Changing gears and accelerating: An interview with GR8 Tech’s new CRO Sergey Ghazaryan
You’ve held leadership positions across a wide range of roles, including product management, operations, and even service management – covering areas like professional services, support, and analytics. How has your diverse experience shaped your approach to driving growth and innovation in the gaming industry?
“I’ve learned to approach challenges from multiple angles and it has molded me into someone who values functioning processes above all else. My experience in product management and operational management within the casino industry, in particular, has taught me to deeply understand the needs and wants of clients and operators – what truly matters to them. My strategy combines agility, the right content, and a pricing structure that helps our clients thrive. By excelling in what matters most and tailoring solutions to each market, I aim to empower our clients to grow sustainably and profitably.
“This approach does not just refer to commercials but deeper on a product and feature level as well. I would often challenge what constitutes MVP for a new product simply to ensure it drives not just some value for the clients, but a great deal of it. This is especially relevant for the core success-driving functionalities for the clients, naturally one cannot excel in everything (even though we all strive for it) so the key to my approach is to ensure that we excel in aspects that truly define success for our clients.
“These success-defining factors are geo- and product-specific, so we now focus on creating the right combination of main success drivers in each geo separately. In some places payments are the main enablers so we will focus on those more, on others it would be acquisition and retention tools such as bonuses and gamification, so we will ensure we lead at these, in others it may be the sportsbook coverage, and we will make sure we have the best coverage there is. We always strive to create the best winning combination out there for our clients, to result in a PnL that they are truly hoping for. A PnL that does not just allow them to be profitable, but actually to outperform the competition, grow, and even dominate the market.
“This approach is best represented in our sportsbook. Being born from a sportsbook-based business, and having 20+ years of experience at that, we can say sportsbook is in our DNA. So undoubtedly we always had great coverage, extremely strong margins, and best-in-class risk management. However, we realised at one point that one of our clients lacked the specific advantages needed not just to grow, but to truly dominate the market. They did not have any disadvantages compared with the competition, but they lacked that edge which makes the difference.
“So we worked hard and created the best cricket and kabaddi coverage in the market – undoubtedly an advantage that can be felt by players. This became such a strong competitive edge for the client – for branding, differentiation, and player acquisition and retention – that it transformed them into the behemoth that dominates any market where these sports are popular.”
GR8 Tech is known for its robust high-performance solutions with high flexibility. How does your role as CRO help drive the company’s growth and strengthen its market position?
“I feel a little bit humbled to step into the role of CRO at this point because the company has come such a long way. We’re at the point where we’re ready to change gears and accelerate, and my focus is going to be on two key things: eliminating anything that blocks this growth and promoting everything that can accelerate it.
“Whether it’s functionality, pricing, or agility, we’re in a great position. We have a fantastic product, offered at a great price, and with a level of customization that stands out – both at the product level and in how we approach commercial deals. I can’t stress enough how much more agile we are compared to the competition. And we tailor our cost structure to match the operational needs of our clients so they can grow. So I will be focusing on these aspects commercially.
“Another focus will be advocating for the functionalities our clients are asking for. We’ll understand what they’re saying and use our expertise to deliver the solutions they need.
“I will also focus inwards on our employees and nurture the mindset of being always hands-on and ready to accept challenges. We want people to be excited about those challenges. That’s part of our culture – it’s how we live. Every day, we face huge challenges, and that’s something we should embrace because we’re building something great.
“So, part of my role will be to communicate that mindset to the team – helping everyone understand the magnitude of what we’re building, feel proud to be part of it, and benefit from it personally and professionally. This mindset will inadvertently drive greater outcomes and value for our clients. Value that is generated at each level of our organisation.
“Entering the growth stage also means adding new talent, bringing in the right people who own their game, who know what they’re doing, why they’re doing it. People who take pride in the value they create. We are already looking out for people who embrace challenges as these people will surely feel at home here. The energy that they bring with them will translate directly into the accelerated growth that we’re striving for. We’ll deliver faster, whether it’s features, promises, or solutions, and by doing that, we’ll prove – without a doubt – that we’re the partner to trust.”
“We’ve already built a strong foundation of trust with our clients, and now it’s time to accelerate and show the world what we can do. That’s what this phase is about, and that’s what I’m here to drive forward.”
As a CRO, you are stepping up from overseeing the Casino business to overlooking revenue of all divisions, including sportsbook, CRM, payment gateway, affiliate solutions and many more. What opportunities do you see at the intersection of all the critical areas of the business?
“Let’s just say we’ll focus on expanding the synergy. We already have close cooperation between the divisions, and I hope to make it even closer. With the wide range of products and solutions we offer, there’s a lot of opportunity to mix and match and help clients in multiple directions—not just one. This approach has already proven successful in many cases, and there’s room to build on that further.
“Our product set, by design, is built to have synergy with each other in a way that’s much stronger than it could theoretically have with any other product set. That’s because they were all created with the same ideals in mind. So my role here is to act as an enabler for all the units, fostering that synergy and ensuring they work together seamlessly.
“I fully believe that each and every unit acts as an enabler for the others. If one wins, everybody wins. That’s the mantra, and it’s what I’ll focus on promoting across the board.”
Having worked at the intersection of product development, delivery, and client services, how do you see these areas converging to create value for GR8 Tech’s clients?
“Naturally, every manager—or even every person—judges whatever they see based on their experiences. Honestly, having worked in multiple aspects, I’ve seen how each and every one of them can either create value or be a blocker for its creation.
“What I’ve come to realise is that you need to ensure that when it comes to creating features, providing services, or implementing processes for your clients we need to focus on maximising the value for the clients. The value lies in everything. A great product adds value. Timely delivery of high quality adds value. The stability of your products adds value. Great client services, consultancy, and managed services that help them quickly launch and scale up—all of this adds value. Even knowledge sharing adds immense value.
“And the thing is, a lot of value-adding actions are, in my opinion, very cheap to create but offer great benefits to our clients. They’re cheap because, if you do your processes right, they’re not driven by excess overheads—they’re driven by smart systems, structures, flows and approaches. But they still deliver the same great value and benefit to the clients. That’s why we need to really focus on continuously improving the already market-leading functionalities and processes we have.”
As a co-founder of startups, you’ve had a unique perspective on building businesses. What lessons from your entrepreneurial journey do you bring to your new role at GR8 Tech?
“I’ve been involved in several startups that have ranged across gaming and non-gaming industries, and while they were diverse, the lessons I’ve learned from those experiences are universal. But the biggest takeaway is that the startup mentality on its own is a value driver. My work approach is built around always challenging the status quo, embracing change and trying or creating something new.
“Companies, as they scale, tend to get heavier in their movements and decision-making. We need to do whatever it takes to avoid that. GR8 Tech needs to always be, in essence, a startup incubator. That’s the culture I want to nurture – where every employee knows that they’re in an environment where they can create something new, where they’re empowered to contribute ideas they’ll be proud of, and where their creativity is nurtured and supported. An environment where anyone is able to take charge, bring tangible results, and, why not, directly benefit from these results.
“We’re already doing a lot of exciting things at GR8 Tech, whether it’s on the feature level or beyond. Some things are brewing now that I cannot publicise yet, but the goal is always to innovate, explore what’s possible, and stay ahead of the curve. The startup mentality isn’t just about creating products but it’s also about how we work with partners and explore new arrangements that could even redefine the rules in a market. That’s the mindset I want to bring to GR8 Tech.”
With your extensive experience in partnerships, how do you plan to strengthen GR8 Tech’s collaboration with clients and industry partners?
“My entry into igaming was through partnership management, which, in essence, was about building bridges with everyone in the market – both suppliers and clients. The industry is unique because it’s fueled by trust. The revenue share model that dominates the industry, shapes every aspect of how we operate. It’s not a business where you can succeed alone. It’s an interconnected ecosystem where the whole value chain should be profitable for each of its individual members to profit as well.
“I believe the key to success in such an ecosystem is honest and transparent communication, which goes both ways. With suppliers, this helps to accurately uncover the points that maximize the value for all and focus on these. Without open communication, you simply cannot build the trust needed to elevate the relationships to these symbiotic levels.
“The same is true for clients. Open and honest communication helps them plan their resources, strategies, and budgets. If you overpromise, if you do not deliver on your commitments, if you forget that they, too, need to profit from the relationship with you, then you will not be the growth enabler they need you to be. And if they do not grow, neither do we; we are a B2B2C business after all.”
You’ve seen the gaming industry evolve significantly over the past decade. What trends or challenges do you think GR8 Tech should focus on as the gaming industry continues to evolve?
“Igaming is truly a hectic industry. There is always change, and staying ahead of these changes is crucial to driving client success.
“I have noticed this trend that reactions to these changes are pretty much always aimed at either enablement or improvement.
“Enablement mainly refers to the constant regulatory changes that happen or any other global shifts that may render your solution unfit to even launch an operation in a given market, let alone grow. So it is absolutely crucial to have the ability to quickly address these changes. Having the resource reserve that can be dedicated to adapting. Besides resources, it is crucial to have the right legal and compliance setups to be ready for any scenario at any time. This is something we have invested heavily in and will continue investing more.
“Improvement is the trend that directly benefits clients, whether operationally or financially, often combining both. In my experience, this aligns with the startup mentality and challenging the status quo. For example, our rapid adoption of AI has enhanced key product features, from risk management to segmentation and recommendations, improving metrics across the board. This gave our clients a competitive edge, translating into higher revenues or reduced costs.
“Similarly, our operational innovations, such as enabling aggregation clients to work directly with providers, allow even smaller clients to access the benefits typically reserved for direct integrations, like organizing promotions and achieving cost savings. “
Under your leadership as CRO, what can the industry expect from GR8 Tech, and are there any new strategies or initiatives you’re excited to introduce?
“It’s a complex thing to answer because there’s so much to unpack. What can the industry expect from GR8 Tech? They’re going to hear a lot more about us, that’s for sure. My focus will be on accelerating the already impressive growth we’ve achieved – faster, louder, bigger. That’s the goal: growth. And naturally, as my title suggests, that also means growing revenue.
“But revenue growth only comes if we’re solving problems for our clients, and that’s where I see us stepping up even further. We need to adapt our solutions even more to the specific markets we’re targeting. It’s about becoming the no-brainer choice for our clients, making it clear that we’re the partner they can trust, the one they can rely on to help them grow.
“So, what does that mean for the industry? It means we’ll always be a step ahead, changing gears and accelerating. But here’s the thing – I want this acceleration to be done smartly and stably. Think of it as bulletproof growth. We’re not just going to speed up without a clear plan for resources and processes to support it. Our acceleration should not come at the expense of quality that our clients expect and have gotten accustomed to. Smart acceleration – that’s what the industry and our partners should expect, and I believe it is unavoidable for us.
“We’ve worked hard to build a great team, an incredible product set, and, frankly, a great company. We’ve already reached a stage where people are taking notice: even people from other companies are already reaching out, hinting they’d like to work with us or for us. That says a lot about the high value we’ve created here, and the optimism that is in the air.
“So now, the focus is on making sure everyone hears about us even louder. We’re at a growth stage where many companies want to be – and as already mentioned, my goal is to change gears and accelerate!”