Rob Duthie: Leading Through Change: How to Transform Teams and Performance - Rob Duthie, Entain

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Instead of running away from challenges every day I actually run towards them because within that challenge was actually very very likely I am going to find a level L of Engagement of happiness and fulfillment if you feeling that the season is finished then get up and move don't stay in that and stagnate because there's so much opportunity out there in terms of language Relentless change continuous change is something that you become used to when you're working in this industry arguably if you step out of the industry it's the very thing you end up missing when you start to break it down you begin to realize

how did they ever get anything done without R planning the day ahead of me no wonder you get home and you're tired welcome to the igaming leader the podcast where we uncover The Human Side of some of the most well-respected leaders in the industry I'm your host Leo Judkins and today I'm joined by Rob Duffy a true industry veteran he's been in the industry for over 20 years starting out at Victor Chandler nowadays BV group working at Stan James nowadays Kindred and ending up as the managing director at Nan he will share the lessons that he's learned throughout that 20-year career the challenges that he's

faced and also Leadership Lessons that will help you and I uncover what is required to sustain high performance in this high pressure fast-paced industry so with that said let's dive in hey Rob welcome to the IG ging leader podcast really great to have you here I I wanted to start with kind of kicking off you've been you've been in the industry for 20 years I believe when I mat tell you was LinkedIn very long-term uh and passionate person in the industry and I you know starting back in 2003 what I'm curious to hear what initially Drew you into the industry and and how's your perspective

perhaps changed as you as you've gone through those two decades in gaming yeah look it's been a fascinating Journey for me I had no intention of ring into gaming at all in fact moving down to southern Spain was a desire to get away from UK wellers it was just an opportunity where I was very fortunate to go and take on a maternity cover role with Victor charler knew nothing about the industry at all and ended up looking after payrolls for the UK and Jala so you know it's it there was no intention of join the industry but 20 years has gone by and it's been

a fascinating Journey from you know back in 2000s early 2000s where everything was on the telephone and it was all sports ring we had a single person in the corner looking at something called an internet Casino or Casino online now there isn't any telephony or very little of it and everything is pretty much digital for us so what an exciting Journey it has been over the last 20 years lots of variety yeah funny I was think think about it yesterday as well how you used to have the mobile Department it just doesn't exist anymore and and on that same thought Rob you you must have

seen so many consolidations not just you know within business that you're in now but consolidations in general right how teams merge and expand and change over time what are some of the some of the big and most impactful changes that you've witnessed been part of yeah look I think you know the journe for me has been fascinating because I've been very fortunate to rot between different operators which gives you quite a different perspective on how these businesses run the tenure that I've had um has our work for operators I've worked in payment specific areas understanding the whole infrastructure around how we deal with payments from

an acquired point of view in the routing point of view for different Industries whether it's Forex or binary or gaming so what I find fascinating about this industry is that there is so much variety sitting within this business in fact when we talk about progression individual progression they typically think about this industry as is taking a bit but actually if you dig into it it's about marketing it's about legal it's about compliance uh it's about acquisition there's so much variety within the industry I I've been very fortunate to be a part of lot of that which has helped me grow as a person um you

know over the last 20 years so you know that coup with the fact that there is such a fastpaced moving environment in terms of language Relentless change continuous change is something that you become used to when you're working in this industry obably if you step out of the industry it's the very things you end up missing it's just the pace at which you move there's very few other industries that match it that can be quite a motivational piece quite an energizing piece of the work that I do I love that it's such a fast-paced industry and sometimes that brings big challenges with it as well

where we want to look at the long term but we have to look at the short term to deliver results what are some of the biggest challenges that you've personally faced in in your professional career when it comes to this this real fast pace that this industry is all about so some of the points for me is that you have to embrace the change you've got to be in a position where if you feel you want to F to a BS and that's what you want to do for the rest of your days then you're going to struggle um because you will come up against

having to reinvent what it is that you do because in the or two years time or 5 years time it's very likely that it will not be the same the operation won't be the same the types of positions and jobs that we have won't be the same in terms of my own Journey there's some key learnings around finding happiness and engagement in the challenge in the change of everything that we do every day by embracing that I actually have lots of reasons to get up in the morning to come to work because there is so much variety and the minute you stick your hand up

and say yes do you start learning and you start growing and I don't think I'll ever stop learning or growing in this career because it's always changing for me yeah it's true and I think that's true for most people if you think back to I mean you've been at Victor chander been at Hills now AME what was some of the most pivotal moments when it comes to maybe your how you approach leadership in general how you manage your teams how you speak to your people what have been some of the biggest moments for you that have really changed the way you see leadership or how

you lead your teams yeah so because we're in this continuous change at the root of everything we do are the people and that's quite a key point because all of us get carried away by the targets by what do we have to do around the number and how much we have to deliver but there's a very real lesson in understanding the difference between how we perform so how we turn up every day and what we do versus the targets that we are set we have to deliver we've got to ask those questions about fine we hit TI okay we did very well in terms of

the number but how did we perform and turn up every day to did that typic and we've got to make a decision as individuals to say yes in terms of our behavior in terms of how we look after individuals and teams and people because we all want to have that opportunity to develop we all want to have the opportunity to grow and to loan but the key is how do we perform every day as people that means that we actually end up hitting the target there might be occasions when you don't hit the target but you're comfortable that in terms of behavior and how we

turned up and what we did was acceptable yeah all right versus hitting the target at any cost and not bring after individuals all the way that we run the business especially when we dealing with vulnerable customers you know people that are struggling in in the industry we have to take accountability for that so you know what I love about the last two 10 years that I've had at Hills andain is that at William Hill 2016 that's really when we had the start of Regulation and started taking it seriously in terms of affordability knowing your customer source of funds and source of wealth that's when we

started to take seriously the one consistent um area for all operators especially in the new C Market is that impacts value customer value has been hit across every operator in the UK because of regulation and how we run our business and so at Hills the four years that I had at William Hill was born about the start of that piece what I'm super unfortunate to be right now is that we are having te I came join the team at 2020 again that was the start of that Journey for inang you would see that perfected in the share price and the way the business is uh

moving around consolidating restructuring to where we are now coming out the other side at a very exciting time in fact we talking interally that you these will be the most exciting times that we will see them in the next 24 months just in terms of how we grow as a business and how we take share of boilet in the UK I love how youve turned the business around just that recent Financial update is insane I was fortunate enough to see some of that a little bit closer by working together with you guys how has that affected the team Rob after such a tough time turning

that around into a quarter where you perform the way that you've just done specifically in the UK but internationally as well how's that affected everybody you know since 2020 we've had continuous decreas and value um and play Val and The Challenge on individuals is that when you try and hit a Target that is very difficult to hit um that starts eroding away in terms of your engagement your motivation yeah um you'll laugh at this but the challenge we have today is not around the success so we are performing well and we will continue to Pro for fall well but there is a lot of fatigue

a lot of change fatigue that everybody is carrying how we get people to jump over that divide to say look yes we do well as a business but actually now we need to invest heavily in our people that are you know they're all tired yeah they're tired of having to go through the restructures and the changes over the last couple of years along with the challenges of performance it's how you change that mindset and that's something we're really focusing on now this is that we need to have fun yeah people need to have fun they come to work to have fun and we get paid

and that's fantastic but we really need to enjoy the journey so we are focusing on get me back to the basics yeah how do you deal with those brilliant basics in terms of development and progression succession plannings because people want to move one yeah that that's an exciting place for us to be because the focus now is on the people the focus is on the performance piece because we know that the targets are realistic and we know we're going to achieve the results that we need to achieve yeah I love it I love how it's turned around it's really amazing and I can see that

makes a lot of sense as well when you've gone through so many changes that fatigue starts trickling in how do you keep people engaged what's your approach to making sure that your team feels engaged with business with your your strategic direction that you're setting with still delivering and making sure that they come to work and have fun like you said so for us it's understanding very clearly what those objectives are for us as a business we than the big rocks what are the big rocks that we want to deliver against in 2025 the story needs to be super simple the last four years have been

SP making things very complex in the complexity people lose sight of where it is we going and what it is we're trying to achieve stripping that back to a very simple story that has very very clear objectives and then more importantly um what I what I really love is how we as individuals take the skills that we have okay so instead of us going to people and saying here's the objective then I need you to do this we talk to people about what is your skill set and how do you tie into being accountable and responsible with the new objective and that encourages cross teamwork

people are now doing what they're already passionate about doing which is why we want to come to work as opposed to being told we you need to be doing it Y and Z yeah so the way that we would with our guys is we talk about the big rocks the big things we want to deliver for next year if you go a little deeper on that and peel it back one of we need toch with the AL verticles within our pillars to achieve those objectives and then drill it down again into the individual what in skill sets you have and how do those tie in

it could be at Cross multiple functions on pillers let's focus on what you're good at as opposed to all the weak areas that then gets people engaged because they have a clear sense of where they're going okay and they have a very clear idea of what they've got to do to get there that's when the magic starts happening and people feel like they want to be here because they're adding value yeah that's very exciting for rest of year yeah love that grub I'd like to ask about your personal experience with people you've looked up to leaders you've looked up to I've also worked for Victor

and I understand it's very different than I'd imagine your current situation at work where it's it's obviously a larger organization what are some of the the people that you've really looked up to leaders that you've looked up to throughout that 20 year career of yours that you know the the skills the behaviors the the habits that you feel were really kind of transformational for you when you looked at them thought those are things I want as I'm progressing through my career yeah so some key points for me in terms of leadership is is you don't always have to have the answer so when people are

coming to to talk to you about their Journey it's not about saying this is what you need to do what what I really respect with leaders is having the insight to help you understand what the solution is and the ability to say something very simple um get she's thinking about a problem in a different way I've been fortunate to run across a couple of guys like that where I I might be overthinking something and they would just call me back to the line just say well just if we think about it different what is the outcome going to be for you and exploring that it's

a little bit like getting into coaching we know that you turn up to a coaching session expecting the person on the other side to have all the answers and actually that's not their job their job is they sit with you and help you understand what is the right answer for you and it so it's the questioning techniques and allowing you to explore those areas that you wouldn't necessarily do on your own that for me is quite key in terms of leadership as well it's you know the most engaging leaders that I've worked with are people that bring everybody along the gym then it's quite a

skill because storytelling is really how it works within our business being able to tell a story that people believe that could be through change as well because people have to understand that the reason why we are making the change is good for the business and that it has there's some deep thought that's gone into it and it is going to benit the business when people realize that regardless of the outcome you understand the reason why and as long as it's meaningful and it makes sense then people engage with it and so you go through a lot of transformation we just ready want to cut cost

at any cost and there's blood on the floor there's a lot of casualties and people are confused they don't understand why we've gone through this change and they take it personally whereas when you've thought it through and you've come with a very tier business Trend people can tuck into that even if it's not good news for them there's just just a couple of examples I always love to think about I mean resting from the spring box who the so R um yeah I've been I've been quite a bit of time at watching how he's managed to take a team that wants to win but actually

there's a connection within each one of those plays means they they have to win it's not about we're just turning up it's not about we're just we're going to play another game but it's the ability that Rie has on his players to actually connect the winning piece with the m ation that they have and that's a very exciting place to be because that's where the magic happens and that's when you can achieve win things I really love that and I always led the example of connecting sports with business because that high high performance environment that we see in sports is really something that we want

to recreate in business but it's often very difficult right because there's not a South African shirt that you're playing for um it's it's a brand that you're playing for and so it's obviously different but I wanted to tie back to something you said earlier about giving people space and asking the right questions and creating that sense of all right let me let me think about this problem differently right one of the things that I see a lot with people that are perhaps a little bit newer into leadership roles is that they feel they have to have all the answers and they have to be telling

rather than asking it's a typical issue that many people struggle with because they feel if they tell they and they don't ask it's an easier way to get to the result that they want and you must have seen a lot around you right over the years these kind of challenges with newer leaders stepping up how can you help people feel more confident with actually asking questions instead of telling so being a a macr manager rather than a micromanager if you will yeah so my view in terms of values is that humility is a super important value a servant leader and somebody that is humble is

very very very powerful when managing team teams I do believe it flows down when you leading teams and you come with an agenda which is I'm not going to tell you everything but I encourage you to challenge in a safe place where you know that we got to listen to you because everybody has value and adds value then that does create a different environment when I think about my guys if I step out of line I I give them commission to call me out from this it's quite a powerful place to be because as a team I know we are very successful it's the fact

that they are Su inquisitive that means that we can actually frog and make a lot of progress so I encourage people to ask questions meical questions there need to be thought thought through questions because you genuinely want to get a result or you genuinely don't understand something my commitment is I want to make sure that you fully understand what it is we're trying to deliver youve got to work as a team a lot of young people come through and they get progression very very early in the career and that comes with the risk because they haven't quite built on having they managed those conversations they're

not quite at the place where they know how to ask the questions in a structured way in fact I'll give you a really nice example here is that when I joined both Hills and andain compliance always said to me Rob there's no way that because you guys are commercial there's no way that you guys don't get involved in compliance at all can't even attend the meetings and it took three years that it bills and couple years at T where we we could all get round the table because we all understood that we had a single goal and I take it as seriously as anybody else

in the business so building that really strong relationship that says I'm not going to push on something that is going to char with you we can all talk about the challenges that we're experiencing and as a collective we are so powerful one of our GS had always said to me before is that if in only knew what intin knows we have so much knowledge in the business that not many people share it yeah yeah it's it's quite a powerful piece because when you bring all that experience together you're very powerful in the market here yeah and I think just asking the right questions is key

because people are sat in their silos but not intentionally but are sat in their silos uh thinking and struggling perhaps with with communicating the exact things that other people need to know so how like in a large organization moving from you know Victor Chandler Stan James even I'd imagine it was quite intimate as well to to a far larger organization which is now vog Hills and and entain what are the big differences you feel between being in a small organization and being in a large organization and managing those complexities so there's a number of points there in has a lot of politics involved in this

business so you spend a lot of time managing up that's far different to a private entity like Childers was back in the day or stands back in the day where you could just make a decision and move on now you can't just make a decision because you got to go through committees and get Prov on which means that storytelling is very important that it's clear and it's simple and that people understand it I was away a couple of weeks back on a high performance leadership reaching with some of our and two days in I went to the guy that was leading the session and said

to him listen key in terms of how I show her in the meeting don't be put off if you see me there in the corner quiet and not necessarily contributing so you got to understand that I'm a deep thinker which means that when we discussing problems or how we fix those problems what's going on in the back of my mind is picking up on all of the different touch points but that's going to impact to make sure that it does actually work and he turned around and sit we all you've been operating in stealth mode all your life and what was amazing about that statement

is yes it was true okay is that because I'm an introverted thinker because I very happy to go away and let it consume me for the next week I don't necessarily share that information with other people that piece of work around stealth was quite an eye opener for me because you got to balance that out you can go away and work in stealth Mar which is absolutely fine but then you have to come back and be transparent and share the ideas and share the plan when I sit and talk with old guys I might have 19 or 20 projects working in the background and none

of them would necessarily know about that because I'm seeking back into stealth mode so very much in terms of my leadership style working in those different environments especially in an operation like intent where there's a lot of politics involved I have to over index on the transparency piece and I have to really talk about that storytelling piece which is the unifying story yeah so hey this is what we do guys here has the detail of it and cheap doing that because if you remember working in a super fastpaced business what's you know we're doing something this week and in two weeks time it might be

totally different again yeah so you have to over index on the communication piece and make sure everybody's coming home the story one of the things I really loved about what you just said there Rob about being a deep thinker is that we are not all the same very often I think as you know stepping into a new role we think we need to fit in some sort of managerial leadership box and we all need to operate in the same way or think in the same way and that's simply not true one of the things I love about you is that you communicate that quite well

you communicate how you might actually sit in that corner and be quiet for a minute because you thinking through something how has that changed over time you might have is that an area that you've struggled with historically is that something that you've picked up and made your strength over time how's that specific skill set of yours that being a deep thinker evolved over time the truth is I'm probably more conscious of it now than I've ever been and just to build on that and I have shared this with you before but I'm fascinated over just a single statement around happiness fulfillment engagement being CH in

the struggle of everything we do every day and you can apply that to your personal relationships you can apply to your work environment instead of running away from challenges every day actually run to more then because within that challenge was actually very very likely I going to find a level lot of Engagement and happiness and fulfillment so because I'm more conscious of it I'm more inclined to throw myself into Super challenging scenarios my my boys who are older now when the rains come down you know we've had rain the last week the first thing they said me is Dad did you guide in the Jeep

did you go and find some people that are stuck in the mud and it's funny cuz be look back and that's what we used to do when the rain came down we' get some rope in the back and go and find the challenges that are out there that was just a subconscious thing it's always been there in terms of running into challenges a lot of deep thought around those challenges and how we solve for them it does come with a risk because what I find is that will consume you but does consume me every day all day probably seven days a week so you have

to be super conscious that well I do need to switch off I do need to stop thinking about these things and focus on family and focus on other areas of my life in terms of wellbeing but it is a super power so we all have our own superpowers and it's important to understand that within the team environment you don't want to have everybody that's a deep thinker no exactly that's not necessarily helpful but I understand my place within the team yeah and that's quite key because that allows me to relax that allows us as a team to perform very well because we thought it through

in detail the older I get the more comfortable I am with who I own I don't feel I have to necessarily go and prove anything and if I don't feel like saying anything I won't say anything unless it's meaningful and it's going to add value then I'll jump in and we'll start talking about it that's that point I'm very comfortable you keep quiet just this key thing that you're talking about right being yourself and not doing things that you think you should or being a person that you think you should be but actually just being yourself and communicating that out thing that you've just said

there Rob is for a deep thinker like you one of the big important things is switching off right because you know you're going to have running thoughts continuously what is something that you do to help you switch off yeah it needs to be a total distraction for myself and that tends to be around exercise you know getting up riding a bicycle but something I'm conscious of is that I I'm awake at 5:00 in the morning for many years I've spent that time lying in bed trying to go back to sleep instead of actually embracing that we getting up and thinking maybe my brain is trying

to tell me something because my best times of the day I actually first thing in the morning getting up with sex where you've got really good quality quiet time no distractions no noise really allows me to think about what it is I'm doing during the day plan for the day so I'm not spending my whole day in that deep thinking stage I actually assign time in the day to do that do it first thing in the morning when there's nobody around read as much as I can as part of my distraction and then plan the day ahead of me so when I come into the

office and the meeting is from 9:00 through 5:00 meeting after meeting I don't have to again rush home and carry on working because I've already preed and played early in the day and that helps me get control of this crazy animal that we work and that allows me to spend time and be in the moment with the family when I'm sitting at home and I'm talking to my wife or my boys I'm actually there I'm not deep and thought thinking about something else and you've got to be ruthless about these things you really have to assign time very clearly assign time to say at this

time of the day I'm going to be doing this and when I finish work I'm going to dedicate my time I'm going to be in the moment and I'm going to be there for that session of the day and actually what's fascinating is when you break that down you really don't have a lot of time left so when you break it down and say well I'm going to do my emails between 6 and 7 and I'm going to have my deep s between 700 and 8:00 and they're not going to have my breakfast and whatever until 9: I'll be in the office and then go

your meet you know what I mean when you start to break it down you begin get to realize how do they ever get anything done without really planning the day ahead of me no wonder you get home and you're tired because you trying to log on and read content bear in mind ratory changes there a lot of documentation that you've got to read and try and keep in your mind so I'm doing all of that stuff at the wrong time of the day yeah I need to do it at the right time of the day everything seems to flow Masuk just a quick word of

encouragement that if you're also struggling to switch off or find bit balance in life then that's really normal many of the I gaming leaders that I've spoken with really struggle with that as well it's very typical for being in a high pressure fast-paced industry and difficult to kind of break out of that now if that's something that you want some support with we've actually created the I gaming leader Mastermind where we help people live lead and perform at their best using science proven methods to help them achieve sustainable Peak Performance if that's something that you want to join please head over to igaming leer.com and

apply let's get back into the interview one of the Expressions I love maybe this some one that you're going to think about for a long time as well is that if your most important work the best of you instead of the what's left of you and I think most people actually do it the other way around right they they do their most important work after all the backto backs whenever they have time one of the key things is take charge of your time and calendar and align that with how your brain works you're up early because that's how your brain works and you feel energetic

so align your most important work with that I think it's key finding the balance is very important last two questions for you rob first what are the skills or behaviors that you look for in leaders that you try to employ within your teams what are some of the things that that you find really important in in the team that you manage there's a statement that says Love the One You're Worth doesn't matter what it looks like it doesn't matter what the conditions are and that's very important because the people that I employ and the teams that I work with is not going to be plan

saving every day it's going to be challenging months maybe even challenging years and so how those individuals turn up and behave is super important to you in fact the experience counts for a lot but the behavior counts for more yep okay so when you wake up in the morning you have to put on that game face even if he don't want to put it on you have to because as Leaders people are looking up to you there's a funny saying that the children of the people that you manage know you by name so when the people you manage go home they talk about you they

talk about you as a leader they know you by your first Ling so it's very important that I mean there's a couple of values that I really drive forward I would rather somebody be humble and have honest and integrity I can work withness people that are engaged and genuinely want to be here we can teach you about how to run this business and we can teach you the skill sets that you need to run the business but I can't train in the behaviors so those for me are super super importants we practice a lot of listening to what people have to say I don't have

all the answers I don't want to have all the answers either because as a team we need to contribute and get the solution over the line radio go listening lot of humility and we are here to serve at the end of the day believe it or not yeah it's true I love it and especially you know be the manager of that you wish you had right it's it's such an important piece of advice I think because managers have more impact on your happiness than most other people in your Liv so that is such a crucial piece really about that yeah look we are super fortunate

that we can lead the business the problem with a lot of people is they want to be told what to do I mean if you think about it as your business how would I run my own business what decisions would I make when there's a lot of fact in the business in terms of payroll and you see that the company is taking a a decision around restructure you apply to yourself what what would I do in that situation that means we take ownership and responsibility for how we do things unless you turn up to wordp that the challenges you're going to face is that you

you won't be around very long because you have to be adaptable you've got to understand that the business structures going to change and the way the business has run if you look at regulation for instance I always say R's come is going to come to everybody's door it doesn't matter what Market you're in whether you Germany Austria Spain it doesn't matter regulation will come whether it's Mark to affordability or player protection it's going to come to your door so you have to be Forward Thinking open to saying well hang on maybe I need to explore some of the areas that are not within Rags today

it's just a mindset if you think about the tobacco industry they went through exactly the same challenges as we pretty much hav't gaining so you got marketing prohibitions and age consideration to factor in we think outside of the box what if there was a tokal Prohibition on gambling for 18 to 25s what would we do in that environment it's just how you think about these challenges um that are super reported and then my final question for listeners that might want to have as an impactful career as as you've had over the over the 20 years what's one piece of advice that you would offer maybe

your younger self just starting out in D I mean I have thought about this flood off and and I think that the biggest challenge is the pace that I've moved at over the last 20 years it hasn't been quick enough and what I mean by that is like when I was at chant atures I was there for seven eight years in hindsight I should have moved quicker I should have taken opportunity quicker because only moving from Chanda to stands did I realize there's something different out here for me Victor Chandler read through my blood I was super passionate about the brand I never wanted to

leave that brand but the minute I left I suddenly realized there's something bigger out there when I left STS I was with STS for about 15 16 months when I left stands I went and worked in the startup Casino they experien wow there's something different out here for me and then going over to EPG which is a payment Gateway is something new out here for me so what I found is that my seasons were shorter and shorter and if you think of Chanda is 8 years and then every other season I've had is four years or two years unconscious that you know change does happen

and that I should be embrace it and move with it rather than sitting in a season because I think we all we guilty of this we sit in a season and we just stagnate in that season if if the season is finished so my encouragement to anybody is if you feeling that the season is finished then get up and move don't stay in that and stagnate because there's so much opportunity out there I'd rather be going out and taking a rest for something which is bigger out there that's going to help you develop and grow and sits in a stagnant position for many years so

yeah the pay I think for me if if I could play it back I would definitely move quicker and be more intense around what it is I want to do one of the ladies that work here Julie dman she was running the UK for a couple of years and Julie always had this fascinating way of visualizing decision making she always said to me you know Rob what are your must havs what are your five must havs around decision making so you know if your mustad means that I need development or I need a bigger salary or I need a certain location or I need to

be close to my family or or I need to be healthy or you know what are the musthaves that you need in order to either stay in the job that you're doing or move into something else and if your mustards are that four out of the five or five out of the seven whatever it is are all crosses that's the wrong decision but if the must heads are all tied then you move so if I'm sitting in a position and I'm feeling stagnated and I'm not getting developed just go through the process of what are my mustaches and if they're not there then you know

the season's over and there's time to move fantastic uh not to end on thank you very much Robin and thank you for being so open and honest and sharing all of your experience have been fantastic thank you brilliant thank you yeah wow what a great conversation with Rob it left me so inspired because we all know the challenges that in's been through over the last few years so him opening up about how he's gone through that and what kind of leader he is I found really insightful it left me with three specific takeaways the first one was that it's really about being authentically you but

it's embracing yourself and who you are and leading in a way that you know is true to your values it's such an important skill to have as a high performance leader the second thing is that it's all about embracing change as well businesses will go up and down and it's inevitable so as a high performance leader your ability to ride with that change and Brace change is such a key skill in also helping your teams become Hy performance teams and the third thing I which I loved the most was his approach to actively seeking out challenges because he finds happiness and engagement on the other

side of that challenge and that is so true isn't it every single dream that we have goes to die inside of our comfort zone it's outside of that comfort zone where all our dreams happen so I really loved his approach there so that's it for this week if you found this episode helpful please leave rating a review it helps us so much with other igaming leaders like you finding this podcast and if you've already done that you're an absolute Legend make sure you send it to somebody else that might need to hear this podcast as well so that's it for this week next week we're

interviewing Dimitri banin he is the CEO and founder of actually three different companies is serial entrepreneur has been in the industry for 17 years real high performer he's got some fantastic Insight on what it requires to move from a starting off early in your career all the way to in his case running three different businesses so I would love for you to see that episode next week I hope to see you there and uh I'll speak to you soon take care

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