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Since then, it has evolved into something broader: a different development pipeline, a different role for developers and quality assurance (QA), a different way of organising teams and, increasingly, a different relationship with customers.

Cubeia’s first phase was an open approach to AI. Developers could use it whenever they wanted. Phase two brought structure, with everyone using the same agents and working through the same AI-driven pipeline. That required Cubeia to solve questions around quality, reliability and how agents could work together, while getting employees comfortable with the new way of working. Grenstad believes that work has largely been completed.

“During the hybrid period in Q1, Cubeia solved 259 issues. Once it moved to the AI-driven process, that figure rose to 421 – a 62% increase. Larger projects increased from 17 to 58. So the answer is yes: moving to AI-driven development has increased our output tremendously,” Grenstad says.

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North America continues to be a strong and prominent region for Playtech. US general manager Jonathan Doubilet told iGB’s sister publication GGB in June that it had exceeded its expectations in the region.

Latin America revenue also continued to grow during the six-month period – up 29% to €100 million – driven by customer acquisition from the World Cup in both Mexico and Colombia.

The company cited a 100% uplift in Mexico’s average audience versus the 2022 World Cup, which had led to “excellent new customer acquisition” during the tournament.