IGT
It’s in the game I
GT’s management overhaul has introduced a wave of new skill sets into the company, with skills applicable to, but learned outside of, gaming. Darrell Rodriguez has been with IGT for just over two years, and with previous employers
like LucasArts and Electronic Arts, he comes with serious console and computer gaming credentials. What does that mean for IGT? Darrell explains…
Casino International: How much of the company’s resources go in to game development, and where does it take place? Darrell Rodriguez: We have about 12 studios
worldwide, employing about 600 people on four continents; we are truly a global company. We make around 450 games a year for EGMs as that is still our core business, plus online and mobile. We have studios in Manchester, Reno, Las Vegas, Australia, China and we also use third-party developers. We have different relationships with all of those developers, from concept and art through to engineering and helping with variable capacity, bringing fresh ideas into the portfolio and minimising dependence on any one developer. Ultimately it helps us with variable capacity so we can address strategic opportunities; it’s one of the reasons we have had such success with the recent refresh cycle that’s been going on with lotteries, and why we have been able to take the lion’s share of that market.
CI: It’s not uncommon in creative industries to
outsource or even just keep contributors on quite short-term contracts as refreshing your creative team means keeping your output fresh for customers. It does point slightly toward a model where the gaming machine is a neutral portal for the end user, and the best games will rise to the top of the pile… DR: Our internal studios are fantastic, truly world-
class, and we still have the best and brightest talent in the industry. We pay out a jackpot almost every 30 hours on average; we have the best math, the best titles, from Wheel of Fortune to the new titles, CSI or Family Guy to Judge Judy. Our internal studios are fantastic it’s just a question of supplementing their output.
32 JULY/AUGUST 2013 You mentioned about the gaming machine as a
portal – well, I see the EGM as another distribution channel, alongside online, mobile and even social. EGM is still our core business, but the market is evolving and we need to keep abreast with changes in consumer appetite and that’s why we’re investing heavily in other areas. The creation and sourcing of great, hit IP [intellectual property] is essential, content is king – but the maximisation of your distribution channels is a close second. And IGT has a huge competitive advantage in that we have this gigantic library of past hits, even while we’re creating new hits. We have all of the distribution channels, so we’re set up for great success in the future.
CI: How is IGT working to help casinos retain
Darrell Rodriguez, Chief Creative Officer for IGT, talks to Casino International about the company’s approach to developing slot titles, new platforms and the way forward.
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