Torsten Reil

And we thought, well, we should give it a go as well and ended up making games for iPhone, which worked out very well. We got a lot of support from Apple, ended up creating CSR Racing, which was one of the largest iPhone games at the time.

and at that point the company did take off and this kind of approach to risk taking and going all in stayed with me and i think stayed with with helsing now we we are big believers of focus i'm just doing very few things and when things don't work we try to adapt very quickly if that's what works that you've taken with you to housing there are things that naturally don't work and you want to discard what didn't work that you're like no leaving that behind

and at that point the company did take off and this kind of approach to risk taking and going all in stayed with me and i think stayed with with helsing now we we are big believers of focus i'm just doing very few things and when things don't work we try to adapt very quickly if that's what works that you've taken with you to housing there are things that naturally don't work and you want to discard what didn't work that you're like no leaving that behind

and at that point the company did take off and this kind of approach to risk taking and going all in stayed with me and i think stayed with with helsing now we we are big believers of focus i'm just doing very few things and when things don't work we try to adapt very quickly if that's what works that you've taken with you to housing there are things that naturally don't work and you want to discard what didn't work that you're like no leaving that behind

I think one of the things that I didn't quite appreciate was how important hiring is. And I know everyone says that team is the most important thing and hiring should be your priority, but to really do it, to really do everything you can to get the very best people requires a different mindset and actually requires a lot of time in your calendar as well.

I think one of the things that I didn't quite appreciate was how important hiring is. And I know everyone says that team is the most important thing and hiring should be your priority, but to really do it, to really do everything you can to get the very best people requires a different mindset and actually requires a lot of time in your calendar as well.

I think one of the things that I didn't quite appreciate was how important hiring is. And I know everyone says that team is the most important thing and hiring should be your priority, but to really do it, to really do everything you can to get the very best people requires a different mindset and actually requires a lot of time in your calendar as well.

With Natural Motion, we had a lot of great people, but we also eventually got, I think, into a rhythm of maybe hiring people that were just there to add headcount, to get certain things done. to accelerate a project, and the reality was that almost never happened. In fact, what happened was that if you added more people, complexity went up, the company slowed down, it became much harder to manage.

With Natural Motion, we had a lot of great people, but we also eventually got, I think, into a rhythm of maybe hiring people that were just there to add headcount, to get certain things done. to accelerate a project, and the reality was that almost never happened. In fact, what happened was that if you added more people, complexity went up, the company slowed down, it became much harder to manage.

With Natural Motion, we had a lot of great people, but we also eventually got, I think, into a rhythm of maybe hiring people that were just there to add headcount, to get certain things done. to accelerate a project, and the reality was that almost never happened. In fact, what happened was that if you added more people, complexity went up, the company slowed down, it became much harder to manage.

We had to fix it a couple of times with quite large changes, including rifts, just to get the company to work again. And when we started Helsing, we made a commitment from the beginning that that wouldn't happen to us and that we would focus on hiring and really getting the really exceptional talent from the very beginning. And it transformed, I think, the company.

We had to fix it a couple of times with quite large changes, including rifts, just to get the company to work again. And when we started Helsing, we made a commitment from the beginning that that wouldn't happen to us and that we would focus on hiring and really getting the really exceptional talent from the very beginning. And it transformed, I think, the company.

We had to fix it a couple of times with quite large changes, including rifts, just to get the company to work again. And when we started Helsing, we made a commitment from the beginning that that wouldn't happen to us and that we would focus on hiring and really getting the really exceptional talent from the very beginning. And it transformed, I think, the company.

I mean, Helsing is now a company that isn't even that large, but we try to just hire people that are exceptional. And we do everything we can to get those people into the company. We hustle like crazy, whether it's on LinkedIn, whether it's through network. I mean, we won't give up until we get the person that we want. How big is Helsing now?

I mean, Helsing is now a company that isn't even that large, but we try to just hire people that are exceptional. And we do everything we can to get those people into the company. We hustle like crazy, whether it's on LinkedIn, whether it's through network. I mean, we won't give up until we get the person that we want. How big is Helsing now?

I mean, Helsing is now a company that isn't even that large, but we try to just hire people that are exceptional. And we do everything we can to get those people into the company. We hustle like crazy, whether it's on LinkedIn, whether it's through network. I mean, we won't give up until we get the person that we want. How big is Helsing now?

Actually, I think there are a lot of exceptional people. 350 people isn't that many. It is possible that at 3,500 and maybe at 10,000, you start to have to make compromises. But I'm not sure how large a company has to grow in terms of headcount. In our experience, the top performers do the work of many people.

Actually, I think there are a lot of exceptional people. 350 people isn't that many. It is possible that at 3,500 and maybe at 10,000, you start to have to make compromises. But I'm not sure how large a company has to grow in terms of headcount. In our experience, the top performers do the work of many people.

Actually, I think there are a lot of exceptional people. 350 people isn't that many. It is possible that at 3,500 and maybe at 10,000, you start to have to make compromises. But I'm not sure how large a company has to grow in terms of headcount. In our experience, the top performers do the work of many people.

They give the company a light-footedness that otherwise wouldn't be there and the speed that otherwise wouldn't be there. How quickly do you know when someone is exceptional?