Culture at the Core: How Remote iGaming Companies Thrive Beyond the Office

In the iGaming industry, where talent is global, innovation is constant, and competition for top minds is fierce, remote work has evolved from an option into a strategic advantage. But what determines whether it succeeds or fails is not time zones – it’s culture.

Remote teams are not immune to disconnection or misalignment. Without a strong culture, even the most advanced tools can’t bridge the gap. But when companies actively design how they connect, communicate, and grow, remote work becomes not a challenge, but a powerful opportunity.

Two companies – ICONIC21 and SOFTSWISS – offer a clear blueprint for how intentional culture-building fuels loyalty, creativity, and performance across borders.

Building Culture Without Borders: ICONIC21’s Remote-First Model

Operating with a remote-first philosophy and only two physical hubs in Romania and Ukraine, ICONIC21 understands that culture can’t be left to chance – especially when most employees don’t share an office.

“We don’t leave culture to chance,” the company notes. “Structured onboarding, clear rhythms of communication, and consistent feedback loops ensure that everyone knows what we stand for and where we’re going,” – highlighted Mikhail Iashchuk, Chief Operations Officer at ICONIC21.

For ICONIC21, connection is not a perk – it’s engineered. From virtual events like quarterly all-hands meetings, which spotlight achievements and allow real-time Q&As with executives, to casual conversations on Telegram and peer-led brainstorming sessions, culture is embedded in every interaction.

“It’s like having long-distance best friends,” Mikhail says. “They always know what’s up and live by the same rules.”

This strategy isn’t just about good feelings – it’s producing results. Engagement is high, retention is strong, and the company’s approach is backed by compelling data. According to the U.S. Career Institute:

• Remote workers save an average of 55 minutes per day by skipping the commute.
• Employers save up to $10,600 per employee, while employees save up to $12,000 per year.
• Just two remote days per week can cut emissions by up to 29%, contributing to sustainability.

By embracing the freedom and flexibility of remote work – and pairing it with structure and intentionality – ICONIC21 has built a culture that transcends borders.

Scaling Culture Intentionally: The SOFTSWISS Strategy

SOFTSWISS demonstrates how to scale culture systematically across a global, fast-growing team.

Named iGaming Influencer of the Year 2024, SOFTSWISS CMO Valentina Bagniya brings a deep strategic lens to the role of internal culture in employer branding and performance.

“Culture is not a ‘nice-to-have’ – it’s a fundamental enabler of performance,” says Valentina. “Without a strong culture, even the best strategy struggles to deliver.”

Many companies have values printed in handbooks, framed in offices, and listed on careers pages. But for Valentina Bagniya, values only matter if they actively shape how people work and interact every day.

“Values are not abstract words on a wall, but a part of our daily work environment and internal culture,” says Valentina. “They are deeply embedded in our processes, guiding our day-to-day decisions and interactions.”

She emphasises that leaders play a critical role in this: through their example, they help translate abstract values into lived behaviours.

“For example, we hold regular one-on-one meetings, and ‘how you do your job’ is an essential part of these conversations. Also, we have an annual Personal Evaluation process as part of our company’s culture. These are not top-down reviews – they’re designed as open, two-way conversations. Employees are encouraged to discuss what truly matters to them: their goals, ideas, concerns, or challenges. This creates space for real alignment between personal development and company values – in a way that feels practical, not performative.

Beyond direct work with teams, we also use company-wide tools to reinforce our culture, like our internal recognition and reward platform, WIN STYLE. Employees can thank colleagues by sending internal currency linking that appreciation to one of our core values. This turns a simple ‘thank you’ into a moment of value-driven recognition, making our principles feel visible, shared, and part of everyday life,” commented Valentina.

Why Culture Matters Even More in Distributed Teams

Both companies agree on one critical insight: culture matters more – not less – in remote and hybrid settings. When teams don’t share a physical space, clarity becomes culture. Expectations must be explicit. Feedback must be consistent. Recognition must be visible.

Valentina Bagniya underscores this point:

“People don’t leave companies, they leave cultures. Even the strongest leaders – and the most talented people – can’t thrive in an environment that doesn’t support them.”

At ICONIC21, this means finding ways to bring people together – not just online, but increasingly in person. The company is working towards scaling in-person gatherings in local hubs and eventually across the company.

“We’ve hosted small local events, and the impact is immediate – morale goes up, teamwork improves, and relationships deepen,” says the ICONIC21 team. “Long-term, we’re looking at building a more complex framework to host larger-scale events that bring together all our people.”

SOFTSWISS shares this mindset. As part of its 15th anniversary celebrations, the company hosted Young Fest, a four-day event on the Mediterranean coast, bringing together global employees and uniting its hybrid workforce through shared experience.

Remote Work as a Catalyst, Not a Constraint

As both ICONIC21 and SOFTSWISS show, remote work is not a roadblock to culture – it’s a spotlight on it. The companies that thrive in this new era aren’t those that simply digitise their old ways of working. They’re the ones that rethink connection, redefine communication, and reframe culture as the operating system for everything else.

When companies build culture intentionally, remote teams don’t just function – they flourish.

And in an industry as fast-moving as iGaming, that cultural clarity isn’t just good for people – it’s good for business.

“When culture is strong,” says Valentina Bagniya, “people don’t just show up – they stay. And that’s when real innovation happens.”