In February of last year, the Swedish mobile powerhouse Modern Times Group (MTG) completed a $620 million purchase of Plarium, the studio behind the blockbuster hero‑collecting title Raid: Shadow Legends. That deal was only the opening move in what MTG’s chief executive, Maria Redin, describes as an aggressive expansion agenda.
Redin told GamesIndustry.biz that the company’s ambition, set after the Plarium transaction, is to double its overall size again within the next three to five years. "We set out the vision last year that post‑acquisition of Plarium we want to double yet again in size," she said, adding that organic growth will continue but will need to be complemented by further acquisitions. The target is bold, yet Redin points out that MTG has already demonstrated a capacity for rapid scaling – the firm tripled its size after a similar ambition was announced in 2021.
The mobile gaming sector, which a few years ago was enjoying double‑digit growth, has now settled into a single‑digit expansion rate as the market matures. What was once a blue‑ocean of untapped opportunity has turned a deep red, meaning that future growth will largely depend on capturing competitors’ market share or absorbing them outright.
While buying companies is relatively straightforward, the real challenge lies in integrating them smoothly, a process that has tripped up many in the industry and led to studio closures. MTG, however, believes it has a clear roadmap. Before the Plarium deal, MTG already owned a portfolio of mobile studios such as InnoGames (creator of Forge of Empires), Snowprint (Warhammer 40,000: Tacticus), Hutch (F1 Clash), Ninja Kiwi (Bloons TD 6) and Futureplay (Merge Gardens). These studios were originally grouped into two “districts”: the Casual District for lighter, ad‑supported games, and the Midcore District for titles that sit between casual and hardcore, typically monetised through in‑app purchases (IAPs).
The recent rebranding renamed these divisions Playsimple – after the Indian studio behind WordTrip – and Playamp, respectively. Playsimple now houses free‑to‑play, ad‑driven experiences, while Playamp contains the majority of MTG’s revenue‑generating IAP titles. Redin says the rebranding is more than a cosmetic change; it reflects a broader vision of creating “one of the leading gaming villages.” The term "village" is deliberately chosen to evoke a sense of community and belonging, which she believes is essential for retaining talent after acquisitions.
"People are one of our biggest assets," Redin explained, "and we need to create an environment where they can thrive. When we acquire a studio we want the founders and teams to stay on board, because that’s when the real story begins and we can scale the business further. The only way to ensure they stay is to build a workplace they enjoy." A key component of the integration plan is the standardisation of technology and tools across the group.
Since Redin became CEO in 2020, MTG has pursued a unified tech stack, but the scale required to roll it out fully only became available after Plarium joined the family. "Not everything needs to be built uniquely for every single company," she noted, emphasizing that the standardisation effort will be selective. The Playsimple division will use a foundational tech suite that will serve future casual acquisitions, while the Playamp side will adopt parts of Plarium’s technology, deployed carefully after a thorough internal assessment of where sharing tools makes sense. Plarium’s GoGame marketing platform and product‑detail‑page (PDP) data system are already being leveraged across MTG, with additional features being added to enhance functionality.
Redin believes that concentrating resources on the most impactful tools will amplify the output of all studios. "We want to make sure we put our efforts where we get the biggest bang for our buck," she said, noting that the Playamp division will be "supercharged" with a shared tech suite that elevates existing capabilities. Artificial intelligence is another pillar of MTG’s strategy.
Generative AI, which has already been used by InnoGames to create content for Sunrise Village, is being rolled out more broadly across the group. Redin observes that AI is being embedded into many parts of the production pipeline – from A/B testing and graphics generation to quality assurance. Successful AI solutions from individual studios are being incorporated into the Plarium tech suite, creating a feedback loop where innovations can be quickly disseminated throughout the organisation. When asked whether AI will eventually replace human creativity, Redin cautioned against such a deterministic view.
"Our talent’s creativity is still something AI can’t replicate," she said. "But if we ignore AI, we risk falling behind competitors.
AI can help us fill capacity gaps, accelerate development, and enhance the quality of our games, while we keep the human imagination at the core." Financially, about 80 % of MTG’s revenue now comes from the Playamp district, with the remaining 20 % generated by Playsimple. Redin is eager to broaden the portfolio further.
She cites Snowprint as a model, saying, "If we could find five more Snowprints around the world, that would be fantastic." On the casual side, she envisions adding more studios to increase scale. While MTG currently has a single casual studio under the Playsimple banner, Redin hinted at the possibility of a third district that would leverage either the marketing platforms or data capabilities already in place.
Despite the market’s maturity, Redin remains confident about the long‑term outlook. The top‑ten mobile games list changes little from year to year, underscoring the importance of evergreen IPs – a principle MTG has adhered to from the start. Nonetheless, the company continues to invest in new titles.
Plarium is preparing to soft‑launch a fresh game early next year, and MTG recognises that a pipeline of new experiences is essential to keep creative momentum alive. Industry peers have warned that the western mobile market is “coasting,” with only a handful of new titles breaking the $1 billion revenue barrier since 2020. Even Supercell’s own incubation efforts have struggled, as illustrated by the recent shutdown of Squad Busters. Redin acknowledges these challenges, noting that “it’s hard to make a successful game and scale it,” but stresses that abandoning new‑game development would erode the creative DNA of its studios.
In summary, MTG’s growth strategy rests on three pillars: continued acquisitions, thoughtful integration through unified technology and a supportive culture, and a balanced portfolio that blends proven evergreen franchises with a steady stream of new titles. While hyper‑growth may be a thing of the past, Redin believes the market still offers low‑ to mid‑single‑digit growth opportunities. By leveraging strong IPs, embracing AI, and fostering a collaborative "gaming village," MTG aims to not only maintain its position but also expand its footprint in an increasingly competitive mobile landscape.