hello and welcome to the latest episode of the gi huddle today we're joined by maximiliashko co-ceo of operator parry match he's going to tell us all about the company's latest restructure the executive level and its new supervisory board hi maxine thanks for joining us today hi tim nice to meet you nice to meet you too it's our pleasure to have you on um obviously you're here because uh you've had a change changing role and very much has had a slight change in uh structure at the moment um to start off can you talk us through the new restructure and the new supervisory board very much uh yes of course thank you for the questions uh there is two significant changes first we add new uh layer of management in our companies supervisor supervisory board and then there is change previously we have one ceo surgery partner i believe that you know this person well known in our industry but now we have two co-ceo i am personally and uh my partner rahman siratian both of us are corsair with a different layer of tasks and [Music] sergey as i mentioned before in supervisory board together with other professionals and we try to to build the system when uh supervisory board will have a helicopter view each month on all our strategic strategic questions because when we are day by day in operation mode sometimes we lose the main points or the main questions which we need to analyze for strategic reason of view but now with the supervisory board somehow we can divide these two aspects and i'm in remand we will be more in touch with daily problem and supervisory board we are also members for this supervisor board but supervisor board will will analyze it not not so often but more deeply from strategic point of view so this is the main the main changes sure that that makes a lot of sense thanks for running us through it um i wanted to ask how has sergey porno's role changed because obviously he was previously the one ceo now he's a chairman so what will kind of his duties be as chairman now instead of ceo uh he's like chairman create agenda for this supervisory board that's the first uh then leads the discussion on the supervisory board so and can ask or can ask us previously to provide some kind of information for boards or go deeply to this on that country if we're planning to uh examinate us if we are ready for this contradiction country to to start to operate there by our i mean with our software technology and with our team or we will find the partner for this kind of for this country for some reasons and also this helicopter view which i mentioned previously and i believe this is one of the uh one of the strongest part from sergey site uh his feeling how to find new partner in different reasons so for software for [Music] critical software for feats for games for slots uh for sports results for translation etc etc so uh sergey is still in touch with a lot of our partners to find the way how how to cooperate with them as partially also what we will do with the roman but sergey is still involved in this high level discuss discussion and partnership sure so looking at your role specifically and congratulations by the way of course on your new role um what are your aims as parry match co-ceo so i'm deeply involved in finance legal administrative pr and gr role so this is main directions and the roman if you want to know is deeply involved in iet part and marketing uh partially so so everything which is connect to our product and the software so this is the main the main is important part and that's how we divide uh the obligations between between yes sure and what are you looking to kind of achieve as co-ceo now that you've made the steps this role uh we decided that one of our main strategic one of our main strategic goals for for next three five years will be uh public model of uh operation uh for our holders that's why i'm trying to find the way how to be public in next year's in coming years or it will be ipo or it will be some kind of bones maybe spark now we research a lot of about the sparks model so this is the main goal how to how to start to operate like a public company and together with this of course we have a lot of tasks but all of them are mainly connect with the way we how we operate previously and we want to increase and upgrade this this system for future and also the second important part is our focus to franchise business because now we have several partners to whom we can provide our sorter or our trademarks or both but now we have a lot of plans how to expand to other countries with a partner to whom we can provide our trademark our software so in this model we will have franchisee partner we will collect royalties from all operations but i believe that this model will help us to grow massively [Music] with the part in franchise model absolutely yeah the goals sound clear though and like you said it will be interesting to see kind of what model you take because yeah we have seen a lot of facts as you say in the gaming industry in particular in the last couple of years um my next question um and you outlined exactly why you had this this change in restructure but would you agree that a co-co structure is maybe a slightly revolutionary approach to corporate structure and i only really ask this because if you look at the gaming industry generally there's there's one ceo so kind of there's two co approaches it has happened before but it's quite rare yes it's true it's quite quite rarely and together with this there is also a lot of people with just common opinions that uh there is in situations whereas two people are in charge as it means there's no one in charge but i cannot share this descriptions because i believe it also can be it's not depends on how many peoples are involved in the process even on castillo corsair level or on product level or each concrete department level in any case if it can be one guy who leads something or two or three or five or even supervisory board where it's five or six twelve people but it depends on how you can divide your obligations how you can divide your critical and strategical uh plan and goals between scorcio or between the chairmans etc etc and in this case in our case i believe that we have a successful case where we can divide the obligations between two kco and we analyze only our our knowledge our knowledge and where we experts and in this area we try to divide and especially i think that in that company which are planning to be in public or start to preparation for public mode there is each time when one cosiel there there's there's two two type of operations or this guy deeply involved in in daily operations in marketing in strategy hiring people etc etc or his or she is deeply involved in in preparations for public life and uh in our case we predict that if it will be only one co that's means that uh our company will deeply involved in one spectre for example continues to operate but uh public preparation for public will be struggle or opposite situations and because of this we decided to have to conceal for me it's uh preferable to be involved in the public mode and some corporate instruction from legal finance aspects cooperation with investment banks etc etc with some consultancies and for roman he's deeply involved in our id situations how we uh how we organize our software what kind of plan we will realize with our super applications etc etc in this case our company feels good that someone one sale uh deeply involved in all meetings and all strategic regarding the our company like like b2b or in our b2c operations and i am deeply involved in our future plans for public life that's how we divide it and i i believe that we have a lot of uh sync ups because roman and with other departments and i feel especially after this one months first month of course it's too early to to have some kind of [Music] to have um deep opinion about uh about this uh situation but in general we feel that everything smoothly so everything okay even better than we expected with roman one months sure absolutely my next question was going to be what are the benefits of this cocio structure and i think you've sort of answered it there already but is there anything else you can kind of add that you think works particularly well in this situation uh i believe that in our critical situation because both corsair are involved in supervisory boards i cannot say that it's unique point of view but there is very deep point of view for each situations uh on sale level we can predict how it will looks for our company and for our partners in next one year two years so it's quite strategic horizontal from it perspective for you from product perspective of you marketing etc etc and how it looks from legal perspective on you what our banks what our potential investments what our partners thinking about this and how it can how it can damage or improve us and then when we discuss it already with the supervisory board we have uh 360 points of view for each situations and uh is the same when we discuss it internally in our company and it's not looks like we discuss each topics both together with roman we try to separate everything each questions which uh somehow i know unknown in this case we just called to each other and decided who will lead these questions alone so in in in in other words we just double our efforts so it means that co can be exist in two parallel meetings in our company but with different topics how it looks sure i mean you've outlined the case very well but kind of in the interest of a balance uh i i definitely still still should ask can you can you see any any disadvantages of having two co-ceos because obviously you've outlined a few benefits but are there any situations where you think you know this is why a company may go with the traditional one ceo root right quite understandable for all that everything what i described previously it's good when you already know know us know our structure know me personally or roman and can call and discuss something and then for you it's also start to be like organically and you understand our roles etc etc but when you connect with our company first time of course there is not enough clear information clear view with whom you need to connect first with me or with rome that's why i think that to do it in in normal way correctly and comfortable for all our partners for all our even for journalists its first time we need to prepare quite big pr company and informations to inform public uh how we divide our role in very much between me and roman and this is still in process and i believe that on this stage it can be some kind of disadvantage but i believe that we will do everything in several months for everyone will be clear how to cooperate with us to have a good and fast result sure i appreciate the the honest feedback looking at the benefits and disadvantages and i'm sure our viewers will appreciate that as well um i only have one sort of final question for you one final area and you've talked about this a little bit already in terms of going public and looking at different partners and markets but overall um what are you what are parameters strategic goals moving forward so uh as i said there's a preparation for public operation then of course it's our our plan to reach global expansion in all continents with the partners by ourselves always franchise model even with the different franchise model and i think that this franchise model is one of the important part even for public preparation because we need to establish quite clear and clear and well-known relationship with all parties in all continents these three is the mains so public expansions and franchise model this is the main goal this week yeah absolutely i mean that's very clear uh maxime uh that that's all the questions i have planned for you today so thanks very much for your time and for um speaking to us first as well with your answers and you inside thank you thank you for your questions thank you thank you for watching our jio huddle interview with the parry match co-ceo for more on sports betting be sure to read the may june edition of gaming insider magazine which has its own sports betting focus [Music] pull-up