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Welcome to a new edition of Voices of Mobile Gaming! Today, we’re talking with Montgomery Singman, a veteran executive and entrepreneur whose 40-year career has taken him from coding early console titles like John Madden Football and Street Fighter to leading global publishing deals across Asia, Europe, and the U.S
Now a Managing Partner at Radiance Strategic Solutions, Montgomery advises studios and investors on cross-border growth and IP strategy. Having seen the industry evolve from boxed games to free-to-play and beyond, he brings a rare mix of creative and commercial perspective, and plenty of stories about what he’s learned along the way.
Hi Montgomery,
it’s a real pleasure to have you with us! You’ve witnessed the gaming industry evolve across decades, cultures, and markets. Let’s start by diving into your experience and reflections over these 40 years.
The first defining milestone for me was getting my software published in Taiwan - it proved to everyone who doubted me that I was on the right path. The next significant moment came when I joined Electronic Arts and helped ship John Madden Football. That experience showed me what it meant to collaborate on a large-scale production. This was 1993, when project management was beginning to play a critical role in game development.
1. Looking back at your journey, what would you say were the defining milestones that shaped both your career and the gaming industry itself?
From there, joining Capcom and shipping titles like Super Puzzle Fighter, followed by Test Drive Off-Road 2 and 3, were important chapters. Eventually, I founded my own company, sold it, then built another - each cycle taught me something new. Over time, the thrill of milestones gave way to something more profound: discipline and duty. I no longer chase motivation; I trust my consistency. I’ve learned that progress comes from treating every day as an opportunity to move closer to your goals - no excuses, only results.
I come from an era of “project champions,” when teams pushed relentlessly. We didn’t talk about self-care or feelings; we just built. I’ve shipped more games than I can count and sold multiple businesses. I thrive on hard challenges - the tougher, the better - and I firmly believe there’s always a way forward if you’re willing to work for it.
2. The industry has gone through multiple revolutions from arcades to mobile, from premium to free-to-play. Which era felt the most transformative to you, and why?
I’d answer this in two ways.
From a business perspective, the rise of free-to-play (F2P) changed everything. Major publishers like EA, Ubisoft, and Activision were slow to adapt, held back by veterans like me who valued job security over innovation.
Meanwhile, companies like Dream Games, Peak, Playrix, Mihoyo, and Century Games mastered the new model - combining user acquisition, data analytics, and live operations into a formula for sustained success. F2P isn’t just a monetisation method; it’s a complete reinvention of how games are developed and managed. Premium titles will always have a place, but their ROI can’t compete with the scalable economics of F2P.
From a gameplay perspective, the transition from solo experiences to multiplayer worlds was equally transformative. MMORPGs, in particular, have incredible longevity. World of Warcraft is still going strong after 21 years, and Albion Online continues to grow after eight. These games are challenging to build but sustain communities for decades - the best example of how engagement can evolve into a lasting ecosystem.
3. After decades in gaming, what were some of the biggest mistakes or lessons you personally learned along the way?
One of my biggest mistakes was staying too deep in production for too long - head down, missing the broader trends shaping the industry. I also learned that finding equally passionate people is rare. I’m fortunate to have always been in this field for passion, not just a livelihood; that freedom allows me to take risks others might avoid.
Another key lesson is the importance of developers owning their publishing process. Publishers often struggle to support third-party titles effectively. Teams should communicate directly with their players - the feedback loop is invaluable. Isolating the dev team from the community is a recipe for failure. And perhaps the most genuine wisdom of all: in this business, you’re only as good as your last shipped game. Past successes don’t carry you; your next release does.
4. Having worked closely with both Western and Eastern markets, how do you approach cultural adaptation when localizing or licensing a game for China?
Culture shapes every aspect of a game. Western players don’t necessarily connect with Three Kingdoms just as Chinese audiences might not resonate with Nordic mythology. The best approach is often to create something new that bridges both worlds, as Final Fantasy and The Legend of Zelda did so well.
When it comes to IP, careful research is critical. Licensing can be expensive, but it offers differentiation in crowded markets and lowers user-acquisition costs. EA once excelled at leveraging IP, but the industry has lost some of that strategic thinking. Successful IP integration isn’t just marketing - it’s world-building with built-in emotional connection.
5. What are the most common pitfalls Western companies face when entering or collaborating with the Chinese gaming ecosystem?
The biggest mistake is assuming what works in the West will automatically work in China. We’ve seen this repeatedly - Candy Crush, licensed by Tencent, failed badly, and EA’s sports franchises never took off there either.
In China, simple mechanics often resonate more deeply. That’s why hyper-casual and idle games perform so well. However, their challenge is longevity. Developers like SayGames have found success by blending those mechanics into longer-term gameplay loops. It’s a great reminder that “simple” doesn’t mean “shallow” - when executed right, it can sustain engagement for months.
6. Based on your experience, what lessons could Western and Chinese developers learn from each other?
​Chinese developers can learn from Western studios how to build robust toolchains and scalable content-generation systems rather than relying heavily on manual creation. On the other hand, Western developers should adopt China’s data-driven design methods and A/B testing culture. This isn’t superficial analytics; it’s both a science and an art. The best teams spend months in pre-production perfecting tools and systems before full development begins. That investment pays off exponentially later.
7. You’ve seen countless partnerships and deals over the years. What defines a truly successful cross-cultural collaboration in gaming today?
Subway Surfers is a perfect example. Its consistent updates and locally tailored content helped it remain a top App Store feature year after year. That success wasn’t luck; it was strategy.
Today, Chinese publishers will only license Western titles that have already proven successful globally. Meanwhile, Chinese studios are quick to emulate popular Western gameplay. To protect your IP, negotiations for local partnerships should begin before launch. Once the copycats appear, your Chinese partner becomes your best defense against unauthorised versions on local platforms.
A true collaboration means mutual respect, transparency, and aligned timing.
8. If you could give one piece of wisdom to young professionals entering the gaming business now, what would it be?
Join a winning team and make yourself indispensable. Learn from veterans, ship a few hits, and prove you can contribute to success before branching out. If you go solo too early, you risk ending up with neither financial stability nor recognition. Experience and mentorship matter just as much as creativity.
9. From a personal standpoint, what kept you motivated and curious for so many years in such a fast-changing industry?
It’s the industry's constant evolution that keeps me going. Every few years,
I have to reinvent myself to stay relevant. Even in business development, the landscape shifts continuously - you must keep learning, adapting, and building new relationships. That constant change isn’t exhausting; it’s energising.
10. And finally, as you look to the future - what do you hope the next generation of industry leaders will do differently than your generation did?
I hope they lead with empathy and fairness - too often, developers see little reward even when their games succeed. Treat game development as a craft, not factory work, and don’t hollow out teams through indiscriminate outsourcing. Marketing and development should be genuine partners. And while globalisation has benefits, local content still matters; players connect most deeply with experiences that reflect their culture.
I’d also challenge a piece of “conventional wisdom”: the idea that “high risk, high return; low risk, low return.” In my experience - and in the portfolios of many wealthy friends - that mantra is often misleading. Low-risk opportunities can deliver outsized returns when you’re disciplined and informed. Don’t let that slogan become a script that nudges you into reckless bets.
There are clear, repeatable paths to success in games. Use gameplay patterns players already recognize; don’t force them to learn unnecessary skills just to get started. Prioritise fun over constant difficulty spikes. Leverage well-known IP when it truly fits. Make your games accessible on the devices most people already have. Be wise with budgets - too many companies burn tens of millions on unfocused projects while underinvesting in experienced consultants and advisors, then wonder why titles fail or don’t travel internationally. Move in short, testable cadences; validate early and often. Thoughtful, low-drama execution usually beats swagger and spend.
