At the start of each year, I like to take time to reflect on the possibilities ahead. It’s part of strategic planning and also an opportunity to reassess lessons learned and make necessary adjustments to achieve our company’s goals. This year, however, the process took longer than usual. The volatility in the industry has created an unprecedented state of disruption—or so I thought until I remembered that volatility is the defining trait of the games industry. It’s not static; it’s a signal.
Our industry is hit-driven—a euphemism that masks the boom-and-bust cycles that create fortunes and crush dreams. During the pandemic, we experienced the exact opposite: a flood of money and seemingly endless opportunity, all of which vanished the moment it became clear that the surge was unsustainable. Many excellent pundits and analysts have examined why this happened, so I’ll spare you the rehashing of arguments. Instead, I’ll focus on what this means for those building and working in companies in the industry today.
Back to the Trenches
The games industry is unique in the number of specialized roles it requires and how quickly it becomes evident who is performing and who is not. As the post-COVID malaise fades, we’re left with a clear understanding of what it actually takes to make games. The era of idea people and managers managing managers has eroded. Surviving in 2025 isn’t about adding layers—it’s about reducing to the essential people who deliver real results.
In other words, we’re back to hands-on work, where everyone must contribute. That might sound intimidating, but it harkens back to the early days when every team member was integral to a product’s success.
Quaint, I know. But for those of you who were around before the financial crisis, this moment likely feels like déjà vu. You may recall the “simpler” days of development (sarcasm intended) when funding options were nearly non-existent. I remember those times well. The people who truly operated in the space were there because they loved games and wanted to make them. It wasn’t a career—it was a calling. A pursuit that often left friends, family, and loved ones wondering if we had lost our minds.
Like any industry fueled by passion economics (your passion, someone else’s money), the real rewards came from great work, great teams, and being part of something bigger. Yes, you could make money, but there were—and still are—easier ways to earn a living with a fraction of the stress and insanity.
We’ve come full circle. Now, it’s time to ask yourself: Do you want to keep playing this game, knowing full well that volatility is a constant? Are you willing to adapt? There’s no right or wrong answer—just an honest one.
Return to Entrepreneurship
To all the CEOs and leadership teams out there who have done their best to take care of their people, I salute you. I also know how hard it’s been to make a dollar out of fifteen cents and still pay the rent (RIP Tupac). There’s no award for managing a crisis outside of simply making it through. And only you will know the true cost once you’re on the other side of it.
But understand this: a return to business fundamentals is no longer about preference—it’s about survival. Making difficult choices is what defines decision-makers.
Readiness in 2025 means being lean, agile, and clear-eyed about costs and revenue. By now, there should be no debate about whether the industry is “coming back.” It never left. It has merely returned to its natural chaotic state.
Time to pick up the controller and press start.
