![]() Today, Jayson and colleagues serve a wide variety of gaming-industry clients, as well as non-gaming companies intrigued by the industry's innovation and growth. Many of these early clients operated at the intersection of social media and mobile gaming, a model that served as a blueprint for the free-to-play games now ubiquitous on smartphones the world over. Fluent in Japanese, Cantonese, Mandarin, English, business- and gamer-speak, Jayson was well equipped to help. Introductions and inquiries from other gaming companies soon followed. So he took a bold step: writing a turnaround plan for a troubled video game company and delivering it, unprompted, to the company's turnaround officer. When he joined McKinsey in 2006, Jayson was eager to serve gaming companies but dismayed to find that the firm had few active clients in the sector. When he moved to Tokyo in 2003 to pursue an interest in Japanese media and culture, the gaming bug came back with a vengeance-including a marathon 60-hour session playing Dragon Quest VIII right after its release on PlayStation 2. He recalls: "All my school friends wanted to come over because I had the coolest games."Ī fascination with high tech and business led Jayson to Stanford University in California for a joint degree in engineering and management science. ![]() As an only child growing up in Hong Kong, video games were a good way to make friends. Later he would sneak into arcades to play Street Fighter. The head of our burgeoning video games practice remembers playing Pong at the age of four and, when he was six, cajoling his parents into buying an early Nintendo console. Last year, the video game industry topped $100 billion.įor Jayson Chi, a McKinsey partner in Hong Kong, what started as small-time hobby has turned into a large-scale professional passion. April 28, 2015In 1973, Atari sold 2,500 units of its coin-operated arcade game Pong.
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