“Assassin’s Creed” publisher Ubisoft is trying to emerge from a rocky few years. From here, the biggest hurdle the French video game giant has to overcome is the mounting skepticism of fans — and employees — after disappointing or delayed releases and multiple pivots over a short period of time.
Ubisoft co-founder and CEO Yves Guillemot is even facing calls from union leaders and others to step down amid the confusion caused by the company’s cost-cutting moves and zig–zags on strategy.
Guillemot’s latest gambit is a massive company-wide restructure unveiled in January that will break Ubisoft into five “creative houses”, including the already launched subsidiary Vantage Studios. The company also is seeking $235 million in savings, which comes on top of multiple rounds of layoffs and studio closures earlier this year.
In the below interview, conducted via email this week with Variety, Guillemot revealed more about Ubisoft’s plans moving forward and why he believes this new strategy will solve Ubisoft’s post-pandemic woes.
Ubisoft
Ubisoft
How did the recent acquisition of “March of Giants” from Amazon come about? As Amazon changes its own strategy for gaming development, are you in talks to acquire more of their planned titles?
The acquisition of “March of Giants” was a clear opportunity and happened very organically. The “March of Giants” team wanted Ubisoft to be considered among the potential buyers, which speaks volumes about the trust and mutual respect between us, especially with several members being former “Rainbow Six: developers.
We are not yet a player in the multiplayer online battle arena (MOBA) space and entering that genre requires world-class expertise. This team brings deep competitive multiplayer experience and a performance-driven culture that aligns perfectly with ours.
The game has already completed a promising public alpha. Combined with Ubisoft’s global publishing strength and live-operations capabilities, this creates a strong foundation for long-term success.
As for additional acquisitions, we will remain selective and evaluate opportunities that align with our long-term vision, while staying focused on strengthening our own brands.
How does the completion of the Tencent partnership impact Ubisoft’s long-term growth strategies, particularly in Asian markets?
Tencent brings unparalleled knowledge of the Chinese ecosystem. Their expertise will help us position our brands in a way that truly resonates with local players, while also acting as a powerful distribution partner. We see significant potential for franchises such as “Rainbow Six” to scale in China to levels comparable to — or even exceeding — other major markets in both player base and revenue.
More broadly, Tencent’s investments in Vantage Studios and in Ubisoft reflect a long-term partnership approach. They respect our operational autonomy and are not involved in our governance or day-to-day management. At the same time, they bring valuable industry insight and access to a strong network of leading players across the global gaming industry.
With Vantage Studios now established, will there be announcements on the next “Assassin’s Creed,” “Rainbow Six Siege” and “Far Cry” games soon? Do you see the pipeline for development on those franchises speeding up under this new model?
We have a solid pipeline underway across Vantage Studios. Under the “Assassin’s Creed” brand, several titles are in development, spanning both single-player and multiplayer experiences, with the ambition to further grow a community that exceeded 30 million players last year.
On “Far Cry,” anticipation is high, and we currently have two very promising projects in development.
“Rainbow Six” is coming back strongly, recently passing 2.5 million players daily, and will continue to grow. The Six Invitational in Paris drew impressive viewership on-site and online, and the launch of the Chinese league alongside participation in the first Esports Nation Cup shows that the franchise’s global esports footprint is expanding.
We have also outlined our ambitious Year 11 roadmap and confirmed that the highly-anticipated “Rainbow Six Mobile,” which makes “Rainbow Six” playable from anywhere, will now launch worldwide on February 23, 2026.
More broadly, with Vantage Studios established, we have early evidence that our new operating model better empowers our teams to be fully focused on their franchises, which, over time, will translate into both greater predictability in our pipeline and stronger engagement from our players.
Ubisoft has recently unveiled its AI experiment, “Teammates.” Are there any plans to integrate “Teammates” with existing Ubisoft franchises or to use it for gameplay mechanics beyond development support? If so, what impact do you see this having on available jobs at Ubisoft?
“Teammates” reflects our commitment to concentrating on innovation that first and foremost improves the gameplay experience. AI has long been part of game creation and functionality, making worlds more dynamic and immersive, and it now opens the potential for experiences to adapt to player behavior in real time. Our goal is to enhance player agency and immersion, creating game worlds that are deeply and meaningfully responsive and allow more personalized stories to emerge.
Even though the technology behind “Teammates” is R&D, we’ve already made it available to our teams, who are deciding how it fits into their respective creative visions and roadmaps.
Regarding jobs, we see technology and creativity as complementary. AI is a tool to support and amplify talent, offering teams greater flexibility and agility. The aim is to empower our creators, and staying at the forefront of these tools helps Ubisoft continue to innovate and be competitive.
Ubisoft is celebrating the 30th anniversary of “Rayman,” underscoring the longevity of your franchises. What’s next for “Rayman”?
“Rayman” is a landmark franchise for Ubisoft and holds a special place in my heart because it played such a key role in Ubisoft’s early evolution. We’re proud to celebrate its anniversary with the release of “Rayman: 30th Anniversary Edition,” which pays tribute to the legacy of the original 1995 platforming classic. It’s the first step in the brand’s comeback, and it is inspiring to see players continue to embrace
“Rayman’s” unique charm and enduring appeal.
This milestone also highlights the longevity of Ubisoft’s established brands, from “Rainbow Six,” which recently celebrated 10 years, to “Assassin’s Creed,” now in its 18th year.
As for what’s next for “Rayman,” we’re always exploring how our iconic franchises can evolve and reinvent themselves for all generations of players. We can’t share details today, but we’re looking forward to talking more about “Rayman” soon.
You’ve announced this new structure of “creative houses.” How would you explain the difference between these and a division, or subsidiary – which Vantage was originally described as.
To put it simply, this transformation is about empowering our creators to deliver the best games for players.
Our Creative Houses are designed to regroup brands built around similar player experiences and genres. By bringing together talented teams with shared expertise, we create focused environments that foster innovation, deepen player understanding, and strengthen long-term relationships with our communities.
Each Creative House will have full responsibility for its brands’ development and its profit and loss (P&L), including the development of new IPs. They will operate like dedicated business units with clear accountability for performance and genuine creative autonomy.
Vantage Studios is structured as a subsidiary of Ubisoft, with its own legal framework and governance. For the other Creative Houses, we are finalizing the appropriate model to strike the right balance between autonomy, accountability, and strategic alignment.
How does Ubisoft view developing new IP moving forward? Which Creative House do you plan to designate that work to?
Our Creative Houses are above all responsible for developing our established brands, and the potential is huge. The model also enables focused innovation for both existing brands and new IP. Teams concentrate on genres and experiences they know best, while still having the freedom to pitch unique ideas. Compelling concepts are evaluated and assigned to the right team for development. We already have several new IPs in progress and look forward to sharing more soon.
As you prepare to announce leadership across the new creative houses, will Ubisoft be undergoing layoffs, beyond the 200 proposed reductions with the voluntary departure plan?
As we announced, the €200 million in additional cost reductions will include selective restructuring across the company. That said, our primary focus for aligning the organization with our long-term goals remains disciplined workforce management, meaning prioritizing voluntary departures while carefully controlling recruitment for replacements and new roles.
We are also taking a range of measures to optimize the business: reducing certain expenses, adjusting or stopping projects where necessary, improving production processes, and making more effective use of our tools.
Following the post-Covid period, the industry grew very quickly, anticipating sustained demand that didn’t fully materialize. On our part, this led to too many projects and increased complexity. Our priority today is to build a more focused, agile company, with stronger teams that strike the right balance between senior expertise and young talent and who are well positioned to deliver the highest quality games.
Above all, our responsibility is to manage this transition as thoughtfully and responsibly as possible, with respect and support for our teams, while ensuring Ubisoft remains strong, resilient, and ready for the future.
There were accusations of nepotism made when your son, Charlie, was appointed co-head of Vantage. What led to that decision and how do you respond to those accusations?
Ubisoft was created as a family company, and our strong heritage helps us take a long-term view, prioritizing sustainable growth, creative ambition, and continuity over short-term cycles. This perspective guides our decisions and helps us build franchises, teams, and strategies that endure for decades.
I strongly believe that Christophe Derennes and Charlie are the right leaders as Co-CEOs of Vantage Studios. They bring complementary strengths and experience that make them well-suited for the role. Their appointment was based on their skills, track record, and fit for the role.
Six games were canceled in the restructuring, including the “Prince of Persia” remake. What led to that cancellation specifically and how far along was the project?
Following a portfolio review in the context of our transformation and an increasingly selective market, we discontinued six projects that no longer aligned with our enhanced quality standards and portfolio focus. These included “Prince of Persia: The Sands of Time” remake, four unannounced titles (including three new IPs), and a mobile title.
While such decisions are never easy, they allow us to concentrate our talent on the highest-potential projects and ensure that every release meets the quality our players expect. “Prince of Persia” remains a beloved and active brand and continues to play an important role in our Creative Houses portfolio and long-term strategy.
Amid recent strikes in France and Italy, how is Ubisoft addressing employee concerns in these regions while maintaining operational stability? Some Ubisoft union reps recently called for your resignation. How do you respond to that? Overall, how do you view the role of unionization in an industry as layoff prone
as games?
I fully understand the legitimate concerns of our teams in France and around the world. Ubisoft is going through a major phase of transformation, affecting our organization, operations, and culture. Changes of this scale naturally raise questions and create tension, particularly when they impact people’s routines, and I recognize that. My commitment is to listen, lead responsibly, and keep our teams engaged. At the same time, we can’t ignore that we are part of an industry that is more competitive and demanding than ever. Delivering at the level of quality and ambition our players expect requires strong alignment, speed of execution, and close collaboration. The decisions we are making are guided by that reality.
My main focus areas now are our transformation, ensuring Ubisoft’s long-term financial sustainability, and delivering games at the highest standard.
Finally, on your question about unions, I believe more transparency and open dialogue with our teams, in all its forms and especially in times of major change, are essential.
Ubisoft shared some promising financial updates during its recent earnings. What is your outlook for the rest of 2026, and what highlights do you see coming up that will boost revenue?
Our third-quarter performance came in above expectations, driven by stronger-than-anticipated engagement across key franchises and a positive contribution from our strategic partnerships. This allowed us to confirm our guidance for our current fiscal year.
Importantly, the quality of our games continues to improve, with Metacritic review scores rising from around 75 to 80–85, reflecting the ongoing focus and investments we are making to deliver exceptional player experiences. We remain fully committed to developing and expanding our popular franchises to attract more players, increase engagement, and grow these communities over time.
While these results are encouraging, there is still work to do. Our focus remains on executing our ongoing transformation plan, continuing cost-saving initiatives, delivering standout games, and ensuring Ubisoft becomes stronger and more agile for long-term growth.
It’s been a turbulent few years for Ubisoft. How would you quell shareholder fears about the business’s longterm outlook amid these constant changes? Would you consider a sale?
We are focused on strengthening our foundations and creating long-term value. Our new Creative Houses model is transforming how we work, putting decision-making, player relationships, and long-term franchise growth directly in the hands of the teams creating the games, and getting us back to what matters most: making the best possible experiences for our players.
At the same time, we have reset and refocused our roadmap to deliver a clear pipeline of high-quality titles over the next three years. We are also reshaping the organization and managing costs to ensure a sustainable, competitive structure for the future.
Also, we are already seeing the benefits of some key talent returning to our teams. And the work we’ve done in recent years on our engines and tools is starting to pay off, allowing our teams to create more efficiently, with higher quality and innovation.
Our priorities today are to execute this transformation, grow our franchises, and deliver exceptional experiences for players. We are fully committed to building for the years ahead.
Ubisoft has shown its interest in moving into movies, TV, and other multimedia. But many times things are in the works that take years to complete. When do you see these projects, including the “Assassin’s Creed” TV series, making it to screen?
Several major projects are moving full steam ahead. While we’re not ready to share exact release dates, we’re thrilled that Netflix has greenlit a live-action “Assassin’s Creed” series and has already begun announcing cast members. The acclaimed animated series “Splinter Cell: Deathwatch” has also been renewed for a second season.
Production has been completed on the live-action feature film set in the “Watch Dogs” universe with New Regency, and FX has officially placed a series order for a “Far Cry” live-action show. These projects highlight the strength of our franchises and our ambition to expand Ubisoft stories across multiple platforms, giving fans and broader audiences amazing immersive experiences.
What initiatives are underway to enhance player accessibility and inclusivity in Ubisoft games worldwide?
Making games everyone can enjoy is a value shared across our teams. The Accessibility team partners with our production teams, sharing best practices and providing guidance on how to design with accessibility in mind from the start of production. Players with disabilities are included in game development via playtesting, workshops and at our preview events. Accessibility has long been part of
our stage-gate process, which ensures a base level of accessibility across titles. Our teams continue to set the standard and are recognized for innovating, most recently with “Assassin’s Creed Shadows” and “Star Wars Outlaws,” which both launched with in-game audio description.
How does Ubisoft balance fan expectations for live-service models with delivering traditional single-player experiences? What do you see as Ubisoft’s biggest areas of opportunity in the next five years, and what changes can players and shareholders expect in the company’s strategy?
Over the next five years, our ambition is to grow our existing franchises in ways that delight players. Our open world adventure franchises like “Assassin’s Creed,” “Far Cry,” “Ghost Recon,” “The Division” and many others have incredible potential, and we want to reach new players, offer fresh experiences, and keep our communities engaged over time. The goal is to create new worlds where players want to come
back, explore more, and enjoy new ways to play.
At the same time, we see tremendous opportunities in live games, and franchises like “Rainbow Six,” “The Crew,” “Brawlhalla,” and more. They let us connect with players continuously, deliver new content, and continuously evolve and improve our games.
Balancing these live experiences with our open world games is a key part of how we plan to grow.
Finally, we want to create the next generation of iconic Ubisoft franchises. New technologies and fresh ideas open doors to experiences that were impossible before, whether it’s accessibility, immersion, or gameplay innovation. Our goal is simple: to combine our existing strengths, embrace live experiences, and push creative boundaries to delight players.