Fall Damage logotype

Anders Gyllenberg

CEO & co-founder – Studio Management

My journey in the game industry began in 2002 when a friend of a friend working at DICE mentioned that they were looking for a new project manager. Being a gamer since childhood I realized that this was a real opportunity to get into the gaming industry. 

After the first game was done, which was The Road to Rome, the first expansion for Battlefield 1942, I was stuck in the industry for good. I continued on as a producer at DICE, with a short interlude at the Armed Forces and have since had the privilege of leading both small and large teams.

The feeling you get when the team creates something new, visually stunning or pure fun gameplay, is true magic!

And related to that, there is nothing as adrenaline-boosting and at the same time anxiety inducing as releasing a game. Being able to be part of releasing some of the world's biggest and best games like Battlefield 3 and 4 has been both amazingly fun but also humbling, seeing how much work and passion that goes into building a game of that size. To get the opportunity to be part of building all these great games was nothing I could have dreamt off when I started back in 2002. 

And yet, another thought started to grow in the back of my mind. To start a studio of my own, with like minded, and together continue to build new awesome experiences. That is when the dream of Fall Damage started.

An important factor when we started Fall Damage is that it should be organized in a way where all of us at the company will be involved in most of the decisions related to the studio.

The key is to have different functions in place that allow everyone to get their voice heard in relation to either the games we build or what happens within the workplace. There are of course guidelines and overarching direction that helps those discussions and some decisions are only available to the studio management for natural reasons.

As a studio we always strive to ensure that on top of that we build the most fun games to play, we also make sure that it should be fun to build them. Running a creative business demands that we always make sure we inspire that creativity and nurture it throughout the company.

One way for us to achieve this is to ensure that the communication between management and staff is both transparent and direct. If there ever was a feeling that there are some invisible walls, I would argue we have failed in that sense.

The challenge, when we are in an expansive phase as we are now, is to maintain that feeling during the growth.

Our approach? 

1, The first step for us is a very curated hiring process, always involving staff in the decisions 

2, Making sure we have functions in place that allow colleagues several different ways of adding new ideas to the table, either when it comes to the games or the studio environment and such 

3, Finally, and I think it helps that all founders have been working in a large organization together before, we need to be ahead of the curve when it comes to adding new routines and regulations that are needed for a company of a certain size. 

We are all well prepared for that and look forward to continuing to grow the studio the coming years.

My blog posts

Some of my colleagues