Landing a role at a leading affiliate & digital marketing holding is now a reality! Alfaleads Group HRD Anastasia Saveleva explains how to navigate your first interview, why cultural fit matters, and what kickstarts your career growth.
Anastasia, how does the hiring process at Alfaleads Group work — from application to the job offer?
At our holding company, it varies depending on the role and level. From the very start, our recruiters inform candidates about the number of steps and the expected timeline for feedback. No matter how many stages there are, we guide every candidate from the first interview to the job offer. It is our duty to make the experience smooth, transparent, and as stress-free as possible.
Your first interaction with us would be a screening interview with a recruiter, where you can get a closer look at our team, projects, and the role itself. Next comes an interview with the department head or team manager, and then we usually present the job offer.
What situations call for extra steps?
Additional steps are required for creative roles, certain technical positions, as well as roles involving financial responsibility or access to confidential information. Depending on the position, candidates may need an extra interview with the head of the entire unit, team members, and our CEO.
This is especially true for C-level positions, where additional interviews are a must. A few years ago, I went through a four-stage process myself — from a conversation with a recruiter to interviews with Alfaleads Group CEO Roman Manuylov and one of the company’s owners. These steps are crucial to ensure a proper fit between the leadership role and key team members.
During the first screening, what does a recruiter focus on?
The main goal of the screening interview is to get to know the candidate as a person and see if there’s a cultural fit. At this point, recruiters focus primarily on soft skills. Depending on the role, we pay attention to ethics and values, teamwork, flexibility and adaptability, results orientation, proactivity, and ambition. Hard skills are only assessed at a basic level during the first interview, since the recruiter is not an expert in every field. Technical depth is evaluated in later stages by the team lead or unit head.
I’d say we’re more likely to hire a less experienced candidate who is open, communicative, and motivated to grow than someone with more experience but less drive. Hard skills can always be developed — that’s what our education & development system is for.
Are there any unique methods you use during interviews?
We approach hiring with special care, keeping communication simple and human from the very first step. Our recruiters never apply stress interviews or any other harsh methods. I keep saying that interviews go both ways: we’re assessing the candidate, and they’re assessing us. It’s important that the applicant forms their impression of the company through our culture, values, communication style, and ethics.
“A recruiter at Alfaleads Group is, above all, someone nice to talk to — someone who helps candidates open up about their experience and shine a light on their achievements.”
Among the innovations we’ve introduced into our interview process, one stands as favourite with applicants. When recruiters talk about the company, they use a branded presentation that covers what matters most to candidates: work conditions, benefits, business goals and company structure. Candidates can also scan a QR code of our official website, so they can explore the details after the meeting.
What kind of replies do recruiters see as red flags?
The clearest red flag for us is negativity toward previous employers and frequent job change. It’s simple: people who hold grudges against their past workplace often carry toxicity with them. We are building a different corporate culture and it’s important to us that our future employees are in line with our values and ethics.
There’s one more pattern we’ve been seeing a lot lately, which I’d like to discuss separately. Sometimes a candidate won’t disclose their previous workplace, citing an NDA. Yet during the background check, we discover several short-term jobs hidden in that period — if not a made-up experience. We fully respect strict NDAs at other companies, but we cannot accept dishonesty when it comes to employment. Our industry is small enough, so it usually takes no more than two handshakes to get feedback about anyone. Please, keep this in mind.
How do you onboard team members at Alfaleads Group?
The onboarding journey at Alfaleads Group starts with a welcome meeting with our adaptation manager, who introduces the new hire to the company and expands on our values, goals and structure. It doesn’t stop there — the manager supports the newcomer for at least six months, staying in touch for any questions. They help with everything: getting access to systems, learning the workflows and even small things, like making coffee with our machine. In short, it’s about making sure the person feels part of the team from day one. Moreover, after the first HR meeting, there’s a series of introductions with the team lead, colleagues, and other departments to help the newcomer dive into processes and build connections.
What goals do newcomers have during the trial period, and how do you measure their success?
We never leave newcomers to “sink or swim.” Together with their manager and HRBP, every new hire sets clear goals for the trial period that lasts three to six months depending on the role and grade. These goals are always specific, measurable, and relevant to the business goals. At the same time, they are adaptable and tailored to the individual. We don’t follow a single template: we work in a high-risk field and bring together many areas of expertise, so the market landscape can change overnight, and we have to adjust our objectives accordingly.
During the trial period, we track progress month by month with regular meetings. We evaluate both the quality of work and their response to feedback. What we value most is initiative, strong communication, and smooth integration into the team.
At the end of the trial period, the new hire meets with their manager and HR to review achievements, strengths, and growth areas. We make sure to give detailed feedback and outline the next steps in the employee’s development.
What are the common challenges for new hires, and how do you help them through?
Top challenges are adaptation to our workflows, heavy information load, and our internal culture. Yet to keep stress levels low, we don’t overload newcomers from day one. In their early tasks, our new hires receive support and detailed guidance from their manager. We have an open-door policy and a strong culture of feedback.
Regular one-to-one meetings with the HRBP and manager help us not only track progress, but also quickly notice if something feels unclear, difficult, or uncomfortable for the employee. We address such issues with speed and care. Our core principles — support, transparency, and open dialogue — create an environment where everyone feels secure and ready to grow.
How are growth opportunities structured within the company?
Our system is designed for employees to grow simultaneously as professionals, individuals, and leaders. First of all, we encourage growth through practice. If someone is ready to take on new challenging tasks, we give them this opportunity — even if they haven’t formally reached a certain position yet. When there are no artificial barriers, employees are more motivated and advance faster.
Individual development plan is something we do for every employee: depending on their goals we map out horizontal and vertical development tracks. This way, they not only broaden their expertise but also step into leadership — develop relevant skills and manage teams. One-to-one meetings with the HRBP, internal training, and case discussions with experienced colleagues also provide support. We encourage participation in industry conferences and courses, and offer external educational programs and training funded by the company.
Most of our top managers have grown within the company. At Alfaleads Group, development isn’t a separate initiative, but a natural part of everyday work. At present, employees stay an average of three years with the company, and more than 10% have been here for over five years. With room to grow in any direction, people stay with us long-term.
What job openings at Alfaleads Group are a priority right now?
We’re expanding the CPA team at Alfaleads Network and, for the first time in five years, opening two top-level positions — Head of Affiliates and Head of Sales. This is a huge opportunity for iGaming professionals to land a role with strong growth and earning potential.
For these roles, we’re looking for strong leaders who are well-versed in iGaming market trends and can take the team to the next level. They will be responsible for sales and affiliate network growth strategies, budget plans, key metrics tracking, and strategy sessions contributions. At the same time, they won’t have to start from scratch: we’ve got a well-developed infrastructure, including sales support, CRM, payments, postback automation, integrations, financial and HR partnership.
If you or someone you know might be a fit, feel free to reach out to me on Telegram. Alfaleads Group rewards referrals of top talent — here’s the full list of open positions. For key roles, the referral bonus is higher.
One last question: what personally inspires you about working at Alfaleads Group?
My job at Alfaleads Group is so much more than just a professional journey — it’s a whole story about purpose, team and opportunity to grow every day. After two years with the company, I know that I’m truly in the right place.
“I’m always proud to talk about our team — these are talented, smart, and dedicated people who are a joy to work with and from whom you can learn every day.”
I’m deeply inspired by our corporate culture. Here you feel heard. Here your ideas matter, regardless of your position or time with the company. I see employees at all levels influencing important decisions. This atmosphere of engagement and respect is something I personally value. I connect with the leadership style of our company, built on trust and openness. It’s not about control, but about support, development, and shared victories. That’s why I’m always proud to talk about our team — these are talented, smart, and dedicated people who are a joy to work with and from whom you can learn every day.
And, of course, I love seeing our work deliver real value. We are trendsetters — setting new rules and bringing the boldest ideas to life. It gives a strong sense of being part of something meaningful, and constantly fuels our drive for results!
