About this app
About The Dog House No Dog Left Behind
SmartSoft CEO Guram Gotsadze said the company’s decision to join the AiA reflected its growing focus on the continent and its commitment to supporting the development of regulated and sustainable gaming markets.
“Africa is an important and growing part of SmartSoft’s international strategy, and joining the African iGaming Alliance represents an important step in strengthening our long-term commitment to the continent,” he commented.
Peter Kesitilwe, CEO of the AiA, added: “SmartSoft already has significant exposure to African markets, and we look forward to working with their team on issues ranging from B2B licensing and market access to responsible gaming, channelisation and sustainable regulation.”
What is The Dog House No Dog Left Behind?
Over the course of the campaign’s lifetime, various sectors and subsectors of the industry have been highlighted and the sheer diversity of talent has shone through, year after year. We have had the pleasure of delving into the careers and aspirations of our previous winners, and learned a lot about the make up of the sector along the way.
From recruitment to regulation, cybersecurity, tribal gaming, affiliates, gambling law, C-suite leaders and everything else in between, the campaign has shown that where roles, companies and backgrounds differ, many of the women we have honoured share a united drive to improve diversity within the sector.
This year sees the return of the majority of our judging panel for either the first, second or third consecutive year! Their confidence in the campaign, and how it’s run is a real testament to Most Influential Women, and how highly it is regarded across the sector, particularly as these types of lists and rankings gain popularity across industry media.
How to play The Dog House No Dog Left Behind
While VIP managers welcomed AI for prioritising their workload, the report suggested they remained cautious about delegating a final judgment to opaque automated systems.
The report’s authors noted that VIP managers “are not asking to be replaced” but desire tools that assist by triaging and pointing out priority players, while humans maintain relationship control and make final decisions.
Respondents identified several priorities for improving VIP operations. These included an integrated system combining player data, communication history and task management.
