Konstantina Schiza is the group legal director of Kaizen Gaming, one of the fastest growing GameTech companies in the world, operating two brands in 14 countries across Europe, Canada, Latin America. and Africa.  

The building and shaping of a high-performing international legal team have been one of her key contributions in supporting the company’s growth and expansion into new markets and the successful resolution of legal challenges. Under her guidance, the legal team has evolved into a dynamic and cohesive unit, capable of tackling the complex legal challenges inherent in the gametech industry, both domestically and internationally, through an environment where innovation, collaboration, and professional growth are not just encouraged, but deeply ingrained.  

Konstantina’s commitment to diversity and inclusion within the legal department has resulted in a team that reflects a wide range of perspectives and backgrounds, enriching the quality of legal advice and problem-solving. Her leadership extends beyond the confines of the legal department. She has been a key advocate for cross-functional collaboration, working seamlessly with other departments to align legal strategies with broader company goals.  

In her previous role as head of legal counsel for Victus Networks, she led the establishment of a company, which emerged in the telecoms market through a ground-breaking deal between Vodafone Greece and Wind Hellas, two of Greece’s more recognisable and innovative mobile operators.  

She was a member of the company’s management team and secretary to the board of directors, as well as company’s compliance specialist, monitoring on-going compliance with its contractual obligations with its shareholders and with the legal and regulatory framework of telecoms industry. She oversaw the Competition law, anti-bribery, information security and data privacy processes, while conducting internal audits and trainings and participating in the development and implementation of the company’s policies, processes, and procedures. 

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense? 

In my previous role as litigation manager within the legal and regulatory affairs department of Wind Hellas, I established and led the in-house litigation department, which managed a large scale of litigation issues.  

What contributed to the transformation of the legal department, with the establishment of a new sub-department, was a successful process aiming to change the as-is model by engaging a panel of external legal resources which better suited business needs. This process led to a more effective and cost-efficient way of handling litigation cases, the provision of high-quality services, accompanied by a significant fee reduction.  

Having taken the leading role during this process, I succeeded in increasing the operational efficiency of the in-house legal department via the organisation and supervision of a centralised model of monitoring the total company’s cases. As a result, the budget and internal resources of the legal department were successfully managed.