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Professional Curriculum Vitae: Piotr Sulima

Piotr Sulima’s professional trajectory spans academia, consulting, and business development across Poland and internationally. He holds a PhD in Management from the Warsaw School of Economics (2010‑present) and an MBA, complemented by a master’s degree from the University of Illinois at Urbana‑Champaign (2009‑2010). Earlier academic credentials include a master’s in International Relations from the University of Warsaw (1995‑1999) and postgraduate managerial studies at the Warsaw School of Economics (2001‑2007). Professionally, Sulima has led growth initiatives for several firms. From 2012 onward he owns Dyna Consulting, a boutique advisory agency executing national and mid‑regional projects. Between 2008 and 2012 he served as Business Development Director at Chronos Consulting Polska, part of the Deloitte Technology Fast 500 EMEA‑listed Coberon‑Chronos Group, where he managed Fortune 500 client engagements. Earlier roles include Business Development Manager at Network Technologies Polska (2007‑2008), Sales Manager positions at Polish News Bulletin Co. and Akces‑Benefit (2004‑2008), and assistant roles at Intercam Co. Ltd. and Curtis Inc. Group (1997‑2001). His language proficiency is fluent English with FCE, CAE, CPE certifications; basic German and Russian. Technical skills cover Windows, Office, Lotus Notes/Domino, Linux Ubuntu, and macOS. Sulima’s extracurricular involvement includes volunteering with a Maltese medical service (2013‑present), vice‑chairmanship of SMT SA’s supervisory board (since 2011), and long‑standing participation in youth, student, and sports organizations. His interests feature motorcycling (Harley Owners Group) and skydiving (Polish Association of Air Sports).

employment europe

11 Bit Studios

Report

2026.02.20 Announcement regarding Candidates for Directors including Directors who are Audit and Supervisory Committee Members

NEXON Co., Ltd. announced the Board’s selection of candidates for its 24th Annual General Meeting on March 25, 2026. The slate includes six directors, among them two new outside directors and three individuals who will serve concurrently on the Audit and Supervisory Committee. Current executives Junghun Lee, Shiro Uemura, Patrick Söderlund and Daehyun Kang are retained. New appointments comprise Alexander Iosilevich, a seasoned investment‑banking executive with no shareholding in NEXON, and Kaoru Hattori, a Japanese lawyer and partner at Nagashima Ohno & Tsunematsu who also holds trustee and board roles in Toyo Seikan Group Holdings. The Audit and Supervisory Committee will be strengthened by Shiro Kuniya, Naoya Tsurumi—an experienced Sega executive with extensive leadership roles across SEGA subsidiaries—and Hanmin Cho, a private‑equity professional who has led investment divisions at NXC Corporation and holds directorships in NXMH B.V. and Bitstamp Limited. The announcement details each candidate’s career trajectory, concurrent positions, and share ownership (all new candidates hold zero shares). The selection aligns with Korean Companies Act provisions for outside directors and reflects NEXON’s strategy to blend internal leadership continuity with external expertise in finance, gaming operations, and regulatory oversight. The candidates’ diverse backgrounds—spanning global investment banking, legal practice, gaming industry leadership, and private‑equity management—are intended to enhance governance, strategic direction, and risk oversight for the company’s operations in South Korea and its international markets.

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NEXON Co.

Report

Michigan Game Development Landscape Report

The Michigan game development landscape is characterized by a concentrated cluster of studios primarily situated within the Ann Arbor region. As of late 2020, the local industry ecosystem reflects a specialized hub of creative and technical talent focused on game design and interactive media. This geographic focus suggests a strategic alignment with the state’s broader technology and research corridors, leveraging proximity to major academic institutions to sustain a pipeline of skilled labor and innovation in software development. The industry presence in this territory encompasses a variety of independent and established entities engaged in the production of digital entertainment. While the sector contributes to the regional economy through high-skill job creation and intellectual property development, the concentration in Ann Arbor highlights a specific localized strength rather than a broad statewide distribution. This centralization facilitates networking, collaborative opportunities, and a shared infrastructure that supports the lifecycle of game production from initial concepting to market release. The data indicates that the Michigan gaming sector is positioned as a growing component of the Midwestern technology scene. By fostering a dedicated community of designers and developers, the region maintains a competitive edge in the national landscape of interactive entertainment. The focus on game design specifically underscores a commitment to the creative aspects of the medium, ensuring that the local industry remains integrated with global trends in user experience, narrative development, and technical execution within the gaming market.

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International Game Developers’ Association

Report

Oświadczenie o nieubieganiu się o wybór na kolejną kadencję: 11 bit studios

The statement, issued by Marcin Przasnyski, Chairman of the Supervisory Board of 11 bit Studios SA on 14 June 2013, announces his decision not to seek re‑election for the next three‑year term. Przasnyski expresses gratitude to shareholders and board members for their trust and collaborative work during a critical phase of the company’s development and public listing. He cites extensive time commitments to other projects at various stages as the primary reason for stepping down, while affirming continued strategic investment in 11 bit Studios. The declaration includes a lock‑up commitment until the end of the following year, except in extraordinary circumstances such as a call, merger or acquisition. The statement underscores transparency and equal access to information for all market participants, reflecting the company’s commitment to governance standards. The document is a formal communication from the board chair to shareholders, covering the period up to mid‑2013 and focusing on corporate governance within the Polish capital market. No additional data, statistics or methodological details are provided beyond the personal commitment and governance context.

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11 bit studios

Report

Raport Bieżący Nr 15/2025: Podjęcie Decyzji o Redukcji Zespołu Deweloperskiego Projektu Gemini

PCF Group S.A. has initiated a workforce reduction affecting over 60 employees previously assigned to the development of Project Gemini. This decision follows the formal suspension of all development activities related to the title, which was being produced in Europe under a work-for-hire agreement with Square Enix Limited. The restructuring is a direct consequence of the publisher’s failure to provide a subsequent executive agreement, rendering the future of the collaboration and the project’s continuation untenable. The termination of the development team marks a significant shift in the company’s operational strategy regarding this specific partnership. By failing to secure a follow-up contract, the company faced critical uncertainty regarding the project's viability, necessitating the immediate downsizing of the dedicated staff. This action reflects the inherent risks associated with the work-for-hire business model, where project continuity is heavily dependent on the publisher’s commitment to ongoing executive agreements. Management maintains that the current status of Project Gemini remains uncertain, and no further development work is scheduled at this time. Future updates regarding the project’s status or potential changes to the company’s relationship with the publisher will be disclosed as they arise. This reduction represents a definitive step in mitigating the financial and operational impact caused by the cessation of work on the project.

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PCF Group

Report

Current Report No. 30/2024: Decision to Reduce Development Team for Project Bifrost

PCF Group S.A. has initiated a significant restructuring of its development operations, specifically targeting the self-published title Project Bifrost. This decision follows the conclusion of a strategic review and stems from the company’s inability to secure the necessary capital to sustain the project’s original production budget and release schedule. Consequently, the previously established 2026 early access launch window is no longer viable. The restructuring involves a substantial reduction of the Project Bifrost development team, with affected personnel facing either temporary layoffs or permanent employment termination. Beyond the core project team, the company is also downsizing its publishing and support divisions to align operational capacity with its current financial resources. Furthermore, management has identified a potential impairment of capitalized expenditures related to Project Bifrost and will conduct formal impairment testing in accordance with International Accounting Standard 36, with results to be finalized during the 2024 year-end financial reporting process. Despite these internal challenges, the company is shifting its strategic focus toward its work-for-hire portfolio. Operations remain centered on ongoing collaborations with major industry partners, including Project Gemini with Square Enix, Project Maverick with Microsoft, and Project Echo with Krafton. The company continues to actively pursue new development contracts within this service-based model to stabilize its long-term financial position.

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PCF Group

Report

Internal Division of Tasks and Responsibilities

The internal task and responsibility diagram for PCF Group S.A. outlines the governance structure under a single‑person board headed by the President of the Board. The purpose is to clarify how executive duties are distributed within the company’s management framework, in compliance with Polish corporate governance guidelines and the 2016 Good Practices for Companies listed on the Warsaw Stock Exchange. The document specifies that the board, represented by the President, manages all non‑reserved corporate activities, including legal, financial, and operational matters. It further details the President’s core responsibilities: overseeing day‑to‑day operations, financial management and compliance, legal and accounting oversight, strategic planning including M&A transactions, production supervision across the Group, development team management, contract acquisition and negotiation—particularly for video game publishing agreements—and liaison with licensors. The President also holds authority to establish an internal audit function, appoint auditors, and report audit findings. Governance is governed by the Board’s regulations adopted by the supervisory board, with additional constraints from statutory law, the company’s articles of association, and resolutions by the supervisory board and general meeting. The scope covers all business areas of PCF Group, with a focus on production, development, and licensing within the video‑game sector. The methodology is purely structural, presenting a hierarchical responsibility map rather than empirical data or statistical analysis.

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PCF Group

Report

Surveying the Effects of Remote Communication & Collaboration Practices on Game Developers Amid a Pandemic

The sudden transition to remote work during the COVID-19 pandemic fundamentally altered the operational landscape for game development, forcing a rapid adoption of digital communication tools and decentralized workflows. This shift impacted various facets of production, from creative collaboration and technical pipeline management to the personal well-being of developers. While the industry was already technologically equipped for digital integration, the mandatory nature of the transition highlighted significant disparities in how different studio sizes and roles adapted to a lack of physical proximity. Data indicates that while many developers reported maintained or even increased individual productivity, the social and collaborative elements of game design suffered. The absence of spontaneous, "watercooler" interactions led to a perceived decline in creative synergy and increased the difficulty of onboarding junior staff. Furthermore, the blurring of boundaries between professional and personal life contributed to heightened levels of burnout and "Zoom fatigue." Technical challenges, such as accessing high-end hardware remotely and managing large asset builds over residential internet connections, initially hindered development velocity before studios implemented more robust cloud-based solutions. The long-term implications suggest a permanent pivot toward hybrid work models within the global games industry. Developers expressed a strong preference for the flexibility of remote work, yet acknowledged the necessity of intentional communication strategies to mitigate isolation. Moving forward, the success of game studios depends on balancing the logistical benefits of a distributed workforce with the need for structured social engagement and specialized tools that replicate the collaborative environment of a physical studio. This evolution marks a critical turning point in how digital entertainment is conceived and produced in a post-pandemic era.

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International Game Developers’ Association

Whitepaper

Competence-Based Open Badges for the Gaming Industry

The gaming industry is increasingly adopting competence-based open badges as a standardized method for verifying professional skills and facilitating talent mobility across the global market. These digital credentials serve as verifiable evidence of specific technical and soft skills, addressing the growing need for a transparent framework that bridges the gap between formal education and the rapidly evolving requirements of game development studios. By utilizing metadata-rich badges, employers can more accurately assess the practical capabilities of candidates in areas such as game design, programming, and project management, while professionals gain a portable means of showcasing their expertise throughout their careers. The implementation of this system relies on a structured taxonomy of competencies tailored specifically to the nuances of the gaming sector. This framework categorizes skills into distinct levels of proficiency, allowing for a granular understanding of a worker's strengths. Data suggests that this approach reduces recruitment friction and helps organizations identify internal skill gaps more effectively. The scope of this initiative is international, reflecting the borderless nature of game development, and it encompasses various industry segments including indie studios, AAA developers, and educational institutions. Methodologically, the development of these badge standards involves collaboration between industry stakeholders and academic experts to ensure that the criteria for earning a badge remain relevant to current technological trends. By aligning digital recognition with real-world performance, the industry establishes a more meritocratic ecosystem. This shift toward micro-credentials supports lifelong learning and provides a scalable solution for professional development in a field where traditional degrees may not always keep pace with the speed of innovation. Ultimately, the integration of open badges fosters a more agile workforce capable of meeting the complex demands of modern interactive entertainment.

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International Game Developers’ Association

Whitepaper

Best Practices in Resource Management and Scheduling

Effective resource management in game development requires a shift from viewing personnel as interchangeable units to recognizing them as specialized assets with unique skill sets and varying levels of productivity. Successful scheduling hinges on the integration of granular task estimation with a high-level understanding of project milestones. By utilizing historical data from previous projects, leads can more accurately predict the time required for specific assets and code modules, though they must remain flexible enough to account for the inherent unpredictability of creative software development. The industry standard for scheduling involves a tiered approach where macro-level goals are established by producers while micro-level task lists are generated by the individual contributors performing the work. This bottom-up estimation strategy increases developer buy-in and accuracy. Data suggests that over-allocation—scheduling staff at more than eighty percent of their theoretical capacity—leads to diminishing returns due to burnout and the loss of "buffer time" needed for bug fixing and iteration. Effective managers prioritize the elimination of bottlenecks, particularly in cross-disciplinary dependencies where art and engineering pipelines intersect. Geographically focused on the global development community during the early 2000s, these practices emphasize the necessity of specialized software tools for tracking progress rather than relying on static spreadsheets. The methodology relies on qualitative analysis of successful studio workflows and quantitative tracking of man-months versus actual output. Ultimately, the most efficient projects are those that maintain a living schedule, updated weekly to reflect current velocity, ensuring that resource reallocation happens in real-time rather than as a reactive measure during a crisis or crunch period.

game-development global employment

International Game Developers’ Association

Report

Quality of Life in the Game Industry

The video game industry faces significant systemic challenges regarding workforce sustainability, primarily driven by the prevalence of excessive overtime and a lack of formal management training. Data collected from over 1,000 industry professionals across North America and Europe reveals that crunch time remains a standard operational practice rather than an emergency measure. Approximately 35 percent of developers work more than 65 hours per week during peak production periods, while nearly half of all respondents report working at least some unpaid overtime. These extended hours contribute to high rates of burnout, with the average industry tenure hovering around five years and a significant portion of the workforce planning to exit the field within a decade. Beyond the physical and mental toll of long hours, the industry suffers from a lack of standardized human resources practices and professional management. Many leads and directors are promoted based on technical proficiency or seniority rather than leadership capability, leading to poor project scoping and unrealistic scheduling. This mismanagement is exacerbated by compensation structures that often fail to provide overtime pay or adequate compensatory time off. While some studios have implemented flexible hours and improved benefits, these remain exceptions rather than the industry norm. The resulting instability disproportionately affects older workers and those with families, leading to a continuous loss of institutional knowledge as experienced talent departs for more stable sectors. Addressing these quality-of-life issues requires a fundamental shift toward data-driven project management and the adoption of sustainable development methodologies. Successful studios mitigate crunch by utilizing rigorous pre-production phases, maintaining realistic milestones, and fostering transparent communication between management and staff. Improving the work environment is not merely a matter of employee well-being but is essential for long-term economic viability. By reducing turnover and the associated costs of recruitment and training, companies can improve product quality and creative innovation. Establishing professional standards for work hours and management training is critical to transforming game development into a lifelong career path.

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International Game Developers’ Association

Report

Q1 2021: Omówienie Wyników

The Q1 2021 overview presents a 19.1 % increase in revenue to PLN 30.9 million compared with PLN 25.9 million in Q1 2020, while EBITDA rose 6.6 % to PLN 10.4 million. Net profit declined by 10 %, falling to PLN 7.8 million from PLN 8.7 million, and net cash flow surged 2 390 % to PLN 106.1 million due largely to a warrant issuance. Employment grew 7.1 % to 301 staff, reflecting expansion across the group’s Polish, UK, US and Canadian entities. Revenue composition shows a strong contribution from development activities, with development revenue increasing to PLN 35.2 million in Q1 2021 from PLN 30.9 million in the prior quarter, while outsource revenue remained stable around PLN 2.3 million. Adjusted EBITDA margins improved modestly, with a 54 % margin in Q1 2021 versus 51 % in the previous year. The group’s financial statements note a significant impact from the issuance of subscription warrants to Square Enix, which adjusted both revenue and EBITDA figures for the quarter. Capital structure changes following the acquisition of Game On Creative are outlined, including a 1.8 % stake held by the acquirer and a 4.6 % target capital increase for further development. The board’s recommendation on the 2020 net result allocation proposes a dividend of PLN 0.19 per share, with retained earnings of PLN 23.5 million and a dividend yield of PLN 0.98 per share. The analysis covers the Polish market with subsidiaries in the UK, US and Canada over the 2020‑Q1 2021 period.

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PCF Group

Professional Curriculum Vitae: Piotr Sulima

2026.02.20 Announcement regarding Candidates for Directors including Directors who are Audit and Supervisory Committee Members

Consolidated Financial Results: FY3/26 2nd Quarter

Corporate Responsibility Report 2020: Driving Fashion Forward for Good

Michigan Game Development Landscape Report

Oświadczenie o nieubieganiu się o wybór na kolejną kadencję: 11 bit studios

2024 Corporate Responsibility Report

Raport Bieżący Nr 15/2025: Podjęcie Decyzji o Redukcji Zespołu Deweloperskiego Projektu Gemini

Current Report No. 30/2024: Decision to Reduce Development Team for Project Bifrost

Internal Division of Tasks and Responsibilities

IBM 2020 Corporate Responsibility Report

Surveying the Effects of Remote Communication & Collaboration Practices on Game Developers Amid a Pandemic

Competence-Based Open Badges for the Gaming Industry

Best Practices in Resource Management and Scheduling

Quality of Life in the Game Industry

Q1 2021: Omówienie Wyników

Responsibility Report 2020: Partners for Greater Purpose