At some point, we realized that our managers were not really managers, but rather game developers who were leading increasingly large projects. With studios around the world, everything was becoming businesslike for our company. So we have been working with institutions like HEC Montreal to provide customized MBA-type training to our most promising managers. The idea was to achieve the level of a 3,000-employee company and maintain leadership of our games—our brands—in Canada.
As Mr. Della Rocca was saying, this is very relevant. In our industry, the value of a company, game or industry is in the brands. Whenever we are able to maintain the leadership of a large brand, we become something of a small headquarters for that brand. We provide work for branches around the world. The work is no longer provided by the head office, but rather by the studio itself.
Therefore, we need leaders and managers. We are working within the company and with HEC Montreal to train our future managers.