Our goal is to let the different studios specialise and dedicate their focus to
different regions and markets. For example, the RubyPlay team will continue its focus on leading the Argentinian market. Other studios can focus on the US, Italian or Brazil regulated markets. All content will be available for global
release, but dedicating content teams to specific regions will give us a clear edge in creating the best and most localised content for our partners.
Some things are all about timing! Te team behind RubyPlay have been in the business of building, mentoring and running successful content teams for over a decade.
We realised that in our next chapter as a company we should bring this unique skill to the forefront. Utilising our technology and distribution meant that this will super charge our creative output as a company.
How can a multi-studio model unlock innovation that a single, centralised studio structure simply cannot?
Our goal is to let the different studios specialise and dedicate their focus to different regions and markets. For example, the RubyPlay team will continue its focus on leading the Argentinian market.
Other studios can focus on the US, Italian or Brazil regulated markets. All content will be available for global release, but dedicating content teams to specific regions will give us a clear edge in creating the best and most localised content for our partners.
Operator trust and distribution access are major challenges for emerging studios. How do you believe a strong ecosystem can help accelerate the path to credibility for new creative teams?
One of the biggest hurdles a new studio is faced with is the limits placed on max exposure of games from new suppliers. Tis is understandable from a risk management perspective, but, alas, this means that newcomers are handicapped.
Te max exposure of a new studio can be less than five per cent that of an established studio, with major implications of VIP engagement, and the ability to grow a significant wallet share.
Terefore, when an emerging studio can leverage the trust and stability of an existing partner, it does make a huge difference.
Tis is obviously also true for tapping into a large existing commercial relationship network. Like many things in life, bigger is better, and size and experience does matter.
What does an effective balance look like between giving studios full creative freedom and maintaining strategic alignment across an ecosystem?
Studios should have a full creative freedom to plan and execute their roadmap. At a large company level, however, there is a lot of efficiency we can create by synchronising a global roadmap.
Tere is no point in different content teams working and the same technology in parallel, where they can leverage work better. Also, game design is an iterative and experimental process, learning from each other’s successes and mistakes can make a huge difference!
What role do you see specialised or localised studios playing in the next generation of global content creation?
I believe that with the rise of large local brands all over the world, the appetite for localised, or even, locally created content will only increase. We live in a world of brands, and without clear brand signal, operators become a commodity, easily replaceable for players.
Creating studios with a clear local mission can empower our
partners in their pursuit of establishing and maintaining their unique brand.
Looking ahead, how do you expect your multi-studio strategy to evolve? What opportunities do you think it will create?
RubyPlay is becoming the partner of choice for many operators facing harsh competition in their local markets. I believe that our multi studio strategy will be instrumental in reinforcing these relationships even further, empowering our partner’s brand.
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