FuturLab has recently announced the departure of seven members of its team after the company decided to terminate a development effort that was unrelated to its flagship title, PowerWash Simulator. The decision was communicated by the studio’s chief executive, Kirsty Rigden, who explained to the podcast This Week in Video Games that the project was halted while still in the pre‑production phase.
According to Rigden, internal projections indicated that the game would cost more to develop than the revenue it could realistically generate, and continuing to invest resources in it would not have been a prudent business move. In her statement, Rigden emphasized that FuturLab remains wholly dedicated to delivering the best possible experience for PowerWash Simulator 2. She added that the studio is simultaneously exploring fresh concepts for future releases, a process that requires a clear-eyed assessment of the company’s long‑term staffing needs and strategic priorities.
"This is a painful situation," Rigden said, acknowledging the talent and tenure of the individuals affected. "Many of these people have been with us for years, and I hold them in the highest regard. The choice was not made lightly, but making tough decisions early helps safeguard FuturLab’s future stability." When pressed about whether the seven workers were let go through formal redundancies, Rigden declined to provide further details, citing the confidentiality of a legally binding process. She indicated that the specifics of any employment termination procedures could not be disclosed publicly.
Anonymous insiders who spoke to This Week in Video Games reported that the cancellation was first announced by Rigden in late June. The shelved project, which had reportedly been under development for two to three years, appears to have left its staff in a state of limbo. One source claimed that team members were left without new assignments for several weeks, creating uncertainty about their roles within the studio.
According to the same sources, the seven employees were officially made redundant in July. The insiders suggested that managers and team leads were not told in advance that their direct reports would be departing, nor were they given an explanation for the sudden change. An internal meeting held in August, as described by the sources, featured FuturLab’s chief operating officer, Chris Mehers, who announced a restructuring of the studio. In a follow‑up session, staff were instructed to avoid using the term "redundancy" and instead refer to the departing colleagues as "the leavers." The guidance extended to the narrative that the exiting staff were not required for the development of PowerWash Simulator 2, and that their departure would have no adverse effect on the upcoming sequel.
Moreover, managers and team leads were reportedly excluded from the selection process for the layoffs, a move intended to shield them from personal guilt and to reduce the emotional strain on the individuals being let go. One source explained that this approach was designed to prevent the affected employees from enduring weeks of uncertainty about their job security during the transition period.
The situation has drawn attention from industry observers, especially after GamesIndustry.biz previously interviewed Rigden about FuturLab’s future direction. In that interview, Rigden highlighted the studio’s ambition to work on multiple projects concurrently.
She expressed excitement about a new, unnamed game in development and reiterated the company’s desire not to become a single‑title studio focused solely on PowerWash. "We’ve always aimed to have two projects running at the same time," she said.
"We want to keep exploring what else we can create beyond PowerWash." The broader context of this layoff reflects a common challenge in the video‑game sector, where studios must balance creative ambition with financial realities. Pre‑production phases are often exploratory, involving concept work, prototyping, and early design documentation. While these stages are essential for shaping a viable product, they also carry significant risk.
If market forecasts or internal cost analyses suggest that a project will not achieve profitability, companies may choose to cut their losses before committing to full production. This practice, while harsh for the staff involved, is intended to protect the overall health of the organization and to ensure that resources can be redirected toward more promising endeavors.
For the seven individuals who left FuturLab, the transition may involve seeking new opportunities within the industry or pursuing independent ventures. The gaming community often rallies around displaced talent, offering freelance contracts, contract work, or positions at other studios.
In recent years, many developers have successfully leveraged their experience on high‑profile titles to secure roles at larger publishers or to launch their own indie projects. From an employee‑relations standpoint, the instruction to avoid the word "redundancy" and to label departing staff as "the leavers" raises questions about corporate communication strategies during downsizing. Language can shape perception, and some companies prefer euphemistic terms to soften the impact of layoffs. However, transparency is generally regarded as best practice for maintaining trust and morale among remaining staff.
The decision by FuturLab’s leadership to adopt such terminology suggests a desire to manage internal narratives while minimizing potential legal or reputational fallout. In summary, FuturLab’s recent workforce reduction stems from the cancellation of a non‑PowerWash Simulator project that was deemed financially untenable during its early development stage.
The company’s leadership has framed the move as a necessary step to protect the studio’s long‑term viability and to keep the focus on delivering PowerWash Simulator 2 and other future titles. While the affected employees have been described as "the leavers" in internal communications, the broader industry will likely watch how FuturLab navigates this restructuring and whether it can successfully bring new, diversified projects to market without further disruptions.