We sat down with Julian Perigo, Founder and Managing Director Boston Link, to reflect on the company’s journey, the evolution of recruitment, and what the future holds for the industry.
As Boston Link marks 10 years in the recruitment industry, what significant changes have you observed, and how do you see the recruitment landscape evolving over the next decade?
The last decade has been transformative for recruitment, with several key shifts shaping how businesses hire and how talent moves across industries. One of the most significant changes we’ve witnessed is the rise of remote work, which was massively accelerated by the pandemic. When we first launched Boston Link, much of our focus was on relocating talent—bringing candidates into key jurisdictions like Malta, Gibraltar, and the Isle of Man, particularly for the gaming sector. Relocation was a critical part of recruitment then. But over the last few years, the emphasis has shifted, and today, there’s much more focus on hiring from a global talent pool, regardless of geographic location.
To put it into perspective, in the last 10 years, we’ve placed candidates from 47 nationalities across 35 countries. This shift toward remote work has opened up opportunities for companies to tap into talent globally. For example, a business registered and licensed in Malta might have employees spread across multiple countries, creating a truly global workforce. While this trend began before the pandemic, the pandemic undoubtedly accelerated it, and I believe it’s a shift that will continue to grow in the years ahead.
However, this move toward remote work cannot be universally replicated. Some industries, like aviation and pharmaceuticals, still require a physical presence. You can’t fly or repair a plane remotely, for instance. So, while remote work offers flexibility in many sectors, it’s not universal. What we’re seeing now is companies trying to strike the right balance between remote flexibility and in-office collaboration. This hybrid model is where I believe the future of work is headed. There will be companies that fully embrace remote work, and others that recognize the importance of in-person interaction for maintaining culture, fostering innovation, and integrating new talent.
Looking ahead, technology will undoubtedly play a major role in shaping the future of recruitment. When LinkedIn first came onto the scene, many thought it would replace the need for recruiters. Instead, it became a tool that enhanced our capabilities. I see AI following a similar path. AI will streamline administrative tasks, making the recruitment process more efficient. However, the human element—understanding a company’s culture, assessing a candidate’s emotional intelligence, and making nuanced decisions about fit—remains irreplaceable. While technology will help recruiters be more efficient, it won’t eliminate the need for experienced recruiters who can build relationships and offer insights that technology alone can’t provide.
In parallel with these shifts, the nature of recruitment itself has evolved. When we launched Boston Link, we saw an opportunity to focus on specialisation in recruitment—offering a more tailored and expert service for niche sectors like gaming, finance, and affiliate marketing. We also developed specialisations at the role level. For instance, we have consultants focused solely on compliance roles in the gaming sector or on accountants in financial services. Back then, many recruitment firms took a generalist approach, but we recognized the value of building in-depth knowledge in specific industries and roles. That specialisation has been a key factor in our success and will continue to guide us as we move forward. It enabled us to build long-term relationships with clients and candidates who trust us.
In short, the future of recruitment will be defined by a blend of technological advancement, industry insights and the enduring value of human connection. Companies will need to navigate the complexities of a more global, remote workforce while relying on specialised expertise to find the right talent in an increasingly competitive market.
What trends are you seeing among candidates in terms of what they value most when considering new opportunities?
It’s clear that money is no longer the sole motivator for candidates, and that’s something we’ve seen increasingly over the last few years. While compensation is important, especially with rising living costs and inflation, candidates today are looking for much more. Flexibility, work-life balance, and shared values with their employers are critical factors.
During the pandemic, we experienced “The Great Resignation,” where many people re-evaluated their work and made major career changes. Interestingly, over the past 18 months, it’s flipped. We’ve entered what is being called “The Great Retention,” where candidates are less eager to move jobs. They are taking their time, being selective, and many are staying put because their current employers are doing a better job of meeting their needs—whether that’s through flexible working conditions, professional development opportunities, or alignment on values.
That said, the recruitment process has become more challenging in some ways. While candidates are open to exploring opportunities, converting interviews into job placements has become tougher. Companies that understand this balance between salary, lifestyle, and culture are the ones succeeding in retaining talent.
Boston Link works closely with the gaming industry. Are there specific jurisdictions that are seeing increased demand, and where do you see the gaming industry expanding over the next few years?
There’s definitely been a shift in focus when it comes to certain jurisdictions. Malta remains our core market, and it’s still a very popular place for businesses and professionals alike. However, over the last few years, we’ve seen significant growth in Cyprus. It’s a desirable location for many, and the island has more space to accommodate population growth. We recently launched our business in Cyprus, and we’re seeing strong demand not only in gaming, but in sectors like Forex and financial services.
Another market that has been gaining traction is the Middle East, particularly Dubai. Many gaming and financial companies that were previously focused on regions like Malta, Gibraltar, or the UK are now shifting their attention to Dubai due to its business-friendly environment and growing market opportunities. The Middle East is becoming a hub for the gaming industry, with its own regulatory frameworks being developed to support growth in this sector.
On the flip side, the US market has developed rapidly since the deregulation of gaming in certain states. However, unlike other regions, the US has become more of a closed market, where US companies and talent dominate. European companies that initially tried to break into the US market often found it challenging and have since pulled back.
Overall, I see the Middle East and Cyprus as key growth areas for us in the gaming and Fintech industries. The demand for talent in these jurisdictions will likely continue to rise as more companies look to expand their operations there.
Are there any specific roles or departments where you see the market being more dynamic lately?
Yes, we’ve seen particular demand in a few key areas. Compliance has been a hot topic for several years now, and that’s not changing anytime soon. Compliance departments within gaming and finance continue to grow as companies face increasing regulatory scrutiny. Alongside this, finance departments have also expanded, with companies requiring more financial rigor and oversight. Today, businesses are more focused on return on investment, business cases, and financial analysis than they were a decade ago.
Additionally, we’re noticing that technology roles, particularly in data, are growing significantly. Data departments didn’t really exist in many gaming companies when we first started Boston Link, but now they are integral. A 500-person gaming company could have a data team of 80 to 100 people, and the demand for data-driven decisions is only going to increase. While AI might change the way some roles are structured, creating efficiencies and possibly reducing headcount in certain areas, it will also lead to the creation of new roles that we haven’t even imagined yet.
Looking back over the last decade, what has been Boston Link’s greatest challenge, and how has it shaped the company?
Recruitment is a people business, and our biggest asset is our people. Building lasting relationships with candidates and clients is essential, and we’ve always known that the only way to achieve that is to create a work environment where our team feels motivated, supported, and engaged.
Trends can come and go, technology evolves, times are changing, but there is one constant over the past 10 years, that will remain there for the next 10 years and beyond: the importance of building relationships
Our clients and candidates don’t want to deal with a new Consultant every few months. They want consistency, and they want to work with someone who understands their needs and can guide them over time. So, for us, the challenge has been making sure that we’re an employer of choice, that we offer flexibility, and a supportive culture for our own team.
If you think about the next 10 years, how would you like the next phase of Boston Link’s journey to look?
I’d like the next 10 years and beyond to be built on the strong foundations we’ve created over the past decade. For me, it’s important that we remain a consistent, reliable partner for our clients and candidates. We’ve developed long-lasting relationships in the gaming, financial services, and tech industries, and I want us to continue evolving within those markets while expanding into new ones.
Growth is certainly on the horizon, but it has to be sustainable growth, whether that’s in new markets or new industries. But more than just numbers or profitability, I want Boston Link to stay true to its values. Those values—authenticity, professionalism, and trustworthiness—will guide us as we take on new opportunities.
Supporting causes and giving back to the community will continue to be a priority for us. Over the past 10 years, we’ve contributed to a variety of charitable causes, both financially and through hands-on involvement, like our partnership with the President’s Trust in Malta. This commitment to corporate social responsibility will be just as important in the next decade as it has been in the first.