The game shipped a playable demo and was exhibited at two public events: Guerrilla Game Festival 2019 and Madrid Games Week 2019 (IFEMA — 139,000+ attendees). The Marketing team also organised a dedicated tournament around the game.

While Marketing handled community and the launch event, actual project coordination fell primarily on the discipline leads — particularly between Design, Art, and Programming. In practice, that meant me. I ran recurring cross-discipline meetings, coordinated what Programming needed from Design at each stage, and drove the backlog with my two design teammates.

Both decisions were about maintaining the player experience with the resources we actually had, not the ones we wished we had.

As the project moved into its final stretch, Design's workload dropped relative to Programming and Art. Rather than idle, we absorbed the QA work — testing builds systematically, logging bugs, and coordinating fixes with Programming until the demo was stable for exhibition. It was my first experience owning a QA process end-to-end: deciding what was worth flagging, what was cosmetic, and what was a blocker. The game had to be playable in front of 139,000 people.

The hardest part of production isn't tracking tasks — it's making the call to cut something before it becomes a crisis, and finding a solution that keeps the team moving forward. I also learned that informal structures have limits: earlier use of proper production tools would have saved significant friction.

The work was never just about the game. It included: running structured tryout phases, building rosters from scratch, designing weekly training schedules, conducting VoD reviews, managing staff relationships, and maintaining team culture through the friction of a competitive season. Nothing came from a mentor — everything was built through experience, failure, and deliberate reflection.

Over four years I built a methodology covering the full cycle of a competitive season: transfer market and tryout process, preseason structure, weekly training schedules, in-game frameworks, and performance monitoring. Key frameworks: Drexler-Sibbet Team Performance Model adapted for esports rosters, structured tryout phases, VoD review methodology, and a culture-first approach to team building.

When I arrived, the company ran almost entirely on informal knowledge. There were no shared information systems — what had been discussed with a landlord, where a maintenance job stood, when a key handover was scheduled — all of it lived in people's heads, or in individual WhatsApp chats.

The practical consequence was a single point of failure: one person, the commercial director, held most of the operational knowledge. Every question went through him. If he was unavailable, the team entered survival mode. Nobody could make an autonomous decision because they didn't have the information to do it.

I helped the direction of the company to completely identify the dependency problem and aid in the implementation of the designed solution around four tools, each addressing a specific gap:

Beyond the tools: Alongside the software implementation I co-created training materials and onboarding documentation for each system, ran internal sessions to get adoption, and iterated on workflows as the team grew from 4 to 15 people.

The team moved from person-dependent processes to system-dependent ones. Information that used to require interrupting a colleague is now self-serve. Mistakes that previously cost clients and revenue — forgotten follow-ups, missed handovers, duplicate actions — became visible and preventable.