Oleg Krasotkin on the Development of Altenar's Sportsbook and Hierarchy-Free Leadership

Oleg Krasotkin, Software Development Director for Sportsbook and leader of Altenar's Russian office, explains that he never planned to take on a leadership role; rather, his trajectory emerged from his passion for engineering and the growth of a team that started as a small startup. He highlights that Altenar's success does not adhere to a single formula, but stems from the collective commitment, initiative, and the responsibilities assumed within the company. Transparent management and internal promotion define his approach, guiding the growth of the team and product through a culture that prioritizes autonomy and collaboration.

From the Origin of Altenar's Sportsbook to the Company's Growth

Krasotkin joined the precursor project of Altenar in the early 2010s while working as a junior developer in Vladimir, thanks to a recommendation from a university professor. The work began with a small team of developers in Russia and a group in Malta, under the direction of client Stanislav Silin and the initiative of Valery Sandler, who would later become the owner of Altenar. At that time, teleworking was not common, and a professional career typically required a move to Moscow.

As the first clients came on board, the Russian team began to grow, and Krasotkin gradually took on leadership responsibilities. In 2014, his role as the head of the Russian office was formalized, which now exceeds 300 employees and contributes to Altenar's international team of over 800 people.

According to Krasotkin, his initial goal was to improve as an engineer, not to assume a managerial position. However, his involvement in architecture and technical development continued even as his responsibilities expanded.

"I never intended to become a director. I wanted to grow technically and continue contributing to the development of our products," stresses Krasotkin.

Work Culture: Open Leadership and Internal Professional Development

Oleg Krasotkin emphasizes that the culture at Altenar encourages initiative. The company seeks for its employees to understand the impact and value of their actions, take on responsibilities, and see possible growth opportunities within the organization. The open office environment, where the director himself sits alongside the team without a private office, reinforces proximity to employees and facilitates immediate resolution of daily issues without intermediaries.

This policy began out of a lack of space and has been maintained out of conviction, avoiding privileges and fostering transparency. Even after expansions in the office, Krasotkin has never occupied a private office, pointing out that "I do not want to distance myself more than necessary."

In professional development, Altenar prioritizes internal promotion. New positions and responsibilities are often filled with existing staff when possible, benefiting both the company and the employee. Many team members started as juniors and later assumed roles of greater responsibility.

Responsibility and Communication in Altenar's Management Model

Krasotkin’s leadership model is based on respect and fairness, avoiding personal privileges. He notes that when the structure scales and manages mid-level executives, trust is essential rather than micromanagement. Over-intervention may resolve an immediate issue but creates long-term management challenges. Decisions must be reasoned and comprehensible, with an ideal of justice not based on rank but on facts.

Responsibility is a key criterion for hiring at Altenar. In smaller teams, it was possible to hire individualists, but now the ability to communicate and collaborate is crucial. "The technically brilliant person who cannot communicate can create difficulties outside their domain," explains the Russian director.

Onboarding and Training: Creating a Safe Environment to Ask Questions

Krasotkin considers it essential for new talents to perceive an open environment and easy access to information. From the outset, employees should know that there is no shame in asking questions, and that they will always find someone to help them. Documenting processes and organizing individual meetings facilitates integration and allows for regular addressing of concerns and feedback. However, the key lies in hiring good specialists who can grasp the context and contribute value almost from the start, although everyone needs initial support.

Personalized Development and Reconciliation of Expectations

The management of employee development at Altenar relies on continuous communication and effective feedback. The responsible manager must identify motivations, strengths, and areas for optimization, setting goals in line with the orientation and life stages of each person. Not everyone desires to evolve at the same pace or towards managerial positions. When employee and company expectations diverge, open dialogue about new roles or pathways is preferable to insisting on a single development route.

Work-Family Balance and Long-Term Vision

Krasotkin's daily life is only differentiated by the balance between work and family, dedicating weekends to family time and leaving little room for individual hobbies. Traveling with his family is his greatest source of rest, and he occasionally plays chess online and follows mixed martial arts (UFC).

He considers raising his three children as his "timeless project," in which he invests the greatest effort alongside his wife, distinguishing it from software projects due to the absence of deadlines and the need for continual learning.

"In software projects, milestone and deliverable definitions are expected. In family, progress is ongoing and there is no definitive conclusion," reflects Krasotkin.

Altenar and Current Challenges: Sustainable Growth and Solid Culture

The case of Altenar illustrates a model of sustained growth in the sportsbook sector, based on the integration of international teams, a flexible organizational structure, and a culture that prioritizes responsibility and professional development of its members. Krasotkin, with over a decade of experience, bets on maintaining direct and transparent management, limiting hierarchy only to what is essential and emphasizing knowledge transfer and responsible leadership.