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This piece is part of ExDev Week.
Blackbird Interactive, a Canadian studio established by former Relic Entertainment and EA Canada employees in 2007, is most notably recognized for developing Hardspace: Shipbreaker. However, the studio has also been actively involved in external development projects.
President and Chief Creative Officer Rory McGuire explains, “We cover a wide range of services. We handle full work-for-hire projects, engage in co-development, and create our own original games.”
McGuire cites Minecraft Legends and Homeworld 3 as examples of Blackbird’s work-for-hire contracts. Additionally, the studio has contributed to projects like Escape the Backrooms and the Starfield DLC Terran Armada. Some of Blackbird’s collaborations remain undisclosed due to the confidentiality of co-development agreements. McGuire mentions a brief collaboration with the Respawn team on Apex Legends, which lasted for about a year.
Since its inception, Blackbird has followed a business model involving reinvesting profits from work-for-hire projects into developing original games. McGuire draws parallels to Gearbox Software, which initially focused on expansions and ports before creating its own titles, such as the PC version of Halo: Combat Evolved.
He states, “They provided valuable guidance on structuring the business. They connected us with other studios following a similar model, which is quite prevalent. Blizzard also started this way when it was known as Silicon & Synapse, undertaking various ports, including The Lord of the Rings, Vol. I for the Amiga.”
Given that a significant portion of Blackbird’s activities involve collaborating on external projects, how does the studio ensure its creatively talented team remains satisfied? And how does it manage the balance between work-for-hire commitments and original game development?
Fostering Creative Enthusiasm
“It’s a nuanced process,” McGuire acknowledges. “It requires more effort than one might anticipate. A crucial aspect is ensuring team members are genuinely excited about the work.”
For example, McGuire mentions their work on the PS5 port of Minecraft. While some may view it as a simple task due to the game’s age, others find excitement in the impact it may have on their personal lives. McGuire emphasizes the importance of identifying team members passionate about a project.
He adds, “This simple litmus test of ‘are people excited to work on this’ is also a great indicator of a project’s value to the company. If no one is enthusiastic about a project and no silver lining can be found, it may not align with the company’s objectives.”
Alex Delamaire, Blackbird’s Director of Business and Development Strategy, notes that external projects can offer a refreshing change from original endeavors. “Venturing into unexplored territories can be exhilarating yet challenging,” he remarks. “It’s beneficial to engage in projects associated with established brands for a different experience.”
McGuire highlights Blackbird’s recent remastering of Warcraft 1 and 2. He emphasizes the team’s excitement in delving into decades-old code and the valuable lessons learned from such experiences.
Diversification is the primary allure of external development. McGuire states, “It provides numerous opportunities for individuals to explore various domains and acquire diverse skills. We have evolved beyond being solely an RTS studio.”
However, this diversity can also pose challenges. Delamaire explains, “Our struggle lies in balancing projects where we can leverage our expertise while also pursuing creatively stimulating endeavors. We sometimes aim for projects slightly beyond our comfort zone but intellectually engaging.”
He cites Escape The Backrooms as an example, emphasizing that although horror games are not their specialty, Blackbird’s team members possess relevant experience that reassures clients of their capabilities, even in unfamiliar genres.
Embracing Humility
Engaging with external clients necessitates a humble approach. McGuire notes, “Ultimately, we are service providers. Our goal is to meet our clients’ expectations.” He underscores the importance of maintaining a strong client relationship by addressing feedback effectively.
McGuire elaborates, “In a service role where clients fund the operations, their requests carry significant weight. Whereas internal feedback may not lead to project alterations, every client input, whether immediate or future-oriented, holds significant implications.”
However, fulfilling every client request is not the sole objective. McGuire emphasizes the need to manage clients effectively. He states, “If a client demands excessive changes, it’s crucial to communicate the need for prioritization and understanding their core requirements. Though challenging, these conversations are valued and respected.”
Client preferences vary, McGuire adds. “Some prefer hands-on involvement, while others prefer a more autonomous approach.”
“We’ve collaborated with clients who provided feedback from numerous sources, resulting in diverse opinions. The loudest voice may not always offer the most pertinent feedback,” McGuire acknowledges.
“You may have an opinion on it, but ultimately, it’s their product”
Delamaire highlights the significance of acknowledging internal dynamics within client organizations and the constraints they face. He explains, “As outsiders, certain solutions may seem obvious, but there are often underlying reasons for their decisions or challenges faced.”
“While there were instances where we may have suggested alternative strategies if we were leading the project, it’s essential to respect that it’s their product and their strategy,” Delamaire adds.
Striving for Excellence
Given the comparison to Gearbox earlier, does Blackbird envision transitioning exclusively to original titles in the future, abandoning external development contracts?
Delamaire suggests a more suitable comparison might be with Behaviour Interactive, which maintains a strong focus on external development alongside its internally developed hit, Dead By Daylight. “We see ourselves aligning more with that model, consistent with our operational approach from the beginning,” he explains.
External development, Delamaire states, encourages skill expansion and venturing beyond comfort zones.
McGuire concurs, stating, “There’s inherent value and learning in external development. Any internally developed game by Blackbird would need to achieve significant success for us to consider shifting focus entirely from external development to solely internal projects.”
Considering the current industry landscape, diversifying financial risk and avoiding overreliance on a single project is prudent. McGuire notes the company’s efforts to engage a diverse range of partners for this reason. “Simultaneous corporate restructurings or cancellations across multiple partners are rare. Although there was an instance in 2023, it has been less frequent since then,” he states.
In cases of project cancellations, McGuire mentions Blackbird’s ability to redeploy developers onto other projects within a couple of months. However, maintaining a continuous stream of contracts demands persistent effort. “Securing a consistent flow of work necessitates extensive networking and dedication from myself and Alex, as we rely on a steady influx of projects,” McGuire shares.
Industry shifts have affected project types as well. McGuire observes a rise in shorter-term projects spanning 6-18 months compared to longer 18-36 month endeavors, necessitating increased focus on business development.
Transitioning to Movie-Style Production
The notion of the gaming industry adopting a movie-style production process, retaining a core creative team while engaging external developers for full production, has gained traction. McGuire acknowledges this trend, noting an increase in partners adopting this approach. However, he speculates that while this method may become more prevalent, traditional internal team-based development will continue to be prominent.
McGuire points out that high development costs in regions like the San Francisco Bay Area and Los Angeles may drive the adoption of movie-style production, particularly in those markets. “The cost factor may lead to increased adoption in such high-cost regions,” he remarks. “We may witness a surge in this approach within those markets.”
Furthermore, the emergence of external development studios in Asia and other lower-cost regions could potentially divert contracts previously awarded to studios like Blackbird. McGuire acknowledges this trend, noting the competitive advantage of emerging markets in terms of pricing.
However, he emphasizes that Blackbird’s unique selling point lies in its experience and expertise, particularly in specific genres. While emerging markets may offer lower costs, they may lack the specialized service and understanding of certain game genres that studios like Blackbird provide.
McGuire underscores the value Blackbird offers due to its Vancouver location. He references a 2025 CBRE Research report comparing costs for a 500-person company in the US and Canada. The study reveals significantly lower business costs in major Canadian cities like Vancouver compared to capital markets in the US.
“The competitive advantage of Ontario and Vancouver compared to markets like Seattle, San Francisco, and LA is substantial,” McGuire concludes. “Our location provides a significant edge for us.”