Jean-Charles GaudechonCEO

Remedy is a unique studio with a strong creative identity. I joined because I believe in what the company stands for and the incredible talent behind its games. My goal is not to change Remedy's DNA but to help it grow, improve, and reach a much larger audience while protecting what makes it special.

I completely understand the concerns. People love Remedy and want it protected. What attracted me to the company is exactly what fans value: its creativity, storytelling, and unique voice. I was not hired to turn Remedy into something else. I was hired to help strengthen what already makes it successful.

I hope to bring vision, structure, and support. Remedy already creates incredible games, but I believe its franchises can reach much larger audiences. We need to think bigger about how we build, market, and grow our intellectual properties while staying true to the studio's strengths.

The quality of the games is already there. Alan Wake, Control, and even older titles have built passionate communities and received strong critical praise. I think the next challenge is helping these franchises reach more players globally and maximizing the value of what already exists.

It means investing more deeply in our existing franchises. Instead of constantly chasing new opportunities, we should unlock more value from the incredible intellectual property we already have. That includes games, communities, publishing, and opportunities beyond gaming itself.

Self-publishing gives us a stronger voice. Nobody understands Remedy's games better than Remedy. It allows us to communicate directly with players, build stronger communities, improve commercial performance, and create greater financial freedom for future creative projects.

We can get closer to our audience and explain our games in a way that truly reflects what they are. Better publishing also means generating more revenue per sale, which creates the financial foundation needed to invest in future projects and maintain creative independence.

It reinforced how important it is to understand the challenges of new genres. Building multiplayer and live-service experiences requires different skills, processes, and expertise. There were many valuable lessons from development, publishing, community management, and product positioning that will help us moving forward.

Focus is often defined by what you choose not to do. Chasing trends simply because they appear profitable rarely works. We should only explore new opportunities when they build naturally on our strengths and existing franchises rather than forcing ourselves into markets that do not fit who we are.

The studio has spent decades building a recognizable voice. Players know a Remedy game when they see one. In a market filled with similar products, having a strong identity is one of the most valuable advantages a company can have, and it must be protected.

Great games can succeed anywhere. While different regions have different preferences, the quality of the product is still the most important factor. Our goal is to reach more players globally through better publishing, broader platform support, localization, and stronger franchise development.

It is a major opportunity. Television, film, and other media can introduce our franchises to entirely new audiences. Cross-media expansion helps build larger communities and strengthens the long-term value of our intellectual property beyond individual game releases.

We need to be extremely careful. Remedy creates highly authored experiences where creativity is central. AI may help in areas like prototyping and experimentation, but we are not looking to replace creative work or use AI in ways that weaken the artistic vision behind our games.

These are exceptional games with strong communities and critical acclaim. I believe there is still significant untapped potential. Before creating entirely new franchises, we should focus on helping our existing franchises reach the larger audience they deserve.

The biggest opportunity is becoming an even stronger creator of unique, high-quality games and franchises. We have not yet reached the full potential of our intellectual property, our creative talent, or our publishing capabilities. There is still a tremendous amount of growth ahead.

Don't follow trends. Focus on your strengths, understand what makes your company unique, and build around that. The industry rewards originality far more than imitation, and strong creative identities are often the most sustainable competitive advantage.