The reality is that game development is rarely linear. Features
evolve based on creative iterations and player feedback, while market dynamics can necessitate shifting priorities and timelines. So, milestone plans should not be treated as rigid, unyielding frameworks but as living documents requiring constant review and adaptation. The skill lies in knowing when to be flexible, when to advocate for adjustments, and when to push back. At any given time, I must be ready to anticipate issues and lead the charge as goals shift. I also ensure transparency in communication and provide support where necessary, so my team can succeed without impediments.
DECIDING WHICH FEATURES MAKE THE CUT The other 30% of my role involves acting as a de facto product owner. It’s my job to influence the product backlog, ensure that features align with publisher goals, and approve or decline milestones. This means working with the developers to discuss gameplay mechanics and other features, identifying areas for improvement, and making calls on what to prioritise. I also conduct playtests like a Closed Beta to validate our scope and
gather player feedback. My personal preferences or biases mustn’t impact the final product too much; player satisfaction based on player feedback is among our most important metrics for decision- making. As a Publishing Producer, I must guide development in a direction backed by feedback and best practices from various sources while always considering the financial implications and our publishing timelines.
NAVIGATING COMPANY NEEDS One of the most interesting and challenging sides of being a Publishing Producer is constantly navigating between the development team’s creative aspirations and the practical constraints imposed by budget, time, and market realities. I often work with teams with very different and sometimes conflicting priorities. Take a game launch, for example. As we near a launch date,
different departments have different requirements to ensure the game releases successfully. For something like Gamescom or Tokyo Game Show, these events usually require development team members to travel across multiple countries, presenting builds of the game to media outlets and partners. While these events are undeniably helpful in generating crucial media buzz and building pre-launch marketing momentum, pulling developers away from day-to-day work inherently carries the risk of slowing down development. The responsibility falls to me to coordinate schedules, recommend team members who are best suited to represent the game, and ultimately balance the external demands of the PR campaign with the internal development timeline and the needs of the development team. These types of trade-offs are far from unique. Business
development might request a special build for a partner demo. The communication team may need early access to narrative details for community messaging. Marketing could require the key art or gameplay footage months ahead of launch. All these requests are valid and stem from crucial business goals. Yet, they invariably draw
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upon the already stretched resources of the development teams working flat-out to deliver the core game. While it’s not always possible to predict the precise needs of
every department on any given day, a strong foundation in time management can go a long way and mitigate potential bottlenecks. This foresight is honed through experience, growing with each project and becoming more attuned to the company’s rhythms and teams’ specific workflows. With each completed release, that understanding deepens, and so does the ability to work with others more efficiently.
THE KEY IS TO LISTEN One of the defining aspects of being a Publishing Producer, especially at Kalypso Media, is the level of autonomy and responsibility you’re entrusted with. No one is telling you what to do every hour of the day. I am responsible and empowered to deliver a good product and make the best decisions to achieve this within the given resource constraints. Over the course of a game lifecycle, from initial pitch all the way to post-launch updates, the role changes significantly. A day in pre-production looks entirely different from the weeks leading up to release, which always keeps me on my toes. Probably the most important requirement for becoming a successful Publishing Producer is having good soft skills. Picking up on a certain tone or a change in atmosphere in a meeting can lead to a happier team and a better game if underlying issues are identified and openly discussed. It’s not just about listening to the loudest voices or looking at the most obvious issues; it’s crucial to read between the lines and know when to ask the right questions. Sometimes, that also means making difficult calls and decisions that may not be popular with the development team but are in the player’s or publisher’s best interest. Over time, I’ve learnt to trust my instincts and challenge assumptions when needed. With so many opinions and decisions to be made, the process can quickly become chaotic. Emotional intelligence and active listening are critical to keeping the team aligned and motivated. In many ways, my job is to take chaos and turn it into clarity, be the calm in the storm, and, wherever possible, stop the storm from forming at all.
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