Betby iGaming's Limited Talent Pool
Betby is expanding rapidly, breaking internal financial records and hiring. Sitting down in Betby's Riga headquarters, Eva Berkova, Chief Operating Officer, discusses the resulting challenges this has put on her plate over the last five years - including the difficulties of hiring new talent.
How has your role as COO evolved alongside the growth of Betby?
My role has really evolved over the last five years, but the intensity of my day-to-day work remains quite high/ I still remember how was it from the very beginning - I was either the 15th or 20th person to join - and now we're 150-strong. I juggle three departments - finance, HR and legal. We recently hired a new VP of People, Inna Zhilyakova, who will be responsible for HR, so soon it will be the legal department and financial and administrative side of things for me.
Crucial to me has been hiring a specific type of person for my team, without which the business wouldn't have been able to build everything we have right now. Now I have a team of professionals- the legal team is sitting just over there - and they're amazing. Tey've made my life so much easier in one sense, yet a little more difficult in another! It's been an amazing journey and, importantly for me, every day is still challenging despite the tremendous growth of Betby.
What impact did the pandemic have on the business?
Just before the pandemic really went global - around March 2020 - we launched the first version of Betby Games. Te timing was perfect. We didn't do that because of the pandemic or predicting there would be a point that there will be no live sports, and we would need an alternative revenue stream. When we launched the first version, we immediately understood it was to be our focus during the pandemic.
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We are working with multiple agencies. We work with external recruiters who source good candidates, whilst our internal team has a deep understanding of Betby’s values. Te pool of talent is made bigger having someone from outside helping us. Without them, it would be nearly impossible. Roughly speaking, the percentage of people that we hire with internal team is around 20 per cent and 80 per cent is covered with the external team.
Financially it saved us and boosted not just our revenues but also our recognition in the market.
What challenges have and are arising from Betby’s rapid growth,, such as the human resource pressures that naturally arise?
I'm smiling because I'm thinking about all the challenges we've been going through whilst recognising that the same challenges exist throughout the iGaming industry. Te industry has outgrown its internal pool of talent. For us, it's a little easier since we are a B2B company. We are a sportsbook provider and most of the team consists of IT developers and the management has been working in IT development companies all their lives, so we know how to build that side of the team. Fortunately, we don't have a huge turnover of people, people tend to stick with us and we're proud of that.
How has Betby continued to invest in its talent pool to ensure an organisational structure that sustains growth momentum?
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