1. After selling Bungie Software to Microsoft and making a little-known title called Halo, Alexander Seropian left the glitz of Seattle Washington and headed back to Chicago to open Wideload Games. Wideload’s mission is to make strange games for strange people, but equally strange is how they set out to make their first title. In this presentation Wideload’s Alexander Seropian gives a post-mortem of Stubbs the Zombie in Rebel Without a Pulse. The spotlight will be on Wideload’s model of production, where a large team of contractors located all over the world was hired to build the game with Wideload’s small core- team. Find out how they managed to create a new company, a new IP, a console game, and a new production model all at the same time. Speaker:Alexander Seropian President, Wideload Games, Inc. Friday, March 24, 2006 Creating Stubbs The Zombie With the Wideload Model

2. The Wideload Model

4. What is this Wideload all about? in the climate of $10MM+ budgets and 200 person teams. We wanted to create an independent developer to make original games

5. The Wideload Commandments

7. Original games are what we do We want Wideload to mean something (i.e. brand) We want to be independent

9. We are thinking long term We want to build something valuable

11. We must determine our own success Our goals and our partner’s goals should always be the same

13. We don’t want 50 employees making one game over three years We don’t want to suffer the churn of ramping up and down from one project to the next

14. The Wideload Development Theory Development costs are going up Project requirements are increasing The key to our commandments is size small size!

15. The Wideload Development Theory Small Team = Low Overhead Time = Money Wideload = Time

16. Everything Works in Theory HOW? No matter what, it takes a lot of people to ship a console game. We stay small and hire independent talent as needed.

17. What Went Right

18. A Truly Creative Environment I got an idea! No design politics Low organizational overhead Brainstorm to living room in one easy step

19. Leverage Ability to say no We didn’t have to live hand to mouth with each milestone

20. Cost Structure Saved Our Butt We shipped four months behind plan We survived because: –Overhead is low –We pay for assets

21. Cost Structure Saved Our Butt That’s a Million Dollar Difference!

22. Staffing Hiring 12 instead of 45 is doable in Chicago We saved over $300K in recruiting/relocating Cold, mean, bastard rule: Hiring and firing contractors is easy! Scaling up for need

23. Finding Talent Former Bungie Employees Animation Farm Red Eye Studios Post Effects Chewy Software

24. The Internet Shortening the iteration cycle –Contractors created game ready assets –Contractors submitted straight into source safe Realtime communication –Instant Messenger –Concepting Forums

26. What Went Wrong

27. Complicated Tool Chain Proprietary Engine & Tools –No documentation –No Internet Forums Wasn’t always clear when it was worth training

28. Contractor Selection Not enough reference assets Not enough tests Due diligence on contractor management and art direction

29. Contractor Management Internal staff: work vs. manage Feedback delays lengthened iteration cycle Not enough production management

30. Not Enough Producers Our model really needs to have assets, designs, schedules and budgets tracked!

31. CAS Failure We thought we could make our contractors crunch for us. That didn’t eliminate our own crunch.

32. The Grand Experiment We shipped! We live to strike again! “WIde Load is awsome”!

34. Stubbs the Zombie in Rebel Without a Pulse www.wideload.com Alexander Seropian President, Wideload Games, Inc. alexander@wideload.com