People First, Always: How SayGames Builds a Human-Centered Company at Scale

Alongside these metrics runs another story — less visible, but fundamental to how the company operates. It is shaped not by declared values, but by experience: growing from a small group of friends into a global business, and deliberately carrying the same approach to people through each stage of that growth.

From Early Team Dynamics to a Scalable Operating Model

SayGames began as a small, close-knit team — and many of its earliest employees are still with the company today. Together, they went through every phase of growth: rapid scaling, international expansion, relocation, and the increasing operational complexity that comes with building a global business. The approach to people that formed in those early days was not designed as a cultural framework; it emerged naturally and, over time, proved to be a structural advantage. Preserving it became a deliberate choice.

As the company grew, this approach evolved from intuition into practice. Today, SayGames consciously manages headcount growth and avoids rigid corporate structures — not out of sentiment, but because this model has consistently shown better long-term results. Complexity increases, roles expand, and expectations rise, but the underlying logic remains the same: sustainable performance is built by people who are trusted, well-informed, and treated as adults.

This logic becomes especially tangible in the context of relocation. Many employees live outside their home countries; some moved with families, while others left close relatives behind. Relocation adds a constant layer of background stress that inevitably affects daily life and work. Acknowledging this reality — and responding to it — is not a separate initiative, but an integral part of SayGames’ HR practice. As HR Business Partner Sasha Melnova puts it: “We know what’s going on in people’s lives. Sometimes more than we should. But it helps us support them as whole human beings, not just as employees.”

Autonomy as an Adult Agreement

Humanity becomes not just a value, but a management principle. The company’s flexibility in supporting employees through personal challenges is paired with an expectation of openness and responsibility on the other side. SayGames is prepared to temporarily reduce expectations, redistribute workload, or offer additional paid breaks when someone is navigating a difficult period. 

At the same time, these relationships are reciprocal. Employees are expected to be transparent about their circumstances, mature in communication, and responsible in how they manage their commitments. Autonomy at SayGames is not freedom from responsibility — it is freedom with responsibility, grounded in trust and adult-to-adult partnership.

This philosophy begins at hiring. SayGames welcomes people who thrive in self-directed environments — not because it sounds modern, but because the business genuinely depends on it. HR evaluates maturity, independence, adaptability, and the ability to learn quickly. Christina Stanelik, Head Creative Delivery, says: “And we say this openly during interviews and onboarding: once you’re here, you start with a lot of trust”.

Then there are no rigid KPIs or OKRs. Team leads set high-level expectations, and the rest evolves with context, priorities, and the individual’s growth. This flexibility is reinforced by a strong sense of shared ownership across teams. “What I love about our teams is that no one works in isolation. There’s no ‘we’ve done our part’ mindset. People understand how their work affects others — and with our internal analytics, they can see its impact on the business. That visibility is incredibly motivating”, — Christina comments.

This same trust-based logic extends to how work is organized day to day. Employees may start their work days early, late, or anywhere in between. What matters is not the hour they appear online or in the office but the quality of their work — and respect for other people’s workflows. “If someone comes to the office at 3 p.m., it doesn’t mean for us they weren’t working before. We don’t track hours. We trust people to be adults”, — Sasha explains.

Mistakes, too, are treated as a natural part of learning rather than a reason to punish. “We love the phrase of our founders: ‘The only person who doesn’t make mistakes is the one who doesn’t try.’ It describes us perfectly”, — Sasha adds. Christina shares the creative teams’ experience: “In the creative team, we’re very deliberate about one simple idea: there’s no such thing as a bad result. Every outcome is information. There’s no failed task — just the next iteration, shaped by feedback. We don’t approve people — we trust them”.

Christina continues: “As teams grow, preserving autonomy becomes both harder and more important. That’s where team leads and managers really matter. They’re not controllers — they’re guides. They help newcomers adapt to an environment that can feel like a new school at first, where you learn the rules not from instructions, but through observation, listening, and working with others.”

Learning Without Barriers: 100% Company-Funded Development

This level of autonomy would not work without another pillar of the culture: continuous learning. The company fully compensates for education that is relevant to an employee’s professional development — and refusals are extremely rare. Lead HR Manager Daria Belanovich tells: “We’ve barely ever said no — only when a course truly didn’t match the role. And even then, we tried to suggest something better.” The only expectation is that employees share the value they gained, whether through improved workflows, a workshop, a guide, or simply better daily performance. 

Karina Jdanova, Recruiter, adds: “I genuinely love learning. Over more than four years at SayGames, I’ve taken part in many different formats — from webinars to academic courses — and learning has become a continuous process rather than a one-off activity for me. It’s a meaningful benefit, especially in gamedev, where change is constant. The ability to choose the direction and focus of my development helps me stay relevant and motivated. And it’s great that the company actively supports this — because the knowledge gained through learning strengthens the whole team”.

Importantly, SayGames does not impose learning formats or force participation. Many initiatives grow organically from within teams themselves. In one case, a coaching experience sparked an internal routine of continuous learning: colleagues began dividing topics, meeting to exchange knowledge, and introducing small but steady improvements throughout the year. The idea quickly proved contagious — other teams later adopted similar approaches, adding more structure and intention to their own development.

Wellbeing: From Everyday Comfort to Long-Distance Care

Wellbeing at SayGames is practical, not performative. 

The company offers comprehensive medical reimbursement — including support for up to three close relatives — along with help navigating relocation, legalization, and everyday administrative issues. “For people living far from family, the ability to insure parents or siblings — and know that they will receive support if something happens — is a significant emotional anchor”, — Darya comments.

Sports benefits are fully flexible: employees can choose any activity they prefer, from gym memberships to yoga or swimming. Relocation support is equally human-centered and extends to partners even without an official marriage, focusing on real-life stability rather than formalities.

Katerina Kretova Diogenous, Relocation & People Support Manager, adds: “For families, relocation can be especially stressful — new schools, new languages, medical questions, even moving with pets. People need to hear a calm, reassuring voice that tells them everything will be fine. That’s why I stay closely connected with them throughout the entire process. Even before the move, I often speak with spouses as well, because relocation always affects the whole family.”

Team-building off-sites follow the same logic. Teams design them independently, combining learning with shared experiences. These trips often include workshops and strategy sessions alongside hiking, rafting, cooking classes, or local exploration. In Cyprus, that might mean yacht trips, wineries, or regional food experiences — time to reconnect, recharge, and think together.

Iryna Prakapenia, Financial Controller, shares: “My team genuinely enjoys working together — and spending time together, too. Honestly, it gives us a huge boost of motivation and energy in our projects. We get inspired by each other’s ideas, listen closely, support one another, and find new points of growth. We’ve even started a tradition of hiking together — a way to unwind after work sessions. We end the day sitting around a campfire. And every time, I catch myself thinking: “I don’t know a team better than mine.”

Across all these initiatives, the principle remains the same: employees should be able to focus on their work without being overwhelmed by logistics or life complications. SayGames aims to remove obstacles wherever possible — a practical foundation for wellbeing and long-term stability.

More Than Metrics

In the end, SayGames’ strongest asset isn’t its scale or its download numbers. It’s the people who choose to grow with the company — and the culture that allows them to do so without losing themselves along the way.

Trust, autonomy, and genuine care aren’t side projects here. They shape how work gets done, how decisions are made, and how the company continues to move forward — even as it grows.