For Studios

External development isn't an afterthought anymore. It isn't overflow either. It's part of how games get built, from early production through ship.

The harder question is what it actually takes to make that work. Not the partner selection. Not the contract. The system underneath: the structures, the expectations, the internal readiness and the relationships that decide whether collaboration holds or quietly comes apart.

That's where I come in.

How I Work

Every engagement starts with listening. Before anything else, I take time to understand the context, the challenges and what success looks like for your team. That discovery isn't a formality, it's where the real work begins, surfacing what's visible, what isn't and where the friction is actually coming from.

From there, the shape of the work depends on the situation. Some engagements are focused: a specific moment, a transition, a structure to build or rebuild. Others become longer advisory relationships, where ongoing presence matters more than a single deliverable. And when it's relevant, I work on-site, close to the team.

What I bring is a rare view, the strategic and the operational, the central seat and the production floor, earned from years on both sides.

What This Typically Looks Like

  • What should stay in-house and what would benefit from external support. That's a strategic question, not just a cost one and it deserves real thought about capability, capacity and where the risk actually sits, before any partner is chosen.

    The teams that stay also change, doing less, orchestrating more, sometimes stepping into roles that didn't exist before. Leadership has to name that shift clearly and support the people navigating it, so the transition becomes something the team owns, not something that happens to them.

  • Before partners are engaged, I help teams clarify what external development actually requires from them: assessing readiness, defining expectations and establishing the structures and decision pathways that prevent friction before it appears. That often includes structured onboarding, so new partners understand not just the pipeline but how decisions get made and who owns what.

    As that work grows, whether across sister studios inside your organization or with external partners, the same structures have to hold under more weight: more voices, more decisions moving faster than any one person can track.

  • Misalignment rarely appears all at once. It builds over time. When collaboration is under strain, I work with teams to surface root causes, often through collaboration assessments and structured retrospectives, then rebuild shared expectations and guide realignment across studios and partners, carefully and with the trust the situation requires.

Getting this right takes real effort and real intention. My role is to make sure that effort is well directed.