B2B iGaming 2025: online gambling market size, key B2B deals and trends to 2030

B2B iGaming in 2025: A ~100B Industry, Distribution Wars and the New Rules of the Game

By 2025, online gambling is no longer a fringe “grey” business. It behaves like a normal digital industry with predictable growth curves, serious compliance requirements and a fairly standard set of technologies under the hood.

Most recent estimates put global online gambling revenues for 2024 somewhere in the 90–100 billion USD range. Over the next decade, most forecasts cluster around 180–200+ billion USD, which means the market is likely to at least double.

Within that, the B2B layer — platforms, content aggregators, payment providers, compliance tools, CRM and marketing tech — is a sizeable industry in its own right. It is already estimated at tens of billions of USD and growing at roughly 8–9 % annually. A large portion of the money never touches the player; it circulates entirely inside B2B contracts.

What really sits behind the “online casino” front-end

From the player’s perspective, it is all very simple: sign up, deposit, spin a slot, place a bet. In reality, that front-end runs on top of a multi-layered B2B stack:

• Platform / PAM providers
  They handle accounts, wallets, back office, limits, bonus systems, reporting, integrations with games and payments. In practice, this is the operating system of an operator.

• Game studios and content aggregators
  Studios build games, aggregators bundle hundreds of studios behind a single API. Instead of 100 separate contracts, the operator signs one and gets access to thousands of titles.

• Payment providers and orchestrators
  Cards, e-wallets, local banking methods, APMs, crypto, plus KYC/AML and risk management in a single layer. On regulated markets this is not a “nice extra” — it is mandatory.

• Compliance and responsible gaming tools
  Automated KYC, transaction monitoring, RG features, regulator reporting. Without this, serious regulated markets are off the table.

• Marketing and affiliate systems
  Tracking, fraud control on traffic, segmentation, personalization, and attribution of marketing spend.

The key point: operators no longer need to build everything from scratch. In 2025, most projects are assembled from ready-made B2B modules — from white-label setups to hybrid stacks where the operator owns the platform but plugs in third-party content, payments and compliance. The main source of competitive advantage is shifting from “who wrote more code” to “who can build the strongest network of partnerships and drive revenue fastest”.

2024–2025 B2B deals: not just about product, but about distribution

If you look closely at the last 18 months, most of the interesting news in iGaming is not about individual games. It is about distribution — who gets access to which operators and on what terms.

A few illustrative cases:

• Playnetic × Playtech (July 2025)
  A fast-growing studio, Playnetic, joined the Playtech ecosystem. For Playnetic, it is effectively a fast-track to Tier-1 operators; for Playtech, a way to keep its platform offering fresh and competitive.

• Playnetic × Relax Gaming — Powered by Relax (July 2025)
  Through the Powered By Relax programme, Playnetic’s content instantly became available to dozens of operators in Relax’s network. One B2B deal, many B2C front-ends.

• Thunderkick × Elantil (June 2025)
  The well-known independent studio Thunderkick integrated with Elantil, a newer platform that is actively expanding in Europe and Latin America. The studio gains new markets; the platform gains content players already recognise and trust.

• 7777 gaming × Microgame (August 2025)
  This partnership strengthens 7777 gaming’s footprint in Italy and other regulated EU markets. It is a typical 2025 play: if you want to grow in a complex GEO, you do it through a strong local B2B partner.

• WiseGaming × Zenith (June 2025)
  WiseGaming and Zenith are not just “exchanging content”; they are building a strategic bridge into Asia, combining global and regional strengths.

• Nuvei × Gaming Innovation Group (GiG)
  Nuvei’s integration into GiG’s platform is another sign that payments are becoming a strategic layer: higher approval rates, local methods and fraud control are now part of the value proposition, not just “technical plumbing”.

The common denominator in all these cases is simple: whoever controls access to operators controls a large share of the margin in this industry.

Market outlook: what 2025 data tells us about the next decade

Stripping the story down to basic numbers, you get something like this:

• online gambling revenues today sit in the 80–100 billion USD range;

• by the early 2030s, most scenarios land between 150 and 185+ billion USD;

• some more aggressive forecasts see the market grow from about 105.5 billion USD in 2025 to roughly 286 billion by 2035;

• the B2B segment (platforms, content, payments, compliance, marketing) already accounts for a substantial share of this and is growing at comparable rates.

In other words, even under conservative assumptions, the market is on track to at least double over the next 10 years — while regulation is getting tougher, not softer.

What operators want from B2B providers in 2025

The operator brief in 2025 is very different from what it was five or ten years ago. “Platform plus a few game providers” is not enough. The typical checklist now looks like this:

1. Speed
   Launch a new GEO in months, not years. White-label and turnkey options where most of the heavy lifting is already done.

2. Regulatory readiness
   Not just “support for LatAm”, but specific markets: Italy, Brazil, Ontario, Germany and so on — with reporting, RG features and workflows aligned with local rules.

3. Analytics and transparency
   Clear visibility into which games and verticals actually make money, which traffic sources pay off, and where bonus budgets are evaporating — ideally inside the back office, not in external spreadsheets.

4. AI and automation
   Personalisation, churn prediction, dynamic risk management, smarter VIP and promotion handling. Whoever can automate back-office drudgery gains a structural advantage.

5. Modularity
   Start small and extend over time without tearing everything down. Add new verticals, payment methods and compliance tools as the business grows.

As a result, a serious B2B provider in 2025 is judged less as a “software vendor” and more as a revenue partner, measured against KPIs like retention, LTV, ARPU and payback periods on new markets.

The road to 2030: consolidation, regulated GEOs and “invisible” AI

Looking ahead to the end of this decade, several trends are already baked in:

• Consolidation
  Large groups will continue acquiring studios, platforms and aggregators, stitching them together through B2B alliances. Independent players will either go niche or eventually become acquisition targets.

• Shift towards regulated revenue
  Most of the sustainable growth will come from regulated markets: Europe, North America, regulated LatAm and parts of Asia. This automatically increases the value of B2B providers with robust compliance and reporting.

• Growing importance of payments and risk
  AML, KYC and RG requirements are only getting stricter. Operators will keep offloading part of this burden onto payment and risk partners. Those who can combine high approval rates with strong fraud and chargeback protection will be in high demand.

• From licence fees to “growth partnership” models
  Pure licence + support models are slowly fading. B2B contracts increasingly tie provider compensation to actual business outcomes.

• Back-office AI as a competitive weapon
  The most interesting competition will happen where players never see it: in BI, risk analytics, CRM and automation tools. This is where margins will be won or lost.

Who benefits

• Operators benefit because the cost and complexity of entering and scaling in iGaming are going down — provided they choose the right partners. They can spend more time on brand, product and acquisition instead of rebuilding infrastructure.

• B2B providers benefit because they are becoming the backbone of the entire industry. If they play it right, they do not just “sell software”; they become infrastructure that nobody can do without.

By now, iGaming is no longer a race for “easy money”; it is a race for solid execution. In 2025, the winners are not the loudest innovators on conference stages, but the companies that build the right partnerships, test ideas fast and learn to work with regulators instead of fighting them.

For B2C operators, this is the moment to ask a few uncomfortable but necessary questions:

• which parts of the stack genuinely create value in-house,

• and which parts should be handed over to partners who can do them better, faster or cheaper.

For B2B providers, it is a strategic choice: remain “just another software vendor” or become critical infrastructure the industry simply cannot operate without.

The market will grow — that much is almost certain. The only real question is who will capture most of that growth. And in 2025, the answer is being shaped not in press releases, but in the partnerships you sign and the products you actually turn into measurable results.