THE COMPLIANCE SHIFT: HOW MALTA’S iGAMING LEADERS ARE TURNING REGULATION INTO REPUTATION
This article delves into compliance as a strategic imperative and a positive differentiator.
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SETTING THE ESG STANDARD: HOW MALTA IS LEADING ETHICAL PRACTICE IN iGAMING JURISDICTIONS
The Malta Gaming Authority has released the first ESG Code tailormade for the gaming industry. What impact will this have on our jurisdiction and others?
48
GEN Z RECRUITMENT: IS iGAMING FACING A GENERATIONAL BRAIN DRAIN?
Industry experts discuss the implications of Gen Z changing work ethics.
42
BILL 55 AND THE EU: TESTING THE BOUNDARIES OF PUBLIC POLICY
Malta is facing EU proceedings that could potentially see overseas judgments against locally-licensed operators being enforced. What’s at stake for local iGaming companies?
62 A RELENTLESS DRIVE TOWARDS SUSTAINABLE GROWTH
GamingMalta CEO Ivan Filletti shares the year’s highlights while mapping out the strategy for the coming years.
Fake games can break a casino’s reputation, but this company’s certification offers a solution. 70 CALENDAR A look ahead at the events that will shape the industry for the coming months and year. T N
LIDION BANK: SPEED AND SERVICE YOU CAN BANK ON CEO Jonathan Bellizzi shares how the bank’s expertise in this highly specialised sector has been the key to its success.
58 A GAME-CHANGING MOVE: GAMECHECK’S INDEPENDENT SEAL OF AUTHENTICITY
72
ENTERACTIVE’S PEOPLEFIRST APPROACH: CARE, IMPROVE, DARE
Head of Human Resources
Graziella Grech believes that the company’s emphasis on human connection is one of its biggest strengths.
66
MALTA STOCK EXCHANGE: ‘GOVERNANCE MATTERS – WE WANT TO SEND A CLEAR MESSAGE TO ALL’ Malta Stock Exchange Chairman Joseph Portelli highlights the growing influence of the GRC and ESG Conference.
90
THE HEIGHT OF iGAMING: INSIDE RELAX GAMING’S PANORAMIC TIGNÉ POINT OFFICES
Step into the industry powerhouse’s breath-taking top-floor location, where a stunning view is matched by the intelligent and sustainable aesthetics.
98
“IT’S ALL ABOUT GIVING TO CLIENTS”
Christian Gravina, CEO of GCS Malta, speaks about the importance of attention to detail and being on hand to help international clients navigate unfamiliar waters.
80
REDEFINING EMPLOYEE RESPONSIBILITIES IN THE AGE OF AI Will the machines really take our jobs? AI and iGaming experts weigh in with a nuanced view.
111
THE POWER SHIFT: WHEN EXPERIENCE TURNS INTO WISDOM
Executive Coach Marion Gamel is back with valuable advice for leaders who want to use their expertise in such a way as to impact the big picture.
104 POWERING MALTA’S NATURAL HERITAGE
Our islands’ NGOs are finding strong and worthy allies in the iGaming sector, as more and more companies are increasingly going that extra mile to lend a hand to green initiatives.
by Inigo Taylor
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Ramona Depares
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iGaming Capital is distributed to iGaming companies operating in Malta and to a wide network of stakeholders connected to the iGaming industry. These include leading law firms, financial services providers, and business consultancy firms that support the sector, as well as local auditors, accountants and accountancy practices.
The publication also reaches government ministries, entities and departments, along with IT and software development companies, recruitment agencies, business centres, car showrooms, yacht marinas, and architecture firms – all of which play a role in servicing or supporting the iGaming ecosystem.
In addition to its extensive free distribution network, iGaming Capital is available for purchase at leading newsagents across Malta.
Strengthening what has been achieved
For the past months we’ve heard murmurings about the iGaming industry being at a crossroads – a view that was initially met with notes of concern by those who were present for the sector’s Golden Era, when everything was new and shiny.
But it has now become increasingly clear that Malta has managed to turn these crossroads into pathways that lead to new investment opportunities and a chance to strengthen what has been achieved. The industry has matured beyond the initial hype that characterised the noughties, ably rising to the challenges of ever-increasing compliance and global scrutiny.
In this new edition of iGaming Capital, every single story and interview we worked on reflects this truth. We’ve turned the spotlight on how, once again, Malta is taking the lead on the international iGaming stage, with the Malta Gaming Authority being the first regulator to formalise an ESG Code. While voluntary, the structured reporting is set to be a game-changer in the way environmental matters, sustainability and good governance are approached by the sector.
AI continues to be a bone of contention – but what if rather than taking our jobs, it is redefining them, allowing us to focus on the more substantive aspects of our roles? This is another topic we explore, alongside the new work ethic that Gen Z is bringing to the table.
This edition also investigates how forward-thinking companies are viewing compliance as a strategic imperative rather than a burden. And, we take a look at the ways in which iGaming organisations are partnering with NGOs to help safeguard Malta’s environment and national heritage. Finally, we’ve turned our attention to the muchmaligned Bill 55, in an effort to understand the current state-of-play and the impact that any future decision could have on the sector.
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MALTA IS
ESG SETTING THE STANDARD: leading ethical practice HOW
IN i GAMING JURISDICTIONS
The Malta Gaming Authority is officially the first gaming regulator worldwide to launch an ESG Code. How is this expected to impact the industry? Ramona Depares reports.
Photo by Just_Super - iStock
Acouple of years ago, the iGaming industry was united in concern over the EU’s proposed Corporate Sustainability Reporting Directive (CSRD). Initial submissions appeared to place a substantial reporting, KPI and disclosure responsibility on a vast range of organisations operating within the EU. The Directive would have affected the majority of gaming companies based in Malta, with small and medium-sized outfits concerned that the one-sizefits-all approach would spell disaster.
Eventually, the proposals were scaled back, removing approximately 85 per cent of companies from its scope. But the growing importance of ESG was undeniable, and it was around this time that the Malta Gaming Authority (MGA) saw an opportunity to anticipate the shift by creating a framework specifically tailored to the realities of the gambling sector.
A process of stakeholder consultation kicked off and – eventually – Malta’s iGaming ESG Code was born, alongside a dedicated hub. In a landmark move for the industry, the regulator issued the first-ever ESG Code Approval Seals to 14 gambling operators, with the first insights report published in May 2025.
“The objective was to support our licensees in navigating this area, creating a common structure for disclosure that is 100 per cent voluntary but that encourages transparency,
and helps shape a more informed and trusted perception of the sector,” says Kinga Warda, Chief Officer – Policy and International Affairs at MGA and the person who oversaw the entire process.
The Code positions sustainability, social impact and responsible governance as core elements of business resilience and credibility.
“We wanted to help bring structure and visibility to the good work already being done, while also encouraging deeper reflection and progress,” Ms Warda states, adding that flexibility was essential. The framework introduced two tiers of engagement – a basic level for companies that are just starting their ESG journey, and a more aspirational tier for those ready to go further.
For future cycles, Ms Warda adds, full access to the insights report may be limited to participating companies, to further reinforce the value of engaging with the Code.
“That said, we will still publish key highlights publicly. Ultimately, we want to show where the sector stands and how it’s progressing on important ESG issues. Importantly, companies
that successfully report under the Code receive an MGA ESG Code of Good Practice seal of approval – a recognition of their commitment and transparency.”
But what do the results from the first reporting cycle say about the state of the industry? For starters, what stands out is that 14 companies stepped up to participate voluntarily, despite the many regulatory demands already placed upon them.
“This tells us there’s a real desire within the sector to not only meet requirements but to genuinely understand and improve their ESG impact. We saw participants take a thoughtful look at their own practices and begin to identify opportunities to do better. It shows that the ESG Code has real value as a tool to support the sector’s sustainability journey,” Ms Warda elaborates.
The insights also revealed some recurring themes. Many companies are already active in areas like responsible gambling and employee well-being, but when it comes to topics like diversity at leadership level or formal ESG governance structures, there’s still room to grow.
“OPERATORS SHOULD CAREFULLY ASSESS THE
REPUTATIONAL COST
OF NOT OPTING IN.”
Antoine Fenech, Deloitte Malta
Photo by Dragana Rankovic
“That’s completely natural,” Ms Warda notes. “ESG is a journey, not a checklist. The first cycle was never about getting everything right from day one. It was about putting a solid framework in place and then listening carefully to how it works in practice and continuing to evolve it to reflect the growing realities of the industry.”
She believes that the Code is already starting to shift how the sector thinks about sustainability – from something abstract or secondary, to a concept that is more structured and actionable.
Of course, Malta’s role as a leading jurisdiction for online gambling brings with it both responsibility and opportunity. The MGA is highly aware of its role in the sector.
“The ESG Code is a proactive step that leverages Malta’s position at the heart of the industry to support positive change. And we’re doing so not by imposing rigid requirements, but by offering a framework that is relevant, credible and grounded in real operational experience. Being the first regulator worldwide to have an ESG Code, we want to demonstrate that ESG can be meaningful and achievable in this space, and that collaboration between regulator and industry can drive genuine progress. Malta isn’t just keeping pace; it’s helping set the tone,” Ms Warda asserts.
The drive towards sustainability reporting is global – in 2023, a research paper published by the Wharton School found that an increased focus on ESG that was directly relevant to business activities can boost a company’s value by 1.4 per cent. It’s hardly any wonder that many iGaming companies are making it part of their core strategy. What about those that aren’t?
Antoine Fenech, Director at Deloitte Malta, believes that “operators should carefully assess the reputational cost of not opting in”.
“The Code is an innovation in the industry, being relatively new and disruptive. The adoption curve of any type of innovation suggests that early adopters gain competitive advantages, while those who lag behind risk exclusion from key markets. This could result in diminished trust, potentially impacting financing opportunities and market access, as clients and even financing partners could soon establish due diligence processes based on operators’ ESG credentials,” he notes.
By contrast, early adoption positions operators competitively in markets with increasing ESG scrutiny, with possible benefits including lower capital costs, enhanced partnership opportunities and improved public perception.
Photo by d.ee_angelo - Shutterstock
“The reputational boost from adopting the code can reduce regulatory and market risks, and attract B2B partners, payment providers, and affiliate networks seeking transparent and responsible operators. Becoming pioneers in adopting the ambitious second tier can further amplify these advantages,” Mr Fenech adds.
He uses FDJ United as an example of the gaming sector’s first wave of CSRD reporters, with the company making its report publicly available and even adopting Forest Stewardship Council (FSC)-certified paper for its scratch tickets.
“This was a visionary move that drove industry standards towards environmental responsibility, enhanced its brand reputation and strengthened supply chain resilience for cost-effective procurement and competitive advantage,” he continues.
And there are lessons to be learnt from other industries like finance, which initially was subject to voluntary recommendations to identify ESG-related risks and opportunities from authorities like the European Banking Authority.
“These recommendations eventually evolved into a whole regulation dedicated to the financial sector – the Sustainable Finance Disclosure Regulation (SFDR).”
Does this mean that the Maltese code could potentially become the de facto ESG benchmark for the global sector? Potentially, yes.
“The framework is quite comprehensive as it establishes a strategic blueprint covering 19 ESG topics across environmental, social and governance domains, all crafted through extensive peer review, materiality assessments and consultation. It has been tailored to guide all types of stakeholders on best practices for iGaming. It offers a solid basis. More endorsement, especially from investors in the industry, can help accelerate the process to transform it into an industry baseline,” Mr Fenech concludes.
“WE SAW PARTICIPANTS TAKE A THOUGHTFUL LOOK AT THEIR OWN PRACTICES AND BEGIN TO IDENTIFY OPPORTUNITIES TO DO BETTER.”
Kinga Warda, Malta Gaming Authority
HOW MALTA’S
THE COMPLIANCE SHIFT: iGaming leaders
ARE TURNING
regulation INTO reputation
Within the fast-paced, high-stakes world of online gaming, compliance has traditionally been seen as the brakes, not the engine. But in Malta, the epicentre of European iGaming, a profound shift is underway. Sarah Muscat Azzopardi discovers how forward-thinking operators are transforming compliance from a defensive necessity into a potent offensive strategy.
by
For years, the word compliance landed with a thud in the boardrooms of companies within the iGaming industry. It was seen as a cost centre, a regulatory hurdle and an operational drag. But, more recently, change is afoot.
Bolstered by a robust regulatory environment, industry leaders are discovering that a proactive and deeply embedded approach to compliance, particularly in responsible gambling, is no longer just about ticking boxes. It’s about building the most valuable currencies in the digital age: trust, brand loyalty and long-term, sustainable growth.
The evolution from compliance as a chore to a strategic differentiator has been gradual but decisive. Kevin O’Neill, General Manager of the
Responsible Gaming Foundation, has witnessed this change first-hand. “I recall attending conferences and expos that were almost entirely focused on the commercial and business aspects of gaming, acquisition strategies, market expansion, and profitability,” he notes. “Today, however, it has become almost expected to see a parallel stream or dedicated side-conference focusing solely on responsible gambling.”
This shift, Mr O’Neill argues, signifies a crucial recognition within the industry. “Players are not merely owed fair games; they also deserve the opportunity to enjoy themselves in a safe and secure environment.” In a crowded market, this commitment becomes a powerful selling point. “In a scenario where players have numerous options,
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“IN
A SCENARIO WHERE PLAYERS HAVE NUMEROUS OPTIONS, AN OPERATOR’S COMMITMENT TO PLAYER PROTECTION AND ETHICAL CONDUCT CAN SERVE AS A UNIQUE VALUE PROPOSITION.”
Kevin O’Neill, Responsible Gaming Foundation
an operator’s commitment to player protection and ethical conduct can serve as a unique value proposition,” he adds.
This sentiment is echoed by global data. PwC’s Global Compliance Survey 2025 reveals that the regulatory landscape is growing ever more complex, with 85 per cent of executives stating that compliance requirements have become more intricate in the last three years. This rising complexity, while challenging, is forcing companies to move beyond reactive, checklistbased approaches and adopt a more strategic, integrated mindset.
For many, it has become a catalyst for reinvention, and nowhere is this dynamic more apparent than in Malta. Having cultivated a reputation as a premier iGaming hub, built upon a rigorous and respected regulatory framework overseen by the Malta Gaming Authority (MGA), this very framework, while stringent, has become a cornerstone of the jurisdiction’s competitive advantage.
Dorothea Cachia Micallef, Managing Director at Brainston Advisory, a firm providing expertise in taxation, corporate, accounting and residence in Malta, explains that for discerning companies, Malta’s reputation is a powerful draw. “Having a licence from a reputable jurisdiction like Malta gives them a significant advantage over competitors licensed in places with less stringent oversight,” she states. This attracts a certain calibre of operator – one that is looking to build a sustainable and trustworthy business for the long haul.
According to Ms Cachia Micallef, the true strategic pivot occurs when a company’s internal dialogue changes. The turning point, she says, is when you move from asking “what does the regulator require?” to “what do I need to do to protect myself and my company?” When you understand the ‘why’ behind the regulations, you see how they can actually help you.
This shift in mindset reframes compliance from an external imposition to an internal compass, guiding decisions and building what Ms Cachia Micallef calls “reputational equity”. She is pragmatic about the consequences, noting that while a strict approach might lose some potential clients looking for shortcuts, “it helps attract the right ones and builds a more sustainable business”.
Despite this evolution, a persistent misconception remains: that robust compliance, particularly in responsible gambling, undermines profitability. Mr O’Neill tackles this head-on. “Quite emphatically, get your head out of the sand!” he urges. “Responsible gambling truly comes at a cost. But which one will it be? When operators see responsible gambling as a cost, they’re missing the heart of what this industry should strive for: trust, integrity and care.”
Indeed, the cost of neglecting compliance – reputational damage, loss of player trust and regulatory penalties – far outweighs the investment in doing it right. Evidence increasingly shows that a player-centric model yields significant commercial advantages. Mr O’Neill points out that developing sustainable player bases results in more stable and predictable revenue streams. The goal is to cultivate high-value players who engage safely within their means, fostering loyalty that pays dividends over time.
This investment is not just about avoiding negatives; it’s about unlocking positives. PwC’s survey highlights that strategic investment in compliance technology is already helping companies move faster and navigate complexity. Key benefits realised from such investments include better visibility of risks (as cited by 64 per cent of respondents), faster identification of issues (53 per cent), and increased productivity and cost savings (43 per cent). This data transforms the perception of compliance spending from a sunken cost into a strategic investment with a clear return. As Ms Cachia Micallef puts it, building reputational equity is “a clear return on investment as it helps attract better partners, investors and clients”.
Ultimately, for compliance to become a true strategic asset, it must be more than a department; it must be part of the organisation’s cultural fabric. This requires a top-down commitment that permeates every level of the business. Indeed, the PwC survey found that senior management sponsorship, or ‘tone at the
“A FEW YEARS AGO, THOROUGH DUE DILIGENCE REQUESTS WERE SOMETIMES MET WITH RESISTANCE. NOW, IT’S A COMMON LANGUAGE.”
Dorothea Cachia Micallef, Brainston Advisory
top’, was considered the most important factor in enhancing a culture of compliance, cited by 55 per cent of executives.
Mr O’Neill further stresses that success lies in “cultivating an ethical culture that permeates every level of the organisation, from the boardroom to the frontline”. He clarifies that this means responsible gaming principles are not treated as a mere PR exercise, but as a core value that drives decision-making across product development, marketing and customer interactions.
This cultural integration is also reflected in organisational structures. Ms Cachia Micallef has observed a “significant shift” in the role of governance teams. “A few years ago, thorough due diligence requests were sometimes met with resistance. Now, it’s a common language,” she says. “This suggests that governance has a more central and strategic role.” Companies are increasingly building their internal structures with compliance in mind, rather than treating it as an afterthought.
It would certainly appear that within the dynamic and fiercely competitive arena of Malta’s iGaming industry, the rules of the game are changing. The operators who thrive will be those who see compliance not as a shield, but as a sword. By strategically embracing regulation, they are building resilient businesses, fostering deep and meaningful relationships with their players, and proving that long-term success is built on a foundation of integrity.
BILL 55 AND THE EU:
TESTING THE
boun daries
OFpublic policy
It’s been over a year since the Gaming Act was amended to empower local courts to disregard any foreign judgment if it conflicts with or undermines the legality of the provision of lawful gaming services in/from Malta by virtue of an MGA licence. With Malta facing EU infringement proceedings, Ramona Depares reaches out to industry experts in an effort to unpack what could be next.
Photo by Phonlamai
PhotoShutterstock
In June 2023, Maltese Parliament voted to amend the Gaming Act. In plain English, the new article protects the Maltese assets of locally licensed operators from being subject to compensation orders issued by foreign courts. This is the new Article 56A, better known across the EU as the infamous Bill 55 – and the controversies surrounding it remain unresolved to date.
Legal representatives from a number of countries – including Germany and Austria – have asked the European Commission to pronounce itself on whether the new legislation violates EU law. But the Maltese Government and the Malta Gaming Authority (MGA) have remained steadfast in their statements, insisting that “Article 56A confirms Malta’s long-standing public policy on online gaming and reflects existing rules under EU law”.
This impasse has led to infringement proceedings, and the road ahead appears murky. What’s next? I put the question to Maltese MEP Peter Agius, who has taken a keen interest in the matter.
“These proceedings are a preliminary step which may be followed by a reasoned opinion and, later, possibly by a formal decision to open a court case,” he starts off. So what are Malta’s chances if the matter actually makes it to the highest legal authority of the EU? Mr Agius is convinced that the Commission’s case remains “morally weak, given that the current conflict of laws arises from the Commission’s own inaction over the last years”.
Political pressure is mounting on the EU to take action against Malta, with leading voices like German MEP Sabine Verheyen criticising the Commission for failing to act decisively. What is the weight of such critics? Mr Agius points out that they must be evaluated within the wider context of the iGaming landscape.
“The impasse has only arisen due to the continuing fragmentation of the single market, which benefits illegal gaming activities outside
the EU. In contrast, Malta’s regulated industry is led by a responsible regulatory authority that offers solid measures against addictive gambling and for the protection of minors and safeguards to prevent money laundering,” he says.
Some argue that the situation is indicative of a deeper tension between Malta’s reliance on iGaming revenues and the EU’s emphasis on consumer protection and judicial cooperation. Mr Agius disagrees, arguing that Malta’s regulations actually promote consumer protection.
“Malta carved its own place from nothing to become a European hub of online gaming, and it did this through smart regulation and the responsible administration of licences. The Maltese approach is very much complementary to EU objectives for consumer protection, free movement and the rule of law,” he states, adding that if action against Malta goes forward, it would definitely send a number of undesirable messages on the Commission’s abilities to handle the internal market.
What can we expect to see next, and how could it impact the sector? Dr Terence Cassar, Partner at GTG Legal, explains that if the matter escalates to the European Court of Justice, the latter would ultimately issue a formally binding judgment.
“An Advocate General will be assigned to the case, and they will issue a non-binding (yet very authoritative) opinion on the matter, before the court delivers its judgment. In turn, the implementation of this decision would need to be handled through Malta’s national legislative mechanisms,” Dr Cassar explains.
However, he too believes that the Commission’s case would not be strong, and should fail.
“Article 56A codified into written legislation that Maltese courts are to refuse recognition or enforcement of any foreign judgment if it conflicts with or undermines the legality of the provision of lawful gaming services in/ from Malta by virtue of an MGA licence. But in doing so,
“THE COMMISSION’S CASE REMAINS MORALLY WEAK, GIVEN THAT THE CURRENT CONFLICT OF LAWS
ARISES FROM THE COMMISSION’S OWN INACTION OVER THE LAST YEARS.”
MEP Peter Agius
it did not produce any new legal outcome per se –it simply codified the existing situation which was previously applicable as a matter of national public policy, rather than explicitly stated in our legislation.”
He notes that, despite being the very first EU country to regulate online gaming back in 2004, it was only in the last few years that Maltese companies experienced a major wave of coordinated player claims, deriving mainly from players in Austria and Germany.
“These claims would be practically identical: a player in Austria or Germany claiming that, in view of the applicable local position of the local legislation – and irrespective of EU freedoms to provide services – the online gaming offering by a Maltese company to a player in such jurisdiction should be considered illegal under the laws of that jurisdiction. Therefore, the losses of the player derive from illegal activity and are to be refunded,” Dr Cassar elaborates, adding that civil courts in their respective home countries invariably rule in their favour.
Operators at the receiving end of this judgment tend to be incorporated, and to have assets, in Malta, leading players to seek enforcement of the judgment through the Maltese courts under EU Rules on the Recognition and Enforcement of EU judgments.
“There are some exceptions that apply to these rules and, in this context, the relevant exception relates to public policy. There are also relevant rules as regards to what amounts to public policy,” he elaborates.
Dr Cassar argues that Article 56A fits neatly within these exceptions.
“In my view there is no case against Malta, since the government stayed within the parameters of EU Regulation. Malta’s public policy position on online gaming has been the same for over 20 years, and it is the EU itself that has explicitly provided for this exception to the enforcement of foreign civil judgments.”
Ultimately, the tension finds its cause in a broader dynamic resulting from the absence of harmonised EU rules on online gambling.
“A dedicated EU Gambling Unit was closed back in 2017, and a letter advocating for common policies that was presented in 2021 by around 13 EU regulators was not acted upon. This resulted in a lacuna which the EU Commission itself instigated to some degree. We’re seeing the consequences in this fragmented national law landscape across the EU,” Dr Cassar points out.
He adds that, should the European Court of Justice (ECJ) strike down Article 56A, Malta-licensed
operators could face massive financial exposure from the mass litigation funded by third parties.
“The main direct impact will be on the larger operators which do their very best to act lawfully in such a complex landscape. The impact on the industry has already occurred, at least in part. When this legal phenomenon started to materialise, many Maltese operators reacted by either closing down the respective markets entirely, or by shifting to another jurisdiction that is insulated from the EU’s civil enforcement reach.”
Some of the larger, Malta-based operators are already seeing a potential fallout. Tipico CEO Axel Hefer, commenting on a pending dispute worth almost €4,000, stated: “The matter is now being examined by the ECJ. Depending on the ECJ’s decision, we will make repayments or not.”
In April, the Rotterdam District Court ordered Betsson Group to pay just shy of €400,000 to a Dutch customer who gambled on sites that were unlicensed in the Netherlands. The company’s 2024 prospectus makes provision for this vulnerability to customer claims, noting that the risk of such claims being enforced is medium, while adding that if the risk were to occur, “the company considers the potential negative impact to be high”.
Meanwhile, operators with a Maltese licence eagerly await the decision that could turn out to be the biggest disruptor to the industry as we know it.
“MALTA’S PUBLIC POLICY POSITION ON ONLINE GAMING HAS BEEN THE SAME FOR OVER 20 YEARS, AND IT IS THE EU ITSELF THAT HAS EXPLICITLY PROVIDED FOR THIS EXCEPTION TO THE ENFORCEMENT OF FOREIGN CIVIL JUDGMENTS.”
Dr Terence Cassar, GTG Legal
Photo by J J Galea
IS i GAMING FACING A
Gen Z GENERATIONAL brain RECRUITMENT: drain?
The new generation of employees knows what it wants and won’t settle for less. As iGaming companies face rising expectations for flexibility and purpose, Dean Muscat asks whether this so-called brain drain is really a shift in mindset – and what employers can do about it.
The Great Resignation. The Big Quit. Call it what you want – it was one of the most headline-grabbing job trends of recent years. After months of pandemic lockdowns, many workers found themselves freed from strict office hours and the ever-watchful eye of the boss, and got used to a more flexible way of working – one that fit around their lifestyles. And when offices reopened, millions decided they simply weren’t going back.
In August 2021 alone, 4.3 million Americans resigned – the highest single-month figure since records began in 2000, according to NPR.org, an American independent non-profit media organisation. Europe saw similar patterns in the first quarter of 2022, with resignations hitting roughly 2.7 per cent of the workforce – levels that European Data Journalism experts noted were on par with US peaks.
“UNLIKE MILLENNIALS, WHO APPRECIATED STRUCTURED CHECK-INS, GEN Z THRIVES ON SHORT, FREQUENT, EVEN CHAT-BASED FEEDBACK.
THINK OF IT AS AN ONGOING CONVERSATION, NOT A SCHEDULED MEETING.”
Elaine Dutton
The surge has since cooled, with talk shifting from a Great Resignation to more of a Great Reshuffle. But the factors that many people cited for walking out, including burnout, lack of flexibility and uninspiring work, haven’t gone away. In fact, they’re now front and centre for Gen Z, the latest generation shaping the workplace.
In the iGaming sector – a notoriously competitive sector with a constant flux of employees – these shifts feel especially critical. As some local HR experts put it, the industry is so notorious for high employee turnover that you’ll find farewell parties every Friday at larger companies. So, are Gen Z’s demands fuelling a brain drain? Or are they pushing employers to reinvent their HR strategies and company cultures for the better?
Reflecting on how Gen Z is approaching career choices, Emanuel Zammit, Recruitment Director at corporate and recruitment services provider GCS Malta, has seen the change firsthand: “We are experiencing a notable shift from previous generations, who tended to place more emphasis on traditional benefits such as private health insurance, structured career paths, social activities, and retail discounts. While these are still appreciated, they
Photo by PeopleImages - iStock
are no longer the key differentiators for Gen Z. For them, flexibility, mental well-being and meaningful work often take precedence over conventional perks.”
Elaine Dutton, an HR and Leadership Coach with Fractional HR Malta, echoes this sentiment: “One of the biggest myths about Gen Z is that flashy perks or big salaries will win them over. But the truth is, they’re not just chasing jobs, they’re looking for a 360-degree alignment where their career fits snugly with their personal goals and lifestyle.”
Many employers are struggling to catch up with these new expectations, and changing jobs has very much become the norm. As Mr Zammit points out: “Jobhopping every two to three years is widely accepted, especially in the absence of clear growth opportunities.”
For Gen Z, this is less about restlessness and more about rejecting the steady-as-she-goes career model of older generations. Klaudia Grzegorska, a Gen Zer at entertainment provider Bally’s Interactive, puts it bluntly: “Older generations often stayed with the same company for most of their careers. I can’t imagine that being the case for Gen Z. For us, work should support the lifestyle we want to live. We weren’t born to just work.”
Such clear job expectations also mean Gen Z is quick to spot warning signs before they even apply for a job. “The classic ‘we’re like a family’ line is an immediate red flag,” she explains. “Work isn’t family, and it usually just means unpaid overtime.”
Rather than quietly enduring misaligned roles, many are seizing control of their careers with a more entrepreneurial spirit. “Some of my friends left demanding office jobs to freelance or start their own businesses, while others were happy to move into other industries, like hospitality,” Ms Grzegorska says. “They want to clock in, do their job, and clock out, with no late-night meetings or client calls after hours. Just freedom once the shift ends.”
It’s easy to dismiss such demands as the whims of idealistic 20-somethings. But Ms Dutton argues that Gen Z are anything but naïve – they’re hyper-aware of the bigger pressures they face and weigh their career choices accordingly.
“Top of the list is whether they will be able to afford housing and to have a family while maintaining a reasonable standard of living. Any interviewer has to keep these realities in mind. It’s not just about recruitment as a process but understanding what that person is bringing to the table, not only in terms of skills and experience but also the macro conditions that keep them awake at night.”
Unsurprisingly, this has placed the industry squarely in the middle of a culture clash. Different generations bring different rhythms to work, and tensions are heightened when either side digs in. Ms Dutton, who coaches employers and employees through these shifts, sees awareness as the key to bridging the gap.
“First off, Gen Z expects micro-feedback and constant learning. Unlike Millennials, who appreciated structured check-ins, Gen Z thrives on short, frequent, even chat-based feedback. Think of it as an ongoing conversation, not a scheduled meeting.”
“THE CLASSIC ‘WE’RE LIKE A FAMILY’ LINE IS AN IMMEDIATE RED FLAG. WORK ISN’T FAMILY AND IT USUALLY JUST MEANS
Klaudia Grzegorska
Gen Z, she notes, are also independent learners. “They don’t want to be told step-by-step; they want frameworks and freedom. So, if you’re offering on-the-job coaching to Gen Z employees, adapt content to be highly visual and interactive. Video always wins over text.”
Mr Zammit agrees: “This generation wants flexible, personalised learning options that fit around their busy lives, and they expect training to be tech-savvy. Think bite-sized lessons, gamified modules and mobile-friendly content.”
And, perhaps most importantly, psychological safety matters deeply. Gen Z wants to contribute in spaces where empathy, vulnerability and diverse voices are respected.
“Gen Z expects flexibility, balance and fair pay as a given.” Ms Dutton notes. “Now, they’re asking us to add soul to the workplace.”
Mr Zammit believes he has already seen companies take steps in the right direction to foster more inclusive and authentic workplaces: “Many companies have made noticeable strides in promoting more flexible working arrangements and inclusive cultures.” Yet, he cautions that progress is uneven. “Fully embedding these values into everyday practices remains a work in progress.”
Recruitment is one area where change is most visible. Ms Dutton notes that a simple shift can make a big difference: “One of the most effective changes is moving away from rigid, formal interviews and embracing a conversational approach. Gen Z resonates with shorter, clearer processes.” But, she continues, this goes beyond hiring strategies – it also means rethinking how career development is structured. “This is a generation where everything happens at double or triple speed compared to previous ones. So, let’s forget about the idea that the next promotion requires five years of tenure. With Gen Z, we need to shift from ladders to pathways, where micro-progression feels fluid and continuous.”
From Ms Grzegorska’s perspective, having navigated this reality firsthand, there’s a clear need for expectations to realign on both sides. “Paycheck, laptop and coffee are not benefits,” she points out. “Avoid age discrimination and let us be creative. Just because we’re young doesn’t mean we lack experience. Trust us to use the skills we bring to the table.”
And, to her peers seeking workplaces that align with their expectations and values, she advises: “Sometimes you need to go the extra mile, and you’ll be rewarded. If a company asks you to
complete a task during the interview process, it’s usually not to exploit you but to see your skills in action. So, put yourself out there, especially on LinkedIn, even if you find it cringe. Use your creativity and things will work out.”
So, perhaps the big takeaway is that iGaming is experiencing less of a brain drain and more of a brain shift, as Gen Z increasingly seeks out authentic, flexible and human workplaces. Employers that adapt are not only rewarded by retaining crucial talent and knowledge but also by harnessing a generation of purpose-driven leaders. And with Generation AI already rearing its head, this more human element could prove to be the most important differentiator of all further down the road.
“FOR GEN Z, FLEXIBILITY, MENTAL WELL-BEING AND MEANINGFUL WORK OFTEN TAKE PRECEDENCE OVER CONVENTIONAL PERKS.”
Emanuel Zammit
relentless A sustainable DRIVE TOWARDS growth
Photo by Inigo Taylor
This past year has seen industry leaders reconfirming the island’s unique advantages thanks to the Make It In Malta campaign and the forthcoming design of the new Gaming Malta Manifesto is set to continue building on this. Gaming Malta Foundation CEO Ivan Filletti shares insight about the sector’s upcoming roadmap with Ramona Depares
It’s been a defining year for Malta’s gaming sector. As 2025 draws to a close, the industry finds itself not at a crossroads, but on firm footing – consolidating gains, strengthening the strategy for sustainable growth and reaffirming the values that have shaped its success to date.
I’m meeting Ivan Filletti, CEO of the Gaming Malta Foundation, to take stock of the year gone by, and to gain insight into where the industry is headed next. The conversation that ensues isn’t just about milestones ticked off a list – although there have certainly been plenty – but about the longer game Malta is playing: one that makes the island truly deserving of the tagline “the home of gaming excellence”.
And that tagline is more than marketing gloss. It’s the principle that underpinned Malta’s emergence as a pioneering iGaming jurisdiction, and the CEO is adamant that it will continue to shape its future: “We’re not a centre, or a hub, we’re a home.”
This ethos builds on the R.E.S.P.E.C.T. (Responsible gambling, Entertainment, Speed, Professionalism, Enhanced due diligence, Consistency, Talent) campaign that Gaming Malta launched back in 2024, spearheading reputation management for the industry. The initiative has already yielded results by consolidating Malta’s standing in the global gaming landscape. And now, the country is positioning itself at the intersection of digital entertainment, immersive tech and esports (interactive entertainment).
“Malta’s reputation grew because operators could rely on predictable regulation, and institutions invested in building long-term trust. That framework has now become our reference point as we extend the sector to embrace new frontiers,” he says.
These words are reflected in Malta’s performance at global expos like ICE Barcelona 2025. Rather than promotions, Malta’s pavilion allowed the industry’s movers and shakers to do the talking as part of Gaming Malta’s ongoing Make It In Malta campaign. Founders who have grown their businesses in Malta over the past few years – some of whom reached notable milestones in 2025 – were united in their belief in and commitment to the island, with industry stalwarts like Pontus Lindwall, CEO of Betsson AB, acknowledging that the organisation has been a key player in Malta’s industry
for over two decades. Asked how Malta has contributed to the organisation’s strategic growth, the CEO’s reply was straightforward:
“Malta has contributed a lot, through regulatory framework and a businessfriendly environment. We arrived in 2004, and got our first licence in 2005. We decided on our first day that this was to be our operational hub, and it still is. We have great people from Malta working for us, and we have a long-term commitment. Malta has been good for us.”
Eman Pulis, the founder of Sigma Group, also acknowledged that the brand couldn’t have expanded and reached the stellar heights it did without the benefit of having Malta as its base.
And Todd Haushalter, Chief Product Officer at Evolution, likewise made a strong statement about the industry in Malta, referring to it as “a big part of the economy” that has enabled further growth into other industries, such as hospitality.
There are plenty more such glowing reports. Relax Gaming Chief Growth Officer Enrico Bradamante described Malta as having a “unique” gaming ecosystem, adding that the tax advantage, proximity and sheer density of the landscape translate into a “very big advantage”. And Soft2Bet Chief
“MALTA OFFERS A STRONG JURISDICTION WHERE IDEAS CAN MATURE, AND WHERE COMPANIES ARE EMPOWERED TO SCALE WITH CONFIDENCE.”
“THE UPCOMING GAMING MANIFESTO DETAILS HOW GAMING MALTA WILL SUPPORT GAMING AS A CENTRAL PILLAR OF THE ECONOMY THROUGH A SERIES OF PLEDGES TO INDUSTRY.”
Financial Officer Max Portelli noted that there is “a lot of good talent available directly on the island”, while also praising the country’s geographical connectivity. These accolades don’t come as a surprise to Mr Filletti. “We’ve had a strong platform for years, and now we are showing what’s being built on it,” he explains.
“What we’re hearing here aren’t slogans. They’re living proof that Gaming Malta’s Make It in Malta campaign is built on solid reality. For years, we’ve enjoyed the strong foundation that Malta built in the sector, but now we are evolving to the next stage. Malta offers a strong jurisdiction where
ideas can mature, and where companies are empowered to scale with confidence,” he explains.
He adds that throughout 2025 the industry saw a number of new success stories, with founders, teams and investors choosing Malta for its robust ecosystem, which should not be taken for granted. And there’s a steady growth among international operators relocating to the island or expanding existing operations.
Malta’s next iGaming leap is framed within the government’s Vision 2050 strategy, the longterm national plan for digital entertainment that was launched earlier this year and is now firmly integrated into policymaking. The strategy signals a deepening commitment to evolve with the industry while staying true to the principles that built its reputation.
“Vision 2050 maps out how gaming will remain central to national growth, not just through iGaming, but by developing adjacent sectors like video game development, esports and immersive entertainment. Across the global industry we’re seeing a deliberate move towards integration, with plans to encourage convergence between gaming, media, fintech, and frontier technologies like AI and blockchain. And we’re ready to leverage this.”
Among the deliverables are incentives for local game studios, annual Tier 1 esports tournaments and the creation of fully renewable-powered data centres. It’s a vision that ties economic diversification to environmental responsibility and digital ethics. It’s a bold alignment, Mr Filletti acknowledges, but one that Malta is ready to pursue.
“Much of the groundwork for this expansion was laid years ago, when Malta launched its Vision for Video Games Development and Esports. The aim was to take a niche sector and turn it into a recognised contributor to GDP,” he confirms.
Ivan Filletti was awarded the Industry Guardian of the Year 2025 at the SiGMA Euro-Med Awards.
And this past year has already proven that the island is reaping the fruits of that approach, with international collaborations that include a multi-year agreement with Blast, one of the most respected names in esports production. The agreement will see Malta host nine major tournaments and serve as a European broadcast hub.
“Our country’s advantage is two-fold. We have an enabling infrastructure, with policy-makers who actually listen to the sector and to its needs – and who act upon them. Then there’s all the experience wielded by the industry. Years of regulating iGaming have created a bedrock of legal, technical and compliance know-how. That institutional memory now supports a new generation of gaming entrepreneurs, from indie studios to immersive-tech startups,” Mr Filletti continues.
And, as the industry enters more complex territory, blending entertainment, finance and social interaction, 2026 will see Malta pushing for frameworks that go beyond compliance.
“At the core is a belief that player protection, data ethics and mental well-being can never be treated as afterthoughts. This mindset is woven into Vision 2050, which calls for stronger oversight of emerging platforms, game design that promotes healthy engagement, and tools that give players more control over their behaviour and data. And now, the upcoming Gaming Manifesto details how Gaming Malta will support gaming as a central pillar of the economy through a series of pledges to industry.”
So what does it really mean to be a “Home of Gaming Excellence”? Malta’s answer isn’t one thing. It’s not simply about drawing in the next big studio or hosting headline events, but about creating an ecosystem that integrates infrastructure with culture, regulation with education, and opportunity with accountability across all the gaming verticals.
“The R.E.S.P.E.C.T. framework laid the foundations. Make It in Malta gave it a face. Now, Vision 2050 offers the long-term scaffolding for a future that reaches beyond gambling into the broader world of digital entertainment,” Mr Filletti concludes.
Photo by Inigo Taylor
Gamecheck’s A GAME-CHANGING MOVE: seal
INDEPENDENT authenticity OF
Fake games are undermining the trust between players and casinos. James Elliott, Gamecheck Founder, tells Edward Bonello how the company’s independent seal of authenticity is setting a new standard for fair play, helping to reassure players.
As the gaming industry continues to grow from strength to strength, it has also led to fierce competition. But one emerging threat now risks undoing years of reputationbuilding for legitimate operators. This threat is fake games which, while sporting a sleek and attractive veneer, can fool and trap the inadvertent player.
Enter Gamecheck, a one-year-old startup on a mission to safeguard fairness and restore trust in the iGaming industry through its revolutionary seal of approval. Company Founder James Elliott explains how the company is helping clean up the online casino landscape by certifying genuine games.
“Fake games, which often mimic legitimate titles, are increasingly infiltrating the market. They are
Photo by gorodenkoff - iStock
“OUR SEAL IS A RECURRING PROCESS THAT CAN BE WITHDRAWN AT ANY GIVEN MOMENT IF MALPRACTICE IS DETECTED.”
dressed up with familiar elements, characters and polished designs. But beneath the surface, their core is manipulated, and fails to respect the industry RTP (return to player) norms,” Mr Elliott starts off.
“Once the RTP is tampered with, the outcomes are rigged and the entire experience is weighted against the player. These illicit games often target the most vulnerable gamblers, individuals least equipped to detect deception and who are most likely to continue playing regardless of the odds. Behind these games we don’t find amateur fraudsters, but organised criminal syndicates that are using stolen branding and technical manipulation to prey on addiction.”
While the majority of operators in the industry act legitimately and in good faith, the existence of these fraudulent products undermines trust across the industry’s ecosystem.
“That is where Gamecheck steps in, providing an independent verification of games and casinos. By offering a seal of approval, Gamecheck is able to reassure players that what they see is authentic, fairly operated and aligned with a commitment to trust,” he explains.
One of the distinguishing features of Gamecheck is its ability to provide a tool that serves both consumers and the industry. Players are provided with peace of mind
before engaging with a casino. Operators, on the other hand, get an extra layer of legitimacy that can be showcased directly to their customer base, strengthening long-term relationships. This dual purpose has allowed Gamecheck to carve out a unique niche for itself, bridging the gap between user protection and business credibility. The Gamecheck process of verification is deliberately straightforward. Operators can obtain the Gamecheck seal by visiting the company’s website, entering their casino’s URL and validating their establishment within minutes.
“It’s as simple as that,” Mr Elliott reassures operators. “Given our constant monitoring of the gaming landscape, we are capable of providing our seal of approval in real time, making the process for casinos to get validated really easy and efficient.”
If a game, or a supplier, is not already in the system, a request for verification can be submitted and the Gamecheck team will conduct a thorough investigation. Investigations
are backed by technical expertise and supported by legitimate game providers, who have every interest in exposing unauthorised use of their products. Findings are published transparently on the platform, ensuring clarity for both players and operators.
The tech that underpins the Gamecheck seal is also an important part of its effectiveness. Because it is dynamic, real-time and QR-enabled, it’s resistant to manipulation. Unlike static seals that can be copied and pasted onto illegitimate sites, the Gamecheck indicator is directly linked to their system. This ensures that any attempt at forgery is instantly revealed, protecting the integrity of the certification and making it trustworthy at scale.
“For players, this verification can be checked through a dynamic seal embedded in the casino site. The seal is not a static badge but a live indicator of status, and it is linked to a QR code that can be scanned instantly. In addition to website integration, Gamecheck has released an app that allows users to follow casinos and receive notifications whenever new results or changes are published,” Mr Elliott adds.
Another layer of strength lies in the company’s insistence on recurring certification. Fraud in the sector remains a growing and ever-evolving phenomenon, as ill-intentioned actors frequently adapt their methods to slip through cracks in oversight. By scheduling ongoing checks – daily, weekly, or annually – Gamecheck ensures that validation is not reduced to a simple box-ticking exercise. Instead, it becomes an ongoing commitment, which is particularly important in a digital environment.
“Our seal is a recurring process that can be withdrawn at any given moment if malpractice is detected. This ensures ongoing accountability that prevents an initial validation from being used to cover for future malpractice,” he warns.
The corrective element of Gamecheck’s work is equally valuable. When casinos discover that their supply chain has been compromised with fake games, the reputational damage can be considerable. By identifying problems quickly and helping casinos get back on track, Gamecheck acts both as an auditor for fraud and as a partner. This remedial role has already helped casinos in different jurisdictions to protect their customer relationships and salvage trust before it was lost.
The company has found particularly strong traction in regions where regulation is absent or inconsistent. Latin America, for example, has been a key market, where players often lack oversight from a local regulator.
“GAMECHECK’S
EARLY SUCCESS SHOWS THAT THERE IS BOTH A DEMAND AND A RESPONSIBILITY FOR SOLUTIONS THAT PROTECT USERS WHILE SUPPORTING OPERATORS.”
“In such cases, Gamecheck fills the gap by acting as a de facto guardian to users, offering the transparency that licensing authorities might provide elsewhere. Beyond detection, Gamecheck has also played a corrective role, helping casinos that unknowingly acquired compromised games to identify the issue and restore their integrity,” Mr Elliott continues.
The company’s expansion into underregulated regions highlights another critical aspect of its mission. In such jurisdictions, players are left with very little recourse if they encounter fraudulent games. Gamecheck’s independent seal fills that void. “Leveraging the powers of technology, transparently and speedily, the service can deliver what most regulators cannot, and that is instant and continuous assurance,” he says.
As he reflects on the company’s journey, it is clear that the seal is not just a useful tool but an emerging benchmark for fair play. And the response from the industry has been very encouraging. After all, by making it easier to identify unauthorised use of legitimate games, Gamecheck indirectly supports developers whose intellectual property is often targeted by counterfeiters. For these companies, the seal provides an ally in the fight against theft, preserving both their brand integrity and their revenue streams. For affiliates, meanwhile, it offers a reliable reference point when recommending casinos to their audiences, further extending the seal’s influence across the value chain.
“The iGaming sector often evolves faster than legislation, so the ability to verify in real
time, to update continuously and to uncover malpractice is becoming indispensable. Gamecheck embodies a new standard of transparency and accountability in iGaming, empowering players to check before they play and giving operators a way to prove their legitimacy.”
Trust, ultimately, is the most valuable currency in iGaming. For years, operators have invested heavily in compliance, responsible gaming programmes and customer care initiatives to ensure their reputations remain strong. Fake games cut directly against this investment, threatening to undo hard-earned credibility with just a handful of manipulated titles.
“We are helping to restore confidence where it is most at risk, maintaining the delicate balance on which the industry’s long-term sustainability depends,” Mr Elliott argues.
As digital entertainment continues to expand globally, with new jurisdictions opening to online gambling and millions of players entering the market for the first time, the need for reliable verification mechanisms looks set to grow.
“Gamecheck’s early success shows that there is both a demand and a responsibility for solutions that protect users while supporting operators. In that sense, the seal of approval is more than just a badge. It is a statement of intent that fair play and transparency are not optional extras, but central pillars of the industry’s future,” he concludes.
speed LIDION BANK: AND service
YOU CAN BANK ON
Lidion Bank CEO Jonathan Bellizzi speaks to Edward Bonello about how a deep-rooted understanding of the intricacies and highly-specialised needs of iGaming have helped the organisation shape its success.
Photos by Inigo Taylor
In a sector that is so highly regulated, yet also as fast-paced as iGaming, agility and experience are key to success. Few banking institutions have succeeded in providing the necessary responsiveness and experience-based reliability that operators in the field expect. Lidion Bank has grown to become one such institution, offering a comprehensive range of financial solutions to the most demanding players. I caught up with CEO Jonathan Bellizzi, who describes how the bank’s processes are driven by laser focus and dedication.
“I believe that what sets Lidion Bank apart from other similar outfits, is our deep-rooted commitment to understanding the intricacies of iGaming, and the specific needs of our clients,” Mr Bellizzi declares from the outset.
“Then, the rest follows naturally.” Pivoting from a focus on agriculture in the post-Brexit era, Lidion Bank entered the iGaming realm in 2017, as legacy banks were growing reluctant to service the industry. Since then, iGaming has grown exponentially, becoming a robustly regulated sector, and considered a significant vertical in Malta’s economy.
“Lidion Bank brought with it experience from other sectors, especially in terms of cash management. We recognised an underserved market in the iGaming industry and consciously embarked on a drive to build the necessary knowledge base and infrastructure needed to serve it effectively. During this time, we engaged closely with all stakeholders, including operators in the field, but also with authorities such as the Malta Gaming Authority (MGA). We also worked alongside other specialised professionals, including lawyers and accountants, to gain an in-depth understanding of the sector’s core needs,” Mr Bellizzi recalls.
What began slowly and cautiously, soon snowballed into one of Malta’s foremost
specialised financial institutions. Operating in one of the most heavily scrutinised industries in the world requires more than just efficiency. Lidion Bank has responded accordingly, by heavily investing in the development of internal expertise. This strategy ensures compliance, while maintaining operational speed. Onboarding new clients is an entire process in itself – one that Mr Bellizzi acknowledges can be ‘daunting’. “We make it a point to assist clients in the smoothest and most efficient way possible, bringing all our combined expertise to the table,” he explains.
This typically involves a two-step process, with the first phase starting with a preliminary vetting that serves a dual purpose –understanding the nature of the client’s needs, while also gauging whether these are a good fit for the bank. “We do ask a lot of questions,” the CEO acknowledges. “This is an important part of the process for us to get to know a prospective client and to ensure that we know and understand their operation well. That way, everyone is on the same page from the get-go,” Mr Bellizzi continues.
This is followed by a second, slightly more intensive, phase, which is the core onboarding procedure proper. “We have perfected this phase to be as efficient and painless as possible, using digital signatures, online verification, as well as a suite of European registry checks that help us streamline the experience. However, ultimately the human element still makes a considerable difference. Provided clients remain collaborative and responsive, we have reached a stage where onboarding can be completed within two weeks. While we are here to serve as many operators in the industry as possible, every bank has its own risk appetite, so we make it a point to truly get to know who the client is, and what their strategies are. In this way we can determine pretty early on whether we are a fit for each other, and whether to invest in a relationship together.”
“PAYMENTS NEED TO BE INSTANT, OTHERWISE THEY ARE CLOSE TO INEFFECTIVE.”
Unlike traditional businesses, iGaming companies require very specific financial products which reflect the very fast-paced and constantly evolving nature of the industry itself. While seeking to offer the best-tailored products on the market, Lidion Bank is committed to remaining focused on two crucial elements of the equation: payment channels and safeguarding of player funds.
Operating in the world’s major currencies –Euro, US Dollars and British Sterling – the bank offers tailored products like guarantees that are required in jurisdictions such as Germany. All this is framed within a relationship-driven culture. “Clients’ feedback is typically related to the high level of service we provide. This standard is our USP!”
To maintain its edge, Lidion Bank relies on strong internal teams while regularly consulting external legal counsel. “The bank’s structure reflects our focus on long-term client relationships, including a business development team, an onboarding team and a client relations team. These three units are primed to understand clients’ needs and ensure they have multiple points of contact and support throughout their journey with us.”
Part of the services it offers involves assisting operators to transition licences from Malta to new jurisdictions, in Europe and beyond, and vice-versa. This has further cemented its reputation for specialised experience as an increasingly international player.
Asked what trends are shaping the industry in the near future, the CEO lists four strategic developments that are potentially game changing, with the power of affecting the way the iGaming industry evolves in the coming years. “We have recently been following clients’ interest in new European jurisdictions, as well as emerging markets in Latin America. We have already served the needs arising from such developments, as we support their migration to new legal environments. Despite these shifts, we believe Malta remains extremely competitive due to its strong ecosystem of legal, financial and regulatory support,” Mr Bellizzi reflects.
The CEO lists the demand for speed as gaining an even stronger priority within the ecosystem. “In today’s world, all we do happens in real time, and this reality is equally true in the world of iGaming. No one wants to wait to get their payment processed to be able to enjoy a service. Payments need to be instant, otherwise they are close to ineffective,” he observes.
Mr Bellizzi also outlines the evolution of payment channels, with stablecoins and other digital assets becoming more prominent in the iGaming world. And finally, what he refers to as “the greatest disruptor of all” – artificial
intelligence (AI), which, even in the iGaming sector, is expected to continue creating massive shifts in the way companies operate and deliver services.
Through all this, Mr Bellizzi sees the bank’s path as clear, with the priority being to continue offering the best service possible while adapting to each client’s needs – down to details such as the choice of communication channel.
“Some of our clients have been with us from the very start, while some Chief Financial Officers have requested to continue working with us even after moving to a new organisation. This is probably the greatest compliment we can ever receive for a job well done. For us, it’s an unmistakable stamp of approval, for rendering an effective and efficient service,” Mr Bellizzi concludes.
“CLIENTS’ FEEDBACK IS TYPICALLY RELATED TO THE HIGH LEVEL OF SERVICE WE PROVIDE. THIS STANDARD IS
‘Governance matters –MALTA STOCK EXCHANGE: WE WANT TO SEND A clear message TO ALL’
With its 2026 edition scheduled for 4-6 March, the GRC & ESG Conference has cemented its place as one of Malta’s defining corporate fixtures. Malta Stock Exchange Executive Chairman Joseph Portelli sits down with Edward Bonello to explore the event’s growing influence, its international reach and why governance and sustainability are now at the centre of boardroom discussions.
Photo by Darrin Zammit Lupi
Governance, Risk, and Compliance (GRC), together with Environmental, Social, and Governance (ESG) are increasingly a central theme for businesses in any sector, as companies grow more aware of their responsibilities within today’s evolving regulatory framework. Far from being a burden, strong practices in these areas can provide a blueprint for long-term resilience, competitiveness and growth.
It is within this context that the Malta Stock Exchange, in collaboration with the Malta Financial Services Authority (MFSA), is once again organising its annual GRC & ESG Conference 2026, now in its fourth edition.
“Governance matters, and we want to send a clear message to all,” says Executive Chairman Joseph Portelli, setting out his ambition for the annual event, set to take place between 4 and 6 March 2026. “Our aim is for it to become the go-to gathering for GRC and ESG in the Mediterranean. Through our commitment and vision, we intend to show that Malta is a serious jurisdiction, firmly committed to governance, leaving no room for illintentioned actors. Companies licensed here, whether in gaming, banking, finance, or other sectors, take governance and compliance seriously. This conference is our platform to bring those successes to the forefront.”
He describes the event as a key part of the Malta Stock Exchange’s plans to align the jurisdiction with international standards. With a highly diversified economy that includes over 300 licensed gaming companies, and more than 1,000 entities regulated by the MFSA, Malta hosts a dense cluster of highly regulated sectors.
“Reputational risk is real. It takes decades to build a strong reputation but only a moment to lose it. This conference was born in the aftermath of Malta’s grey-listing by the Financial Action Task Force (FATF) in 2021 –a challenging chapter in Malta’s corporate history – but Malta stood up to the challenge and we turned it into an opportunity for growth. Today, the country enjoys a stellar reputation, thanks to collaboration between government, regulators and the private sector. This conference is about showcasing that progress and pushing the standards even higher,” Mr Portelli notes.
The 2025 edition drew over 500 participants from as far afield as Hong Kong and mainland Europe. “We’ve already secured speakers from Asia, the US and across the EU: regulators, bankers, senior executives, and gaming industry representatives. We’re also proud to collaborate closely with the Malta Gaming Authority and local operators, since gaming
“THROUGH OUR COMMITMENT AND VISION, WE INTEND TO SHOW THAT MALTA IS A SERIOUS JURISDICTION, FIRMLY COMMITTED TO GOVERNANCE, LEAVING NO ROOM FOR ILL-INTENTIONED ACTORS.”
Photo by Jean Marc Zerafa
“MANY GAMING COMPANIES HAVE SOME OF THE MOST SOPHISTICATED ANTI-MONEY LAUNDERING TEAMS IN EUROPE, AND WE WANT TO PROVIDE A PLATFORM TO SHOWCASE THEIR HARD WORK AND SHINE.”
is such a central industry to the subject matter. Many gaming companies have some of the most sophisticated anti-money laundering teams in Europe, and we want to provide a platform to showcase their hard work and shine. They live and breathe compliance daily.”
Building on this diverse roster of speakers, the two-day event, set to be held at the Hilton Malta will cover a wide range of topics, including cyber security, crypto assets, capital markets, internal audit, HR challenges, women in the workplace, cyber bullying, and more.
Beyond the conference itself, the Malta Stock Exchange, established in 1992, has built a strong reputation, bolstered by the performance of its listed companies. “Today we offer a complete
portfolio of platforms for ambitious businesses aiming to raise funds,” Mr Portelli explains. “Whereas previously only the main market was available, we now provide two platforms, namely Prospects MTF and the Institutional Financial Securities Market (IFSM), each tailored to specific corporate needs.” The Prospects MTF enables small and medium-sized enterprises to raise capital efficiently through bonds or equity, while the IFSM is designed to meet the needs of institutional investors – broadening access to Malta’s capital markets and supporting robust corporate governance.
These initiatives reflect the strategic vision guiding the Exchange, shaped by Mr Portelli’s experience in financial services. With over 39 years in the industry – including roles at Bank of America,
Nomura Securities, Goldman Sachs, Millburn Ridgefield, and Liongate Capital Management – he has served as portfolio manager, currency and futures trader, and held senior executive roles in Malta as well as the United States.
After joining the board of the Malta Stock Exchange in 2013, he was appointed Executive Chairman and has since founded and chairs multiple MSE-owned subsidiaries, including the Malta Stock Exchange Institute.
Under his stewardship, the Malta Stock Exchange has pursued bold initiatives, venturing beyond its iconic Valletta premises, figuratively speaking, seeking to reach out to a wider audience.
“Traditionally,” he shares, “local businesses relied on bank loans rather than listing. We wanted to change that, and we’ve seen a shift: more entrepreneurs are now considering listing their companies.”
The organisation also aims to provide more tools for investors. “Early in 2026, we will launch www.investi.com.mt, a comprehensive financial portal designed specifically for the Maltese investor,” Mr Portelli reveals.
While fragmentary information for traders and investors is available on Google, Yahoo Finance, or Bloomberg, no
comprehensive tool was available for the typical Malta-based investor, specifically designed with a Maltese context in mind. “With www.investi.com.mt, we want to provide our investors with the right tools to make the right decisions. They will be able to access 10 years of listed companies’ data, and analyse trends,” Mr Portelli explains. “The portal will essentially do a great deal of heavy lifting for investors, which otherwise would need to be collected and collated manually, providing insights into the history of businesses, empowering Maltese investors with the tools to make informed decisions. Knowledge is power, and nowhere is it more crucial than when investing or trading.”
Returning to the GRC & ESG Conference 2026, Mr Portelli stresses inclusivity: “Ticket prices have deliberately been kept accessible, as the conference is designed to reach out to as wide an audience as possible. Our aim is to equip COOs, compliance officers and risk managers with insight into the latest challenges and best practices.”
For more information and to book your place at the upcoming GRC & ESG Conference 2026 organised by the Malta Stock Exchange with the MFSA, taking place between 4 and 6 March 2026, visit grcweekmalta.com.
“THE AIM OF THE CONFERENCE IS TO EQUIP COOs, COMPLIANCE OFFICERS AND RISK MANAGERS WITH INSIGHT INTO THE LATEST CHALLENGES AND BEST PRACTICES.”
iGaming Calendar
Conference season never truly closes as the final events for 2025 lead us into another packed new year. Check out the main highlights
of the local and international calendar.
SiGMA Euro-Med 1 - 3 MARCH 2026
Following a successful first run in September 2025 at the Malta Maritime Hub in Marsa, SiGMA Euro-Med now moves back to the Malta Fairs and Conventions Centre (MFCC), with a set-up that has been designed to maximise every aspect of the attendee experience while showcasing Malta at its very best. The reroute to the MFCC brings delegates closer to St Julian’s, where most of the five-star hotels that partner up with the conference are located.
The event last year gathered some 12,000 delegates eager to experience the buzzing show floor. With 400+ exhibitors and sponsors, and 29 per cent C-levels, the new version of what used to be SiGMA’s largest conference in Malta – which in 2025 was shifted to Rome – shows every sign of growing.
SiGMA Poker Tour Malta MARCH 2026
The SiGMA Poker Tour hits Malta twice a year (exact dates to be announced), delivering an electrifying poker experience. The event targets both seasoned pros and enthusiastic recreational players, promising nights of high-stakes action, exclusive VIP experiences and unforgettable entertainment.
Players get the chance to showcase their skills and compete for a massive €150,000 guaranteed prize pool, while immersing themselves in the ultimate poker and networking experience. Events take place at Portomaso Casino in St Julian’s and include the attendance of Liverpool poker legend John Arne Riise and Norwegian poker champion Drea Ksarlsen.
SBC Summit Malta 28 - 30 APRIL 2026
Dubbed as the ‘future of play’, the SBC Summit continues the conference season in Malta with a curated audience of operators, suppliers, affiliates, and regulators coming together in a concentrated, senior-level environment. It is known for attracting decision makers and is designed to accelerate commercial discussions and strategic alignment across the European iGaming industry.
The event takes place at InterContinental Malta, in St Julian’s, surrounded by high-end entertainment venues for increased networking opportunities. The show floor itself offers a high buyer-to-exhibitor ratio showcasing some 75 exhibitors.
NEXT Summit Valletta 27 - 28 MAY 2026
Taking place in the heart of the capital, NEXT Summit attracted over 5,000 attendees and 1,200+ C-levels during last year’s edition, gathering decision makers for a week of insights, connections and innovation. The show offers a packed floor agenda, with a host of side events that include a running club, padel and golf tournaments, icebaths, yoga and breathwork sessions, among others, to complement business with leisure and networking.
The main event takes place at the Mediterranean Conference Centre in Valletta, a 16th-century building of historical importance that overlooks the stunning Grand Harbour. The venue boasts all modern amenities, with cutting-edge technology.
MALTA HIGHLIGHTS
NEXT Summit Valletta.
Photo by Shaun Spiteri, courtesy of NEXT.io
GLOBAL HIGHLIGHTS
NOVEMBER 2025
3 - 6
SiGMA Central Europe
Rome, Italy
19
Global Regulatory Awards
London, UK
21
EGR Italy Awards
Rome, Italy
30 - 2 DECEMBER
SiGMA South Asia
Colombo, Sri Lanka
DECEMBER 2025
3 - 4
iGaming DACH Summit Vienna, Austria
JANUARY 2026
18
International Gaming Awards
Barcelona, Spain
19 - 21
ICE Gaming Barcelona, Spain
FEBRUARY 2026
9 - 11
SiGMA Eurasia Dubai, UAE
MARCH 2026
23 - 25
Hipther Prague Prague, Czech Republic
APRIL 2026
21
Hipther Baltics Vilnius, Lithuania
6 - 9
SiGMA South America
São Paulo, Brazil
MAY 2026
4 - 6
iGaming Afrika Summit Nairobi, Kenya
JUNE 2026
9 - 11
SBC Summit Americas Florida, USA
15 - 16
LIGA Summit Lima, Peru
JULY 2026
2 - 3
IGB Live London, UK
AUGUST 2026
12 - 13
G&M Gaming & Media Events
São Paulo, Brazil
SEPTEMBER 2026
1 - 3
SiGMA North America Mexico City, Mexico
by Pexel
Rome.
Photo
People-First ENTERACTIVE’S
APPROACH: care, improve, dare
Head of Human Resources Graziella Grech shares the people-first philosophy that has helped Enteractive build a connected, collaborative community of employees. She joins other team members in showing Ramona Depares how this culture has driven the company’s growth and long-term success.
Founded in 2008, Enteractive has become widely recognised as an expert in reactivation within iGaming. Its strength lies in a closeknit team whose skills have been honed to understand why players might have stopped using the services of a specific casino or sportsbook and moved on to another – and how to re-engage them.
“Our approach is human. We actually speak to players through one-on-one interactions, so each team member is incredibly important to us. They are all native speakers of the markets we service, we go through rigorous training, and understand far more than just regulations. We excel at connecting with people and at understanding the reasons why someone has stopped playing, while also taking a strong approach to responsible gambling,” Graziella Grech, Head of Human Resources at Enteractive starts off.
This emphasis on human connection applies not just to customers but also internally, shaping how Enteractive treats its own employees.
“This is how we formulated our values – Care, Improve, Dare. We have been refining our internal processes around these values since day one. Even our in-house technical systems and the awards that we’ve received through the years reflect them. These aren’t just words on a wall; we live and breathe them. We see their impact daily in our strong retention rates and in the many colleagues who have been with us for a very long time,” Graziella says.
At the core is ‘care’ – the foundation of everything else. The organisation prides itself on prioritising a human-led approach that applies equally to customers, players and employees.
“Enteractive’s human-centric style goes beyond the numbers to support employees in meaningful ways. The company demonstrates empathy while also recognising the realities of a growing business. This balance of care and responsibility is what keeps me fully engaged, and I’m proud to be part of the journey,” she continues.
Tangibly, the organisation provides a host of benefits that fully embody this caring value, including mental health first-aiders offering first-line support and directing team members towards the most appropriate professional help.
“Our team is made up of over 35 nationalities and cultures, and for some of our expat colleagues, the workplace may serve as their primary support system, especially when family and close friends are far away. That’s why we place great emphasis on fostering a strong, inclusive office community where everyone feels connected and supported,” she adds.
At Enteractive, caring for teams is a daily priority. Our in-house services team prepares fresh meals: breakfast and lunch for day shift teams, and snacks and dinner for those working nights, creating a warm, homely atmosphere. For added safety, night shift agents have access to private transport. Well-being is also encouraged through sporting activities.
“We like to promote a healthy lifestyle for employees, and one thing we’re particularly proud of are our male and female football teams. We also offer a range of additional benefits, which we regularly review and refresh to stay relevant and aligned with employees’ evolving needs.”
“ENTERACTIVE’S
HUMAN-CENTRIC STYLE GOES BEYOND THE NUMBERS TO SUPPORT EMPLOYEES IN MEANINGFUL WAYS.”
Graziella Grech
“Improvement, the second value, follows naturally from care. Even when operations are running smoothly, our inhouse review process provides essential oversight, ensuring we continually assess and adapt where needed to stay ahead.”
“We’ve refined our performance review process multiple times, not because we had to, but because we genuinely care about getting it right. Our employees value that effort. One of the most impactful changes has been to introduce a 360-degree feedback loop. This allows team members to share input not only about leaders but also with peers they collaborate with closely. It’s about creating a culture where feedback is constructive, inclusive and ultimately helps us grow together in a way that works for everyone,” Graziella says.
Internal promotions are also a core part of company culture, boosting employee retention and fostering loyalty. The company has seen tangible results through this approach, as employees are aware that they can grow with the company, which motivates them to invest their time and energy.
Photos by Tyler Calleja Jackson
“We have people who started out as (Re)Activation Sales Agents and are now leading teams of 20, or have progressed to Head of Department and even C-level,” she says enthusiastically. “Within our largest department – the (Re)Activation Sales team, which makes up 65 per cent of our workforce and is home to our highly trained agents – we’ve never had to open an external call for leadership positions. Instead, we’ve been consistently successful in growing talent from within.”
One example is Daniel Larsson, who joined the company in 2010 as a (Re)Activation Sales Agent and today is Chief Commercial Officer (CCO), a role he has held for nine years.
“I had a brief period of time away from Enteractive but took the decision to return,” he shares. “What I love about Enteractive is the flat structure. People are approachable, regardless of position. Anyone can feel comfortable coming to me about anything. We also have a healthy culture, in general, with lots of activities together, many of them sports-related – whether golf, padel, football or other events,” he says.
Other team members echo Daniel’s words. Enzo Woloszyn Rosa, Admin & Operations Coordinator within the Account Management Department, recalls how a friend already working at Enteractive always spoke highly about the culture and flat structure.
“They told me that you can approach anyone – whether it’s a junior admin or the founder – and always feel comfortable. That really made me want to be part of the team. I remember being nervous on my first day, especially since gambling was new to me. But once the training began and I started meeting new people, my confidence grew. Within a couple of weeks, I already felt part of the team.”
When an opportunity opened in the commercial team, Enzo applied internally. He immediately set out to streamline team operations, identifying ways to boost efficiency and eliminate repetitive, timeconsuming tasks that slowed progress.
“I noticed gaps in the information flow, and took the initiative to find ways to improve it so everyone had what they needed,” he says proudly.
Graziella believes this kind of initiative reflects the third value – Dare. At Enteractive, the team embraces innovation with curiosity, challenging outdated norms and identifying inefficiencies. “At Enteractive, personal growth and collective progress go hand in hand. As we strive to elevate our work and push boundaries, we remain deeply committed to responsible gambling. Safeguarding players is at the heart of everything we do, and every reactivation is approached with care, integrity and mindfulness,” she elaborates.
It’s not just empty words either; the organisation provides a structure for those who are on the pathway to ‘improve’ and to ‘dare’. Marcellino Bondin (Technical Integrations Specialist) is one such example, having joined Enteractive as IT Support Executive and later shifted to a Junior Systems Administrator role before moving into a client-facing role within the technical integrations team.
“The shift was daunting at first, with more responsibility and pressure,” he says. But Enteractive helped me massively through this role transition. The handover process was thorough; I was already familiar with the system so that was one less thing to worry
INTERNAL PROMOTIONS ARE ALSO A CORE PART OF COMPANY CULTURE, BOOSTING EMPLOYEE RETENTION AND FOSTERING LOYALTY.
about and the end result was fantastic. I’m usually risk averse and I value stability and security. That makes me unlikely to jump at every opportunity that comes my way. However, Enteractive encouraged me to take more risks and reach my potential, and I am very grateful for that.”
Agata Bartlomiejczyk is another team member who embodies the ‘Dare’ value. She joined the Polish market as (Re)Activation Sales Agent, earned her first promotion within a year, and two years later relocated to Romania to help launch a new office. She was subsequently promoted to Senior Sales Manager and relocated to the US to support the launch of an office in the States. “It has been an incredible journey. The company provided me with the training I needed, which was crucial, but equally important was the mental support – having people believe in me and guide me in the right direction. Of course, my own hard work mattered, but the company played a key role in giving me the tools and guidance to succeed,” she states.
Such training is offered across the board in particular with respect to leadership roles. Graziella explains : “Stepping into a leadership role is a significant transition, and we do our best to make that journey as smooth and thoughtful as possible. We also recognise that not everyone aspires to be a manager, and that’s perfectly fine. For those who do, we offer a range of internal programmes that blend theory, practical skills and real-world scenarios to help emerging leaders grow with confidence. Given our flat structure and close-knit teams, leaders must be equipped with the emotional intelligence and adaptability to navigate different situations with clarity and care. Leadership isn’t just about direction; it’s about having the right compass to guide others through change.”
She elaborates that, when the company approaches people who show promise for leadership, they look out for specific traits, particularly the evidence of leadership skills within their current environment.
“One of the most meaningful signs of leadership is when someone consistently steps in to support new joiners or lends a hand to colleagues navigating challenges without being asked. That kind of initiative speaks volumes. Through our internal development programmes, we aim to nurture those traits further, while recognising that leadership isn’t one-size-fits-all. Every leader brings their own style, and our role is to help them grow in a way that’s authentic, effective and grounded in empathy.”
“The programmes are intentionally dynamic,” she explains. “Each session focuses on a different theme – from handling
difficult conversations to exploring new approaches.” Sessions include hands-on workshops that demonstrate practical approaches, while also creating a safe and open space for discussion. Participants gain valuable insights not only from industry experts but also from one another. Some sessions are led by external providers, offering fresh perspectives, while others are conducted internally by seasoned professionals with deep expertise in the field.
This approach has delivered impressive results, reflected in a workforce that includes a strong core of long-standing team members. When employees do move on, it’s often due to relocating abroad or pursuing entirely new career paths. Many members of the current staff have been with the company for years, like Alex Nilsson (Head of (Re)Activation Sales), a former professional footballer in Sweden who moved to Malta to continue his career in European football. As it turned out, fate had a different game plan.
“I knew nothing about the working world, or gambling. I just knew that there was a huge
DESPITE THE COMPANY’S CONTINUED GROWTH, THE CAMARADERIE AND PEOPLE-DRIVEN CULTURE REMAINS.
sports focus at Enteractive, and that appealed to me as a young, professional football player. I earned a promotion within my first year, and from that point on, I witnessed both my own growth and the company’s evolution. It didn’t take long before I was fully committed. Today, I even coach the company football team… naturally!” he says with a smile.
The company is also proud of its ‘boomerangs’, around 10 employees who have left and later returned.
“It says a lot about our culture when former team members decide to rejoin – proof that there’s something special about this place that stays with them. It shows they felt something special here that drew them back. One of those boomerangs is our CCO,” Graziella says.
Anthony Micallef’s (Reactivation Sales Training and Performance Specialist) path to Enteractive began 13 years ago, shortly after relocating from Australia to Malta to coach the National Rugby League team, a position he once regarded as his dream role. But a serendipitous meeting with Daniel Larsson (now CCO) and CEO Mikael Hansson would shift the course of his career, opening the door to a new and unexpected chapter.
“Mikael challenged me to a trial day at Enteractive, and I took him up on his offer. I enjoyed it, and that’s how it all began. Small things can grow into big things, and that has certainly been true for me. Joining the company – and rejoining after leaving for a year to explore other opportunities – are two of the best career decisions I’ve ever made. The company was much smaller back then, but the people, energy and spirit remain three of the main reasons I love being part of Enteractive, both then and now,” he says passionately.
Such loyalty is also evident in employees who are often willing to go the extra mile for the company – and in some cases, quite a few extra miles.
“When some employees volunteered to move to Romania and even to the US to open our offices and ensure everything was established according to our culture and values, that was something special. It shows genuine loyalty and commitment, and it’s proof that our care-driven values are working,” Graziella shares.
Account Manager Christina Katsantoni describes Enteractive’s culture perfectly: “Enteractive has been so flexible in letting me transition between departments and try out new roles, giving me the chance to grow and take on different challenges. On top of that, having mentors and colleagues who guide and support me has made a huge difference. I feel like I’ve had everything I needed to succeed. Working here feels like a second home. I’m not a morning person, but the moment I walk through the door, it’s impossible to be grumpy. The smiles and energy are infectious. My team is my work family, and we have the best time together. It’s the people that make it special.”
Despite the company’s continued growth, the camaraderie and people-driven culture remain. What truly defines Enteractive is a culture of care, respect and connection. As the team grows beyond 200 people across multiple departments and locations, creating a supportive environment that empowers individuals and celebrates the diversity of the evolving team continues to be a priority. Ciara Murray, who started out in account admin and worked her way up to Head of Account Management, now leading her own team, perhaps says it best:
“I didn’t know anything about Enteractive before I joined, but one fantastic thing was the atmosphere. Everybody was so welcoming and fun. It almost had the vibe of a startup – a small team, really nice people – and it felt like a family. And honestly, the company has grown considerably over the past six years, but those qualities have stayed the same.”
Enteractive’s journey stands as a testament to the power of putting people at the heart of the business, not just as a cultural strength, but as the bedrock of lasting success. From (Re)Activation Sales Agents who evolve into inspiring leaders, to long-standing team members and proud boomerangs drawn back by the spirit they have missed, every path is shaped by care, opportunity, and the courage to dare. Even as the company expands beyond 200 employees globally, Enteractive remains committed to nurturing a culture rooted in respect, growth, and authentic human connection.
For those in search of a workplace where people are truly valued, supported and empowered to grow, Enteractive stands as a beacon of opportunity. It’s more than a company; it’s a launchpad for careers, a community of changemakers and a place where potential is not only recognised but relentlessly nurtured. If you’re ready to take the leap, the next chapter of your journey could begin right here, with Enteractive.
IT’S MORE THAN JUST A COMPANY; IT’S A LAUNCHPAD FOR CAREERS, A COMMUNITY OF CHANGEMAKERS.
From left to right: Graziella Grech, Enzo Woloszyn Rosa, Alex Nilsson, Christina Katsantoni, Anthony Micallef, Bartlomiej Michalek, Daniel Larsson and Marcellino Bondin
MATTERS OF heart: THE THE NEW RULES OF cardiac WELLNESS
Photos by Tyler Calleja Jackson
With a multi-disciplinary team and cutting-edge services, Heart Beat Clinic is leading the shift from reactive treatment to proactive, personalised cardiac care.
Heart Beat Clinic was established with the aim of creating a cardiac centre where patients could access specialists across all the major sub-specialties of cardiology under one roof.
In practice, it offers so much more than that as, throughout these years, it has evolved from a general cardiology clinic into a multi-disciplinary cardiac hub offering care across six core subspecialties: imaging cardiology, electrophysiology, sports cardiology, structural heart disease, interventional cardiology, as well as heart failure and transplant cardiology.
This may sound like a mouthful of a list, but it represents a full spectrum of specialties that ensures patients receive highly-specialised, evidence-based care tailored to their specific cardiac condition.
That said, the clinic’s approach is not limited to the treatment of conditions; rather, it is firmly rooted in prevention, offering proactive health services to prevent disease before it hits. One of these flagship initiatives is the Human Performance Lab, designed for those who are starting or resuming physical activity. The service is particularly well-suited to anyone over 40, as well as to athletes aiming to enhance performance.
Another increasingly popular preventive service is Biological Age Testing through epigenetic analysis. Data proves that slowing the biological ageing process is a powerful strategy to prevent disease. The test helps the medical team to understand the way a patient’s biological clock is working. This, in turn, not only extends the lifespan but also, and perhaps more importantly, the health span – the years lived in good health.
The clinic also offers consultations with a wide range of specialists including cardiologists, a clinical geneticist and a registered dietitian. Services are comprehensive and integrative, which means that when you visit Heart Beat your specialist will look at the full picture. For these specialists, taking good care of your heart is not a matter of superficially treating isolated symptoms. Thus, the conversation shifts from disease management to lifelong heart health, with the focus spanning acute care, chronic disease management and proactive strategies to prevent illness and extend healthy living.
The resident medical team coordinates the following specialised clinics:
• Cardiac Screening Clinic
• Heart Failure Clinic
• Cardiogenetics Clinic
“THE
CLINIC’S
APPROACH IS NOT LIMITED TO THE
TREATMENT
OF CONDITIONS; RATHER, IT IS FIRMLY ROOTED IN PREVENTION, OFFERING PROACTIVE HEALTH SERVICES TO PREVENT DISEASE BEFORE IT HITS.”
• Lipid Management Clinic
• Medical Weight Management
• Pacemaker & Device Clinic
• Prediabetes Clinic
• Sleep Apnoea Clinic
• Sports Nutrition Clinic
• Biological Age Testing
• Anticoagulation Management Clinic
Interested in kick-starting the roadmap to a healthy heart? You don’t need a medical referral to make an appointment, as patients are welcome to get in touch directly. The clinic’s resident doctor will assess your needs and guide you to the most appropriate specialist or service. The process is structured to ensure that each person is directed along the right clinical pathway from the very beginning.
All clients at the Heart Beat Clinic share one trait: a proactive mindset towards health, with the specialists seeing a growing number of people who are committed to prevention, longevity and performance. They are informed, motivated and value a precision-based, science-driven approach to health.
Heart Beat brings together a team of dedicated specialists with sub-specialty expertise in every major area of cardiology. This includes imaging, electrophysiology, sports cardiology, interventional procedures, structural heart disease, and heart failure. The team also collaborates closely with experts in genetics, nutrition and performance science.
What truly defines these professionals, however, is a shared philosophy: to treat every patient as a whole person, not just a condition. The resident doctors ensure continuity and follow-up across all service lines, integrating cutting-edge science with genuine care.
This approach has proven to be a game-changer for health care in Malta, where cardiovascular disease remains one of the leading causes of morbidity and mortality. Public awareness, preventive screening and early interventions are still underutilised, and
there is limited access to subspecialty services outside the hospital system. Heart Beat Clinic is leading the shift from reactive care to proactive, personalised and prevention management.
This is also thanks to a medical model based around continuity of care. Every patient at Heart Beat is supported not just during their initial consultation, but throughout their journey. The team coordinates follow-ups, monitors progress and provides access to ongoing services like weight management, anticoagulation monitoring, cardiac rehab, and genetic counselling. The endgame? A clinic that combines diagnostics, prevention and long-term support, with patients who feel guided and cared for at every stage.
To get in touch with the team at Heart Beat call on 2142 3839 or visit www.heartbeat.mt
by
IN THE AGE OF
Redefining EMPLOYEE responsibilities AI
Is machine intelligence hollowing out roles in iGaming, or is the industry seeing more of a restructuring and reskilling exercise, with new roles blending machine speed and human creativity? Ramona Depares checks in with the experts to delve into what benefits and risks this perceived disruption brings with it.
Photo
According to a 2024 report by learning platform Mentessa, some 1.1 billion jobs are expected to be “radically transformed” by AI technology within the next decade. The iGaming industry is perfectly poised for this transformation –tech-forward, always looking for the next innovation, and famously not scared of change.
And we’re already seeing a shift, as traditional roles like content writers are evolving into AI content editors, while design positions increasingly require proficiency in AI tools such as Midjourney.
The fear, especially in an industry like gaming, has always been that AI will replace human functions, particularly in roles like customer service, risk analysis, content and design, and game development. But as the situation evolves, it looks more like existing roles will evolve while new ones emerge.
I put the question to Prof. Alexiei Dingli, a Full Professor of Artificial Intelligence at the University of Malta, with over 25 years of experience in the field of AI. He describes the mass popularisation of AI as having created “disruption”, rather than “wholesale destruction”. He notes that this is confirmed by the World Economic Forum’s Future of Jobs 2025 update, which predicts that automation will displace 92 million jobs by 2030 while creating about 170 million new ones.
“This is especially true in areas that blend human creativity with machine speed.
What we are witnessing on the ground is a reshuffling of tasks within jobs – whether in call-centre chatbots that only escalate tricky cases to humans, or AI-assisted game studios that let artists iterate faster. Roles persist, yet their daily content shifts upward in value. There is less copy-paste, more judgment and relationship-building,” he elaborates, while referring to a controlled study by GitHub that showed how developers using Copilot finished coding tasks 55 per cent faster, while spending more effort on design decisions and code review.
“Artists and game designers are reporting a similar shift: the machine drafts, humans polish. Thus, tomorrow’s technologist looks less like a typist and more like an orchestral conductor – deciding which AI motif to keep, tweak or trash.”
Using the history of ATM machines as an example, Prof. Dingli illustrates how these did not eliminate banking jobs. Rather, they freed staff to provide personalised customer advice.
“AI is following the same pattern, provided companies invest in reskilling, rather than redundancy.”
He views reskilling as essential to counteract the potential risks associated with this shift in job roles, such as overdependence on AI, and the erosion of critical thinking and creativity.
“These dangers are real. Over-reliance can hardwire hidden biases into decisions, as happened with an early medical model that labelled pneumonia patients who suffered from asthma as low-risk because the training data reflected superior hospital care, not true prognosis. When people accept such outputs with no question, critical thinking dies. Leaders must therefore keep a human in the loop on call, mandate red-team testing and algorithmic impact assessments, while rewarding staff who challenge results. Cultivating AI literacy across the organisation ensures employees remain the ultimate sense-check, rather than becoming passive buttonpushers,” he insists.
But is reskilling taking place, in reality? Prof. Dingli believes that the narrative is indeed becoming practice, at least where management allocates dedicated learning time.
“Malta’s Erasmus-funded DS4AIR programme offers free, self-paced digital-skills courses aimed at workers most vulnerable to automation, explicitly mirroring the World Economic Forum’s ‘Reskilling Revolution’ agenda. Where firms fall short, it is less about funding than about carving out the calendar space for staff to learn,” he says.
But it’s not only entry-level and middle-management roles that are changing – AI has also caused a shift in iGaming leadership styles, with gaming CEOs pairing AI-driven personalisation with rigorous harmprevention controls.
“CULTIVATING
AI LITERACY ACROSS THE ORGANISATION ENSURES EMPLOYEES
REMAIN THE ULTIMATE SENSECHECK, RATHER THAN BECOMING PASSIVE BUTTON-PUSHERS.”
Alexiei Dingli, University of Malta
“Conference agendas now feature sessions on AI-enabled marketing, fraud prediction and AI player protection analytics. The effective leader is one who can read a dashboard as confidently as a balance sheet, foster cross-functional teams of data scientists and compliance officers, and set a culture where algorithmic decisions remain transparent, fair and, crucially, with human oversight,” Prof Dingli notes.
Ian Castillo, CEO at ICON – a company specialising in digital transformation and software solutions for tech-forward industries like iGaming – echoes Prof. Dingli’s words, while adding another consideration. AI roles are definitely evolving into permanent strategic positions, with workers having AI skills seeing high wage premiums. However, the roles are maturing fast. Early prompt engineers are becoming AI product managers who understand regulatory compliance, player psychology and business strategy, alongside having technical skills.
“Traditional execution roles are compressing, but new strategic roles are emerging. Junior analysts now focus on insight generation, rather than data gathering. We’re creating AI collaboration specialists who train systems, interpret outputs for leadership and develop AI-human workflows,” Mr Castillo states.
“AI CAN PREDICT FRAUDULENT BEHAVIOUR WITH FANTASTIC ACCURACY AND AUTOBLOCK USERS, BUT ITS SMALL ERROR RATE REPRESENTS REAL PLAYERS WHO MIGHT BE WRONGLY FLAGGED.”
Ian Castillo, ICON
The result? The skills employers want are changing faster in AI-exposed jobs, and degree requirements are dropping.
“Adaptability and continuous learning matter more than traditional credentials. Smart companies are investing heavily in reskilling programmes. And companies treating these roles with a ‘wait and see’ approach will get left behind. You need to embed AI expertise deep into your operations, not bolt it on as an afterthought. It’s becoming core business infrastructure,” he adds, while noting that leaders who can’t evaluate AI opportunities or communicate
with technical teams are missing massive value opportunities.
“It’s not the ability to code that’s important, but AI product sense – understanding what’s technically feasible, where AI creates value, and how to balance automation with human oversight. Of course, you also need a healthy dose of realism: knowing the limits of what’s currently possible, and the dangers of over-reliance.”
The winning combination, he believes, is traditional business acumen plus technical literacy. Leaders who invest time understanding AI’s practical applications make much smarter strategic decisions than those who delegate everything to tech teams.
And then, there’s the delicate balance between AI systems and human judgment to take into account. While AI thrives on data, human teams must still interpret nuance. Where does the CEO see the most fragile handoffs happening?
“Fraud detection. AI can predict fraudulent behaviour with fantastic accuracy and auto-block users, but its small error rate represents real players who might be wrongly flagged with sometimes serious consequences. Human reviewers can sometimes fall into the trap of over-reliance, blindly trusting AI recommendations. Or, if they’re sceptics, they will dismiss them entirely.”
He also views customer service escalations as another fragile point, noting that while AI handles routine queries well, players get frustrated when human agents lack context.
Meanwhile, a Harvard study conducted in 2025 about Generative AI and the Nature of Work has confirmed that artificial intelligence has already created more independent employees, eager to explore more efficient ways of working. The implications – both positive and negative – are significant. As task boundaries continue to blur and hierarchies flatten, the architecture of work responsibilities stands to be re-written, and industries like iGaming are expected to lead the way in the evolution.
Importance THE OF REGULAR Eye Tests
Our eyes are among the most vital organs in the body, yet they are often overlooked when it comes to routine health care. Many people only visit an optician when they notice blurred vision or discomfort, but regular eye tests are essential for maintaining good eye health and overall well-being. These check-ups go far beyond ensuring clear sight – they can also detect early signs of disease and prevent long-term damage.
Eye tests are particularly important because many conditions, such as glaucoma or macular degeneration, develop gradually and without obvious symptoms. By the time vision is noticeably affected, permanent damage may already have occurred. Routine examinations allow professionals to identify problems early, when treatment is most effective.
In addition to protecting eyesight, eye tests can reveal wider health concerns and pick up on signs of systemic conditions such as diabetes, high blood pressure and high cholesterol by examining the blood vessels at the back of the eye.
Optika Opticians are committed to delivering the highest standards of eye care. The team includes ophthalmologists, optometrists, orthoptists, and dispensing opticians, ensuring that every aspect of your vision and eye health
is expertly managed. To complement this expertise, they have invested in the latest diagnostic technologies, including Optical Coherence Tomography (OCT) and visual field perimeters. These advanced tools allow the detection of conditions such as glaucoma, macular degeneration, and diabetic eye disease at the earliest possible stage.
From a dispensing perspective, Optika Opticians also offer advanced lens solutions to meet individual needs. The latest novelty in the range of products is the Essilor Stellest myopia control lenses, designed for children and young people with progressive short-sightedness. Clinical studies have shown that Stellest lenses can slow down the progression of myopia by up to 67 per cent, helping to protect long-term eye health and reduce the risks associated with high levels of myopia later in life.
Children and adults alike benefit from regular eye examinations. Clear vision is vital for learning and development in young people, while adults often experience natural changes in eyesight with age. Routine check-ups ensure any necessary adjustments to glasses or contact lenses are made promptly, supporting both comfort and independence.
Protecting your vision begins with prevention. With the right care, advanced technology and the expertise of the dedicated professionals at Optika Opticians, you can be confident your eye health is in the very best hands.
www.optika.com.mt
Photos by Edward De Gabriele
ANGIE THE ARCHITECT TAKES HER
Inspiration: SCALING Vision Global
Step inside almost any iGaming office in Malta and chances are you’ll feel Angie the Architect’s touch.
Award-winning and frequently featured in the press, Angie Sciberras – ‘Angie the Architect’ (ATA) – has shaped the way the iGaming industry works, quite literally. Over the last decade, her studio has become the creative force behind some of the sector’s most recognisable offices, translating brand identities into spaces where just under 2,000 employees focus, collaborate and thrive.
Her track record speaks for itself. ATA Studio has delivered over 32,000sqm of office space across Malta, with projects spanning from 250sqm to 2,400sqm and one newly signed
5,500sqm project that marks one of the largest of its kind on the island.
Relax Gaming, Play’n Go, Betclic, FBM Gaming, Games Global, Unibet, Pragmatic Play, Videoslots, and more – the list of clients reads like a hall of fame of global gaming companies who have trusted Angie and her team to bring their visions to life.
“It’s never just about the walls or the furniture,” Angie says. “It’s about how the people working inside feel – because that’s what drives creativity, performance and belonging.”
Photo by Michael Calleja
SUCCESS BUILT ON TRUST
What began with Angie working solo – sketchbook never far from reach, inspiration often striking at 3am – is today a team chosen for their integrity and creativity. Despite its boutique size, the studio has earned a reputation for delivering projects with a polish and depth that rivals much larger firms.
That reputation rests on trust. Today, over twothirds of ATA Studio’s business comes from referrals. Clients don’t just return; they recommend Angie to their partners, colleagues and sometimes even competitors. In an industry as competitive as iGaming, that simple fact is telling: ATA delivers what it promises.
Reliable. Honest. Ethical. A good brand built on a good name. These are the values Angie has lived by since day one and they remain the foundation of ATA Studio’s reputation today.
Angie’s approach is hands-on and immersive. She’ll spend time in a client’s office, observing how teams use the space before ever putting pen to paper. She notices what others overlook: how light shifts across desks, how sound lingers in a corridor, how an underused corner could be transformed into a place for connection.
“As design architects, we’re trained to see space differently,” she explains. “We don’t just see the surfaces. We see what lies behind them – the wires, the plumbing, the systems in the walls. Understanding all of that allows us to create something that isn’t only beautiful, but practical, durable and ready for the way people actually live and work.”
OFFICES, HOMES AND BEYOND
While Angie’s strongest calling card is her portfolio of gaming offices, her expertise extends beyond the industry. One standout example is Dan Europe’s headquarters in Ta’ Xbiex, a historic villa transformed into a modern hub that balances heritage with function.
Closer to home, she also continues to design residential projects in Malta. These homes, often deeply personal renovations, carry the same people-first philosophy as her offices: every space should make daily life not just easier, but more enjoyable. “A home is where life happens and every detail matters,” she says.
GOING GLOBAL
With Malta’s iGaming hub now well established, the natural progression for ATA Studio is international expansion. Many of her clients have grown beyond Malta, opening offices across the globe.
To support them, Angie has partnered with a global design-and-build leader with €130 million turnover
and a prestigious portfolio. The collaboration means ATA can now provide clients with a seamless service worldwide – whether it’s a 400sqm startup office in Istanbul or a 5,000sqm headquarters in Singapore.
“It’s an exciting time,” Angie says. “We can take our ideas, our concepts, our experience – and scale them globally with the right partners. It means our clients can expect the same inspired spaces wherever they go, and it also opens the door for new customers abroad who connect with our work and want us to bring that same energy to their offices.”
THE POETICS OF SPACE
For all the stats and the scale, ask Angie what truly drives her and the answer is simple: she loves what she does.
Her design philosophy goes beyond bricks and beams. It’s about how space makes you feel – and what that feeling inspires you to do. A calm living room invites rest. A quiet office sharpens focus. A playful breakout area sparks collaboration. Spaces shape behaviour, mood and ambition.
And for Angie, the mark of great architecture lies in how people remember it. “Much like a powerful poem or a beautiful book, a space should stay with you,” she reflects. “You don’t always recall every line or every page, but you remember the way it made you feel. That’s what I want for the spaces we design – that years later, whether someone worked there, lived there or visited briefly, they remember the experience. They remember the energy – the inspiration.”
This, ultimately, is Angie’s gift: to be a catalyst designer, coaxing people into new experiences and deeper creativity through the places they inhabit. She doesn’t just design offices. She designs possibilities. She designs inspired, award-winning spaces that tell stories worth remembering.
AT A GLANCE:
32,000sqm of office space designed in Malta over 10 years.
Projects range from 250sqm to 2,400sqm, with one ongoing at
5,500sqm.
1,665 employees work daily in ATA-designed spaces.
Relax Gaming’s
Photos by Diana Iskander Photography
When iGaming powerhouse Relax Gaming needed a new flagship Malta office to match its rapid growth and global ambition, the brief was as inspiring as its top-floor location. The catch? A timeline measured in weeks, not months. Perit Angie Sciberras talks to Sarah Muscat Azzopardi about the four-stage programme that delivered a workplace of precision and understated confidence, proving that speed and quality can indeed elevate one another.
For Perit Angie Sciberras, the brief for Relax Gaming’s new Malta headquarters was compelling from the outset. Here was a company on a steep upward trajectory – an international team with hubs from Estonia to Gibraltar – in need of a flagship workplace that could not only accommodate its rapid expansion but also embody its ambitious spirit.
“I was immediately drawn to the Relax Gaming project because their brief carried real momentum and ambition,” she begins. “I saw the chance to create a flagship workplace that could reflect that global presence while evolving with their rapid growth.”
The chosen location was a statement in itself.
Occupying the top floor of the Tigné Centre, the space offered breathtaking views across the Mediterranean and a palpable sense of arrival. “The location itself was inspiring,” she notes. “The top floor offered panoramic views, abundant natural light and a sense of elevation that mirrored Relax Gaming’s aspirations.”
It was a building Angie knew intimately, having worked on extensive projects within the office block in 2017 and 2018. This prior experience proved invaluable, allowing her team to bypass the typical learning curve. “That prior experience meant we could move with clarity and conviction from the very start,” she explains, “delivering a design that was both ambitious and grounded in practical knowledge of the building.”
This running start was critical, because the project’s primary constraint, she reveals, was its timeline. “Ordinarily, a relocation of this scale should be planned over a year or more, but Relax Gaming needed the space ready far sooner,” Angie states. The challenge was to deliver a high-quality, bespoke environment without the luxury of time.
“SUSTAINABILITY IS ABOUT INTELLIGENT RESTRAINT –KNOWING WHEN REUSE IS SMARTER THAN REDESIGN.”
Compromise was not an option. Instead, the team utilised a philosophy of focused intervention and disciplined execution.
“Rather than compromise, we responded with precision and restraint, focusing on what would truly move the needle –light, acoustics, identity, and flow – while working with the existing base build wherever possible. That philosophy shaped a fast-track, four-stage programme that delivered quality at speed,” the architect maintains.
The first stage was a rapid-fire concept phase, condensing months of work into a matter of weeks. Through intensive engagement with leadership and teams, a utilisation study and a streamlined decision-making framework, the core design was locked in with remarkable efficiency. “We set up a decision matrix so choices could be made in one meeting instead of five,” Angie recalls. “That clarity early on was critical to keeping momentum without losing design integrity.”
Secondly, the strategy was to work with the building, not against it. By reusing existing mechanical, electrical and plumbing routes, as well as core and perimeter planning, the budget and timeline could be focused on high-impact areas.
“We designed with the building, not against it,” she affirms. This allowed the team to “focus spend where it mattered most: acoustics, lighting, brand moments, and collaboration zones.”
Procurement and design ran in parallel – a logistical necessity to meet the deadline. Long-lead items were secured early, and a network of trusted local fabricators was engaged to maintain quality under pressure. The final, crucial stage was a relentless focus on governance and delivery.
“Weekly meetings with the client ensured decisions happened at the table; we maintained a live risk register, sequenced works for early occupation of critical areas and applied zerosurprise cost control,” Angie says. The outcome is a testament to this rigorous approach: a workplace perfectly tailored to its user, delivered at pace but with a finish that feels considered and refined. As she puts it: “It’s proof that with discipline, collaboration and experience, speed and quality don’t just coexist – they elevate one another.”
With the foundations of the process in place, the team turned to translating Relax Gaming’s unique culture into a physical space. The brand’s ethos of integrity, calm confidence and innovation called for a design language that was expressive without being loud. “We began with a timeless base: a neutral palette, precise lighting and textured materials,” Angie describes. “From there, identity was dialled up in moments that mattered.”
This manifests in subtle but distinctive brand integrations. The company’s dotted ‘X’ logo, for instance, was embedded into custom acoustic panels – its form rendered in subtle perforation and relief that shifts across different zones. Gentle curves in the detailing and gradient-inspired textures further soften the space, while discreet LED lines trace circulation routes, guiding movement almost subconsciously.
Nowhere is the fusion of form and function more apparent than in the Brainstorming Room. Designed as a direct architectural response to the fluid, non-linear nature of creative work in the gaming industry, it is a space built for adaptation.
“Ideas rarely unfold in straight lines – especially in gaming, where creativity thrives on energy, experimentation and sudden pivots,” the architect observes.
Here, everything is movable. Tables glide on castors, partitions can be repositioned with ease, and entire walls become canvases with magnetic whiteboards.
“Within minutes, the room can open wide for a town-hall sprint, fold inward for an intimate huddle or reorient entirely to host a hybrid session with teams dialling in from abroad,” she adds. Light and sound are treated as dynamic, adjustable tools to match the energy of the room, while the integrated
“WE BEGAN WITH A TIMELESS BASE: A NEUTRAL PALETTE, PRECISE LIGHTING AND TEXTURED MATERIALS. FROM THERE, IDENTITY WAS DIALLED UP IN MOMENTS THAT MATTERED.”
technology is designed to be frictionless and intuitive. “It’s more than a meeting room; it’s a catalyst for ideas in motion.”
This principle of providing diverse, purposeful environments extends throughout the workspace. Angie is clear that “creative teams don’t work in one gear,” and the design reflects this by offering an ecosystem of zones tailored to different modes of work and rest.
The kitchen and dining area acts as a warm, welcoming social anchor with hospitality-grade finishes, while the Games Room is designed for “friendly rivalry with a purpose”, sparking camaraderie and flattening
“OFFICES NOW NEED HIGH-PERFORMING
‘ME SPACES’ FOR DEEP FOCUS, COLLABORATION AREAS FOR SPRINTS, SOCIAL HUBS FOR ENERGY, AND CALM ROOMS FOR RESET –EACH TUNED
FOR NEURODIVERSITY.”
hierarchies. In direct contrast, the Oasis provides a crucial counterpoint. “It’s a space for reset,” the architect explains. “Softer acoustics, biophilic cues and warmer light give people a refuge for solo work, decompression or neurodiverse needs. It protects focus as much as it supports well-being.”
Underpinning the entire design is a deep commitment to biophilia and sustainability. Greenery is not an afterthought but a “lifeline, threaded through circulation routes, work zones and quiet areas” to reduce stress and improve cognitive function. This philosophy complements the building’s LEED-certified status, which the design aims to amplify rather than overwrite. Elsewhere, the team specified low-VOC finishes (containing a reduced amount of chemicals), FSCcertified timber, and recycled-content furniture, and worked with local fabricators to reduce the project’s carbon footprint. For Angie, sustainability is about intelligent restraint – knowing when reuse is smarter than redesign.
Looking at the broader iGaming industry, the architect sees the Relax Gaming project as an embodiment of the future of workspace design. The new paradigm is “hybrid-native, flexible and employee-first”. This means moving away from the outdated one-desk-per-person model towards a more intentional, data-informed approach that plans for different work modes.
“Offices now need high-performing ‘me spaces’ for deep focus, collaboration areas for sprints, social hubs for energy, and calm rooms for reset – each tuned for neurodiversity,” she concludes.
With technology, well-being, and sustainability as central pillars, the ultimate measure of success is simple: “How well does this environment help people do their best work?” For the Relax Gaming team in Malta, this new workspace is more than just a new office. As Angie proudly states: “It’s a framework for how creative teams in Malta and beyond will thrive tomorrow.”
“IT’S
ALL ABOUT g iving TO CLIENTS” value
Christian Gravina, CEO of GCS Malta, speaks to Edward Bonello about how his firm evolved into a one-stop solution for businesses operating in Malta – offering a unique combination of personal service and professional breadth.
Photos by Inigo Taylor
Being there for their clients is the name of the game for GCS Malta.
“It’s all about providing that special attention to detail, while making the client feel they are in good hands at all times,” says Christian Gravina, Founder and CEO of GCS Malta. “Clients, especially from international jurisdictions, often need some extra direction as they are navigating unfamiliar seas, and we make sure to provide that. Then, the rest is pretty much technical detail, which flows naturally.”
Christian, 35, has managed to build what many seasoned professionals might spend a lifetime aspiring to achieve. In fact, GCS Malta has grown into a multifaceted organisation offering a wide range of services in several fields, catering to an impressive mix of local and international clients.
Christian set up his self-employed business back in 2016, after gaining valuable experience in high-level roles within the sector. Just a year later, the foundations for what would become GCS were laid. In 2017, two distinct companies were formed – GCS Accounting and GCS Assurance – with the aim of creating a focused operation that could deliver specialised services to clients.
However, recognising that even their own firm occasionally struggled to find the right talent, GCS decided to turn a challenge into an opportunity by branching out into recruitment – a particularly delicate area of the modern economy.
“Initially, we strengthened our own recruitment infrastructure to ensure we attracted the best talent to our ranks, helping us deliver a stellar service to clients. However, we soon realised that talent acquisition was a widespread challenge. Rapidly, we gained experience in the field and opted to offer the service to third-party clients struggling to fill their vacancies,” Christian explains.
Today, GCS Recruitment has a dedicated team of no less than 10 specialists in the field, tackling placements not only in core areas such as accounting and financial services, but also hospitality, IT, business, and marketing.
“Naturally, our strong suit is accounting and finance, where we have two team members who are exclusively focused on those professions. However, we also perform exceptionally well in helping clients find the right fit in sectors such as
“WHETHER IT’S
OR RECRUITMENT, GCS CAN BE A CONVENIENT SINGLE POINT OF CONTACT FOR CLIENTS
“OVERPROMISING IS NOT OUR STYLE. THAT WAY, WHEN A CLIENT GETS A ‘YES’ FROM US, THEY CAN TAKE IT TO THE BANK.”
hospitality and catering, which can be notoriously tricky to staff,” Christian adds.
“Malta’s economy has done remarkably well in recent years, which meant that we needed to fill thousands of vacancies in a relatively short period of time. There were moments when industry was forced to react, rather than plan ahead, given the expedited pace at which certain sectors developed. However, even as a country, we have learnt a great deal over the past few years and are using this experience as we march forward.”
Collectively, GCS employs around 90 people, providing what Christian proudly calls a “onestop shop” for businesses looking to set up, run, and even, when needed, wind down operations in Malta.
“Whether it’s corporate services, tax, audit, accounting, or recruitment, GCS can be a convenient single point of contact for clients navigating Malta’s business landscape,” Christian remarks.
Topping the unique all-encompassing approach GCS offers, is a commitment to a timely and sterling service.
“There are many companies that offer audit and accounting,” Christian explains, “however, we opted to set ourselves apart by committing to strict timelines and adhering to them. This promise gives clients peace of mind, knowing when to expect feedback so they can plan more effectively, which is key in today’s fast-paced economic environment.”
GCS also places a premium on honesty with both its onboarded as well as prospective clients. “We make it a point to give clients full visibility on what we can realistically offer. Unfortunately, overpromising is sometimes the norm, and that never sits well with clients when expectations are not met. We try to help clients in the best way we can, and if we have the capacity, we’ll help. However, overpromising is not our style. That way, when a client gets a ‘yes’ from us, they can take it to the bank,” Christian notes.
This principle, he adds, is a two-way street which needs to be upheld by both GCS as the service provider, and the client.
“Clients want to know they’re being heard. Sometimes it’s as simple as acknowledging an email or getting on the phone with a client who might be in a bit of a fix. If you’re too busy to respond, it doesn’t reflect well. Being responsive is a key part of the trust-building process.”
That trust begins the moment a client walks through the door. Unlike many firms that take a piecemeal approach, GCS starts with corporate services, forming companies within a week, provided all due diligence checks are in place. From there, they roll out the rest: tax, audit, accounting, and even HR support. “We like to make clients feel at home. We show them that we’re genuinely interested in their success. It’s never reduced to a transactional relationship.”
And the personal approach pays off. A significant portion of GCS’s portfolio is composed of international clients who are typically unfamiliar with the local legal and corporate frameworks. “International clients can rest assured that we are able to help them navigate what may be uncharted waters, through a full suite of services, including obtaining residence permits, self-employed registration, company formation and registration, VAT registration, and more. We hold the client’s hand throughout the entire process as we lay the groundwork for the long term. That’s our concept: to be as helpful as possible, every step of the way.”
GCS’s client base is impressively diverse, ranging from gaming companies to crypto and investment firms, listed entities, and government bodies such as the Water Services Corporation, Identità, and Malta Air Traffic Services. The firm is also authorised by the Malta Gaming Authority to provide audit services to gaming and crypto clients – a growing segment that demands a nuanced understanding of the complex regulatory frameworks that govern it.
“At any given time, GCS manages around 350 corporate clients. We also cater for a robust demand for internal audit services from companies operating
in payments, gaming and investments, as well as governmental entities. The firm’s advisory work ties it all together, offering strategic insights that clients can act on immediately,” Christian continues.
With an eye on diversification, Christian’s interest in the film and TV servicing industry has developed into a veritable business venture, having been directly involved in the production of leading local TV productions, as well as the servicing of international films which are shot in Malta. Through related company Media Exclusive, the firm has provided corporate services for household name productions such as Love Island and Family Feud.
“Looking ahead, we’re keeping a close eye on international productions seeking to tap into local funding opportunities, such as the film rebate offered by the Malta Film Commission and other incentives offered by Malta Enterprise. This effort is supported by collaboration with specialised professionals in the field who can deliver a sterling service to international clients, in an industry which is truly sui generis.”
“At the end of the day, it’s all about giving value to clients. If they can see that what we do has a direct and immediate impact on their success, then we have the basis for a successful and long-term relationship,” Christian concludes.
BEYOND beauty: WHERE SCIENCE results SHAPES
Transforma is redefining medaesthetics in Malta, blending evidence-based treatments with a patient-first ethos and cutting-edge technology to deliver safe, lasting results.
Over the past years, Transforma has steadily redefined the standards of Malta’s med-aesthetic sector, moving beyond its origins in laser and dermatological treatments to become a multi-disciplinary hub where beauty, science and wellness intersect. Today, Transforma offers regenerative therapies, body contouring and skin health protocols – each service shaped by an uncompromising focus on results, safety and patient confidence.
And it’s precisely this unwavering commitment to clinical excellence and patient-centred care that sets Transforma apart. Rather than following trends blindly, the clinic invests in proven, science-backed protocols while fostering a culture of continuous learning within the team. Every treatment is guided by medical expertise, supported by cutting-edge technology, and tailored to the individual.
This strategy is complemented by a holistic perspective, transparent communication and ethical standards that ensure each client feels heard, respected and empowered.
The philosophy behind this holistic approach is simple, yet profound: true beauty radiates from health, and health requires balance. At Transforma, the skin becomes a reflection of internal well-being,
Photos by Tyler Calleja Jackson
and this is the starting point that drives all consultations. Whether through nutrition guidance, hormone balance, skin microbiome care, or stress-related interventions, the clinic considers the whole person – not just the aesthetic concern.
This leads to a complementary ethos: confidence and beauty are best built on a foundation of wellness, sustainability and self-respect. Once these principles are fulfilled, only then can current trends come into play – but even then, the shift leans definitively towards personalisation, prevention and natural enhancement. Clients are increasingly moving away from exaggerated looks, seeking subtle, harmonised results that preserve individuality.
Regenerative treatments – such as PRP, exosomes and biostimulatory injectables – are gaining traction for their ability to rejuvenate from within. There’s also a growing demand for skin health optimisation, body sculpting technologies and longevity-focused aesthetic care that blends beauty with science.
These trends have led to a generally better-informed client profile, with specific expectations. It’s a development that Transforma welcomes, as it allows the clinic to effectively treat clients as partners – offering transparent education, realistic outcomes and bespoke treatment plans. Consultations are in-depth and collaborative, with the team steering away from ‘selling’ treatments in favour of a guidance-based approach.
The medically-led team helps clients make empowered decisions by explaining options clearly, outlining benefits and limitations, and ensuring that every procedure aligns with their personal goals and values.
This approach has led to a carefully curated portfolio that is constantly refined to offer cutting-edge treatments. The most sought-after services include facial rejuvenation protocols that combine dermal remodelling with collagen stimulation – such as RF microneedling, bio-revitalisation with polynucleotides and regenerative injectables. Non-surgical body contouring is also in high demand, with the medical team using advanced radiofrequency and high-intensity electromagnetic technologies. The personalised skin health programmes are another strong draw, merging clinical dermatology with aesthetic care, redefining long-term skin transformation in Malta.
All this is underpinned by a core belief: that staying ahead is a matter of constant commitment. The team continuously undergoes training, with practitioners regularly attending international congresses and collaborating with global experts and technology partners. An investment in research and development completes the picture, as every new treatment is clinically vetted and aligned with evidencebased protocols.
But above all, the team at Transforma values a culture of listening – listening to clients, to colleagues and to the evolving science of med-aesthetics, thus ensuring they remain trusted leaders in a field that never stands still.
How does the team at Transforma ensure that it stays at the forefront of treatments, technologies and standards?
We invest heavily in training, research, and innovation. Our practitioners attend international congresses, engage in continuous professional development, and maintain close collaborations with global experts and technology partners. Every treatment introduced at Transforma undergoes clinical vetting and aligns with evidence-based protocols. Most importantly, we listen – to our clients, our team, and the evolving science of med-aesthetics – ensuring that we remain trusted leaders in this dynamic field.
“TRUE
BEAUTY RADIATES FROM HEALTH, AND HEALTH REQUIRES BALANCE.”
MALTA’S Powering natural HERITAGE
From patrolling Malta’s countryside to rescuing injured turtles, NGOs are finding strong support in the iGaming sector. Lyndsey Grima explores how corporate partnerships are helping protect the island’s ecosystem.
While Corporate Social Responsibility (CSR) in iGaming has traditionally been associated with responsible gaming and community initiatives, a quieter shift is taking place as the sector is increasingly throwing its weight behind environmental protection.
Two recent collaborations – one between Betsson and the Malta Ranger Unit, and the other between Lottoland and Wildlife Rescue Team Malta – highlight how private-sector support can directly protect ecosystems, empower NGOs and inspire communities. These partnerships go beyond marketing exercises to reveal something deeper: when companies align their resources with relevant expertise, the results are visible, measurable and long-lasting.
Those who spend weekends hiking Malta’s countryside or planning picnics by the coast will be familiar with the Malta Ranger
Unit (MRU) as the NGO’s volunteers patrol rural areas, tackle environmental crimes and educate the public on sustainable practices. Their work spans from stopping illegal dumping to preventing out-of-season hunting and mitigating fire hazards – a mix of enforcement, prevention and education.
Since December 2024, the MRU has been able to expand operations thanks to a collaboration with Betsson Group, whose Malta headquarters hosts hundreds of employees. This partnership has enabled the Rangers to increase patrols, invest in safety and run more outreach activities.
“Supporting the MRU was a natural choice,” Lara Lombardi, Head of HR (Malta) at Betsson Group, starts off. “Their work delivers tangible local results while aligning with our focus on climate impact. With our operational base in Malta, we feel a responsibility to contribute to the health of our immediate environment.”
or birds trapped in beverage cans or tangled in ropes,” Ms Appelgren explains. “We remove hundreds of kilos of waste annually, with over 1,500 kg collected from larger events and daily patrols. The work prevents needless animal suffering and allows habitats to recover.”
For Betsson, this collaboration is part of a wider environmental framework across its 21 offices worldwide. The company’s CSR board evaluates partnerships on three criteria: proven impact, operational credibility and opportunities for employee engagement. The Rangers ticked all three.
This local-first approach matters. For the Rangers, donations translate directly into boots on the ground and safer working conditions. “Without the support of Betsson, our Rangers would have to work alone, which is not really a safe option when you’re confronting offenders in remote areas,” says Camilla Appelgren, Chief Patrolling Ranger. “Their involvement is directly enabling our operations.”
The impact of this partnership is already tangible. Shortly after the collaboration started, MRU representatives visited Betsson’s Ta’ Xbiex office for an educational session. Within days, employees were joining Rangers for a coastal clean-up at Qalet Marku, hauling waste from one of Malta’s most popular camping sites.
“The initiative proved how quickly a partnership between a corporation and an NGO can deliver visible, hands-on results,” Ms Lombardi notes.
Beyond litter collection, MRU clean-ups have direct ecological benefits. “We often encounter reptiles
Perhaps most importantly, the initiative resonated with staff. “The clean-up saw colleagues from different teams in Malta come together,” Ms Lombardi says. “And in other offices, employees are driving sustainability initiatives such as recycling programmes, plastic reduction and energy efficiency measures.”
Photo by Marc Cassar
Camilla Appelgren
“WITH OUR OPERATIONAL BASE IN MALTA, WE FEEL A RESPONSIBILITY TO CONTRIBUTE TO THE HEALTH OF OUR IMMEDIATE ENVIRONMENT.”
Lara Lombardi, Betsson Group
Looking ahead, the partnership is set to continue with more patrol support, education campaigns and community activities. For the MRU, private sector support is not simply a matter of raising funds, but also of sustainability: the ability to plan ahead, scale operations and keep Malta’s natural spaces safe for future generations.
“Nature has no boundaries,” Ms Appelgren reflects. “We all rely on it. Supporting NGOs like ours means safeguarding these spaces not only for ourselves, but for our children.”
While the Rangers guard Malta’s land, the Wildlife Rescue Team Malta (WRTM) protects its seas. Operating under Nature Trust – FEE Malta, the team rescues, rehabilitates and releases injured wildlife, most famously marine turtles. These creatures, often found entangled in fishing gear or weakened by ingested plastic, would rarely survive without intervention.
Over the decades, the WRTM has rescued and rehabilitated more than 500 turtles, with a success rate of around 70 per cent. Each recovery is an intensive process involving veterinary care, medication, physiotherapy, and months –sometimes years – of rehabilitation at the Wildlife Rehabilitation Centre in Xrobb l-Għaġin.
However, such operations are resource-heavy, with annual costs exceeding €100,000. Here, Lottoland’s partnership has been crucial.
“Lottoland has supported us for four consecutive years,” says WRTM’s Vincent Attard. “Their contribution allows us to employ a full-time Rehabilitation Centre Manager; a role essential to daily operations and professional care. Volunteers are also essential, of course, but having a dedicated manager ensures continuity, quality and oversight.”
In 2025, the collaboration supported the release of two rehabilitated turtles back into the wild. For the public, these release events are highly emotional. But, more importantly, they are also educational.
“Every turtle released is an ambassador for change,” Mr Attard explains. “Seeing a creature that suffered due to human negligence returning to the sea inspires people to reflect on their own behaviours and the impact of pollution.”
The statistics are sobering: millions of turtles die globally each year due to marine debris. Locally, reports of stranded or injured turtles often involve swallowed fishing hooks, boat strikes or plastic ingestion. Each successful release represents not just a life saved, but a story that can mobilise broader awareness.
Lottoland’s VP of Corporate Affairs, Laura Pearson, agrees. “The initiative benefits both biodiversity and Malta’s broader environmental health. It has also inspired our team, sparking cultural shifts around sustainability and making employees proud of the role they play in supporting conservation.”
Lottoland’s environmental efforts extend globally; from planting over three million trees (including 1,000 in Malta) to maintaining carbon neutrality for four years running. Locally, the Wildlife Rescue partnership reflects a conscious decision to treat Malta as more than a licensing hub.
“We consider Malta our home and community,” Ms Pearson emphasises. “That’s why we support grassroots NGOs like WRTM, which operate
transparently and deliver real results.”
For Mr Attard, corporate partnerships like this provide stability. “Support towards human resources is especially impactful,” he says. “It makes sure that we can sustain operations, apply for grants and continue expanding services in wildlife rescue and education.”
What unites these two stories is not the companies themselves but the causes they support. Both partnerships highlight a maturing CSR landscape in Malta’s iGaming sector: one where environmental responsibility is embedded in broader strategies, rather than treated as an afterthought.
As CSR in Malta evolves, these models may offer a blueprint: private sector resources aligned with expertise, delivering long-term impact that can inspire many others.
After all, the success of these initiatives isn’t shown in boardroom statements but in wildlife returning to Malta’s countryside and seas. And the measure of success of these two initiatives is visible in Malta’s countryside and seas.
“WE CONSIDER MALTA OUR HOME AND COMMUNITY. THAT’S WHY WE SUPPORT GRASSROOTS NGOs.”
Laura Pearson, Lottoland
power shift: THE WHEN experience
TURNS INTO
wisdom
The most effective leaders are too busy directing the narrative to get lost in the tiny detail. In this regular column, Executive Coach Marion Gamel explores how managers can take a step back from the floor to focus on the bigger picture and make a real impact on strategy.
Once, the best leaders were the sharpest experts in the room. Today, their edge comes from something harder to measure – empathy, curiosity and the ability to ask the right questions at the right time. In a world where knowledge dates fast, soft skills are the real currency of leadership.
Seeking advice and guidance from the elderly is something humans have done for as long as we have a trace of our species. We still witness it in villages and communities, in religious groups, within families… When we think of an ‘elder’ who supports their community with guidance and food for thought, advising on topics as wide-ranging as marital affairs all the way to business practices, do we need to know what job this person was doing before?
In truth, it doesn’t matter if they were a carpenter or an accountant because what’s being sought after by people who come for guidance is not training, nor is it expertise. It’s wisdom.
Photo by TrixiePhoto
“WHAT’S BEING SOUGHT AFTER BY PEOPLE WHO COME FOR GUIDANCE IS NOT TRAINING, NOR IS IT EXPERTISE. IT’S WISDOM.”
What happens in companies is quite similar to how we’ve been functioning as humans for thousands of years. As corporate leaders become more and more senior, they gradually lose touch with the technicalities of the department they lead. They may also lose a particular expertise as they are no longer aware of the latest tools or techniques. It’s a step that can be uncomfortable for many leaders I coach, as they become fully aware of what they are losing (expertise, details, contacts). However, they don’t yet fully realise that what they are gaining is perspective.
SEPARATING THE WORK FROM THE STRATEGY
During my years serving as Chief Marketing Officer at Betsson, I had already worked for some 15 years as a marketer. There came a point when I no longer had knowledge of the intricacies of the new technologies that were shaping marketing work, such as how programmatic advertising actually functions. At this point, I was faced with two options.
The first – and easier one – would have been to panic, because I was conscious that I had lost touch with day-to-day marketing work. I was no longer in a position of stepping into any of the shoes of my 200+ team to do their work. If the leadership team that I was part of needed to understand how something worked, I had to call in one of my experts. They would do a much better job than me at explaining the intricacies of their speciality. And the question would pop unbidden: am I still a ‘marketer’?
But there was another option. Taking a deep breath to realise that this distance between me and the actual marketing work was allowing me to gain perspective, to consider the impact of marketing within the entire organisation, rather than simply looking inwards at how it’s done.
When the leadership team wanted to dive into a marketing sub-function, I was proud to shine a light on the work of my team’s amazing branding, analytics, performance, PR, and social media marketing specialists.
POSITIONING YOURSELF TO SEE THE BIGGER PICTURE
Leadership is sometimes explained using the ‘dancefloor to balcony’ analogy. Your team is on the dancefloor. They dance together. They see each other in detail. They cannot see the entire club.
You are the leader, you are on a balcony. You see your team dancing. From where you stand, you can’t see the details. But you are in a position to see further into the club, to appreciate how busy the bar is, the queue at the cloakroom, etc.
Your leadership team is on the highest balcony. They don’t see any of the details of the dancefloor. But they see the entire club as well as what’s going on outside, the line of people who want to get in, how big the line in front of other clubs is… in short, the full picture.
As a leader, you occasionally need to go down to the dancefloor to understand your team’s reality. You also need to regularly invite them to your balcony, so they understand what’s happening in the company beyond your function.
This works across all levels. You are also occasionally invited by the leadership team to join them on the highest balcony, to discuss the broader context, market trends, the competition, and the changing legislation.
I find that this analogy often helps leaders I coach understand that – in order to do their job well – they must stay on the balcony most of the time. Indeed, spending too much time on the dancefloor can be lovely as you bond with your team. But it will also prevent you from gaining the broader perspective granted by the balcony. Not to mention leave you exhausted, as you’d need to keep running back and forth between your balcony and the dancefloor.
Splitting yourself between the ‘how it’s done’ (executed by your team) and the ‘why it’s done’ (the broader reality of your leadership team) is exhausting and not intellectually sustainable. Think of it as zooming in and out too fast, causing you to get seasick! Something has to give.
SIGNS THAT YOU SHOULD DISTANCE YOURSELF FROM THE DAILY DETAILS
If you think of the ‘why’, the ‘what’ and the ‘how’ of a company’s operations, I would go so far as to say that – in order to fluently focus on the why and elevate the what – a leader has to distance themselves from the how.
We commonly hear about the fact that our brain is not designed to multitask efficiently. I would add that our brain is not designed to multilayer efficiently, either.
Now, when should knowledge turn into wisdom for leaders? When should expertise make room for perspective, analysis, long-term thinking, intuition, and foresight? What are the signs that indicate it’s time for a leader to let go of the expertise and to focus on longer-term planning, strategic thinking and the broader picture?
In my experience as an executive coach, I would say that there is not one sign to look for, but many. Here are a few:
• Having the feeling that you’re banging your head against a glass ceiling. Missing promotions even though you and your team have been delivering on point. This is, in my experience, a sure sign that you should let go of details so you have enough space to crack that ceiling open.
• When you receive feedback from the top about the need to become ‘more strategic’. This type of vague feedback can be frustrating, because it does not feel as sufficiently prescriptive for you to act on it concretely. You can translate ‘being more strategic’ as staying on your balcony more, and to stop spending most of your time down on the dancefloor. You also need to be ready to climb up and visit the highest balcony at a moment’s notice.
• When your peers, other functional leaders, think that you don’t understand their work or goals or challenges.
• When your team of experts and specialists complains that you’re micro-managing them.
A simple way to shift from expert to wise elder is to be more explorative, more curious, to ask more questions. This helps you, and your colleagues think further. In short, turn 50 per cent of your affirmations into questions.
You’ll notice that the wise elders – the ones we were talking about earlier – often ask a lot of questions. This is not so they understand your predicament better (they got it from the first minute!). It’s in order to help you think from a broader perspective, without fixating on what happened or on feelings. Thus, the focus turns to values and ethics, to the example you want to set, the impact you want to have and the reputation you want to build or preserve.
Marion Gamel has over 20 years of experience in executive settings, having worked with Google, Eventbrite and Betsson Group. Got a question? Email Marion on marion.gamel@gmail.com.
“A SIMPLE WAY TO SHIFT FROM EXPERT TO WISE ELDER, IS TO BE MORE
