The numbers are striking: more than 15 million clients, a presence in 190 countries, operations conducted in over 30 languages. Since its establishment, XM has evolved into a sophisticated global online trading services ecosystem. Yet, as Stavri Morti, co-Chief Executive Officer, tells it, the true story of XM is not written in figures but in people.
Growth has been deliberate –over the past three years, the company has scaled to more than 1,700 employees worldwide, driven by new markets, technological investment and the increasing complexity of a digital trading landscape. There is an intentionality to how XM has built itself. It is not just about adding headcount or capability but about shaping an organisation where people can develop, contribute and find meaning in their work. “We see culture not as secondary but as a driver of performance, trust and long-term differentiation,” Morti explains. “Its foundations are clear: purpose, excellence, continuous learning, collaboration, inclusion and genuine care for people. We want teams to feel both challenged and supported, growing in an environment where their voice matters.”
Ask those within and the picture that emerges is one of movement and possibility; a place that is dynamic and demanding, yet unmistakably human. There is a sense, that people are not simply passing through but actively shaping the organisation as they grow inside it. The company’s promise to let them “work somewhere awesome” is more than a slogan, says the co-CEO. It describes a lived experience, built through countless small, deliberate choices.
Upskilling is woven into the fabric of the organisation. From the moment someone joins, with structured onboarding and peer support, through to leadership development and hands-on involvement in real projects, growth is continuous and shared. Employees are active participants in their own development and are expected to carry knowledge forward and pass it on. “We also invest in future-focused capabilities,” Morti enthuses. “Through our partnership with AWS, teams develop expertise in cloud technologies, machine learning and generative AI, while the XM Chair in Artificial Intelligence at the University of Cyprus supports AI talent development. Leadership and collaboration are strengthened through programmes on feedback, coaching, conflict resolution, emotional intelligence and situational leadership. This philosophy also extends to early-career talent through initiatives such as Xcelerate Your Future, DevOps Odyssey and the Cybersecurity Graduate Programme.”
And then there is the environment itself. The company’s offices, inspired by global tech workplaces, are designed to feel alive: open-plan layouts, vibrant colours, spaces for collaboration and quiet corners for reflection. Yet the physical space is only part of the story. XM does not insist that work happens within its walls. Hybrid and remote models are not concessions but central to how the company operates, offering flexibility that acknowledges the varied rhythms of modern life. Productivity is not measured by presence but by trust; the office becomes a place for connection, creativity and shared energy, rather than obligation.
“Listening to our people is a key part of how we continue to evolve as an organisation,” Morti clarifies and adds, “We actively gather feedback through a range of channels, including pulse surveys, Great Place to Work’s employee engagement survey, and ongoing dialogue across teams. What matters most is not simply collecting feedback but acting on it. That input helps us understand what is working well, where there is room to improve and how we can continue to strengthen the employee experience. It has led to tangible actions across areas such as wellbeing, flexibility, learning and development. We see this as an ongoing process of listening and continuously improving in meaningful ways.”
Work-life balance, in this context, is not a static ideal but a living practice. There is a recognition that intensity ebbs and flows, that careers and lives move through different phases. Rather than denying this, XM seeks to support it, offering flexibility, wellbeing initiatives and a culture that respects boundaries while encouraging openness. There is, of course, the attraction of the work itself, Morti says: the complexity of global markets, the intellectual challenge of building systems used by millions, the opportunity to operate at the intersection of technology, data and finance. For many, this is reason enough to join.
But what keeps people and differentiates XM is something less tangible. “Ultimately, what sets XM apart is our belief that culture, wellbeing and development are fundamental to performance and long-term success.” This combination of ambition and human-centred thinking has not gone unnoticed. Accolades have followed but, for Morti, these are simply reflections of a deeper truth: that a company, at its best, is not just a place to work but a place to become.
This article first appeared in the April edition of GOLD magazine. Click here to view it.
