Inside Rift Gaming’s Approach to Flexible Game Development and Consulting

As the games industry continues to navigate layoffs, restructuring, and rising production costs, studios are increasingly rethinking how teams are built and sustained. Traditional models centered around large, permanent teams are giving way to more flexible approaches, where external partners and specialized consultants play a larger role across different stages of development.

Rift Gaming is one of a growing number of consultancies focused specifically on game development, offering expertise across engineering, design, and production.

In this interview, the team shares insights into how co-development works in practice, why studios are turning to external partners, and how consulting is evolving as part of a more sustainable model for building games.

Can you take us through the founding story? What led you to start Rift Gaming, and what gap in the market did you identify that convinced you there was room for a specialized game development consultancy when most consultancies are generalists?

We came from a generalist tech/IT consultancy background, where we noticed how  difficult it was to properly tailor services to the unique needs of game studios. Game development is different from typical software development in many ways; it’s highly interdisciplinary, very production-cycle driven, and requires specialized talent across design, engineering, art, and production. In a general consultancy environment, those nuances are often hard to fully support. That’s what made us realize there was a gap in the market: there were plenty of general consultancies, but very few that were deeply focused on the gaming industry.

We wanted to build a consultancy that understands the realities of game development and, over time, could provide the full spectrum of services needed to help studios build great games. Essentially, we decided to go all-in on a niche we genuinely love and care  about: gaming.

Also, having seen multiple layoffs and seeing the industry repeatedly go through waves of restructuring, it became clear that the way studios build games is, or should perhaps shift. Instead of maintaining large internal teams throughout an entire development cycle, many studios are moving toward more flexible production models where they bring in specialized talent at different phases of a project. Game development rarely requires a constant team size. Early in a project, you might only need a small group to prototype and test ideas. But once production ramps up, you suddenly need many more people: artists, engineers, QA, producers, and other specialists to deliver the full game. After launch, those needs often shrink again.

That’s where a specialized consultancy like Rift Gaming fits in. We help studios scale their teams up and down by providing experienced game developers who can integrate into projects when they’re needed most. This allows studios to access top talent  without taking on the long-term risk of hiring permanent staff for roles that might only be  needed for a certain phase of development.

So the gap we identified was really twofold: a lack of consultancies deeply specialized in game development, and a growing industry need for flexible, project-based expertise.  Rift Gaming was created to sit exactly at that intersection.

Rift Gaming appears to have grown rapidly, recently bringing on senior talent like Daniel Bittencourt. What has enabled this rapid growth? What's been your approach to scaling the business, attracting top-tier talent, and building credibility with game studios in what seems like a relatively short time?

A big part of our growth comes down to people, and the fact that talent attracts talent. Early on, we relied heavily on recommendations from people we trust in the industry, which helped us bring in strong individuals who share similar values and standards. That network effect has been incredibly important in building the team quickly while maintaining a high level of quality.

Even though Rift Gaming is still a young company, the collective experience of our team means we operate with the maturity of a much more established organization. In many ways, we are the sum of our people, and that shared experience helps us build credibility with studios. Another important factor is that people join Rift not just for a job, but to help shape something. Bringing in senior talent like Daniel Bittencourt has been about sharing a vision and building the company together.

Internally, we focus a lot on creating an environment where our colleagues can thrive. If our people grow and perform well, we can continuously deliver strong results for our clients. That means providing a safe and supportive space where consultants can develop in their careers, while also offering competitive packages.

Trust is also a key part of how we operate. We hire experts and trust them to do what they do best, without micromanagement. Experienced developers value independence,  transparency, and clear communication, and that philosophy has helped us both attract and retain top-tier talent while scaling the company. 

As we move through 2026, what's the current state of the consulting services market in the game industry? What are the main problems or challenges that studios are coming to Rift Gaming for help with? Have the types of requests or pain points changed compared to when you first started the company?

As we move through 2026, we see that studios are becoming more aware of what they need help with and why they bring in external partners. That has required us to be very deliberate about the skills we recruit into Rift, making sure we continue building a team with the expertise studios are looking for.

There are also two sides to the current market. When studios scale down their internal teams, it can reduce immediate opportunities for consultancies like us. At the same time, the reality is that games still need to be made. Consulting allows studios to bring in experienced people when they are needed, and with a clear understanding of the cost and timeframe. In many ways, this is similar to how film production has evolved over the years, where teams scale up during production and scale down once a project is finished. It creates a more flexible and sustainable way of developing games.

The types of requests we see still vary quite a bit. Some studios need help early on with prototyping and defining a direction, others bring us in when production ramps up, and they need to scale quickly, and some need support to help get a game over the finish line. In some cases, studios are also looking for partnerships where we take on co-development setups and handle defined parts of the project.

The biggest change compared to when we started is really the level of clarity. Studios today tend to have a clearer understanding of why they bring in external support, and that makes trust and honesty between both sides even more important. When expectations are clear, it creates much stronger and more effective collaborations. 

Your team spans senior developers, product managers, designers, and producers with expertise across Unity, Unreal Engine, C++, and various specializations. When studios engage Rift Gaming, what does co-development typically look like? Are you filling specific skill gaps, taking over entire feature development, providing production oversight, or offering strategic guidance? Can you walk us through a typical engagement?

When studios engage Rift Gaming, the short answer is that it can be all of the above. We work in several different ways with our clients, depending on what they need at that particular stage of development.

In some cases, we step in to fill a specific role within an already established team. That could be a senior engineer, designer, producer, or product manager who integrates directly into the studio’s workflow and helps strengthen an existing team. In other situations, we provide several roles at once to support a team that needs to scale up more quickly. That might mean bringing in a small group with complementary skills. We also work on setups where Rift takes responsibility for a defined part of development.  That could be a DLC or a specific area of the game that we develop and then hand over to the client once it is complete.

Ultimately, our goal is to be adaptable. Every studio and every project has different needs, so we adjust how we work and structure our delivery based on what will support the client and the project in the best way. 

You describe offering services "from indie to AAA, as well as mobile" with expertise across design, development, and production. What's your philosophy on how consulting companies like Rift Gaming can help game businesses flourish?  Beyond just providing additional hands, what value does bringing in external consultants provide that internal teams cannot?

Our philosophy is that consulting should be about more than simply adding extra hands to a project. Because we join projects for a limited period of time, we see it as our responsibility to contribute beyond just the tasks assigned to us. Our goal is to make a positive impact wherever we can and support the studio in building the best possible version of their game. Our consultants are not just there to fill seats; they are also there to consult. Easy to say, of course, but for us, it means looking at things from an outside perspective and sharing insights when we believe something could be improved.

There is also a certain value in being slightly removed from the internal dynamics of a studio. External consultants may not have the same psychological attachment to certain decisions or processes, which can make it easier to raise difficult questions or highlight potential issues. In the end, feedback and honest conversations are some of the most valuable tools any team has. Ultimately, our aim is to integrate into teams as trusted collaborators who not only help deliver the work, but also contribute experience, perspective, and insight that helps studios and their projects. 

Looking at specific areas of expertise, where does Rift Gaming have the strongest impact—is it technical problem-solving, production process optimization, design direction, live operations support, or something else? What types of interventions or contributions tend to create the most value for your clients?

This is a great question, and the answer can vary quite a bit depending on the client and the stage of the project.

In general, the areas where we tend to have the strongest impact are technical problem-solving, development, improving production processes, helping with product direction, and ultimately getting things done. Some studios need help solving specific technical challenges, while others benefit more from strengthening production workflows or aligning teams around clearer product direction. Often, the biggest value comes from combining those perspectives and helping teams move forward more efficiently.

We also work across different phases of a game’s lifecycle. Sometimes we are involved before release, helping teams bring a game over the finish line. Being part of shipping a game and then seeing the player response is always incredibly rewarding. At the same time, working on live games can be just as satisfying; helping teams improve retention,  refine systems, and make sure the existing player base continues to have a great experience. Ultimately, our focus is always on creating meaningful impact wherever we can, based on what the project and the studio need the most. 

The game industry has faced significant challenges recently. How has this market turbulence affected the consulting business? Are studios cutting external consultants to reduce costs, or are they actually relying more on flexible consultant talent versus full-time hires? How do you see the role of consultancies evolving in response to industry conditions?

The turbulence the industry has experienced recently is, of course, scary, and this is really the million-dollar question right now. What we have seen so far is that both dynamics exist at the same time. Some studios are cutting external consultants as a way to reduce short-term costs, while others are relying more on flexible consultant talent instead of committing to full-time hires. It really depends on the studio’s situation and how they are approaching their long-term development plans.

At the same time, the industry feels like it is going through a transition. We see large studios restructuring while many experienced developers move into smaller or independent teams. That shift can actually create new opportunities for consultancies,  because smaller studios often need to fill specific knowledge gaps without the overhead of building large permanent teams.

For us, the most important topic right now is sustainability and minimizing the impact on individuals. People have invested a lot in this industry. Many have moved across the world for their jobs, brought their families with them, and in some cases even depend on their employment for visa situations. That reality makes the recent waves of layoffs particularly difficult.

Our hope is that consulting can be part of a more sustainable model. It allows studios to plan their costs and development capacity more carefully without needing to hire large teams that might later be affected if projects change direction. At the same time,  we also carry a responsibility toward our own employees. At Rift, employee safety and stability are very important to us, especially during turbulent periods. Looking ahead,  we believe planned and transparent external collaboration will continue to play an important role in helping studios stay flexible while still delivering great games. 

You're based in Stockholm and operate in the Swedish game development  ecosystem, which has produced global hits like Minecraft, Valheim, and countless  others. How would you characterize the current state of game development in  Sweden and broader Europe in 2026? What advantages does the region offer?

We are very proud of the Swedish game development scene. There is an incredible  amount of talent, many great studios, and a strong sense of creativity and  entrepreneurial spirit. Over the past decade, games have become one of Sweden’s  largest exports, and Swedish-developed titles have had an enormous impact globally.  In fact, games developed in Sweden accounted for roughly 20% of Steam’s total gross  revenue in 2025, which says a lot about the scale of influence coming from a relatively  small country.

At the same time, the industry here has experienced the same turbulence we’ve seen  globally. The highs have been very high, with major international successes, but the  lows have also been significant. We’ve seen respected studios close while, at the same  time, other teams have released hugely successful games. It’s a dynamic and  sometimes challenging environment.

One of the biggest advantages of the Swedish and broader European ecosystem is how  connected it feels. Even though the region is large, the industry often feels surprisingly  small and familiar. People tend to know each other, collaborate across studios, and are  generally open to helping one another succeed.

That culture of collaboration is a major strength. The Swedish games industry in  particular has shown that it’s possible to combine healthy competition with a strong  sense of community. The region’s success is built on a combination of high technical  literacy, a vibrant indie scene, and a culture that encourages experimentation,  innovation, and knowledge sharing.

Despite the industry's challenges, are there positive trends or encouraging signs you're observing in your work with studios? Whether it's technological advances,  new creative approaches, emerging business models, or shifts in how teams operate, what gives you optimism about the future of game development?

It would be unrealistic to ignore the challenges the industry has been facing. With waves of layoffs, increasing pressure around new technologies like AI, and in some cases a growing focus on financial performance over creative risk-taking, it can sometimes be difficult to feel optimistic about the short-term direction of the industry. At the same time, many of these trends are not sustainable in the long run, and we are seeing signs of change.

One of the most encouraging developments is the number of experienced developers who are starting new, smaller studios. When talented people who have shipped games before come together in smaller teams, it often leads to new ideas, new ways of working, and a willingness to experiment creatively. Smaller teams naturally come with different challenges, especially around resources and specialized expertise. That is where we also see an opportunity for consultancies like Rift to support these studios by helping fill knowledge gaps and providing experience where it is needed most.

Technologically, the tools available to developers today are also more powerful than ever. Engines, middleware, and distribution platforms have lowered the barrier to entry,  which means great ideas can come from many different places. What ultimately gives us optimism is the people in the industry. Game development continues to attract passionate, creative, and highly skilled individuals who genuinely care about making great experiences for players. As new studios emerge and teams explore different ways of building games, we believe that creativity and innovation will continue to drive the industry forward. 

Looking ahead at the next few years, how do you see the game industry and the market for consulting services evolving? What should studios be focusing on or investing in to thrive in this environment? What's Rift Gaming's vision for your own growth and impact in the industry as we move through 2026 and beyond?

Looking ahead over the next few years, we think the industry will become more selective and more deliberate in how games are developed. Studios are likely to focus more on smaller and more focused projects, clearer audience targeting, and stronger product–market fit. The era of extremely large, high-risk productions without a clear direction is becoming harder to sustain, so we expect to see more emphasis on sustainable development cycles and well-defined creative visions.

Technology will also continue to reshape how games are made. New tools, workflows,  and AI-assisted production will change certain parts of development, but ultimately, these technologies will work best when they empower experienced teams rather than replace them. Studios that learn how to integrate new tools thoughtfully into their pipelines will likely gain a strong advantage.

Another important shift is the growing role of community-led development. Many successful teams involve players earlier in the process through playtests, early access, and ongoing feedback during development. Building communities earlier and listening closely to players helps reduce launch risk and allows studios to refine their games while they are still being shaped. This is something Rift wants to invest more in.

For Rift Gaming, our vision is to become an even stronger strategic partner to the studios we work with. We want to be the best at what we do and build deeper, longer-term collaborations with our clients. Consulting roles will continue to be an important part of our work, but we are also investing heavily in expanding our co-development capabilities so that we can take on larger and more integrated parts of projects.

We also want to grow our physical presence beyond Stockholm and work with an even wider range of studios. Ultimately, our goal is to help studios reduce risk, move projects forward more efficiently, and act as a bridge between creative vision and the practical work of building and shipping great games.

Gustav Wassberg (CEO) and Victor Roxlin (COO), Co-Founders of Rift Gaming

Interview Conducted by the 80 Level Editorial Team

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