For someone with so much experience in politics, Grainne Hurst is surprisingly unequivocal about one thing: “I quickly realised I didn’t want to become a Member of Parliament (MP).” Despite beginning her professional working life in said UK Parliament, and going on to amass an established political career, the path Hurst chose has led her to a very different position today: the CEO’s seat at the Betting & Gaming Council (BGC). While the trade body’s office sits right next to the Houses of Parliament, and politics will always play a crucial part in gambling regulation, the last 12 years of Hurst’s career have seen far more company Town Halls than Prime Minister’s Questions. Hurst’s journey had taken her from the likes of Asda to Entain, until September 2024, when she officially became CEO of the BGC. Several months in, Gambling Insider stops by her Westminster office to find out how it’s going.
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“I started in Parliament as an intern for the wonderfully outspoken Philip Davies (now Sir Philip Davies) who was the MP for Shipley in West Yorkshire until the 2024 UK General Election, when he lost his seat,” Hurst reflects. “But I kept going for jobs in and around Parliament and not getting any; they said you don’t have enough experience, but I couldn’t get a job to get the experience! So I ended up taking an internship. I did that for a couple of months and then was in a position to take a researcher role. When that came up, it was a real eye-opener to both the parliamentary process, but also broader communications and political life.”
Davies was an “interesting” MP to work for, as he never wanted to be promoted. It was always “very obvious” that he wanted to remain on the backbenches and stand up for his constituents, speaking more freely than a frontline politician ever could. This led to some interesting “debates and interventions.” During this time, Hurst managed to win the Researcher of the Year award – but it was then that the realisation struck that she had no intention of becoming an MP. Instead, pursuing a public affairs route, Hurst joined an agency called Luther Pendragon in April 2012 and juggled “10 to 12 different clients.” Another realisation followed, however, in that Hurst discovered she didn’t necessarily like being a “generalist.” As such, she started searching for in-house roles that focused on a single industry or business.
ASDA, ESTHER MCVEY AND JOINING LADBROKES
Hurst was successful in this pinpointed job hunt, managing to join supermarket chain Asda as its Senior Public Affairs Manager. At the time, Asda was owned by US retail giant Walmart, which had an office in Leeds. Asda boasted an “amazing culture,” with a “real focus on its people and customer base.” She adds: “I remember most of our meetings started or ended with the Asda chant, which had actions and everything to go with it!” It was also a time when Aldi and Lidl were growing as challenger brands (see Peter Jackson’s CEO Special interview for more on this concept). But perhaps just as crucially for Hurst, here was where she was first introduced to crisis communications – as she worked through the UK’s infamous horse meat crisis. Indeed, in 2013, international headlines were made as it was discovered that beef products sold in the European Union actually contained meat from horses. A “rather unpleasant subject matter” ended up giving Hurst a “real insight” into how to deal with an evolving crisis at speed. Several different stakeholders wanted to be updated every half an hour and Hurst took a liking to the “thrill and adrenaline” of working under pressure on a challenging subject.
In July 2014, this professional form of thrill-seeking, if you will, took Hurst back to her political roots. She was approached by Esther McVey to become her Special Adviser, when McVey was given the Employment Minister brief in 2014. It was “too good of an opportunity to pass up” and Hurst duly joined the Department for Work and Pensions in the run-up to the 2015 General Election. The role brought Hurst exactly what she had sought – a challenge, with McVey trying to hold on to a marginal seat in Wirral West. When the election was called, Hurst went to live in Wirral West for six weeks, working tirelessly on McVey’s campaign. “We were out door-knocking and canvassing from 7am until 7pm every day. It was really a grassroots mobilisation style of comms, completely different from what I’d ever done before.”
Hurst quickly learned that grassroots election campaigning was an even greater challenge than she’d anticipated – and admits it “wasn’t local constituency campaigning at its finest.” “It was pretty brutal,” Hurst recalls, “and, unfortunately, Esther lost her seat by 417 votes – which is a number etched into my memory!” As Special Advisers are tied to their Ministers, McVey’s defeat “very publicly” meant Hurst no longer had a job. Finally, here was when the gambling industry made its first real appearance in Hurst’s life – and hardly the last. “I knew somebody who was leaving Ladbrokes, so he approached me and asked if I would be interested in the lobbying comms role for the operator.” Hurst had an interview, it went well and, in “various guises,” working at Ladbrokes formed the next 10 years of her career.
THE LADBROKES CORAL MERGER
Hurst began working at Ladbrokes’ Rayners Lane office in North London (where she once shared a floor with this very Editor) and then “survived” the Ladbrokes Coral merger – which we think is a great word to describe that particular episode in Ladbrokes history. Gambling Insider has written extensively about that merger, not only how it impacted the wider market but how things unfolded within the Ladbrokes Coral offices, which saw many teams move from Rayners Lane to Stratford. Hurst’s experience is very personal, given the potential merger was announced on her first day with Ladbrokes...
“It was an interesting time and a real shock to the system,” Hurst remarks. “The Ladbrokes and Coral cultures were very different; the former was not overly corporate, I would say, while the latter was very corporate – and there was quite a divide. It was a case of ‘were you team red or team blue?’ There wasn’t much of a merging initially and there was a kind of ‘us versus them,’ which can happen with any merger. But it was a clash of cultures, which took a while to work through and understand. I think internally at the time, because these were two very similar brands with big high-street presences – now it makes sense with hindsight – but at the time it was a relatively difficult sell.”
Having survived, in her own words, Hurst lived through the Kenny Alexander-led GVC acquisition of Ladbrokes Coral, before then leading GVC’s rebrand to Entain in 2019. Her communications remit increased with time, going from handling the firm’s UK lobbying at first to looking after public and regulatory affairs for UK, Europe and the rest of the world at Entain. “It felt like the only constant was change. I think I worked for six or seven CEOs in 10 years, a countless number of Gambling Ministers in that time, changes of government and new markets coming online. It was a fascinating time.” Taking those learnings and progressing to her final role at Entain, that of Group Corporate Affairs Director, Hurst was now ready to succeed Michael Dugher (now Chairman) as BGC CEO.
VOTE FOR SUCCESS, VOTE FOR MAGEE
As we trace Hurst’s motivations back to the very beginnings of her career, we discover her political interest began in primary school – during a fake general election. Moving house as an adult, Hurst actually found the posters she made during that first election. Hurst being her married name and Magee her maiden name, her slogan was ‘Vote for success, vote for Magee.’ It was an experience she “thoroughly enjoyed,” especially loving the debates around the process. And, even though Hurst never stood for election as a real MP, her dealings in politics brought her many lasting memories. When Gambling Insider asks for her fondest one, Hurst looks back on “impacting positive change on policy.”
She explains: “It was back when I was Special Adviser for Esther McVey. Through the various meetings we would have with stakeholders, we kept hearing that there was a real gap between people who were leaving the workforce. This was either through maternity leave, needing to care for elderly relatives or simply just wanting a career break. They would spend time out of work, then want to go back but not have the resources or assistance to do so, because they’d been away for so long. So one of the things we helped create was the return ships programme, which was mainly directed at women. But it was open to anybody who could actually get assistance and resources from the Department for Work and Pensions, if they were wanting to come back into the workplace without going to the job centre and doing the usual route. That was my favourite moment.”
Hurst’s worst memory is intrinsically linked: the aforementioned Wirral West election defeat in 2015. The narrow margin of that loss – 417 votes, remember, that number is etched in Hurst’s brain for life! – did feel “like a kick in the teeth” given the hard work she and her team put into their campaign. “You think: if you only had a couple more hours or a couple more days, could you have persuaded people?” With every challenge, though, comes a learning curve and it remains, in Hurst’s eyes, a great learning experience.
A similar experience, this time in a gambling-industry context, came when Hurst faced the toughest personal situation of her career to date. It is something she has since “made peace” with, even though she admits that peacemaking process was far from immediate. During her second period of maternity leave, Hurst was approached to return early and take on a promoted role. Naturally, the decision led to some serious conversations with her family, with Hurst holding “lots of mum guilt.” She is keen to highlight that no pressure was put on her but, in the end, she decided the benefits of returning early outweighed the negatives.
After a year in the promoted role, however, there was a change of CEO and restructuring of Entain’s Executive Committee. Hurst was no longer part of it. “While I don’t think it was personal, because it wasn’t just me, there was a restructure and I wasn’t on the Executive Committee any longer,” she recalls. “There was a redefining of what that remit should look like, and it was a lot smaller than it previously had been. But that’s very tricky to stomach because I’d made the decision to go back early. I felt ‘what was the point?’ So picking yourself back up from something like that is hard. I was given an extended remit, which obviously helped keep me busy. But remaining loyal, doing the best you possibly can for your employer, is hard when you’ve had a kick in the teeth.
Here, Hurst feels one noteworthy lesson is that careers are “not necessarily linear.” A “bumpier” trajectory does not have to be a “bad thing,” gaining one greater experience and knowledge of other areas. “It has actually made me a better colleague and employee as a result. But it was tricky at the time. You have to not take it personally, which is really difficult to do because you feel like you’ve done something wrong, or you haven’t performed to the best of your ability; whereas a lot of the time it’s just a restructure on paper.”
It felt like the only constant was change. At Entain, I worked for six or seven CEOs in 10 years and a countless number of Gambling Ministers...
GLOBAL GAMING WOMEN
Before we delve further into Hurst’s current dealings at the BGC, there is “a real passion” that has been close to her heart throughout her career: Global Gaming Women. “It is an amazing not-for-profit organisation,” she tells Gambling Insider. “It was founded in the US around 10 years ago but I joined the Board in 2021. We wanted to really bring the success that’s happened in the US to the UK, Europe, Australia and New Zealand. And I’m delighted to say that, while it started off as only me, we now have a growing merry band of women who are volunteering their time and efforts. We are going around as many conferences and events as we possibly can, banging the drum for Global Gaming Women, raising awareness about the fact that it doesn’t just operate in the US and is open to everybody internationally.”
Hurst is keen to outline the many benefits of becoming a member. It is a free membership, with access to educational training courses – ‘lean-in circles’ where you can band together with peers for a year, meeting up regularly. Hurst likes to call them her “personal board of directors,” who you can go to and “talk about any issue under the sun with.” The beauty, for Hurst, is that every woman in those circles will know the industry – but they won’t necessarily know your business or your colleagues, creating “the best of both worlds.” She adds: “We really exist to encourage and inspire women within the gaming industry to be the best they can be, whatever that looks like. I would encourage anybody to check it out and the more the merrier.”
MAKING THE CASE
In October 2024, reports, primarily in one UK newspaper, suggested the gambling industry could be subject to a rise in tax rates. From the current remote gaming duty of 21%, this report suggested a doubling to 42%, with land-based tax also rising from 15% to 30%. Share prices across the UK sector – much to Gambling Insider’s surprise, it has to be said – fell significantly. The market seemed to react as though this was a done deal. Except for the fact that, when the Autumn Budget was announced on 30 October, there was no tax rise at all – the initial reports turned out to be mere suggestions from thinktanks, and rather wild ones and that.
For Hurst, though, this was the first real test of her lobbying response as BGC CEO. The BGC was immediate in its public reaction, with Hurst making the case for the industry. Tax rises might still be a realistic proposition further down the line but an instant doubling, simply because an industry is doing well, made little economic sense while the UK Government looks to plug a reported £22bn ($28bn) hole. Annually, this proposal would have generated less than £1bn... However, given the revenue and profits announced by UK operators in 2024 – led by Flutter Entertainment and even with Entain, dwindling of late, reporting sizeable figures – Gambling Insider puts it to Hurst that a modest tax raise would not be unreasonable. “So, funnily enough, we saw those same reports and it took up a lot of time at the BGC,” the CEO responds. “There was a real, I would say, existential threat of tax rises in the Budget. The BGC made our case very clearly that any tax rise of any shape or form would simply hit customers. It would prevent growth, risk jobs and all it would do is fuel the black market, which unfortunately, is on the rise in the UK.
“The BGC published a report recently which showed that 1.5 million people play on the black market, spending £4.3bn a year. So I think it’s incumbent on all of us not to increase that figure any further, and obviously try and reduce it. I was pleased to see the Government rejected the calls from anti-gambling campaigners for any tax rises in the Budget. There is a tax harmonisation consultation out next year, so the industry is waiting for that and obviously willing to liaise with the Government to make our case. What I would say is the industry cannot afford to pay any more taxes because, if it did, all that happens is there’s a hit to customers. As I said earlier, it prevents growth; it fuels the black market; it hits the millions of pounds of sponsorship that BGC members provide.”
POLITICS OR GAMBLING?
Given the BGC’s place in the gambling ecosystem – right at the intersection of the political world – it is evident Hurst won’t escape politics anytime soon, nor does she want to. But Gambling Insider can’t resist asking which sector she prefers overall. “Can I say, gambling on politics!” she quips. “Probably gambling just because there is more variety. I like using a lot of BGC member products: I like sports betting; I like betting on politics; I also like playing blackjack and roulette in land-based casinos. But I also like playing roulette online. So I would say I probably get more joy out of gambling, whereas politics can sometimes be a tad frustrating.”
Taking care of her members is Hurst’s “number-one priority” as she looks beyond her first few months in the role, “which is easier said than done sometimes in a trade association,” she adds with a smile. But, for both Hurst and the BGC, delivering the outstanding elements of April 2023’s White Paper is the immediate short-term goal. Those remaining elements will be helpful for both BGC members and their customers after a “relatively long period of instability.” A period of “stability and growth,” by comparison, is Hurst’s vision for the coming years.
“Hopefully during a period of calm, we have a few key focus areas for me as CEO. I’m hugely excited and honoured to be the first female CEO of the Betting and Gaming Council and I hope I can bring some of my learnings from Entain to the role. My key focus areas are going to be being louder and prouder of the BGC members’ role in the leisure and entertainment sector. We have, in and around the industry, 22.5 million customers each month. I was having this debate on LinkedIn over the weekend, but customers vote with their feet and, you know, having that many returning customers shows that BGC members offer products and services they love. Yes, we have to be mindful of the small number who might be at risk of gambling-related harm. But we have over 20 codes and 100 measures to help customers stay in control of their play.”
As such, Hurst is keen to be more “positive and proactive” about the “joy” gambling products bring. This is certainly a message she has been consistent with throughout her career, previously discussing this on the Huddle during her time at Entain. She wants to bring the “voice of the customer more into the debate about the future of betting and gaming,” given the UK’s default emphasis on perpetuating the voice of gambling critics. No one is denying the existence of problem gambling; no one is denying that standards can improve. But what many refuse to acknowledge is that gambling is an inherent human desire, an activity that will always continue – whether it is regulated or not.
We therefore have two alternatives: get regulation wrong and see increasing levels of problem gambling, or accept the undeniable truth that gambling will always occur – and regulate it properly (meaning neither over-zealously nor too leniently). Hurst concludes: “Grounding ourselves at the BGC in evidence, research and insights will be so important going forward, ensuring any debate is based on evidence rather than political agendas, which is often the case.”
Whatever happens, though, Hurst is “excited” and ready for the task ahead. Having worked through executive overhauls, the narrowest of election defeats and some of the most complicated mergers in UK gambling history, there is no one better prepared to take the BGC forward.