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There will inevitably be imitators if swipe gaming establishes itself. Yashin welcomes that prospect, but believes any rivals would struggle to match the speed, creative output and trend-spotting capabilities that sit behind it.
“I think it would be good for us to have strong competitors,” he says. “Of course, you can copy the mechanic, you can copy the name and you can copy the theme of the video, but you cannot copy the creative itself.”
Every era of iGaming has been defined by a breakthrough format. Slots became the industry’s foundation. Live casino transformed realism. Crash games reshaped instant-play entertainment. Swipe Games believes the next defining category will not simply be another game – it will be a new way of playing.
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The first is the ongoing cannibalization of in-person gaming by online casinos. The Mid-Atlantic is home to four of the country’s eight legal iGaming states: Delaware, New Jersey, Pennsylvania, and West Virginia.
While in-person casino revenue declined in Delaware, New Jersey, and Pennsylvania, iGaming reported GGR growth in each jurisdiction. iGaming revenue in New Jersey was up 4.4%, Pennsylvania’s online casinos saw GGR climb almost 6%, and Delaware iGaming surged 35%.
Though Maryland, Virginia, and New York do not have iGaming, prediction markets offering trading on everything from sports to politics continue to make their platforms accessible. Controversial sweepstakes casinos additionally continue to operate in Virginia and Maryland.
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But in recently months the company has invested heavily, with capex surging from R277 million to R492 million.
“We have executed one of the largest capability building projects in the company’s history and invested in marketing, customer-acquisition and market share gains in a very intentional way,” Bengtsson said. “We are encouraged that, even with continued investment in the business, adjusted EBITDA growth has accelerated relative to the first half of 2025.”
The company is placing an increased focus on efficiency and margins, with plans for a “lower-cost, more centralised operating model” with the profitability of Sun International’s underperforming assets in mind.
