or a lack of the other creates risk. Te cost of non-compliance is significant and ultimately unsustainable, just as a business without commercial momentum won’t succeed.
At Te Pools, that balance is very much reflected in the culture. Compliance voices are heard and the team is genuinely embedded across the business. Tere’s a shared commitment to doing things the right way, which allows compliance to support, rather than inhibit, growth. I feel very fortunate to work in an environment where compliance is valued and seen as a key part of building a sustainable business.
How do you encourage compliance professionals to speak up and challenge decisions in high-pressure commercial environments?
Whether compliance professionals, or any staff member for that matter, feel able to speak up and challenge decisions in high-pressure environments always come back to culture. People need to feel confident their views will be listened to, particularly when commercial pressures are high.
I am a strong advocate for a collaborative working environment, and that’s something I actively encourage within compliance teams I lead. Creating space for open discussion, healthy challenge and differing perspectives ensure compliance isn’t seen as a barrier, but as part of making better decisions.
I place particular value on the input of people new to the business, whether they’re joining the compliance team or another function. Fresh perspectives often highlight gaps, risks or ways or working that may have become accepted over time, as well as approaches that have worked well elsewhere. Encouraging those voices early helps build confidence and reinforces that speaking up is not only welcomed, but expected.
Ultimately, this approach helps ensure decisions are well-considered and aligned with industry best practice. By creating an environment where challenge is encouraged and different perspectives are valued, compliance teams are better equipped to raise concerns constructively, identify risks early and support the business in operating responsibly and sustainably.
What are the most common cultural weaknesses you see in compliance teams, particularly as businesses scale quickly and enter new markets?
One of the key challenges is ensuring the compliance function grows in line with the business itself. Frameworks, controls and capability
need to evolve alongside expansion, not lag behind it. When the balance isn’t quite right, compliance teams can find themselves under pressure, responding to issues rather than staying ahead of them.
Rapid growth can also test an organisation’s commitment to its core principles. As priorities compete for attention, it becomes even more important to remain focused on doing the right thing for customers, maintaining robust safeguards and keeping crime out of gambling. Tese are not areas where shortcuts can be taken, regardless of how fast the business is moving.
Entering new markets often brings additional regulatory complexity, and that requires time, resource and careful planning. Regulatory change can’t be treated as something to be addressed later; it needs to be built into growth plans from the outset. Organisations that recognise this and continue to prioritise compliance as they scale are far better placed to grow sustainably and responsibly.
Training is a constant challenge in gambling. How do you move beyond tick-box compliance training and create learning that genuinely changes behaviour?
Training is always a challenge, and moving beyond tick-box compliance starts with making learning relevant and engaging. Staff training is incredibly important, but for it to genuinely change behaviour, people need to understand how the knowledge applies to situations they’re likely to face in real life.
I have found that scenario-based training is particularly effective. When people are presented with realistic situations they recognise from their day-to-day roles, they’re far more likely to engage and retain the information. It allows them to think through decisions, understand the impact of their actions and see how regulatory requirements translate into practice, rather than feeling abstract or theoretical.
Engagement also matters. In one previous role, we introduced a bespoke game at the end of a training session. It added an element of fun while still staying true to the objectives of the training. Te difference was noticeable; not just in how engaged people were during the session, but in how confident they felt afterwards. We saw a clear improvement in understanding, as well as a marked increase in colleagues proactively engaging with the compliance team on questions, scenarios and areas they wanted to better understand.
Ultimately, training works best when it feels relevant, interactive and supportive. When people can see how it applies to their role and feel comfortable asking questions afterwards, it becomes a tool for
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