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But he acknowledges the possibility that faster customer losses could eventually test the sustainability of the model.
“They lose quicker, dry up quicker, recruitment or re-recruitment,” he says. “If the recruitment of players dries up, then what are you going to do? Definitely there can be components like that.”
For now, the growth provides room for multiple market makers. Marantelli expects margins to “stay good during the growth period” before contracting as competition intensifies. The more complex RFQ and parlay markets may offer the best protection against that compression.
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Added Bender: Genius’ recent deals with Kalshi and Polymarket “have provided an incremental positive catalyst for [Legend founder] Mr Kisberg and team”.
“We think investors will be looking for signs that Genius can leverage Legend’s relationship to capture a larger share of the rapidly expanding sports betting and prediction market opportunity,” he aded in a note this week.
Genius founder and CEO Mark Locke this week touted Genius’ position as a provider of official data, settlement and integrity services to both traditional betting and predictions platforms.
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Instead, spreadsheets and business-intelligence dashboards each accounted for 30%, and CRM platforms followed at 24%. Only 15% used AI/automation tools in any capacity, and then only as secondary aids.
Large and demanding portfolios were highlighted as a key challenge, with 64% of managers overseeing 100 or more VIPs, while one in five managed more than 500.
The report highlighted the intense workload by estimating that a manager looking after 250 players would have roughly 100 seconds to commit to each player each day if their time was split equally. Data quality and fragmentation were also issues.
