In iGaming, growth is usually measured in markets, products, and revenue. But behind every expansion sits something far more decisive: the people who build it. In this episode, Iryna Teut, Head of HR at PIN‑UP Partners, shared a grounded, human perspective on what it takes to develop talent, retain it, and keep teams moving in an industry that never slows down.

Her story begins with a coincidence — and evolves into a philosophy.

Iryna didn’t plan a career in HR. She came from sales and politics, until a spontaneous offer from an IT company changed her direction. Within weeks, she realised she had found her place. HR allowed her to do what she naturally excelled at: building trust, solving problems, and understanding both sides of the equation — the employee and the business.

That balance is what keeps her in the field. HR, for her, isn’t administration. It’s impact.

Joining PIN‑UP was her first step into iGaming, and the pace immediately struck her. Results appear quickly, decisions matter instantly, and teams move with a kind of ambition that’s hard to find elsewhere. What impressed her most was the culture: brave, fast, and genuinely open to new ideas.

Values aren’t decorative. They’re visible in daily behaviour. For HR, that’s the ideal environment — a place where people want to grow and where growth is actually supported.

At PIN‑UP, development isn’t a slogan. It’s a system. New employees receive onboarding, coaching, regular feedback, and real projects from the start. Mentorship is part of the culture, and people are encouraged to try, fail, learn, and try again.

The results are striking: in 2024 alone, more than two hundred employees moved from junior roles into mid‑level or senior positions. That kind of progression doesn’t happen by accident. It happens because the environment is designed for it — structured, supportive, and demanding in the best possible way.

Growth isn’t promised. It’s engineered.

iGaming is competitive. Salaries rise quickly, companies scale aggressively, and talent is always in demand. Retention requires more than perks or slogans. For Iryna, it comes down to creating a place where people feel valued, listened to, and able to progress.

PIN‑UP invests heavily in development, mobility between teams and locations, and a culture where people can see the impact of their work. Offices are designed for collaboration, business trips help teams connect across countries, and feedback is constant rather than occasional.

Retention isn’t about keeping people comfortable. It’s about keeping them growing.

When someone joins PIN‑UP, Iryna wants them to feel one thing immediately: this is a place for leaders. The company values initiative, expertise, partnership, results, and open communication — and these values aren’t theoretical. They shape how people behave, how decisions are made, and how teams work together.

Culture isn’t a poster. It’s a practice.

Continuous learning is one of PIN‑UP’s strongest pillars. But instead of forcing employees into rigid training schedules, the company makes development engaging and accessible. Their internal currency, PinCoins, gamifies learning — employees earn coins for completing courses, joining workshops, or participating in training, and exchange them for rewards.

Knowledge‑sharing is equally important. Workshops, meetups, and peer‑to‑peer sessions allow colleagues to teach based on real experience. Learning isn’t an interruption. It’s woven into daily work.

Even in strong cultures, not every match is perfect. PIN‑UP invests heavily in retention, but Iryna is clear: if someone consistently avoids growth, resists change, or underperforms, the company doesn’t keep them “just to fill a seat.” Sometimes letting someone go is the right decision — for the business and for the person.

A strong team moves forward together.

Feedback at PIN‑UP isn’t an annual ritual. It’s a rhythm. One‑on‑one conversations are mandatory. Managers are trained to listen, communicate honestly, and turn feedback into action. Team health checks and pulse surveys help identify issues early. Twice‑yearly performance reviews add structure, but the real work happens continuously.

Feedback flows both ways. Employees evaluate HR and leadership too — anonymously, openly, and without fear. The goal isn’t criticism. It’s alignment.

Iryna sees three forces shaping the next chapter of HR in iGaming: AI‑driven automation that frees HR from routine tasks, leadership development for experts who suddenly find themselves managing teams, and retention strategies built around growth and mobility.