Strategy, product, monetization and operations for game and entertainment companies, from an operator who has shipped over 100 games.
Neil Haldar, Managing Director. In games since 1992. Based in Las Vegas.
Managing Director, HALDAR & CO. Thirty-four years on the operating side of games, from founder to studio executive.
For founders and CEOs of game and entertainment companies who want the business to run as well as the games play: clearer strategy, a sharper portfolio, healthier revenue and an operation built around the plan.
Where to compete, what to build next, and the plan the company can actually deliver.
Which titles and products to back, how to balance the slate, and when to change course.
Premium, free-to-play and ad-supported models, and the right fit for each game and audience.
What makes the money, where margin leaks, and the commercial plan that improves both.
Business development, platform and commercial partnerships, and how a character, film or franchise travels into games.
Live operations cadence, org, process and team rhythm rebuilt around the strategy and the plan.
Building additional services to support gaming companies' growth and strategic needs, including broker-dealer capabilities, now in progress.
These are a few examples, not the full list. Every company is at a different point, and the work starts from the question in front of its leadership team, whatever that question is.
| The situation | What the work focuses on |
|---|---|
| Veteran developers building a new studio | Market research, opportunity sizing, supportable platforms, and getting investor-ready with the pitch deck and business plan |
| More project opportunities from more developers than the slate can hold | Portfolio choices: which pitches and developers to back, pass on or pause, and why |
| A live game has plateaued | Monetization model, live operations cadence and the player journey |
| Revenue is growing but margin is not | Cost structure, pricing and where the commercial plan leaks |
| Board, investor, publisher or partner confidence is slipping | Rebuilding that confidence with a refreshed company strategy, financial plan and reporting cadence |
| A partnership or IP opportunity is needed or on the table | Partner search and fit, IP licensing approach and how the relationship should run |
| The company has outgrown how it operates | Platform and store strategy, process and the operating cadence behind the plan |
Strategy, portfolio, product, monetization, revenue and operations, reviewed with the leadership team.
A clear plan: where to focus, what to change, and the measures that show it is working.
Hands-on support as the team puts the plan to work, adjusting as results come in and keeping the board, investors and partners informed.
In 34 years I have been in every situation a games company can face, and I have worked alongside every kind of operator, director and founder. I have seen what works, and I have made my share of mistakes. You get the benefit of both.
My job is to make you and your team look good. The credit, the press and the glory belong to you.
Neil Haldar, Managing Director
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