How Unity CEO Matt Bromberg stopped the ‘war’ against its customers

25:34We want to develop and deliver products in a fundamentally different way. And that starts with you thinking about it differently. One of my ideas for the show is that structure is a proxy for culture. You have to build a corporate structure that enables the culture you want. You're basically talking about totally transforming the company in that quote. Everything has to be different down from how you deliver the products to what your relationship with the customer is. You've been there less than a year. How have you restructured unity to get to the culture you want? Yeah, it's funny. Culture is a really interesting thing.

26:06The way I think about culture is that I think it's actually fundamentally backward-looking in a way. What I mean by that is when we think about our culture in the context of a company, what we're usually doing is saying, hey, we got together to do this thing and it went pretty well. Now let's stop for a second and look backwards and ask ourselves, how were we behaving? What were our values while we were doing that? Because it went pretty well. Let's write those down. We'll put them on a mug or a T-shirt and that's how we're going to talk about our culture. And that's not a criticism from my perspective.

26:42I just think that's sort of, it's usually this thing where we look back to understand how we're behaving because it's worked. So the way I think about transforming culture is about setting really clear expectations and communicating more than anything an approach and an expectation about how we're going to behave with one another. What's going to count as the way we do what we do? How do you know you work here? Because every great company feels that way. Like, hey, this is how we do. So when you unpack that idea, folks getting clear on that, having a common view of it, but having that view be authentic to the actual experience is important.

27:31So for example, my first day, there was a lot of pressure to do the kinds of things that you'd expect in a big company. Hey, we should send out new values. I don't do that. Because how do I know? I just got here. I haven't met anybody. We haven't done anything yet. Like, how about let's work together? Let's get to know each other. And then we go back in an authentic way that's actually connected in a way that isn't about, like, mugs and T-shirts. Can we get to a short list of, like, what we expect of one another? And that's sort of how I think about culture. It's interesting you say that. It reminds me that when we started The Verge 13 years ago, we used to argue endlessly about what a Verge story would be.

28:14And now our audience knows, right? And that's a backwards-looking reflection of, like, we made some definitions and held on to them, communicated them. But you have also restructured the company, right? You have a new COO. You have a new CTO. You have a new CFO. That's an entirely new C-suite. You've rethought how the company should work. What are the changes that you've made? First and most important thing for us was to reinvest in the relationship we had with customers and to be a better partner. We were at war with our customers, effectively, when I arrived. Folks were boycotting us. They were really unhappy with how we were charging them and how we spoke.

28:53You can't have a business where you're at or their customers. That's insane, right? So the first thing was to take a breath and reorient ourselves around being good partners, around authentically trying to listen to people and authentically try to deliver what they need as the primary touchstone of what drives our behavior. And I know that in a way that sounds like obvious and like a cliche, but some organizations do that and some don't. And the process of coming to understand in an authentic, but also in an accurate way, what signals to hear and listen to and respond to is more complicated than it seems.

29:34But the first piece was be better partners. The second piece to your point was, I wanted us to lead differently. I wanted our organization to be different and to have different values. And in my experience, the fastest way to do that is to make changes at the top. Especially, by the way, if you think you might later have to change the rest of the organization. What is soul-destroying for people is when somebody comes into a company that's having a little bit of difficulty, and they start restructuring the company and they leave the management layer intact and they think, well, hang on a second.

30:12Like, who was responsible for all this stuff? Like, how do we skip over the folks who were in charge and suddenly like, I'm taking it in the neck. Like, how did that happen? So if you want different outcomes, if you want different approaches, some of it's changing culture, but a lot of it's changing people. And especially if you want to do it quickly, you can't be afraid because you need alignment. You need instant and immediate alignment if you want really fast results. So, yeah, we changed a lot of leadership. And then the other things we did, we did some important things in our business, which, you know, we can talk about if you want to, just in terms of like we needed to make certain investments, especially in our advertising business and other things.

30:56But putting those aside for a second, the third big thing, like from a culture and a company perspective was I think we went about trying to redefine how we do what we do. And honestly, that is my obsession. I am someone who believes that the what is a lot less important than the how. If you have the how right, all the what's will go better. And you have to ask yourself when you come into any organization, if that organization is not organically producing really high quality answers all the time, what you should not to is run around trying to tell people what to do and ask them to do it differently.

31:36There's no leverage in that. There's no leadership in that. There's no inspiration in that. What you need to do is ask yourself, why is that? How come this organism doesn't produce good answers? And start to get into the how and start to fix the how. And then you start getting better answers. And that's the key to transformation. Those ideas are in a little bit of tension. Let me just push you on that. There's the notion that you came into the company, you didn't want to impose culture from the top down. You wanted to wait and see and diagnose the problem of how the company made choices. And then there's, I need to move fast and taking out all this old management, putting in new people.

32:16And you have to have a vision in order to go hire all those new people and change fast. Those ideas are a little bit of opposition. You're totally fair. You have to do, listen, the truth is you got to do both. And you have to do both in a way that is authentic and effective. So I am generally very, very clear. And we as a team are very, very clear about what we want to do and what we think the right direction is. But here's where they're not in conflict. It's the process through which you get clear about what you want to do, which is where all the action is. So it's not, hey, here I am. Here's what we got to do, right it's much more about hey here i am help explain to me how we got here what do you do what are the challenges how do you guys see this you fly all over the world you talk to customers you meet with everyone you can inside the company i have hundreds of conversations hundreds because in the beginning when you get here you have no idea what if you're being honest with yourself, you ought to have no idea what to do.

33:22Where you get that inspiration is through the coalescing of the hundreds and hundreds of conversations. And at least what I experience is I begin to understand where the areas of energy are and where the areas of opportunity are. And so then when you show back up and you stand up in front of people and you say, hey, hey, here's the direction I think we ought to go in. It doesn't feel like something you came up with by yourself in a room with a legal pad. It's a reflection and an echo of what you heard from all the assembled people. And so it's organic to what you're doing, and it's a byproduct of listening as opposed to stuffing it on top of people.

34:07And that's why it's, if you do it that way, it ought to be better. You're the CEO now, but you used to work for the old CEO, John Riccitello, who was CEO of Electronic Arts when you worked for Electronic Arts. He eventually became the CEO of Unity, and then you replaced him. What did you learn about what to do or not do from that experience? So John actually hired me in my first job in video gaming. Now, it wasn't my first job in video gaming. He hired me in Electronic Arts in 2012. And I learned a lot of what I learned about this industry from him, and have an enormous amount of respect and admiration for him.

34:45I have really no inclination to sort of pick apart what he did or didn't do. The world is a new place now than it was four or five years ago. Uni is a new company, and we're pursuing a different direction. But for me, it's about the company. It's not about people. All right. It was worth a shot. So you made some changes to the top. I think this is the big decoder question. How is Unity structured now? Here's the thing, and maybe you and I just won't agree about this. I'm much less interested in structure than I am in behavior. And I'll tell you why. I've worked in big companies, a lot of them, over the years.

35:26And my experience is that what people want to do, especially if they think they want to improve things, is they immediately go to an org chart. They go to, and they start moving things around. The truth is if people are not properly oriented, if they're not properly situated, if they're not spiritually in the right place to do what you need to do, I don't care what the structure is. It's not going to work. And there is no right answer to structure. People think, oh, if I could just get it in the right shape, it's going to be okay. The truth is some structures accelerate some outcomes and create different tensions.

36:05Other structures accelerate other outcomes and create other tensions. So I tend not to think first about structure. I try to think first about landing approach and behavior. Once we get oriented around how we're going to do what we're doing and people start behaving differently, different things happen. So if somebody comes to me, for example, and says, you know the reason we can't do this? it's because this thing is over in this division and this thing is over in that division and they can't talk to each other. They should be in the same division. I have no time for that conversation. What do you mean?

36:44Do you have a phone for that person? Do you guys sit down and have a conversation about that? Like if we're properly motivated, what difference does it make where it sits? Right. So of course I've restructured things and I've changed things. So again, I don't want to, But in terms of orientation, like I want to land one before the other because one I think is more substantive and more likely to fundamentally change things than the other, if that makes sense. It does. My joke on the show is I always ask that question because to your point, if you tell me your structure, I can abstractly tell you 80 % of your problems, right?

37:19I can identify the tradeoffs that come with various structures. And it seems like you are making different tradeoffs, right? You've changed the structure, which means there's something you wanted to change in the trade-offs you were making. Yeah, I'd say principally the change in the structure. The only real meaningful changes we made were around making sure, reducing layers, and making sure that everybody was communicating and we could quickly escalate any issues, make decisions, and move on. and so that we always had the right folks in the room to operate in a unified way. And if ever there were issues, we insist that they get escalated and resolved quickly.

38:02So if there was some organizational thing that made impossible for us all to sit together, or if there are too many layers and I couldn't see, we made some of those changes. And I do think those have been important. But again, not as important as the behavioral changes. Obviously, part of restructuring is shrinking. You've had a few rounds of layoffs now. Last year, January, 25 % of the company was let go. You just had another one a couple months ago. Is that all to get smaller, to reduce those middle layers, or is there something else going on there? I wasn't at the company for that really, really big one.

38:36But I'll offer my strategy and my approach to these things. And I can already anticipate you're going to tell me there's a tension in them. But I'm going to say that. Welcome to Decoder. The producers, by the way, joke that that is what the tagline is. Yeah, no, no. And by the way, that's life, right? Nothing is black and white. It's a Zen thing. But I never, and we as a management team, do not think about trying to get financial leverage by doing low-offs. I hate that. I think it's nonsensical. What you have to do is make decisions and try to be really disciplined about the very few things you think you can do really, really well and be a little bit ruthless about stopping the other things.

39:24And so for me, those kinds of restructuring are about putting your money where your mouth is as it relates to investing the things that are important and ceasing the other things. The thing I think that most many leaders miss is when they stand up and they talk about things that are important, what they don't realize is that all they're doing is adding another thing to people's to-do lists. Because last week you said something else was important, and the week before you said something else was important, and folks drown in those priorities. And nobody ever tells you what to stop doing. because that requires courage, because you probably wouldn't be doing them if it wasn't a pretty good idea at some point.

40:13There's a reason why people do things. But if you want organizations to perform really well, you have to be really, really clear about what you're not doing. And then you have to put your money where your mouth is with respect to that. And sometimes there's real pain associated with that. And it's the unfortunate part about it. But in my experience, you come out the other end in much better shape. We've got a pause here for another short break. We'll be back in just a minute.

41:03For the Big McDonald's hunger, try the new Big Gouda and the Big Tasty Red Steakhouse with 100 % Rindfleisch from Germany. So long the food is not enough, not to our breakfast.

41:19Welcome back. I'm talking with Unity CEO Matt Bromberg. Right before the break, he was walking me through the ways he changed the organization after he came in, which perfectly tees up the next Big Decoder question. How did he make those choices? Here's the other big decoder question. How do you make decisions? What's your framework? I'm a big believer in full transparency and context and sharing with people and having them share with me everything they understand about something. And then holding that up and making a call. And so for me, it's about engaging in a really deep conversation, being sure we're talking about the same thing, that we understand at the same level.

42:02I expose all the thinking I have on a topic. I'd like you to do the same thing. And we balance the pros and cons, and then we make a call, and we move on. For me, it's much more important that we make a decision than it is what that decision is. And it goes back to what we were talking about before. I believe in the how more than the what. If it turns out that decision was wrong, we'll make a different decision. But the thing that kills companies, especially large companies, is a lack of courage and clarity around making decisions. So my thing about decisions is mostly make them. Yeah, that one comes up a lot.

42:48You are an interesting person to ask that question to because you came into the company and one decision that you had to make was obvious, I think. You said you came into a company that was at war with its customers, and that is because of the runtime fee that your predecessor had announced, which shifted the pricing model of Unity to a per-install fee. Every time someone installed a game, the developer would have to pay. This would skyrocket costs. I don't know why that fee was instituted. It was obviously a problem. Here you are. You're the new CEO. You knew you were going to walk that back, right?

43:19But you're saying the how was really important. Walk me through how you made this decision where the outcome seems so clear. You're absolutely right. And I appreciate you asking the question because I do think it's a good example of what we're talking about. I absolutely knew I was going to roll it back before I even took the job. The important part was not that I was going to roll it back in the way in which we were going to roll it back, but how we did it. So for me, the most important thing, as I said, was, hey, I want to get back into a place where we were being partners with our customers.

43:49And so what I did was I got on an airplane and I started flying around and meeting with customers. and saying, hey, between you and me, we're going to repeal this fee. I have some ideas about how. What do you think of them? Here's what they are. If you want to vent about how upset you were about the old thing, that's why I'm here too. But I prefer to say, if I did this, how would that strike you? And we started an open conversation. You know, you had to select the folks you talked to because it was confidential. It's important. You have to trust people. But we consulted. And what we heard again and again was, hey, I accept that we're not paying you enough.

44:31I actually think you're delivering more value. I just hate the way you ask for the money. I don't like the structure. I don't like the tone. And by the way, if you're going to raise prices, I need you to deliver better and execute better. Because the two together strike me as aggravating. And so by the time that it took a little while, you know, it wasn't a very long time. It was a few months and people were saying, how come it took you so long? But it's because I wanted to be sure we heard people and I want to be sure they understood that we were going to do things differently. We're going to be disciplined.

45:07We're going to communicate. We're going to execute at a high level. We're going to listen. And so what came out of it was like pretty sharp increases that by and large, and listen, and nobody likes to have prices raised, right? But we came out of it with a stronger bond with our customers. And the way we talked about it internally was equally important. Because to your point, we made this decision, which was really ruinous for the company. You got to ask yourself, how did that happen? Right? And so how we made the new decision, how we have that conversation, who's at the table? What kind of analysis do we do?

45:46What kind of feedback do we take? Like getting into that and using that exercise to fix the organism and fix the process was equally important. So it's like, again, it was less about the thing and much more about using the thing to get healthy. Can you just in a sentence diagnose how the decision to impose the runtime fee was made since you looked into it and then how the decision to pull it back was made since you made that one differently? I see Unity as a product company, and I'm a big believer that the way we create value is by delivering product value, and then folks will pay us for the value that we create.

46:33The thing about the runtime fee was that it was a business model. We were thinking about dynamics and how can you get people to do this versus that. We raise one price here, then they'll be forced to do that. That has nothing to do with creating value. That's a trick. It's a business model trick. It's a hack. I don't believe in that. I believe you create value by building better products. And so the runtime fee decision was about, hey, we've got an engine business and we've got this ad business and we can't exactly figure out how those two things work, leverage one another and work together really well.

47:11Okay, here's a way. I think we can structure a fee that brings them together and sort of encourages, which would be a kind word, folks to spend in one area if they spend in another. I think customers found it more coercive than encouraging, but whatever. My point is that, no, the way those two things come together is because both the developer part of our business and the ad part of our business depend on a deep understanding of consumer behavior. And just as folks who are building games need to understand how consumers are behaving in those games in order to effectively acquire users, they also need to understand how consumers behave and that we can create product linkages and value there and that that's how we'll drive value.

47:57And that's substantive. So I think that was sort of the distinction between the two approaches, if that makes sense. Yeah, it does. I'm curious. When you rolled back the runtime fee, you increased prices on some of the tiers of Unity. It seems like those could go up independently if you think you're delivering more value there. But they did go up pretty steeply, as you mentioned. And then there's a monetization side where you're making investments in ad companies to help you deliver more monetization. There's a tension there. You can see one helps you get more money if there's more installs. So you might want to keep that price low to capture more market share.

48:34You can see that increasing ad monetization helps you get more money if there's more installs. So you might want to lower the price on the engine to get more market share and compete there. But if you increase the price on the engine, you might just make more money up front against this ad thing that you have to keep developing. How are you reconciling those things? I agree that there is a tension there. We're going to make a decoder game in Unity called There's a Tension There. That's my new project. Yeah. Any ad business at a high level thrives by opening the top of the funnel as broadly as possible.

49:07That's what drives so that you're left with something at the bottom of the funnel. That's what ad-driven businesses do. And you're right. There is some tension in if you charge for the product, then presumably fewer people will use it. And then that's not good. I think the important thing to understand about our structure is that Unity is free for everybody if you're making less than a couple hundred thousand dollars in revenue. So the top of the funnel is really big and broad, and there are millions of developers of Unity, and that's why in the aggregate, we have something like 8 billion DAU.

49:42It's not deduplicated, cut it in half, say 4 billion people who are touching that Unity runtime in some way. So it is hugely distributed. But I accept that if it was completely free, maybe you'd have more people using it. But again, keep in mind that you're only paying us once your game is really successful. And as a percentage of what you're making, it ought not to negatively impact you. That's interesting because I've seen that dynamic play out on other platforms, particularly the app stores, where you're free to a point and then you tick over into the next tier of success and suddenly you're paying a penalty or what developers perceive as a penalty for success.

50:23You've tipped over into the amount of revenue that would cause you to pay and you actually have an incentive to stay just under. a certain level of success in order to stop paying more money, in order to prevent paying more money. Do you see that dynamic in Unity? I think that in general, our customers and community understands that in order to invest in the engine, it's important for us to be able to charge folks. And engines are very complex base, and there's a lot of engineering there, and there's a lot of investment we make every year. And in general, I think there's an understanding about that?

50:57The hard part of the ads business, particularly on mobile, is that you're up against the platform vendors, which are interested in ads in various ways. Google, particularly interested in ads in various ways. Apple, not interested in ads in various ways. The mobile ad business, particularly iOS, took a big hit from app tracking transparency, which... Apple's interested in their own ad business. They're definitely interested in their own ad business. Just to be clear. They're not interested in anyone else's business. I think that's a good call out. But, right, they made the ad business on iOS much harder, right, with app tracking transparency.

51:30And you can say, I think I would argue, they made the correct tradeoff. They made it harder to track people across apps and platforms and the web and mobile. I don't know that anyone perceives that that has gotten better. I still feel awfully tracked. But it had an impact on, for example, Meta's business to the tune of billions of dollars. Is that a challenge that the ad industry has overcome? Is that a challenge you're still working on? I think it's a challenge that largely the industry has overcome. It's certainly had a meaningful impact. Different folks could be more or less cynical about what Apple's motivations were or not.

52:06I don't know. But I think now it's largely in the rearview mirror and that in general, the systems have adapted. You mentioned Apple's interested in its own ad business. The other thing they're particularly interested in is in-app purchases. Their services revenue line is the one that's growing. Is iPhone sales taper or even decline? I look at a show like Severance or Ted Lasso and I say, okay, that's the shiny face on a huge revenue line that is mostly in-app purchases and games, right? Candy Crush whales are the growing business and we just get Ted Lasso for free because we don't want to talk about in-app purchases and games in that way.

52:47I think 60 % of the app economy is actually the game economy. How much pressure do the platform vendors put on that? Because across the non-game iOS app ecosystem, the developers we talk to are basically just in full outrage mode. Apple calls them. They call it a shakedown. You can see various developers argue loudly for and against Apple. Sometimes the rules change. Sometimes all of Europe issues a regulation that changes the app store. The games industry has not been as loud. Right? The game makers have, you know, in-app purchases make everybody money, and it seems to be left alone. Do you see that same conflict or that same angst there?

53:26Well, I think Tim Sweeney at Epic has been exceptionally loud, in fairness. That's true. But listen, I think that there's a tension there, really. But are you all just falling behind Tim? I guess that's fine. We are. No, I mean. Are you just letting him take the heat? Apple and Google are incredibly important partners to the industry. And they're incredibly important partners of ours. They're platform partners. They're partners to our customers. And so there's a tension. I think it's probably a brilliant flash of the obvious to learn that folks would rather pay less. But I think what you're seeing in the industry is a tension between folks who are relatively small in the scheme of the world, have important partnerships, and probably don't have a lot of interest or incentive to be at war with their biggest platform partners.

54:18Right. That's why I'm asking about Tim. I was going to come to that. Most game makers are not willing to be at war. He is because he has Fortnite. night. That's just a weapon that he can wield or shield, I suppose, from attacks he might face. No one else has that, as far as I can tell. Is the industry just sort of waiting to see what happens with Epic? Or is there anything else concerted going on? Because I would say the pressure from the platforms is coming in different ways, particularly as different countries around the world regulate their fees and how open they have to be. They're going to seek that revenue, and games are already the largest portion of the revenue.

54:54I think that you're right. Your description of the landscape is accurate, right? There's clearly pressures, significant pressures, regulatory pressures in Europe, regulatory pressures in the U.S., lawsuits, alternative app stores, new devices. These are all pressures. I do think that that is a feature of the whirlwind right now. And I'm sure Apple and Google are feeling some pressure around those things. We started at the top of the episode. You were saying you perceive that there's a lot of growth yet to come in the industry. You mentioned the Switch 2, right? There's a new console generation.

55:32There's new form factors. Potentially there's new hardware that's coming. All of that's up against those pressures. That's the escape valve. Like Apple can keep squeezing gaming on the iPhone for fees, but if you can escape and the business is actually on the Switch 2, that'll relieve the pressure. If the business actually Ray-Ban AR games, let's say that works, maybe that relieves the pressure. You get some competitive relief there. What's the number one relief valve that you see as being viable in the near term? Well, you know, one of the things that's really interesting, in the most recent version of Unity that we shipped, we shipped with support for web GPU.

56:11I think web gaming is a really fascinating, really fast-growing part of our world, and it's maybe a little bit back to the future, but I think that's a great example of what you're talking about. I see the web isn't out for a lot of app store problems, and then there's a lot of pressure on are the browsers good enough, Are they being held back by the mobile vendors in particular? Do you see the browsers being held back? Is there something you want to do in the browser that you can't do on a mobile phone? I think that as it relates to tools and standards, there's progress we need to make. But I'm actually optimistic about that.

56:45And again, I see web gaming exploding. So I think we've largely got what we need. And you're going to see more of it. Do you think that web gaming on a phone or web gaming on a desktop? I think it would principally it'll be on your phone. So you see people playing more games than mobile Safari? Why not? I think Apple can think of reasons why not. That's the problem, right? Well, I just think that from a consumer, the consumer will ultimately push partners where they have to be pushed. And I don't know exactly how that'll play out, but I don't see Apple and Google as preventing web gaming. Well, I'm curious because the other thing I see from our audience is, boy, people love building gaming PCs, right?

57:29And that's actually, that's another relief valve in a way. Boy, people love the Steam Deck. That's another relief valve in a way. But it doesn't seem like those are flickers of growth that would give you some relief from the pressure on mobile. I am much more optimistic in a generalized sense about the industry than you are. So I wouldn't say flickers and, you know, you're making me feel sad about it. I don't see it that way. Well, I think the Steam Deck is real, but it's not - It's real. It sort of seems to be what it is. It's a sizable audience. I don't know that it's going to become some suddenly more massive place of more massive consumer adoption.

58:11Gaming happens in your TV. It happens on your phone. It happens on your PC. There's overlap in some of those places. But we continue to be, I think, more of a lean back society in the living room and a more on the go society than we are a sit down at your, you know, your desktop. So I think you'll see those two probably grow more quickly than the third. I want to be very clear for you and the listener, The Verge is an organization very high on the Steam Deck. I feel like if I didn't assign other stories, we would only write about the Steam Deck. That might be the only thing that happens in our newsroom.

58:46But that is, I also know who we are. Yeah, no, listen, we are usually support, we're usually support of PC gaming too. I, you know, as a, as a, as the tool, what I'm, what we mostly think about is how can we ensure that whatever the new platforms are, we're supporting them on day one so that developers can push to those platforms. We don't have favorites. We don't choose. We want to be everywhere. And that's mostly how we think about that. The one thing that would change that is another idea that sort of, I think, flashed really brightly, particularly during the pandemic, and then has maybe come back to Earth, which is the idea that we would stream the games, right?

59:29That Unity would run on big data centers operated by Netflix or Microsoft or someone. And really what we're doing is live streaming video, which maybe requires a total re-architecture of the entire industry. Everyone loved this idea. This idea has not, I would say, panned out in any realistic way. Do you think it has a future? Not in the near term. Why is that? I don't see it. You know, I think the hurdles were a combination of technical, you know, really hard problems to solve there. It was sort of a consumer solution looking for a problem that people didn't have. It was like, well, I don't know.

1:00:06I'm playing this game on my PlayStation or my PC. Why do I need to use my phone as a controller or get some other controller? Because you want to deliver me the game. I mean, okay, I downloaded the game last month. What are we talking about here? I just don't think consumers cared. I think there was some desire to play the games everywhere. I agree with you. It obviously didn't happen. But the thing that really prevented it was you couldn't install a game streaming app on a mobile phone, which would have been, I think, at least one thing to market as opposed to however the platform is wanting you to do it.

1:00:42Do you think if they opened that up, it would become more viable? I don't. Again, I think that the input device is maybe more important than people understand in this context. I don't want to play Call of Duty on my phone with an external controller. and I want to pick a mobile version of Call of Duty, which is a different experience. So I think different platforms develop unique experience, should be developed as unique experiences on those platforms. And so this idea that it was going to be this one version, which I get it at a high level, at a technical level, I just, it didn't, I don't think consumers wanted it.

1:01:26I feel like I'm required by law to ask you about AI to wrap up this conversation. I have to say it's been a relief to not be mostly talking about AI with the CEO. I appreciate that. But it is also true that I— I would never force you to talk about AI if you don't want to. Well, again, I appreciate it. If you listen to some other episodes of Decoder, you can see I'm just fighting it for an hour. In games industry, like almost every creative industry, in turmoil because of AI, right? The creatives are upset. We see video game voice actors putting out Instagram reels about having their voices cloned by AI for AI characters.

1:01:59You see entire games being made in AI. Actually, there's a very funny video where someone claims a game is AI, but it's actually just Elden Ring. Deeply amusing to me. But you see this happening, right? I generated some simplistic game using AI, vibe-coded it. Here I shipped it. We're ready to go. And then you see the creatives in the industry really worried that their jobs will be taken over by AI. I know Unity is somewhat agnostic to this. I think that's actually the phrase you use. The Unity platform is agnostic to the derivation of the 3D asset. But then there's the actual making of the game.

1:02:28Then there's who gets paid. There is layoffs across this industry for a variety of reasons and thinking of cost structures. How do you see AI playing out? Yeah, this is a big topic, and we could probably spend longer than you'd want to talking about it. I would say this. First, you're right. We are agnostic with respect to where and how 3D assets get created because Unity is an assembly point. And it's always been a place where you ingest or build the assets you want to build. You assemble the tools you want to assemble, and then you build these deep systems around them, which become fully formed games.

1:03:07I actually don't think that any of the layoffs we're seeing in gaming are driven by AI. I don't think that. I think what video game developers and publishers will do, as we talked about a little bit earlier, if they gain efficiencies in the making of games, I think they'll make more games. And that's where they'll use that extra wiggle. What we sort of believe will happen sort of at the end of, maybe at the end of later in this process, is that there'll be human creators sitting in the middle of a process of creation of these games, using a platform to create them. And they will have vertically oriented agents that are helping them do so.

1:03:53So an agent that specializes in physics, an agent that specializes in sound, an agent that specializes in IO, whatever it is. And there'll be multiple people in that loop, and they will have those tools at their disposal, and they will need to bring them together into an interactive experience. We would like to continue to be at the center of that, and we think there is a need for a platform to be there. I think that it's sort of a potentially kind of slightly grognardy and boring point to make, but it's critical. The biggest problem with either these creation of assets or even these full imagining of games, this hallucination of full game experiences, is there's no connection to workflows.

1:04:40Games are massively deep systems, successful games, that need to be built around some of these assets and even some experiences. And I think AI will be a really important part of putting those things together. But the systems and the workflows and the connections and how you manage large teams of people doing those things and how we output and distribute those things, those are likely to be a part of this process for a really long time. Last question. We have talked about a lot of things that are pressure on the industry, and you've pointed out that you're more optimistic. What are the things that are making you excited about the future of games right now?

1:05:18There almost isn't anything that's not making me excited about the future of games. Again, I see the difficulty we're experiencing as this moment of creative destruction where the industry is going to have to reimagine itself to some degree. And that reimagination is going to take the form of innovation in gameplay, innovation in distribution, innovation in business models. And just we're going to rethink. Like if you just to take one example, because I think we haven't talked about it. Think about how meaningful game-related intellectual property has become in the broader entertainment industry.

1:05:58That, by the way, was never true until very recently. There had been a million unsuccessful movies and things that were related to games, very few good ones. Now suddenly there's this whole other life. We've talked about some of the new possible distribution platforms, some of the shifts in the business models and platform partners. All these things are opportunities. And yeah, we as companies, you feel pain and then you respond to that pain. And I think the history of the industry is that we innovate through those things. Do you agree with me that Uncharted would have been better as a long-running series instead of a movie?

1:06:39I do. This is my thesis. They got good when we started making TV shows out of them, not movies. It's easier. Yeah. I mean, I think The Witcher was good as a series, at least initially. Ooh, spicy take. I know. I know. I'm sorry. I enjoyed it. Fallout was great. I think there are a lot of things that are better in that form than a full movie form. All right. Well, Matt, we're going to have to have you back and only talk about video game adaptations for a full hour. That's my next pitch to you. This was great. Thank you so much for coming on Decoder. It is my pleasure. Thank you for having me. I'd like to thank Matt for taking the time to join Decoder, and thank you for listening.

1:07:20I hope you enjoyed it. If you'd like to let us know what you thought about this episode or really anything else, drop us a line. You can email us at decoderatheverge.com. We really do read all the emails. You can also leave me up directly on Threads or Blue Sky. And we have a TikTok and an Instagram. They're both at DecoderPod. They're a lot of fun. If you like Decoder, please share it with your friends and subscribe wherever you get your podcasts. Decoder is a production of The Verge. It's part of the Vox Community Podcast Network. Our producers are Kate Cox and Nick Statt. Our editor is Ursa Wright.

1:07:43The Decoder music is by Breakmaster Cylinder. We'll see you next time.