The Destructive Psychology of the Video Game Industry

If you are interested in video games and the video game industry, it can be difficult to avoid news of abuse, harassment, and poor working conditions in the industry. Whether it’s employees being hospitalised due to crunch or a boss abusing their employees, it can seem like the video game industry can be a challenging place to work in.

With how common these stories are, it may indicate that these problems are prevalent in the video game industry. In the interests of keeping those in the industry safe and healthy, we need to understand how these problems can arise and what can be done to stop them.

This is exactly what this article will set out to do. Using testimonials from video game industry employees, I will use psychology and academic research to illustrate patterns of abuse and mismanagement in the industry, alongside providing advice on what can be done to reduce it.

The testimonials in this article primarily come from Limestone Games, the company behind the interesting-looking game Aeon Must Die that debuted in August’s State of Play. A Dropbox link was shared after the debut of this trailer to let those interested know that they are unsure about the game’s future.

Please note that to avoid legal trouble, I will occasionally use words such as ‘allegedly’ when describing incidents. As usual, there will be a summary at the end if you do not wish to read everything. Now, let’s begin!

Contents

1. 1. A Quick Psychology Lesson
      1.1. The Psychological Contract
      1.2. The Destructive Leader
   2. Testimonials from the Gaming Industry
      2.1. The Truth About Crunch
      2.2. Abuse of Power and Coercion
      2.3. Abuse and Manipulation
   3. How to Improve the Gaming Industry
      3.1. What Employees Can Do
      3.2. What Employers Can Do
   4. Summary
   5. References

A Quick Psychology Lesson

Before diving in to the testimonials, I want to provide a quick psychology lesson on two concepts vital to this article. This lesson comes courtesy of Occupational Psychology, the study of people in the workplace.

The Psychological Contract

When beginning a new job, you are provided with a contract detailing things like your salary, your holiday entitlements and your notice period for leaving the job. You can think of this as your physical or explicit contract, but you also have another type of contract.

This is the psychological contract. Rousseau (1990) argues that employees and employers have an implicit set of beliefs, expectations and obligations regarding the opposite party. A boss might expect their employee to work hard and maybe fulfil the occasional overtime, while an employee might expect things like promotion prospects, training, and for their boss to be understanding when they are sick.

Evidence suggests that contract violations can have consequences for the company. When a boss violates the psychological contract by doing things like taking advantage of employees or not being mindful of their health, this can upset employees, makes then less likely to be helpful in the future, and can even contribute to a toxic work environment via things like gossiping (Conway & Briner, 2002; Dabos & Rousseau, 2004; Bordia et al., 2008).

It seems that to get the best from your employees and to minimise a toxic workplace culture, it is best to maintain employee trust and to look out for their needs and wellbeing. In this article, you will see how each employee at Limestone Games’ psychological contracts were violated at an almost systematic level.

The Destructive Leader

In a meta-analysis of leadership research, Judge et al. (2004) found that the type of leadership style a boss has can directly predict workplace satisfaction and employee performance (both solo and group).

Perhaps the worst leadership style a boss can have is that of the destructive leader. The behaviour and effects of a destructive leader is best captured in a nice diagram courtesy of Padilia et al. (2007):

In a nutshell, destructive leaders are hateful, narcissistic beings who only look out for themselves and look to seize power wherever possible. Destructive leaders may thrive in unstable conditions among people who have low confidence. As you will see from this article, Limestone Games’ CEO appears to be the archetypal destructive leader, and his actions were instrumental in the downfall of the company.

Testimonials from the Gaming Industry

The Truth About Crunch

If you pay attention to gaming news, you may be familiar with the term ‘crunch’. Crunch refers to a period where employees work beyond their contracted hours to complete a project, typically close to deadlines. It’s common to see people disappointed at a company crunching their employees, so much so that stating that you do not crunch your employees can be a good PR move.

Alternatively, people may be unsympathetic to crunch. I primarily see two arguments for this:

1. Crunch is the by-product of video games getting bigger and more ambitious.
2. Employees don’t have to crunch if they don’t want to. If you don’t like crunch, either don’t crunch or go to a company that doesn’t crunch.

In this segment, I will show how these arguments are not necessarily the case. I will provide examples of how crunch is the product of complete project mismanagement and how it’s not as simple as ‘just don’t do crunch’.

At Limestone Games, employees were kept in a near-constant state of crunch. According to the 3D Concept Artist, employees were told to have a fully playable prototype made within one month; the industry standard is to prepare documentation and concept art in typically one month. Employees were vocal about how stressful and impossible the deadlines were, but the CEO did not listen. The company’s Chief Commercial Officer (CCO) even told the CEO that employees may need to turn to drugs such as amphetamines to keep up with the workload, but the CEO once again did not listen and allegedly told Aeon Must Die’s publisher that the impossible deadlines would be met.

These impossible deadlines were not helped by the general mismanagement at Limestone Games. While working on Aeon Must Die, there were four other projects being worked on in an attempt to draw in more investment. These projects also had tight deadlines, sabotaging the already impossible deadlines of Aeon Must Die. In fact, the CCO mentions that at one point in time, only one programmer was working full-time on Aeon Must Die.

Not only did impossible deadlines and ignoring employee feedback contribute to this near-constant crunch, but upper management actively encouraged keeping employees in a permanent crunch state:

The management gave a direct order to harass people more so they are more stressed, because in the opinion of [the] CEO and CTO: “Most people cannot work at all without stress”

 

– Assistant Narrative Designer, Limestone Games

So is this true? Do people need stress to work hard?

This segues nicely into the next talking point regarding crunch – if you don’t want to crunch, just don’t crunch. After reading all employee testimonials from Limestone Games, it seems that the company had a lot of vulnerable employees. The company’s CCO used his apartment as collateral to fund the company and had to pay medical bills for his terminally ill father and chronically ill mother. Many employees reported money difficulties in their testimonials, including the 3D Concept Artist providing for a wife and child. I even noticed employees working under improper visas to work at the company.

The CEO allegedly took advantage of these vulnerable employees at every opportunity. For example, the CEO would threaten to cancel projects which would leave the CCO homeless and unable to pay medical bills, would make children go hungry, or could deport employees. This led to a culture where employees were too tired and hopeless to fight back, they just simply endured the crunch due to problems in their personal life. This led to a work culture at Limestone Games where 12-16 hour days were the norm. Employees would have very minimal holiday time (more on that later) and the CCO would be seen working 48 hours straight at the office.

Let’s look at the psychology of this. It seems that psychological contracts were violated for almost all employees at Limestone Games. The employee-employer relationship was not reciprocal as employees dedicated their life to the company for very little in return. Upper management deliberately kept employees stressed out believing this was how to get the best work from them. Evidence suggests that employees who are stressed, overworked and underappreciated will have poor physical and mental health (Quick et al., 1997; Sprigg & Jackson, 2006; Take This, 2016; Harvey et al., 2017).

That is exactly what happened. According to testimonials, employees suffered from a range of physical and mental health problems such as depression, anxiety, fatigue, eczema, chronic migraines, eye twitching, chronic colds and more. Keeping employees stressed was hazardous to their wellbeing, and ultimately led to the downfall of the company due to an employee uprising.

The downfall of a video game company due to constant crunch has been seen before in other companies such as Telltale Games. It seems that keeping your employees permanently stressed just leads to poor employee health and an eventual uprising in your company.

Abuse of Power and Coercion

This section will represent upper management’s abuse of power and coercion at a corporate level, such as the state of employee contracts and managing factors such as vacation time.

I will begin with the large elephant in the room regarding Limestone Games. The CCO’s testimonial states that the CEO told his fellow management team that he would handle the boring paperwork so that they were free to work on games. Very few of us enjoy paperwork, so they gratefully accepted the kind offer.

The CEO allegedly used this to file paperwork to become the sole representative, sole owner of IPs, and the only member of the Board of Directors at Limestone Games. The CEO committed the ultimate abuse of power and took the company and its property from the original owners, leaving them with the rights of an average employee while still having assets tied to the company.

The testimonials from this section will illustrate how this apparently power-hungry CEO is an unfit leader and constantly abused his newly-found power at Limestone Games.

Let’s start with the legal contracts of those at Limestone Games. To summarise testimonials, the CEO coerced many people to take ‘under-the-table’ deals for salaries. He would entice employees to take these shady deals because they wouldn’t pay as much tax due to no paper trail – remember that these people often had their own money issues.

As you would expect, under-the-table payment schemes were a mess and employees often went unpaid or underpaid for long periods of time. Alternative payment schemes would then be invented, such as only receiving overtime payment once Aeon Must Die was ‘profitable’. Other contract issues include people not receiving a copy of the contract they signed and employees being coerced into working without a contract.

When reading these testimonials, it’s easy to think things like “If I were in that position, I wouldn’t agree to anything like that”. Sadly, this isn’t always the case. Consider something known as the ‘foot-in-the-door’ technique: when you abide by small requests, you’re more likely to then agree to larger, potentially ludicrous requests (Freedman & Fraser, 1966).

This person is sitting directly in front of the CEO of a video game company with the power to give them their dream job. They have already agreed to work at the company and the CEO is no longer searching for employees. They are so close to their dream job and they’re already in the office – why let a pesky piece of paper stand in the way of this? As several testimonials referenced the job being their first industry job and expressed eagerness to work in the gaming industry, I feel that the CEO took advantage of these eager young people who are not used to fighting for their rights.

Because employees either didn’t have their contracts or weren’t provided with one, this gave the CEO free reign to implement harmful new rules that weren’t in their contract. These ludicrous rules include: trying to get employees to work any time he wanted, trying to force employees to complete unfinished work during the weekend, and trying to enforce a rule of giving several weeks’ notice for a day off.

While legally-binding contracts were in a poor state at Limestone Games, psychological contracts were also suffering. As outlined previously, employers should be looking out for the wellbeing of their employees while also being mindful of things like their training needs. Here are three examples of how the CEO abused his power to violate the psychological contracts of his employees:

1. The CEO did not take employee training needs into consideration. For example, someone who had no previous game development experience was promoted to Project Manager. This of course went very poorly and they left the company due to stress.
2. The CEO wanted to control how employees used their vacation time. There was an incident in the company where the CEO said he was rewarding employees with vacation time for their hard work. The truth of this was that the CEO was going on holiday and didn’t want employees working while he was away; he was going to take this time from their vacation time without telling them.
3. The CEO wanted a dress code just for the women of Limestone Games. All women were told that he wanted to see them wearing dresses, high heels and make-up to work. This of course has no bearing on their performance in game development – he just wanted them to look pretty for him.

As you can imagine, my prognosis after reading testimonials is that Limestone Games’ CEO is the archetypal destructive leader. He allegedly made life hell at Limestone Games by seizing power, coercing employees to take poor payment deals, and trying to control employees for his sexual desires. And the worst part of this?

Investors were fine with this.

The investor confirms that the CEO is just his puppet in very clear terms…the CEO only has 2 jobs in the company that he does: “firing people” and “denying vacations”.

 

– CCO, Limestone Games

Investors were aware that the CEO was allegedly a corrosive force to the company, but they seemed to subscribe to the same ‘stress makes people work’ logic that I debunked above. Hopefully this is a lesson to investors that destructive leaders are lawsuits and bad PR waiting to happen.

Abuse and Manipulation

In the previous section, I provided examples of how CEOs can use their positions of power to abuse employees. However, I would like to provide examples of how people in positions of power can also use psychological abuse and manipulation to get what they want.

When reading testimonials from Limestone Games, the most common manipulation tactic I witnessed is something called gaslighting. Gaslighting is when someone makes you doubt your perception of the truth or reality (Hammond, 2019). From what I can identify, the two greatest victims of gaslighting were the CCO and the company’s 3D Concept Artist.

I detailed above how physically and mentally sick the CCO became while working at Limestone Games. This was due to him working approximately seven jobs at the company. If someone fulfils seven jobs in a company, common sense would assume that they must be an incredibly loyal and invaluable member of the company. Despite seeming like the backbone of Limestone Games, the CCO’s hard work was rewarded with statements of his incompetence and uselessness.

A particularly heart-wrenching testimonial comes from the 3D Concept Artist. As a new father, he was eager to prove himself to the company that would be supporting his family. The CEO quickly identified both his eagerness to please and his troublesome financial situations and took advantage of them. Any time the CEO wanted something from the 3D Concept Artist, it would come pre-empted with an onslaught of insults. Wanting him to transfer to a worse payment scheme? Insult his abilities and use this as a punishment. Wanting him to take on a much bigger workload? Tell him he’s a weak link in the company. Despite others in the company being happy with his work and the artist only being abused when the CEO wanted something, the CEO’s gaslighting was so effective that the artist began working for free with a family to feed.

As established in the previous section, the testimonials paint Limestone Games’ CEO as the archetypal destructive leader. As you may recall from the diagram earlier, destructive leaders like to spread their destructive and toxic nature to susceptible followers. Several testimonials evidence that this is exactly what the CEO tried to do. A Project Manager left the company because they could not “exercise a culture of fear and manipulation” like the CEO allegedly wanted them to.

Remember when I said that the CEO seemed to hone in on the 3D Concept Artist’s desire to be a merit to the company? That is exactly what he wanted other managers to do:

I was asked to “be a heartless bitch”, to get what you want from people, everyone has a weakness.

 

– Assistant Narrative Designer, Limestone Games

Not only did the CEO try to contaminate leadership styles on a managerial level, but tried to foster toxicity among his employees. He would encourage employees to insult the seven-job-working CCO, openly talking about how he was “a terrible worker” and a “problematic person”. While thankfully there was little gossip and infighting between employees at Limestone Games, one unfortunate incident did arise. Due to the CEO allegedly groping and engaging in sexually explicit conversations with the Assistant Narrative Designer, people began gossiping that she was having an affair with her boyfriend. This could have led to harmful consequences for her relationship because the CEO could not help but harass employees at work.

Before concluding this segment, I would like to highlight a type of manipulation that often gets ignored – toxic positivity. Toxic positivity refers to when someone voices genuine pain, frustration or concern, yet they are told to ‘be positive’ or pay attention to more positive things instead (Zuckerman, 2020). A favourite tool of the CEO was to tell employees that the company was “a family” any time genuine concerns were brought to his attention. When legal troubles with Limestone Games were beginning, the CEO brought cakes to the office in an attempt to distract from the myriad of problems he seemed to be responsible for.

This mentality of sweeping things under the rug and trying to sway people with false positivity is damaging: evidence suggests that when people are told to bury and ignore problems rather than address them, this leads to psychological distress (Gross & Levenson, 1997).

How to Improve the Gaming Industry

Now that I have explored how and why crunch, abuse and manipulation can happen in the gaming industry, I would like to provide evidence-based solutions on how to improve the industry. These solutions will come in two forms: what employees can do to protect their rights and wellbeing, and what employers and companies can do to reduce the likelihood of empowering a destructive leader who spreads toxicity to others.

What Employees Can Do

Keep a Diary

As we’ve just seen, those with abusive tendencies like to gaslight others and distort reality surrounding what they have achieved and what others can achieve. My solution to this is a fairly simple one: keep a diary of what you have achieved every day at work. If someone at work tries to tell you how utterly useless you are, you have receipts to support the fact that you’re actually a valuable member of the team. If your team is working their hardest and your boss still berates you all for being colossal failures, surely that’s the fault of your boss for setting unrealistic expectations?

Bad things happen when people get gaslit: we saw the 3D Concept Artist become so disheartened and dejected that he began working for free with a family to feed. In a world of manipulators, please keep evidence and the truth on your side.

Keep Your Contract

Contracts seemed to be a nightmare at Limestone Games. The CEO coerced multiple employees not to have a proper contract and instead to accept under-the-table deals with less tax involved. When employees did get a contract, it was often kept from them after the initial viewing. This led to issues where the CEO would try to invent his own rules outside of the contract, such as choosing when his employees worked and wanting a separate dress code for women.

Please keep or request a copy of your contract to protect yourself against shady rules in the future. While this is anecdotal, I have heard multiple personal tales of how something was resolved positively at work because they pointed out how something was/wasn’t included in their contract. It is well within your right to have your contract, and if it seems suspicious that it’s being kept from you, it very well may be.

Strength in Numbers

I previously mentioned how destructive leaders like to spread their toxicity. Managers were encouraged to target employees’ psychological weaknesses, and the CEO would openly berate the CCO hoping that others would join in.

When people don’t join in with the abuse and actually take care of one another, this is extremely powerful. In fact, legal proceedings against Limestone Games began after employees banded together and wrote a letter of concern to the publisher of Aeon Must Die. Realising there was strength in numbers, staff began being isolated and kept from one another at work, but this did not work.

This experience mirrors what recently happened with LabZero games. According to testimonials from employees such as Personasama and ClickAgain, affirmative action was taken after “an internal investigation with all the employees” which identified “[a] clear pattern of systemic abuse”.

When people in a team stick together, powerful things happen. If you feel that you are being unfairly targeted at work, please speak to your colleagues – they may have similar stories that highlight patterns of abuse. Not only can this prevent you being gaslit and manipulated, but getting closer with your colleagues can help reduce workplace stress, increase work performance, and can boost your self-esteem through positive feedback (Cohen et al., 1985).

Learn to Spot Potential Abusers

Something that I found interesting when reading testimonials was the Art Lead’s direct use of the word ‘gaslighting’. When you arm yourself with knowledge of what abuse tactics look like, I feel that this can be helpful for identifying warning signs.

Emotional abuse can take many forms, including verbal assault, isolation, ridicule, control, and trying to assert dominance over you (Follingstad et al., 2005). While we may think of abuse in terms of romantic or family relationships, resources have been developed to help you spot abuse in the workplace.

The Employment Resource Centre has created a stellar resource for spotting workplace abuse, which can be downloaded and kept on your device as a convenient PDF here. If you wish to read other resources on emotional abuse, I recommend these sources from Medical News Today, Fort Refuge, and Psych Central. Please equip yourself with knowledge and do not lose sight of how wonderful you are.

What Employers Can Do

Hire an Occupational Psychologist

Let’s look at some statistics. Tozour (2015) identified that 32% of game projects that were completed with crunch were reported as ‘very unsuccessful’, and companies that enforced near-constant crunch similar to Limestone Games were over ten times more likely to have financially unsuccessful projects. Every year, around 68 million sick days are attributable to poor mental health, leading to $23 billion in lost productivity (Witters et al., 2013). When you combine this with factors such as lawsuits and bad PR, having a destructive leader who fosters a toxic environment and poor mental health is going to be pretty costly for your company.

In a world where an unfortunate number of people don’t listen to experts, consider listening to an expert. Occupational Psychologists can be hired on a freelance capacity to evaluate your company. This evaluation will identify how to maximise employee happiness and productivity, leading to a happier and more productive work environment.

As I’m aware that not all companies have the resources to hire Occupational Psychologists, I’ll provide some freebie recommendations.

Change How You Hire

Many of us are familiar with traditional job applications: fill out a form, send your resume and cover letter, maybe get an interview, wait for interview outcome. In the interest of your company and its employees, it may be best to shake things up a bit. I would like to provide two key examples.

First of all, questionnaires can help us to identify the people we do and don’t want to work at our company.  If this article has convinced you that you don’t want a destructive leader at your workplace, you could administer the Destructive Leadership Questionnaire (Shaw et al., 2011) and pay attention to responses.

There are also questionnaires designed to identify key personality traits of your future employees. The most common personality definition system used in psychology today is Costa and McCrae’s (1990) OCEAN system: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. OCEAN personality traits can be captured by job assessment questionnaires such as the Occupational Personality Questionnaire (Saville et al., 1984) and the Hogan Personality Inventory (Hogan et al., 1996). If you would like to avoid employees such as the CEO then you may wish to consider traits such as neuroticism when hiring.

Secondly, psychology can also be injected into the interview process for a job. A type of question that can be asked at interviews is the situational interview (Latham et al., 1980).  Situation interviews ask you to describe a time in which you did something or demonstrated a trait that is key to the job role. Evaluating what people have already done in the workplace is argued to be especially important for managerial roles (Huffcuff et al., 2001). This is because when we are in a high-pressure situation, we tend to default to well-learned patterns of behaviour (Ayman et al., 1995).

Let’s take a rather hopeful example directly from Limestone Games:

I was told many times that I have to “stress out” 3D Animator/Art manager as much as possible, every half an hour if needed. Seeing the condition my co-worker was in, I decided to help her out instead of piling on more stress. Brought her tea, chocolates, etc.

 

– Assistant Narrative Designer, Limestone Games

While the Assistant Narrative Designer was told to be a corrosive and stressful force in the company, she could not fight against her true nature and her previous experience of being a kind and helpful person. The tools I outline above would be perfect for identifying people like her in the future.

Change Who You Hire

One of the saddest revelations while reading testimonials was finding out that Limestone Games’ investor knew exactly what the CEO was up to – they actively wanted a ruthless leader. The idea that a boss needs to be cold and ruthless is a stereotype that can unfortunately stand the test of time.

Last Friday, I worked late to help someone I’d never met before and had never even spoken to before. Why?

Because my boss asked me to.

My current boss leads with a warm heart rather than an iron fist. I have personally seen the lengths she goes to to help other people, and this inspires me to be a better person.

I consider her to be the archetypical transformational leader. Transformational leaders are the antithesis of destructive leaders: they keep employees motivated and inspired with good morals and caring leadership. As outlined by Bass (1999), transformational leadership includes trusting relationships, inspirational motivation, and providing coaching and training to those in need.

If you are convinced that you want the direct opposite of a destructive leader, you can attract kind, inspiring and motivational leaders through tools such as the Multifactor Leader Questionnaire (Rafferty & Griffin, 2004).

Protect Psychological Contracts

Throughout this article, you have read many occasions where psychological contracts were violated at Limestone Games: training needs were not considered, sick days and vacation time was denied, women were groped and ogled, the list goes on. When you have a work environment where not even the very basics such as payment can be fulfilled, it is no surprise that employees wish to revolt.

To protect the health, wellbeing and motivation of employees, their psychological contracts must be protected and they must feel they are in some sort of reciprocal relationship. For example, there may be times at a company where small periods of crunch end up being unavoidable. Periods of hard work and dedication absolutely should be rewarded, perhaps with things like employee lunches and definitely permitting vacation time after crunch.

Summary

• Due to a near-constant stream of news regarding crunch and abuse in the video game industry, I set out to explore the psychology of poor working conditions in the video game industry. This was primarily achieved by analysing testimonials from Limestone Games, a company currently undergoing legal battles over poor treatment of workers.
• Before discussing testimonials, two key psychological concepts are introduced: the psychological contract and destructive leaders. While psychological contracts involve implicit agreements between employers and employees (such as employers providing adequate training), destructive leaders are selfish, power-hungry people who rule with abuse and spread toxicity throughout the workplace.
• Employees at Limestone Games were kept in a near-constant state of crunch for two reasons: 1) Five projects were ongoing with unrealistic deadlines due to a CEO who would not listen to feedback, and 2) The CEO felt that employees would only work if kept under constant stress and pressure. As expected, this campaign was not successful: multiple employees developed physical and mental health problems, employees left due to stress, these strict deadlines were not met due to being humanly impossible, and an eventual employee uprising occurred.
• The CEO appeared to be the archetypal power-hungry destructive leader, going as far as to essentially steal the company from fellow upper management. He would coerce employees not to have contracts or to sign paperwork so they could have few legal powers. Due to lack of contracts, the CEO would try to enforce his own whimsical rules such as trying to force employees to work weekends and wanting to have a dress code only for the women of Limestone Games.
• As well as abusing employees with his power, the CEO also seemed to be no stranger to psychological abuse. He would often gaslight people (a term used for making someone doubt the truth of a matter), telling employees working seven jobs at the company that they were useless; the CEO would also openly encourage other employees to insult him. When confronted with issues, the CEO would use toxic positivity and insist that they were “a family”, completely ignoring core issues.
• In an attempt to improve working conditions in the video game industry, I include a set of guidelines that can be used by both employees and employers.
• Instructions for employees include: keep a work diary to minimise gaslighting; keep a copy of your contract so you are aware of your rights; keep in close contact with other work members for support for both personal and systemic issues; and familiarise yourself with common workplace abuse tactics (a thorough document of which is included in this article).
• Instructions for employers include: hire an Occupational Psychologist to avoid future workplace disasters and PR nightmares; introduce psychological tools such as questionnaires and situational interview questions to select the best leaders; consider a wider range of potential leaders such as transformational leaders; and put effort into protecting the psychological contracts of employees by considering their health, training and vacation needs.

Thank you all very much for reading! This hard work would not be possible without the support of my wonderful Patrons. I would particularly like to thank my Platinum Patrons: Albert S Calderon, Kyle T, redKheld, Dimelo ‘Derp’ Waterson, Hagbard Celine, Aprou, Austin Enright, NotGac, Shaemus, Joey Rodriguez, Marcus Lo Re-Sant, DarrenIndeed, Thomas Meszaros, Ciara Elizabeth, Dr. Jhin, Mulgar, Tobias Svensson, and Matt Demers. Thank you!

 

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