When you're working on a game that has a budget of tens of millions of dollars and you have to sell millions and millions and millions of copies to break even, you have a lot more layers between you and the audience. You have a marketing department, and there's a different marketing department for every continent, and the parent company has stockholders, and all that kind of stuff.

The kind of approach that inspires me is taking what you've built and figuring out how to turn it into a new experience by expanding it smartly. The challenge is figuring out what's the best way to do that without totally jumping off of a cliff.

When you're working on a game that has a budget of tens of millions of dollars and you have to sell millions and millions and millions of copies to break even, you have a lot more layers between you and the audience. You have a marketing department, and there's a different marketing department for every continent, and the parent company has stockholders, and all that kind of stuff.

I think that the good thing about working smaller and being a smaller company that doesn't have to make as much to make money back is that you don't have to worry about, well, critics like this and they'll tell people to buy it, but millions of people might say, 'Oh, well I'm not interested in that subject matter' and we're sunk.

A game that a lot of critics like is not necessarily a game that enough players like to be able to make back an investment of tens of millions of dollars.