In the year 2025, studios across Europe dramatically increased the amount of money they allocated to external talent, posting a striking 63 percent rise in spending on outsourced roles. This surge not only eclipsed the overall industry growth, which stood at 55 percent worldwide, but also highlighted a distinct shift in how European developers are structuring their production pipelines. The data originates from the recently released "Talent Signals Reshaping the Games Industry" study, authored by Tanja Loktionova, founder of Values Value and co‑founder of InGame Job. Loktionova’s analysis paints a picture of a market that is both expanding and undergoing a structural transformation.
According to the report, the pool of freelancers working alongside European studios expanded by 24 percent over the previous year. At the same time, the average earnings of freelancers climbed 19 percent on a global scale, indicating that higher demand is translating into better compensation for independent talent.
Despite these positive indicators, the survey also uncovered significant challenges. Almost six out of ten studios—approximately 60 percent—reported difficulty in locating qualified specialists to fill their open positions.
On the freelancer side, 54.1 percent said they struggled to secure projects that matched their skill sets and career aspirations. Even though the average monthly income for freelancers grew by 19 percent worldwide, a substantial 63 percent of them expressed lingering concerns about the stability of their earnings, suggesting that higher pay does not automatically equate to financial security. The broader labor market context adds another layer of complexity.
Thirty percent of respondents indicated that they had experienced layoffs within the past twelve months, and the typical timeline to land a new job stretched to around six months. This prolonged job‑search period underscores the precarious nature of employment in the gaming sector, especially for those who rely on contract or freelance work. Future intentions among professionals further illustrate the volatility of the environment.
Half of the surveyed individuals anticipate changing jobs within the next six months, and fewer than half reported satisfaction with their current positions. Only 26 percent felt they were advancing professionally, while 36 percent described their career trajectory as stagnant. Moreover, a striking 55 percent disclosed that they had not received any formal training or upskilling opportunities in the preceding year, pointing to a gap in employer‑provided development resources. Loktionova interpreted these findings as a "structural signal that the industry has matured past its growth‑at‑any‑cost phase and has not yet figured out what replaces it." In other words, the industry is moving away from the era of relentless expansion driven by sheer volume, and is now grappling with how to sustain growth while maintaining quality and stability.
One of the most notable trends highlighted in the report is the emergence of a two‑tier team model within studios. According to the analysis, many companies are consolidating a small, core group of senior staff—directors, lead architects, and other key figures who safeguard the creative vision of a franchise.
These core members typically receive comprehensive compensation packages that include equity stakes, health benefits, and performance bonuses. In contrast, the majority of the workforce now occupies a peripheral role: contractors and freelancers who are hired for specific sprints or development phases and then released once those milestones are completed. This bifurcated structure has far‑reaching implications for both talent management and project continuity. While the core team ensures strategic consistency and long‑term stewardship of intellectual property, the reliance on a revolving door of external contributors can introduce challenges related to knowledge transfer, cohesion, and morale.
The report suggests that studios must balance the cost efficiencies of freelance labor with the need for stable, institutional knowledge. Another critical dimension explored in the study is the impact of generative artificial intelligence on the European development community. A substantial 61 percent of developers expressed concern that AI tools could pressure them to accelerate production timelines and deliver larger volumes of content. Conversely, 35 percent feared that AI might directly threaten their employment prospects or diminish demand for their particular skill sets.
These mixed sentiments reflect a broader industry debate about whether AI will serve as a catalyst for creative empowerment or as a disruptive force that reshapes job roles. In summary, the 2025 landscape for European game studios is characterized by a sharp increase in spending on external talent, a growing reliance on freelance workers, and an evolving two‑tier organizational model. While financial incentives for freelancers have improved, concerns about job security, training, and AI‑driven pressures remain prominent. Stakeholders—including studio leadership, policymakers, and educational institutions—will need to address these challenges collaboratively to ensure a sustainable and thriving future for the European gaming ecosystem.