Candy Craze

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“At that point, we sort of knew of the opportunity, but it wasn’t specifically factored into the guidance necessarily,” he stated. “But I think when we set the guidance, we saw there are ambitious targets, and there were not necessarily specific contributors in terms of how you’re going to get there other than looking at the overall opportunities across the group.

“Where we’ll revisit the targets at the full-year results, I think that will probably be the logical time to more explicitly factor Brazil into any revised targets we might potentially issue at that point in time. But I think that should only enhance how the business is currently doing and frankly, enhance probably what the current market expectations are for the group in the years ahead.”

The ongoing dispute between Evolution and Playtech continues to rumble on.

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Under the terms of the agreement, Merkur will acquire 95% of Casigrangi, while DOFA will retain a 5% interest, subject to reciprocal put and call options exercisable in the future.

Casigrangi currently holds approximately 4,135,434 shares in SFC, amounting to 81.2% of its capital and voting rights based on figures from 31 October 2025.

Merkur has agreed to pay an effective price of €6.19 per SFC share for the stake, representing a substantial premium over recent market valuations. 

What is Candy Craze?

Now, the focus is on what the company does with the additional capacity AI has created. Six months ago, Cubeia’s experiment was essentially about replacing human-written code with AI-generated code.

Since then, it has evolved into something broader: a different development pipeline, a different role for developers and quality assurance (QA), a different way of organising teams and, increasingly, a different relationship with customers.

Cubeia’s first phase was an open approach to AI. Developers could use it whenever they wanted. Phase two brought structure, with everyone using the same agents and working through the same AI-driven pipeline. That required Cubeia to solve questions around quality, reliability and how agents could work together, while getting employees comfortable with the new way of working. Grenstad believes that work has largely been completed.