Entering the office of Choi Moon-young, CEO of FirstSpark Games, the first thing that caught my eye was four clocks set to major global time zones. Since "Throne & Liberty (TL)" is a global service, Choi explained that it was important to be able to check the time in each region at a glance.

These clocks aren't just mere interior decoration. They symbolically represent the current state of FirstSpark Games, which spun off from NCSOFT in February 2025 and became independent with the live IP "Throne & Liberty."

CEO Choi Moon-young, who was once an employee of NCSOFT and the leader of the Throne & Liberty camp, is now the CEO of an organization with about 250 members. For him, independence means both the challenge of finding their own colors outside the giant NC fence and the responsibility of proving their worth in the global market.

Nine months after its launch, we met CEO Choi Moon-young, who is preparing a new spark as if it were the 'first spark,' and talked about the present and future of the independent studio, as well as their unique vision beyond 'NC's DNA.'

▲ FirstSpark Games CEO Choi Moon-young

It's been quite some time since becoming an independent corporation. I wonder if you could be honest about whether you're feeling the benefits of being an independent corporation as you expected, or if there are any inconveniences compared to the camp days.

"In the end, since it was a separate company, we had to establish new internal ground rules and culture. Rather than being uncomfortable, it wasn't easy to think differently because the existing workforce, including myself, had NC's values, or DNA.

So there's a tendency to stick with what we've been doing. At NC, which was larger, there were separate detailed functions, but here, the members weren't used to making and executing various decisions directly. It seems a bit challenging to induce a change in that mindset or work style.

We're making changes little by little, and there are quite a few things that we're doing with the mindset of, "The things headquarter can’t do due to their own rules, but we can do that, right?

For example, what is it?

"When the game we are developing reaches a certain level available for of exposure, I would like to have it tested externally and proceed with the subsequent process. However, the headquarters is cautious about that aspect because the company has its own brand.

So we're trying to convince and lead them to do those things separately. When we try to do that, there are cases where people inside say, "Can we do this already?" or "Shouldn't we do this first?" cautiously. You can think of it as breaking through those stereotypes. We're in the process of persuading.

Before the split, when the company asked you to take on the role of CEO, I'm curious about your feelings. What was your mindset when you accepted?

"I felt it was a great opportunity because I've always believed that the development organization needs an independent studio system that can operate autonomously. However, as it was the company's first attempt and a precedent, I felt a strong sense of responsibility to prove that it would yield good results. That pressure actually became a driving force, and now the team is moving faster and more flexibly.

I'm curious about your reflections on the past few months and what you think has been the biggest change you've experienced emotionally.

"Right now, we're 100% an NC subsidiary, so it's not like the company is teetering on the edge because of our performance. But I think that since we're a live organization, we need to make more money than we spend to turn a profit. Regardless of our relationship with the headquarters, the company can't operate in a deficit.

So, I think it's a bit difficult for me because I feel a sense of crisis while managing those aspects a little tightly. Because someday, I will have to achieve complete independence, and I want to make this company a place where I can work for 10 or 20 years.

If the current stage is 'babysitting,' I think it needs to develop until it can have a completely independent color. At that point, I don't think it should be run like it is now, so I believe that from now on, we need to manage those aspects tightly and systematically to prepare for the future.

The company name is "FirstSpark". Simply put, it means "the first spark." Could you explain the company name?

"I decided on the color first. A bright color. Not in a bad way, but I wanted to go independently, so I chose a young color that is complementary to NC's color and a little bit distant.

Though it became an issue known to the outside world, I initially came up with the name "Orange Games" internally. I thought it would be a good name that would be memorable and unforgettable once heard. However, there were various opinions internally, including the response that it was "too childish." It was not a finalized name. There were several candidates, but none of them resonated with me.

Then I thought, 'Let's make a company that we can grow big with just a small spark,' and that's how we got our current name.

Other entrepreneurs have said that they struggled with choosing a company name. If the employee is a father, they say that a company name that sounds impressive when asked, "Where does your dad work?" is important.

"Personally, I prefer something solid rather than something that looks good on the outside but is empty on the inside. So, I didn't think the name was that important. However, it turned out to be more important than I thought. (laugh) I also think that where you work is important. That's why I decided on the current name. I think the current name is well-chosen.

It hasn't been released yet, but there's a logo animation that lasts about 3-4 seconds. If you watch it, you'll see that the golem from Throne & Liberty hits the ground and sparks fly. In a way, that's a fist. You can think of it as a logo of the golem's fist.

As the CEO, now you can create the organizational culture directly. There was an introduction like, 'Focus on the importance of the first idea and new possibilities in the development process.' What specific efforts are you encouraging, and how do you want to create the organizational culture?

"I think we need a lot more leaders to lead the organization. Originally, we were only responsible for Throne & Liberty, but now we are preparing two or three projects at once by distributing the same number of people well. Thus, leaders are needed more than ever However, I don't think that only the people who have been in charge of leadership positions can stay in those positions. I believe that new attempts and changes will not happen well if that is the case. Therefore, I try not to interfere much with the development side.

As I explained earlier about the organizational structure, I focus on external things, such as business aspects, and internal management aspects, and the development center is centered around the center manager, with leaders working on separate projects. In September, we made a significant update on the Throne & Liberty side, and after that update, we reorganized the organization to a medium scale, splitting three projects into completely separate organizations.

In that regard, I believe that nurturing leaders is the most important thing. Since the NC era, we have had the principle of conducting ourselves independently within a horizontal culture, and we are maintaining that principle. However, there are instances where that principle loses momentum as it descends to the practical level. We are continuously contemplating how to effectively bring it into fruition.

I'm curious about the current manpower. It's possible that hidden talents from the NC era will show their potential at FirstSpark.

"The new leaders are continuing to grow little by little, and among them, there are some noticeable friends. They have been around for a while, the kinds who have grown well and stood out when they were given the opportunity.

PD Park Gun-soo, who is currently the head of the development center, is originally playing the role of the second PD for Throne & Liberty. Externally, there is a lot of talk about him being a PD related to Throne & Liberty, but he is also a talent who joined through the NC recruitment process in the past. He started with a small role within the program team and continued to grow, eventually becoming the head of the center.

And now, the new project is being carried out in a way that the key talents who played a central role in Throne & Liberty, rather than the leaders, are taking on the leading role for the first time. I think it's desirable because they're thinking about things they haven't done before and trying a lot of different things.

Instead of leaving the organization, those who were leaders in the past are playing a specialized role, that is, a supporting role from the bottom up. Rather than managing the organization or leading the entire team, they serve as advisors, filling in the gaps with their own expertise in various fields.

I thought it was a very important decision when a developer from the '90s was chosen as the director of Throne & Liberty. I thought it was a symbol of the future direction of NC.

"It wasn't that I was suddenly picked out of nowhere after having done small tasks. Before that, we had formed a few TFs before the launch. It was a TF to quickly address any shortcomings during the launch. Within that TF, Park Gun-soo took on the role of TF leader and achieved excellent results over the course of about six months. There were internal recommendations, and from my perspective, I didn't see anyone better suited for the role. After we conducted the first CBT, we were in a situation where we needed to make significant changes to the game, so that's why we made that decision.

I wonder if the talent profile that selected that person is still being carried on at FirstSpark.

"Yes. That's why I still try to frequently engage with new talents when conducting projects. There are noticeable aspects in the process. Ultimately, I believe that most things stem from 'personnel selection'. My role is to help good talents by selecting them well and assisting them to fully utilize their capabilities. In the end, if the wrong person is chosen, it doesn't seem like it can be resolved by nagging later on.

However, there seem to be quite a few people with potential inside, and they are continuing to get support from below, so I think we can prepare for other things now.

There are some things that need to be proven by results, so how are you setting goals like KPIs?

"Quantitative KPIs will ultimately be things like sales. We're thinking of that as a concept where we make money and get rewarded for that performance.

Currently, it's not a structure that could lead to a deficit. However, if it were actually running at a deficit, the question "Why should we continue this service?" would inevitably arise. We are trying to avoid creating such a situation. There are external perspectives, but above all, I believe that the members inside will be shaken. Watching something not going well can lead to higher turnover rates and make it difficult to provide new motivation, so we are doing our best in live service to prevent that from happening.

Our original principle when launching the game was to provide a global service and to eliminate the 'P2W' element as much as possible. Since most of the revenue we generate with Amazon and our services comes from cosmetic Items or passes, we need a large infrastructure (user pool).

The quantitative aspect would be the sales performance, but in terms of the qualitative aspect, I want to be recognized globally as "They made a decent MMO, a good game." That's why we're working hard to create a perception that "You can trust these guys" when we release our second and third works.

Meaning, that you want to create a game company that is expected to succeed in the global market.

"Yes. Everything we're preparing for, the market targets are all global. We want to continue to build credibility for the next and the next project with the IP power we've created with Throne & Liberty, and the brand value that "the company that made that is here."

If it's okay, I think it would be good to attend global game shows like Gamescom or Tokyo Game Show in the future under the name FirstSpark, not NC.

"I think it would be great if we could be recognized as a unique independent studio that can be trusted, rather than just maintaining a good relationship with the headquarters and going out together or separately. I believe that the headquarters continues to support and empower us in that regard.

Even though it is an independent corporation, but the structure is that NC holds 100% of the shares. How is the traffic organized in terms of game development or management? For example, can the CEO fully decide on the direction of game development or services, or is approval from the headquarters required?

"We decide. We don't interfere with this part of the concept of the headquarters as the top decision-making organization. We decide what we need to do next and what direction the market should take in the future.

I have regular tea meetings with TJ, but rather than that, I get insights from him on the things we've decided on. It's not really interference with our next steps.

If there's something connected to the headquarters, it's things like security and stability that need to be taken care of internally before release. Or it's processes like testing that we go through whenever we develop a game. When we do those things internally, we'll get help and feedback.

I'm also trying to separate the internal feedback from the external feedback, like putting a test version on Steam and getting external feedback, and then getting both kinds of feedback.

▲ "I want to continue building trust in my next project by building on the brand value of 'the company that made it.'"

There have been ups and downs since Throne & Liberty was released, and it has been on a downward trend graphically and then rebounded. How do you currently evaluate Throne & Liberty, do you see it as a stabilization phase, or do you think it has entered a rising trend again?

"This year, we've made two big updates to the global service. In March, we updated the Talandre region, and in September, we added non-combat content like housing.

As you mentioned, the graph shows that the indicator has been fluctuating rapidly, rising sharply, then falling, and then rising again. Currently, since the September update, the indicator has been very stable for about a month. The churn rate and other aspects have also improved significantly compared to the past.

Our Steam rating has gone up to 'mostly positive'. Overall user satisfaction is improving, and the percentage of people who say they are 'very positive' or 'positive' in our regular surveys is improving.

Currently, Throne & Liberty aims to serve for the next 5 to 10 years with the current structure. Therefore, we are preparing for the major updates that occur once or twice a year while maintaining good indicators. We are also preparing for another major regional update in the first half of next year, so our short-term goal is to maintain the current good indicators until then.

I wonder what EXP you've gained from running a global service.

"It seems that the Korean user's preferences are quite different. We recently updated the housing, and it seems that the preference for non-combat content is much higher than in Korea. In the MMO genre, we focus mostly on combat content, but the preference for non-combat content is also very high, and the preference for showing off one's appearance or personality is also high.

In the case of this housing update, we have a lot of meetings with AGS (Amazon Game Studios) on a weekly basis. We discuss what to prioritize and what would be best next. In fact, housing was pushed back to early next year. We brought those things forward and there were some parts that we were hesitant about. Because doing this meant we had to postpone a large chunk of content that we were trying to do.

I think AGS made some good suggestions on these aspects. Since it's a project created by Koreans in Korea, there were some aspects where it was difficult for us to fully understand the overall sensibilities of the West. Listening to the insights of partner companies or individuals who can provide insights in those areas seems to help us improve and enhance our services.

I went to Gamescom this year, and there was a game that had a booth with only housing. Many users spent 20-30 minutes experiencing it and said it was fun. It seems like there's a fantasy of 'having a home' in the fantasy world.

"I've seen internal employees who have decorated their homes well and are showing off their homes in our team chat rooms. There's been a long-standing need from users for housing and general lifestyle content.

We have been continuously thinking and discussing internally about things like perspective and volume even before we had the need, and we have properly organized the TF to reflect the needs of global users. The results that came out of this are receiving very positive feedback from global users. Based on the positive evaluations, we plan to continue expanding and introducing this.

We formed a housing TF, and the TF leader was also a woman (similar to Park Gun-soo's case). When I said, "Raise your hand if you want to do this the most," she raised her hand and led the project. So, it seems that we achieved good results.

Rather than being told from above, there are many tasks that are carried out by saying "I'll raise my hand" or "I'll speak up" through internal movements, and I think that is another advantage of our company.

▲ 'Housing' is getting a good response

Are there any metrics that are unique to housing? For example, users spend more time in housing than they do in combat.

"We have internal metrics that we look at, and they're positive. We see users inviting each other, showing off their homes, and spending a lot of time on the platform.

There are a lot of needs, and we haven't perfected the interaction yet. So we're preparing additional updates for those areas at the end of the year. There are actually more things to do. (laugh)

Do you feel a difference in the speed of development feedback and decision-making at Throne & Liberty during the NC days versus after the company split?

"I think it was originally fast. Rather than the decision-making being slow, it seems like it took a long time because of the changes that were made as we tested and received operational feedback while trying to make a good game.

However, this is not all wasted time, and we brought with us all the resources and development processes that we had accumulated. It seems that it took a long time as the actual game's planning changed.

What I'm doing now is trying to prevent such changes as much as possible, by first accurately specifying the 'design', and then trying to prevent attempts to interfere with or modify it.

Usually, you start by deciding to make A through F, but as you go along, dreams start to pile up. Greed also sets in. For example, it was a project without housing, but "Throne & Liberty is getting a good response with housing, so should we add it too?" This way, the scope expands greatly. As a result, the development period increases and more people are needed.

I hope that the games that come out later will be simpler and have fewer unnecessary elements, focusing on the goals we designed. Looking back at Throne & Liberty, it's a well-made game, but it's too complex and has a lot to learn.

If you ask why it came out that way, it's because it was made for too long. It just needs to be simple, but by providing everything at once that needs to be added over the course of 2-3 years, it can't be said that users like this.

For the games that will be released later, we want to provide simple enjoyment that requires as little learning as possible, while still embracing the advantages of the good games that have come out in the past. However, we don't want to unnecessarily repeat what has already been done. We believe that the patterns users enjoy are the same, so we are thinking of taking what needs to be carried over as is and adding only the core elements we pursue.

Additionally, we have a lot of legacy. Now that we have deep insights from users not only domestically but also globally, we believe that we can incorporate our insights as much as possible into the next project, develop it very efficiently, and better attract the points that users like.

There are some new projects that have been revealed through recruitment notices. Please clarify what 'Project SC' is and whether it is the mobile version of 'Throne & Liberty'.

"It's called 'Throne & Liberty Mobile.' Our goal before launching Throne & Liberty was to support all three platforms: PC, console, and mobile. Each platform has different characteristics, and while consoles and PCs have somewhat similar control schemes, mobile has a completely different control scheme. For example, elements like 'auto' are not commonly used in PC or console games. As we tried to implement all these features, we internally tested and developed the mobile version's interface.

However, the market was expecting PC and console parts, and the publisher AGS also wanted this side (PC/console). So, just before the release, we completely shifted our focus to PC and console, and we are now working on a new project (SC) with the goal of creating the most enjoyable way to play Throne & Liberty on mobile devices.

When I first started playing Throne & Liberty, I vaguely remember thinking that things like Monster placement and configuration would be "just right if I pressed the Auto button here and now". I felt a bit of a lingering sense of regret as I gave up on mobile.

"Yes. So the concept of SC releasing Throne & Liberty on mobile by simply converting it is not the case. In order to enjoy Throne & Liberty, which is currently played on PC, on mobile as much as possible, we need to change some things, add new features, and also discard some things.

The approach itself is different. If you call it 'Throne & Liberty Mobile', many people have a preconceived notion that "they will strongly apply the BM (business model)" or "it will be similar to existing market Mobile game" as soon as the word 'Mobile' is attached. It is not that motto, but we are focusing on the essential part of "how to make the real Throne & Liberty enjoyable on mobile". I think that the business model that fits there will be made understandable to the market.

This is the starting stage. Throne & Liberty started with Unreal engine 4, but the new SC project is being developed with Unreal engine 5, and we have organized the efficient resources and processes of Throne & Liberty. Currently, we are conducting internal testing with daily builds, and the basic work of optimizing and adapting to mobile has been completed. Now, you can think of it as adding the necessary planning on top of that.

Is it the same IP as the old Throne & Liberty, but a different version?

"That's right. Correct. The actual gameplay is mobile-centric, but it can also be played on PC. However, the two games should have different colors. Therefore, we are preparing all the necessary controls and UI for mobile.

The target market for mobile is also strong in Asia, but since there are about 8 million people who enjoyed the TL IP on Steam, we believe that there is market potential if we approach it with this IP on mobile globally. It's like the first challenge in that direction.

In some ways, SC could be FirstSpark's first challenge. When do you aim to open it to the public?

"We are preparing something to show you after next summer (2026). From now on, we will probably be able to show you more specific details about the game within a year.

▲ 'Project NS' is revealed

Is there anything you can introduce that is a completely new project?

"The SC is strongly pushing forward with the slogan "We will do it unconditionally," and the team has been solidified, and a complete organization has been established with the concept of "real." On the other hand, the new project "NS" is in the TF stage.

If I had to define the genre, it would be an 'Action RPG'. It's not PVP, but a cooperative (co-op) PvE-oriented game. We're envisioning it as a short-breath, session-based game where a few users team up to Clear the Boss. We're testing combat with a small number of players as the core, and we expect the first internal prototype to come out around the end of this year.

The setting hasn't been decided yet, whether it's medieval or something else. Right now, we're figuring out how to make the core combat fun. The NS team has a desired world view, but I'm taking a "let's see how it goes" approach.

I'm considering 'Pad First' because it seems like it will be developed that way. We're developing internally with that in mind, considering the priority of platforms (PC, console).

Depending on how things go, we may change direction or try something new, and if this first spark (attempt) goes well, we'll probably launch it as a concept for the next SC sequence.

Besides this, when we first split off, a few people inside suggested to me, "Let's try this." There were various genres of games, like social networks, and some of them we put on hold, and some of them are still in the form of good proposals. If you ask us what we're going to do next, I think we might be able to spark up again from those proposals.

I'm curious about what kind of games you want to continue making in the future.

"It may be my personal opinion, but I really want to make Throne & Liberty IP into a bigger IP. I don't think we can create everything from scratch. And while creating Throne & Liberty, we have built a very large world view. In the past, there were parts called 'Project E' that we tried to do in NC, but in reality, the world view is connected to Throne & Liberty.

Starting with those things, I think we'll be able to create games that we can do well and create. Among the proposals that I mentioned earlier, there were some that had nothing to do with Throne & Liberty, but were trying to start. In those cases, I often wonder, "Why should we do this?"

We spun off as 'Throne & Liberty', and since that is our foundation, we seem to gain momentum in pursuing projects if there are parts that can be helped or synergized with existing IPs. However, when starting from completely 'nothing', it seems to require more consideration. Creating a new IP itself seems to be more challenging than expected.

When it comes to what kind of game, we simply think that we need to generate revenue. Therefore, we aim to approach things that have marketability and can provide unique enjoyment to users. I believe there is still a bit of a gap between what developers want to create and what the market demands. We are considering balancing these aspects internally.

From what I've heard, you seem to work in a 'bottom-up' manner. It seems like you really listen to a lot of opinions from the bottom, rather than 'top-down'. Is that actually the case?

"There are many things that come down from the top. The very concept of 'bottom-up' means that topics like 'What project should we do next?' cannot simply rise from the very bottom; opinions tend to come from around the mid-level managers. And when deciding on something, it usually involves reviewing aspects such as 'Is there someone internally who can do this?' and 'Does this align with our organizational culture?'

It was also surprising that they believed me when I said, "I'll give it a try" when they asked, "Who can do it well?"

"In the case of Throne & Liberty, it took about six and a half years to launch. Those who were involved in the process and have known them for a long time already know their tendencies and capabilities. In fact, there are not many cases where they raise their hands. They perform well internally, but when they are asked to take the lead on a project, they often do not raise their hands. When such opportunities arise, they raise their hands, and we select them well, resulting in good outcomes.

I'm curious about the ideal candidate. If you were to create a job posting, is there a sentence that must be included in the qualifications?

"I hope that people who have a sense of autonomy, goals, and challenges, and who are willing to try new things, will come. I hope that people who ask questions like, "Why doesn't that work?", "Why are we doing it this way here? There must be a new way," and who give their own opinions like, "I want to change it this way," will come."

We're not a 100-point company, so I think there are definitely things that you might feel when you come in from the outside that "they're doing well in this area, but they're lacking in this area compared to other companies that have different experiences outside." I'd like to see those areas change from within, and I'd like to see people who are thinking about developing those areas coming in.

Although this is an NC subsidiary, we are not a large corporation, so we have to take care of what we need ourselves. Rather than someone who says, "I'm here to do just this one thing,"... So, instead of bringing in someone who is very good at something and trying to fit them into an empty spot, we want people who come with potential and expand on that potential. Should I say it's a bit 'crazy'? I hope people with that kind of challenging spirit will come.

I want someone who is scalable and flexible. And I really value teamwork. I like people who are not just good at working alone, but who have a sense of challenge and can bring people together to work as a team and become a driving force for the team to move forward as one.

I like the expression 'idiot'.

"People with slightly quirky, unconventional aspects. I'm also an old person, and there are limits to the ideas and thoughts that existing people can come up with. But I want to bring in things that go beyond that and experience getting 'slapped in the back of the head.' 'Why didn't we think of this?' It's not that I want to get slapped in the back of the head in a bad way. (laugh) It's about something that makes you go 'Wow!'

We're going to have a workshop with about 60 leaders next month. That includes leaders and business PMs. We're going to have a 1-night, 2-day workshop with about 60 people at the team leader level. We used to do these things frequently in the past, but they were suspended during the pandemic, and this seems to be the first workshop since then.

So, I would like to take a look at our achievements this year and discuss how we will proceed from next year. One thing I feel is very different from the past is that many people dislike workshops these days. However, I believe that teamwork or at least some level of skinship is necessary to support these things. I don't think that working at a company should be solely based on performance or expectations.

I've been through a lot of small companies, and looking back and asking "Why was I in a company like that?", I think that the camaraderie among the employees was what kept me going and made me stay. I'm trying to create that kind of thing, so I'm dragging them to the workshop.

It seems like recruitment is currently underway at the NC Company unit, and I'm curious if you're trying to expand the workforce further. You mentioned there are currently around 250 people, so what is the planned scale of expansion?

"Increasing the number of people is something we're very conservative about. The reason is, as I mentioned earlier, the revenue we're currently generating is coming from Throne & Liberty. Going beyond that ultimately means moving into the investment phase. So, I think that part still needs to be handled conservatively, and right now, we're focusing on more efficiently distributing the roles among the people we have inside.

Simply put, about 200 people are being deployed to Throne & Liberty, and about 50 people are being filled into the organization that is currently called SC. If we were to concretize NS, we would need to expand further, but that doesn't mean we're suddenly thinking about 400 or 500 people. Even if the number of people increases, I believe it should increase gradually. In terms of whether we can make a living, I think we need to be confident in the business that "if we do this and receive investment, we can launch this later and fill the gap again" if we want to increase the number of people.

On the other hand, no matter how talented you are, is there something like a "anti-talent" that says, "Oh, this person won't work out"?

"I really dislike the phrase "it can't be done." There seem to be two cases where people say "it can't be done" based on past experiences. However, I would like to try it once more. The situation then and now is different, the technology is different, and the team members are different. Why should we say it can't be done just because we tried it in the past? There are many different ways to achieve a goal.

You have to present alternatives like, "Maybe we can do it this way," and eventually, you just end up saying it's 'doable' if you defang the entire thing. When someone comes up with an idea with determination, if everyone says it won't work, that idea gets cut off. But if you ask if that's the right answer, in reality, if you don't do anything, there's no failure, so it's the best thing to do... But I don't think that kind of person is a good fit for me. Wouldn't it be better to have an attitude where you try something, even if it's just something?

▲ The future of FirstSpark Games, yet to be written

Usually, the director wraps up with a word to the user, but I'd like to ask the CEO for a word to the 'future colleagues'.

"(Thinking) ...It seems like a lot of what I've been talking about has come up, but in the end, this company is not a 100-point company. (Honestly, how many points do you think it is?) 50 points? (Laughter) No. It's not the score, but it seems like a company that is just starting to take shape.

I think that the various attempts at culture and development at this company give newcomers the opportunity to create and shape it themselves. Since it's still in its infancy, I believe that the aspects of what will fill this space and how it will be structured can change as long as the company's foundational pillars remain intact.

So, I think it would be great if people who want to challenge themselves in those areas and feel a sense of accomplishment within this company and want to build a good company together come here.

There are not many small developers in Korea who have experience in global success. This is a developer with experience in success. Therefore, I think it is possible to do better in what they are doing well and create entirely new things, effectively a two-track approach.

I think it's true that it's not a 50-point game, but a game that starts at 50 points. There's also the pillar of Throne & Liberty.

"If you ask me if Throne & Liberty was a success, I'll blush a little bit, but I think we've achieved this level of success despite many shortcomings. For the next and the following works, I want to fill in the gaps and provide an even better service or enjoyment.

There were definitely parts of the service process that caused misunderstandings, and in the case of Korea, we have been avoiding P2W for about two years. So, we'll continue our work hoping that you can trust us a little more and give us the perception that "since they made it, we can watch it without colored glasses" for the next work.

This article was translated from the original that appeared on INVEN.