James, this is GLI’s first time bringing in an outside investor since its founding in 1989. Can you tell us how you and co-founder Paul Magno arrived at this decision?
Paul and I started GLI 36 years ago with just the two of us. We’ve never taken a bank loan, never had outside investors, and we’ve always run the business conservatively, no stock options, no external shareholders, just us and our people.
What’s changed now is that we’ve reached a point where GLI is a truly global institution, 1,700 employees, operations on almost every continent, and we have a responsibility to make sure the company outlives its founders. This transaction with CVC allows us to institutionalise GLI for the long term. It’s about continuity, succession and growth.
We are selling a majority stake, but Paul and I remain significant shareholders. I will continue as President and CEO, and the day-to-day operations will feel no different for our employees, regulators or clients. If it does, then we’ve done something wrong.
How did you select CVC as your partner, and what do they bring to GLI?
We went through a 14-month process, starting with 52 potential partners and narrowing it down to one. CVC stood out because they’re one of the world’s largest and most respected private equity firms.
What they bring is the ability to help us grow in ways we couldn’t before. We’ve always been debt-free and risk-averse. If we wanted to make a $50-100m acquisition, that meant reaching into our own pockets. With CVC’s backing, we can pursue larger opportunities, inside and adjacent to gaming, while keeping our same principles.
CVC have offices around the world, in Hong Kong, Australia, London, so it’s like having a partner with boots on the ground wherever we need them. And just as importantly, they bring fresh perspective. When you’ve run a two-person board for 35 years, you can fall into an echo chamber. CVC brings experience, capital, and constructive challenge. But they’re not buying us to fix anything, we’re having record years. They’re investing because they believe in what we’ve built and want to help us scale globally.
You’ve emphasised that this move isn’t about you stepping away. But does it represent the start of a longer-term succession plan?
Absolutely. Any responsible leader has to think about succession. For years Paul and I haven’t flown on the same plane, that’s how seriously we take continuity. We’re responsible for 1,700 employees and their families, and for the regulators who depend on GLI’s stability.
At some point there will be a transition, I’ll eventually move into a Chairman role, but there’s no timetable. I’ll remain CEO for as long as I’m giving 110 per cent. When that changes, we’ll select the next leader together with CVC, and it will be someone from the gaming industry who understands this ecosystem. But make no mistake: I’m not retiring. You’ll still see me at every major show. My role is to ensure GLI continues to operate at the same high standard, regardless of who’s sitting in the CEO chair.
In practical terms, what will the CVC partnership allow GLI to do that it couldn’t before?
It gives us scale and flexibility. We can now fund strategic acquisitions or invest in emerging technologies, like cybersecurity, payments, or AI-driven testing, without burdening the company with debt. It also gives us access to global infrastructure and networks. CVC operates in more than 40 markets, so if we’re expanding in Asia-Pacific or Europe, we have immediate access to people and expertise there.
Most importantly, they give us the ability to grow without changing our DNA. CVC isn’t running the business, I am. Their role is to help us make a great company even stronger.
You’ve spoken about institutionalising GLI. What does that mean in practice?
It means GLI shouldn’t depend on James Maida or Paul Magno. Think of Home Depot or HSBC, most people don’t know who the CEO is, but they know the institution is solid. That’s where we’re heading.
We want every employee, from the person joining today to the regulator in another part of the world, to know that GLI will be here in 30 years. It’s about building systems, governance, and culture that guarantee continuity.
We are a critical part of the gaming ecosystem, we don’t just test games; we advise nearly every regulator on the planet. That role comes with a responsibility to be permanent, stable, and trusted.
How does this investment influence your plans for new markets, like Brazil?
Brazil is a great example. We’ve worked with Brazilian regulators for almost 15 years, preparing for this moment, and when the market finally opened, demand was enormous. To meet that, we added 270 new delivery personnel between August 2024 and May 2025, completing the expansion ahead of schedule. That brings us to around 1,700 people worldwide.
We’re now in a digestion phase, training the new hires and assessing demand for 2026. If we need another 100 or 200 people, we’ll do it. The goal is always the same: on time, on budget, highest quality. That’s non-negotiable.
You mention non-negotiables. What aspects of GLI’s culture are you determined to preserve through this transition?
First and foremost, our family-first culture. If your child has a football game at 4 p.m., you’re going to that game. We trust our people to make up the time because family comes first. That culture creates loyalty, if you’ve been at GLI five years, there’s a 90 per cent chance you’ll stay for 25.
Second, integrity. We never negotiate on compliance. We test to the regulation: no shortcuts, no looking the other way. That’s why regulators trust us.
Third, transparency. When we quote a price, that’s the price. We don’t come back later asking for more. And we deliver when we say we will. You’re only as good as your worst customer experience. We’ve kept that focus for 36 years, and it’s why we still lead the market today.
Finally, what do you see when you look 10 years ahead? What will GLI look like a decade from now?
GLI will continue to be the global standard-setter; writing, advising, and testing the technologies that shape the future of gaming. Ten years ago, 60 per cent of our work was land-based; today, more than half is digital. In another decade, we’ll be testing technologies the industry hasn’t even imagined yet; AI, crypto integration, new forms of interactive entertainment.
Our team will be larger, our reach broader, and our relationships with regulators even deeper. The constant will be trust. GLI will remain the institution this industry can depend on, no matter what the next wave of innovation brings.
The post Continuity, Succession and Growth appeared first on G3 Newswire.
James, this is GLI’s first time bringing in an outside investor since its founding in 1989. Can you tell us how you and co-founder Paul Magno arrived at this decision? Paul and I started GLI 36 years ago with just the two of us. We’ve never taken a bank loan, never had outside investors, and…
The post Continuity, Succession and Growth appeared first on G3 Newswire.