Oleksandr Feshchenko, GR8 Tech: “In this industry, lasting businesses are the ones that keep adapting without losing focus”

Focus Gaming News spoke with Oleksandr Feshchenko, CEO at GR8 Tech, about maintaining consistency, fostering a performance-driven culture, and avoiding complacency to ensure long-term scalability and operator-focused innovation in igaming.

Exclusive interview.- In an industry where rapid growth often comes at the expense of consistency, sustaining performance over time remains one of the hardest challenges for suppliers. As competition intensifies and operators demand more tangible business outcomes, the ability to align strategy, execution and culture is increasingly becoming a defining factor for long-term success.

Against this backdrop, Focus Gaming News spoke with Oleksandr Feshchenko, CEO of GR8 Tech, following a period of continued industry recognition for the company. In the following interview, Feshchenko reflects on what drives sustained performance, the role of people and culture as core business levers, and how GR8 Tech is translating technological innovation into scalable commercial results in an increasingly demanding market.

Back-to-back recognition always says more than a single win. What do you think you’re consistently doing right that others in the industry struggle to maintain?

I think it comes down to consistency across three things that are hard to sustain at the same time: clear strategy, disciplined execution, and strong culture. A lot of companies do one or two of those well for a period, but maintaining all three year after year is much harder. We stay disciplined even when things are going well. That means not easing up after a strong year, staying sharp on execution, and continuing to build a team and culture that can sustain growth over time. The ability to stay focused, hungry, and aligned is what sets us apart.

You’ve emphasised people as a core business driver. What do you look for in talent that goes beyond skills or experience?

I look for people who elevate the environment around them. People who take ownership, bring energy, and make the team stronger, not just through what they do individually, but through how they work with others. You want people who care about standards, stay reliable under pressure, and genuinely want to build something they can be proud of. That kind of mindset has much more long-term value than a strong CV alone.

The award highlights your ability to turn technological strategy into scalable commercial outcomes. What does that translation actually look like inside GR8 Tech on a day-to-day basis?

At GR8 Tech, technology only matters if it moves the business. So day to day, we focus on building solutions that help operators grow faster, engage players more effectively, and improve profitability. That is why we put so much emphasis on AI-driven personalisation, geo-specific adaptation, and platform performance under pressure.

Just as importantly, product, tech, and commercial teams work closely together, so strategy is always connected to client needs. If what we build helps operators launch better, scale faster, and generate stronger results, then the technology is doing its job.

“At GR8 Tech, technology only matters if it moves the business.”

Oleksandr Feshchenko, CEO at GR8 Tech.

Many companies talk about “long-term vision,” but few truly build for durability. What specific decisions have you made to ensure GR8 Tech is designed to last, not just perform?

Durability starts with what you choose not to optimise for. We’ve been very intentional about not chasing short-term wins at the expense of product quality, operational discipline, or culture. We invest in technology that can scale, in partnerships that have long-term value, and in people who can grow with the business.

Just as importantly, we’ve built the company around high standards and constant evolution. In this industry, lasting businesses are the ones that keep adapting without losing focus. That is the mindset we’ve worked hard to build into GR8 Tech.

The panel emphasised your focus on people and culture as core business drivers. How do you operationalise culture so it directly impacts performance, not just internal sentiment?

By tying it to how people work, how teams make decisions, and what we reward. At GR8 Tech, culture is not separate from performance, and it shows up in execution. We expect teams to take ownership, work cross-functionally, and stay close to client needs, so product, tech, and commercial decisions are aligned from the start.

That matters because it reduces friction, speeds up delivery, and keeps the business focused on outcomes that matter most—client growth, faster time-to-market, and stronger revenue performance.

You mentioned that success can be dangerous when it creates comfort. How do you personally, and as an organisation, protect against complacency after major achievements like this?

I try not to spend too much time celebrating results. Once a milestone is reached, my focus shifts very quickly to what it changes, what it now demands from us, and where the next gap is. That mindset helps me stay sharp.

As an organisation, we protect against complacency by keeping the bar moving. We set ambitious targets, stay very close to the market, and measure ourselves by what comes next (not by what we have already achieved). Recognition is valuable, but at GR8 Tech, it is treated as confirmation that we are on the right path, not as permission to slow down.

GR8 Tech has positioned itself as a provider of practical, operator-first innovation. In an industry that often chases trends, how do you decide what not to build?

We always start with a question: Will this solve an operator problem in a way that creates value? If the answer is no, or if the value is unclear, we do not build it.

In igaming, it’s easy to get distracted by what is new, what is popular, or what gets attention. We try to stay disciplined about that. A big part of it is maintaining strong two-way communication with our partners, because that keeps us close to what operators need, not just what the industry is talking about. If something does not help our clients grow faster, operate better, improve profitability, or scale more effectively, it’s not a priority for us. That focus on relevance is just as important as innovation itself.

“In igaming, it’s easy to get distracted by what is new, what is popular, or what gets attention.”

Oleksandr Feshchenko, CEO at GR8 Tech.

Looking ahead, what are the next challenges or opportunities that will define whether GR8 Tech can sustain this level of leadership over the next 2–3 years?

I think the next big test is managing complexity without losing sharpness. As you grow, add clients, and enter new markets, the challenge is to ensure the business stays fast, decisive, and commercially focused. Growth is not the hard part on its own; disciplined growth is.

The opportunity is that operators are becoming much more demanding. They want faster launches, stronger personalisation, and clearer business impact. If we keep meeting that standard better than the market, while scaling in a controlled way, that is what will define the next stage for GR8 Tech.