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That supplier-agnostic design matters because operators do not organise their businesses around the interests of one studio. They assemble portfolios from multiple providers and need tools capable of working across the resulting patchwork. Splash Tech’s engine can also extend beyond slots to points of sale including sportsbook bet slips, lottery and bingo.

“Not making the product available across all game suppliers and all product verticals would be a massive missed opportunity,” Wilson explains. “Wherever you can have a player placing a bet, give them the opportunity to win on the jackpot engine because it is such a sticky product.”

A branded jackpot also gives operators a visible identity across content they did not create, turning third-party games into something closer to their own ecosystem.

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Calvinayre.com Editor-in-Chief, Bill Beatty – the Michael Kinsley of the gambling world. Bill just possesses that same rare gift of creating great writers. You won’t meet a more genuine guy that Bill, and I’m incredibly grateful for the opportunities to learn so much about the casino business, writing and how I see the world.

Lead reporter Rebecca Liggero Fontana for taking me under her wing. You won’t meet a more generous soul than Becky. She shares this unbridled passion for the casino and tech space, that is just contagious and I’m glad I got to experience that unabashed joy for the gambling industry.

I want to thank Derek Tonin, my editor who I would speak with every day I worked at Calvinayre.com. I’m grateful for the opportunity I have had to work with Derek. He’s an editor who doesn’t shy away from the blunt criticism and its inspiring being on the other end of the call. He’s a guy you would want in the foxhole right next to you, someone who isn’t afraid to give the blunt truth and also celebrate the wins with you.

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The latest 2025 contribution report indicated that $127 million was awarded, with $53.3 million specifically allocated to sport-related organisations.

Caroline Lamb informed a recent review that the current responsibility of annually processing over 500 ClubGRANTS applications within a short time frame imposed significant constraints. 

Lamb described this task as “practically limiting the authority’s ability to most effectively monitor compliance” across the scheme.