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Caroline Lamb informed a recent review that the current responsibility of annually processing over 500 ClubGRANTS applications within a short time frame imposed significant constraints. 

Lamb described this task as “practically limiting the authority’s ability to most effectively monitor compliance” across the scheme. 

She suggested that the State Revenue chief commissioner’s office would be better equipped to manage what she characterised as a tax rebate programme.

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But Entain found 11 of the current 20 Premier League clubs still hold sponsorship or advertising arrangements with operators that don’t hold a UK licence, up from the government’s estimate of eight.

The deals include sleeve sponsorships, stadium branding and training kits.

Just last week, Sunderland announced the crypto casino and sports betting platform Shuffle as its new official sleeve partner, in what was described as a “multi-year partnership”.

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But for Klebanow, the lesson Japan should take from Macau and Singapore extends beyond the importance of non-gaming attractions. It is also about how regulation should work. Policymakers, he argues, should establish basic legal and commercial guardrails, while giving operators sufficient “latitude” to “propose and develop projects that best serve both the residential and tourism markets”.

He points to Macau’s Cotai Strip and Singapore’s Marina Bay Sands and Resorts World Sentosa as examples of how regulatory discipline can coexist with considerable freedom for developers to innovate. “At its core, Japan’s policies need to be pragmatic and allow for developments to succeed – not constrain them to the point that they risk failure.”

When asked which operator will be willing to take the risk and ultimately win Japan’s next “licence lottery”, Klebanow contends that it depends on how restrictive – or attainable – the regulations and requirements imposed by the government will be.