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Watch: Itai Pazner outlines career path and leadership approach
Pazner, who today works with medium to large companies seeking to scale their operations, says his role focuses on helping organisations move to “the next step” by building stronger management structures and long-term business strategies. He describes his current work as guiding companies through the transition from established operators into “big and successful” players within their industries.
Pazner recounts his early professional background in marketing and regional development, beginning in Israel’s ISP sector before shifting toward the country’s emerging startup ecosystem in the early 2000s. During that period, he met the founders of 888 and joined the company in what he describes as an unexpected move into a UK-based marketing post. The UK was then one of the company’s first major markets and a crucial testing ground for its international ambitions.
Pazner’s responsibilities expanded as the business grew, taking him across multiple regions and business functions. He became involved in regional development, branding initiatives and sponsorship activities, gaining broad exposure to the operational challenges of a fast-growing iGaming company. His trajectory inside 888 eventually led him to senior leadership, including a seven-year tenure as chief marketing officer.
Following his period as CMO, Pazner moved into technology and B2B operations as COO, an area he says he was “super passionate” about. He later became CEO of the 888 group, a role he held for four years, overseeing the organisation during a period of sustained expansion and market diversification.
Pazner on micromanagement
Throughout the interview, Pazner describes a management style shaped by autonomy, trust and clear expectations. He says he believes in leading by example, maintaining high standards for himself and expecting the same from his teams. Rather than adopting a formal or heavily supervisory approach, he prefers to provide what he calls “directional guidance”, encouraging employees to take ownership of their work while knowing they can seek support when needed.
Pazner also speaks about the type of leaders he values: individuals who are “independent with a strong personal drive”, capable of executing objectives without close oversight. He adds that he steps in only when a team veers off course, offering support rather than micromanagement.
