Harper Ko, IAGA: “The global gaming industry stands at a critical inflexion point”

In this exclusive interview with Focus Gaming News, IAGA President Harper Ko discusses the association’s global role, industry challenges, and priorities.

Exclusive interview.- Since its founding in 1980, the International Association of Gaming Advisors (IAGA) has evolved from a US-based legal network into a global forum connecting regulators, operators, suppliers, and advisors. Today, it plays a pivotal role in shaping dialogue on responsible gaming, regulatory clarity, and industry collaboration.

To gain deeper insights into IAGA’s mission, achievements, and priorities for the future, Focus Gaming News spoke to Harper Ko, IAGA president, who shared perspectives on the organisation’s evolution, the challenges of illegal markets, and the opportunities presented by innovation and global cooperation.

How would you describe IAGA’s core mission and its evolution since its founding in 1980?

IAGA began in 1980 as a US-based lawyers’ association, the National Association of Gaming Attorneys, founded by the industry’s leading legal minds: A.J. “Bud” Hicks, Lyle Rivera, Shannon Bybee, Robert Faiss, Frank Fahrenkopf, and Mike Sloan. Their goal was to unite gaming industry attorneys, foster cross-border collaboration, protect member interests, and advance education in the field of gaming law.  

At the time, gaming in the US was limited to casinos in Nevada and New Jersey, with a handful of states operating lotteries. By the mid-1980s, IAGA became global, and, with the expansion of gaming in the US and the world both geographically and in scope— online gaming, sports betting, and traditional casinos, IAGA evolved to meet this expansion to include a wider advisory role across legal, regulatory, financial, operational, and academic experts. 

Today, as the International Association of Gaming Advisors, we serve a global membership that includes regulators, operators, suppliers, and advisors. Our mission—”to connect expert advisors through shared experiences and education to influence the advancement of global gaming”—reflects our commitment to thought leadership, professional development, and meaningful dialogue across all sectors of the industry. While our reach has grown, our core purpose remains rooted in the values of collaboration, integrity, and excellence that defined our founding.

Looking back at the year so far, how would you assess the progress and achievements of IAGA? 

IAGA’s continued leadership in the global gaming industry is driven by the dedication of our members, officers, and executive director, Kirsten Clark. For over four decades, we’ve remained a trusted forum for collaboration, education, and strategic insight.

This year, our membership has grown to reflect the dynamic evolution of the industry. In addition to traditional operators, suppliers, attorneys, and regulators, we now welcome sports betting and online operators, technology providers, advisory firms, sports governing bodies, and regional trade associations. This diversity strengthens our ability to address emerging challenges and opportunities with real-time, expert-driven perspectives.

Our Annual Summit in Berlin was a clear highlight, drawing nearly 300 attendees from jurisdictions around the world. The program featured substantive discussions led by industry leaders and offered meaningful opportunities for networking and cross-sector engagement.

We also launched the Sports Wagering Integrity Coalition, convening regulators and sports organisations—including the NCAA, FIFA, ITIA, World Rugby, UEFA, and the International Olympic Committee—for a focused dialogue on match integrity and regulatory coordination. This initiative reflects our commitment to advancing responsible gaming practices and fostering global cooperation.

As we look ahead, my presidency will focus on expanding these efforts: deepening the Coalition’s impact, broadening our membership to reflect the full spectrum of global stakeholders, and continuing to deliver timely, relevant insights that support IAGA’s mission to connect expert advisors and influence the advancement of gaming worldwide.

What are the most pressing challenges currently facing the global gaming industry, in your view?

The global gaming industry stands at a critical inflexion point, driven by rapid innovation and increasingly complex regulatory and operational challenges. As president of IAGA, a global trade organisation whose membership spans regulators, operators, vendors, suppliers, sports governing bodies and professional advisors, I see two pressing issues that require coordinated, cross-sector attention.

1. The Rise and Risk of Illegal Markets Globally

Unregulated and black-market gaming operations continue to erode industry integrity. Operating outside the bounds of gaming regulatory oversight, including consumer protection, AML compliance, and responsible gaming standards, these entities pose serious risks to players and legitimate businesses alike. They siphon revenue from licensed operators, deprive governments of tax income, and expose consumers to fraud and criminal activity. For suppliers and vendors, this creates unfair competition and reputational exposure. For legal and accounting advisors, it complicates already complex multi-jurisdictional compliance landscapes and increases enforcement risk. Regulators face the dual burden of enforcement and education, often with limited jurisdictional reach across borders. Addressing this issue demands cross-border collaboration, stronger enforcement mechanisms, and public education campaigns that reinforce the value of licensed, regulated gaming environments.

2. Regulatory Ambiguity in Emerging US Segments – Prediction Markets, Sweepstakes, and Lottery Expansion

In the US, several fast-evolving segments—such as prediction markets, online sweepstakes platforms, lottery couriers, and other quasi-gaming models—are testing the boundaries of traditional regulation. These platforms blur the lines between entertainment, financial speculation, and promotional engagement, raising complex questions around classification, oversight, and consumer protection.

Operators, vendors, and advisors must navigate these evolving frameworks with limited precedent, balancing innovation with compliance. Meanwhile, traditional licensees face competitive pressure from new entrants that may not be subject to the same significant overhead and infrastructure to support their traditional regulatory obligations, including those related to consumer protection, AML compliance, and responsible gaming, jurisdictional licensing, and product approval.

IAGA continues to advocate for thoughtful dialogue and proactive policy development to ensure innovation is matched by integrity. Our commitment is to convene regulators, industry leaders, and subject-matter experts to foster transparency, consistency, and a level playing field across all segments.

These challenges are interconnected and global. But with coordinated leadership, a shared commitment to responsible growth, and the strength of IAGA’s diverse membership, we are well-positioned to help the industry navigate this pivotal moment and continue to thrive.

Having led legal teams through major industry transitions, such as the digital expansion at Penn Entertainment and the transformation of Everi Holdings, what are the biggest legal and compliance challenges facing omnichannel gaming companies today?

As gaming continues to evolve across land-based venues, mobile platforms, online environments, and emerging technologies, omnichannel operators face a growing challenge: navigating a fragmented and often inconsistent legal and regulatory landscape. These frameworks vary not only by jurisdiction but also by delivery channel, creating complexity for every stakeholder in the ecosystem.

Multinational operators must reconcile differing standards for responsible gaming, AML compliance, advertising, data privacy and technical requirements. Vendors and suppliers are tasked with tailoring solutions to meet jurisdiction-specific specifications, while legal and accounting advisors must interpret overlapping and sometimes conflicting regulatory obligations. Regulators, too, are challenged to keep pace with innovation while maintaining oversight that is both effective and adaptable.

This fragmentation can stifle innovation, drive up operational costs, and increase risk exposure, even for well-resourced organisations. The challenge is not solely regulatory; it’s strategic. Success in an omnichannel environment requires a legal infrastructure that is agile, scalable, and responsive to both local nuances and global trends.

As a global association of regulators, operators, suppliers, and advisors, IAGA continues to advocate for greater harmonisation of core standards and the development of mutual recognition frameworks. These efforts must preserve local sovereignty while promoting consistency, predictability, and consumer protection across markets and modalities.

In an industry defined by convergence, legal and regulatory clarity is no longer optional—it’s foundational. IAGA’s strength lies in its ability to convene diverse perspectives, foster informed dialogue, and help shape the frameworks that will support sustainable growth across the global gaming landscape.

What role do you see artificial intelligence playing in the future of gaming operations and regulation?

Artificial intelligence is rapidly emerging as a foundational pillar in the evolution of gaming operations and regulatory oversight. Its influence spans every layer of the enterprise—from back-office efficiencies to front-line engagement, and from compliance automation to predictive risk management.

AI is already reshaping core business functions across the gaming industry:

• Human Resources: AI-driven platforms streamline recruitment through automated resume screening, bias mitigation, and predictive performance modelling. In a high-turnover industry, AI also supports retention strategies by analysing employee sentiment and flagging early signs of disengagement.
• Customer Service: Natural language processing and machine learning are transforming player support. AI-powered chatbots and virtual agents offer 24/7 assistance, resolve common issues instantly, and escalate complex cases with contextual awareness—enhancing both efficiency and player satisfaction.
• Marketing and Personalisation: AI enables hyper-targeted campaigns by analysing player behaviour, preferences, and spending patterns. This allows operators to deliver tailored promotions while maintaining responsible gaming safeguards.
• Regulatory and Compliance Impact
• AML:   

A. Behavioural Pattern Recognition: Machine learning models analyse transactional data across jurisdictions and platforms, identifying potential suspicious behaviours. 

B. Real-Time Alerts: Anomalies such as unusual deposit behaviour or rapid fund movement are flagged instantly, enabling proactive intervention.

C. Risk Scoring and Prioritisation: AI assigns contextual risk scores, allowing teams to focus on high-risk cases and reduce investigative fatigue.

D. Enhanced KYC and CDD: Continuous monitoring ensures customer profiles remain current and relevant, adapting to behavioural shifts and external risk indicators.

• Fraud Detection:  

A. Multichannel Surveillance: AI integrates data from land-based, online, and mobile channels to detect coordinated fraud schemes.

B. Device and Network Intelligence: Device fingerprints, IP addresses, and behavioural biometrics help identify suspicious access patterns or synthetic identities.

C. Adaptive Learning: AI models evolve with emerging threats, reducing lag time between detection and response.

D. Chargeback and Payment Risk Mitigation: Predictive analytics flag transactions likely to result in disputes or chargebacks, helping operators manage financial exposure.

• Responsible Gaming: 

A. Early Risk Detection: AI analyses gameplay, frequency, bet escalation, and session time to identify signs of problematic behaviour—often before the player self-reports.

B. Tailored Interventions: Customised messages, cooling-off suggestions, or deposit limit adjustments are triggered based on individual risk profiles.

C. Sentiment and Language Analysis: AI monitors chat and customer support transcripts for signs of distress or compulsive behaviour, prompting human outreach.

D. Regulatory Reporting and Transparency: Automated reporting ensures timely and accurate submissions and provides regulators with actionable insights.

In short, AI is not just a tool—it’s a strategic enabler. AI offers the potential for shared platforms between operators and regulators, facilitating real-time data exchange, standardised reporting, and collaborative oversight. This could pave the way for more agile, tech-enabled regulatory frameworks. For omnichannel gaming companies, the challenge is clear:  to harness AI’s potential responsibly.  Innovation must align with regulatory integrity, data privacy mandates, and player protection principles. As the industry converges across platforms and geographies, AI will be instrumental in shaping a future that is not only smarter—but safer, fairer, and more sustainable. 

“Innovation must align with regulatory integrity, data privacy mandates, and player protection principles.”

Harper Ko, president of the International Association of Gaming Advisors (IAGA).

In your view, what is the right balance between robust regulation and the promotion of responsible gambling, particularly when it comes to effectively combating illegal gambling markets? How can regulators and the industry work together to ensure that consumer protection does not inadvertently drive players towards unregulated operators?

For IAGA’s global membership—which spans operators, suppliers, and regulators—the challenge of balancing robust regulation with the promotion of responsible gambling is not a theoretical exercise; it’s a shared responsibility that directly impacts consumer trust, market integrity, and long-term sustainability.

First, unregulated gambling markets thrive when legal frameworks become overly restrictive, fragmented, or slow to adapt. Operators face competitive disadvantages, suppliers struggle with inconsistent technical standards, and regulators risk losing visibility into player behaviour.

To counter this, the industry is already working together to ensure that regulated offerings are not only compliant but also accessible, engaging, and trusted. Operators are embedding responsible gambling tools into the player experience. Making them intuitive, personalised, and proactive rather than punitive. Suppliers are designing technology that supports compliance across jurisdictions while enabling innovation and player protection. Regulators are streamlining licensing processes, embracing data-driven oversight, and creating pathways for responsible innovation.  This collaborative approach ensures that consumer protection is not a barrier to engagement—but a cornerstone of it.

Second, responsible gambling should be viewed not merely as a compliance obligation, but as a strategic advantage. When all stakeholders align around this principle, the result is a safer, more resilient ecosystem. Joint education initiatives can help consumers understand the risks of illegal gambling and the protections available in regulated environments. Cross-sector data sharing—with appropriate data privacy safeguards—can enable early detection of risky behaviour and support more effective interventions.

With its diverse and global membership, IAGA is uniquely positioned to facilitate dialogue and alignment across stakeholder groups. Our forums, summits and working groups provide a neutral space for collaboration, knowledge exchange and policy innovation.  

Ultimately, the goal is to create a regulatory environment that protects consumers without pushing them toward unregulated alternatives. Achieving that balance requires transparency, innovation, and a commitment to shared success. When operators, suppliers, advisors and regulators work in concert, we don’t just mitigate risk—we elevate the global standard for what responsible gaming can be.

“With its diverse and global membership, IAGA is uniquely positioned to facilitate dialogue and alignment across stakeholder groups.”

Harper Ko, president of the International Association of Gaming Advisors (IAGA).

What are your priorities for IAGA over the coming months? 

Since its founding in 1980, IAGA has been grounded by our purpose statement of “connecting expert advisors through shared experiences and education to influence the advancement of global gaming”, and our focus this year includes several strategic priorities that I believe are critical to accomplishing our purpose: 

• Continuing to advance industry thought leadership in sports betting & mobile gaming, including through our Sports Wagering Integrity Coalition

• Deepening engagement with global regulatory organisations

• Enhancing member engagement & professional development

• Strengthening long-term financial sustainability

Member engagement will be essential to advancing these priorities, and I have encouraged our members to contribute their expertise to expand the breadth of IAGA as an industry resource through increased webinars and submissions to our Expert Insights online library, as well as through developing programs through our Global Diversity Committee, such as mentorship to the next generation of IAGA leaders in which we plan to promote diversity of thought, experience, geography and experience.