Introduction 

80.lv: Congratulations on becoming CEO of Diorama Digital. You mentioned that joining the company feels like “coming home.” Can you share your history with the founders and explain what drew you to take on this role at this moment in your career?

Joining Diorama genuinely feels like coming home because this story started long before the CEO title. We started our studios in the same place, almost at the same time, at the technology institute of our state in Pernambuco. For a period early on, we were literally sharing the same hall, each building our own company side by side.

Over the years, I followed Diorama’s evolution closely and always respected the way the founders built the studio with consistency, a commitment to quality, and a strong internal culture. What drew me in now was timing and alignment. Diorama reached a stage where creative maturity was already established, but the company needed a more structured phase of growth, especially on the business and positioning fronts.

For me, it was the right moment to step back into an executive role, helping the studio scale globally without losing the identity that made it strong in the first place.

Experience from PUGA Studios

80.lv: You previously led PUGA Studios through a period of strong growth and ultimately an acquisition. What key lessons from that journey are you bringing into Diorama Digital, and in what ways do you expect your leadership approach to be similar or different this time?

Leading PUGA through rapid growth and an eventual acquisition was an intense learning experience. One of the biggest lessons was understanding how quickly a service company can scale, and how easily that growth can create operational stress if structure, governance, and decision-making do not evolve at the same pace.

This time, a major lesson I’m bringing forward is the importance of culture and trust. I learned that growth works best when you stay close to people you genuinely respect and trust, and when that respect goes both ways. Being aligned in values, expectations, and ways of working creates a much stronger foundation than any process or structure alone.

I’m also deeply thankful to my previous partners, team, and clients. That journey shaped how I think about leadership and responsibility. I’m less interested in growth at any cost and more focused on sustainability, team stability, and long-term partnerships. The goal this time is not just to grow fast, but to grow with quality.

Brazilian Gamedev

80.lv: Diorama is positioned as a Brazilian studio competing in the global games art and animation market. What advantages does operating out of Brazil offer, and how do you translate what you call Brazilian energy and soul into a real competitive edge for international clients?

Brazil offers a very unique combination of creativity, adaptability, and resilience. Brazilian artists are used to solving problems, not just executing tasks. There is a strong collaborative mindset and a natural ability to work across styles, constraints, and production realities, which is extremely valuable because this is art.

When I talk about Brazilian energy and soul, I’m not referring to something abstract or purely cultural. It shows up in energy, engagement, ownership, and how teams connect with the people and projects they work on. We are resilient people, and that resilience translates into consistency and commitment over long production cycles.

80.lv: What are the main challenges of running a service studio based in Brazil while serving predominantly international clients? How do you deal with issues such as currency volatility, time zone differences, and market perception?

There are some real considerations, and it’s important to address them with nuance. One of them can be language. Access to high-quality English education in Brazil is not universal, which means it requires intentional effort. At the same time, we’re fortunate to work in the game industry, where people are naturally interested, curious, and motivated to communicate. That creates an environment where teams continuously improve.

From a time zone perspective, we actually see it as an advantage. Being positioned between the US West Coast and Eastern Europe allows us to overlap with both regions during the day, which supports live communication, reviews, and production flow.

From a financial standpoint, we approach volatility strategically. We maintain a disciplined, low-leverage capital structure, which reduces financial risk and gives us strategic flexibility in both operations and long-term growth decisions.

Standing Out in a Crowded Outsourcing Market

80.lv: The outsourcing and co-development space has become increasingly competitive, with studios around the world offering similar 2D, 3D, and animation services. How does Diorama stand out in this environment, and what is your core pitch when a potential client is comparing multiple partners?

While many studios offer similar services on paper, the real difference is how the work is delivered. We don’t operate as a task-based vendor. We integrate into the client’s pipeline and work as an extension of their team.

All of our current clients have been with us for more than three years, which reflects trust and consistency. We’re very aware that our delivery directly impacts our clients’ responsibilities, so accountability is central to how we plan, communicate, and execute. A vital aspect of our work is the variety of squads we have, empowering Diorama to explore diverse art styles in the projects we deliver, such as Stumble Guys and Battlefield 6.

We also provide clients with a clear operational framework, including defined processes and security protocols across both our online and physical environments. This level of structure still differs significantly from many competitors in LATAM and is often a key factor in long-term partnerships.

80.lv: You’ve emphasized the idea of being a reliable, long-term partner rather than just a vendor. In practical terms, what does that mean, and how do you build trust, especially with teams that may be cautious about working with partners outside their immediate region?

Being a long-term partner means thinking beyond the current milestone. We focus on continuity, shared responsibility, and reducing friction over time.

We’re selective because we want partnerships that make sense, but we’re also flexible and attentive to our clients’ needs. This aligns well with how clients operate. Most teams don’t want to change vendors constantly. They’re looking for stable, long-term relationships they can rely on. Trust is built through consistency by delivering what was agreed, communicating clearly, and mitigating and flagging risks early.

Business Development and Visibility

80.lv: Marketing and business development in B2B services are very different from promoting consumer-facing games. How are you approaching visibility and client acquisition for Diorama Digital?

B2B services grow through relationships and reputation, not volume marketing. A significant part of our growth comes from referrals, driven by the quality and consistency of the work our team delivers for existing partners.

We focus on being present where decisions are actually made through industry events, direct conversations, and long-term networks. Over the coming years, we plan to expand our presence in these key locations and invest more intentionally in building the Diorama brand, always aligned with our delivery capabilities and long-term strategy.

Latin America and the Regional Ecosystem

80.lv: Latin America’s game development ecosystem has been growing, but it still faces challenges around investment, infrastructure, and global recognition. How do you see the regional landscape evolving, and what role do you think Brazilian studios like Diorama can play in that growth?

I have a deep understanding of the Latin American market, especially the Brazilian game industry. I’ve been closely involved in the ecosystem for many years through Abragames, the Brazilian Game Developers Association, where I work strategically on initiatives to strengthen the market and improve international positioning.

During my time at PUGA Studios, we demonstrated the region's real capacity. At that time, PUGA became the largest art service provider in LATAM, delivering for global clients at international standards.

We’re also seeing positive structural changes. Governments are increasingly recognizing games as a formal industry, and in Brazil, this is already happening alongside infrastructure investments. A strong example is the Brazil Games program, jointly developed by ApexBrasil and Abragames, which has shown that targeted investment in the game industry can deliver strong results.

80.lv: The economics of art outsourcing can be complex. How do you approach pricing strategy and margin sustainability while delivering work at a global standard?

Pricing needs to reflect reality. We don’t believe in competing purely on price because that usually compromises quality, people, or both. At the same time, we understand that we need to be competitive and mindful of the current global market conditions in which our clients operate.

Diorama operates as a lean company by design. We intentionally keep non-production areas as efficient as possible, which allows us to protect margins without putting pressure on sales or the creative teams. Our sales focus is not on chasing aggressive and sometimes unrealistic revenue targets, but on finding partners that can build long-term, sustainable relationships with the studio.

Vision

80.lv: Looking ahead to the next few years, where do you envision Diorama Digital?

Our focus is on consolidating Diorama as a globally trusted art partner. That means scaling our service business with control, maintaining quality, and strengthening long-term relationships with clients who see us as part of their production strategy.

Over the next few years, people will see Diorama growing and, starting this year, expanding our teams overseas to better support our partners globally. Beyond that, we’re observing movements outside the obvious routes through a very selective, long-term lens.

At the same time, we’re investing in innovation in a very concrete way. We’ve created an internal innovation department inside the studio, focused on looking ahead of current work and existing pipelines. This is not about marketing innovation or selling promises. It’s about doing the work, testing ideas, and understanding how new approaches can genuinely support production and the broader game industry. We’ll share more about the results of this investment as it matures.

Rodrigo Carneiro, CEO of Diorama Digital

Interview conducted by Kirill Tokarev