CIO50 2023 #4 Fred Laury, Entain New Zealand

Name: Fred Laury
Title: Chief Digital Officer
Company: Entain NZ (formerly TAB New Zealand)
Tenure of role: August 2022 – December 2023
Reporting line: CEO
Member of the executive team: Yes
Technology function: 60 staff and five direct reports

Fred Laury, Chief Digital Officer at TAB New Zealand, has been instrumental in driving transformation at the sports betting company over the past 12 months. With a history spanning more than 70 years in Aotearoa, TAB NZ is the country’s sole legalised sports and racing betting provider with 450 retail sites. When Fred joined in August 2022, he inherited a technological landscape plagued by underinvestment and a myriad of issues.

Laury’s immediate challenge was to formulate a robust strategy, structure, and assemble a world-class team to rejuvenate TAB NZ’s digital offering. 

A two-pronged digital strategy was devised, focusing on in-house capabilities or partnerships. A comprehensive three-year technology workplan centred around customer experience (CX), employee experience (EX), digital platforms, and people was implemented.

Laury introduced a new vendor governance framework and spearheaded significant UI and stability improvements to TAB NZ’s mobile app, resulting in an 11% YoY increase in customers using digital channels.

A streamlined product offering and digitisation of retail business processes created a more consistent customer experience across digital and retail channels. Additionally, a new operating model and structure were put in place.

Laury also initiated the implementation of a new harm minimisation system and developed a cybersecurity strategy, focusing on protecting information assets and ensuring the reliability of digital products and services.

He also played a pivotal role in assessing and finalising a long-term strategic international partnership with Entain, projecting a value of over $5.5 billion over 25 years. According to Laury, this partnership not only positions TAB NZ as a leader in personalisation and relevance but also elevates gambling harm minimisation to a world-class level in New Zealand.

Innovative wagering products

Laury’s tenure saw the launch of new wagering products, including world-first initiatives like DIY Power Plays and No Deductions. DIY Power Plays allowed punters to combine multiple horses in the same race for various outcomes, while No Deductions ensured that payouts remained unaffected by scratched competitors. These products not only improved customer experience but also established TAB NZ as an innovator in the industry.

Using technology to help minimise gambling harm

Gambling-related harm is a continuing health issue in New Zealand, with significant consequences for social and economic wellbeing. While for most gambling is a source of entertainment, problem gambling has significant impacts for individuals and their families.

“As New Zealand’s only legalised sports and racing betting provider, TAB NZ has a responsibility to minimise harm associated with its products,” says Laury.  “This responsibility extends beyond the requirements set out under the Racing Industry Act 2020 and the Gambling Act 2003, and TAB NZ goes beyond the standards set out in legislation in many significant ways.”

One example is the recent four-month trial of facial recognition technology at the TAB store in New Lynn, Auckland. Through this trial, Laury says they found that this technology had a positive impact in identifying customers entering venues who either had told the betting provider they don’t want to bet or gamble for their own wellbeing, or who had been previously declined service in order to minimise harm.

The trial was hugely successful from both customers’ and operators’ viewpoints, according to Laury,  prompting TAB NZ to commit a $4 million investment to accelerate the rollout of this technology to 100 venues.

Creating an inclusive workplace culture

The commitment to people was a fundamental pillar of Laury’s Digital strategy. Under his leadership, TAB NZ underwent a people transformation program to shift from a traditional IT operating model to a product-led organisation, emphasising customer-centricity and new ways of working. Notable achievements include:

Organisational digital structure: A new organisational structure with cross-functional teams was implemented, fostering collaboration and agility.

Leadership and technical training: All people leaders underwent leadership training, while architects and developers received relevant AWS training, ensuring a skilled and knowledgeable workforce.

Cultural transformation: Employee engagement in the Digital team increased from 66% to 75% in just six months, attesting to a positive cultural shift.

Development velocity: Software development velocity increased by an impressive 20% in the same six-month period, showcasing the effectiveness of the new ways of working.

Operational excellence: The focus on operational excellence resulted in a 25% reduction in the number of high-severity incidents in approximately six months.