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Meanwhile, Tunisian gambling law rests on Decree-Law 74-20 of October 1974. The only lawful sports betting channel is the state company Promosport. Pari-mutuel horse race betting is managed by the Agence Tunisienne de Solidarité.

Parliament is now considering two competing approaches to online gambling. But neither has produced a licensing framework.

A private members’ bill, 2026/009, was put forward on 20 January by 23 deputies and referred to the General Legislation Committee on 29 January. It would amend the 1974 decree-law to prohibit all online gambling and require internet and payment providers to block it.

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For operators, the appeal of a title like this is straightforward. You get a recognizable theme, a medium-volatility math model and a multi-feature package that slots cleanly into a mixed lobby. For REEVO, each release like Thunder Walker broadens the content it can offer partners and reinforces its identity as a volume provider working within established formats.

REEVO positions Thunder Walker as a title built for broad appeal, combining an epic Greek mythology theme, Walking Wild mechanics, Jackpot and Collect features and medium volatility gameplay for players looking for both entertainment and balanced reward potential. Stripped of the marketing framing, that’s a clear statement of intent. This is a mainstream release designed to fit widely rather than to stand out sharply, and it fits neatly within the pattern of REEVO’s mythology-heavy output.

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But that isn’t the case according to Richards: “We are not signalling plans to re-enter B2C elsewhere; Africa is a distinct case: a high-growth, underpenetrated region where owning a local operator makes strategic sense in a way it may not elsewhere.”

There’s also a financial constraint, with Ahlberg noting that GiG has used its available cash and is raising additional capital to fund the 888Africa transaction, meaning he doesn’t expect the company to pursue further B2C acquisitions in the short term.

Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.