Logistical challenges included the procurement of IT
resources, implementing new communication and task management channels to accommodate a growing number of regional hubs and an increasingly distributed team, and all while ensuring the quality of our services and products are consistent with our high standards, with team members fully supported throughout Nevertheless, we were able to redistribute and organise workloads across teams in multiple locations effectively. Ensuring uninterrupted daily work for our remote
workforce, who constitute over 90% of our employees, was an arduous task. Our team worked tirelessly behind the scenes to overcome the challenges, and I am proud of them for doing an exceptional job.
In business terms, to divest implies the loss of peripheral or underperforming interests, when
MY.GAMES in Russia was far from peripheral. How invested in Russia was
MY.GAMES? During the restructuring of
MY.GAMES, the Russian division was spun off as a separate company, which is now responsible for developing the Russian market, while
MY.GAMES decided to focus on international development and stopped operating in Russia. Over the past 5-10 years, Russia’s contribution to
MY.GAMES’ overall revenue has gradually decreased. At the beginning of 2022, less than 20% of the company’s revenue came from the region, and only 17% of its monthly active users
“One of our missions is to make more games available in the developing markets of the Middle East and Latin America, and to help the local gaming industries grow”
were from Russia. As a result, the decision for
MY.GAMES to fully exit and cease all operations in Russia was fully aligned with its strategy, allowing for greater focus on the US, EU, and APAC markets, as well as expanding into high-growth potential regions such as MENA and LATAM.
What have been the main logistical challenges in exiting Russia? During our restructuring and wind-down of
MY.GAMES’ operations in Russia, our primary challenge was to establish the necessary infrastructure, processes, and stability to facilitate a smooth transition for both our players and employees. We also had the big task of relocating employees not only to our existing hubs in Cyprus and the Netherlands, but we also had to open new ones in Armenia, Turkey, Serbia, and Georgia.
38 | MCV/DEVELOP June 2023
What have been the downsides? Although, leaving the business in Russia has obviously been a financial loss, but a necessary one, in order to make a decision that fully aligns with our goals and values. Any transformative move will present challenges, but we are optimistic and excited about the growth and development
MY.GAMES has planned for the next five years and beyond. We are absolutely confident that our Amsterdam headquarters, our regional hubs, and our expansion into new verticals position us for growth that far outweighs the logistical challenges we faced in 2022 with ceasing all
MY.GAMES’ operations in Russia. We remain committed to our goal of becoming one of the
top companies in the gaming industry, and to achieve this, we are placing even more emphasis on product development. Our strategy includes investing in cutting-edge technologies, fostering a culture of innovation and creativity, and partnering with talented developers and publishers worldwide.
Remote working is something
MY.GAMES pioneered long before the pandemic hit in 2020. How has that helped the company divest? Indeed, more than 90% of our team has been working remotely since 2020, and this has helped
MY.GAMES greatly once we made a decision to cease all operations in Russia and started
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