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Christopher Gulliver
I have spent twenty-two years being handed things that need rebuilding while still running. Games first, then engineering organisations. The job turns out to be roughly the same one.
The many hats
Entrepreneur, technical leader, consultant, game developer — and children’s book author, which surprises people until they notice that writing for six-year-olds and writing an engineering levelling rubric are the same discipline: say the true thing, in the fewest words, to someone who will not pretend to understand you.
What I’m actually good at
The parts other people find tedious. Build pipelines, memory budgets, provisioning profiles, the framework nobody sees. These are where the distributed costs hide — the ones spread thinly enough across every project that they never appear on any single one’s ledger, so nobody is ever assigned to fix them.
The handheld years were the best training available for it. Four megabytes and a ship date, and you cannot argue your way out of a constraint or defer the decision: you work out what the thing actually is, and you cut everything else. Most engineering organisations have precisely that problem, with the constraint hidden.
Start anywhere
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Work
Twenty-four shipped titles and projects — Midway, n-Space, Disney, Tap Slots, and three things at Nobis that aren’t games at all.
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Impact
The leadership record with the numbers attached. Four replatforms, and the one metric I’m proudest of is the dullest.
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Garden
Growing, seeds, and a graveyard. Including Eō, the fitness game you played with your legs, and an honest note about why it died.