Sergey Ghazaryan: „We’re not here to sell quick wins — we’re here to build trust”

First of all, congratulations on being named one of the TOP 100 Most Influential People in iGaming. This recognition reflects the impact you’re making as Chief Revenue Officer at GR8 Tech. What was your path to this position like?

Thank you, it’s a great honor. But more than a personal milestone, I see it as a reflection of the incredible team behind GR8 Tech and what we’re building together.

My path to CRO has been shaped by over a decade of experience across the iGaming value chain,  from operations and product to commercial leadership. I started in the casino vertical, where I quickly learned to focus on what truly matters for operators. Since then, I’ve built and scaled teams, optimized revenue streams, and developed products that balance innovation with business impact.

That operator-first mindset still drives everything I do today:  aligning performance, tech, and strategy to deliver real, measurable growth.

Were there any turning points that particularly shaped your management style and approach to business development?

There have definitely been a few defining moments that shaped how I lead and drive business growth.

Early in my career, moving across roles taught me to approach problems from different perspectives. It taught me how important it is to create clear and practical workflows that help people work better and get real results, not just follow rules for the sake of it.

A major shift came when I realized that growth doesn’t come from doing everything, but knowing where to focus and how to do the right things really well. That “right thing” isn’t the same for everyone. For example, leaning into niche sportsbook content like cricket or kabaddi helped us unlock serious value for clients in specific markets.

Startup life also left a mark. I’ve seen how fast things move when teams are empowered and focused. So even as we scale, I fight hard to keep that agility and bias for action alive. Challenge what’s “normal,” move quickly, and always build with the client in mind — that’s my default mode.

How do you define your role as CRO? What do you believe is most important in effective revenue management?

My role is to clear the path for growth and speed up everything that drives it. That means removing obstacles, whether in product, pricing, or processes, and pushing hard on what helps us and our clients move forward faster and smarter.

Effective revenue management is about focusing on what truly matters to clients: delivering the right features, the best pricing, and flexible solutions tailored to each market. It’s also about building strong trust and partnerships, making sure everyone wins together.

Nurturing a hands-on, challenge-ready team culture is also important. When the team is motivated and aligned, we deliver better results and create real value for clients. It’s this mix of agility, client focus, and strong collaboration that drives sustainable revenue growth.

What skills are essential today for commercial leaders in the iGaming industry? Have these requirements changed in recent years?

The most important skill is having the drive to deeply understand what makes your clients successful. You need to know how their P&L works, how they strategize, and how they plan to grow revenue. That knowledge is what allows you to build relationships that truly support and empower them.

Five, six years ago, it was a little easier. Back then, you were mostly seen as a technology supplier — just an enabler. But things have changed. Now, you really work with clients like you’re part of their team. You’re not just handing over a product; you’re aligning your efforts with theirs, helping them grow. The market is more saturated, so you have to focus on clients who have a clear vision and strong potential. We’re in the same boat now — and we’re rowing together.

How do you balance short-term sales performance with a long-term vision for business growth?

I don’t care about short-term sales performance. That’s not how we operate at GR8 Tech. We see ourselves as a platform for champions. That doesn’t mean we only work with big clients; it means we work with those who have the potential to grow. Champions aren’t born, they’re made. I’m not interested in winning deals I don’t believe in.

In this industry, choosing a platform is like getting married. You’re not just signing a contract; you’re choosing a partner who’ll shape your daily life, define how you operate, and influence your success. Everything,  from functionality and support to product strategy and operations, becomes intertwined. If the relationship is built on trust, alignment, and shared goals, both sides thrive. If it’s built for convenience or short-term gain, it breaks down fast.

So no, I won’t sign a client just for short-term gains. That would be dishonest. We’re not here to sell quick wins — we’re here to build trust, enable growth, and be in the same boat with our clients for the long haul. Short-term clients aren’t champions.

At the beginning of 2025, GR8 Tech was named “Best Sports Betting Provider in CEE.” What actions or strategic decisions contributed to this success?

Winning “Best Sports Betting Provider in CEE” came down to one thing: clear strategic focus and full team alignment. We’ve set a bold goal — to become the #1 sportsbook-driven platform by 2028 — and this award proves we’re moving in the right direction.

What sets us apart is the way we combine cutting-edge tech with business-first thinking. Our AI-powered sportsbook isn’t just fast and scalable — it’s tailored to each region’s specific needs. From custom deployments to deep collaboration on strategy, we don’t believe in one-size-fits-all. We help our clients localize their offering from day one, even if they’re not sure how to do it themselves. That hands-on support adds real value.

It’s never just about turning the platform on and walking away. We go beyond the tech — aligning with our clients on their strategy, adapting to their market, and helping them grow revenue, retention, and operational efficiency. That’s what being a true partner means to us.

How do you build a culture of accountability and engagement within your sales team?

For me, it starts with leading by example. I’m very hands-on in commercial negotiations and always available to guide my team. But that support comes with responsibility — my team knows they need to clearly explain why they want to pursue a deal. That means understanding the client’s needs, how they operate, and what makes the partnership valuable. If they can’t explain that, they’re not ready.

True accountability comes from understanding what you’re doing. So I push the team to think deeply, structure offers based on insight, and back everything with solid logic, internally and in front of the client.

We also don’t tolerate overpromising. I expect honesty and structure, not sugar-coated pitches. That’s why our motivation system is tied to client growth, not signups. If the client doesn’t succeed, the salesperson doesn’t either.

Finally, we regularly review what was promised vs. what actually happened. It’s not about being right 100% of the time, but about the thinking behind the decision. That’s how you build trust, performance, and long-term engagement.

What are the biggest challenges in managing a geographically and culturally diverse team? How do you address them?

Well, I’m half Armenian, half Greek — so by nature, I come from a culturally diverse background. I’ve worked in both monoethnic and multicultural teams, and there’s a huge difference.

In a monoethnic company, everyone tends to think the same way. That might sound easy for a manager — you say something and everyone’s on the same page. But if that thinking is wrong, the whole company moves in the wrong direction. That’s the risk.

I prefer multicultural teams. They naturally bring more diverse ideas, more debate, and more innovation — if you build the right environment. People must feel safe to speak, encouraged to share, and rewarded for doing so. When you do that, you get healthy internal competition — the best ideas rise to the top, based on merit.

That’s how we work at GR8 Tech. I’m a meritocrat to the bone. I don’t care about nationality or ethnicity — only the quality of thought and execution. A multicultural team is like a farm of ideas and approaches. If managed right, it’s much more efficient.

That said, there’s a natural human instinct to feel a little extra trust when you meet someone who shares your heritage. I feel it when I meet Armenians or Greeks abroad. Having a culturally diverse team gives you the flexibility to tap into that. Sometimes, that small connection can open big doors.

Could you describe your typical workday? Are there any routines or habits that help you stay productive?

I usually come to work around 7 to 7:30 in the morning, even though the official day starts at 10. I often leave around 8 in the evening. It’s not because I’m bad at managing time, but because this industry is my passion and drive—it’s almost like a hobby to me. The early mornings and late evenings are the best times for me to focus on strategic work without distractions. I love what I do, and that keeps me going.

Working in such a strategic role involves a lot of pressure. In your case, how do you cope with it and protect your well-being?

Lately, I’ve taken up fishing — one of the perks of living on an island. It helps me unwind and strategize at the same time. Funny enough, fishing and sales are actually quite similar. In both, you need a strategy; you aim to attract the right catch, not just any fish, but the right one. You don’t want the small ones; you’re going for the Marlin. (Though I’m personally hoping for a tuna this Saturday.) You experiment, adjust your approach, and see what improves your results. So while it’s relaxing on the surface, it also gives me space to think through work challenges in the background. It’s a perfect balance for me.

What personal and professional goals have you set for yourself in the coming year?

Just like GR8 Tech has set the goal to be the platform for champions, my personal goal is to become a champion of platforms—building and backing technology that enables others to win. Without getting into specific metrics, my ambition is to lead an organization that dominates multiple markets we operate in.

I know the only way to dominate a market is by enabling our clients to dominate theirs. So, I’ll focus on working with the right clients, understanding their strategies and needs deeply, and providing exactly what they need to become true champions in their markets. By helping them succeed, I become a champion myself.