It's a fight for good talent so you've got to get your employer brand right. Secondly, you need to have the right succession plan. Not all developers want
to become managers. You've got to ask prospective employees and offer them multiple opportunities because everyone wants to progress and develop.
Looking back at your time with Playnetic, what do you see as the most transformative lesson from scaling the business?
I'd say culture's constant evolution. Te three things that really affect culture are having a clear vision, clear values and clear communication. If you can get all of that right it's only going to benefit the environment and infrastructure you're creating in order to create a positive culture. When you've got such a global team like Playnetic, that's fundamental.
What excites you most about joining Alderson James at this stage of your career?
Across my ten years in the industry I've worked internally and on the agency side so I feel it's the right time to have ownership and scale something myself in partnership with Alderson James and the overall group. Crucially, it gives me scalability. It's a solution driven approach and we've got resources behind us. Alderson James has a great reputation and I think that's going to benefit me which, if I can deliver, is going to benefit the overall group as well.
How will your experience scaling teams at Playnetic inform your approach at Alderson James?
Talent acquisition isn't always part of the leadership team so it was great to have that exposure and really understand the pain points. We hired in 30-40 different countries, it was very fast-paced and tried to do everything internally which good, bad or indifferent you learn a lot from. You've got to have a very data-driven approach to everything that you do. Data speaks for itself. Your opinion doesn't. But if you can back up your opinion with data it's only going to benefit things moving forward.
Where do you see the tech hiring challenges in iGaming today? Te simple answer is competitiveness. It's a fight for good talent so
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PHILLIP CALVERT Head of Technology Practice Alderson James
you've got to get your employer brand right. Secondly, you need to have the right succession plan. Not all developers want to become managers. You've got to ask prospective employees and offer them multiple opportunities because everyone wants to progress and develop. Yes, that's not always at the same company, but if you can incentivise them to stay and grow, everyone's better off.
What emerging skills do you believe will define the next wave of hiring in the iGaming sector?
It's really simple - AI. I would advise everybody - whether it's creative worlds, mathematicians, developers - scale yourself up as much as you can on AI and what it means to your area of the business. Understand it and throw yourself in.
Do you think AI and automation will fundamentally change recruitment in this space, or simply make it more efficient?
Done right, yes. Tere's certainly an element of walk before you can run with AI. People are jumping on the bandwagon of thinking that it's going to take everyone's jobs but problems are still problems. iGaming is a personable industry where communication is key and that's always going to be a limitation of AI.
What does success look like for you in your first year with the Alderson James?
Working with global clients across iGaming, tech and payments. My background is in iGaming so my initial focus is to grow that sector first, albeit 60 per cent of that is tech anyway. Growing the team internally is another focus - having a team of three or four by the end of the year would be amazing. We want to scale this fairly quickly but in the right way. Te other hugely added value is bringing the multi-solution AJ effect to the industry. I believe in it and think it will add a lot of value to companies and candidates.
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