Anastasia Ataş from Talentgrator about recruitment in iGaming and talent-spotting in LatAm

Recruitment in iGaming is a very important topic to discuss. A good team is key to business success. But how to gather one? We talked to Anastasia Ataş from Talentgrator about recruitment in gambling, got tips on how to be an attractive employer, and discussed Latin American specifics in terms of talent-spotting.

SLOTEGRATOR: Can you tell us more about Talentgrator? What do you specialize in?

Anastasia Ataş: Talentgrator is a recruitment agency that connects IT entertainment and iGaming industry businesses with professionals across the globe. Our main mission is to support candidates' growth and development and help companies to find the best talents according to their requests.

S: Why do iGaming companies work with recruitment agencies?

AA: Recruitment is a very special task. It normally takes an internal team of specialists who work with people and know the industry. In our case Talentgrator takes this role externally — our team consists of experienced recruiters that speak different languages, understand the iGaming market, its product and processes. We work with operators, platforms, providers, and aggregators, and we’ve seen this from all perspectives.

The main reason why companies delegate their recruitment is speed — we close positions faster. Another important aspect is that we save money. Hiring a specialist costs money, and if you have to go through this process several times — you spend more. We take on everything: from search to support and onboarding, our goal is to minimize this cost.

S: Is the gambling industry different from other industries in terms of recruitment?

AA: Gambling industry means lots of sensitive information. In most cases we are not allowed to disclose the product details and even the name of the company that hires specialists until the very end of negotiations.

Another feature is narrow specialization — slot, crash games, casual games, poker — every vertical is different and requires different skills and experiences.

S: Are candidates in iGaming different from other industries? What’s special about working with these people?

AA: When it comes to the gambling industry, it’s important to understand the mindset of people in every region. I mean, in the CIS countries, for example, gambling is leisure, they take casino gaming as playing bowling. On the other hand, in LatAm, India, or Africa, for example, people take gambling as a way to make money. Believe it or not, this needs to be taken into account in recruitment.

The iGaming industry always arouses a lot of interest and concern at the same time. We see specialists who were initially skeptical, but grew into professionals in their field. And seeing many career stories, I can say that a candidate who once got into gambling almost never leaves this field. There were examples during the pandemic years when people tried themselves in pharmacy, but when everything calmed down, they looked for opportunities in iGaming again.

S: Latin America is a current long-term focus of the gambling industry. We know that you have experience with recruiting in the region, what is your vision of iGaming in LatAm?

AA: A developing market is always a large platform for work. We focus on Latin America because it represents one of the most dynamic and fastest-growing regions of the global online gambling landscape — over 650 million people, growing internet and mobile penetration (74% mobile usage in 2024), and a deep-rooted cultural passion for sports.

Brazil is a gambling hub in Latam. Colombia and Peru are also popular. There is also good potential in Mexico, Argentina. We don’t exclude other countries either.

Latin America is in a prime position. Simply put, LatAm today is like Europe 10 years ago. And even though the strong competition for talent hasn’t started yet, we see it coming. A developing market is always a large platform for work.

S: You recently attended an industry trade show — what trends have you noticed regarding LatAm? Are there any differences between recruiting in Europe, for example, and the Latin American markets?

AA: Yes, we recently participated in SiGMA Americas in Brazil, where we discussed the region and the trends. The main trend is localization. Companies not only localize their product, they also hire the local team and HR expertise.

Talking about the cultural difference, candidates in LatAm are more sociable and agree to change jobs more easily. Within the industry, people are looking for an opportunity to learn something new. On the other hand, in Europe, everything is more categorical. More attention is paid to the employer's reputation, the quality of the product.

But in both regions, the word of mouth is very strong — people know each other and the companies, research the company before accepting an offer. However the cultural context is a special thing about LatAm. Here, for example, you can’t just send an offer and wait for a response. Candidates make decisions with the whole family, discuss the offer for several days, and only then get in touch.

S: How big is the role of family, remote work and social package in the decision-making process about the transition?

AA: Oh, it’s a big thing in Latin America. A partner’s or a child’s opinion is relevant for candidates. But this is more applicable in case of relocation — and remote work today is almost not a benefit but a well-established format — or if the candidate's partner also works in gambling. Sometimes candidates ask "can I send you my wife's CV too?"

S: Can you tell us more about candidates in Latin America? What is important for them? Do you have any tips for recruiting in LatAm?

AA: In general, Latin Americans focus on personal networking, try to be visible and constantly maintain contact. Talking about the local candidates they understand local industry trends well.

We noticed that

• Specialists that bring clients and leads to the company and who know how to do up-selling competently are in demand
• Candidates that speak English are paid more
• iGaming companies are actively monitoring EU competitors who have local teams — a candidate with experience in product localization is a valuable employee

It’s easier to headhunt a candidate that works for a smaller and more local company. But if the candidate speaks English and has a management position — here we must make an effort. The lack of transparent career tracks is the reason we have to communicate more.

As a rule, this segment already has a good reputation and is paid accordingly, and let’s not forget about bonuses! Offer a market salary, LatAm is not a "cheap" market, the best specialists work for American and European companies and know their worth. Employees in some countries may ask for 13th and 14th salaries and insurance coverage for the entire family in prestigious medical institutions.

Today, when all the resources where you can read reviews are directly accessible, the reputation of the company that hires the Latin American candidates is also important. The EU roots of the company are almost always a plus for them. When selecting candidates, the difference between those who work for local companies and those who are familiar with the European corporate culture will be noticeable.

There are several other tips for recruitment in LatAm:

• Network as much as possible
• Schedule meetings outside of events — nobody will tell you they are looking for a job right at the stand
• Exchange LinkedIn and personal contacts with candidates
• Telegram, WhatsApp, and even local Facebook groups are also effective
• Don’t offer only salary — show the candidate the prospects, the company culture, stability
• Onboarding in Spanish or Portuguese will be beneficial for candidates
• Partner with somebody experienced in the region who’d know the language
• Be flexible, remote-first, part-time employment, flexible hours are not advantage but a normal format for candidates from Latam

S: Which channels (platforms, communities, conferences) are the most effective for attracting candidates in the region? What creative approaches to finding candidates do you use in Latin America?

AA: LinkedIn is a classic. Especially for niche search. We would also recommend offline conferences and events after conferences. Most deals are made in an informal atmosphere in LatAm.

Referral programs also work well. Almost every colleague in the industry has someone who is looking for a job.

S: What are the most common mistakes companies face when trying to hire in LatAm without a local partner?

AA: Expectations would be the most common mistake. We can’t compare either the product or the candidates with the EU. Entering LatAm with your product is almost always a failure. The same goes for expectations of candidates — you are entering a market where everything is in the process of establishing.

S: Can you share with us any recent case of recruitment in Latin America?

AA: We found a Senior Product Manager in Brazil in 3 weeks. One of the agency's clients was looking for a product manager with experience in gambling and knowledge of the Brazilian regulatory framework. The typical hiring period is 2-3 months. With the agency, the position was closed in 3 weeks.

We immediately realized that we should look for a candidate with not just a good CV, but with soft skills — the ability to negotiate, leadership, and knowledge of local specifics. Our database and personal recommendations worked, and the offer was accepted after 2 rounds.

S: What advice would you give to employers who want to make their offer as attractive as possible to candidates from Latin America?

AA: We would recommend several working tips:

• Have strong team leads to train the LatAm team for your product
• Prepare a clear onboarding plan
• Pay attention to remote employees
• Adjust the compensations and benefits according to the candidate's country
• Give honest feedback on successes and failures — if something goes wrong, the candidate should know
• Think about the hiring method and calculation system
• Study the average cost of the opening
• Know what your competitors offer