Market (Overall)·Updated Mar 17, 2026 by Metaplay
Report · March 1, 2024
Published by Metaplay
This analysis examines the financial and operational implications of developing in-house backend technology for mobile games-as-a-service. As the industry shifts toward complex live-service models, the technical demands for scaling and maintenance have increased significantly. While third-party game engines have become the industry standard for front-end development, many studios continue to build proprietary backend systems, often overlooking the substantial long-term resource investment required to sustain them. The findings are based on a survey of 125 senior executives and technical leads at United States-based game studios with at least 50 employees. Conducted in April 2024, the research captures data from a broad range of genres, though strategy and shooter developers represent the largest segments. The methodology focused on quantifying the "human cost" of internal tech, including team size, development duration, and average compensation for backend engineers. Data reveals that the average leading US mobile studio employs 52 developers for 36 months to build and run an internal backend. With a mean annual salary of $138,864 per person, the total estimated cost for a studio to develop its own backend tech reaches approximately $21.6 million. Beyond direct financial outlays, the research highlights significant "hidden costs" associated with redeploying gameplay programmers to internal tech projects. Nearly half of the surveyed studios reported that such redeployments slowed game development, while one-third experienced increased employee crunch and higher turnover rates. The conclusion suggests that the "build vs. buy" decision is a critical strategic pivot point for modern studios. While proprietary systems offer customization, the high financial burden and negative impact on staff morale and game production timelines often outweigh the benefits. Case studies indicate that adopting external, extensible backend solutions can provide the same level of granular control and LiveOps support as top-tier internal tools while allowing studios to focus resources on core gameplay and revenue-generating features.
001 metaplay.io FOREWORD: TEEMU HAILA External tech in game development Once upon a time, game developers would build their own game engine before they could start making games on it. Now, third-party game engines like Unity, Godot and Unreal give us access to next-level tech and tooling that, realistically, we wouldn’t have been able to replicate unless we’d spent hundreds of person-years working on it ourselves. Importantly, this also means we can focus our time and energy on more useful things elsewhere, like core game development, while drastically saving on cost. All the signs are pointing to backend tech following suit. When making games is harder than ever, it’s a welcome landscape shift. The challenge in front of us today is that games now really are much more than games. We’re deep into the era of games-as-a-service - and the technical demands of building, scaling, operating and maintaining a live service game are heavier than ever. On top of that, running in-house backend tech is wildly expensive. As a company which has spent almost four years focused on building backend tech for mobile games, we wanted to find out just how pricey it is for large game developers and publishers to build their own. Even we had to do a double-take when we saw the data, particularly at the previously hidden, human costs it highlights in addition to the purely financial ones. To accompany this research, (to be released May 22nd) to the technical ingredients a game needs to hit the top-grossing charts in 2024, and how studios should approach the decision to build those ingredients in- house, or buy them from experts somewhere else. we've compiled an in-depth guide // the_true_cost_of_building_a_mobile_game_backend.pdf Teemu Haila Metaplay Co-Founder & CPO
THE SURVEY Putting a price on internal tech To put a price on the decision to build your own backend, we surveyed 125 leading game developers at US game studios on the resources they invest in backend tech and tooling development. The methodology The research fieldwork took place between 23rd and 26th April 2024. The 125 respondents all work at game development companies with a minimum of 50 staff in the United States (US), and are all c-level executives or tech team leads. The online survey was conducted by Atomik Research, an independent creative market research agency that employs MRS-certified researchers and abides to the MRS code. The questions Data was gathered on The genres of games the studio madZ How long the studio had been building internal tools and tecR How many people at the studio were working on internal tools and tecR The average salary of a backend tech develope^ The impact of re-deploying game programmers to work on internal tech For the first time, the answers have enabled us to put a concrete estimate on the cost of a studio’s decision to build their own backend - and the results are eye-watering. 002 metaplay.io // the_true_cost_of_building_a_mobile_game_backend.pdf
On average across leading US mobile game studios, spend building and running their studio’s in house backend tech, at a salary of 52 developers 36 months $138,864 per person, per year. That makes the cost of a studio’s decision to build their own backend tech a startling $21,662,784. 003 metaplay.io // the_true_cost_of_building_a_mobile_game_backend.pdf
THE SURVEY Results & analysis QUESTION 01 What is your job role? Only senior leadership were invited to answer the survey to ensure the viability of results. Over half of respondents were c-suite/executive level, a third were tech leads, and the rest were founders. C-suite / Executive 54.4% Tech Lead 34.4% Founder 11.2% QUESTION 02 How many full-time employees does your company have? Only studios of more than 50 employees could answer the survey to give the best chance that their interpretation of the terms ‘backend’ and ‘internal tech’ were in line with Metaplay’s - i.e. feature-complete backend platforms, and not smaller individual component parts. Over 1,000 employees 17.6% 251-500 employees 14.4% 101-250 employees 17.6% 50-100 employees 20.8% 501-1,000 employees 29.6% 004 metaplay.io // the_true_cost_of_building_a_mobile_game_backend.pdf
QUESTION 03 What genre of mobile games does your studio develop? The studios surveyed developed a wide variety of mobile games, giving validity to the results and not skewing heavily towards any particular type of game. Top-tier mobile game studios in the US which require a backend for online services are most likely to be developing strategy games (58%) and shooters (57%). They’re least likely to be working on hypercasual (22%) and card collecting games (18%). This is in line to what we’re accustomed to seeing in the app stores: online games, often with a deep meta, need backends that can help developers with social features and LiveOps. Genres that are categorised by mostly single-player games, like Hypercasual and Trivia/Word, are less in need of a backend due to lack of a need for online services or regular LiveOps. As mentioned at the outset, LiveOps, and online and social features, are increasingly a requirement of successful games today. The recent emergence of ‘hybridcasual’ games from the hypercasual genre is testament to that. One would expect that if we were to run this survey again in a few years’ time, even the genres classified by mostly single- player games would by that point have implemented online and social features in order to keep up with the market. Number of studios developing games in said genre Strategy Shooter Action (Battle Royale, MOBA) Sports Arcade Puzzle / Match Simulation / Racing Kids Casino RPG Trivia / Word Hypercasual CCG Other 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 005 metaplay.io // the_true_cost_of_building_a_mobile_game_backend.pdf
QUESTION 04 How many people in your company spend the majority of their working time on internal tools and tech? 60% of the studios surveyed had over 50 people working on backend tech, with 20% having 26-50 people, and 20% having 25 people or fewer. The mean number of people working on backend tech was 52. The lowest result across the entire survey was four, implying that to build any kind of legitimate backend a studio would need to hire at least four people. More than 50 60.0% 25 or less 20.0% 26-50 employees 20.0% QUESTION 05 How long has your company been building internal tech? Around 80% of the survey respondents had spent at least two years building out their own backend. The average length of time was 36 months, while over one in five respondents spent more than four years working on internal tech. More than 4 years 21.6% 3 to 4 years 29.6% 2 to 3 years 27.2% 1 to 2 years 16.0% Less than 12 months 5.6% 006 metaplay.io // the_true_cost_of_building_a_mobile_game_backend.pdf
This analysis examines the financial and operational costs associated with developing in-house backend technology for mobile games. The primary thesis suggests that while third-party game engines have become industry standards, backend infrastructure is currently undergoing a similar shift as the technical demands of live-service games outpace the practicality of internal development. The findings are based on a survey of 125 C-level executives and tech leads at US-based mobile game studios with at least 50 employees, conducted in April 2024. Data indicates that the average leading US studio employs 52 developers for 36 months to build and maintain an internal backend. With an average annual salary of $138,864 per developer, the direct financial investment for a custom backend is estimated at approximately $21.6 million. The research notes that strategy and shooter genres are most likely to require these complex systems, while hypercasual games are increasingly adopting them to support "hybridcasual" live-ops models. Beyond direct costs, the analysis identifies significant "hidden" human and operational tolls. Approximately 50% of surveyed studios reported that diverting gameplay programmers to backend tasks slowed overall game development. Furthermore, one-third of respondents experienced higher employee turnover and increased "crunch" periods, while 20% reported direct revenue loss. The study concludes that the decision to build internal tech often results in negative knock-on effects across departments, suggesting that third-party solutions offer a more sustainable path for scaling live-service titles without sacrificing personnel well-being or development velocity.
The global game development industry is undergoing a fundamental transition toward a more sustainable and efficient operational model, moving away from volatile hiring cycles in favor of long-term stability. With the market projected to reach $190 billion by 2025, industry leaders express significant optimism, as 77% of developers anticipate continued growth and a marked reduction in workforce instability. This evolution is characterized by a strategic shift toward leaner production cycles where studios prioritize creative intellectual property over the maintenance of internal technical infrastructure. Central to this transformation is the widespread adoption of externalized technology and third-party backend services. While only 6% of developers intend to rely on internal builds in 2025, nearly half plan to integrate specialized third-party tools to manage complex requirements such as cross-platform synchronization and unified player inventories. By outsourcing non-core technical burdens, studios can accelerate time-to-market and mitigate the financial risks associated with building bespoke systems. This shift enables a deeper focus on LiveOps and "forever game" models, which are increasingly viewed as the primary drivers of player lifetime value and long-term revenue. Furthermore, the industry is diversifying its financial and distributional strategies to bypass traditional gatekeepers. Developers are increasingly leveraging alternative funding sources, such as crowdfunding, and utilizing direct-to-consumer webshops to avoid high app store fees. As studios embrace sophisticated metagames and personalized engagement strategies, the integration of cross-platform capabilities and web-based distribution is becoming a strategic necessity. This new paradigm emphasizes technical agility and creative innovation, positioning the industry for a period of disciplined, technology-driven expansion.
The global game development landscape is currently undergoing a fundamental transition driven by escalating project complexity and the widespread adoption of live service models. With 95% of studios now pursuing or planning live service strategies, the industry faces a critical mismatch between traditional production pipelines and the need for rapid, iterative release cycles. Rising development costs affect 77% of studios, fueled by consumer demands for AAA quality and the technical debt inherent in maintaining custom middleware. Consequently, 88% of developers are actively seeking new technological solutions to address systemic inefficiencies, particularly regarding long build times and fragmented collaborative 3D art pipelines. To mitigate these challenges, there is a significant shift toward a "buy vs. build" philosophy, with 65% of studios prioritizing off-the-shelf tools over proprietary systems to accelerate time-to-market. Modern development is increasingly adopting SaaS-inspired DevOps practices, modular architectures, and automated testing to improve developer velocity and ensure the stability required for live operations. These infrastructure investments are viewed as vital business drivers, as technical outages or defects in a live service environment result in immediate player churn and revenue loss. The industry's future growth depends on the integration of emerging technologies such as cloud infrastructure and artificial intelligence to streamline content creation and enhance player experiences. As market saturation and production risks intensify, the move toward agile, software-centric engineering practices represents a necessary departure from legacy norms. Studios that successfully leverage these innovations to reduce technical debt and improve production sophistication are positioned to become the next generation of category leaders in an increasingly competitive global market.
This analysis examines the evolving landscape of game development tools and services amidst a period of significant market volatility. Based on a November 2024 survey of the Game Developer Collective, the findings track shifts in engine preference, cloud infrastructure, and overall industry sentiment. The survey includes a global sample of developers, with 48% based in North America and 39% in Europe, primarily representing roles in programming, management, and game design. A primary focus is the game engine market, which continues to react to Unity’s 2023 "runtime fee" controversy. Despite Unity eventually scrapping the fee, the company has steadily lost market share to Unreal Engine. While the percentage of Unity users planning to switch engines dropped from a peak of 70% in late 2023 to 36% in late 2024, this remains significantly higher than the 14% switch rate seen among users of competing engines. Sentiment toward Unity has moderated, but only 30% of developers report being happy with the company, suggesting a lasting impact on brand trust. The broader industry environment is characterized by increasing financial pressure and underperformance. Approximately 55% of developers now describe market conditions as "bad," a notable increase from 47% six months prior. Business performance has also declined, with 41% of studios reporting they are underperforming against expectations. Consequently, while investment in tools remains steady for most, there is a growing emphasis on productivity and efficiency as the primary drivers for new purchases. AI-powered tools are a rare area of growth, with studios more likely to increase spending in this category compared to traditional services. In specialized segments, Blender has emerged as the leading 3D modeling tool, used by 50% of studios. Cloud platform usage is at an all-time high, led by AWS and non-hyperscaler options, though these services remain highly "sticky" with low intent to switch providers. Conversely, specialist backend platforms struggle with low penetration, as only 38% of studios currently utilize these centralized solutions. Overall, the findings depict a cautious industry prioritizing efficiency and stability while navigating a difficult commercial climate.