Igor Palchyk, COO at Burny Games, about his career, COO vision, empathetic and unicorn plans.
Igor, how did you get into game development?
My path wasn't straightforward. I always wanted to work with computers, so I studied that at university. Then, unexpectedly, I started working as a designer and later transitioned into programming. Eventually, I led the technical department at an outsourcing company, but I craved to see tangible results from my work. That's why I moved to a product company, where I learned how to build a business from the ground up.
How would you describe the role of a COO?
The primary goal of a COO is to create an environment where the team can focus on their strengths. In our case, that's making games. This involves organizing resources and ensuring we have the right team members.
I need to see the company's progress both in numbers and through concrete actions. If things stagnate, I need to understand why and figure out how to get things moving again.
How do you motivate your team?
When things are going well, I offer encouragement and motivation, highlighting the value of each team member. I once read about the US Navy SEALs. They're trained to react to problems with a "stealth mode" mindset: I can handle anything. I'm capable of anything. I essentially advocate for this approach to work. It's fascinating to see someone come to me with reasons why something didn't work out, and then we work together to transform those reasons into opportunities. We talk, analyze, and the person leaves feeling empowered and ready to tackle the challenge.
If something goes wrong, I instill confidence that any problem can be solved. We embrace the idea of "failsafe": it's okay to make mistakes as long as you learn from them. But if mistakes happen repeatedly without any analysis, that's a problem.
There's also an exciting nuance: sometimes, it's important not to jump in and fix a problem but to observe it from a distance and analyze the process. Otherwise, you risk becoming a jack-of-all-trades and spreading yourself too thin. Everything should run smoothly, like a well-oiled machine.
What qualities are essential for a COO?
The worst thing someone responsible for processes can do is make them rigid. It's crucial to be adaptable and not overly attached to set procedures. It's far better to critically evaluate workflows and listen to colleagues than to rigidly enforce instructions. We're in the 21st century, not stuck in outdated practices.
A COO needs to be adaptable, possess critical thinking skills, and be communicative since the role involves constant interaction with the team. They must also be rational, have a business-oriented mindset, and be entrepreneurs.
I used to work for the sake of the people around me; everyone at work was a friend. Over time, I've shifted towards a more pragmatic approach, where we're primarily focused on the business at work. However, when building a team, I still consider whether I'd enjoy spending time with someone outside of work and whether we have common ground. It's an excellent internal filter and important, considering we spend a significant portion of our lives with colleagues.
What are your strengths and weaknesses as a manager?
I'm responsible and demanding. I've never been indifferent to my work. If I'm doing something, I need it done correctly and perfectly. Go hard or go home. You approach everything with responsibility or don't bother at all. This perfectionism can sometimes be a hindrance because sometimes it's better to get something done, even if it's not perfect, to gain initial results.
I need to work on being systematic. I love launching processes and can have a dozen going at once. Sometimes, it's challenging to maintain focus, but I'm constantly learning and growing. So, my strength lies in supporting an idea and figuring out how to implement it effectively. Once it becomes routine, I will hand it off to someone else.
What energizes you at work and in your personal life?
I'm energized by the results of my work and my team's successes. I get satisfaction from achieving small and big goals, checking them off the list, and immediately thinking about the next three. If someone on my team doesn't share this drive, it isn't easy to work together. Some people prefer a calm, steady pace and routine, but I don't have those types on my team.
However, suppose someone must constantly go above and beyond, like working for three days straight without sleep. In that case, I question whether the work was set up correctly. Such "extra" efforts usually indicate a breakdown in the system or poor planning and forecasting.
Personally, I recharge through activities like hiking, trekking, and running. It's also about pushing myself, setting a goal, and achieving it – that's very energizing and motivating.
What are your values?
Honesty is my most important value. I also value openness, continuous development, and achieving goals.
What's a "red flag" for you when hiring people?
I've been working with senior and top-level professionals for a long time. I often ask about achievements and want to hear concrete numbers. A lack of specific accomplishments is a red flag; it suggests a lack of ambition. That's fine, and such "linear" specialists are valuable. We wouldn't be a good fit for each other.
Dishonesty is another red flag. It's easy to spot with a few questions. I have a clear sense of what I can and cannot accept. It's essential to maintain those boundaries when making decisions. For example, if someone has committed a crime like theft, there's no room for forgiving dishonesty. Of course, having a conversation and understanding why it happened is crucial. Still, the person needs to be held accountable.
Also, I wouldn't say I like it when people don't acknowledge their weaknesses. Everyone has flaws. It's okay. If someone can't self-reflect critically, that's a concern.
How do you see the future of the company?
We have ambitious plans. We aim to become a "unicorn" – a company valued at over a billion dollars. Thanks to our talented and driven team, I'm confident we'll achieve this. We have a concentration of industry leaders; you're guaranteed a unique and insightful answer when you ask them a question. I feel like I'm constantly growing alongside my team.
Comments