iGaming: How Remote Teams Build a Strong Company Culture Across Borders

The iGaming industry has always been global by nature. However, with increasing flexibility through home office and hybrid models, companies face the challenge of maintaining a coherent corporate culture across continents and time zones. A roundtable discussion with leading HR experts sheds light on strategies to achieve this, and the role of leadership, marketing, and transparency.

The pandemic from 2020 fundamentally changed the world of work. What was once a necessity is now a strategic advantage, if implemented correctly. Companies whose digital transformation had dragged on for decades implemented their plans within a few months, as demonstrated by a survey from the digital marketing event Dmexco in the DACH region: 70 percent of companies expected the pandemic to accelerate digitalization.

Numbers and facts

Prashika Murugan, Head of People and Culture at Kiron Interactive, reports that her company operates in different countries and time zones. Allan Stone, CEO at Intelitics, confirms this, adding that Intelitics operates across four continents, six time zones, and seven countries. The company also found that user growth for communication apps like Slack, Teams, and Zoom exceeded 500 percent.

This geographical distribution places high demands on communication and leadership. Experts emphasize that it is not about where employees work, but how well they feel connected and understand their goals. A shared culture is created through trust, clear processes, and regular interactions, even virtual ones.

“At Kiron, a high-performing remote or hybrid culture is built on trust, clarity, and shared purpose. Our teams work across different countries and time zones, so success isn’t about where people work from—it’s about ensuring everyone understands the goals, feels connected to the business, and has the autonomy to deliver.” - Prashika Murugan, Head of People and Culture at Kiron Interactive

Olha Shcherbyna, HR Director at ICONIC21, highlights that a strong remote culture is built on simple things done consistently: open communication, trust, and clarity. She adds that recognizing good work, celebrating milestones, and making time for informal connections are important.

Background

The iGaming industry was globally positioned even before the pandemic, but COVID-19 accelerated the acceptance and necessity of remote work. For many companies, this was initially a pure business continuity plan to keep operations running. Sergey Portnov, CEO of Parimatch, even reported a 30-40 percent drop in turnover in 2020, and the need for rapid adaptation. The crisis forced companies to rethink their working methods and invest in digital solutions.

Today, many see this as a competitive advantage. Sunkiran Boyal, Head of Human Resources at Pronet Gaming, whose more than 200 team members are spread across multiple office locations in Europe and Asia, emphasizes the importance of a corporate culture that transcends borders and time zones. The challenge is to foster innovation and problem-solving in a decentralized structure. The Economist points out that the benefits of working from home only materialize if employees can frequently check in at an office to solve problems. Nevertheless, remote work remains a permanent fixture.

Leadership plays a crucial role. Allan Stone of Intelitics explains that leaders must constantly and clearly communicate the company's vision and goals until it is no longer news. Marketing, in turn, reflects this message by conveying a consistent brand story and sharing employee stories and company values.

Why it matters for German players

German players also indirectly benefit from these developments in the iGaming industry. The efficient global collaboration of developers and service providers enables faster delivery of innovative games and improved platforms. Online casinos with a German GGL license, i.e., casinos on the official GGL whitelist, must adhere to strict rules. These include a stake limit of one euro per spin for slot machines and a monthly deposit limit of 1,000 euros, which is controlled via the central monitoring system LUGAS.

The global talent acquisition enabled by remote work means that the teams behind the gaming offerings become more diverse and qualified. This leads to better products and smoother player experiences. For German players, this ultimately means a higher quality and safer casino environment, as licensed providers can better meet the requirements of player protection and regulation by strengthening their internal structures and processes. This is a crucial factor, as only those on the GGL whitelist offer a legally secure gaming experience in Germany.

What it means for GGL-licensed casinos

For casinos seeking or already holding a German GGL license, the insights from this discussion are highly relevant. A global, well-connected workforce can drive innovations that are essential for complying with complex regulations such as the German State Treaty on Gambling 2021 (GlüStV 2021). The efficient communication and clear responsibilities fostered in remote teams are crucial for seamless processes concerning player protection, data integrity, and adherence to financial guidelines.

The ability to hire talented employees regardless of location provides GGL casinos with an advantage in attracting specialists in compliance, IT security, or artificial intelligence. This expertise is necessary to operate the technical infrastructure for LUGAS, OASIS, and other player protection mechanisms at the highest level. Flexibility in the work model also promotes employee satisfaction and retention, which is beneficial in a competitive market like iGaming. Ultimately, GGL casinos can continuously improve their offerings through these global work models while meeting the highest regulatory standards.

“Companies that treat remote work as a long-term operating model rather than a temporary solution tend to get the best results.” - Olha Shcherbyna, HR Director at ICONIC21