Elevating player experience to help you focus on the big things.

“We know that there’s a lot more to Live Operations than just Customer Support, Game Moderation, and Community Management. We put a great deal of importance on the quality of the basic services, but we also want to provide a more comprehensive and valuable solution to our partners.


That’s the reason behind specializing in additional disciplines that are associated with Live Operations. Duties that are usually reserved for the client, or outside a regular provider’s scope of work. There are many peripheral tasks that cumulatively amount to a lot of work, and they are good examples of the extra things we do to ease the day-to-day of our partners.”

“Having good performance is different from maintaining great performance. Service levels and work quality as statistics on a report only capture a recent period of time. So even if those numbers show all is well, there are things that affect quality that aren’t visible as numbers. I like to pay close attention to the underlying matters in a team that could become issues in the future. Such as training, attitude, team work, etc. And we all know these areas take a lot of effort.


So if we can show our partners how seriously we treat this – that despite their oversight, we have the foremost initiative to monitor and assess our own performance, and always have solutions for existing or forecasted issues – then we can give them the peace of mind to work on other things, and not have to be regularly looking over our shoulders.”

“I always try to imagine the easiest way our partners can work with us. So I treat them like directors overseeing a department. Because as a director they are goal-oriented and shouldn’t have to stress about every single detail or do the day-to-day work. They would be in charge of strategic guidance, while it’s up to us to use their direction to formulate plans, seek their approval, and then we execute and report.


Normally, that could be difficult for an external team reporting to a single manager. But we allocate a lot of leadership for each of our teams. Just one team can have several managers and leads, where even the staff positions have varying levels of seniority and responsibility. Having that many levels of leadership allows us to structure and behave like a department, which I consider one of the pinnacles of our expertise.”

“There is always a better way to do things. Or, at the very least we should always be on the lookout for that better way. To us, this actually applies to more than just workflow. It includes everything from operations and how the company works, to how we deal with our partners. I think it’s obvious that this is a lot more effort than it sounds because of how easy it is to settle for the status quo. Especially when everything is going well despite a few minor issues here or there.


But much like a trivial inconvenience we put up with, once it gets solved, it’s hard to imagine how we tolerated it. That’s the kind of value I imagine when tweaking even the smallest thing, and how all these small tweaks add up to something big for our partners.”

“I believe training is quickest and most effortless when dealing with capable people. So managers like myself are always the ones that undergo the training from our partners, because our experience allows us to easily absorb information. We in turn are also very adept at training. So we can create the training materials and conduct programs for the teams.


I know this is one of the best conveniences we give our partners, because they never need to fly across the globe just to conduct training. Whether it’s setting up a new team or progressive guidance, because of our expertise, everything can be done remotely. And they only have to teach as few as one person at a time, and always very briefly.”