It’s no simple feat overseeing the change management process that is necessary to move from a fully outsourced tech capability to a completely in-house one, but any chief technology officer (CTO) worth their salt knows that building capabilities is part of the role.
But the process comes with a host of challenges, including:
- Delivering value to clients while managing the transition
- Mapping out your talent pipeline
- Managing both people and equipment resources
- Finding the right talent and the right cultural fit
Talent shortage, still?
Everyone is undoubtedly tired of talking about it in the UK tech market, but it’s still one of the biggest challenges our industry has faced in recent years. Whether in betting and gaming or other sectors, the talent shortage that first appeared during the pandemic hasn’t abated since.
I’ve managed the tech capabilities in many highly skilled industries, such as health technology, law and now igaming, and an important lesson I’ve learned is that from sector to sector, the needs remain mostly the same.
One of the extra challenges we’ve faced is that a lot of engineers simply don’t think of the betting and gaming industry when they’re job searching – I know I didn’t, but I’m so glad I did. The sector is incredibly tech-driven and since joining six months ago, I’ve been fortunate enough to learn what a fascinating industry it is, and to convey that to potential new hires.
So far, we’ve employed nine engineers and are looking for a further seven tech team members at a minimum. I’ve had to use my international B2B experience to build the company’s tech capabilities, working with the company’s senior leadership and stakeholders to transition previously outsourced functions and platforms to in-house talent.
While that’s been an incredible experience, it’s not without its challenges.
The top tips
There are three crucial considerations for CTOs when overseeing an outsourced to in-house tech team:
- The transition itself
A massive change like this is a delicate process that requires diplomacy and tact, but also honesty. And of course, there are technical considerations.
The best simile for the process is like flying a plane and having to change a wing mid-air (apologies to all aeronautical engineers reading this). The process requires a meticulous plan and road map, as well as a close partnership with the existing tech supplier.
A good plan should involve input from all other department heads as well as data from customers and current employees, as well as transparent, sensitive and continual communication.
- Existing and new employee buy-in
As a CTO, the first thing we do when joining an organisation is to understand the business, its drivers and how it functions. We need to look at operations, the different people, understand their pains, understand where the business is heading and then identify how technology can unlock that value.
Once you’re able to understand people and what they need to succeed, the process becomes a lot easier to invent this new department.
Because ultimately, technology is an enabler. It’s a value driver. If you’re able to articulate the value that technology can provide, it helps you to open the doors for a good working relationship. Once you’ve done that, you can begin creating your talent map and finding people with the right cultural fit, way of working and experience.
- HR and excellent people management
Good processes in the people function as well as a good talent management framework will help make the transition a lot smoother. The hiring team and head of HR and any external recruitment are integral during the process. It’s not just about getting people in the door – it’s about keeping them and making sure they are happy and empowered to work well together.
A key differentiator that will make it all a lot easier is making sure that you, as a member of the C-suite, take a people-first approach to creating and managing your teams.
At QiH, HR isn’t an afterthought, which is evident in policies, procedures, flexible working arrangements and internal promotion policy. For example, our COO started his career in igaming 10 years ago with QiH and now he’s at C-level as a decision-maker.
So, the upward mobility and job satisfaction really need to be nailed down before you begin talent mapping and then recruiting.
But the main thing that I love about working in the igaming space? It’s just really, really fun.
Sachin Saxena is a CTO with proven ability to build high performance teams, bringing out their best to deliver great products that achieve customer value.
He joined EGR Power Affiliate QiH Group in September 2024, bringing knowledge from previous sectors to benefit the company’s technology capability, policies and of course, to move the outsourced tech team in-house.
The post Transition time: How to move your tech team from outsourced to in-house first appeared on EGR Intel.
QiH Group chief technology officer Sachin Saxena lays out his experience of the complex change management needed to transition smoothly from an external tech team to internal
The post Transition time: How to move your tech team from outsourced to in-house first appeared on EGR Intel.