Becoming a trusted partner for another iGaming firm.



By Andrew Shimmin | May 27th, 2026

A growing global iGaming business required support on two high-impact hires across Legal and Compliance to ensure regulatory and commercial delivery/capability as they continue to scale. Both roles were business-critical, senior, and tied to ongoing operational and compliance requirements. The hiring environment was complex, involving multiple stakeholders, external partners, and an evolving internal process.

The Delivery


Bullfinch supported both hires in parallel and, as with many six-figure salary roles, often the timelines can extend over several months before finalising. Both candidates were successfully managed through to offer, with consistent follow-up, re-engagement, and structured communication ensuring no loss of momentum.

Process Overview


Both hires followed a similar pattern:

  • Head hunting approaches made, qualifying the candidates and opportunity to align
  • Submission into process quickly
  • Extended periods awaiting client feedback
  • Ongoing candidate, and client, management and expectation setting
  • Multi-stage interview processes, including external stakeholders
  • Offers secured following sustained coordination

This required active management throughout, with a focus on maintaining candidate interest and alignment despite delays.

The Outcome

Two senior hires delivered to materially impact the client’s global strategy and development.

The Bullfinch Impact


Following delivery, the client has retained Bullfinch’s services utilising our Time & Material’s model. Having experienced both the complexity of the hiring process and the level of support required to deliver successful outcomes, the focus has moved away from per-hire fees toward a consistent and predictable partnership approach.

The Takeaway


In complex hiring environments, the value lies not just in the hire itself, but in the management of the process behind it. When that becomes visible, the commercial model naturally evolves.
 

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