What role should leadership play in normalising mental health conversations in iGaming?
Tricia Mae Galea,
Head of Human Resources at Gaming Corps
Tricia Mae Galea: In an industry as fast-paced and high-pressure as ours, leadership has a responsibility, not just the opportunity to normalise conversations around mental health. For me, that starts with visibility and vulnerability. When leaders speak openly about wellbeing, set boundaries, and model balance, it gives everyone else permission to do the same.
It’s about the everyday signals we send; checking in without an agenda, making space for people to say “I’m not okay” without fear. Embedding mental health into our culture the same way we do compliance or performance: consistently, respectfully, and without stigma. 
Rafaella Costa,
HR Manager at Wiztech
Rafaella Costa: Leadership plays a critical role in setting the tone for mental health conversations, especially in a fast-paced industry like iGaming. When leaders speak openly about wellbeing, stress, and balance, it removes stigma and gives employees permission to do the same. At Wiztech, we encourage leaders to lead by example whether that means taking mental health days, respecting boundaries, or checking in regularly with their teams. Mental health should not only be addressed during crises it should be part of everyday conversations. When leadership treats wellbeing as a business priority rather than a personal issue, it builds trust and creates a safer environment for employees to speak up early.
Vesna Starcevic,
Head of People & Culture at Fincore
Vesna Starcevic: For a long time, leadership was defined by toughness — dominance, fearlessness, and endurance. The ability to work longer, sleep less, and tolerate extreme pressure was celebrated. But this image of strength came at a cost. Behind the facade, many leaders were silently struggling, exhausted from trying to live up to an impossible ideal.
While perseverance remains important, modern leadership demands a different kind of strength: self-awareness, empathy, and authenticity. Leaders today don’t need to act like superheroes. They can be open about their struggles and vulnerabilities without fear of being perceived as weak. By sharing challenges, leaders give others permission to do the same.
When employees see leaders being honest and genuine, it sends a powerful message: you’re not alone, and seeking balance is not a failure. Mental health is not a personal flaw; it’s a shared reality.
Ultimately, the most powerful thing leaders can do is remove the shame and isolation around mental health conversations. That’s how both organisation and leadership evolve — from being merely strong to being truly human.
What wellness initiatives has your company implemented? And how effective have they been?
Tricia Mae Galea: While we haven’t rolled out formal wellness initiatives just yet, what we do have is a genuinely supportive culture. People check in on each other, conversations around wellbeing happen naturally, and open communication isn’t just encouraged it’s how we operate. We’re a close-knit team, and that sense of connection goes a long way. It’s not branded as a wellness program, but it’s real, and it works.
Rafaella Costa: Wellbeing at Wiztech is supported through practical, ongoing initiatives rather than one-off programs. Flexible working arrangements, realistic workload planning, and open communication are key pillars of our approach. Managers are encouraged to regularly check in with team members and address challenges early. We also promote the use of available mental health resources and ensure employees feel supported when they need time to recharge. These initiatives have been effective because they are embedded into daily operations and leadership behaviour, resulting in stronger engagement, reduced stress, and a more open dialogue around wellbeing.
Vesna Starcevic: Our company has implemented a range of wellness initiatives focused on both mental and physical well-being. These include access to confidential counselling paid by the company, an online wellbeing hub, flexible work arrangements, and programs promoting physical health, such as boxing classes, yoga, Wellhub, and Fitpass.
We are particularly proud that, as a company, we recognised the importance of flexibility early on — introducing hybrid work practices well before the pandemic. Following the pandemic, we expanded this approach even further: today, there are no fixed days or set requirements for office attendance. If we trust our employees to deliver results, we also trust them to choose the environment that enables them to do their best work.
While there has been some industry pushback against flexible working recently, we believe that if flexibility creates challenges, the issue lies within the company culture — not the concept of flexible work itself.
Another initiative we are proud of is our counselling program, launched at the very beginning of the pandemic to provide employees with meaningful support during a particularly challenging time.
These initiatives have proven effective in encouraging open conversations about mental health, improving team morale, and helping employees feel genuinely supported. As we continue to collect feedback and evolve our programs, we remain committed to fostering a culture where well-being is not just encouraged but truly embedded in the way we work.
How important is it to create a company culture that encourages mental health discussions and wellbeing?
Tricia Mae Galea: For me, HR isn’t just about policies and processes; it’s about being human. It’s about making space for real conversations, showing up with empathy, and leading by example.
When leadership and HR are approachable, understanding, and willing to say “I’ve had tough days too,” it sets the tone for the entire company. It tells people they’re not alone, and that their wellbeing matters just as much as their performance.
A healthy company isn’t just one that hits targets it’s one where people feel safe to speak up, ask for help, and be themselves. That starts with open conversations, and it’s something we have to model every day.
Rafaella Costa: A healthy company culture plays a major role in preventing burnout and supporting mental wellbeing. When employees feel safe discussing challenges without fear of judgment, issues are addressed earlier and more constructively. At Wiztech, we focus on building trust, encouraging transparency, and reinforcing that wellbeing is closely linked to performance and sustainability. This culture allows teams to stay engaged and motivated while maintaining balance. Over time, it also strengthens retention and collaboration, as employees feel valued not only for their output but also for their wellbeing.
Vesna Starcevic: When people feel safe to talk about mental health, it helps remove stigma, builds trust, and shows that the company truly cares about its employees — not just their performance, but their overall well-being. This openness allows individuals to seek support early, before small issues grow into bigger challenges, which in turn improves engagement, focus, and resilience across the organisation.
We’ve seen the real impact of this approach in practice. When we offered counselling support and demonstrated trust through flexibility during the pandemic, our employees responded with greater dedication — and our productivity increased as a result. Later, when we expanded our flexible work arrangements, employees responded with even more transparency and accountability.
We operate in the fast-paced and demanding iGaming industry, yet we maintain an exceptionally high retention rate and long-term relationships with our clients. That tells us we’re surrounded by smart people who recognise genuine care and integrity — and can clearly see the difference between authentic action and empty words.
The fact that I, as the Head of People and Culture, am also a therapist in training speaks to how deeply we value mental health. For us, it’s not a trend or a buzzword — it’s something we are truly passionate about and committed to embedding in everything we do.
What boundaries do you set around after-hours communication and weekend work, and how do you enforce them without impacting operational needs?
Tricia Mae Galea: Setting boundaries around after-hours communication and weekend work is tricky, especially when you’re working with passionate, dedicated people who genuinely care. But that’s exactly why the conversation matters.
We don’t enforce boundaries with rigid rules we encourage open dialogue so individuals can find what works for them, and we support them in setting and keeping those boundaries. It’s about mutual respect, not micromanagement.
As a company, we understand that balance isn’t always easy, especially in a fast-moving industry. But we’re committed to creating a culture where people feel safe to disconnect, recharge, and speak up when the lines start to blur. That’s how we stay healthy, sustainable, and human.
Rafaella Costa: Clear boundaries around after-hours communication are essential in a fast-moving industry. At Wiztech, we encourage teams to respect working hours and avoid unnecessary communication outside of them. When operational needs require flexibility, expectations are communicated clearly and balanced with time off or flexible scheduling. Enforcement starts with leadership when managers respect boundaries themselves, it sets a clear standard for the team. This approach helps maintain productivity while ensuring employees have the space to disconnect and recharge.
Vesna Starcevic: In our company, we encourage a culture of respect for personal time. We make it clear that messages or emails sent outside working hours don’t require an immediate response unless something is genuinely urgent. Leaders play a key role here — by setting the tone, managing their own communication habits, and planning workloads realistically, they model what healthy boundaries look like.
Of course, we operate in a fast-paced industry where flexibility is sometimes necessary. When work outside normal hours is required, we make sure that it’s balanced — for example, by offering time off in lieu or adjusting schedules. The goal is not to avoid all extra effort, but to make sure it happens fairly and consciously, not by default.
Ultimately, enforcing these boundaries isn’t about restricting productivity — it’s about creating an environment where people can rest, recharge, and come back focused. That’s how we maintain both high performance and long-term engagement.
What early warning signs can managers monitor to catch employee burnout before, and what intervention practices do you have in place?
Tricia Mae Galea: Burnout doesn’t usually announce itself with a big red flag it creeps in quietly. That’s why it’s so important for managers to stay present and tuned in. Changes in tone, responsiveness, energy, or even camera-off patterns in remote settings can all be early signs. If someone who’s usually engaged starts to withdraw, miss deadlines, or seem unusually flat that’s a signal.
From an HR perspective, I believe in stepping outside the “role” and just being human. Ask the awkward questions. Check in even if you’re not sure what to say. Working remotely makes it easy to miss the signs, so we have to be intentional, cameras help, but so does simply noticing and caring.
And when something feels off, don’t wait. Don’t overthink. Intervene early, gently, and with empathy. A quick “Hey, how are you really doing?” can open the door. We’re here to support both the person and the manager because a healthy team starts with honest, human conversations.
At the end of the day, people perform best when they feel safe, seen, and supported. And that begins with leadership showing up — not just as decision-makers, but as humans.
Rafaella Costa: Early signs of burnout often show up through behavioural changes, reduced engagement, or consistent overworking. Managers at Wiztech are encouraged to look beyond performance metrics and pay attention to how employees are coping day to day. Regular check-ins help surface concerns early, allowing for timely interventions such as workload adjustments, flexible schedules, or additional support. HR works closely with managers to guide these conversations and ensure employees feel supported. Addressing burnout early helps protect both employee wellbeing and long-term performance.
Vesna Starcevic: Burnout rarely happens overnight — there are always early warning signs, and it’s crucial to recognise them early.
Some of the key indicators we look for include changes in behaviour or engagement levels: a proactive employee becoming withdrawn, showing signs of irritability or fatigue, missing deadlines, or expressing cynicism and loss of motivation. We also pay attention to physical signs — such as increased sick leave or noticeable exhaustion — as well as reduced participation in team activities or communication. A change in the usual pattern begs the question of why.
We advise our managers to approach these signs with empathy, not judgment. The first step is always an open, supportive conversation to understand what’s really going on. Depending on the situation, we can then offer taking time off, redistributing workload, or suggest confidential counselling support through our wellbeing program. We also emphasise prevention — by encouraging regular check-ins, realistic workload planning, and a culture where asking for help is normal, not a weakness. This proactive approach has enabled us to identify potential burnout early and provide support to our employees before challenges escalate.
