Two platforms, a televised franchise, twelve first-party games, payment rails and a console, shipped weekly by a team you could fit around one table. That is not heroics and it is not a headcount we are hiding.
Watches both products the way an ops team would, and escalates the things a person actually has to decide.
t7d · operations feed
agents
- the repetitive passes: catalogue cleanup, regression walks, metadata, daily checks
- the watching: anomalies, failures, numbers that drift when they should not
- the first draft of very nearly everything
people
- the judgement: what to build, what to charge, what to cut, what a player will feel
- the relationships: partners, telcos, broadcasters, the team
- the last mile on anything a player actually sees
The rule is simple. If a task is repetitive and verifiable, it belongs to an agent. If it needs taste or a relationship, it belongs to a person. Most companies get this exactly backwards and automate the judgement.
1
release a week
On a televised product with real money in it, where a bad week is a public one.
2
products, one team
Adding a product here does not mean adding a department.
12
games shipped in-house
Because the hours that would go on catalogue hygiene go into the games instead.
A live game rolls at midnight Riyadh whether or not anyone is awake. Passes expire, draws close, streaks break, seasons turn. Agents hold the clock so that people can hold the product.
00:00day rolls, streaks settle
00:05passes and entitlements refresh
02:00catalogue pass, metadata cleaned
06:00overnight anomalies summarised
09:00the humans read four lines, not four hundred
That is the part that does not automate, and the only part worth a person’s day.