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From Member to Leader: How iGaming Leader Mastermind Is Scaling with a Fractional Growth Expert

By jili tutorial · September 17, 2026

From Member to Leader: How iGaming Leader Mastermind Is Scaling with a Fractional Growth Expert

Introduction: A Strategic Hire in the Online Gambling Peer Network

The iGaming industry is known for fierce competition, tight margins, and constant regulatory shifts. For executives at the VP and director levels, navigating this landscape alone can be isolating. That’s where peer advisory networks come in—and one of the most prominent, iGaming Leader Mastermind, has just made a significant leadership move. The organisation has appointed Michael Baker-Mosley as its first Fractional Chief Growth Officer, signalling a shift from a founder-led community to a more formally structured commercial entity.

This article unpacks the appointment, explains what a fractional CGO does, and explores why the Mastermind model is gaining traction among iGaming leaders. All original facts from the announcement are preserved, but we add context, examples, and strategic insight.

The Appointment: Michael Baker-Mosley Takes the Growth Reins

Who Is Michael Baker-Mosley?

Michael Baker-Mosley is not new to the Mastermind—he has been a paying member for 18 months and an ambassador since March 2026. His familiarity with the platform’s culture and value proposition was a key reason for the hire. Before stepping into this permanent c-level role, he held several senior marketing positions across the iGaming ecosystem:

This mix of B2B brand-building, growth strategy, and hands-on marketing makes him a natural fit for a network that serves B2B decision-makers.

What Is a Fractional Chief Growth Officer?

A fractional CGO is a part-time, executive-level leader who works with a company on a contract or retainer basis—typically for 2–4 days per week. Unlike a full-time CGO, the fractional model allows organisations to access top-tier talent without the overhead of a permanent executive salary. For iGaming Leader Mastermind, which is still a relatively small peer group, this approach offers flexibility while enabling rapid scaling of its commercial engine.

Example in practice: A fractional CGO might spend the first month auditing current member acquisition channels, then design a multi-channel lead generation campaign—without needing to build an in-house marketing team.

The Mastermind Concept: Why Peer-to-Peer Networks Matter in iGaming

Beyond Networking: Real Problem Solving

iGaming Leader Mastermind is headquartered in Malta, a global hub for online gambling. The organisation functions as a peer-to-peer advisory network for executives, VPs, and directors. Members meet (virtually and in person) to share knowledge, discuss challenges, and offer candid advice—something that’s rare in a competitive industry where most conversations happen behind NDAs.

Founder Leo Judkins, former Director of Retention at BetVictor, launched the Mastermind to fill a gap: “Founders and senior leaders don’t have to figure everything out alone,” as Baker-Mosley later echoed. The platform covers topics such as:

How the Mastermind Differs from Traditional Consultancy

Unlike hiring a consultant, Mastermind members gain ongoing access to a rotating group of peers facing similar pressures. Baker-Mosley highlighted this in his comment: “There are very few places where you can sit alongside people facing the same pressures and decisions as you, talk openly and get genuinely useful perspectives from people who understand the position you’re in.”

This creates a feedback loop where both giving and receiving advice sharpens decision-making.

What the New Structure Means for Members

A Two-Pronged Leadership Model

Under the new c-level structure, Leo Judkins will focus on enhancing the core peer-to-peer platform—improving member experience, facilitating better discussions, and curating the community. Meanwhile, Baker-Mosley will build out the commercial engine behind it: member acquisition, sales, and marketing.

This separation of duties is common in growth-stage communities. One leader nurtures the product and culture; the other scales the revenue and reach. It mirrors how companies like Mastermind Groups (general business peer groups) or YPO (Young Presidents’ Organization) evolved from founder-led clubs to professionally managed organisations.

Immediate Priorities Before SBC Summit Lisbon

Both Judkins and Baker-Mosley will attend SBC Summit Lisbon later this month. The work on the new growth strategy begins immediately before the event and will ramp up after. The timing is strategic: SBC Summit is one of the largest iGaming trade shows, offering direct access to potential new members, partners, and industry influencers.

Example initiative: A targeted outreach campaign to C-level executives attending the summit, using personalised invitations to join a private Mastermind roundtable on site.

Background: From iGaming Marketing Veteran to Community Builder

The B2B Growth Playbook

Baker-Mosley’s career arc—from brand marketing at Kambi to fractional CMO roles—demonstrates a deep understanding of B2B SaaS growth in iGaming. At Kambi, he oversaw brand marketing for a firm that powers sportsbooks for operators like DraftKings and Rush Street Interactive. At iGP, he led marketing for a platform provider. This B2B focus aligns perfectly with the Mastermind’s target audience: senior leaders at iGaming suppliers, operators, and support services.

Why He Chose the Mastermind Over a Full-Time Corporate Role

In his own words: “I’ve spent much of my career building B2B brands and growth engines, but this is particularly exciting because I’ve experienced the Mastermind myself. I know the value it can provide. The opportunity now is to work with Leo and the wider team to bring that to more of the right people while protecting what makes the Mastermind special.”

This sentiment underscores a growing trend: senior talent increasingly values mission-driven, community-based roles over traditional corporate ladders.

Founder’s Perspective: Scaling Without Losing Soul

Leo Judkins commented on the importance of the hire: “Over the last few years, we have built the Mastermind into something I am incredibly proud of, but I still believe we are only scratching the surface of what it can become. There is enormous potential to develop the offering further, create more opportunities for our members and bring the Mastermind to more of the industry’s leaders. The Mastermind has always been a labour of love for me, so adding someone to the team in such an important role was a significant decision.”

This quote highlights a common tension in founder-led communities: how to scale reach and revenue without diluting the intimacy and trust that made the community valuable in the first place. By hiring an insider who already embodies the community’s ethos, Judkins aims to strike that balance.

What This Means for the iGaming Industry at Large

The Rise of Peer Advisory Networks

The iGaming sector has historically lacked structured peer networks for senior leaders. Unlike tech or finance, where groups like EO (Entrepreneurs’ Organization) or Vistage are common, iGaming executives often rely on informal WhatsApp groups or one-off conference conversations. The Mastermind’s growth—and now its professionalisation—suggests a maturing industry where leaders seek ongoing, confidential support.

A Template for Other Niche Communities

The fractional CGO model could inspire other iGaming communities to professionalise. Rather than hiring a full-time COO or CMO, a network can bring in a fractional growth expert who understands the community’s dynamics and can execute a commercial roadmap.

Example: A similar network for iGaming compliance officers might hire a fractional head of partnerships to connect members with regulators and auditors.

Conclusion: A Milestone for iGaming Peer Support

The appointment of Michael Baker-Mosley as Fractional Chief Growth Officer marks a new chapter for iGaming Leader Mastermind. With a seasoned B2B marketer who knows the community from the inside out, the organisation is poised to expand its reach while maintaining the trust and quality that made it valuable. As the SBC Summit Lisbon approaches, both Judkins and Baker-Mosley will have the opportunity to put this growth strategy into action—and to demonstrate that even in a hyper-competitive industry, leaders don’t have to go it alone.