GMB – BetMGM has arrived in Brazil through a joint venture with Grupo Globo, one of the country’s most important companies. How has this partnership worked out for both parties, and what does each one bring to the project?
Almir Ribeiro – BetMGM is the result of a joint venture between MGM Resorts in Las Vegas, which holds a majority stake, and Grupo Globo. It’s going very well. MGM brings decades of expertise in the world of entertainment and structure. Grupo Globo brings deep knowledge of the Brazilian consumer, being the country’s largest media group, with the ability to truly place on the table elements that make sense in the journey of the Brazilian customer. So, it’s a union of strengths that adds a lot of value for the most important party: the end customer, the Brazilian.
What is the secret behind this success that is already so evident?
To be completely transparent with you, I think at the end of the day it’s the customer—it’s their journey, understanding their behavior, and knowing what they truly like. In other words, delivering online entertainment content that makes sense, at the right moment, with the right relevance. And being able to provide service that is quick, efficient, and conveys to our customer the feeling that they are at the center of everything—because in the end, they are.
Everything related to technology is important, because this is a very complex business. We have structure, technology, and many layers to coordinate. But at the end of the day, it only makes sense if the customer feels that what we’re proposing makes sense for them.
I believe this combination of strengths has that ultimate goal. If we manage to deliver it, we’ll succeed. Otherwise, we won’t. This applies to BetMGM and any other operator. Overall, it has been a very rewarding journey, with the customer always first, and full of learning from insights and actions we’ve taken. So far, we have a lot to celebrate, but it’s a constant learning curve. The market is very dynamic, and we learn every day.
Who are BetMGM.bet.br’s technology partners, both in platform and content? What are you using in Brazil to improve the user experience?
BetMGM uses proprietary technologies. It has its own platform and is a very structured group. In today’s market, it’s common to see platforms and content providers offering the same content to multiple operators. Within our group, we also have our own studios that create exclusive games. So, we’re able not only to offer the variety that the market provides but also to build proprietary, exclusive products.
Within the group, we have a studio called Push Gaming, which develops games customized for our audience. In addition, MGM acquired last year its own sports platform—we bought Atipico’s IP, and soon we’ll be launching this proprietary sports platform in the Brazilian market.
We also currently offer the largest jackpot in the Brazilian market, supported by a unique proprietary structure that resonates strongly with our audience, who are very keen on this type of experience. These are just some of the technological elements that enhance the online entertainment journey for Brazilian customers.
Not to mention MGM’s vast expertise as a global leader in gaming!
Exactly. MGM has decades of experience and a leadership position in Las Vegas, the entertainment capital of the world. And we’re able to bring many of those insights and learnings to our market here in Brazil.
What role does artificial intelligence play in analyzing BetMGM’s operations data in Brazil?
Everything related to AI is fascinating, and it’s just the beginning. I don’t think anyone can truly say they’re mastering and using everything yet. There’s still a lot to be done and implemented. Today, we use AI in a few key ways.
The main one is the ability to anticipate and deliver a personalized journey for the customer. In other words, understanding their behavior and offering them an experience that is more aligned with it. This is something we already do on our platform.
We also use AI in our algorithms to protect customers by detecting compulsive behaviors and guiding them toward a Responsible Gaming journey that aligns with healthy standards. There are many applications—we also use it extensively for risk management. But again, it’s still the beginning, and there’s much more to come.
So, AI is being used not only for the user experience but also to meet regulatory requirements for Responsible Gaming, customer service, and addiction risk management?
Exactly.
What are your plans for sponsoring clubs or tournaments? Today we see major players in Brazil placing their brands in stadiums, on jerseys, and so on.
Before I answer, I’d like to highlight something about Responsible Gaming that’s very important for our audience. MGM began operating in Brazil only this year, after regulation was implemented. MGM operates only in regulated markets—we weren’t here during the pre-regulation phase. And it’s important to stress that Responsible Gaming is embedded in our platform’s DNA. It has always been there, since day one. It didn’t need to be added later—our platform was born with Responsible Gaming tools fully integrated.
Now, regarding your question: we don’t yet have a football club sponsorship, even though that’s a common path for other operators here. I can say we’re keeping a close eye on the market and opportunities in the Brazilian sports segment, but for now, there are no immediate plans to invest in that area. Things may change, of course.
We’ve seen strong brand promotion, especially on TV Globo, which has already boosted BetMGM’s brand positioning. Is that the main focus right now?
Exactly. That’s where we’re amplifying initial brand awareness. Without a doubt.
How do you assess the current stage of Brazil’s regulatory framework? What challenges does it bring for BetMGM in the country?
I think the entire sector welcomes and applauds the regulation. In my view, it isn’t perfect—there are areas that can improve and evolve over time. I strongly believe in the cooperation between operators and the regulator to refine the framework.
The main challenge today is tackling illegal gambling and unlicensed operators. That’s a plague and a huge challenge. The regulator deserves credit for establishing a framework that we embrace and follow strictly. But on the other hand, operators need to feel secure that the regulator will act firmly against the illegal market.
Statistics show that at least 50% of the market is still illegal. That’s huge. We’ve seen articles about how much has been collected from licensing and taxes so far. But if you imagine doubling that amount, it’s massive. Multiply that over the five-year license period, and the numbers are staggering.
So yes, there are challenges for the regulator, but we must work together to build a healthy environment for Brazilian users.
Speaking of challenges, the restrictions on advertising hours, the increase in GGR taxation from 12% to 18%, and even critical statements by the Finance Minister seem to weigh against the sector. How do you see this, and why is such a highly regulated industry still under attack?
My initial perception is that there’s still a lot of misunderstanding. We need to work on education at the highest levels of government. When you talk about 12% to 18%, it may seem like a small number, but that’s just the top layer. The reality is that the total tax burden reaches 46–46.5% when you include everything. That’s very high.
And when you restrict advertising in a market where 50% is still illegal, how can a customer tell the difference between legal and illegal operators? Often, it’s through advertising—seeing a brand on a jersey, sponsoring a tournament, or on TV and the internet. Customers recognize that as legitimate. An illegal operator wouldn’t be there.
I think our market needs to strengthen itself, work on education, and engage constructively with government entities to focus on fighting illegal gambling.
And regarding taxation, as I mentioned, the real gain isn’t in taxing more those who are already overtaxed—it’s in reducing the leakage to the illegal market. That’s where revenue can grow 50%, 60%, 70%. The path is through dialogue and education.
There are also delicate issues, such as potential regulatory changes, political decisions, and even the economic embargo proposed by U.S. President Donald Trump. Could situations like these affect BetMGM’s plans in Brazil?
I think this is a moment to stay calm and observe. BetMGM has a long-term commitment to Brazil, and we believe in the market’s potential. This is a medium- to long-term project. Nobody came here to “win the game in the first five minutes.” It’s a long journey. Whatever happens—be it embargoes or political decisions—I think both our group and the industry have already proven their resilience and adaptability.
Again, I strongly believe in this process and in building over time with good people, good ideas, and good intentions. That’s how we’ll create a sector that can engage with society, understand it, adapt, and improve. I’m very confident in the long term.
What does Brazil represent in MGM’s global expansion program?
For the expansion plan, Brazil is one of the top—if not the top—markets. It’s very important for MGM Resorts in the medium and long term. Our project here is serious, and our role within the group’s ambitions is highly relevant.
I can’t skip this question. Brazil is on the verge of voting on land-based casino legalization. How is this being discussed inside MGM?
MGM is a publicly traded company and has specific areas for that. It’s not my area. MGM already operates casinos outside the United States—it has properties in China and is building in places like Japan. I’ll leave the expectation for when legislation actually happens. But being one of the largest groups in the world in this sector, you can imagine what could come if the law passes.
What can Brazilian bettors expect from MGM’s online sports betting and gaming platform?
My message to Brazilian bettors—our customers—is that we are always seeking innovation and the best technology. I’ve been in this industry for a long time, and I know it’s easy to talk but hard to deliver. But our focus is always on putting the customer first. This business only exists if we recognize that it has one king. And in our case, the king isn’t MGM’s lion, but our customer. At the end of the day, everything we do only makes sense if the customer feels that they are with a brand and a platform that truly meets their expectations.
What I promise to Brazilian customers, from my perspective as an executive, is that I’m here to serve them. If they don’t feel well served, then I’ve failed, and we as a company and brand have failed. My challenge is to build the best online entertainment experience for Brazilians. That’s my mission.
Source: Exclusive GMB
