iGaming Supplier Tweets (Powered By Twitter)

RT DD India: #WATCH | At FICCI's PubliCon 2026, CSIR-NIScPR Director Dr. Geetha Vani Rayasam emphasized that using AI does not absolve…

RT DD India: #WATCH | At FICCI's PubliCon 2026, CSIR-NIScPR Director Dr. Geetha Vani Rayasam emphasized that using AI does not absolve…

In August 2007, Bodog.com was abruptly taken offline. A Nevada court ruled that Bodog infringed on an obscure patent filed by an ‘inventor’ who’d never built much. As with all dot-coms, Bodog was registered in the U.S., so this guy claimed the domain as his damages. Bodog never responded to this guy’s claim because (I still maintain) the company was never properly served. But the outage came just ahead of a new NFL season, the crucial period where many sportsbooks generate the revenue they need to keep their lights on. If order couldn’t be restored ASAP, customers would move to other sites, maybe permanently. I’d recently stepped down from an active role in the business and had licensed the Bodog brand to a company interested in serving the North American market. But most of the tech guys I’d placed in senior roles were still toiling away, so I got a running play-by-play of what happened next. Within 12 hours, the team had redirected around 90,000 individual page URLs to a new domain. The SEO team worked their magic so the new domain cut through the fog. The comms staff did their Paul Revere routine in emails and online forums, making sure customers understood this was a temporary hiccup, nothing more. Through all of this hard work, a potentially fatal blow was turned into a minor scrape. Years later, the company that licensed the Bodog brand for North America reached a settlement with the guy to get the domain back. That wouldn’t have been my choice, but it didn’t change the fact that the team I’d assembled had risen to the challenge like the comeback kids I knew them to be. Everyone gets knocked down. Not everyone gets back up. If you need to, take the full count and catch your breath. Then stand up, put up your dukes and get back in the fight.

Galaxy Entertainment Group (GEG) reported weaker second-quarter results as the FIFA World Cup temporarily diverted customer attention from Macau’s gaming market, although normalized performance improved from a year earlier. agbrief.com/intel/12/08/20…

Advanced AI capabilities are valuable, but banks must also account for uncertainty and concentration risks in external technology ecosystems. A secure, trusted and controllable AI architecture may be preferable to adopting the most advanced model without adequate assurance: Mr Rana Ashutosh Kumar Singh, MD - International Banking, Global Markets & Technology, State Bank of India

India enters the AI era with a meaningful advantage: a relatively modern technology stack and less legacy infrastructure than many developed markets. This creates a strong foundation for faster and more scalable AI adoption across financial services: Mr Parag Bhise, Executive Director & CEO, Nucleus Software

Embedding AI into existing processes may deliver limited gains. The larger opportunity comes from redesigning processes, redefining KPIs and reimagining how humans and AI work together to create new sources of value: Mr Manoj Singodia, Managing Director and Lead - Financial Services, Accenture India

AI should become a natural part of everyday banking, not a specialized tool for a small group of digitally savvy users. Its real success will depend on how effectively it reaches customers across geographies, income groups and language preferences, while building trust, confidence and ease of use for all: Mr Joydeep Dutta Roy, Executive Director, Indian Overseas Bank

Not every automation problem requires AI. Institutions are increasingly differentiating between conventional automation and AI-led transformation, with investment decisions being driven by expected ROI and operational impact: Mr Ravi Pichan, CIO & Head Digital Banking, RBL Bank https://t.co/ob5FqTwKYn

The economics of AI deployment matter. Choosing between large language models and smaller, task-specific models is becoming an important strategic decision, as banks seek the right balance between performance, cost and business outcomes: Mr Ravi Pichan, CIO & Head Digital Banking, RBL Bank

The real challenge in enterprise AI is not only technology; it is governance. As AI agents gain wider access to data and processes, robust evaluation frameworks, oversight mechanisms and accountability structures become critical to managing operational risk: Mr Sameer Shetty, Group Head, Digital Business & Transformation and Strategic Programs, Axis Bank

Session on From Legacy to AI-Native: The Great Banking Technology Transformation at #FIBAC2026 https://t.co/jskMyYDs2E

RT KPMG India: Unveiling of the KPMG India - FICCI report '𝗛𝘂𝗺𝗮𝗻 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝗻 𝘁𝗵𝗲 𝗮𝗴𝗲 𝗼𝗳 𝗔𝗜' by: 🔸 Dr. Kiran Bedi, Former Lt Go…

Wealth management institutions must build capabilities that inspire confidence, so customers trust not only their relationship manager but also the recommendations provided by the bank. Delivering this level of advice demands sustained investment in understanding each customer's unique aspirations, risk appetite and life stage, enabling institutions to offer truly personalised wealth solutions: Mr Aditya Mandloi, MD, Head – Wealth & Retail Banking, India & South Asia, Standard Chartered

Rich digital footprints and data-driven insights provide financial institutions with a deeper understanding of Gen Z's preferences, behaviours and aspirations. The financial ecosystem works best when every participant plays to its strengths. Banks, fintechs, mutual funds and other financial institutions each bring distinct capabilities, and greater collaboration among them will be essential to serving the evolving needs of Gen Z customers: Mr Adhil Shetty, Founder & CEO, BankBazaar