Payouts, costs and efficiencies

Independent research with SBC Insights into how payout speed, cost and operational processes affect US operators and what winning customers do next.

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The payout experience affects what happens next

When a customer wins, the payout process influences whether they withdraw, redeposit or return. It also determines how much each payout costs and how much manual work falls on payments teams.

Stats Perform commissioned this independent research with SBC Insights to understand how US sportsbooks, DFS and iGaming operators manage payouts today. The report examines payout speed, processing costs, redeposit behaviour, manual reviews and compliance checks. It gives operators a benchmark for their current process and shows where delays, fees and manual work are reducing efficiency and customer value.

Key findings from US operators

4-8%

of GGR is spent on payout processing

20-30%

of withdrawn funds are redeposited within 24 hours

30%

of operators complete most withdrawls withing five minutes

What the report covers

Use the findings to compare payout cots, speed, redeposits and manual work across the US market.

Measure the full cost of payouts

See what operators spend on payout fees, withdrawal reviews, compliance checks and redeposits.

See why payout speed matters

See how quickly operators complete withdrawals and how payout times compare with customer expectations.

Find where manual work remains

See how operators manage withdrawal approvals, fraud checks and compliance reviews, and which tasks they want to automate.

Understand redeposit behaviour

See how much withdrawn money is redeposited within 24 hours and what this means for repeat play.

Research across US gaming operators

SBC Insights ran an online survey to understand current payout processes and the areas operators want to improve.

Respondents worked at US sportsbooks, iGaming operators, prediction markets, sweepstakes casinos and social casinos. All held senior roles in payments, operations, treasury or finance. 43% were C-suite executives. The rest were VPs, Heads or Directors.

Responses came from markets across the US and were anonymised before the findings were compiled.

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From research to action

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