So do the studios you take on stay quite autonomous, then? They’re actually very integrated into the service business. They work with their colleagues in Montreal, in Toronto, and now with north and south, who will
work with each other as well. Our philosophy is not to have individual studios with very specific expertise. It’s more about what people want to work on. It doesn’t matter about your location. So if you want to work on some exciting project, we will try and accommodate that where possible. Of course, part of that is assuming they have the skill sets to achieve that. That’s how we kind of start working on projects. First, find the passionate people. Then, we check their skill sets to make sure that makes that a double fit.
So is that remote working based? Behaviour as a whole has a company policy of work- life balance, and that includes flex. We call it flex as it allows you to work from home, or work in the office, or a combination of both. We put that in place very early on in the pandemic, and we now have no plans to change it. Whether you want to work fully remote, work part- time in the office, or full-time in the office, you have the choice. It’s yours. Obviously, we would love for people to come to the office, because it’s a good environment for creativity. It’s also a good environment for socialisation. We do encourage people to come to the office, but it’s not mandatory.
Okay, so there are three business units and you’ve said you’re in a good position to expand. Obviously you’re in charge of just one of them, but are all three units expanding at the moment? Yeah, absolutely. You know, at different paces, as it depends on what it is. Behaviour as a company has enormous ambitions to expand and grow. It’s not just about growing in people, but it’s about growing our products as well. It’s not just about growing our locations. At the end of the day, the most important thing to us is that our players are happy outside of employees being
36 | MCV/DEVELOP September 2023
happy, with really cool projects to work on. Our players are number one. The fans are our focus. As we keep growing and expanding, our business units will then benefit from that, too.
... and there’s not any internal concern that you could take on too much? No, I think it’s important to understand that we only take on what we can achieve, because if we don’t, then we can’t sustain a work-life balance. We are very good at planning projects out. It doesn’t matter which business unit. All of them are exceptional at this. We’ve got a lot of experience in managing projects. The most important thing is quality. We always try to achieve the highest quality possible and give the best experience to our players.
How many projects would you say you’re working on at the minute? Many. We’re over 1200 people. That’s a lot of manpower to make a lot of projects. We would love to do more. We believe that the market is ready to have more. So we have expansions in the Cornish countryside, and with the Middlesbrough office that we’ve already set up. We have the opportunity to take on more projects, and do more things, and be more ambitious, and really, that’s our focus for the next several years.
So obviously, everything is consolidating. Do you see the moves Behaviour is doing as similar to that, or is it from a different angle? I don’t see it as a consolidation. I see it as an expansion. Yes, sometimes that means an acquisition, so technically a consolidation, but sometimes it means just growing. You know, growing our Montreal office, growing our Toronto office, and now Middlesbrough and Cornish offices, and who knows, others in the future, I’m sure. I don’t see it that other way, I just see us growing as a group.
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