This is where the hardest pressure comes in: the time-crunch.
I attentively listened to what a head of payment and fraud management in a multi-million gaming enterprise had to say: Seeing the games they work on as a portfolio, they noticed that after having a hit ratio of one in three, it slowly turned to one in ten – a moment, when they had to turn around and remedy a lot of decisions that had taken a wrong turn, also reducing the lead-time for any game to generate traction to only 3 months. So the only resort is seeking a good publisher and support for a new, fascinating and stunning game. Of course, banks are hesitant to invest in intellectual property that might (or might not) be a top sale. Yet, truth be told: I have been speaking to around 60 of game software developers during the Innovecs Gamescom visit.
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