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This was not necessarily on the horizon just six months ago, Grenstad says, but now he believes Cubeia should ultimately be able to “say yes” when customers arrive with products built using their own AI tools.

“We’ve realised we’re going to be part of it,” Grenstad says.

The increase in capacity is also changing how Cubeia organises its development team. The company is experimenting with a rapid-response team focused on smaller customer requests and incidents, alongside another team working on larger projects and the longer-term roadmap.

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But Klebanow argues that pachinko engages only one specific demographic of Japan’s spciety. Despite the industry’s scale, the format appeals primarily to young men.

Its noisy and crowded parlours, he notes, do little to attract Japan’s critical demographic of women aged 40 and over. They “do not find pachi facilities comfortable or appealing”.

Given that women account for nearly 60% of gaming customers in the US, Klebanow argues that Japan’s IRs should instead offer environments where this demographic feels “safe and comfortable”. The key lesson from pachinko, he concludes, is therefore “not to create gaming environments that mimic them”.

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For Birkin, the share-price decline has gone well beyond the deterioration in earnings expectations. Fantini sees the industry’s great growth phase as largely behind it. Beynon’s focus is on what the market can see today: earnings and cash flow, rather than promises of future sportsbook growth. And for Robinson, the weakness is no longer simply a matter of valuation. It is increasingly showing up in the fundamentals themselves.

Nobody is predicting the end of gambling. The market is still growing. Good operators are still making money. New products are emerging.

But what has changed is what shareholders want those companies to prove – and the price they are willing to pay for that proof.