Mythical Treasure

About Mythical Treasure

Lula said he intends to discuss the matter with his team and analyse potential measures to consider the social impact of online betting.

What the president does not acknowledge is that the government relies on revenue from the sector. In just the first seven months of 2026, BRL8.747 billion generated by sports betting has already flowed into public coffers. The Federal Revenue Service estimates the total could reach BRL16 billion by the end of the year. In 2025, nearly BRL9 billion was collected from sportsbooks.

The burning question is where such funds will come from if Lula shuts down the betting industry. Yet, no one points out to him that players will simply migrate to the illegal market. Betting will continue to exist, but without formal tax revenue, oversight or player protections.

What is Mythical Treasure?

Kendrick sees a warning in the history of betting exchanges. In their early growth phase, there was sufficient retail liquidity for numerous market makers to profit. As that retail pool weakened, the sharper firms increasingly found themselves trading against one another.

His analogy is a poker table at which the weaker participants sustain the game. If those players disappear, the fourth-best professional at the table can suddenly become a loser because only the three strongest remain.

The US addressable market is vastly larger and customer recruitment remains strong. Marantelli says Kalshi increased its number of clients fivefold during the World Cup, while White Swan predicts that NFL prediction markets could generate between $5 billion and $7 billion of liability in a single week.

How to play Mythical Treasure

When Cubeia began their AI-journey, the objective was simple.

“When we started this journey, my only vision was: ‘Let’s not be writing code in August,’” Grenstad says.

Cubeia set out to remove coding as the constraint on software development, but in doing so, the company has discovered that coding was only one constraint in a much larger system. As the bottleneck moves, so do the demands on the organisation: towards domain knowledge, product thinking, quality, prioritisation and understanding what customers need.