Alea’s GGR rockets from €1m to €130m per month in only 5 yrs
The iGaming aggregator has delivered a roughly 130-fold increase in monthly GGR since 2021, with its workforce growing from 25 to more than 120, as the company expands further into new verticals.
Alea has taken monthly GGR from around €1m in 2021 to approximately €130m by September 2026, a roughly 130-fold increase that has accompanied an expansion in the business.
According to a feature story in GamblingIQ Magazine's annual platforms edition, 'Game of Trust' 2026, the company’s aggregation business began at around €1m a month in 2021. From there, the figure rose to €2m, €4m, €8m, €25m and eventually €100m, before Alexandre Tomic put monthly GGR at around €130m in September 2026. Staff numbers have also climbed, from 25 in 2022 to more than 120 today.
For Tomic, the growth is less about an individual achievement than about building the right team. “How did we get there?” he asks. “Like, I didn’t do that.” His explanation is straightforward: the right people came together, each doing their job, until the business started working as a whole. “And that’s the beauty of building the right team.”
Getting there has not been without pressure. As Alea’s business grew, suppliers expected to be paid regardless of whether operators had paid Alea, creating a cash-flow problem that became increasingly uncomfortable as the numbers increased.
“If my clients are not paying me, I still need to pay the provider,” Tomic says. The company is now using that scale to broaden what it does. Alea is already the number-one aggregator in sweepstakes, and operators that use its casino aggregation technology are increasingly asking for other verticals. The opportunity is substantial. In April this year, Alea was handling roughly €11.5m-€12m in sweepstakes GGR against total GGR of around €60m. Five months later, sweepstakes GGR had more than doubled to €25m.
The US is already one of Alea’s biggest markets, and the company is tracking state-by-state regulation as the sweepstakes category develops. That gives the business another route to growth without abandoning its original casino aggregation base. Alea is also expanding into sportsbook. Its partnership with FIRST.bet brings tier-one technology, while Alea provides operator relationships and integration.
The broader strategy is not to keep adding products for the sake of it. Tomic describes it as a “meta game”: building a layer of products, ideas and relationships around the core business rather than relying on one founder to spot every opportunity or make every decision.
That change matters because the company now has the size to operate without everything running through Tomic. Six years after he was close to walking away, he says Alea has become a business capable of carrying itself.
The numbers make the point. A company generating around €1m a month in 2021 is now producing approximately €130m, while its workforce has grown from 25 to more than 120. For Alea, the next chapter is no longer about proving that the business can survive. It is about how much further it can go.
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