"The global identity of SBC is about brand quality: there is a consistent expectation of quality in delivery, production, and overall experience"

As 2025 draws to a close, SBC reflects on a landmark year of growth and consolidation that further cemented its position as a global connector for the gaming and betting industry. From the continued expansion of its flagship events portfolio to the record-setting edition of SBC Summit Lisbon, the past 12 months marked a turning point in how the organisation delivers scale, quality, and relevance across multiple markets.

In this exclusive interview with Yogonet, Dennis Algreen, Senior Marketing Director at SBC, shares insights into the strategic evolution of the SBC ecosystem, the thinking behind unifying regional events, and the balance between global brand consistency and local market relevance. He also looks ahead to 2026, outlining how technology, adjacent industries, and deeper learning formats will shape the next chapter for SBC and its role in bringing the global gaming community together.

This was a defining year for SBC as a global platform, with expansion across multiple events, media, and networking products. Looking across the full SBC ecosystem, what do you see as the most important evolution SBC achieved this year?

I think we really managed to establish and solidify some of our biggest brands. We now have three flagship events: Lisbon, Rio, and SBC Summit Americas. Lisbon, in particular, was honestly the best event we’ve ever delivered.

That’s not only from a growth perspective, but also in terms of execution. A lot of credit goes to our events organizing team, who delivered a very high-quality event, the kind of experience we aspire to create and consistently deliver for the industry. It really comes down to the details: execution, communication, and countless hours of hard work behind the scenes.

What this has resulted in is a portfolio of events that most people in the industry now put into their calendar before the year even starts. There are certain staples: you go to ICE, and you go to Lisbon.

We also delivered the first collective version of SBC Summit Americas, which previously existed as separate events for Latin America and North America. This was our first attempt at bringing those audiences together, and it’s something we want to really cement and build on next year.

There’s a lot of potential there, not just because of the cross-learning between LATAM and North America operators, affiliates, and suppliers, but also because the industry doesn’t want more events. The calendar is already full. The idea was to create fewer, more meaningful touchpoints, and Miami made sense as a natural meeting point for both regions.

Our Rio event also saw massive growth this year, which was incredibly rewarding to see. There’s a lot to build on there. As Brazil matures as a market, the next logical step is to bring in knowledge and expertise from outside the immediate gaming ecosystem, particularly in technology, innovation, and local audience understanding. That’s a direction we really leaned into in 2025 and will continue to develop.

SBC's Dennis Algreen and Andrew McCarron at SBC Lisbon 2025

SBC’s portfolio spans both mature and emerging markets across continents. How do you ensure each event reflects local market realities while still reinforcing a consistent global SBC identity?

For me, the global identity of SBC is really about brand quality. No matter whether you’re attending an event in Rio or Lisbon, there should be a consistent expectation of quality in delivery, production, and overall experience.

I often compare it to Starbucks: whether you walk into one in Asia or in Denmark, you know what level of quality to expect. That’s what we aim to achieve with SBC events. Participation shouldn’t only be about ROI and KPIs for companies; it should also be a great personal experience for every delegate, exhibitor, and sponsor.

That consistency is the unifying thread. What differs is the local identity of each event: the markets it serves, the regulatory context, the conference content, and the stakeholders involved. Localization is absolutely key.

That’s why we work closely with local partners: agencies, associations, regulators, and media. It’s also why we have team members based in Brazil, across LATAM, in the US, and in Canada. This allows us to embed local knowledge into everything from agenda planning to exhibitor selection.

We want to ensure the right topics are covered, the right voices are represented, and the innovations on display are relevant to the audience. A good example is Brazil’s PIX payment system: it’s fundamental there, but not something someone from Europe would naturally understand. Localization ensures those priorities are properly reflected.

Even our global event in Lisbon dedicates multiple tracks to global and emerging markets, allowing attendees to explore specific regions or gain high-level insight into new opportunities. It’s really about balancing consistency in quality with relevance in content.

Lisbon has clearly become one of the top events on the global gaming calendar, with many companies now prioritizing it as one of their must-attend shows. Given how significant this year’s edition was, do you see room to grow further in 2026?

Absolutely. There are still ways to expand. One area we’re particularly focused on is the Affiliate Leaders Summit, which has been part of the event ecosystem but has huge potential to grow further, almost as a standalone brand within the wider show.

Affiliate and performance marketing are critical to operators’ sustainability, and there’s an opportunity to bring in affiliates who may not currently focus on betting or iGaming but have valuable traffic and expertise from other industries. Expanding that audience creates new opportunities for everyone involved.

More broadly, we want to continue the path we started this year by bringing in expertise from what I’d call peripheral industries. Technology is moving incredibly fast, and while some trends come and go, areas like AI, blockchain, Web3 readiness, and advanced payments are here to stay.

This industry depends on staying at the forefront of technological advancement, especially given the complexity of global regulation. That’s why we continue to bring in speakers and perspectives well beyond the traditional gaming space.

We saw that this year, with keynote speakers like Gary Vaynerchuk and Randi Zuckerberg, and with the introduction of tech academies. That’s another direction we’ll keep developing: adding tangible learning elements alongside strategic discussions.

Senior-level strategy is important, but for attendees with specific technical or operational roles, we want to ensure they leave with practical tools and actionable knowledge.

Finally, looking ahead, where do you see the biggest opportunities for SBC to further connect the global gaming and entertainment ecosystem in 2026?

There will always be new geographies opening, regulating, or evolving, and those naturally present opportunities. Some of what we’re exploring isn’t quite ready to be announced yet, but there are definitely some interesting prospects ahead.

Beyond geography, we increasingly view the ecosystem as overlapping circles: gaming, marketing, affiliates, payments, fintech, and technology. These intersections create natural expansion opportunities.

That’s why we’ve built brands within brands. It gives us flexibility to move into adjacent spaces where there’s clear relevance and value for the industry. Ultimately, we don’t see gaming as existing in isolation. The strongest opportunities lie at the intersections, and that’s where we’ll continue to focus.