![\"Headshots](\"https:\/\/i0.wp.com\/media.europeangaming.eu\/uploads\/2026\/07\/iGaming-hiring-Four-HR-leaders-on-what-top-talent-now-wants.jpg?resize=800%2C420&ssl=1\")
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Four leaders answer the same five questions on hiring top talent in iGaming in 2026: <\/em>Olha Shcherbyna<\/em><\/a>, chief human resources officer at ICONIC21; <\/em>Rafaella Costa<\/em><\/a>, HR manager at Wiztech; <\/em>Tricia Mae Galea<\/em><\/a>, head of HR at Gaming Corps; and <\/em>Giorgi Tsutskiridze<\/em><\/a>, chief commercial officer at SPRIBE. Their answers run side by side below, so it is clear where they agree and where they split on what candidates now want most.<\/em><\/p>\n All four name a disposition rather than a skill when asked what they will not compromise on. They also agree that the talent pool has widened, and that the habit holding hiring managers back is expecting one person to be several. Where they diverge is on what candidates want most: career paths, flexibility, or autonomy.<\/p>\n European Gaming: What is the one capability you refuse to compromise on in a hire, however strong the rest of the CV?<\/strong><\/p>\n None of the four names a technical skill. All four name a disposition.<\/p>\n Olha Shcherbyna, ICONIC21:<\/strong> For me, it is the ability to take ownership and follow through to deliver results. Even the strongest CV cannot compensate for a lack of accountability and reliability.<\/p>\n Rafaella Costa, Wiztech:<\/strong> A positive attitude and a willingness to learn. Technical skills can always be developed through training and experience, but someone who is not open to feedback, collaboration, or continuous improvement is much harder to support. I always look for people who are motivated, adaptable, and genuinely interested in growing with the company.<\/p>\n Tricia Mae Galea, Gaming Corps:<\/strong> Passion, drive, and work ethic. Skills can be taught, experience can be built, and tools can be learned, but genuine passion, self-driven energy, and a strong work ethic are non-negotiable. If those aren\u2019t there, nothing else on a CV matters.<\/p>\n Giorgi Tsutskiridze, SPRIBE:<\/strong> Curiosity. Skills can be learned, but curiosity drives continuous improvement. At SPRIBE, we work in a fast-moving industry where products, markets and player expectations evolve constantly. We look for people who ask questions, challenge assumptions and actively seek better ways of doing things. A great CV means little if someone has stopped learning.<\/p>\n EG: Where are you finding talent today that you wouldn\u2019t have considered three years ago?<\/strong><\/p>\n Three of the four point outside iGaming and outside their own geography. Shcherbyna is the dissenting voice: she argues the market has not changed, the assessment has.<\/p>\n Olha Shcherbyna, ICONIC21:<\/strong> The iGaming talent market itself has not changed dramatically, but the way we assess candidates has evolved. By looking beyond hard skills and giving more weight to soft skills and potential, we can now consider strong candidates from adjacent industries as well.<\/p>\n Rafaella Costa, Wiztech:<\/strong> We are finding excellent talent through online communities, LinkedIn, employee referrals, and remote recruitment. Three years ago, we focused mainly on local candidates, but today we have access to skilled professionals from different regions and backgrounds. This has given us a much wider talent pool and more opportunities to find the right person for the role.<\/p>\n Tricia Mae Galea, Gaming Corps:<\/strong> We are finding exceptional talent in places we wouldn\u2019t have looked three years ago, niche online communities, specialised Discord groups, indie creators, self-taught builders, and people who\u2019ve grown through real-world problem-solving rather than traditional career paths. Talent today shows up in unconventional spaces, and some of the strongest people come from environments that never needed a formal CV to prove their capability.<\/p>\n Giorgi Tsutskiridze, SPRIBE:<\/strong> We\u2019re finding exceptional people in places that weren\u2019t traditionally associated with iGaming. Gaming, fintech, AI startups, consumer apps and creator-focused businesses all produce talent with valuable experience in building engaging digital products. Remote work has also opened access to specialists from regions we previously wouldn\u2019t have reached, allowing us to build stronger and more diverse teams.<\/p>\n EG: Where is the line between hiring for culture fit and screening out the people who would genuinely change things?<\/strong><\/p>\n This is the closest the four come to a single answer: values are the filter, similarity is not. Two of them reject the term \u2018culture fit\u2019 outright.<\/p>\n Olha Shcherbyna, ICONIC21:<\/strong> Creativity and passion are part of the ICONIC21 DNA, so there is no contradiction here. We listen to every voice and encourage changes that help the company move forward.<\/p>\n Rafaella Costa, Wiztech:<\/strong> For us, it\u2019s about hiring for culture add rather than culture fit. Candidates should share the company\u2019s core values and work ethic, but they should also bring fresh ideas, different experiences, and new ways of thinking. Diversity of thought helps teams improve, challenge existing processes, and continue growing.<\/p>\n Tricia Mae Galea, Gaming Corps:<\/strong> Culture fit should never mean cloning what already exists. Our line is simple: shared values are non-negotiable, but sameness is not. We hire for people who strengthen the culture, not just blend into it; the ones who challenge, elevate, and expand how we think while still aligning with our core principles. That\u2019s the difference between protecting culture and preventing growth.<\/p>\n Giorgi Tsutskiridze, SPRIBE:<\/strong> Culture fit should never mean hiring people who think the same way. At SPRIBE, we hire for shared values such as ownership, collaboration and integrity, but we actively encourage different perspectives. <\/p>\n ‘The best ideas often come from people who challenge existing processes respectfully.’<\/p>\n<\/blockquote>\n A healthy culture should be strong enough to embrace constructive disagreement rather than avoid it.<\/p>\n EG: Beyond salary, what is the one thing top candidates now ask for that the industry is still slow to offer?<\/strong><\/p>\n The widest split in the set. Each of the four names something different, and only two of them overlap \u2014 and all four sit alongside pay in what a candidate weighs when scanning open iGaming roles<\/a>.<\/p>\n Olha Shcherbyna, ICONIC21:<\/strong> One of the most common questions top candidates ask is about real career growth. Many companies talk about development, but still do not offer clear paths, regular feedback, or meaningful opportunities to grow.<\/p>\n Rafaella Costa, Wiztech:<\/strong> Flexibility is one of the biggest expectations today. Candidates want a healthy work-life balance, trust from their employer, and flexibility in how and where they work. They also value wellbeing, career development, and opportunities to grow. While many companies are making progress, there is still room for improvement in these areas.<\/p>\n Tricia Mae Galea, Gaming Corps:<\/strong> Flexibility with structure.<\/p>\n ‘Top candidates increasingly want remote working as a standard, not a perk, but paired with real human connection through meet-ups, collaboration days, and intentional team time. The industry is still slow to offer this balance.’<\/p>\n<\/blockquote>\n People want freedom in how they work, without losing the culture, community, and shared energy that make a team feel alive.<\/p>\n Giorgi Tsutskiridze, SPRIBE:<\/strong> Meaningful autonomy. The strongest candidates want to make an impact, not simply execute tasks. They expect trust, ownership and the ability to influence product and business decisions regardless of job title. Companies that still rely on rigid hierarchies risk losing top talent to organisations where people can move faster and see the direct results of their work.<\/p>\n EG: For a hiring manager who insists they \u2018can\u2019t find good people\u2019, what is the one habit you\u2019d tell them to drop first?<\/strong><\/p>\n All four locate the problem on the employer\u2019s side of the table rather than in the market. Two name the search for a flawless CV; the other two name a specific version of it.<\/p>\n Olha Shcherbyna, ICONIC21:<\/strong> I would tell them to stop trying to hire several roles in one person. When one position combines the responsibilities of two or three specialists, the problem is often not the talent market but unrealistic expectations.<\/p>\n Rafaella Costa, Wiztech:<\/strong> I would tell them to stop searching for the \u2018perfect\u2019 candidate. In many cases, great people are overlooked because they don\u2019t meet every single requirement on paper. Instead, focus on potential, attitude, transferable skills, and the ability to learn. Hiring for long-term success often delivers better results than hiring only for immediate experience.<\/p>\n Tricia Mae Galea, Gaming Corps:<\/strong> Drop the habit of looking for \u2018another you\u2019 or another top performer. The moment a hiring manager stops expecting a replica of their own style, pace, or output, their talent pool opens up. Great people don\u2019t all look the same, and insisting on a clone is the fastest way to miss genuinely strong hires.<\/p>\n Giorgi Tsutskiridze, SPRIBE:<\/strong> Great teams are built by hiring people with strong potential and giving them the opportunity to grow. <\/p>\n ‘Stop looking for the “perfect” candidate.’\u00a0<\/p>\n<\/blockquote>\n Waiting for someone who already ticks every box often means missing ambitious, adaptable people who can outperform expectations within months. Hiring should focus on future impact, not just past experience.<\/p>\n The post iGaming hiring: Four HR leaders on finding and keeping top talent in 2026<\/a> appeared first on European Gaming Industry News<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":" The post iGaming hiring: Four HR leaders on finding and keeping top talent in 2026<\/a> appeared first on European Gaming Industry News<\/a>.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"iawp_total_views":4,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[180],"tags":[],"class_list":["post-75874","post","type-post","status-publish","format-standard","hentry","category-interviews"],"acf":[],"yoast_head":"\nKey findings<\/strong><\/h2>\n
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What no CV can make up for<\/h2>\n
![\"What](\"https:\/\/i0.wp.com\/media.europeangaming.eu\/uploads\/2026\/07\/12-things-a-CV-cant-prove-825x1024.jpg?resize=800%2C993&ssl=1\")
<\/figure>\nAdjacent industries, Discord groups, and remote pipelines<\/strong><\/h2>\n
Shared values without sameness<\/strong><\/h2>\n
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Career paths, flexibility, and real autonomy<\/strong><\/h2>\n
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The search for the perfect candidate<\/strong><\/h2>\n
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![\"Headshots](\"https:\/\/media.europeangaming.eu\/uploads\/2026\/07\/iGaming-hiring-Four-HR-leaders-on-what-top-talent-now-wants.jpg\")
Four leaders answer the same five questions on hiring top talent in iGaming in 2026: Olha Shcherbyna, chief\u2026<\/p>\n