MAGNUS SILFVERBERG INTERVIEW
software that we will not be using, hence it makes sense to bundle those into a new company with its own focus, which is different from Betsson’s focus,” explains Silfverberg. Tentative steps In China, the company has entered into a joint venture with a state-owned media company that has a licence for state-controlled sports lottery products, while talks are in “early stages” with several US casinos as part of the search for the right partner to offer a B2B service. “We think that with that business model we can be the perfect choice for land-based casinos in the US who have the opportunity to get a licence, which we don’t. “We can be a good partner for both large and small casinos. We have been speaking to some of the big names as well as some Indian tribes. If we ?nd a partner we will de?nitely apply for a service provider licence but an operator licence… well, we’d have to buy a casino ?rst and that is probably not going to happen. We need to ?nd the right partner who is willing to invest in online.” Swedish regulation Closer to home, the online gaming industry in Sweden is playing a waiting game. Despite political unity – all parties appear to agree that a mutually bene?cial licensing model should be developed – the Minister of Finance has yet to state his opinion. Silfverberg, who cuts a frustrated ?gure when discussing the slow progress in his home country, hopes that eventual regulation mirrors the liberal and competitive Danish model, which taxes gross pro?ts and welcomes overseas operators. But moving away from the current state-owned monopoly, Svenska Spel, in place since 1997, is no sure bet. “The Ministry of Finance just continues to reinforce that player protection is the most important goal,” Silfverberg explains. “But we also know that for them, it is about tax revenues – we are very keen on understanding its position and we think we will get some news from them
“We can be the perfect choice for land-based casinos in the US who have the opportunity to get a licence, which we don’t”
KEY FIGURES
very soon. This could be a licensing proposal or a new investigation. “Most MPs clearly support and recommend a lookalike of the Danish model whereas we have heard that there are other forces who are in favour of something like the Norwegian or Finnish model, and that would be a very unfortunate development that would only suit the state-owned monopoly. It is very hard to stop and I think the public opinion would be very much against this – it would be deliberalising and they would be upset.” Strong culture To succeed in far-reaching jurisdictions Betsson must ensure its brand, recognised in Europe for being well-run and dependable, is maintained. Silfverberg cites a strong internal culture that promotes creativity and unity, as key to the company’s success. “We have had a history of good culture,” he explains. “We are a very passionate and dynamic company that is very good at manoeuvring and reshaping, dependent on circumstances. We can focus on one thing in one quarter and then something completely different in the next. Everyone in the company moves together. The management team works really hard on the corporate culture and we try to ?nd people that ?t in with that. We have extremely good managers and our people are very satis?ed – we know that for a fact from our employee survey. Betsson is a company people want to work in.” But for Silfverberg the journey has just begun. Whether Betsson’s rise can continue at the same pace remains to be seen, but well-timed acquisitions and a prudent approach to entering new markets are signs of a strategic leader with an eye for the long term. “It has been a good journey so far and has also been the most fun job I have had,” he s ays. “It is a fast-moving industry and a lot of things happen around you. So many aspects come into it – political, legal, product and the organisational aspects. I love it here.” And Silfverberg shows no signs of slowing down in the next 12 months. He sees Betsson as being a “clear market leader in the Nordics among privately owned companies” and one that “starts to challenge the monopolies for the ultimate market leadership”. Can it challenge the top ?ve operators in next year’s eGaming Review Power 50? “Of course.”
9
MILLION
bets per day on Betsson.com
47%
operating income increase in 2011 compared to previous year brands, of which four are B2C brands
17
581
employees and consultants on three continents
>
SILFVERBERG CV
1997: MBA at Stockholm School of Economics 1998-99: Strategy consultant at Accenture 2004-05: MBA at INSEAD international school 2005-08: Sales manager at Hewlett Packard 2008-09: Director, Outsourcing Services, at Hewlett Packard 2009: Sales director, Sweden, at Hewlett Packard 2009-11: CEO at Betsson Malta 2011-present: CEO at Betsson AB
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