Exclusive Interview with James Coxon, COO – Originally published in iGaming News Today
Q1. Can you share your journey into the sports betting and iGaming industry, and the key milestones that shaped your leadership style today?
I’ve been around this industry long enough to have seen it evolve through multiple cycles, and I think that perspective is invaluable. I started out in B2C with Marston’s, before moving into B2B with Scientific Games, expanding these skills as I moved to SBTech, and later back to B2C with DraftKings; experience in these businesses gave me a very rounded perspective on how this industry works, from infrastructure and product through to operator-side commercial execution at scale. For the best part of 20+ years I have operated in the iGaming & sports betting sector in both retail & online for both public & private organisations; which means you get a front-row seat on how different businesses operate, but also how often the fundamentals stay the same.
That’s probably the biggest thing that’s shaped my leadership style. You can get distracted by new trends, new markets, new technology, but ultimately; success in this space still comes down to getting the basics right. Delivering a product that works, launching on time, staying compliant, having honest leadership and giving consumers what they actually need, not just what’s exciting to talk about.
At GiG, that’s very much how I think about things, combining that experience with a focus on building something that scales properly, while never losing sight of the fundamentals.
Q2. What core principles guide your decision-making when scaling businesses in highly competitive regulated markets?
For me, it always comes back to what I’d call “brilliant basics”.
It’s easy in this industry to get pulled towards the next big thing, whether that’s a new market or a new gamification feature, but if your foundations aren’t solid, it doesn’t really matter. So we focus heavily on making sure the base product is robust, reliable, and aligned with what operators actually need in today’s regulated markets.
The second part is about making sure that what you build can scale globally. The opportunity today is much bigger than it was even five or ten years ago, with regulation opening up across multiple regions, you need a platform that can adapt quickly to different markets without starting from scratch every time or having to hard code yet another instance base.
And then, of course, regulation sits at the centre of everything. The most successful businesses are the ones that embrace it early, build around it, and use it as a foundation for growth rather than a barrier.
Q3. What do you believe truly differentiates your platform and services from other providers in the global iGaming landscape?
I think where we stand out is in how we balance operational innovation with operational execution.
There’s a lot of great technology out there, but not all of it is built with real-world operational demands in mind. What we’ve focused on is making sure our platform isn’t just advanced, but actually usable, intuitive, and aligned with how operators run their businesses. That means getting the foundations absolutely right; stability, speed, compliance, and then layering in more advanced capabilities like data, automation, and machine learning on top of that. We’ve also built everything as part of a connected ecosystem, so operators aren’t dealing with fragmented systems. That’s increasingly important as they scale across multiple brands and markets. Ultimately, the differentiation comes from being able to deliver consistently, not just in one market, but globally, and that’s where our experience really comes through. A simple registration journey, KYC effectiveness, being able to deposit seamlessly & having the right content in front of the consumer at the right time are all examples of how we focus on memorable journeys, journeys that our competitors just don’t spend enough time thinking about.
Q4. How would you describe the CEO’s leadership style, and how does that influence the organisation’s vision, culture, and long-term growth plans?
Richard brings a very clear, direct and intelligent approach to our business; combined with his vast experience in the industry, equates to the strong powering force behind GiG. There is an immense focus on building a company that is not just innovative, but also disciplined and sustainable. That means making sure we’re investing in the right areas, staying close to our customers and consumers, and always linking what we’re doing back to long-term value. Culturally, that creates a good balance. There’s an ambition to push forward and innovate, but also an understanding that none of that works without a solid foundation. That alignment between vision and execution is really important, especially in a market that’s evolving as quickly as ours. I have worked with Richard now for many years now & GiG will be yet another success story to add to the ever growing list of businesses Richard has successfully led.
Q5. How is your organisation leveraging AI and advanced technologies today, and what role will they play in shaping your future product roadmap?
AI is a big part of the conversation right now, but for us it’s about using it in a way that genuinely improves outcomes, rather than just ticking a box. We’re already applying it across areas like player behaviour analysis, risk management, and operational efficiency; helping operators make better decisions in real time. But importantly, it sits on top of a strong betting & gaming platform. There’s no point having advanced AI capabilities if the underlying product isn’t reliable or market fit.
AI will continue to play a bigger role in helping operators anticipate behaviour, personalise experiences, and automate processes, but always as part of a broader ecosystem that’s grounded in those brilliant basics. The art is about getting the balance right on where AI can accelerate growth without compromising the quality that real people can deliver.
Q6. How do innovations enhance operator success and create more engaging player journeys?
Without question, innovation works best when it’s solving real problems, not just adding complexity. So, for operators, that often means being able to understand their players better and respond more quickly. The more insight you have, the more relevant and engaging the experience becomes.
For example, being able to tailor content, offers, and interactions based on behaviour in real time can have a significant impact on both engagement and retention. At the same time, innovation should simplify things behind the scenes. If you can reduce operational friction, speed up integrations, and make back office systems easier to manage, that creates space for operators to focus on growth.
It’s that balance, better player experiences and more efficient operations, that really drives success.
Q7. How would you describe the working environment and leadership philosophy within your company, and how do you ensure teams stay aligned with long-term strategic goals?
It’s a fast-moving environment, but one where there’s a strong emphasis on clarity and alignment. We spend a lot of time making sure everyone understands where we’re heading and what role they play in getting us there.
There’s also a real focus on ownership. People are encouraged to take responsibility, make decisions and deliver, but always within a framework that’s aligned to the broader strategy.
And again, it comes back to the basics. If the foundations are clear, the teams are aligned, and the priorities are understood, everything else becomes much easier to execute.
Q8. What major trends or challenges do you believe will define the future of sports betting and iGaming, and how is your organisation preparing for them?
The industry is opening up globally at a pace we haven’t really seen before, which brings huge opportunity, but also complexity. Regulation will continue to expand, and operators will need partners who can help them navigate that efficiently across multiple markets. At the same time, expectations are increasing, both from players and regulators, so the bar for product quality, personalisation, and compliance is getting higher. Technology will obviously play a big role, particularly AI and the effective use of data, but again, it has to be built on a solid foundation.
For us, preparation is about staying focused on that balance, continuing to evolve the product to meet the needs of a changing market, while making sure the fundamentals remain strong. That’s what allows you to scale globally and sustainably over time.
