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“The gaming industry operates in a highly competitive talent market, particularly for digital, technology, data, AI and product roles,” he says.
Skinner also says perceptions of the industry can hinder recruitment.
“Many talented individuals simply don’t understand the breadth of careers available in gaming and lotteries, while others have preconceived views about the sector itself,” he continues.
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Before moving to the private sector, Rodano served as the director of remote gaming at Italy’s regulator, Agenzia Dogane e Monopoli, for almost a decade.
He played a significant part in establishing Italy’s national online gaming framework and liaised with international regulatory bodies.
During his time in the role he also acted a member of an EU-formed group for gaming experts. Overall Rodano has spent 20 years in the sector.
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Now, the focus is on what the company does with the additional capacity AI has created. Six months ago, Cubeia’s experiment was essentially about replacing human-written code with AI-generated code.
Since then, it has evolved into something broader: a different development pipeline, a different role for developers and quality assurance (QA), a different way of organising teams and, increasingly, a different relationship with customers.
Cubeia’s first phase was an open approach to AI. Developers could use it whenever they wanted. Phase two brought structure, with everyone using the same agents and working through the same AI-driven pipeline. That required Cubeia to solve questions around quality, reliability and how agents could work together, while getting employees comfortable with the new way of working. Grenstad believes that work has largely been completed.
