{"id":8505,"date":"2026-06-24T18:12:26","date_gmt":"2026-06-24T18:12:26","guid":{"rendered":"https:\/\/forbes.co.il\/e\/?p=8505"},"modified":"2026-06-25T08:40:41","modified_gmt":"2026-06-25T08:40:41","slug":"mark-pincus-built-a-12-7-billion-gaming-empire-on-a-single-principle-he-says-ai-founders-are-doing-the-exact-opposite","status":"publish","type":"post","link":"https:\/\/forbes.co.il\/e\/mark-pincus-built-a-12-7-billion-gaming-empire-on-a-single-principle-he-says-ai-founders-are-doing-the-exact-opposite\/","title":{"rendered":"Mark Pincus Built a $12.7 Billion Gaming Empire on a Single Principle. He Says AI Founders Are Doing the Exact Opposite"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">Mark Pincus has been thinking about failure machines longer than most founders have been thinking about AI. The Zynga founder, whose company went from a poker app on Facebook to a $12.7 billion acquisition by Take-Two Interactive, spent the early days of social gaming obsessed with a single idea: test more ideas in a week than your industry tests in a year. Now, sitting down with me on the Autonomous Business Podcast, he says that tools have gotten radically better, but the product discipline has gotten worse. \u201cAI can also be a dangerous tool,\u201d he told me. \u201cPeople are even more likely to just skip testing.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What followed was one of the most candid conversations I have had on this show. Over the course of fifty minutes, Pincus laid out his framework for product building, explained why he pulled the plug on a project he had been working on for four years, shared the two decisions he most regrets from his time running Zynga, described a thirty-two-year journaling practice that keeps him honest with himself, and made a case for why AI will make us work more, not less. The common thread through all of it: the same instincts that built the fastest web 2.0 company to IPO, and eventually be taken private for $12.7 billion are the ones most founders are ignoring right now.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Product Mindset Behind Proven Better New<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Pincus has a new book coming out on June 23, <a href=\"https:\/\/www.lifeatthespeedofplay.com\/\">Life at the Speed of Play<\/a> (Harper Collins). It was originally going to be called Proven Better New, after the framework at its center. He changed the title because he didn\u2019t want people to treat the book as a recipe for product success. \u201cI didn\u2019t want to just give people a framework they could go and apply in a rote way,\u201d he said. \u201cI wanted to encourage people to get into a certain mindset.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The mindset goes like this. Every founder starts with an instinct about a problem. That instinct is usually right, but the idea they build around it is usually wrong. Pincus wants founders to accept that split and act accordingly. \u201cIf we\u2019re scientists in white lab coats and we start with this premise that the instinct is right, but the idea is probably wrong, we\u2019re going to take a fundamentally different approach,\u201d he explained. \u201cIt\u2019s curious, it\u2019s humble, and it\u2019s killing our ego.\u201d<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe title=\"He Built Zynga on One Rule. AI Founders Are Breaking It. | Mark Pincus, Zynga Chairman &amp; Founder\" width=\"800\" height=\"450\" src=\"https:\/\/www.youtube.com\/embed\/Us87xu52e_I?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe>\n<\/div><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">He described the framework as Thielian in spirit. There is a moral arbitrage in it: instead of building to impress peers, you build to impress end users. \u201cI don\u2019t need to win the respect of my peers,\u201d he said. \u201cI need to win the hearts and clicks of my end users. Innovation is in their eyes, and it usually comes in smaller packages than most of us like to think.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>&#8220;I don\u2019t need to win the respect of my peers. I need to win the hearts and clicks of my end users.&#8221;<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In practice, Proven Better New means isolating the one thing you are actually testing and leveraging everything else from what already works (and end users are used to). Copy the onboarding flow that converts. Copy the UI patterns users already understand. Copy the pricing model that your competitors validated. Then innovate only the core insight \u2013 the one piece that makes your product different. \u201cThe part that\u2019s not your idea zone, you\u2019re gonna outsource that to the world that\u2019s already invented it,\u201d Pincus said. \u201cWe could try to make it look slightly different, if you want, but we\u2019re not going to mess with it.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is where most founders fail, he argued. \u201cIt\u2019s sad to see somebody have a really innovative idea, but it\u2019s buried in a failing product. And it\u2019s failing for reasons it shouldn\u2019t have failed. You have a shitty onboard flow and a shitty first-time user experience and you failed to get your PhD in FTUEs.\u201d (FTUE is a gaming industry shorthand for first-time user experience.) \u201cThose have nothing to do with your product, but you don\u2019t get to skip those.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And the framework only works if the entire team is on it. \u201cThere\u2019s a religion,\u201d he said, \u201cand everyone\u2019s got to be on that same religion, or you\u2019re going to be pulling in different directions.\u201d<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The MVP Trap, Accelerated<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The AI era has made this problem worse, not better. Pincus described what he calls the failure machine: a system that tests massive numbers of product variants automatically. His mantra at Zynga was to test more ideas in a week than the industry tests in a year. He expected AI to make that trivially easy. It hasn\u2019t happened.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cI would have thought by now somebody would make agents where I could just tell it an idea before I go to sleep. Invent a new travel agency. And then overnight it does all the PMing,\u201d he said. The agent would generate hundreds of variants using Proven Better New, create ads for each one, test them across demographics using simulated audiences rather than wasting real money, and report back by morning. \u201cIt should be coming back to you in the morning like the best PM, already having done the top-of-funnel testing. And you get extra credit if your AI can even find the variant that tests well enough, and goes and builds a first prototype and tests that too.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nobody has built this yet, he said. Instead, he sees the opposite. \u201cBecause you can build something so quickly and you get so invested in it, people are still falling into the MVP trap. They\u2019re still just saying, ooh, I love my idea so much. I can, if I just give it a couple more weeks using AI, I could build a whole launchable version of this idea. So they skip testing.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The false finish line of a completed MVP is closer than ever, and it is more tempting than ever. \u201cYou can see the false finish line. It\u2019s so much closer and so tantalizing that now you\u2019re even more likely to just skip testing. That is exactly the point where you need to test most.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>&#8220;You can see the false finish line. It\u2019s so much closer and so tantalizing that now you\u2019re even more likely to just skip testing.&#8221;<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>When the Fish Are Running<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Despite his warnings about undisciplined building, Pincus is not cautious about AI itself. He describes himself as \u201chugely AI maximalist\u201d and says he is working harder than he has in years.<\/p>\n\n\n\n<figure class=\"wp-block-image alignright size-full is-resized\"><img fetchpriority=\"high\" decoding=\"async\" width=\"648\" height=\"979\" src=\"https:\/\/forbes.co.il\/e\/wp-content\/uploads\/2026\/06\/lifeatthespeedofplay-cover-1.jpg\" alt=\"\" class=\"wp-image-8517\" style=\"aspect-ratio:0.6619127973436394;width:298px;height:auto\" srcset=\"https:\/\/forbes.co.il\/e\/wp-content\/uploads\/2026\/06\/lifeatthespeedofplay-cover-1.jpg 648w, https:\/\/forbes.co.il\/e\/wp-content\/uploads\/2026\/06\/lifeatthespeedofplay-cover-1-199x300.jpg 199w\" sizes=\"(max-width: 648px) 100vw, 648px\" \/><figcaption class=\"wp-element-caption\">Mark Pincus&#8217;s new book<\/figcaption><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">I asked him directly: does AI make you more productive so you work less, or does it make you more productive so you work more? \u201cI\u2019m working a lot more,\u201d he said. \u201cI\u2019m way more active because I\u2019m getting more leverage and productivity.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He drew a parallel to the early Zynga days, when the feedback loop between action and result was so tight that running the company felt like playing a video game. He would send messages to his entire team at three or four in the morning on Saturday nights. When people told him he was burning them out, he started scheduling the messages for Sunday morning instead. Then, even that felt too aggressive, so he started a weekly ritual he called Sunday Morning Joy: a company-wide note highlighting what was going well and why he couldn\u2019t wait for Monday. \u201cI recommend founders try that,\u201d he said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Then came the white tiger story. One Friday evening at the Mafia Wars studio, Pincus was drinking beers with his engineers. A friend had suggested at a party a few nights earlier that Mafia Wars should add a white tiger. \u201cShe knew nothing about games, but she said, \u2018I think it would go cool with the mob. They\u2019d want a white tiger.\u2019\u201d Pincus asked his engineers how long another content drop would take. Four hours. He ordered food, stayed late with them, and by the end of the night it had generated another hundred thousand dollars. \u201cI was like, I can\u2019t afford to sleep, and I can\u2019t afford to stop.\u201d The following weekend, he started paying engineers $2,000 each to come in on Saturdays for additional drops that would generate hundreds of thousands more.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThat\u2019s kind of what this moment feels like to me,\u201d he said. \u201cAI makes us so much more productive. And we\u2019re like, holy shit, I can\u2019t believe I just got that back. It just vetted my entire idea.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He coined a phrase for it at Zynga that he says applies now: \u201cWhen the fish are running, you\u2019re up all night throwing nets.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>&#8220;When the fish are running, you\u2019re up all night throwing nets.&#8221;<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">His view on token economics reinforces the point. Pincus believes intelligence will become as available as water, and the cost per token will approach zero. He credits Gary Tan for the framing. But total spending will go up, not down, because cheap productivity creates its own demand. \u201cThe amount of tokens per dollar is gonna go up exponentially, and then the amount of dollars we spend on tokens will also go up with it.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He went further, arguing that economists are not equipped to measure what is happening. \u201cThe productivity of ideas that are passing freely isn\u2019t measured as part of anyone\u2019s GDP or productivity, but it really is,\u201d he said. \u201cIt\u2019s why I think we\u2019ve had massive deflation going on for the last twenty years, but it\u2019s been masked by the rate that our governments are printing more money.\u201d<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Magnify Your Best People, Kill the Middle Layer<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">I shifted the conversation to the people who are not on the winning side of this productivity surge: workers who are struggling to make the transition. Pincus responded with a question that surprised me. \u201cDo you personally know any of these people? Because I don\u2019t. I haven\u2019t encountered anybody yet.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He is from Chicago, still close to his Midwestern family, and says he has not met a single person who has been displaced by AI or is genuinely scared about their job. I told him I had met leaders in large organizations who were clear that a portion of their workforce would not make the leap. He stipulated the problem and moved on to solutions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cThe great news is it\u2019s here and it\u2019s on tap for all of us,\u201d he said. \u201cFor free or twenty dollars a month. All you have to do is just start using it.\u201d He recommended a specific progression: start with chat, move to a tool like Claude Cowork, then move to Claude Code to make agents and persistent skill files. \u201cYou can upload my book to Claude and make yourself a Zynga PM or a Mark Pincus PM that is doing Proven Better New for you all the time. Or take whatever your industry is and just say, I want to hire Peter Thiel, I want to hire Ethan Mollick (a leading AI academic and researcher), whoever the expert is.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But Pincus reserved his sharpest take for enterprise adoption. He described what he sees as two phases of enterprise AI. Phase 1.0 was about bragging rights: who is using the most tokens, who has replaced the most humans, who is building as a solo founder. He even cited a story about someone at Anthropic bragging that their CFO was the company\u2019s biggest token user. \u201c<a href=\"https:\/\/www.google.com\/search?q=Tokenmaxxing&amp;sca_esv=c2f2085c967898b8&amp;rlz=1C5OZZY_enUS1145US1145&amp;sxsrf=APpeQntbUuICo9WAJkv4SQY3HVM4sTrriQ%3A1782081874978&amp;ei=Umk4asyxO6yeptQP-ezViAM&amp;biw=1172&amp;bih=779&amp;ved=0ahUKEwjMovmotJmVAxUsj4kEHXl2FTEQ4dUDCBI&amp;uact=5&amp;oq=Tokenmaxxing&amp;gs_lp=Egxnd3Mtd2l6LXNlcnAiDFRva2VubWF4eGluZzIIEAAYgAQYsQMyBRAAGIAEMgUQABiABDIFEAAYgAQyBxAAGIAEGAoyBRAAGIAEMgUQABiABDIFEAAYgAQyBRAAGIAEMgUQABiABEiFBlCDAliDAnABeAGQAQCYAYQBoAGEAaoBAzAuMbgBA8gBAPgBAvgBAZgCAqACigHCAgoQABhHGNYEGLADwgINEAAYgAQYigUYQxiwA8ICDhAAGOQCGNYEGLAD2AEBwgIXEC4Y3AYYuAYY2gYY2AIYyAMYsAPYAQGYAwCIBgGQBg26BgYIARABGAmSBwMxLjGgB9wEsgcDMC4xuAeHAcIHBTAuMS4xyAcFgAgB&amp;sclient=gws-wiz-serp\">Tokenmaxxing<\/a>,\u201d he called it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Phase 2.0 is different. It is about magnifying your best people, not replacing your average ones. He pointed to Hivemind, a neolab he co-founded with Reid Hoffman and ML researcher Ritankar Das. \u201cIt\u2019s much more about how do we capture the brilliance and judgment and edge-case knowledge of your best people so that we leverage them more.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The real prize, he argued, is eliminating the middle layer: managers and supervisors whose job is to communicate up and down between the people doing the work and the people making decisions. \u201cThat\u2019s the real exciting zone,\u201d he said. \u201cTo figure out how to use AI to get out of the need for layers of people that have no job other than to communicate up and down and supervise.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He described his ideal organizational structure as an inverted pyramid. Customers at the top, frontline people below them, and the founder at the bottom. \u201cAnd hopefully nobody in between.\u201d<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Scaling Is Failing<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">One chapter in Life at the Speed of Play is titled, by Pincus\u2019s own admission, in language too blunt for this article. The theme: scaling is a necessary evil, never an objective.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201dThe minute that scaling takes you away from quality and takes you away from being close to the metal as a founder, scaling is failing,\u201d he said. He was clear about the distinction between the strategy and execution of scaling. The execution has changed with AI, but the strategy has not.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>&#8220;The minute that scaling takes you away from quality and takes you away from being close to the metal as a founder, scaling is failing.&#8221;<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Where this connects to AI is the temptation to use agents and automation as a substitute for founder proximity to the customer. Pincus\u2019s test is simple: if scaling is moving you further from customers, it is failing, no matter how efficiently it runs.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Zynga Playbook: Largest Chip Stack at the Table<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">When I asked Pincus about the moment he realized he was playing a different game at Zynga, he traced it back to before the company even existed. After the \u201cabject failure\u201d of Tribe.net, one of the first social networks before Facebook, he made a commitment. \u201cI\u2019m gonna be dispassionate about my products. Love them all, but be ready.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Zynga Poker was cash-flow positive within a month. But Pincus did not see poker as the core business. He wrote \u201csocial gaming\u201d on his wall. Within his first three months, he had a 3M sticky note with three boxes: year one, year two, year three. \u201cBy the end of year three, we\u2019re gonna be the biggest gaming network on the internet. I wanna be the YouTube of games. We wanna make gaming a top ten behavior on the internet, which it was not.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">His approach was to have the largest chip stack at the table and massively overinvest at every juncture. Zynga was acquiring a new company every month. \u201cI just kept injecting new entrepreneurial founder, divergent, weird DNA into the company,\u201d he said. The hires were unconventional. \u201cThe best resume is a successful app. They went and took a risk and built something and it worked. You\u2019re hired, or you\u2019re acquired.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The company was cash-flow positive from early on, kept raising money, and never spent a dollar of it because the business kept expanding. By the time Zynga went public, it had $1.4 billion in the bank. \u201cWe didn\u2019t need to go public,\u201d he said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Bing Gordon, a board member and collaborator, had a rule of thumb that Pincus wishes he had followed more aggressively. Any incumbent should bet 10% of its market value every year on the next platform shift, regardless of whether it works. \u201cIf you\u2019re an incumbent today, Bing would say you should be betting 10% of your market value every year on AI. It doesn\u2019t matter if it works.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pincus\u2019s only regret is that he did not invest more. In 2012, Zynga bought the independent flash game studio OMG Pop for $200 million. The company was worth roughly $10 to $14 billion at the time. They did not hit the 10% threshold. Says Mark: \u201cI should have invested a billion dollars in 2012 in mobile.\u201d<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Two Decisions He Would Reverse<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">I asked Pincus whether there was a decision from Zynga he would make differently today. He named two without hesitating.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The first: in 2013, he replaced himself as CEO. \u201cIt was the wrong decision,\u201d he said flatly. He was burned out. The web business was mature. [Our shift to] mobile was not working. He thought the company needed a different leader. \u201cBut when your company is in a reinvention moment, it\u2019s probably the worst possible time. You\u2019re in midair and you\u2019ve got to rebuild your engines. You need the people who built it the first time.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The hardest part was that everyone congratulated him for stepping aside. \u201cMy board, Wall Street, the stock went up. Everyone thought, great, you\u2019re stepping aside.\u201d But the company needed the opposite of a graceful exit. It needed its original builder.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The second: the Supercell deal. In the fall of 2012, Zynga had a handshake agreement to buy Supercell for $400 million in cash. His board refused. \u201cThe only reason we didn\u2019t do it was our own context,\u201d Pincus said. \u201cWe were a two-dollar stock and our OMG Pop acquisition had failed, and our board was grumpy. That\u2019s not a reason to not do the right acquisition.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Supercell already had Clash of Clans moving up the charts. The team was phenomenal. Zynga could afford to be wrong on $400 million. \u201cFacebook was kind of in the same place after they went public and dropped to a twenty-dollar stock. People don\u2019t remember. And then soon after they bought WhatsApp for $19 billion.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">His takeaway is direct. \u201cI should have taken more of an Elon-level risk and been more willing to be unpopular with and override my board, and accept that maybe we\u2019d go from a two-dollar stock to a one-dollar stock. I\u2019d like to think that I would have more courage next time.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>&#8220;I should have taken more of an Elon-level risk and been more willing to be unpopular with and override my board.&#8221;<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>A Wartime Board for Wartime Decisions<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Pincus reserved some of his strongest opinions for governance. He urged public company founders to rethink their boards the moment they go public. \u201cTrade those VCs out. They got you to where you are. They\u2019re going to get you to where you need to go.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">His reasoning is structural, not personal. VCs operate on ten-year fund cycles and need to show their DPI. They are not set up to bet on a company\u2019s next decade. Professional board members optimize for legal governance, not growth. \u201cThey\u2019re incented to not fail, not to win,\u201d Pincus said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Then there is the celebrity board member: the famous founder or operator whose name looks good in the press release. \u201cThey\u2019re enticing,\u201d Pincus said. \u201cBut at some point when things get bad, they worry about their reputations.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What founders need are owners. Board members with real equity on the line who will go into the darkest moments. \u201cWhen you look stupid, when you want to exercise your founder mode and your founder control, they\u2019re ready for you to have a bet-the-company moment. Because you didn\u2019t do this to then become risk-averse.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He offered a specific framing for early-stage founders as well. At seed stage, taking big risks is structurally aligned with your investors because they have a portfolio and can afford seven out of ten to fail. At the growth stage, maybe one out of three can fail. But once you are public, \u201cthere\u2019s zero tolerance for failure.\u201d That is exactly when you need board members who have the stomach for it.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Book of Life: Thirty-Two Years of Self-Accountability<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">One of the more personal moments in our conversation came when Pincus described his Book of Life, a journal he has kept for thirty-two years, since 1994. Every year, around the Jewish holidays, he writes down two commitments: one that is entirely within his control and one that is boldly ambitious.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The first commitment, he said, should be something he calls \u201celective surgery,\u201d sometimes literally. \u201cIf there\u2019s any elective surgery that any of your listeners are considering, that\u2019s the easiest positive change you can make. Just bring it forward and do it.\u201d This year, his elective surgery commitment was to address a back injury from surfing, doing the hard therapy and potentially surgery for spinal stenosis.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The boldly ambitious commitment has been the same for twenty years, his own version of \u201cnext year in Jerusalem\u201d: launch Dot Earth, his vision of a gamified metaverse. This isn\u2019t Zuckerberg\u2019s goggles-immersed version\u2026\u201cMy vision of the metaverse is that we blur the virtual and the real and the analog and the digital,\u201d he said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He did not launch Dot Earth this year. He\u2019s spent the last four years building STEM Studio, a browser-based game engine in Three.js that works well with AI. This year, he pulled the plug on the commercial effort and open-sourced it. But he felt good about the outcome. \u201cThe flavor of being in integrity is not that you succeed at whatever the thing is, but that you focused on it. It\u2019s signing up to really put the priority and focus around the things that you care about.\u201d<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Dinosaurs and the AI-Native Reset<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The STEM Studio story is also a story about the most important strategic question of this era: start AI-native or die.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">STEM Studio started in 2021, pre-AI, with software-first architecture. AI was the last layer, not the first. Meanwhile, AI-native startups like Rosebud and Spawn were doing prompt-to-game. Pincus and his team initially dismissed them. \u201cWe scoffed at them in the beginning, like the dinosaurs,\u201d he admitted. \u201cThey made shitty games. And they got better and better and better.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Those startups started on the AI side of the river and were building toward the functionality STEM Studio already had. But they had a structural advantage: they appealed to everyone from day one, while STEM Studio required technical users. \u201cWhere the other one appeals to everyone out of the box, which is more appealing,\u201d Pincus said. \u201cAnd you\u2019re gonna get more testing on theirs.\u201d More users means more iterations. More iterations means faster convergence on quality. The prompt-to-game companies were compounding faster because they were compounding from a larger base.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pincus\u2019s conclusion extends well beyond gaming. \u201cI think that everybody needs to do a reset and start in an AI-native place,\u201d he said. \u201cI\u2019m not a believer in these SaaS software companies just tacking AI onto what they\u2019re doing. They\u2019ll probably buy AI-native companies and end up just becoming those and killing their legacy products.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>&#8220;We scoffed at them in the beginning, like the dinosaurs. They made shitty games. And they got better and better and better.&#8221;<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Start on the AI Side of the River<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The through-line of Pincus\u2019s argument is consistency. The same discipline that made Zynga work (test fast, copy what\u2019s proven, innovate only the core) applies to building with AI. But the starting point has to change. Legacy tools, legacy architectures, legacy assumptions about what a team looks like: all of it needs a reset.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The founders who will win are the ones who start on the AI side of the river and build from there. Not the ones who built something five years ago and are now trying to bolt AI onto it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cWhen the fish are running,\u201d Pincus told me, \u201cyou\u2019re up all night throwing nets.\u201d The fish are running. The question is whether you are building nets or still arguing about which boat to take.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong><em>Mickey Haslavsky is the Founder and CEO of enso and a Forbes 30 Under 30 alumnus. He previously founded Rapid (acquired by Nokia) and hosts The Autonomous Business Podcast, in partnership with Forbes Israel.<\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>On The Autonomous Business Podcast, Pincus shares the framework behind Zynga&#8217;s rise, two decisions he&#8217;d reverse,  why he pulled the plug on a four-year project the moment he saw AI-native startups doing it better, and how he lives life at the speed of play.<\/p>\n","protected":false},"author":109,"featured_media":8513,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[180,8],"tags":[],"class_list":["post-8505","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-magazine-black","category-technology"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.2 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Mark Pincus Built a $12.7 Billion Gaming Empire on a Single Principle. 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