One on one

March 1, 2023 - One-on-One

1- What does it mean to be an HR leader in the video game industry?

I really believe in the idea of putting the right person, in the right place, at the right time, and that’s what I’ve been telling my recruiting teams for a while now. You’ll have more success if you create the right environment based on what your needs are right now, but while also keeping an eye to the future.

These days, with the economy struggling and in an industry that is so competitive, it’s a fight and the key to success are the work environment and benefits you offer your employees. Studios from around the globe are making unheard-of offers to people and it’s destabilizing to the ecosystem. People are thinking things over and there are big things at stakes: attracting and retaining talents and making sure your employees feel engaged.

Today, as an HR professional, you have to dig deep, get to the root of the problem and take action to have a positive impact. You want to solve substantive issues and avoid bandaid fixes, especially in our industry. We’re often preoccupied by individual happiness, but if you manage to solve a core problem, you’ll have a much bigger impact on a lot more people at once while working the same number of hours.

That’s what it means, in essence, to be an HR leader. Get the right people, in the right place, at the right time and actively work toward finding meaningful solutions.

 2- Describe your career path in two words.

The first one would be “privilege”. I had the great privilege of being surrounded by mentors and leaders who took on the challenge of steering me in the right direction on more than a few occasions. They coached me, pushed me out of my comfort zone and opened doors for me. They believed in my potential. I also had the privilege of working in different industries and getting to know different business models. The pandemic also affected me: even though it wasn’t exactly a “privilege” to have been part of the crisis unit in my last position, it was extremely educational. I probably learned the equivalent of three years of work in three months.

The second word? “Opportunity”, and by that I mean seizing it and creating it. It’s easy to think that the opportunity is too overwhelming, that you don’t possess all the required skills. But just   keep contributing, helping, and invest your whole self into the opportunity. Follow your passion and believe in your abilities.

 3- What was your biggest revelation about yourself since becoming a manager?

That I don’t like to manage… [laughs]. I am not the type of person who is hungry for power or control: I’d rather be in the wings, creating an environment where everyone takes responsibility and is accountable for shared results. I like to work with people who are ambitious, ensure that the overall vision makes sense to everyone and that each person understands their value. Between CÉGEP and university, I did a DEP in car mechanics, and I always see myself as a bit of a mechanic. Bring me your old “beater” and I’ll get it back on the road or give me a car with a lot of potential, and I will supe it up – that’s where the fun is. Getting projects back on track or building a performance car. I have the same mindset when it comes to management. I don’t have to be the driver on the podium, I am just as happy knowing that I helped build the car that the driver raced to the finish line.

The last thing that I learned, which is maybe more personal, is that I probably tend to overanalyze things! I am always turning things over in my mind, trying to figure out how to have better relationships, more impact on people, assessing my abilities. It’s not about a lack of confidence, but about really wanting to do things well. Doubt allows you to push yourself and it’s a characteristic I’ve made my peace with. You should never take anything for granted!

 4- La tête chercheuse celebrates its 25th anniversary this year, and you are a part of our story. Tell us about your unique story and the impact we had on you.  

I met Annie Bissonnette from La tête chercheuse while we were working at Vidéotron. She was my internal client and we kept in touch over the years. A bit later, she approached me about the position of Head of Talent and Culture at Reflector. I wasn’t sure that it was the right time to make a move. Annie convinced me by saying, “Over there, I think everything needs to be done. Things need to get back on track.” That really resonated with me, and made me want to jump in. I was about to leave a great position to join a small team, but this time my hands would be on the wheel. As it turned out, I joined a team of super-inspiring colleagues who really threw themselves into the culture change we had initiated. Little by little, thanks to my involvement with the organization and the creative project, I was ready to take over the reins at the studio. The team at Bandai Namco gave me a solid stamp of confidence.

The cornerstone of La tête chercheuse model is that you really take the time to understand business needs and the profile your client is seeking so that you can target the right people based on an exhaustive analysis. It’s more holistic than just suggesting CVs: you are really seeking a profile that corresponds to business needs. As I’ve said before: the right person, in the right place, at the right time. That’s how it was in my case.

Beyond the model, you are very authentic and sincere. People trust you, and we know that you will steer us in the right direction rather than fill a position at all costs.

 5- What inspires you professionally, and gets you out of bed in the morning?

Working with ambitious people who like to push themselves and really contribute to a shared project, but also getting to the root cause of problems. I like to feel like I am contributing to a team rather than my own personal achievements and, above all, I want to be surrounded by people who think the same way.

I don’t like working with people who think that they are above others. I am much more inspired by people who take being part of the team to heart and strive for excellence. It’s like hockey: the teams that win the Stanley Cup are those where each person knows what they are supposed to do. Teams that are built with superstars only never win because everybody has their own personal statistics in the back of their mind. If our goal is to get to the final, to win the cup, each player has to know that they can shine.

6- Fast forward 25 years from now: what would you like your legacy to be on organizations you worked for?

25 years is a long time away! In the next 25 months, rather than the next 25 years, I’m interested in pursuing change at the studio. I want to help deliver our first round of products and position the studio where it needs to be in the Québec ecosystem. Above all, I want to help boost confidence, commitment, and pride among colleagues, implement processes and sustainable programs that will help us build a solid and inspiring team, where everyone shares the values that will help us grow.

In the longer term, I hope that we have some kind of impact on the necessary culture changes in the industry. I want to help change the way we consume content, anticipate and deliver engaging content that is aligned with social values that we share and want to promote. I’d like to help position Reflector and Bandai Namco as industry leaders in the North American market.  

Lastly, if I have contributed, even in the tiniest of ways, to positively influencing any of my colleagues in their style of leadership, while remaining humble, authentic, respectful, and true to my values of inclusion and collaboration, then I can hold my head high.