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SPORTRADAR REPORTS SECOND QUARTER 2024 FINANCIAL AND OPERATING RESULTS

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1 year ago

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Sportradar Group AG (NASDAQ: SRAD) (“Sportradar” or the “Company”), a leading global sports technology company focused on creating immersive experiences for sports fans and bettors, today announced financial results for its second quarter ended June 30, 2024.

Carsten Koerl, Chief Executive Officer of Sportradar, said: “Our strong second quarter results, including another quarter of record revenues are a testament to the operating momentum we are generating across our business and the clear execution against our strategies to drive outperformance versus the market. We delivered robust growth across our high-value product portfolio and strong client uptake, while continuing to strengthen our business by driving efficiencies and significant cash flow.  I am pleased to once again raise our full year guidance as we continue to build long-term shareholder value through strong topline growth, a focus on delivering additional operating leverage and increasing cash flow generation.”

 

Second Quarter 2024 Financial Highlights

  • Revenue was €278.4 million, up 29% year-over-year demonstrating continued momentum in the business.
  • Betting Technology & Solutions revenues were €229.1 million, up 30% year-over-year, and Sports Content, Technology & Services revenues were €49.3 million, up 22% year-over-year.
  • Delivered strong revenue growth globally with Rest of World up 22% and the U.S. up 59%.
  • The current quarter generated a loss of (€1.5 million) compared to a de minimis profit for the same quarter last year.
  • Adjusted EBITDA[i] was €48.8 million, up 22% year-over-year.
  • Net cash generated from operating activities since the beginning of the year was €152.6 million, up 17% year-over-year.
  • The Company’s customer Net Retention Rate[ii] was 117%, demonstrating the strength in cross selling and upselling to clients, and increasing sequentially.
  • As of June 30, 2024, the Company had total liquidity of €542.2 million as compared to €483.7 million as of June 30, 2023, benefitting from strong cash flow generation in the first half of 2024.
  • During the quarter, the company repurchased approximately 588,000 shares, for a total amount of $6.2 million. As of August 9, 2024, the Company has repurchased approximately 748,000 shares with a total value of $8.0 million.
  • The Company further raised its full-year 2024 outlook and now expects to deliver 22% year-over-year growth in revenue and Adjusted EBITDA.

 

Key Financial and Operating Metrics

 

 Q2 Q2 Change   Change
in €’000 (unaudited) 2024 2023 €   %
Total Revenue 278.4 216.4 62.0   29%
Profit (loss) for the period from continuing operations (1.5) 0.0 (1.6)   n/a
Profit (loss) for the period from continuing operations as a percentage of revenue (0.6%) 0.0% -57 bps   n/a
 
Adjusted EBITDA 48.8 40.1 8.7   22%
Adjusted EBITDA Margin1 17.5% 18.5% -98 bps   n/a
Net Retention Rate 117% 120% -360 bps   n/a
 
Supplemental Revenue Analysis  
 
Revenue Grouping  
Betting Technology & Solutions 229.1 176.1 53.0   30%
Sports Content, Technology & Services 49.3 40.3 9.0   22%
278.4 216.4 62.0   29%
 
Revenue Grouping as % of Total Revenue  
Betting Technology & Solutions 82% 81%   1%
Sports Content, Technology & Services 18% 19%   -1%
 
Geographic  
Rest of World 217.8 178.4 39.4   22%
United States 60.6 38.0 22.6   59%
278.4 216.4 62.0   29%
Geographic as % of Total Revenue  
Rest of World 78% 82%  
United States 22% 18%  
 

Recent Business Highlights

 

Revenue

Total revenue for the current quarter was €278.4 million, up 29% year-over-year driven by growth across the portfolio, in particular Betting Technology & Solutions.

 

Betting Technology & Solutions

Betting Technology & Solutions revenues were €229.1 million, up 30% year-over-year primarily driven by:

  • Streaming & Betting Engagement, up €26.2 million or 41% year-over-year, and Live Data and Odds up €18.6 million or 27% year-over-year, with both benefitting from existing and new customer uptake of our products and premium pricing, as well as from the strong U.S. market growth.
  • Managed Betting Services, up €8.5 million or 21% year-over-year, primarily driven by strong growth in Managed Trading Services due to higher trading margins and increased betting activity from existing and new customers.
  • As a percentage of total company revenues, Betting Technology & Solutions represented 82% of total company revenue in the current quarter as compared to 81% in the prior year quarter.

Sports Content, Technology & Solutions

Sports Content, Technology & Solutions revenues were €49.3 million, an increase of 22% year-over-year primarily driven by:

  • Marketing and Media Services were €7.7 million, up 28% year-over-year, with strong growth in European and North America ad:s revenue as several sportsbooks launched marketing campaigns.
  • Sports Performance was broadly flat year-over-year.
  • As a percentage of total company revenues, Sports Content, Technology & Solutions represented 18% of total company revenue in the current quarter as compared to 19% in the prior year quarter.

 

Costs and Expenses

  • Purchased services and licenses were €72.6 million, up €22.0 million or 44% year-over-year. Of the total purchased services and licenses, €28.9 million was expensed sport rights. Excluding expensed sport rights, purchased services were €43.7 million, up €10.5 million or 32% year-over-year driven primarily by the Company’s investments in its product portfolio.
  • Personnel expenses were €89.1 million, up €4.7 million or 6% year-over-year and down approximately 700 bps as a percentage of revenue, as we continue to closely manage our resources and focus on delivering operating leverage.
  • Other Operating expenses were €22.6 million, up €1.6 million or 8%, down approximately 160 basis points as a percentage of revenue, as we further leveraged our existing infrastructure.
  • Total sport rights costs were €95.9 million, up €43.6 million or 83% year-over-year, driven by new rights, in particular our ATP and NBA partnership deals.

 

Share Repurchase Program

In March of this year the Board of Directors approved a $200 million share repurchase program and commenced purchases during the second quarter. As of August 9, 2024, the Company has repurchased approximately 748,000 shares under the plan for a total of $8.0 million.

 

Updated 2024 Annual Financial Outlook

Sportradar is further raising its fiscal 2024 outlook for revenue and Adjusted EBITDA as follows:

  • Revenue of €1,070 million compared with prior outlook of €1,060 million, up 22% year-over-year and representing a 1-percentage point improvement in our full year growth rate outlook.
  • Adjusted EBITDA of at least €204 million compared with prior outlook of €202 million, up 22% and representing a 1-percentage point improvement in our full year growth rate outlook.
  • Adjusted EBITDA margin of approximately 19%.

 

Conference Call and Webcast Information

Sportradar will host a conference call to discuss the second quarter 2024 results today, August 13, 2024, at 8:30 a.m. Eastern Time. Those wishing to participate via webcast should access the earnings call through Sportradar’s Investor Relations website. An archived webcast with the accompanying slides will be available at the Company’s Investor Relations website for one year after the conclusion of the live event.

[i] Non-IFRS measure. See the sections captioned “Non-IFRS Financial Measures and Operating Metric” and “IFRS to Non-IFRS reconciliations” for more details.

[ii] Non-IFRS Operating Metric. See the section captioned “Non-IFRS Financial Measures and Operating Metric” for more details.

The post SPORTRADAR REPORTS SECOND QUARTER 2024 FINANCIAL AND OPERATING RESULTS appeared first on European Gaming Industry News.

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The White Label Dilemma: Finding the Right Balance for Your iGaming Business

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27 minutes ago

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August 27, 2025

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It’s not just black and white label

Yoni Sidi, CEO at Wiztech, says white labels are all about striking the balance between pros and cons, but for some, it’s impossible to achieve and that’s why it’s important to consider other options.

 

For most operators, a white label solution seems to offer the best route to market. But is that actually the case?

I’ve been working in the industry for more than two decades now, and over that time, I’ve worked on both sides of the fence – so on the white label operator side and on the white label provider side. This gives me a deep understanding of the pros and cons of white label solutions, and this understanding ultimately led me to launch Wiztech. To answer your question more directly, white labels are always about striking the balance between the pros and cons they present – for some operators, a balance can be found, but for others, it can’t. Ultimately, it comes down to knowing what you want from your platform or technology stack, and whether a white label can meet those requirements with the budget and resources you have available to you.

 

So, what are the pros and cons of a white label platform?

There are plenty of upsides to white labels, and that’s why they’re used by so many operators. The main advantages are speed to market and cost effectiveness – you can literally go from first discussions to your online casino being live in a matter of weeks. The upfront fees are relatively small, and, in most cases, you pay a revenue share back to the platform provider. This can tighten margins a little, but it means you don’t have to have a large capital reserve to get going. Another benefit is that you can take on as much or as little of the operation as you like – for some, they will let the platform provider take care of the operational aspect while they focus solely on marketing and customer acquisition. Other upsides include licensing, with the white label partner securing and being responsible for the licences they hold.

Drawbacks. The biggest for me is the lack of differentiation you get with a white label. The many brands that run on the platform often look very much the same, just with different logos and branding. After a few months of operating your online casino, you’ll likely notice friction points that you’ll want to address, but the rigid nature of white-label platforms means it’s incredibly difficult to smooth out even the smallest of bumps in the road. It’s also incredibly difficult to roll out unique features and functionality as the development team is usually working through a backlog of requests – most of which are for the friction bumps that need ironing out. Factor in the frequent regulatory changes that happen, and the need for the development team to respond to them, and it’s easy to see how hard it can be to improve the experience being offered to players.

 

How can operators strike a balance between the pros and cons of white labels?

It comes down to understanding the capabilities of the platform provider and whether they offer customisation and localisation. If they don’t, the operator needs to determine if this is a price they’re willing to pay in exchange for the speed to market and cost effectiveness that white labels provide. Of course, some white label providers do offer support and are happy to help when it comes to developing and deploying bespoke features and functionality. But in my experience, most don’t have the capacity for this, even if they say they do. For me, the balance is found by accepting the limitations of white labels and working within the (often pretty rigid framework) they provide. There are plenty of examples of operators that have done this and have gone on to run very successful brands in highly competitive markets.

 

Is there an alternative to white labels?

The most obvious alternative is to develop a proprietary technology stack, but this approach comes with just as many, if not more, pitfalls. Building a platform from the ground up is incredibly expensive and tremendously risky, and this is why so few operators outside of the industry power players have been able to pull it off. And even those that do often encounter issues such as ongoing maintenance, tech debt, staffing and compliance. But there is a middle ground between white label and proprietary, and it can be found with smaller platform providers whose technologies offer the agility, flexibility and adaptability required for operators to launch highly customised, almost bespoke, online casinos and sportsbooks.

 

How does Wiztech fit into the platform mix, and how do you support your partners in achieving their goals in often highly competitive markets?

At Wiztech, we champion modular tech and the likes of AI and automation. By embracing these, we have been able to build powerful yet highly customisable casino and sportsbook solutions that are also fully compliant in tightly regulated markets. In our experience, being able to quickly respond to regulatory changes provides a competitive advantage to our customers. In Mexico, for example, our client Winpot has been able to deliver a unique player experience while always ensuring compliance. And this is against a backdrop where regulatory changes often come with very little notice. Our technology can adapt quickly while Winpot continues to capitalise on the growing demand for entertaining online casino products and experiences.

But just as important as our technology is our approach to our partners. This sees us undertake a comprehensive onboarding process where we spend a lot of time understanding the client’s “why” before we map out the “what” and the “how”. This has proved to be incredibly effective and ensures that our clients can get the most out of the flexibility of our platform and the high levels of customisation and personalisation it provides.

The post The White Label Dilemma: Finding the Right Balance for Your iGaming Business appeared first on Gaming and Gambling Industry in the Americas.

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From Track to Tech: SOFTSWISS Celebrates Barrichello’s First NASCAR Brasil Triumph

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1 hour ago

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August 27, 2025

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SOFTSWISS, a global tech provider with over 15 years of iGaming expertise, celebrates Rubens Barrichello’s victory in the first NASCAR Brasil Series title in his debut season. As the company’s Non‑Executive Director in Latin America, Barrichello exemplifies the champion’s mindset that underpins SOFTSWISS’ disciplined approach to product delivery in Brazil and worldwide.

The NASCAR Brasil Series crowns its champion over a full season under NASCAR-aligned regulations. The title was sealed at the Match Point finale at Velo Città in São Paulo, where the opening race set the decisive points. Barrichello’s calm, data-driven call at the critical moment mirrors SOFTSWISS’ practice: trust the plan, read the telemetry, execute cleanly. 

Rubens Barrichello, Non‑Executive Director in Latin America at SOFTSWISS, comments: “Everyone knows how much I love this competition and how fierce I am. My heart is in my mouth and I’m very happy.”

Ivan Montik, Founder of SOFTSWISS, adds: “This title is a powerful example of what passion, confidence and disciplined preparation deliver. The champion’s mindset that Rubens demonstrates – clarity of plan, trust in the team and precision under pressure – inspires everyone at SOFTSWISS. We will keep applying the same approach in Brazil first and across all markets, bringing measured execution and data-driven decision-making to every release and every client partnership.”

In May, SOFTSWISS marked the first anniversary of its collaboration with Barrichello. This success arrives as an energising milestone for teams and partners, reinforcing a working culture built on preparation, clarity of roles, measurable outcomes, and continuous improvement. Earlier this month, the SOFTSWISS Game Aggregator was named ‘Best Game Aggregator Platform’ at CGS Recife, adding local recognition to the company’s Brazil roadmap.

SOFTSWISS is fully certified in Brazil across its core products – Casino Platform, Game Aggregator, Sportsbook, and Jackpot Aggregator – enabling licensed operators to access a comprehensive, locally compliant stack with trusted support. The same track-to-tech discipline continues to drive responsible and sustainable growth.

About SOFTSWISS

SOFTSWISS is an international technology company with over 15 years of experience developing innovative solutions for the iGaming industry. SOFTSWISS provides certified software for managing iGaming projects. The company’s product portfolio includes the Casino Platform, the Game Aggregator with over 30,000 casino games, the Affilka affiliate platform, the Sportsbook Software and the Jackpot Aggregator. The expert team counts over 2,000 employees.

The post From Track to Tech: SOFTSWISS Celebrates Barrichello’s First NASCAR Brasil Triumph appeared first on European Gaming Industry News.

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Where B2B Marketing Stumbles

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7 hours ago

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August 27, 2025

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Marketing in B2B is like a midfielder in football: it’s supposed to cover the whole field and only occasionally push forward. Meanwhile, all the glory rightfully goes to the strikers, while our role is to reliably back the team.

Still, remove marketing from any business, and you’ll immediately recall Stewart Britt’s line about winking at a girl in the dark. Working without marketing today means being unarmed and invisible in the sea of offers and background noise that’s only getting harder to cut through.

Today, we’re celebrating Trueplay’s 7th anniversary — and as a small but meaningful gift, our marketing team would like to offer a bit of striptease and self-flagellation by offering fixes for some of the most common mistakes marketing teams make.

Clear your meeting calendar

Let’s start with a universal pain point for remote-era businesses: weeding through online meetings. Endless regular calls — with or without a clear purpose — fill up the day and ruthlessly devour your time.

Our conclusion: meet only when the issue cannot be solved in writing. Video calls are great for fast, efficient status updates, but become a protracted torture when the only reason is “just to have a call.”

We’re not denying the value of human connection — even through Google Meet — but add this to your calendar: meet only with purpose.

Work together — validate your ideas

Important decisions should always be made collectively, with all relevant perspectives taken into account. To execute any process — especially one that impacts the company’s success — you need a complementary team.

Only in fairytales or propaganda do people unanimously accept top-down decisions. In reality, any idea — especially a creative one — will have both supporters and critics. That’s why you need to build processes where important decisions are validated collectively.

If you’re launching a new website, building a key campaign, or preparing for a major expo — take the time to gather all the department heads around the (virtual) table, especially Sales. Run the idea by them and give them a heads-up about what’s coming.

One of the most common mistakes marketing teams make is leveraging their authority to impose changes: “This is how we’re doing things now.” But if the rest of the team doesn’t support your idea — at least tacitly — failure is almost guaranteed.

It reminds us of a brilliant example from Ichak Adizes, who once visited a shoe factory. Taking aside a factory worker, he discovered how employees responded to unpopular management decisions. They didn’t argue or complain — they simply packed mismatched shoe sizes into the same box and sent them to stores.

Just imagine: marketers, managers, and strategy consultants working around the clock to design company-wide strategies — and a few disengaged people silently undo it all by refusing to cooperate.

Leave time for execution

Marketers love ideas. But even the best concept can fall apart due to a lack of time, budget, or resources.

We’ve held pure gold in our hands — ideas that could’ve flown. But when it came to execution, we stalled. You never know where the problem will arise: a legal nuance, a burning deadline, or a system that simply isn’t ready.

So always build in time. Don’t rush. Remember that cycles repeat — if it didn’t work now, you can always return later with stronger preparation.

Test the product

Even if no one expects it from you — use your market knowledge to help improve the product. Talk to clients. Validate hypotheses early. Stay in touch with the market. Share your insights with the product team.

The worst service you can provide is silent acceptance. You’re not paid to promote anything blindly — you’re here to make products and services better.

Watch your costs

Prices always go up. Invoices from contractors, expo fees, event costs — they’ll all increase each year. That means you must constantly monitor the budget and plan for risks.

To stay ready for tough negotiations — research the market, look for alternatives, check out new vendors. A shark dies if it stops swimming.

Keep your eyes open

Marketing is a 24/7 job. You’re always learning — no matter the field. Every brilliant campaign, viral case, or breakthrough idea is your teacher.

Read the news. Follow innovation and creativity channels. Feed your brain with inspiration. Your superpower is insight, intuition, and ideas. And they can come from anywhere.

Remember your role

Marketing is the company’s radar. Its navigation system. Its sails. You’re always where it’s loud and messy. Your job is to make the company seen, to build the brand. It’s a serious responsibility.

And yes, product creators often get the credit — and that’s fair. But remember: you shape the packaging. And packaging makes things desirable.

That’s your work.
That’s your win.

The post Where B2B Marketing Stumbles appeared first on European Gaming Industry News.

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