"CTO in Focus" Ghislain Gaucher, Celesta
- Kevin Jones
- Jun 23
- 4 min read
In this edition of Gaming Eminence’s CTO in Focus, we speak with Ghislain Gaucher, CTO, CIO, and DPO at Celesta—a rare trifecta that places him at the heart of both technological innovation and institutional trust. With oversight spanning architecture, strategy, and data governance, Gaucher brings a layered perspective to what it means to build responsibly in one of the most tightly regulated corners of tech. In this conversation, he unpacks how his leadership philosophy has evolved, why the most effective decisions often happen before problems arise, and how his teams are preparing for an era shaped by AI, cryptographic transparency, and ethical design.
Gaming Eminence: You’ve held multiple senior technology roles, but now you also wear the hats of CIO and DPO. What personal convictions or philosophies have guided you in navigating such a layered mandate—and how has your view of technical leadership evolved over time as a result?
Ghislain Gaucher: "Over the years, I have taken on many leadership roles. I have learned that being a good CTO is not just about knowing technology. It is about understanding how technology helps a business succeed.
One of my fundamental principles is that technical leadership needs to be flexible. The landscape of technology changes so fast, and the best leaders are those who can move with it at the same time, balancing new ideas with implementation. I have always been driven to build teams that don't just keep pace with trends but thoughtfully examine how technology can solve real business problems.
Over time, my thinking shifted from a pure focus on engineering excellence to a more cross-functional, strategic perspective. A good CTO is not just a technical expert but must also be a strong communicator, the liaison between technology groups and company executives. Success comes from achieving alignment of technology with company goals, synergy, and ensuring innovation is both meaningful and lasting.
The best part of this adventure has been helping organizations grow, helping teams work through difficult problems, and turning technology not just into a tool, but into a force for growth and change."
Gaming Eminence: Every CTO has a fingerprint—a signature style of building systems, teams, and cultures. What would you say is distinctly “you” in the way technology is being shaped at Celesta today?
GG: "I think my style of working is more about creating technology that is easy to grow and evolve. I focus on creating strong foundations, such as system design, team culture, or methods of working, so that when the company expands, technology assists that expansion rather than hindering it.
To me, it is also about empowering teams. I like to get great talent in place, give them the proper tools and independence, and craft a culture where innovation and ownership go together. When people feel motivated and trusted, they design better systems and resolve issues more effectively.
At Celesta, technology isn't just helping the business, it is changing it. My job is to ensure we are always facing the future, making smart tech choices that weigh speed against longevity, and creating something that is going to last."
Gaming Eminence: When you think back on a recent high-stakes technical decision at Celesta perhaps something others would have handled differently-what made your approach unique? What did you see that others might have missed?
GG: "To be honest, I haven't had to make any risky technical decisions recently, and that's quite on purpose. One of my mantras as a CTO is to get it right up front, with diligent attention to architecture, scalability, and clarity of scope. The idea being to not have to make risky or reactive decisions further down the road.
What I have discovered in the long term is that many 'big' decisions are actually made because of earlier shortcuts or rushed compromises. So instead, I seek to foster a culture of technical diligence and thoughtful planning. It is less glamorous, maybe, but it is what protects the product, the momentum of the team, and the reputation of the company in the future.
If anything sets my approach apart, it is that I view stability and forward thinking as strategic assets, not signs of inaction."
Gaming Eminence: You operate at the nexus of innovation and governance—two forces often in tension. How do you personally reconcile the creative push to experiment with the rigor of data protection and compliance? Is there a principle or mental model you return to when the two collide?
GG: "I don’t see data protection and compliance as blockers to innovation, they are what make real, lasting innovation possible. Trust is everything, and if we don’t handle security and privacy the right way from the start, whatever we build won’t stand the test of time.
For me, the key is making compliance part of the process, not an afterthought. I work closely with teams to make sure security and privacy are baked in early, so we are not scrambling to fix things later.
When there is a tension between moving fast and staying compliant, I always remind myself: protecting data is not just about rules, it is about responsibility. If we do that right, we create a solid foundation where we can keep pushing boundaries without compromise."
Gaming Eminence: Looking at the horizon of gambling tech—from AI pattern recognition to cryptographic transparency—what excites you not just as a CTO, but as a curious technologist? Where do you personally feel the next intellectual frontier lies, and how are you preparing your teams to meet it?
GG: "Most thrilling to me is how technology is opening gambling to more transparency, security, and personalisation. AI pattern recognition is transforming the game in everything from fraud prevention to responsible gaming, while blockchain and cryptographic transparency are creating a new level of trust between platforms and players.
For me, the second priority area is how we square these emerging advances with ethics. AI can personalise experience in profound ways but also brings enormous questions of fairness and accountability.
I push my teams to be curious and get out in front. We test, question what we believe we know, and think about how these technologies will impact the future, not only the industry, but the end-users as well. It is not necessarily about creating interesting technology, it is about making sure that we do it correctly."
