CASE FILE 001 · UBISOFT CONNECT
Built and led Ubisoft Connect end to end.
This was not a support role around the platform. I was accountable for the investment, product, technology, creative quality and organisation that made it possible.
40 → 240
ORGANISATION SCALE-UP
60M+
PLATFORM USERS
End-to-end accountability
INVESTMENT · PRODUCT · TECHNICAL · CREATIVE
EVIDENCE STATUS · COMPLETED LEADERSHIP MANDATE
Scope and evidence
This case concerns a completed operating mandate inside Ubisoft—not a later advisory engagement.
MY ACCOUNTABILITY
Investment, product direction, technical delivery, creative quality, budget and organisational scale for Ubisoft Connect.
OPERATING SCOPE
Organisation scaled from approximately 40 to 240 people behind a platform serving more than 60 million users.
MEASURED CHANGE
Delivery timelines reduced by approximately 40%; phased releases, live testing and direct account management with game organisations established.
EVIDENCE BASIS
Public company and product context, combined with figures from direct executive operating responsibility.
One of his major strengths is to make people come together and act as one team, removing old barriers and creating a collaborative atmosphere. He follows up and holds you accountable in your mandate.
Petra Bagge · Lead PMO, Massive Entertainment, a Ubisoft Studio
The page does not imply that one executive produced these results alone. It identifies the system for which I was accountable and the organisation through which the work was carried.
THE SITUATION
A strategic platform ambition with a small organisation behind it.
Ubisoft Connect sat behind player identity, accounts, distribution, cross-platform services and a growing subscription ecosystem. When I took responsibility, the organisation was roughly 40 people. The ambition required a global organisation of around 240.
The question was not simply how to hire faster. It was how to build one accountable product organisation that could absorb investment, earn the trust of game teams and deliver a platform at global scale.
WHAT I OWNED
The whole system, not one improvement programme.
- The investment case, budget accountability and organisational growth.
- Product direction, platform priorities and the connection to Ubisoft’s wider strategy.
- Technical delivery, platform reliability and the ability to scale shared services.
- Creative quality, user experience and the product’s standing with players and game teams.
- Leadership structure, capacity, hiring and accountability across a global organisation.
FRAME → EVIDENCE → COMMIT
The decisions were structural, not cosmetic.
Frame
Redefine Ubisoft Connect from a backend support function into a strategic platform organisation with clear product, technical and commercial accountability.
Evidence
Use phased releases, beta programmes, A/B testing and direct work with game teams to create earlier evidence about adoption, quality and product value.
Commit
Grow the team, leadership structure, account management capability and governance together so that additional investment became real organisational capacity.
WHAT CHANGED
The organisation became capable of carrying the platform.
40 → 240
A global organisation built across locations and disciplines.
60M+
Users supported by the platform and its services.
One accountable organisation
Product, technical, creative and business responsibilities held together.
The platform became capable of supporting strategic shifts such as cross-platform services and Ubisoft’s move towards subscription through Ubisoft+.
Scaling is an ownership problem before it is a headcount problem.
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Jörn Green 