Inside SayStudio: How SayGames’ Internal Team Empowers Its Developer Partners

Here, ideas are tested, hypotheses validated, and markets explored — building expertise and sharing that knowledge across all the projects. Beyond that, the internal studio also supports partner teams with game content, providing level designers when needed.

We spoke with Pavel Korbut, Lead Producer of SayGames’ internal studio, about how his team supports partners, sparks innovation, and helps the company keep evolving.

— Pavel, tell us about SayGames’ internal studio.

When I joined the company five years ago, the internal studio was already in place, with a successful product — HellCopter. From the very beginning, the development team was set up  as an R&D unit: a space to test new ideas and launch experimental projects that weren’t yet part of our portfolio. It was, and still is, a kind of a lab where we explore ideas — and later share them with our developer partners.

— The studio has clearly evolved over time. What were the most important changes?

There have been many changes. We released several hits and then moved on to bigger, more complex games with longer development cycles. However, over time, the work became routine — the creative spark faded, and we realized that the team no longer loved what they were doing. We were building games we didn’t truly understand or enjoy, and that showed in the process.

Our real strength has always been in exploring ideas, testing market hypotheses, and staying in constant creative motion — not in running long production cycles. So, we decided to reboot the studio from the ground up and establish one clear rule for ourselves: we only build games that the team is genuinely excited about. We reassembled the team, launched a month of internal game jams, and the difference was immediate. People came back to life — trying out new genres, testing new mechanics, and rediscovering the fun of creation.

Around that time, the market saw a boom in hybrid puzzle games — titles that combine ad monetization with a significant share of in-app purchases and strong long-term retention. We didn’t have many games like that in our portfolio, so we decided to step into the genre. The team split into several small groups to prototype different ideas, and one of them turned into a successful puzzle project. That success became a turning point: the studio grew from around 15 to 35 people, and we’re continuing to expand, as our backlog of ideas keeps growing.

What’s important is that we’ve kept the balance: one major product that generates stable revenue, plus around three new prototypes each month. Half of the studio’s resources are dedicated to R&D — exploring, experimenting, and finding the next opportunity.

— How does the internal studio’s work impact the SayGames ecosystem and its partners?

The results extend to everyone. For example, early on we hired a lot of level designers, knowing we’d always find them work — if not in-house, then with partner studios. At one point we no longer needed so many level designers ourselves, so we reassigned them to other teams.

That went over really well, and it grew into a permanent practice. Now we have a dedicated group of highly skilled level designers who help partner studios move quickly from prototype to full production. If a game shows strong metrics early on, the team might need 1,000 levels to keep the momentum going. We can step in and assign three or four designers who will deliver at speed. For partners, that’s huge value: experienced specialists without the overhead of separate hiring.

On top of that, we actively share data. On Color Slide alone we’ve run more than 20–30 A/B tests and added over 20 features. We openly share the results at meetings, show charts, compare retention and monetization. Sometimes our partners even suggest: “Why don’t you test this on your side first and let us know if it’s worth it?” It’s a live exchange of expertise.

— And how does your role fit into this system?

I started as a producer of the internal studio. Later I was brought in to work with external studios as well, but my internal role remained. Today I essentially oversee the entire puzzle direction at SayGames: any puzzle game that comes into the publishing pipeline eventually lands on my desk. We even keep a shared tracker of projects to avoid overlaps.

— And if overlaps do happen?

We always prioritize external studios. There was a case when an idea overlapped with a partner’s project — and we handed it over to them. For us, that’s the strategic choice. SayGames’ internal studio can always pick up something else.

— From the publisher’s side, how does working with the internal studio differ from working with external ones?

We try to make sure it doesn’t. For the publisher, the internal studio should operate exactly like any external partner. Processes are identical: requests go through the same tools, reporting follows the same rules. The only difference is that the internal studio team knows many of their colleagues at the publishing side personally, which naturally makes communication easier. But in terms of workflow, there are no “special conditions” for the internal studio.

— What kind of tools and resources does SayGames provide to studios, including yours? What’s most valuable in that support?

I think the main thing — and something both colleagues and competitors often point out — is our marketing. SayGames has a very strong, data-driven creative team. That means ad videos, as well as powerful playables — where a dedicated team collects market signals and builds creative hypotheses based on data.

Of course, teams can bring their own creatives, but honestly that happens rarely. Our creative department has mastered this craft: the level of expertise is such that their ideas and results keep surprising us. They go beyond ad videos and playables — the team is eager to shape the product experience too. Sometimes we’ve even built a game inspired entirely by a creative video. There was a case where the team created a short video, we recognized its marketing potential, and decided to develop it into a full project. We also go to them for help with visual brainstorming — graphics, settings, overall look and feel.

Then there’s analytics, which is incredibly powerful. Our in-house SDK collects metrics “out of the box” and lets us launch A/B tests right away. The feedback cycle is instant. We test everything — visuals, balance, difficulty — both on new players and on those who have been with our games for six months, a year, or even longer. This allows us to see how changes affect both new and long-term players.

— If you had to sum it up, what’s the core value the internal studio brings to SayGames?

First, flexibility. We can initiate new concepts that inspire us or that we see real potential in — whether it’s an idle game, a puzzle, or something midcore. We’re not limited by genre or format, which gives us room to explore and experiment freely.

Second, expertise growth. The team keeps learning to move faster and focus on what matters most. All team members can quickly and easily switch between projects and help each other with anything — development, art, or playtesting. Half a year ago we built a project in two months; now we can do it in just two weeks.

And finally, R&D. We’re constantly exploring new directions, testing hypotheses, and collecting data. All of that feeds back into the SayGames ecosystem, helping every team — internal and external — grow stronger.

— Is the internal studio hiring right now?

We’re actively expanding. In the past few months we’ve hired three developers and a game designer. We’re currently recruiting artists. There’s a kind of domino effect: one new role almost always pulls others along. For example, when we hire programmers, we also need additional game designers, testers, and more artists. That’s why the studio is quickly approaching 40 people.

— Every year you organize a studio summit, bringing everyone together in one location to work and recharge. What does that give the team?

It’s an invaluable opportunity to meet face-to-face, as we’re spread across different countries. In-person interaction builds trust — and trust is key in our work.

The program of our last summit in Cyprus was packed: business games, a strategy conference, time at sea, a winery tour, and a final Counter-Strike tournament. In the chat afterwards, everyone wrote how energized they felt.

What began as a small R&D unit has grown into a steady source of ideas, prototypes, and expertise. Today the internal studio shows how combining passion with experimentation can create not just successful games, but also a culture of learning and trust.