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In response to the penalties, Dabble Sports has agreed to a two-year court-enforceable undertaking. It has obliged the company to commission an independent review of its compliance systems. Dabble must develop a board-approved plan to implement these changes with appropriate resources.
An ACMA spokesperson reiterated: “BetStop is an important consumer protection measure, but it only works if wagering companies follow the rules.”
As of January 2027, BetStop will be further promoted as part of a reform package to gambling laws in Australia. Following a statutory review, the government committed to improving system usability and boosting promotional efforts. It is also committed to funding ACMA marketing to support BetStop and recovering operational costs from industry participants.
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Unfortunately, because of that attorney-client privilege, it is difficult to know what types of ethical dilemmas Hasselback is facing. However, it’s likely just the mere hint at issues will be enough for IPI to find itself, once again, being more closely scrutinized. Where that leads is anyone’s guess, given gaming regulators’ reluctance to hold the company accountable for its actions.
IPI now has until this Friday to find a new lawyer to carry the six-case workload Hasselback had, but will most likely use this as an excuse to delay the ongoing legal battles. It won’t get very far with that, though, and perhaps Judge Kennedy expected IPI to try something. She added in her ruling that the attorney’s exit “may cause some delay, [but] that delay is not so much so that it would cause significant prejudice or adversely and materially affect the plaintiff.”
This particular lawsuit involving Fox Financial, one of a growing list IPI is battling, centers on an arrangement the company made with a third party, Forson Holdings. That entity had leased property from Fox in 2016, but fell behind. IPI had signed as a guarantor of that lease agreement and, as such, was responsible for covering Forson in the event payments weren’t made. However, it decided it didn’t need to follow the terms of the contract.
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However, 38% expressed concern that adopting AI might reduce the personal, human touch in VIP management.
Within the survey, none of the respondents selected AI or automation as their primary tool for managing VIP portfolios.
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.
