Revolutionizing the Gaming Industry: Sandfall and Kepler on Team Size, AA Games, and Future Plans

The massive success of Clair Obscur: Expedition 33, which sold 2 million copies within 12 days of its launch, has put the spotlight on its developer, Sandfall Interactive, and its publisher, Kepler Interactive. The game's achievement has given hope to the entire gaming industry, which is currently facing a saturated market, widespread layoffs, and escalating development costs. Kepler Interactive, founded in 2021, has been focusing on publishing original titles with distinctive art styles and innovative gameplay mechanics. The company's approach has been validated by the success of Clair Obscur, and its strategy is being praised by industry experts, including Shuhei Yoshida, former president of Sony Interactive Entertainment Worldwide Studios. Yoshida, who is now a freelance consultant for Kepler, commends the company for its commitment to creativity and innovation in game development. He believes that Kepler's approach is a great example of sustainable indie publishing and expects many companies to draw inspiration from it. Kepler's structure is also noteworthy, as it is co-owned by a group of studios that operate autonomously. This allows each studio to make its own creative and commercial decisions while still having access to collaborative support when needed. The company provides support to its studios in areas such as HR, legal, and IT, enabling them to focus on game development. Kepler has started releasing games from outside developers, including Pacific Drive, Clair Obscur, and the newly signed PVKK from Bippinbits. The company aims to build a brand that is synonymous with high-quality, mid-sized games that offer unique visions and innovative gameplay mechanics. Sandfall Interactive's COO and producer, François Meurisse, discusses the company's approach to game development and its vision for future projects. Meurisse emphasizes the importance of maintaining a small, agile team and focusing on quality over quantity. He believes that this approach allows for more efficient decision-making and greater creativity. The success of Clair Obscur has led to discussions about the comeback of AA games, a sector that has shrunk significantly over the past few console generations. Meurisse notes that the company did not focus on market considerations when developing Clair Obscur, instead prioritizing the creation of a great game with a unique vision. Meurisse also talks about the team size and the importance of keeping a core team small. He mentions that the core team for Clair Obscur was around 30 people, with some additional support from partners and contractors. He believes that this approach allows for better decision-making and more efficient game development. The conversation also touches on the topic of game length and price. Meurisse questions the link between the two, citing examples of games that offer intense, polished experiences despite being shorter in length. He believes that the value of a game should not be determined solely by its length, but rather by the level of excitement and fun it provides to players. Kepler's portfolio director, Matthew Handrahan, discusses the company's approach to mitigating the risk of championing unique, untested visions. He mentions that the company conducts market research, but ultimately relies on a subjective level of excitement and belief in the vision and creativity of the games it signs. Handrahan points to companies like A24 and Warp Records, which have successfully applied a similar approach in other media. He believes that Kepler can become a similar beacon for innovative and creative game development, and that its focus on unique, mid-sized games can help to revitalize the gaming industry.