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During his time in the role he also acted a member of an EU-formed group for gaming experts. Overall Rodano has spent 20 years in the sector.

Speaking during an interview on his appointment published via Allwyn’s Linkedin page, he said he had worked on player protection “from every angle”.

Rodano’s appointment reflects Allwyn’s commitment to enhancing responsible gaming as an integral part of its growth strategy, the company said in a statement announcing the move.

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“With the combination of Lottomatica and Cirsa, two extremely successful companies, we create the undisputed leader in Italy and Spain, among the best gaming markets globally, complemented by leadership positions in other very high growth geographies,” he said.

Cirsa CEO Antonio Hostench added: “I am delighted to embark on this exciting journey together. The combination of Cirsa and Lottomatica creates a world-class diversified gaming leader with leading positions across its core markets and significant opportunities to accelerate profitable growth.”

Lottomatica will absorb Cirsa though an EU cross-border statutory merger, with Lottomatica continuing as the surviving entity.

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Speaking of which, in Holland the casinos must have two databases, one for online players, one for land-based, and keep them very separate – except for when it comes to responsible gambling (RG). A casino can’t use its online offering to promote the land-based side to players, and vice-versa – but the data can all be used together to make sure customers are safe from harm whenever they play with the same operator, online or otherwise.

Being a state-owned monopoly is beneficial for RG purposes. You don’t have an employer or shareholders expecting a positive quarterly earnings report four times a year, and as long as the business is self-supporting it can continue to make the best choices for player health and relationships. As Petra defines it: “It’s about a healthy long-term relationship.”

Holland Casino has a responsible gambling board, which includes scientists, experts with lived experience and their own RG executives. They meet with the board every few months to talk over current processes, and the board challenges the operator’s ideas and implementations, pushing them to do better.