is not about occupying space through discourse, but through performance. As standards rise, the sector begins to value those who solve problems, structure operations and sustain them over the long term.

In this context, women have been standing out naturally, particularly in areas such as operations, compliance, customer service, product and risk management. Diversity, in this scenario, is not an external movement; it is a consequence of market maturation.

As the industry professionalises, it increasingly recognises talent that combines technical skill, sensitivity and resilience. Space for women grows because the market demands precisely these competencies. My perception is clear: female leadership brings consistency, strategic vision and humanity to decisions that impact thousands of people. And the more regulated, technical and responsible the sector becomes, the more evident the value of this leadership becomes.