Tetiana Davydova, GR8 Tech: “I want employees to say that GR8 Tech set the standard—something every other company should strive for”

Tetiana Davydova, Chief Talent Officer at GR8 Tech, sat down with Focus Gaming News to talk about how the company builds a people-centred culture, prioritising employee wellbeing alongside financial success.

Exclusive interview.- Tetiana Davydova, chief talent officer at GR8 Tech, spoke to Focus Gaming News about building a workplace culture that employees truly love, balancing high performance with psychological safety, and why treating people metrics as seriously as financial ones makes all the difference.

The Most Loved Workplace recognition is all about people. If you had to describe the “GR8 Tech feeling” in one word that employees immediately identify with, what would it be and why?

The funny thing is, we recently did a small survey, asking employees why they love the company. And the answer was simple: people. As much as I’d love, as a chief talent officer, to come up with something different, that’s what employees themselves consistently say. They stay because of the people around them—because they feel supported, connected, and part of a community.

How do you balance the fast pace of the igaming industry with maintaining a culture of trust, inclusion, and care?

This is not going to be a short answer because we build on several key pillars. In our industry, it’s a bit like Alice in Wonderland—you have to run very fast simply to stay in one place; to make progress, you need to move even faster. That means we need strong performers.

So, first, we’re very selective about who we work with. We pay close attention not just to performance metrics, but also to competencies and values. Our philosophy is that everyone should feel they are working with outstanding colleagues—whether in software development, marketing, sales, or any function, really. We don’t compromise here. We would rather search longer for the right person than hire someone just to fill a gap.

Second, we prioritise psychological safety. High performance only exists where people have the right to fail. Innovation only happens when people feel safe enough to try something new without fear of blame. Equally important is the ability to express yourself openly, share thoughts, and give or receive feedback. If someone cannot operate in this environment of openness and constructive feedback, they usually don’t fit in with us.

Third, our management team sets the tone. They are open-minded, transparent, and approachable. They don’t act like distant, untouchable executives. They share information openly, work closely with everyone, and lead by example.

So, in short, we balance speed with culture by being selective in hiring, ensuring psychological safety, and fostering open, transparent leadership.

“We pay close attention not just to performance metrics, but also to competencies and values.”

Tetiana Davydova, chief talent officer at GR8 Tech.

Many companies talk about being people-first, but employees at GR8 Tech seem to feel it daily. What are some leadership practices that make this more than just a slogan?

I could mention many things, but I’ll focus on one that represents a lot of what happens at GR8 Tech: we take people’s voices seriously.

At the company level, alongside the usual financial metrics like profit, loss, and revenue targets, we also track people-related KPIs—things like eNPS and retention rates. We set clear targets for these, cascade them to departments, and make sure everyone in the company knows what these indicators mean and how people can contribute to achieving them.

People metrics are treated with the same importance as financial ones. I often interview top managers from other companies and ask about their people KPIs. Many don’t even know their department’s numbers or the company’s targets. For them, HR metrics are vague.

For us, it’s different. The numbers themselves may not tell the whole story, but if you truly care about what’s behind them and work to improve things, you see the results reflected in those metrics. When you treat people’s KPIs as seriously as revenue, it proves that you care.

In your experience, what role do vulnerability and openness from leaders play in creating a culture people actually love?

Indeed, they play a huge role. Many leadership teams fall into a common trap: they’re eager to share successes but become guarded when things get challenging, leaving their teams to navigate uncertainty without proper context.

What truly matters is balance—being present and honest, whether you’re sharing wins or setbacks. The business landscape is inherently unpredictable, so this kind of openness is essential for any modern company. Leaders who communicate directly and transparently build the foundation for real trust. Without this approach, companies risk becoming bureaucratic machines where information flows poorly, and this kills innovation. Unless you’re the size of Google with endless resources, you can’t afford that.

At the same time, vulnerability alone is not enough. Without direction, it’s not leadership, just shared anxiety. Yes, showing humanity during difficult moments matters, but leaders must also demonstrate they have a plan. People need to see both the honesty about current challenges and confidence in your ability to navigate them. When employees only get emotional transparency without strategic clarity, it creates more uncertainty, not less.

Remember, your team members have families, financial commitments, and real concerns. They need to trust that you can guide the company effectively, whether that means pivoting toward new opportunities or making difficult but necessary decisions. The most powerful combination is transparent communication paired with clear strategic thinking—that’s what truly creates a culture people can trust and love.

“Leaders who communicate directly and transparently build the foundation for real trust.”

Tetiana Davydova, chief talent officer at GR8 Tech.

If we fast-forward to five years from now, what do you want employees to say about their experience at GR8 Tech?

I’ll be ambitious here. Five years from now, I want employees to say that GR8 Tech set the standard—something every other company should strive for. Wherever they go next, I want them to remember their experience here and try to bring those practices with them because they were truly valuable.

I also want them to say they learned a lot, whether on the job, from colleagues, or through professional development opportunities. Growth is only possible through learning, and their time here should have widened their horizons. If they came in with a 180-degree view, I’d love for them to leave with a 360- or even a 540-degree perspective.

And most importantly, I want every employee to be able to say they were treated fairly and with respect. That’s it. Simple but essential.

Finally, what advice would you give to other companies in igaming or beyond that aspire to build a workplace people truly love?

This industry is very focused on money: earning it, growing it, playing with it. Companies often do well financially, and their way of supporting employees is usually through good salaries and attractive benefits. That’s important, of course, but my advice is this: don’t just give people what they want. Sometimes you need to give them what they need.

And what people truly need is recognition, development, and care. They may not always ask for it, but these are the things that shape careers and cultures. For example, feedback isn’t always welcomed, but it’s essential for growth. At GR8 Tech, we aim to create an environment where people feel supported, challenged, and given the chance to improve, not written off at the first sign of difficulty.

This connects directly to our Heavyweight mindset, applied both outside and inside the company. Just like with our clients, it’s about resilience, clarity, and shared ownership. Employees are not passive participants; they take accountability for their own growth and performance. At the same time, the company takes equal responsibility for creating the conditions that make this possible: psychological safety, opportunities to learn, and a culture of fairness.

In other words, it’s not about waiting for the company to “hand you” success, nor about the company leaving people to figure it out alone. It’s a true partnership, where both sides bring intent and agency. That’s what makes the Heavyweight mindset powerful externally with clients, and just as powerful internally with our people.