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“The decision we made today was the right decision to deliver on the remit that Congress gave us to ensure stable prices… Some months ago I said we will deliver stable prices, today’s action is consistent with that,” Warsh said at the Fed press conference.

For the gaming industry, the marked economic shift over the course of 2026 and a return to an elevated interest-rate environment after years of post-Covid easing could dissipate some of the optimism that prevailed at the onset of this year.

Many top gaming stocks have underperformed relative to the broader market in recent years, and most of the M&A activity has been facilitated by private equity and other institutions that can more readily capitalise on depressed valuations. There had been hope that rates would start to fall and help alleviate those pressures.

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“A jackpot engine is a rare product in that you can brand that engine and it will sit across all of your content,” Wilson says. “As an operator, you might have 50 different game suppliers. On every single game that you’re serving, you can show a branded jackpot.”

That is the gap Splash Tech solves: many operators already have strong game libraries, and some have proprietary content, but they lack a flexible jackpot layer that can sit across the full offering without requiring them to build and operate their own engine.

That supplier-agnostic design matters because operators do not organise their businesses around the interests of one studio. They assemble portfolios from multiple providers and need tools capable of working across the resulting patchwork. Splash Tech’s engine can also extend beyond slots to points of sale including sportsbook bet slips, lottery and bingo.

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That study found that AI adoption across the gambling industry remained uneven. It highlighted customer support, data analytics, fraud detection, and responsible gaming as areas where the technology was already being heavily used.

However, it also found that formal governance of AI was struggling to keep pace with its growing usage. Only a minority of organizations surveyed reported having a formal AI strategy or roadmap. Many said one remained in development.

The MGA also found that only a small number of respondents had fully established AI risk assessment processes or incident-response plans.