Each department in an organisation tries to build hedges around their departments and control everything in their yard. But to deliver something


well, you need to knock down the hedges and build a highway through all these yards.


ARTUR ASHYROV Deputy CEO, GR8 Tech


OLEKSANDR FESHCHENKO Deputy CEO, GR8 Tech


GR8 Tech A Helicopter View


GR8 Tech has undertaken an internal reshuffling at the top, appointing Artur Ashyrov, Chief Technology Officer, and Oleksandr Feshchenko, Chief Revenue Officer, as Deputy CEOs, with


Evgen Belousov remaining CEO. Artur and Oleksandr explained the rationale for shifting towards a cross-functional business model - one that's unusual for gaming but not other tech industries.


Oleksandr: I have a good background in running cross-functional projects, so I know first-hand it's always a pain to deliver things on a cross-functional level. Each department in an organisation tries to build hedges around their departments and control everything in their yard. But to deliver something well, you need to knock down the hedges and build a highway through all these yards. Tat's why it's important to have a helicopter view on company processes and structure. We're creating new roles in the company who can drive complex projects on a company-wide level.


Artur: It's not the norm for the gaming industry, but in my experience cross-functional teams are the most efficient way to drive results. My background is in technology companies and cross-functional teams are the only efficient way to drive results.


Oleksandr: For example, when we are starting a new brand for a client there are multiple teams involved. In such a way we allocate


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responsibility and delegate resources efficiently to deliver on time. Another example is with integrations where we have a team allocated to individual clients. Because of our structure we can have a team who is fully allocated to the client and can manage requests.


Artur: On top of that structure is an overarching vision that, whilst we have allocated responsibilities in some managerial roles and heads of functions, as an organisation there is a sense of shared responsibility. Everybody in the company knows that if we don't achieve results, nobody gets the bonus. It's that simple regardless of if you are in the operations team, a QA engineer, a developer, etc. Tis means that if we don't achieve our targets, be that revenue, compliance, certifications, everyone is in the same boat.


Oleksandr: For our clients and partners, the restructure is focused on doing things faster. As mentioned, we have brand launch teams and integration teams, but on top of this we have some new special functions


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