Should you work on your own games as an external development studio? It's a question that sparks debate among industry professionals. While some studios embrace the idea of creating original titles alongside external projects, others prioritize service provision and external development exclusively. This article delves into the perspectives of various external development studios, exploring the benefits and challenges of both approaches.
Balancing Act: Internal Projects vs. External Work
Many studios find a harmonious balance between internal and external endeavors. Redcatpig, for instance, thrives on creating original titles like Keo and Hovershock while also porting and co-developing external projects. Bryan Freitas, Tech Director at Redcatpig, emphasizes the importance of personal satisfaction in game development, stating, 'The best work tends to come from people building something they actually believe in.'
João Toste, Art Director at Redcatpig, highlights the value of internal projects in providing a comprehensive understanding of the development process. He explains, 'You see how an art choice plays out across a full production cycle, not just a slice of one.'
Mike Sherak, Managing Director at Virtuos, agrees, noting that internal projects offer a unique learning experience. He says, 'It gives us firsthand experience of the complex nature of game development that our partners know all too well.'
Terry Goodwin, Studio Co-Director at Lab42, underscores the importance of maintaining a sharp skill set in an ever-evolving industry. He states, 'If part of your service offering as a studio is expertise at working within or managing a product across its entire development life cycle, you need to ensure that your team not only has that end-to-end experience but that it's kept sharp.'
Risk and Reward: Financial Considerations
However, internal projects come with financial risks. Rob Hewson, CEO of Huey Games, acknowledges the delicate balance between internal and external work. He says, 'We put our clients and our external development work first. That means that we have to carefully silo off any internal prototypes to ensure they won't impact our external services.'
Lindsay Gupton, CEO of Pipeworks, highlights the dual benefits of external and internal projects, stating, 'The balance is never about choosing between our own projects and partner projects. Both can co-exist. It is instead about making sure each side strengthens the other.'
Focus and Specialization: Service Providers' Perspective
Some studios, like Code Wizards Group, specialize in service provision and avoid creating their own games. Stuart Muckley, CEO of Code Wizards, explains, 'We believe that we need to focus on what we do best, including backend engineering, data pipelines, and helping studios manage their IT.'
Joe Harford, CEO of Airship, shares a similar stance, emphasizing the importance of service excellence. He says, 'We know what we're best at, and we stick to it.'
Chris Wood, CEO of Tanglewood Games, echoes this sentiment, stating, 'We made a conscious decision early on not to do our own projects and to instead focus solely on providing a service to an incredibly high standard.'
Evolving Strategies: Adapting to Market Demands
Myke Parrott, CEO of CodeDev, hints at a potential shift in strategy. He mentions, 'As we grow, we're seeing increasing demand for more self-contained, full-spectrum development teams who can take on entire projects of one form or another.'
The debate surrounding internal projects versus external development is multifaceted. While some studios thrive on creating original titles, others excel in service provision. The key lies in finding the right balance, ensuring that each project strengthens the studio's overall capabilities and contributes to its long-term success.
