"What I Learned About Trust After Becoming a Team Lead at Amusnet," Boyan Yankov, Front-end Team Lead

Trust used to be something I expected people to earn but becoming a Team Lead at Amusnet changed that. I learned that trust isn’t a prize you hand out after people prove themselves – it’s the foundation you lay down on day one. If I want others to give their best, I have to trust them first, not because they’ve earned it yet, but because I believe in their potential. To me, trust is about vulnerability. It’s when I’m able to say “I don’t know, let’s figure it out together” that true collaboration begins. This mindset helped create a culture of psychological safety, where people can grow, take initiative, and be honest.

Can you tell us about your journey at Amusnet - how did it start, and what led you to become a Team Lead?

I joined Amusnet three years ago as a Senior Front-end Developer with over 14 years of experience in IT and previous leadership roles. What immediately stood out was the opportunity to work on highly engaging products, such as slot games, alongside a team of exceptionally skilled professionals, including software architects and product managers. I found myself learning a lot from the people around me.

Today, I’m one of the front-end Team Leads at Amusnet, leading a dedicated team within a larger front-end department. While I already had leadership experience, stepping into this role here required me to adapt – not just to the company’s domain, but also to its culture and expectations. It challenged me to grow further, refine my mindset, and align more deeply with values like ownership and proactive communication.

How has working closely with your team helped you grow as a professional?

Working with my team has been the most honest mirror I’ve had. It taught me that leadership starts with self-leadership – managing my ego, reactions, and attitude before I can expect from others. The team challenged me in the best way: by having diverse priorities, ways of thinking, and needs. I had to forget the idea that everyone should perform or think like me. I became better at listening, more patient, and more aware of how much clarity and trust matter in a team setting.

Over the past year, what have you learned from your team, either professionally or personally?

I’ve learned that people want to do well, but not everyone defines “well” the same way. That’s why taking time to understand someone – beyond the task or the sprint – matters. From conversations about motivation to feedback on our processes, my team has shown me the importance of context. I’ve also learned that small moments, such as how I respond when someone makes a mistake or when they feel stuck, have a huge impact on trust and morale. One of the most valuable lessons: people aren’t robots. Skill doesn’t always equal readiness, and respect means meeting people where they are.

Was there a specific situation that made you see trust or teamwork differently?

Early on in my leadership role, a team member was assigned a task he had done several times before and said he felt demotivated. My first instinct was to reframe the task positively using coaching techniques like NLP, but I realised that was just a short-term fix. Instead, I chose honesty. I explained why the task mattered to the team’s goals and asked him openly what made it frustrating. That moment reshaped how I handle such situations. Trust doesn’t come from spin – it comes from acknowledging the other person’s reality and looking for shared solutions.

What advice would you give to someone who’s considering a Team Lead role for the first time?

Start with managing yourself. Before you set expectations for your team, look inward: Are you consistent? Do you take responsibility not just for your actions, but for your environment? Can you lead by example, not just by authority?

The most important qualities for a Team Lead are integrity, empathy, and the courage to listen. People will follow you because they trust who you are, not just because you have the title. Be ready to learn constantly, admit when you're wrong, and stay calm in difficult moments. And remember: every time there’s a conflict, an underperformance, or a communication gap – ask yourself, “How am I contributing to this situation?” That’s where growth begins.