This interview is part of a series conducted by SoloAzar during Women’s Month, aimed at exploring the vision and trends in the gaming industry from the perspective of prominent women.

International Women’s Day offers the gaming industry an opportunity for honest reflection rather than symbolic celebration. Despite frequent public commitments to inclusion, real progress often stalls when decisions become commercially or politically uncomfortable.

In this Q&A with SoloAzar, Kate Chambers, the founder of The Gambling Boardroom explores how leadership patterns, risk culture, and structural barriers continue to shape the sector — and why strengthening judgement, not just innovation, is essential for the future. She also shares a clear message for the next generation of women determined to lead in one of the industry’s most complex environments.

What does International Women's Day mean to you, and how do you think it resonates within the gaming industry?

International Women's Day is useful when it prompts honest reflection rather than celebration. In the gaming industry, there is no shortage of statements about inclusion, but progress tends to slow when decisions become commercially or politically uncomfortable. That is where patterns of leadership and influence are most clearly exposed.

The industry operates under constant regulatory and reputational pressure, which often leads to conservative decision-making. In those moments, leadership tends to narrow around familiar profiles. International Women's Day resonates because it highlights that tension, not as an accusation, but as a reality the industry still needs to address more openly. 

Looking back, which achievements as the founder of The Gambling Boardroom do you consider most influential in shaping the sector?

The most meaningful achievement has been creating a platform that prioritises judgement over performance. Much of the industry's public dialogue focuses on outcomes, announcements, and success stories, but far less attention is paid to the thinking that happens before decisions are taken.

The Gambling Boardroom was built to address that gap. By focusing on the pressures, trade-offs, and uncertainty that senior leaders face, particularly in regulated environments, the platform has influenced how some executives approach risk, responsibility, and leadership accountability. That influence is not always visible externally, but it is reflected in better internal conversations. 

What are your main objectives and projects for 2026 regarding innovation and female leadership in gaming?

For 2026, the focus is on strengthening decision-making rather than introducing novelty for its own sake. Innovation in gaming is often framed around technology, but many of the industry's most persistent challenges stem from how organisations assess risk, interpret regulation, and respond to pressure.

Projects in development are centred on practical frameworks and executive-level discussion that support clearer judgement in complex environments. This includes work around technology risk, governance, and organisational culture.

In terms of female leadership, the priority is progression and retention at senior levels. The industry does not lack capable women. It lacks structures that make senior leadership sustainable over time, particularly when pressure increases. 

What message would you like to share with the next generation of women aiming to build a career in the gaming industry?

-Approach the industry with clarity about how power and responsibility operate in practice. Career progression is not just about performance; it is about who is trusted when decisions carry risk.

-Seek out environments where judgement is valued and disagreement is possible. Be cautious of organisations that speak confidently about inclusion but struggle to support it when conditions tighten.

-Most importantly, do not underestimate your ability to operate at the centre of complexity. Leadership in this industry is demanding, but it is shaped by the choices people make long before they feel ready.

-You will not always be given permission to lead, and waiting for it is rarely neutral, so step forward deliberately, but do not lower your standards to fit environments that are unwilling to change. Longevity is not the same as influence, and influence is where progress actually happens.