The International Association of Gaming Regulators (IAGR) has released a wide‑ranging interview with its newly appointed Chief Executive Officer, Kevin Mullally, in which he outlines his priorities for strengthening regulatory cooperation as gambling markets become increasingly interconnected. Mullally, who stepped into the CEO role earlier this year, emphasised the importance of deepening member engagement, fostering shared learning, and addressing cross‑border risks that transcend traditional regulatory boundaries.
Leadership Shift: Why IAGR Created a CEO Role
In his first public Q&A since taking the helm, Mullally explained that the decision to create a permanent CEO position responds to the organisation’s growth and evolving global mandate.
He described the role as a means to strengthen execution of the Board’s strategic vision, deepen engagement with regulators worldwide and enhance coordination across IAGR’s expanding programme of work. Importantly, he stressed that governance and independence will remain member‑led, with strategic direction still set by the Board of Trustees.
Prioritising Member‑Led Collaboration
Mullally says his first task is to listen to members, a theme he returned to throughout the interview, noting that effective collaboration depends on understanding the diverse regulatory environments and priorities across jurisdictions. By emphasising listening as a foundational goal, he framed success as regulators feeling heard, supported and meaningfully connected to peers.
He outlined practical ways this could translate into value for members:
- Stronger and more active collaboration forums, including working groups that produce actionable insight on regulatory challenges.
- Expanded programming, such as webinars and interactive sessions that address real‑time issues regulators face.
- Structured, ongoing exchange opportunities beyond annual events to facilitate sustained dialogue.
Enhancing Global Dialogue on Emerging Challenges
Mullally also identified several areas where international cooperation is especially critical, noting that many risks faced by modern gambling regulators are cross‑border in nature. He cited:
- Illegal and unlicensed gambling, where offshore operators can quickly reach consumers beyond the reach of any single regulator.
- Financial crime and money‑laundering risks, which can involve complex, multi‑jurisdictional payment structures.
- Integrity threats, such as match‑fixing and betting manipulation in sports and event wagering markets.
- Rapid technological change, including artificial intelligence, evolving platform models and data‑driven supervision demands.
Mullally stressed that addressing shared challenges is where IAGR can have the most impact. He stated that
This is where IAGR can make a meaningful difference. By providing a structured, trusted environment for dialogue, we help regulators learn from one another and build more informed, resilient regulatory frameworks. Ultimately, international cooperation makes the greatest difference when it is practical, informed, and ongoing. IAGR’s role is to ensure that regulators have the relationships, insight, and platform necessary to respond confidently in a connected world.
What Success Looks Like Under Mullally’s Leadership
The CEO described his vision of success not merely in terms of organisational growth, but in tangible value delivered to members. That includes enhanced connectivity among regulators, richer professional development offerings, more research and data‑driven insights, and a stronger, clearer global regulatory voice across industry and public policy conversations.
Strategic Implications for Global Regulation
Industry observers note that Mullally’s appointment and this early articulation of priorities come at a time of rapid evolution in global gaming markets, with regulators facing pressures tied to online expansion, digital products, prediction markets, and cross‑jurisdictional integrity risks. Strengthening international cooperation and structured, ongoing engagement is a clear target as regulators grapple with these systemic shifts.
By formalising leadership through the CEO role and focusing on practical collaboration and knowledge sharing, the association is positioning itself to support regulators in navigating complex regulatory, technological and enforcement environments, a shift underscored in Mullally’s interview.