Kuju's Nigel Robbins

Well, staffing levels in the UK is an interesting one - it was heartening to see some good news in the Budget recently. Whether or not that will manifest in significant ways in the UK... we very much hope so. It might serve as a catalyst for other markets to ramp up their offerings, because it's vital that we continue to breathe more life into the games industry in the UK, and get things back to where we were in terms of innovation.

Are there enough people working on projects? Everyone will always tell you no, but clearly you can't scale things back to a point where the product is going to suffer, so we have to make sure we always prioritise that - and outsourcing is one way of contributing to that - but as much as possible you want people within your own teams, so they're as passionate about projects as you'd like them to be.

But it's interesting with the smaller, lower-budget projects, because you can have smaller, nimble teams working on those - but you really need to cover the whole gamete I think. Any developer needs to have the flexibility to have 50 guys working on a big project, or five working on a slimline project - and the space in-between to adapt as the opportunities require.

No, it's always the last thing you want to do, for any new CEO - you never want to lose good people. One thing that's interesting for this industry perhaps, compared to the TV content digital media businesses I've worked with is the ebb-and-flow that's not always part of the environment - but an acceptance that you do need to scale back sometimes in the year. It's project-driven.

But we want to make sure that the teams are stable and retained, and have continuity. I want to make sure that we're looking at every potential opportunity in the market so that we can secure business and create games, continue to build our teams and retain them long term.

We're a good size right now to build on, and scale up where we can with the studios and make sure we sharpen our act in every corner.

There is an appetite for growth - of course, there is in any business - and our parent company Catalis has given me a lot of leverage in terms of recommending (and receiving recommendations for) areas to explore.

So there may be the potential to grow organically, and through acquisitions in the future, if it's the right kind of partnership. I wouldn't see us needing to go beyond half a dozen studios, for example - you can become too stretched and reduce your focus.

We have a sister company in the form of Testronic Labs, and there are also things that we might potentially do together more strategically than we have in the past - but for the most part the real action is going to be in making sure we ramp up our current activities, and grow where it makes sense as those opportunities either appear, or we hunt them out.

In that respect I think we have a very good share-holder understanding, and a lot of space in which we can manoeuvre.