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Here are a few observations on how you can achieve Hiring Late & Wearing Several Hats mode: The CEO needs to understand game design, and needs to ask the right questions about what should be done about the product, about marketing. The best part about hiring too late is that you can build an expectation in the team that people are expected to do several jobs, wear several hats. If you hire someone from an existing industry job, who is used to being a lead or a manager in their previous job, what will do in your startup of five people? Will the be ready to wear several hats? Will they be able to take on different kinds of leadership challenges when the company starts to grow? Hire tooВ late Hiring managers early is an interesting endeavor. You bring in more people to a team, and you need to start communicating more, have more one-on-ones, spending time with people.Дo you need two game artists for the game, or would one be enough? Or what if you hired that Performance Marketing or player support specialist, but your game is still several months from soft launch? Can they wear other hats, meaning if they are capable of doing other jobs in your startup while you are still working on finding the first game that has solid metrics? Each new team member is a new node in a network of people. Hiring too late would be that you have already launched the game, with some solid metrics, but you donвЂ™t have all the people in place to run a live game. IвЂ™ll make the distinction here for a games company, that hiring early means that you donвЂ™t yet have a game ready, and proven with good metrics. IвЂ™ve often been given the advice that if you raise venture capital, you want to start hiring early so that youвЂ™re ready to grow your business quickly when the product is launched. You are either hiring too early or too late. Questions that reveal the alignment between founders, staff, and players will be: вЂњWhy am I showing up to work?вЂќ, вЂњWhy am I playing these games?вЂќ Risk #2В Hiring

You want to have the founders, the company staff, and the players of the games, understanding the purpose, that it is meaningful in similar ways to everyone. In that article, I pointed out how important it is to find a real purpose for your games company so that you can align everyone around a common purpose. I recently wrote an article about Simon SinekвЂ™s book, вЂњStart with Why?вЂќ.

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Now, what is the purpose of the company? Purpose creates full alignment Later, down the line, the game gets canceled with poor metrics. TheyвЂ™ve assembled a team of skillful co-founders and they start to work on the game. Often times in gaming, people start companies because they have an excellent idea for a game, something that they are dreaming about. The mission of the company states clearly what is the purpose of the company. Here is the video from that webinar.Д«elow you can read more details on all these risks. In April 2020, I did a webinar for HelsinkiвЂ™s Aalto University on this topic.

IвЂ™ve often reflected on projects in a way that вЂњIt looked like a path that we should go downвЂќ. When you want to have a profitable game, how do you minimize the risks involved? Game development has so many dead-end roads, and going from point A to point B isnвЂ™t just going to happen by itself. First off, the biggest challenge that I see is that people are expecting to get revenues early on, but usually, it takes longer to see money flowing in. ItвЂ™s not easy out there for any games entrepreneur, even for the seasoned ones.

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This article covers the topic of How to avoid risks in a gaming startup.