I lead Amiqus’ Executive Search service and, while I may be biased, the reality is simple: few decisions shape a business more than its senior hires. The leaders you bring in define strategy, influence culture, and set the pace for growth. Get it right, and you build momentum. Get it wrong, and it can set you back months, sometimes years. Senior Hires Carry Real Weight Whether you’re hiring a CEO, CTO or a senior leader within your team, these roles come with real responsibility. They’re not just there to ‘do a job’, they’re there to: Set direction and make critical decisions Build, lead and inspire teams Drive growth and innovation Represent your business internally and externally That’s why we often see senior hiring benefit from a more deliberate, structured approach, tailored to the complexity of the role. The Real Cost of a Bad Hire We’re used to hearing discussion about the cost of hiring – but what about the cost of getting it wrong? At the leadership level, the impact goes far beyond salary; a bad hire can have a ripple effect across the whole organisation. Time lost while things don’t quite ‘click’ Unsettled or disengaged teams Projects slowing down or losing direction The cost, stress and disruption of having to start again It’s often estimated that a failed senior hire can cost 3–5 times their salary. And that’s before you factor in the wider impact on your business. So, Why Executive Search? Executive Search is a more proactive, targeted approach, focussed on identifying and engaging the right people – especially those not actively looking. It allows you to: Access a broader, more relevant talent pool Reach experienced leaders who won’t be on job boards Properly assess not just skills, but leadership style and cultural fit Make more confident, informed decisions In short, it helps you get closer to the right hire, not just the available one. How Amiqus Can Help At Amiqus, we know that no two senior hires are the same. We work closely with our clients to really understand what success looks like – beyond the job description. The leadership style needed How the role fits into the wider business The challenges and opportunities the hire will face From there, we build a tailored search: leveraging our network, engaging the right people, and carrying out a thorough, insight-led selection process. We’re also direct. If something doesn’t feel right, we’ll say so. If the market’s telling us something important, we’ll share it. It’s About Reducing Risk Executive Search is designed to give you a stronger chance of getting a critical hire right first time. It helps you to: Avoid rushed or reactive decisions Access better-aligned candidates Save time internally Move forward with confidence Because at leadership level, ‘good enough’ rarely is. Hiring exceptional leaders isn’t easy, but it’s one of the most valuable investments a business can make. Executive Search provides the structure, reach and insight to do it properly. And when you get that hire right, the impact is lasting. If you’re planning a senior hire, feel free to get in touch – I’m always happy to have a conversation.
It is sadly true that ‘crunch’ still seems to be an issue in some parts of the game dev sector – although thankfully it is becoming less of a problem as employees push back. So, the idea of institutionalising extreme working hours as a standard operating model feels like a huge step backwards. But it’s definitely worth highlighting a workplace trend emerging elsewhere in tech: the so-called ‘996 work culture’ – working 9am to 9pm, six days a week. Originating in parts of China’s tech sector and now resurfacing in segments of Silicon Valley’s AI boom, it’s being discussed as a badge of ambition and competitive drive. For C-suite leaders in the games industry, this is less about alarm – and more about awareness. It’s a trend we hope the industry consciously avoids. The Tech Firms Embracing a 72-Hour Working Week: A deep dive here by the BBC into this practice, providing a need-to-know on this approach to working, as well as revealing the attitudes of some start-up tech founders who believe ‘Slackers are not my brothers’. As the BBC reports, “… for every ambitious company founder, the ever-present fear is that someone else will get there first. Speed is of the essence – and tech sector workers are under pressure to work harder, and longer, to get results quickly.” Get the full inside story here - https://www.bbc.co.uk/news/articles/cvgn2k285ypo ‘Work Hard, Play Hard’ is Over. Inside Silicon Valley’s 996 Culture: This article by Forbes article describes how some startups are prioritising a simply ‘work hard’ culture, with a relentless productivity focus. 70-hour weeks are becoming an expectation rather than an exception in some spaces, with job ads making no bones about what is expected of employees. One observer notes that he has seen mattresses on the floor in every office of one company: “During interviews, they ask candidates if they’re willing to sleep at work – and people line up for jobs there.” Read more here - https://www.forbes.com/sites/dariashunina/2026/01/22/work-hard-play-hard-is-over-inside-silicon-valleys-996-culture 996 Culture is Coming at ‘Human Expense’: No surprises here, with Business Insider reporting that burnout is increasing fast in Silicon Valley. Interviews with AI researchers and engineers suggest that even when long hours are framed as voluntary or passion-driven, they can lead to exhaustion, strained relationships and health concerns. Burnout appears as a recurring theme, as you can discover here - https://www.businessinsider.com/996-work-culture-silicon-valley-burnout-ai-researchers-2026-2 The Dark Side of the AI Boom: Spotlighting Silicon Valley too, PCMag highlights how Silicon Valley’s embrace of 996 mirrors earlier trends in China’s tech scene, where such schedules drew legal and cultural backlash. The article focuses on some real-life stories from those who are embroiled in this way of working, missing out on time with friends and family and with other areas of their personal lives spiralling out of control. Discover what they have to say here - https://uk.pcmag.com/ai/162909/the-dark-side-of-the-ai-boom-silicon-valley-embraces-chinas-brutal-work-trend Of course, 996 is not a defining feature of the games industry. But the conversation around it matters – particularly when tech sectors intersect, as they increasingly do through AI, live services and cross-platform innovation. As competition and economic pressures increase, the temptation to equate longer hours with greater commitment can grow. But evidence consistently shows diminishing returns beyond a certain point – and increasing costs to morale, retention and reputation. What are your thoughts…?
Liz Prince , Business Manager of Amiqus and co-founder of the Empower-Up EDI platform, which launched with Ukie two years ago. The website and resources aim to help studios of all sizes on their diversity and inclusion journeys. Here she discusses the importance of mentoring for supporting the professional – and personal – development of individuals, particularly women and those from under-represented groups…
OUR 25th AWARD IN 25 YEARS!
The recent announcement of this year’s Gamesindustry.biz Best Places To Work Awards once again shines a spotlight on companies that understand what every executive knows but not all act on: culture is not a ‘nice to have,’ it is a growth strategy.
Caroline Stokes is described as a leadership strategist for the ‘5th Industrial Revolution’. And some of you may know her from her days working in the games industry at Sony, where she helped to launch the original PlayStation, plus Virgin Interactive and Nokia. In more recent years, she’s evolved from executive headhunter to an authority on psychological and strategic leadership reinvention via her executive coaching business FORWARD – and she has just authored a new book - AfterShock to 2030: A CEO’s Guide to Reinvention in the Age of AI, Climate, and Societal Collapse. I’ve had the pleasure of talking to Caroline about her background, her work and the blueprint her new book offers to the progressive and forward-thinking C-Suite…
In today’s era of social media scrutiny, it’s no longer enough for a company to emblazen its values on a website or in corporate messaging. As we’ve seen from news reports in recent weeks, for senior leaders, every handshake, every reaction, every off duty moment can become tomorrow’s headline.
IWD is sill crucial to the games industry. Let us tell you why...
Games mentorship initiative Limit Break has announced the opening of applications for mentors and mentees for its 2025 programme. This will be the seventh year of Limit Break Mentorship, which continues its mission to level up diversity and representation in the games industry through connecting people from under-represented and minority backgrounds with experienced industry mentors. Founded in 2019 with just 100 members, the organisation has seen rapidly increasing demand for its programme, engaging with over 1,600 mentors and mentees in 2024. The scheme offers a unique opportunity for members to develop their skills and knowledge, supporting professional growth and helping to contribute to an industry future that is rich with diversity and passion. Through a structured six-month mentorship, mentees from a wide variety of backgrounds and disciplines are matched with experienced volunteer mentors drawn from all corners of the industry. Based on monthly one-to-one meetings, coupled with access to exclusive online events, resources and guidance, the scheme is designed to empower both mentors and mentees to build connections and expand their skills and knowledge, as part of the thriving Limit Break community. Anisa Sanusi, Founder of Limit Break said:“Everyone at Limit Break is passionate about supporting diverse talent in our industry, and we’re really excited that we are able to run our mentorship program for a seventh year." Limit Break Director Dan Thomas added: "It is a hugely challenging time for the industry at the moment, but we believe mentoring can play a really important role in our current context, far beyond the Limit Break program, by helping our members build long-lasting connections and grow, develop and be inspired as part of an inspiring and supportive community.” Mentee applications are open to anyone based in the UK and Ireland currently working in the games industry or seeking to enter it, and who identifies as part of a marginalised or under-represented gender, orientation or ethnicity group, in addition to neurodiverse people and those with disabilities. Applications are welcomed from any prospective mentors with over three years of relevant industry experience. Potential mentors and mentees can apply now until April 25th through the Limit BreakMentorship website here.
The UK slips from 17th to 18th in PwC’s Women in Work Index, down from 10th in 2020 - the steepest post-pandemic decline amongst OECD countries - with Iceland, New Zealand and Luxembourg the best performing. Scotland is the UK’s top performing region for the second year in a row. Despite marginal improvements in gender pay gap and high female labour participation, the UK's overall ranking fell due to worsening unemployment and a widening participation gap. The UK fell to second among G7 countries, and now sits behind Canada. At the UK’s current rate of progress, it will take 33 years to close the gender pay gap. Productivity gains through increased female participation from 2011 to 2023, measured by GDP per hour worked, boosted UK GDP on average by 0.3% a year, resulting in a total annual GDP increase of US$7.8bn (£6.2bn). The UK has dropped to its lowest ranking among the 33 OECD countries in over a decade, despite an overall improved score year-on-year, according to PwC’s latest annual Women in Work Index. The report, which looks at progress made towards achieving gender equality at work, showed that in 2023 (the latest result), the UK had a female labour force participation rate of 74.80%, compared to 72.70% and 71.69% in the OECD (the Organisation for Economic Co-Operation and Development) and G7, respectively. The G7 had the weakest performance, with its 2023 participation figure now only just aligning with that of the UK’s in 2014. The UK’s Index Performance In-Depth The UK's performance in the Women in Work Index has varied since its inception in 2011, averaging 16th place over the years since. It peaked at 10th in 2020, in large part due to the COVID-19 furlough scheme. The latest result is the lowest the UK has ranked in over a decade, when it ranked 19th in 2012. For the first time since 2019, the UK is no longer ranked number one among the G7 economies, and is now second behind Canada. The Women in Work Index assesses five indicators that make up the rankings. A deep dive into the UK’s performance against these indicators reveals that: Female Labour Force Participation: The UK's rate saw marginal improvement of less than 0.1%, and therefore remains at 74.8%, although still above the 72.7% OECD average. However, the OECD average increased by 0.7%, indicating stronger progress in other countries. Participation Rate Gap: The UK's female labour force participation rate gap, (the percentage difference between male and female participation rates) widened from 7.1% in 2022 to 7.8% in 2023, dropping the UK's rank from 13th to 19th place – however, this is still better than the OECD average of 8.8%. The UK participation gap has been consistently smaller than the OECD’s since 2011. However trends indicate other countries are beginning to catch up post-pandemic. Wage Gap: The average OECD gender pay gap has bee n lower than the UK every year between 2011 and 2023, except 2020 when factors such as job retention schemes temporarily improved the UK’s comparative position. In 2023, the UK improved its gender pay gap by 1.2% to 13.3%, closing the gap to just 0.2% shy of the OECD average. Nevertheless, the current rate means it will still take 33 years for the gender pay gap to close in the UK. Female Unemployment Rate: The UK's female unemployment rate marginally worsened, standing at 3.5% – 1.8% lower than the OECD average of 5.3%. Full-Time Employment Rate: The UK's female full-time employment rate is 68.9%, ranking 27th out of 33 OECD countries, and is significantly below the OECD average of 78.1%. Regional Inequalities In The UK Half of the UK regions (six out of 12) recorded improvements in their Index score year-on-year. Scotland placed first for the second year running, improving its female participation rate, and its wage gap narrowed significantly from 11.8% in 2022 to 8.3% in 2023. The North East was the most improved, moving up six places to fourth, due to much better female participation, lower unemployment, and wage gap improvements. Five regions experienced a deterioration, most notably in the East and East Midlands. Overall, the gap between the worst and best performing regions has widened, by approximately seven points year-on-year. The contributing factors for this have been the impact of slow regional growth in certain parts of the UK, and varying degrees of both implementation of the ‘Levelling Up’ agenda and proactive efforts of devolved governments in supporting female employment. Alia Qamar, economist at PwC UK, said: “While a fall in rank is never good news, it doesn't depict the whole story; the UK is improving its gender pay disparity, but at a slower pace than other countries. The sluggish progress compared to peers means long term the UK’s performance is consistently only just ahead of the OECD average, whereas other similar countries such as Ireland and Canada have shown impressive improvements in the post-pandemic era. This tepid progress means the ultimate end goal to close the gender pay gap remains a long way off, as on the UK’s current trajectory it will now take over three decades.” Gender Equality Boosts GDP Related PwC research identifies a positive link between female workplace participation and a country’s economic performance. Specific focus was given to analysing the impact of the female participation rate on increased productivity, and the resulting boost to productivity of OECD countries. The findings show a correlation between increased female participation and productivity and GDP growth across OECD countries from 2011 to 2023, leading to an annual increase of USD $0.19 in GDP per hour worked for the average OECD country. This translated into an average GDP boost of USD $4.5bn per OECD country a year. If progress toward full gender equality in the workplace were to continue at the same pace for the next five years, total productivity gains by 2030 could amount to $54.5bn (£43.5bn) in UK GDP, $31.6bn for the average OECD country and $105.5bn for the average G7. Phillippa O’Connor, Chief People Officer at PwC UK, said: "The positive link between gender equality in the workplace and economic growth shows that investing in gender equality isn't just the right thing to do, it's the smart thing to do. The benefits of a larger and more diverse workforce are translating directly into GDP gains, as well as enriching economic diversity, reducing income inequality, and providing a stronger overall skills base. “As our research shows, increasing the workplace participation rates of women has the potential to significantly boost the UK economy and help solve the productivity puzzle – providing a valuable pathway to achieving sustainable growth.” Iceland Tops The Rankings Iceland ranks first on our Index, moving up three places from 2022, followed by New Zealand and Luxembourg. The top five countries remain the same as 2022, although the order in which they rank has changed. Chile, Korea and Mexico ranked at the bottom of the Index. Despite being lowest, all three of these countries improved their overall index value. The Republic of Ireland has seen dramatic progress in all indicators, recording the biggest annual improvement in the OECD. It rose from 12th place in 2022 to 6th place in 2023, with a notable wage gap decrease from 6.7% to 3.7% in 2023. The full Women in Work Index can be found here.
