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High 5 Games has added Chris Armes, Chief Technology Officer to their executive leadership team.
Chris brings 25 years of experience in managing global engineering teams for Fortune 100 companies to High 5 Games. He hasn’t looked back since he joined iGaming in 2017 and compares the burgeoning market to the dotcom boom of the mid- to late 1990s.
Chris is the CTO and works closely with Jerry Wilson who is responsible for creative strategy at High 5 Games. Gino Fratto is another ally Chris relies on to help meet his deliverables. He leads the product management and project management teams.
Chris was put in the spotlight by us to answer some questions about his journey to High 5 Games, how he manages his team and the opportunities and challenges presented by his new position.
Please tell us how you got here.
Chris: I have a background in software engineering and software development on large-scale, international projects. Over the course of my career, I have had the privilege of managing high-performing teams around the globe. My strength is my ability to balance customer and product needs in every organization I have led technology. This allows me to ensure that any solution my team creates is sustainable and successful.
What do you think of your role as High 5 Games’ CTO?
Chris: My responsibility is to lead the development and implementation the technology strategy at High 5 Games. This includes everything, from developing platforms to the technology that powers H5G’s top-selling games. In my role as CTO, another important process I manage is the deployment and testing of new products before they go to market.
What are the best ways to create and sustain a technical team within the iGaming industry?
Chris: You and your business can only be as successful as the people you hire. This is why having the best technical team is key to your success. iGaming today is reminiscent of the dotcom boom, when business differentiation was achieved by recruiting people with the right experience. Although it is possible to have a global business, close collaboration is essential to ensure that everyone gets the best out of each person.
How can you approach the task of aligning engineers and developers with the larger business objectives?
Chris : It is important for all employees to understand the value of their work, and how it contributes towards the company’s vision. This can be done by communicating these goals to everyone in the organization. These goals should be communicated to everyone so they become part of the culture. Balance between technological innovation and time to market is often the biggest challenge. Product managers and engineers must be able to deliver solutions using a phased approach. Agile helps ensure continuous innovation and prevents bottlenecks that can occur when a final product is not available at once.
How can you balance the need for innovation and the stability and reliability needed in a tech environment.
Chris : It is important to establish a consistent release schedule for new products and features that accounts for quality and time. It’s better to wait until a technical solution is ready before releasing it. This will prevent customers from having a bad experience. Another important consideration in project planning is the ‘tech debt’ that can build up when you choose a quick fix over a more complex, time-consuming solution. My goal is to create an environment in which we can solve problems and constantly disrupt, so that time can be built into sprints for innovation.
“As a leader in a tech company, you and your business are only as great as the team you create. This is why having the best technical team is key to your success.”
