Transforming Game Development: The Impact of Leverage’s Expertise

Leverage is a dynamic team of four in Sweden, dedicated to assisting game developers and publishers in establishing‍ enduring ‍concepts and strong brands within the gaming industry.

A Seven-Year Journey with Over 40 Collaborations

Founded seven years ago, Leverage has collaborated with more than 40 clients spanning various projects.⁣ Their impressive portfolio features prominent names like Bandai Namco and Plaion, alongside ⁤smaller independent studios. ‌Christian Fonnesbech, the CEO and head of Intellectual Property ⁤(IP) at Leverage, shared insights during an interview with GamesBeat.

Diverse Engagement Strategies: Early vs. Late Involvement

The consulting approach of the⁢ team varies; sometimes they engage with studios at the ⁢conception stage while other times they join later in development. “We’ve encountered teams brimming with confidence and others that are genuinely modest,” Fonnesbech noted. “Our challenge lies in understanding how best to connect with ‌each studio—differentiating between game mechanics and IP creation.”

A Case Study: IO Interactive’s Hitman Franchise

An apt illustration is IO Interactive from Denmark—a studio that expanded to 200 individuals while nurturing the beloved⁤ Hitman series among‍ four different‍ franchises it developed over time.

The Value of IP

“Hitman constituted approximately 65% of IO‍ Interactive’s company value,” Fonnesbech explained. “While focusing on gameplay mechanics and ⁣technology is‌ crucial, it’s equally important to cultivate affection for your IP. As⁢ players immerse⁢ themselves in your ⁢game,​ their emotional connection grows—these characters become part of​ their ⁤experiences.” He emphasized that effective⁣ market⁣ communication plays a pivotal role as well.

Navigating ‍Market Positioning

“What strategies can you employ to stand out while attracting your target audience?” he questioned rhetorically.

The Origins of Leverage’s Mission

Fonnesbech’s journey began as he previously led IP initiatives at Nordisk Games—a subsidiary influenced by large corporate dynamics—where his extensive experience across gaming sectors enlightened him about leveraging intellectual properties effectively after contributing to approximately thirty games throughout his career.

A Gap Identified: Building Sustainable IP Strategies

“I ⁤truly understand what it means being hands-on within challenging ⁣environments,” he remarked on his background. He recalled realizing during his tenure at Nordisk that an appropriate vocabulary for discussing IP was sorely lacking within the⁢ industry itself.

This small yet impactful team recognizes a significant ⁣gap—they noted a widespread lack of understanding regarding⁤ how to create long-lasting intellectual properties ​or determine appropriate levels for executing leverage strategies effectively. “Many studios focus solely on completing their games without ⁢acknowledging their potential for enduring relevance,” stressed Fonnesbech.

The Emotional Connection Matters

A thriving product requires engaging players emotionally through compelling characters navigating universal themes such as vengeance or reconciliation—all elements integral when considering ownership rights or legal protection surrounding an IP concept, similar inquiries ⁢often posed while consuming narratives via literature or cinema: What draws me into this story?

The Need for Pre-production Focus on IP Development

The⁤ problem identified‍ extends across ⁢the industry; conventional practices have sidelined pre-production efforts related specifically to developing impactful intellectual ‍properties—previously considered secondary compared to gameplay ‍emphasis largely dominated by⁤ existing paradigms within most organizations‍ today informs this trend where typical development durations average three-to-four years focused‌ primarily solely on content production followed only briefly by three​ months devoted exclusively toward addressing brand-building issues post-hoc instead early enough during ⁢actual realization stages leading instead often culminating ⁣panic concerning ‌positioning objectives very late into development ⁢cycles instead enabled reengagement opportunities leveraged proactively earlier rather than reactively therein managing overall results until almost ⁣far ​too late potentially⁤ prevent issues down line thus maximizing ‌chances success ⁢rate up foundational behind why good visionary ​leadership vital every aspect gaming⁢ realm respectively ‌ongoing!