RedCore chief human resources officer Oksana Izmailova discusses the company’s highlights of the past year and the unique opportunities now available to specialists

2025 was a year of great transformation for RedCore. Where would you begin to sum it up?

Undoubtedly, 2025 has been a very important year for us. This year, we transformed into the RedCore business group with a new organizational model. Rather than a simple rebranding or structural changes, we completely reimagined how businesses, brands, and people interact with each other. These developments have reflected our growth as well as our expansion beyond iGaming into other digital markets. Yet the focus of this transformation remains on people and shared values – the very things that make RedCore sustainable and scalable.

How did the transformation impact the business group’s specialists?

Essentially, the transformation was not a decision so much as a logical step. We are a business group that is growing through our desire to create something new, innovative, and technological. We are developing our products for ourselves and are ready to share them with the market. We combine expertise in key areas of the digital economy: from financial and marketing technologies to e-commerce, B2C platform services, communications, and regulatory solutions. 

So I wouldn’t say that the transformation has affected our specialists. Rather, it provided new opportunities and avenues for development. After all, our brands often come into being due to our specialists, who are proactive, motivated, enterprising, and bold enough to say, “Yes, I want my idea to work in the market and set the pace for the industry.” It’s part of our corporate culture to encourage our specialists to be proactive. This is what success is based on.

How has the transformation affected the HR team? After all, it involves restructuring and adapting a huge number of processes…

Of course. In 2025, the HR team did a tremendous job in a very short time following the transformation. We were able to restructure key processes and provide support for new service areas. Let me say that this was achieved primarily because the HR function in our business group is a true partner to the business, ensuring stability and quality of processes amid rapid growth and change. The well-thought-out, clear and transparent processes we have implemented allow us to adapt quickly.

RedCore’s growth is reflected in the team’s numbers. Which metrics do you consider to be key?

In 2025, the number of specialists working with the group’s brands grew by 23%, and 57% of these have been in such brands for more than one year. This is a very important metric for us, as it indicates the stability of a group’s teams and proves that we are creating an environment where people genuinely want to stay and grow. Naturally, another very important metric for us is team engagement.

So what do the latest surveys say about it?

This year, we conducted two eNPS surveys, and the result was consistently high at 62%. This is a testament to trust in the business group, high level of engagement, and willingness to recommend RedCore brands as a great place to work. For us, this is proof that RedCore group is moving in the right direction and creating real value for businesses and people.

Previously, you mentioned investing heavily in improving new specialists’ experience. What has changed for you in this regard?

Yes, we are always working to improve our onboarding approach. Our adaptation process is not mere formality; it is a truly useful and structured process. The RedCore Team internal platform, support at every stage, and a tailored approach help new specialists quickly feel like part of the team and get involved in the work from day one.

For a business scaling as fast as we do, this is a matter of efficiency and stability. Let me give you some figures: over the course of a year, the Talent Acquisition team conducted more than 25,000 interviews and filled 2,632 vacancies. On average, each TA specialist hires seven new specialists per month. Business performance then depends on the onboarding of all these people.

With scaling up so fast, it’s also important to support the career growth of the specialists who are already part of the business group. What is your career growth indicator for 2025?

The development and growth of our specialists is a key priority for us. In 2025, 198 of our colleagues were promoted to management positions. In this regard, it is worth noting that every instance of growth stems not only from the motivation of specialists, but also from the support of the business group. People Partners accompanied each specialist at all stages, from collecting feedback and assessments to developing personalized development plans.

Over the course of the year, People Partners held more than 30,000 one-on-one meetings and organized 1,975 performance reviews. We are truly proud of our specialists’ courage to grow and take on new roles.

Internal transfers are always an additional indicator of how a business manages its specialists. What was the trend this year?

In 2025, 1,288 specialists were transferred internally to new roles and teams. For us, this is an indicator of a dynamic, flexible business where specialists have real opportunities for horizontal growth. It is essential for us to adhere to the principle that RedCore is a business group where specialists grow.

Were these figures made possible due to the efforts of the L&D team?

In part. The L&D team did an impressive job. In 2025, the team designed 31 courses. To sum up, I would like to say that this year has been truly important for us; we managed to accomplish a great deal. At every stage, we stayed true to our values and principles. That is why I’m immensely proud of our team and our results.

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