Mentoring - A Strategy That Punches Above Its Weight

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.

Avid Games, a leading digital card trading game developer, faced critical challenges in expanding its operations and enhancing its strategic capabilities. With ambitions to grow exponentially and position themselves for a future sale, the company needed two high-calibre executive hires: a COO/CFO and a CTO. These roles were essential to achieving their long-term objectives. The Challenge Avid Games' CEO, Paul Mayze, was managing dual roles as CEO and COO, which wasn’t sustainable. This operational bottleneck, combined with the studio’s desire to increase user engagement in its flagship game, Cards, The Universe, and Everything, highlighted the need for structural changes within the organisation. Avid’s lead investor recommended hiring a COO to manage operational efficiency, financial strategy, and key stakeholder relationships. Additionally, a Chief Technology Officer was required. Avid Games had seen the departure of its Technical Director, but Avid wanted to create a new CTO role to bring additional technical innovation and vision to the company. Key Challenges Included: Specialised Talent Needs: Both roles required niche expertise in mobile games as a service (GaaS) and an existing games industry network. Time Sensitivity: Avid Games was under pressure to secure these hires within a three-month window. Confidentiality Concerns: Maintaining discretion was paramount to avoid any premature market speculation. Cultural Fit: The company needed executives who could integrate seamlessly with Avid’s studio culture – while driving results. Our Approach and Process Amiqus’ Executive Search service, with deep expertise in the games industry, was engaged to define and manage the recruitment process for both roles. Step 1: Understanding the Client's Needs We conducted detailed discussions with the CEO and Chairman to understand Avid’s goals, culture, and specific role requirements. For the COO role, we identified a need for a candidate with both operational and financial expertise to complement Paul’s creative strengths. For the CTO role, the focus was on technological modernisation and strategic vision. Step 2: Building a Talent Pipeline Market Research: Leveraging our proprietary database and networks, we identified 180+ potential candidates for the COO role. We also tapped into passive talent pools and engaged active candidates through discreet advertising. Candidate Screening: Rigorous vetting processes, including detailed interviews and up to 10 reference checks per candidate, ensured a strong match. Technology Utilisation: AI tools and platforms like LinkedIn Insights enabled targeted outreach to top-tier talent. Step 3: Candidate Engagement Our Head of Executive Search Stig Strand used his 25 years of recruitment experience and proven techniques to build trust with candidates, ensuring they felt comfortable sharing information even before formal applications were submitted. This approach minimised drop-outs during the recruitment process. Step 4: Final Selection For the COO role, we provided 28 candidates, with 11 progressing to interviews, and three to final stages. The successful hire, Ido Hochman, brought dual expertise in operations and finance, along with a proven track record of scaling and exiting businesses For the CTO role, we presented seven candidates, with the first interviewee, Mark Allen, being a standout fit. A former CTO and co-founder of Neon Play, Mark had deep technical expertise and experience modernising technology stacks, and his former studio had experience in digital card games. The Results COO/CFO Hire: Ido Hochman was placed within 2.5 months. His experience in strategy and finance have since driven operational efficiency and community growth. CTO Hire: Mark Allen was hired within 8 weeks. His contributions have modernised Avid’s technology and aligned the company with its long-term vision. Business Impact: Within months of their placements, both executives have delivered measurable improvements, including increased revenue and a clearer strategic direction. Key Takeaways 1. Specialised Expertise: Amiqus’ niche focus on the games industry, and our 25 years of experience, ensuring access to top-tier talent. 2. Efficient Execution: Despite tight timelines, both hires were completed ahead of schedule. 3. Tailored Solutions: By understanding Avid’s unique challenges, we delivered candidates who matched both the technical requirements and cultural fit. 4. Confidentiality: Our discreet approach preserved Avid’s market position and mitigated risks during the hiring process. Conclusion Avid Games’ successful partnership with Amiqus demonstrates the value of leveraging specialised Executive Search expertise. By securing transformative leaders, Avid Games is now well-positioned to achieve its growth objectives and maximise its potential for a successful exit in the future. "We were reticent about going down the executive search route because of the costs involved. Having gone through the process with Amiqus, I only wish we'd started sooner. Value was demonstrated at every step: requirements gathering, constructive advice and guidance in drafting the roles, a long list for refinement and then, subsequently, a string of interviews with impeccable candidates. While the time commitment was substantial, this was easily the most enjoyable and satisfying recruitment process I have been through - and the results are already more than worth it." Avid Games CEO Paul Mayze

The new season is a great reason to make and keep resolutions. Whether it’s eating right or cleaning out the garage, here are some tips for making and keeping resolutions.