Senior Strategy & Competitive Intelligence Researcher in London

Most strategy work in large gaming organisations lives in finance decks and consulting reports. It is slow, expensive, and disconnected from the user evidence the research function spends its life generating. This role exists to close that gap.

As Staff Strategy & Competitive Intelligence Researcher at Superbet, you are the person who connects what we know about users to what we decide about markets, competitors, and bets. You own the intelligence layer that sits above the existing research stack — taking the consumer signal from User Research, the behavioural signal from Quant Research, and the campaign‑level competitive signal from Market Intelligence, and turning it into a continuous, opinionated strategic view that the CEO, CPO, CMO, and Board can act on.

Concretely, this means: when leadership is debating whether to enter a new geography, you produce the TAM/SAM/SOM, the competitor heat map, the regulatory readiness assessment, and a clear recommendation — in three weeks, not three months. When a competitor announces a major product or M&A move, you have a synthesised interpretation in front of the executive team within 48 hours, not next quarter's strategy review. When a regulator in one of our 12+ markets signals a policy shift, you flag the commercial implication before our competitors have written their first memo on it.

You do not run agency studies or commission McKinsey decks to answer these questions. You operate an AI‑native intelligence system that does it continuously, at a fraction of the cost, and with stronger first‑party grounding than any external firm can offer. You are the in‑house equivalent of a QuantumBlack engagement — but always‑on, embedded, and aligned to Superbet's specific commercial reality.

You sit inside the Research function but spend a significant share of your time outside it: in commercial reviews, in regulator conversations, in board‑prep sessions, and in the rooms where strategic capital is allocated. Your job is not to produce a report. It is to change a decision.

What AI‑Native Means in Practice for This Role

• Strategy as a continuous system, not a quarterly artefact. You do not build strategy decks on demand. You operate a live competitive and market intelligence system that updates itself — pulling competitor product releases, financial filings, ad spend signals, regulator publications, and market data into a synthesised, AI‑summarised feed that you interpret and act on weekly.
• Market sizing as code, not as a one‑off Excel. Your TAM/SAM/SOM models are versioned, parameterised, and re‑runnable. When the gambling tax changes in Romania, when a competitor enters Brazil, when a regulator caps stakes in the Netherlands — the model updates and the implication is in front of leadership the same day. You build this infrastructure yourself; you do not wait for finance.
• LLMs as a synthesis layer over thousands of unstructured strategic signals. Competitor earnings transcripts, regulator consultation responses, industry analyst notes, press releases, executive LinkedIn activity, app store updates, sportsbook pricing data — all of this is now machine‑readable. You design the pipelines that surface what matters, validate the outputs critically, and feed the synthesised view into executive decisions.
• Synthetic stress‑testing before expensive bets. Before recommending a major strategic move, you run AI‑driven scenario simulations: how would this play out in three plausible regulatory futures, against two distinct competitor response patterns, across our five highest‑value markets? You use this to surface fragility in a strategy before it gets greenlit.
• Critical AI judgement as a core skill. You know exactly where AI‑generated strategic analysis fails: confirmation bias in prompt design, hallucinated market data, over‑confident competitor inferences from sparse signal, narrative compression that loses the decisive nuance. You build validation steps into every workflow and you can defend the methodology to a sceptical CFO.

What You Will Own

• Own Superbet's competitive intelligence function at the strategic level — distinct from and complementary to the campaign‑level competitive monitoring run by Market Intelligence. Your remit is competitor strategy, not competitor creative.
• Operate an AI‑augmented monitoring system covering Flutter, Entain, Kindred, Betsson, bet365, DraftKings, FanDuel, Tipico, and the regional challengers in each of Superbet's markets — tracking product roadmap signals, M&A activity, executive hires, regulatory positioning, capital deployment, and pricing strategy.
• Build and maintain competitor strategic profiles that go beyond "what they did" to "what it means and what we should do". Each profile is opinionated, decision‑oriented, and refreshed continuously.
• Produce a monthly Competitive Strategy Briefing for the CEO and executive team: synthesised, sharp, and ending with a clear set of recommended Superbet responses. Not a competitor log — a strategic interpretation.
• React fast to material competitor moves: within 48 hours of a significant announcement (M&A, market entry, major product launch, leadership change), you have a synthesised view in front of the executive team with a recommended Superbet position.

Market Sizing, Geographic Strategy & Expansion Cases

• Own Superbet's market sizing capability end‑to‑end: TAM, SAM, SOM models for every market we operate in or are evaluating, plus the methodology and data sources underpinning them.
• Build market‑sizing infrastructure as code — versioned, parameterised models in Python or equivalent that re‑run when inputs change, with clearly documented assumptions and sensitivity analysis built in.
• Lead the analytical work behind market‑entry, market‑deepening, and market‑exit decisions. You produce the case: market structure, demand pool, regulatory environment, competitive intensity, segment‑level economics, and an integrated recommendation.
• Maintain a live view of regulatory and commercial dynamics across all 12+ Superbet markets and the priority shortlist of next markets — what is the win condition in each, who is gaining or losing share, where is the underlying market growing or contracting, and what does that mean for our capital allocation.
• Partner with Strategic Finance and Commercial Strategy on enterprise‑level strategic questions — not as a downstream input, but as a peer who brings the consumer and competitive grounding their financial models alone cannot produce.

External Regulatory & Policy Intelligence

• Build and operate Superbet's regulatory and policy intelligence system: an always‑on view of legislative consultations, regulator publications, industry body positions, and political signal across every market we operate in.
• Translate regulatory developments into commercial implication: what is the revenue exposure if affordability checks become mandatory in the UK at a tighter threshold; what does the German stake limit consultation imply for our deposit modelling; what is the realistic timeline for Brazil to introduce a deposit cap and what is our hedged position.
• Represent Superbet in the right external rooms: industry body working groups (EGBA, IBIA, regional equivalents), regulator consultations, policy forums, and the conversations that shape the operating environment we will live in three years from now. You will not run public affairs alone — that remains with Legal and Public Affairs — but you will be the strategic intelligence partner those functions rely on.
• Build relationships with key external stakeholders: regulators, industry associations, policy researchers, and the small number of credible external analysts whose perspective is worth knowing. You are seen, externally, as a serious voice from Superbet.
• Feed regulatory and policy signal directly into the market sizing and competitive intelligence systems — they are not separate streams of work; they are inputs to the same strategic view.

Strategic Narrative & Executive Influence

• Own the strategic narrative that gets told inside Superbet about our markets, our competitors, and our position. Not the brand narrative — the strategic one. The one that shapes how the CEO answers the board's hardest questions and how the CPO defends a product investment.
• Produce executive‑grade deliverables calibrated for the audience: a three‑page strategic brief for the CEO, a quarterly Markets & Competitive Review for the Board, a working memo for the CPO ahead of a roadmap decision. Concise, opinionated, evidence‑grounded, and ending with a recommendation.
• Sit inside the most consequential strategic forums in Superbet: quarterly board prep, annual planning, market‑entry committees, M&A reviews. Your job is to ensure no major strategic decision is made without the right user, market, and competitive evidence in the room.
• Build internal coalitions for strategic positions. The strongest analysis does not win on its own — it wins when the right operators inside the business have been brought along and equipped to argue for it. You do this work deliberately.
• Mentor the broader Research and Marketing Intelligence functions on connecting their work.