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If Bernstein’s $10 trillion prediction market turnover forecast is realized or exceeded, it’d likely prove significant in revenue terms because the research firm previously estimated that $1 trillion in yearly activity could generate as much as $10.8 billion in revenue for operators.

As has been widely documented, sports event contracts are currently the lifeblood of the prediction market industry, but Bernstein notes that won’t be the case on a permanent basis. In fact, the research firm estimates that sports derivatives’ share of industry volume will decline to 35% in 2035, indicating that the aforementioned volume increase will be led by other categories.

The research firm estimates that by 2035, financial derivatives, including event contracts linked to commodities, cryptocurrencies and stocks, will account for 49% of turnover on yes/no exchanges, topping sports to become the largest volume driver. The research firm sees event contracts tied to key performance indicators (KPIs) leading the charge.

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Prediction market volume attributable to “takers”—recreational and retail traders who pull liquidity from exchanges—is forecast to reach $190 billion this year.

That estimate arrives courtesy of Macquarie and is well ahead of the research firm’s previous estimate of $169 billion in 2026 taker volume.

Takers is a prediction market industry colloquialism for the market participants that swiftly fill buy and sell orders, thus removing liquidity from the marketplace. Conversely, makers are the market participants viewed as liquidity providers and professional or sharp money.

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“Stakeholders increasingly want evidence that initiatives deliver meaningful outcomes rather than simply demonstrating good intentions,” Skinner suggests.

That shift is increasingly visible across the sector, with DEI framed less as a standalone initiative and more as part of everyday business culture.

For Grainne Hurst, CEO of the Betting & Gaming Council in the UK, the evolution has been clear. “The conversation has moved beyond representation alone towards inclusion, retention, well-being and progression,” Hurst explains. “Businesses increasingly understand that DEI must be embedded in everyday culture, not treated as a separate initiative.”