Talking Tech & Transformation Series: Interview with Georgina Owens

Georgina Owens, previously CTO at William Hill, joined Playnetic (a B2B gaming provider) in July. In this interview, she shares insights into her journey in technology and leadership, and her thoughts on fostering innovation, building teams, and cultivating a strong business culture.

Could you briefly introduce yourself for those unfamiliar with your background?

I’ve spent my entire career in technology, across various sectors. For many years – let’s say more than I care to count – I’ve held executive or near-executive roles, depending on the size of the organisation.

One thing that sets me apart from many other CTOs is my strong commercial focus. Too often, tech leaders get caught up in chasing the next shiny thing, which has historically given technologists a reputation for being disconnected from the business. That’s not me. I prioritise aligning tech initiatives with business objectives, always aiming to turn challenges into something truly valuable. I believe that’s been one of my unique strengths throughout my career.

Looking back on your career, what would you consider your most significant achievement?

I honestly can’t pinpoint just one highlight – every stage of my career has brought its own set of opportunities and challenges. I’ve worked through periods of rapid growth as well as times when we’ve had to make difficult decisions, such as downsizing. In each case, it’s been about understanding the business drivers and rallying the team behind the changes.

For me, the real achievement is when a team begins to operate as a cohesive unit. Building that synergy takes time but, once it’s there, it’s truly remarkable. That’s when I can step back and admire the progress. However, the work doesn’t stop – there’s always another level to reach, and that’s where you begin shaping the company’s culture.

Since joining Playnetic, have you encountered any exciting technologies or innovations?

Playnetic is a fast-growing company, which is fantastic. Like many startups, it’s exciting to build something from the ground up. My initial focus has been on strengthening the fundamentals – understanding our costs, identifying areas where we can make a positive impact, and implementing remediation plans where necessary.

While new technology is always exciting, we can’t overlook the basics. We’re essentially changing the tires on a bus speeding at 100 miles per hour and, in doing so, we’re not just replacing old parts but integrating cutting-edge solutions. For example, we’re exploring how AI can enhance our operations while ensuring that our core systems, like monitoring, are robust.

How do you leverage your team to drive these changes?

Building strong relationships within the team is essential. For instance, I’ve spent considerable time collaborating with our Chief Marketing Officer, brainstorming and supporting each other. These conversations aren’t just about tech – they’re about creating a space where people feel safe to speak openly. As a C-level leadership team, we all agreed on the importance of transparency and honesty in order to build and grow a successful business. We keep our business objectives and goals at the forefront, which means we address challenges head on, set egos aside, and begin building the trust necessary to build successful teams to deliver our promise to our partners and customers. It’s this level of openness that helps foster a positive and collaborative working environment.

As the senior technologist joining a rapidly evolving company, what key factors do you consider when defining the strategic direction?

When I joined Playnetic, the company was already progressing plans and delivery, and I didn’t have the luxury of a long-term planning phase. I’ve been in a constant state of discovery and delivery, balancing short-term priorities while planning for the future. This has required diving deep into technical details earlier than I anticipated, all while recruiting and assembling my new team.

What qualities do you look for when hiring new team members?

I’m mindful of not just hiring people who are similar to me. It’s easy to get along with someone and think they’re the right fit, but building a diverse team is critical. I involve multiple people in the hiring process to get different perspectives. That said, while I value input from others, the hiring manager must ultimately make the decision. Too much back-and-forth can lead to indecision, which undermines the credibility of the hiring process.

Does the remote aspect of the workplace affect your hiring decisions?

Remote work has undoubtedly changed the dynamics of hiring and team interaction. In our case, I have a large team based across Europe and, therefore, meeting them all in person will be challenging. While remote work has many advantages, it also requires additional effort to ensure collaboration and communication. Not having a headquartered office where we all work from weekly is definitely a new challenge for me. Although I’ve always supported remote work, having no physical space to fall back on can be difficult. The key is ensuring that the tools and processes we use support a fully remote workforce effectively.

From your perspective, what defines a strong business culture?

For me, an open and transparent culture is paramount. Since joining Playnetic, I’ve focused on establishing a culture that’s inclusive, fun, and where my team can be open and honest in a collaborative environment. It’s crucial to set these expectations from day one and reinforce them in every action. It takes years to build a positive culture but only weeks to dismantle it, so maintaining these values is a continuous effort. Collaboration is key – when the culture is right, it resonates throughout the teams.

How do you view the relationship between product and technology in your current role?

At Playnetic, the relationship between product and technology is quite different from my previous experiences. Here, the product team consists of creative studios that design game concepts, and their focus is on customer experience from a gaming perspective. This structure gives me more freedom to shape our delivery lifecycle and prioritisation in a way that feels more autonomous, which I find refreshing. But like any organisation, successful collaboration across departments – whether product, marketing, or commercial – is critical for alignment and overall success.

What advice would you offer to women aspiring to reach the C-suite?

Sadly, the representation of women in CTO roles isn’t improving – it’s actually declining. There’s still a perception in some organisations that promoting women in tech is merely a diversity metric to meet. In the past, having women on shortlists was non-negotiable, but that focus has diminished. My advice to women aspiring to leadership roles is to be resilient. You’ll have to work harder, fight longer, and speak louder to get the same recognition as your male peers.

Do you find that your communication style differs when engaging with male versus female peers?

Not anymore, though it used to. I’m fortunate to work in a relatively balanced team – three women and four men – and I feel confident calling anyone out when needed. However, there are still situations, especially in male-dominated environments like dinners or networking events, where women are in the minority. In those cases, if you want to stand out, you might feel compelled to step out of character. It’s something that still happens, even at senior levels.

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