I build and scale game and tech businesses. From product vision to live operation, turning ambiguity into structured execution across 20+ years and 50+ launches.
"The right fit decides everything."
Get in touch →Most executives sit clearly in one camp: creative, operational, or corporate. I've spent twenty years deliberately refusing that choice.
My edge is the overlap. I'm creative-aware without being dependent on creative identity. Data-literate without being purely analytical. Strategic, but execution-first above all else.
What I actually deliver is the hardest thing: closing the gap between what is built and what customers experience. That gap is a publishing and operations problem. I've been solving it since Ryzom shipped in 2004 (one of the first MMOs built around systemic world simulation) and I haven't stopped since.
I'm most effective where there is complexity, growth, or the need to bring structure to ambition. Give me a vision or a broken organization. I'll turn it into something that functions and scales.
Translating vision into operational reality. Aligning product, monetization, and market strategy into a coherent P&L-owned whole.
Not "live ops," the full life of a product. From GTM to daily occurrence: retention, monetization, lifecycle, and community working in sync.
Building teams, processes, and culture that grow without breaking. Transitioning from chaotic ambition to structured, sustainable execution.
MENA, Europe, USA. Not from a Western headquarters, from inside the markets, with operators and relationships built on the ground.
Fifty-plus launches across PC, console, mobile, browser, and Facebook. Subscription titles, client games, GaaS titles, F2P MMOs. Europe, USA, MENA. The pattern built across them is more valuable than any single title.
Joined alone with a budget and a six-month deadline to release Allods Online (a $20M GaaS MMORPG) across Europe, the US, and the Maghreb in seven languages. Hit the deadline. Built the teams. Owned product positioning, community, monetization, and live performance post-launch. One year later, promoted to Executive Producer to run a portfolio of F2P titles simultaneously.
Arrived to a blank slate: no team, no infrastructure, no network. Built the GTM strategy, community ecosystems, localization pipelines, first and third-party relationships, and data-driven operations across PC, console, and mobile, covering 550 million people across the region. Product, data, community, and market positioning moving in sync, not sequentially.
One of the first MMOs built around systemic world simulation, released in 2004. I moved from assistant producer into setting up and managing live operations post-launch — before "live ops" was an industry discipline. It's where I learned the foundational lesson: the gap between what a studio builds and what players experience is a publishing problem, not a development problem.
Handled the culturalization, release, and live operations of The Smurfs & Co Spellbound for the MENA market. The monetization performance was strong enough that other regional teams contacted me to understand the approach. Culturalization is not translation: it's the difference between a product that exists in a market and one that belongs there.
"Live ops" is the wrong name. It should be Life Operations.
The industry uses "live operations" because products are online. But what we're actually managing is the entire life of a product, from GTM strategy to daily operational decisions, years after launch. The naming matters because it shapes how teams think about their mandate. Live ops is reactive, Life Operations is a full discipline.
Audience involvement starts at concept. Not at beta.
The standard approach is to build, then test, then adjust. That sequence is expensive and often too late. The value, implication, and feedback of your audience has to inform decisions from the earliest concept stage. Studios that do this consistently outperform those that treat community as a launch activity.
I'd rather absorb small mistakes than build a team afraid to decide.
An organization paralyzed by the need for consensus is far more expensive than one that accepts contained, fast-moving errors. The solution is clear ownership and decision rights, not more alignment meetings. I push decision-making as close to the problem as possible, and hold a high bar on accountability when decisions are made.
I am currently co-founding an unannounced indie video game studio. Remote-first, senior-heavy, built with production discipline and indie agility. Europe-incorporated, investor-ready from day one.
My role is CEO, COO, and Co-founder: company formation, legal structuring, production pipeline, advisory board, and investor preparation, simultaneously. Building a game, a company with long-term plans and a credible investment case at the same time.
Co-founding an indie studio while remaining open to the right opportunity isn't a conflict. It's the most relevant thing on my CV. It puts me on both sides of the publishing and operations relationship at once, and that dual perspective is exactly what senior mandates require.
Details on the studio and its first project will be disclosed at the right time.
Before I was a games executive, I was Amokh, guild leader of Landslide, one of the top-10 Everquest guilds worldwide. At its peak, 120+ members from across the globe, all remote, all coordinated toward a shared goal. None of them knew my name was Vincent. I was managing a distributed international team before it had a job title.
I'm originally from France but I've never really been from one place. At 11, I was sent to Rugby School in England. From that age, navigating different cultures wasn't a skill I developed, it was just Tuesday. I've since lived in Ireland, England, Germany, the USA, Spain, and the UAE, and I currently live near Saint-Tropez in the south of France with my wife and two trilingual children.
My household operates in three languages simultaneously. I speak French with the kids, my wife speaks German with them, and we speak English to each other. This isn't a footnote. It's how I'm wired.
I've played golf since 1983 (or rather, I did until Covid interrupted that discipline, and I haven't fully returned). Golf taught me patience, focus over long time horizons, and the irreplaceable value of practice. I play backgammon daily, online and in person. I read every day without exception, at least 30 minutes, always in the language of the author. Almost exclusively science fiction with deep, multi-volume storylines. Currently introducing my son to video games the right way: starting with the classics on Switch.
Efficiency, customer obsession, and radical optimism. Smile, not as performance, but as a commitment to the person in front of you.
Product centricity and the discipline of metrics. Gut and knowledge are not enough. A melting pot that taught me what diverse teams are actually worth.
There is a time for everything. Don't forget yourself. If you are not good, you cannot work good.
Knowing a culture is not enough. You have to be part of it, without pretending. The depth of immersion required to expand business in a faith-driven society.
Where I'm from. Not where I'm limited to. A passport, not an identity ceiling.
I'm open to the right engagement, whether that's a senior permanent role, a high-impact consulting mandate, or something that doesn't have a clean label yet. Title matters less than mandate. I operate best where speed and structural thinking matter more than process compliance.