Leah Neutel, Head of Malmö Studio at Relax Gaming.07/08/26
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Focus Gaming News spoke to Leah Neutel, Head of Malmö Studio at Relax Gaming, about her leadership journey and her nomination for a Women in Gaming Award
Exclusive interview.- Leadership, culture and talent development have become some of the most important competitive advantages in the modern igaming industry. As studios scale, technology evolves and player expectations continue to rise, the ability to build high-performing teams and create environments where people can thrive is increasingly shaping long-term success just as much as product innovation
In this exclusive interview with Focus Gaming News,Leah Neutel, head of Malmö Studio at Relax Gaming and a finalist for Leader of the Yearat the Women in Gaming Awards 2026, reflects on her leadership journey, the lessons learnt from guiding teams through growth and change, and the principles that underpin Relax Gaming’s studio culture. She also shares her views on talent retention, people-focused innovation, and the qualities the next generation of igaming leaders will need to balance commercial performance with empowered, high-performing teams.
First of all, congratulations on being recognised as a finalist for Leader of the Year at the Women in Gaming Awards 2026. What did that nomination mean to you personally, and how did you reflect on it in the context of your journey at Relax Gaming?
The nomination meant a great deal to me, both professionally and personally. Leadership is something I have invested a significant amount of time and energy into throughout my career, so to be recognised for something that matters so deeply to me was incredibly meaningful. Equally, to be nominated by my colleagues and team is a reminder that leadership is ultimately about people
Reflecting on the nomination, I realised how much of my leadership journey has been shaped by my time at Relax Gaming. I did not set out with a grand ambition to become a leader here. Instead, it happened gradually through taking ownership, stepping into challenges, supporting the people around me, and helping drive the studio towards increasingly ambitious goals. One of the most rewarding parts of my role is creating an environment where individuals feel empowered, trusted, and able to do their best work.
Over the past five years, I have had the opportunity to lead teams through growth, change, and continuous evolution. Those experiences have taught me that leadership is rarely about having all the answers. It is about creating clarity during uncertainty, building trust, and helping people perform at their best while feeling supported and valued along the way
Working across production, technical, operational, and creative disciplines has also reinforced the importance of adaptability. Different teams need different things from their leaders, and I have learnt that effective leadership starts with listening, understanding, and meeting people where they are
Looking back, every challenge, organisational change and shift in direction has helped shape the leader I am today
Leadership in game development often requires balancing creativity, commercial priorities, and team wellbeing all at once. How do you approach that balance in your role leading the Malmö Studio?
I believe it starts with having absolute clarity on where you are heading and ensuring the entire team understands both the vision and the reasons behind it. When people can see how their work contributes to a larger goal, creativity, commercial success, and team engagement become far more aligned rather than competing priorities
At the Malmö Studio, we are ambitious about creating great games, and I see that ambition as a strength. My role is to channel that ambition in a way that supports our strategic objectives while ensuring we deliver sustainable results. Commercial priorities are important, but they are most effectively achieved when teams feel ownership, take pride in what they create and understand the impact of their work
A significant part of my focus has been building and maintaining a culture of accountability, collaboration, and trust. I set high standards, but I also want people to feel comfortable being themselves, challenging ideas and supporting one another. In creative industries, the best outcomes rarely come from pressure alone. They come from environments where talented people feel empowered to do their best work
For me, leadership is about creating the conditions for both performance and wellbeing to thrive. Ambition and compassion are not opposing forces. They reinforce one another. When people feel valued, supported and connected to a meaningful goal, they consistently achieve exceptional results
Relax Gaming has built a strong reputation not only for its products, but also for the talent behind them. In your view, what are the foundations of a studio culture where people can genuinely thrive and do their best work?
For me, great studio culture starts with trust, clarity, and accountability. People do their best work when they understand what is expected of them, how their work contributes to the wider business, and when they feel trusted to make decisions within their area of expertise
At Relax Gaming, we have always placed significant value on hiring talented people and then creating an environment where they can succeed. That means providing clear direction while avoiding unnecessary bureaucracy, encouraging collaboration across disciplines, and ensuring people have the autonomy to take ownership of their work
I also believe psychological safety is essential. The best ideas often come from people who feel comfortable challenging assumptions, sharing concerns and contributing different perspectives. Innovation is difficult to achieve if people are afraid to speak up
As a leader, I see culture as something that requires constant attention. It is shaped by the behaviours that are recognised, the standards that are upheld and the way decisions are made every day. When people feel respected, trusted and connected to a shared purpose, performance naturally follows
Great teams are rarely built by accident. When it comes to attracting, developing, and retaining talent, what do you believe companies in the igaming space still underestimate?
One area I believe is still underestimated is the importance of long-term career development. Talented people are not only looking for a role. They are looking for opportunities to grow, learn, and increase their impact over time
The industry often focuses heavily on recruitment, but retaining exceptional talent requires just as much attention. People want meaningful challenges, clear progression paths, strong leadership, and an understanding of how their work contributes to business success
I also think companies sometimes underestimate the importance of investing in leadership capability. The quality of someone’s direct manager has an enormous influence on engagement, performance, and retention. Strong leaders create clarity, remove obstacles, develop future leaders, and help individuals reach their potential
The organisations that will continue to attract and retain the best talent are those that view people development as a strategic investment rather than a supporting function
“I also think companies sometimes underestimate the importance of investing in leadership capability.”
Leah Neutel, head of Malmö Studio at Relax Gaming
You were also a finalist for Star of the Future in 2025, and now for Leader of the Year in 2026. How has your own leadership style evolved over the past few years, and what lessons have shaped you the most along the way?
My leadership style has evolved significantly as my responsibilities have grown
Earlier in my career, I was heavily focused on execution and solving problems directly. As I moved into more senior leadership roles, I realised that long-term success comes from building the right environment, structures, and leadership teams rather than being the person with all the answers right away
One of the biggest lessons I have learned is the importance of leading through others. Scaling a studio requires empowering talented people, providing clarity and support, and trusting them to make decisions. The goal is not to create dependency on a leader. It is to create capability throughout the organisation
I have also become much more conscious of the importance of communication. During periods of growth, change or uncertainty, people look to leaders for clarity and context. Being transparent, consistent, and genuinely approachable has become one of the most important aspects of my role
Above all, I have learned thatleadership is not about authority. It is about responsibility. The more senior you become, the greater your responsibility is to create an environment where others can succeed
The industry talks a lot about innovation in products, but perhaps not enough about innovation in people management. Are there any specific practices, values, or ways of working that you believe have helped Relax Gaming create an environment where talent can grow?
One of the things I value most at Relax Gaming isthe level of ownershippeople are encouraged to take. We trust talented individuals to make decisions, solve problems, and contribute beyond the boundaries of their job titles
From a leadership perspective, I believe growth happens when people are given both support and a challenge. Creating opportunities for individuals to step into new responsibilities, lead initiatives and develop new skills is one of the most effective ways to build capability within an organisation
We also place a strong emphasis on collaboration. Some of the most valuable learning opportunities happen when people work across functions, disciplines, and locations. Bringing different perspectives together not only improves outcomes but also accelerates individual development
Most importantly, there is a genuine belief that people are central to the success of the business. Technology, products, and processes are all important, but ultimately it is talented people who drive innovation, solve complex problems, and create long-term success
Finally, as the industry continues to evolve, what do you think the next generation of leaders in igaming will need to get right, both in terms of business performance and in building teams that feel inspired, supported, and empowered?
The industry is becoming increasingly complex, which means future leaders will need to be comfortable operating across various disciplines, such as strategy, technology, operations, and people leadership simultaneously
From a business perspective, leaders will need to balance innovation with execution. Having a strong vision is important, but the ability to consistently deliver results, scale effectively and adapt to changing market conditions will be equally critical
On the people side, I believe the most successful leaders will be those who understand that high performance and employee wellbeing are not competing priorities. The strongest organisations create environments where people feel challenged, supported and connected to a meaningful purpose
Future leaders will also need to embrace continuous learning. Technology, player expectations, and ways of working are evolving rapidly, and leadership approaches must evolve alongside them
“From a business perspective, leaders will need to balance innovation with execution.”
Leah Neutel, head of Malmö Studio at Relax Gaming
Ultimately, the leaders who will have the greatest impact are those who can combine commercial thinking with empathy, operational excellence with adaptability, and ambitious goals with a genuine commitment to helping people succeed. Those qualities will always be relevant, regardless of how much the industry changes
