When I took on the roles of both Lead Designer and Producer for a project, I knew it would be challenging—but I wasn’t prepared for just how much it would push me to my limits. These roles, though complementary, often pull you in opposite directions, and balancing them felt like trying to walk a tightrope in a windstorm.
As a Lead Designer, my heart was with the creative vision. I wanted to push boundaries, craft unique experiences, and ensure the team had the freedom to innovate. As a Producer, I had to be pragmatic, ensuring deadlines were met, resources were allocated properly, and the project stayed on track. It was a constant tug-of-war between dreaming big and staying grounded.
One of the hardest parts was never being able to fully immerse myself in the creative process. Every time I tried to dive deep into brainstorming or refining the game's vision, I’d be pulled away to resolve production issues or address team concerns. As both the Lead Designer and the Producer, I became the go-to voice of authority, even when I directed the team to the GDD or delegated tasks. The constant interruptions drained my productivity, leaving little room to truly focus on either role. It felt like I was always putting out fires instead of building something new, and it took time to find a rhythm where I could do both without compromising either.
But here’s what I learned:
Clear boundaries empower teams. Delegating isn’t just about handing off tasks—it’s about setting clear expectations and trusting others to step up. I learned that the more autonomy I gave, the less reliant they were on me as the single point of authority.
Focus is a finite resource. Trying to do everything meant I couldn’t give my best to anything. Recognising this helped me prioritise, let go of perfectionism, and ensure progress didn’t stall while juggling both roles.
You can lead a horse to water, but you can’t make it drink. Managing a team with varying skill levels, commitment, and work ethics taught me that I couldn’t control everything. My role was to guide, support, and provide the tools they needed, but ultimately, I had to make the best of what I had and trust people to meet me halfway.
Looking back, this dual role was a crash course in leadership and adaptability. It sharpened my organisational skills, taught me how to prioritise under pressure, and gave me a deep appreciation for the challenges leaders face. But it also showed me the value of learning from others.
I’d be happy to step into a lead role again someday, but not anytime soon. Before I put either hat back on, I want to take the time to learn from more established leaders—those who have mastered the balance I struggled with. Observing and working alongside great leaders will help me refine my own approach and ensure I’m even better prepared when the time comes.
Game development rarely offers smooth waters, but every challenging experience makes us stronger and sharper creators. For now, I’m content to be a sponge, absorbing lessons from those who’ve already weathered the storms.
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