
Super Group posted Q3 group revenue of $611 million (up 10%) with UK growth of 13% despite remote gaming duty rising to 40%. Menashe sees consolidation upside from exiting smaller operators but warns of black market expansion. Africa supplied 43% of revenue, up 17% to $262 million.
SCCG Take — Lean operators gain share when tax changes eliminate less efficient competitors. Super Group’s bolt-on M&A discipline and Africa focus illustrate measured capital deployment amid regulatory pressure.
Super Group delivered third-quarter group revenue of $611 million, a 10% rise year-on-year, according to reporting by iGaming Business. UK revenue through its Betway and Spin brands grew 13%. Adjusted EBITDA reached $165 million, up 8%, producing net profit of $142 million.
Neal Menashe, Super Group CEO, said the company is weathering UK tax changes thanks to an efficient operating structure. Remote gaming duty nearly doubled from 21% to 40% from 1 April this year. Machine games duty rose from 20% to 25%. These increases have prompted smaller operators to exit and larger ones to pursue shop closures and job cuts.
Menashe stated the group runs a super lean machine after consolidating UK businesses, mitigating some of the tax impact. He added that with smaller operators gone the company can start mopping up lost revenue. Menashe warned that excessive taxation risks driving activity to the black market, where no revenue is collected and responsible gaming protections are absent. He urged finding a happy medium on tax burdens.
Africa generated 43% of Super Group’s Q3 revenue. The region’s contribution rose almost 17% to $262 million, led by iGaming revenue up 21.3% to $205 million. The company holds licences in eight African countries, expects to launch in Namibia next year, has applied for authorisation in Kenya, and secured sports betting and casino licences in Rwanda.
Menashe described the African sportsbook as radically different from international operations. Around 70% of betting activity consists of parlays with an average of 13 or 14 legs. This structure creates margin volatility but supports long-term customer retention. With cash and equivalents of $602 million at quarter-end, Menashe emphasised a conservative M&A stance, avoiding overpriced assets or those carrying substantial debt. Deals must add value and bolt on to current operations.
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