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Head of Human Resources Graziella Grech shares the people-first philosophy that has helped Enteractive build a connected, collaborative community of employees. She joins other team members in showing Ramona Depares how this culture has driven the company’s growth and long-term success.
Founded in 2008, Enteractive has become widely recognised as an expert in reactivation within iGaming. Its strength lies in a close-knit team whose skills have been honed to understand why players might have stopped using the services of a specific casino or sportsbook and moved on to another – and how to re-engage them.
“Our approach is human. We actually speak to players through one-on-one interactions, so each team member is incredibly important to us. They are all native speakers of the markets we service, we go through rigorous training, and understand far more than just regulations. We excel at connecting with people and at understanding the reasons why someone has stopped playing, while also taking a strong approach to responsible gambling,” Graziella Grech, Head of Human Resources at Enteractive starts off.
This emphasis on human connection applies not just to customers but also internally, shaping how Enteractive treats its own employees.
“This is how we formulated our values – Care, Improve, Dare. We have been refining our internal processes around these values since day one. Even our in-house technical systems and the awards that we’ve received through the years reflect them. These aren’t just words on a wall; we live and breathe them. We see their impact daily in our strong retention rates and in the many colleagues who have been with us for a very long time,” Graziella says.
At the core is ‘care’ – the foundation of everything else. The organisation prides itself on prioritising a human-led approach that applies equally to customers, players and employees.
“Enteractive’s human-centric style goes beyond the numbers to support employees in meaningful ways. The company demonstrates empathy while also recognising the realities of a growing business. This balance of care and responsibility is what keeps me fully engaged, and I’m proud to be part of the journey,” she continues.
Tangibly, the organisation provides a host of benefits that fully embody this caring value, including mental health first-aiders offering first-line support and directing team members towards the most appropriate professional help.
“Our team is made up of over 35 nationalities and cultures, and for some of our expat colleagues, the workplace may serve as their primary support system, especially when family and close friends are far away. That’s why we place great emphasis on fostering a strong, inclusive office community where everyone feels connected and supported,” she adds.
At Enteractive, caring for teams is a daily priority. Our in-house services team prepares fresh meals: breakfast and lunch for day shift teams, and snacks and dinner for those working nights, creating a warm, homely atmosphere. For added safety, night shift agents have access to private transport. Well-being is also encouraged through sporting activities.
“We like to promote a healthy lifestyle for employees, and one thing we’re particularly proud of are our male and female football teams. We also offer a range of additional benefits, which we regularly review and refresh to stay relevant and aligned with employees’ evolving needs.”
“Improvement, the second value, follows naturally from care. Even when operations are running smoothly, our in-house review process provides essential oversight, ensuring we continually assess and adapt where needed to stay ahead.”
“We’ve refined our performance review process multiple times, not because we had to, but because we genuinely care about getting it right. Our employees value that effort. One of the most impactful changes has been to introduce a 360-degree feedback loop. This allows team members to share input not only about leaders but also with peers they collaborate with closely. It’s about creating a culture where feedback is constructive, inclusive and ultimately helps us grow together in a way that works for everyone,” Graziella says.
Internal promotions are also a core part of company culture, boosting employee retention and fostering loyalty. The company has seen tangible results through this approach, as employees are aware that they can grow with the company, which motivates them to invest their time and energy.
“We have people who started out as (Re)Activation Sales Agents and are now leading teams of 20, or have progressed to Head of Department and even C-level,” she says enthusiastically. “Within our largest department – the (Re)Activation Sales team, which makes up 65 per cent of our workforce and is home to our highly trained agents – we’ve never had to open an external call for leadership positions. Instead, we’ve been consistently successful in growing talent from within.”
One example is Daniel Larsson, who joined the company in 2010 as a (Re)Activation Sales Agent and today is Chief Commercial Officer (CCO), a role he has held for nine years.
“I had a brief period of time away from Enteractive but took the decision to return,” he shares. “What I love about Enteractive is the flat structure. People are approachable, regardless of position. Anyone can feel comfortable coming to me about anything. We also have a healthy culture, in general, with lots of activities together, many of them sports-related – whether golf, padel, football or other events,” he says.
Other team members echo Daniel’s words. Enzo Woloszyn Rosa, Admin & Operations Coordinator within the Account Management Department, recalls how a friend already working at Enteractive always spoke highly about the culture and flat structure.
“They told me that you can approach anyone – whether it’s a junior admin or the founder – and always feel comfortable. That really made me want to be part of the team. I remember being nervous on my first day, especially since gambling was new to me. But once the training began and I started meeting new people, my confidence grew. Within a couple of weeks, I already felt part of the team.”
When an opportunity opened in the commercial team, Enzo applied internally. He immediately set out to streamline team operations, identifying ways to boost efficiency and eliminate repetitive, time-consuming tasks that slowed progress.
“I noticed gaps in the information flow, and took the initiative to find ways to improve it so everyone had what they needed,” he says proudly.
Graziella believes this kind of initiative reflects the third value – Dare. At Enteractive, the team embraces innovation with curiosity, challenging outdated norms and identifying inefficiencies. “At Enteractive, personal growth and collective progress go hand in hand. As we strive to elevate our work and push boundaries, we remain deeply committed to responsible gambling. Safeguarding players is at the heart of everything we do, and every reactivation is approached with care, integrity and mindfulness,” she elaborates.
It’s not just empty words either; the organisation provides a structure for those who are on the pathway to ‘improve’ and to ‘dare’. Marcellino Bondin (Technical Integrations Specialist) is one such example, having joined Enteractive as IT Support Executive and later shifted to a Junior Systems Administrator role before moving into a client-facing role within the technical integrations team.
“The shift was daunting at first, with more responsibility and pressure,” he says. But Enteractive helped me massively through this role transition. The handover process was thorough; I was already familiar with the system so that was one less thing to worry about and the end result was fantastic. I’m usually risk averse and I value stability and security. That makes me unlikely to jump at every opportunity that comes my way. However, Enteractive encouraged me to take more risks and reach my potential, and I am very grateful for that.”
Agata Bartlomiejczyk is another team member who embodies the ‘Dare’ value. She joined the Polish market as (Re)Activation Sales Agent, earned her first promotion within a year, and two years later relocated to Romania to help launch a new office. She was subsequently promoted to Senior Sales Manager and relocated to the US to support the launch of an office in the States. “It has been an incredible journey. The company provided me with the training I needed, which was crucial, but equally important was the mental support – having people believe in me and guide me in the right direction. Of course, my own hard work mattered, but the company played a key role in giving me the tools and guidance to succeed,” she states.
Such training is offered across the board in particular with respect to leadership roles. Graziella explains : “Stepping into a leadership role is a significant transition, and we do our best to make that journey as smooth and thoughtful as possible. We also recognise that not everyone aspires to be a manager, and that’s perfectly fine. For those who do, we offer a range of internal programmes that blend theory, practical skills and real-world scenarios to help emerging leaders grow with confidence. Given our flat structure and close-knit teams, leaders must be equipped with the emotional intelligence and adaptability to navigate different situations with clarity and care. Leadership isn’t just about direction; it’s about having the right compass to guide others through change.”
She elaborates that, when the company approaches people who show promise for leadership, they look out for specific traits, particularly the evidence of leadership skills within their current environment.
“One of the most meaningful signs of leadership is when someone consistently steps in to support new joiners or lends a hand to colleagues navigating challenges without being asked. That kind of initiative speaks volumes. Through our internal development programmes, we aim to nurture those traits further, while recognising that leadership isn’t one-size-fits-all. Every leader brings their own style, and our role is to help them grow in a way that’s authentic, effective and grounded in empathy.”
“The programmes are intentionally dynamic,” she explains. “Each session focuses on a different theme – from handling difficult conversations to exploring new approaches.” Sessions include hands-on workshops that demonstrate practical approaches, while also creating a safe and open space for discussion. Participants gain valuable insights not only from industry experts but also from one another. Some sessions are led by external providers, offering fresh perspectives, while others are conducted internally by seasoned professionals with deep expertise in the field.
This approach has delivered impressive results, reflected in a workforce that includes a strong core of long-standing team members. When employees do move on, it’s often due to relocating abroad or pursuing entirely new career paths. Many members of the current staff have been with the company for years, like Alex Nilsson (Head of (Re)Activation Sales), a former professional footballer in Sweden who moved to Malta to continue his career in European football. As it turned out, fate had a different game plan.
“I knew nothing about the working world, or gambling. I just knew that there was a huge sports focus at Enteractive, and that appealed to me as a young, professional football player. I earned a promotion within my first year, and from that point on, I witnessed both my own growth and the company’s evolution. It didn’t take long before I was fully committed. Today, I even coach the company football team… naturally!” he says with a smile.
The company is also proud of its ‘boomerangs’, around 10 employees who have left and later returned.
“It says a lot about our culture when former team members decide to rejoin – proof that there’s something special about this place that stays with them. It shows they felt something special here that drew them back. One of those boomerangs is our CCO,” Graziella says.
Anthony Micallef’s (Reactivation Sales Training and Performance Specialist) path to Enteractive began 13 years ago, shortly after relocating from Australia to Malta to coach the National Rugby League team, a position he once regarded as his dream role. But a serendipitous meeting with Daniel Larsson (now CCO) and CEO Mikael Hansson would shift the course of his career, opening the door to a new and unexpected chapter.
“Mikael challenged me to a trial day at Enteractive, and I took him up on his offer. I enjoyed it, and that’s how it all began. Small things can grow into big things, and that has certainly been true for me. Joining the company – and rejoining after leaving for a year to explore other opportunities – are two of the best career decisions I’ve ever made. The company was much smaller back then, but the people, energy and spirit remain three of the main reasons I love being part of Enteractive, both then and now,” he says passionately.
Such loyalty is also evident in employees who are often willing to go the extra mile for the company – and in some cases, quite a few extra miles.
“When some employees volunteered to move to Romania and even to the US to open our offices and ensure everything was established according to our culture and values, that was something special. It shows genuine loyalty and commitment, and it’s proof that our care-driven values are working,” Graziella shares.
Account Manager Christina Katsantoni describes Enteractive’s culture perfectly: “Enteractive has been so flexible in letting me transition between departments and try out new roles, giving me the chance to grow and take on different challenges. On top of that, having mentors and colleagues who guide and support me has made a huge difference. I feel like I’ve had everything I needed to succeed. Working here feels like a second home. I’m not a morning person, but the moment I walk through the door, it’s impossible to be grumpy. The smiles and energy are infectious. My team is my work family, and we have the best time together. It’s the people that make it special.”
Despite the company’s continued growth, the camaraderie and people-driven culture remain. What truly defines Enteractive is a culture of care, respect and connection. As the team grows beyond 200 people across multiple departments and locations, creating a supportive environment that empowers individuals and celebrates the diversity of the evolving team continues to be a priority. Ciara Murray, who started out in account admin and worked her way up to Head of Account Management, now leading her own team, perhaps says it best:
“I didn’t know anything about Enteractive before I joined, but one fantastic thing was the atmosphere. Everybody was so welcoming and fun. It almost had the vibe of a startup – a small team, really nice people – and it felt like a family. And honestly, the company has grown considerably over the past six years, but those qualities have stayed the same.”
Enteractive’s journey stands as a testament to the power of putting people at the heart of the business, not just as a cultural strength, but as the bedrock of lasting success. From (Re)Activation Sales Agents who evolve into inspiring leaders, to long-standing team members and proud boomerangs drawn back by the spirit they have missed, every path is shaped by care, opportunity, and the courage to dare. Even as the company expands beyond 200 employees globally, Enteractive remains committed to nurturing a culture rooted in respect, growth, and authentic human connection.
For those in search of a workplace where people are truly valued, supported and empowered to grow, Enteractive stands as a beacon of opportunity. It’s more than a company; it’s a launchpad for careers, a community of changemakers and a place where potential is not only recognised but relentlessly nurtured. If you’re ready to take the leap, the next chapter of your journey could begin right here, with Enteractive.
This article first appeared in the iGaming Capital 2026 edition. For more information on the iGaming Capital 2026 edition or on www.iGamingCapital.mt, get in touch via email on info@contenthouse.mt or on +356 2132 0713. Additionally, readers can visit the iGaming Capital portal at www.iGamingCapital.mt to stay updated on the latest developments in Malta’s iGaming industry.
