Most iGaming companies struggle to balance innovation with regulatory compliance. Yet Aleksandra Mouton, CEO of Amarix, has found a leadership approach that empowers development teams while maintaining strategic alignment.
True Agile: Principles Over Rituals
Mouton believes many organisations misinterpret Agile methodology, focusing on rituals rather than core principles.
“At Amarix, we use Agile as it should be, not as PMBOK recommendations. Agile is about principles, not rituals,” she explains. This approach prioritises people over processes, working products over documentation, and adaptability over rigid planning.
The Amarix team places particular emphasis on clear product vision and acceptance criteria without micromanaging implementation details. This balance encourages creativity whilst ensuring strategic alignment.
“I don’t describe the full spec. I let the team show their creativity and don’t make them blindly follow instructions from management,” says Mouton. “That lets me decentralise decision-making and fully implement a KPI-driven approach.”
Creating Alignment Without Sacrificing Autonomy
Operating in a heavily regulated industry presents unique challenges. Mouton addresses this by making strategy accessible to everyone in the organisation.
“I write strategy in a way that’s accessible to everyone at Amarix, not just C-level, but for every single member,” she shares. This transparency creates what Mouton calls a “micro mission” structure where small teams focus on specific objectives aligned with company goals.
The approach relies on strong company culture and shared values. Team members understand not just what they’re building, but why it matters within the broader industry context.
“I’m consistent and transparent about following the rules I set, and my team respects that consistency. I don’t need to micromanage, I trust my team.”
Balancing New Features with Platform Stability
The tension between rapid feature development and platform stability affects every technology company. Amarix takes a unique approach to managing this challenge:
- Following a feature-driven approach while prioritising logic over rigid plans
- Creating transparent backlogs through negotiation between product and development teams
- Allocating 30% of developer time as “non-locked” for optimisation and technical debt
- Assigning dedicated people responsible for feature delivery and platform stability
“We do not enforce the stability of a feature or vice versa. We have dedicated people responsible for each part who collaborate, communicate, but don’t fight,” Mouton explains.
Effective Team Structures for Product Delivery
Amarix operates with a distinctive organisational structure that separates business and development teams while maintaining critical communication channels.
“I have separated business and development teams into two distinct groups that operate autonomously,” Mouton says. Project managers and product managers serve as bridges between these divisions, ensuring alignment without bureaucratic bottlenecks.
Within the development organisation, Amarix distinguishes between core teams focused on new products and service teams handling integration and existing contracts. This clear separation allows for specialisation without sacrificing cohesion.
Project-driven mini-teams emerge naturally within this framework to deliver specific products efficiently. Though not formally documented, these self-organising units follow established patterns that align with quarterly strategies.
Motivating Developers for Regulatory Compliance
Regulatory work rarely excites developers, yet it’s essential in iGaming. Mouton’s approach is refreshingly direct.
“My strategy is to be honest with my devs and I show them money,” she reveals. Quarterly financial presentations demonstrate how compliance work directly impacts business results and revenue.
Amarix also incorporates tactical approaches to make compliance work more engaging. This includes framing compliance as part of engineering excellence, giving developers a voice in compliance processes, and balancing regulatory tasks with creative projects.
Transforming Development Culture
For leaders looking to transform their development culture, Mouton emphasises people as the foundation of success.
“You need to build a team whom you trust. You need to find values in common that you may share,” she advises. This starts with recruitment and extends through personal involvement in onboarding each team member.
Mouton values soft skills among developers exceptionally highly, creating teams that collaborate effectively while maintaining technical excellence.
“To be innovative, start to trust your team, start to invest in it and you will quickly see results,” she concludes.
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