Christine Edwards
speaker
122 appearances
1 recordings
1 series
first heard Mar 2025
last heard Mar 2025
Christine Edwards’s voice in public audio — every appearance, attributed to the second.
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But for the most part, there are so many different types of roles within a gaming company. And some of them are... development related or like an engineer, an artist, a designer, whatever else. But there's a ton of other operational roles, finance, HR, like marketing, you know, all sorts of stuff.
Um, so like the pathways into a company like Bungie doesn't have to be, I think as linear as people think that it needs to be. Um, I think like the more important thing is like, if you're passionate about something, like pursue that passion, like pursue it, you know, in your free time, on your own time, like study it, like whatever else. Um,
but don't think that you have to be one specific thing to I think get a job at Bungie or anywhere else. Because I think once you're in, I mean there's been so much mobility. My job I think is a really good example. Again, I started as a six month contract administrative role
Um, started the foundation, you know, early, early on, we officially formed in 2010, but even in 2010, it was like a 10th of my job, uh, moved into like a marketing role, was in marketing for a long time until the foundation was big enough to kind of, you know, become like a full-time thing. And now we're a team of five and still growing.
Um, and so I think that's like, like adaptability, like saying like, yes to things like, what does the company need? Like, how can I show up and be of service gets you so far and gets like, that's where like the growth opportunities I think happen. And so when I think about,
the culture at Bungie, like that, those are the types of things that I, that I think of that we're really, really good at is showing up for each other, being adaptable, putting in the work that we need to get done, caring for our, you know, fellow colleagues.
Um, and not just kind of like to a certain extent, like not, not necessarily like staying in our own lane, like sometimes like, you know, you have a job and you have to get it done, but like being willing to say like, what does this project need? What does my team need of me? How can I show up and support? Um,
Yeah, so it's just created, I think, like a really inclusive, really supportive environment because we all show up to do our best work.
We have a saying here that every Bungie employee is a game dev. Whether you directly work on the game or indirectly support the studio, we are all here for a common purpose. And without any of those specific roles, something else fails. We need all... all pillars of the chair, you know, to keep the chair up.
Yeah, I would say there's probably no leader here or no manager here that doesn't take it very seriously. The people on their team, they're not going to be there forever. We want to see people grow. We want to see people learn. We want to see people continue to pursue their passions. We want to foster them to be able to do whatever they want. follow whatever growth path they want.
And so, yeah, we have a lot of people who are in test to design. We have people who are narratives to something else. Like we have people who sort of move within the company pretty freely because we're always looking to continue fostering that, that growth. So you're never stuck. Like, I mean, again, I was an admin to the director of the foundation. He was my producer and I was on the dev team.
Like this, it's like a daily story here at Bungie of people continuing to learn and grow and
Oh, yes. I remember this.
Uninstall.
balancing everything that Jared said, while also really taking great critical feedback, ingesting critical feedback, whether it's anecdotal or not. But we also have a wonderful analytics team that is not just looking at,
what are you know all the words that are being spewed at us on the internet but like what does like the data actually tell us like how big of a problem is this actually like is this you know the one percent of the population just wants to rage on the internet or is it actually like something's broken we actually need to fix it so like taking that balance of like what's our vision what's the time constraints that we actually have and that's where we have amazing producers come in to like help us really navigate
that piece, and then how do we prioritize? What are the pieces that we can actually move the needle on? What are the biggest pieces of improvements that we can implement that doesn't divert from the goals and the vision of the game? to move the needle forward. I just want to make sure that we're not saying that feedback is not taken.
We take a ton and a ton and a ton of feedback, both anecdotal but also really data-driven feedback to really make those key decisions.
Yeah. Like moving into live services, as you all know, like it's so different from putting out box products, right? Like, like, There used to be sort of, I think, an expectation of like, OK, like they, you know, they launched a game. Now we can provide feedback and then they're going to like incorporate that feedback, whatever that looks like, build a new game and then launch that game. Right.
So you have an expectation that like not everything is going to happen immediately, but like in this live service
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