It’s football season. Even if you don’t watch any of the games, you are probably aware because of all the sports betting ads blanketing television, podcasts, billboards and other aspects of daily life.

Since sports betting became legal in America on a state-by-state basis in 2018, a crop of online sportsbooks have fought aggressively for attention. FanDuel, whose parent company is Flutter Entertainment, is the largest, with more than 40 percent of the market.

Flutter, named after British slang for a small bet, is also the biggest online gambling company in the world, with brands like Britain’s Betfair, Ireland’s Paddy Power and Australia’s Sportsbet. It recorded 16 million average monthly users in its latest quarter.

Last year, Flutter brought in $14 billion in revenue, a 19 percent jump from 2023. It expects double-digit growth to continue this year.

Peter Jackson, Flutter’s chief executive since 2018, still sees room to grow in America, where big states like California and Texas bar online gambling.

As more people become aware of the ease of betting on their phones, on any number of moments within games, there is a push by regulators and public health officials to rein in the industry.

“People have and will always gamble,” Mr. Jackson, 49, said. “What we do is we offer a safe environment for people to do it.”

And as for all those ads? They are not letting up, he said.

This interview has been edited and condensed.

How important is the N.F.L. season to FanDuel?

The whole of September through to the end of the year is really big for us.

It’s not just here in the U.S. where football starts. We get the N.B.A. tipoff in the middle of October as well. In our European businesses, you’ve got the soccer season going. Then in Australia, you’ve also got the big horse-racing festivals.

People are seeing a lot of ads about sports betting. What differentiates FanDuel from the rest?

With the FanDuel brand, we spend a billion dollars on advertising and promotions. Historically, a lot was focused on bringing to life the sports betting concept into the U.S., because it was relatively new. We’re not that many years into people being able to legally bet on sports, and still only half of Americans can do it today.

But this year, we’ve slightly changed our tone. It’s really important that we start to distinguish our brand so people recognize how much better we are, and do a little bit less heavy lifting for the category and get a little more selfish.

How many FanDuel commercials is too many Fan Duel commercials?

This is the conundrum that we have around the world. At least we’re not advertising auto insurance.

But those ads can be fun, with the skits.

Our ads are fun.

When we started out in the U.S., we were quite careful working with the leagues to try and make sure that we limited the amount of advertising slots for gaming businesses. There are some markets where you don’t have those constraints and it can be literally wall-to-wall gambling advertising.

I don’t think that’s healthy. The equilibrium we’ve got here in the U.S. works well.

Until more states open up to gambling, how else are you trying to grow?

Remember that the state that we’ve been operating in the longest, New Jersey, started in 2018. There are many states that we have only been in for a year or two.

In comparison with the U.K. or Australia, where we’ve been doing this for 20 years, the penetration rates are very low in America.

Is it just a matter of time, or do you need to be proactive?

People who are turning 25 this year and betting for the first time, or turning 21, depending on what the rules are in different places, are a whole new cohort that will become available to us. They’re more likely to have their phone in their hand while watching TV.

You’ve got that natural tailwind of people who are digital-first consumers that will see natural growth.

Tell me about the technology that sets odds, which I imagine you spend a lot of time thinking about.

We have to get it right because, otherwise, people spot our weaknesses and they bet and it will cost us a lot of money.

We have 650 people around the world who are proper, supersmart data scientists who build these models for us. We’ve got millions and millions of bets coming into the system, which we then are tracking and monitoring to help us determine whether our prices are accurate or not. We’re really a complex data business.

Do you see more restrictions or regulations on betting on the horizon?

We have to make sure that we work with regulators to improve the quality of regulation so it achieves the right outcomes, which is that people are safe and having enjoyment on the platform.

One of the real challenges for us is how to deal with the black market. How do you stop people being two clicks away from the Wild West where no one cares how much they’re spending, how much time they’re on the platform?

There is a growing body of research showing the harms of legal gambling, especially among young men. New Jersey recently moved to ban sports betting partnerships on college campuses.

I can see how lawmakers will try and prevent that, because if you’ve got an unscrupulous business doing it, it causes problems for all of us. That’s why it is important we can advertise through digital channels and on TV, because I think that’s fair game. I don’t think people should be going to college campuses to sign up people.

FanDuel recently announced a partnership with the Chicago Mercantile Exchange for a prediction market platform. What’s the thinking there?

The opportunity is to let our customers think about prediction markets in gold and what the S&P is going to do, or what the weather will be like in New York tomorrow.

In other markets around the world, people will have a bet on who’s going to win “Survivor” or “The Masked Singer.” Lots of crazy things.

Do you ever feel conflicted about being in a business that is associated with addiction?

I’m really comfortable with what we do. We spend a lot of time and money making sure that our customers are betting for fun. We switch customers off our platform. We restrict the amount we let them deposit. We encourage them to have tools that manage their behavior.

There are very, very few other categories that do any of those things. I’ve never seen a social media platform limit the amount of time I can spend on it.

You’ve said that the market for sports betting in Britain is 20 years ahead of the United States. In Britain, more regulations have been introduced as awareness of gambling addiction has increased. Would you want to apply the same standards in the U.S.?

You’ve got to remember the context of the country. There’d be uproar in America, the land of the free, if you brought in some of the “nanny state” rules and regulations that people in the U.K. have to put up with.

Speaking of the U.K, you grew up in Yorkshire. Tell me about your upbringing.

My dad was a car salesman, and my mom looked after my sister and I.

How did your childhood shape your career path?

If you sell cars to people, you have work on a Saturday. My dad was always very customer-focused because if you’re not you’re never going to sell a car. That’s definitely had a bearing on how I think about business.

Looking back at that time, what else might relate to what you do now?

My dad had a successful business selling cars, but he struggled to grow his business to multiple locations. He didn’t know how to leverage or change his management style, and he couldn’t ever let go.

Let go in what way?

When he opened a site down the road, it felt like he spent his entire time driving from one to the other because he had a fear of missing out on what was going on elsewhere.

After graduation, you worked as a consultant. What was a pivotal moment during that time?

One of the real “Sliding Doors” moments came when I met a guy called Adam Morgan, who wrote a book called “Eating the Big Fish.” Adam has a thesis about challenger brands, which are focused on delivering what customers want and will often attack the soft underbelly of incumbents who have forgotten what made them successful.

It struck me when Adam was talking that I’d never want to work in an incumbent.

OK, it’s time for the lightning round. What was the last bet you made?

The last bet I made was for Grimsby Town, a team that is in the lowest league of soccer, who played Manchester United, one of the biggest teams in the world, to win, which was a huge upset. They won.

Congrats. What tips do you have for this N.F.L. season?

I’d like to tell people to bet against the Lions.

Detroit won’t be happy about that.

They cost us some money last season.

Tell me about your “as good as it gets” moment in business.

Ringing the New York Stock Exchange bell was pretty cool. It’s actually not a bell. It’s a buzzer, like a little doorbell.

What’s your biggest pet peeve as a C.E.O.?

I don’t like bureaucracy.

How many direct reports is too many?

I’ve probably got about eight. That’s a good number.

How many hours do you sleep, and which hours do you sleep?

I probably sleep six or seven hours a night. Get to bed at 11. Sleep till 5 or 6.

How do you sign off to your emails?

If I tell you this, then everyone will be able to copy me.

Do you think they’re going to be phishing you?

Yeah, people will phish. I normally just write “P.”

I don’t think anyone’s going to phish you, or I hope no one phishes you.

Well, they do try a lot.

Really?

My voice is in the public domain. People leave voice mails using an A.I. version of me.

You and Taylor Swift are both dealing with deepfakes.

I suspect there are more deepfakes of Taylor Swift out there.