By Benoit Labbé (TechnoMontreal)

We’re proud of having delivered Outlast, which was an immediate success, without exceeding our budget and while conserving our independence. Sony and Microsoft showed an interest in offering the game with their consoles and the game was very well received, so its distribution was quite simple after that.
– Philippe Morin, President of Red Barrels 

Just over a month after the launch of their last game, these Montreal specialists in spine-chilling games are taking some time to let their next idea percolate, wanting to develop something new, with a different tone. “We’re going to have fun animating rainbows and Care Bears now…” jokes Philippe Morin, President of Red Barrels.

These independent creators of single player video games play hard, as can be seen by their flagship products Outlast, the Outlast Whistleblower extension and Outlast 2. Red Barrels’ first games are based on the theme of “horror and survival,” a niche market with huge potential that had not yet been exploited in Quebec and had been ignored by the big industry players.

Distributed by Valve (through the Steam platform), PlayStation 4 and Xbox One, the dark worlds of Red Barrels demonstrate, with extraordinary creativity, that the most terrifying monsters are those who inhabit the human spirit.

Outlast is a game straight out of a nightmare that places the hero in excruciatingly petrifying situations. In 2013, it was named Best PC Game by Gaming Bolt in 2013 and Scariest Game of 2013 by PressPlay TV, in addition to receiving the Fan’s Choice award during the Canadian Video Game Awards.

The main markets for Red Barrels are the United States, Russia, China and Germany, with the Outlast game having brought terror to more than 8 million players worldwide. Red Barrels has already sold 550,000 units of Outlast 2 since its launch on April 25, 2017.


Press Play

Wanting to create high quality games that are achievable by a small team of the best developers Quebec has to offer, the cofounders of Red Barrels decided to launch their company in 2011.

After having realized various key projects with big players like Ubisoft and Electronic Arts, Philippe Morin, David Châteauneuf and Hugo Dallaire were looking for a change. “We wanted to go back to working with smaller teams, in order to stay more hands-on and spend less time in conference rooms,” recounts Philippe. “We wanted to make games, not just talk about them.”


Philippe Morin studied film and started working in the video game design sector somewhat by chance, when he applied for a screenwriting position. The president of Red Barrels, who also taught at the INIS and Université de Montréal, is inspiring and visibly passionate about his field. He humbly gives the impression that creating a major company is as simple as it is exciting.

Philippe and his friends began the funding search for Red Barrels with great enthusiasm, as well as a dose of realism acquired during the startup phase. One and a half years later, with $1M from the Canada Media Fund, $330,000 of love money and a loan guarantee for $150,000 from the SDVEM, Red Barrels took on the production of the PC version of their first game. “We’re proud of having delivered Outlast, which was an immediate success, without exceeding our budget and while conserving our independence,” asserts Philippe. “Sony and Microsoft showed an interest in offering the game with their consoles and the game was very well received, so its distribution was quite simple after that,” he recalls.

After creating their own IP and consolidating their success with the release of the second version of Outlast, the visionaries behind Red Barrels are catching their breath and attempting to take a bit of a step back. And what comes next? Well, Red Barrels does not exactly function with a long-term vision: everything depends upon the projects that come forth from their fabulous imagination. “It’s the beauty of being entirely independent and remaining small. We can be flexible. Our ambitions as developers are as important as our ambitions as owners,” explains Philippe.

3 to 12 players

For Philippe Morin, the secret to Red Barrels’ success is in its team that is now comprised of 12 members. “Game production, more than any other artistic technique, is a product of team work,” he indicates. “For this reason, it’s imperative that we hire talented and passionate developers, which we have succeeded in doing.”

The indie darling of horror fans is not rushing to become a big organization, like some of its competitors. “In our daily work, there are various advantages to being able to organize a team meeting at any moment, or discuss a question that affects the projects by simply visiting a colleague’s desk that is several steps from your own,” explains Philippe. “Also, staying small allows us to continue to do what we love most, creating games.”


Among the challenges that arise for a small game creator, Philippe underlines: “It’s important to find a good balance, focusing on priorities when assigning tasks, and knowing how to identify the most cost-effective choices.”

In addition, the president of Red Barrels mentions the current context in Quebec, where those in the industry still rely on stable, permanent employment. “Finding talented people who will accept medium-term contracts is not easy in a context where projects are temporary.”

Adjustments also have been made along the way as the company has grown. “We realized that we prefer to avoid developing a big-company culture, even with the large scale that our activities have taken,” he indicates. “Team members seem happier in the context of a small-company environment, where transparency and friendliness prevail.”


Technology at play

The present era of digital publication offers Red Barrels a more direct link with consumers. “We have never had to negotiate with stores, nor spend money to manufacture boxes and discs for the game,” mentions Philippe. This link accelerates commercialization, in addition to facilitating the optimization of products for this video game creator.

Improving the product for the player is definitely a priority for Red Barrels. Philippe highlights a challenge that presented itself with Outlast 2, which was designed with the same game engine as its first version: “It was necessary to evolve the technology, so that our game was not outdated.”

In order to create worlds that are compelling to users, Red Barrels relies on expertise from various sources. “For example, we consulted McGill students for the original version of Outlast. The game’s action took place in a psychiatric hospital, so we needed information for the psychological profiles of characters,” describes Philippe. “Outlast 2 takes place within a cult, which made things easier – we could draw inspiration from the copious content found on the Internet,” he adds.

Red Barrels also uses freelancers for their games’ music (Samuel Laflamme) and screenplays (JT Petty), in addition to calling upon partners for voiceover recording (Game On), user testing (Enzyme), additional animations (NewBreed, Game On) and movement capture (Game On, CDRIN).

Playing the future

Philippe Morin notes that the video game industry here in Quebec increasingly resembles that of California, where he worked. “A healthy industry needs both big and small companies. That kind of context offers various experiences to developers, who then improve their skills, which benefits the whole industry,” he specifies. “Several years ago, mobility was seen only as a negative in Quebec. With the arrival of numerous independent studios, things are changing.”

The president of Red Barrels also remarks upon the excellent spirit of collaboration that characterizes video game studios. It’s an advantage that encourages their development, much to the delight of fans everywhere!

23May 2018

When we changed our business model, which was a really major shift towards a new adventure, I didn’t know of any other company in Quebec City that had adopted this SaaS model. There were so few players we could consult to find out how best to go about it, that we decided to design and test a prototype ourselves.
– Johanne Devin, CEO and Co-founder of WebSelf

WebSelf provides website creation tools that are simple, powerful and affordable, or free, to more than 3 million users in over 165 countries. Offering maximum functionality to people who want to develop their own website without having strong technological skills, the platform makes it easy for them, whether setting up a showcase site or an online store. “Even though it’s a standardized environment, we offer great flexibility and many features that can satisfy at least 99% of our customers’ needs,” indicates Johanne.

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09May 2018

Our clients, such as festivals like Francofolies de Montréal or Igloo Fest, appreciate not only that our solution saves them time and money, but also that they know exactly where their festivalgoers come from. Are they only in town for the two days of the event or are they extending their stay to discover the city? How many nights? Alone or accompanied, and by whom? In short, it’s all this data that represents a compelling advantage for our partners.
– Andrew Lockhead, CEO and Co-founder of Stay22

Stay22, an aggregator that lists nearly 6.5 million properties in 200 countries, helps travellers find the best accommodation options near the upcoming events they plan to attend. “We’ve targeted the niche of event management platforms, business conferences, festivals and more, which sets us apart in the huge online travel solutions market,” says Andrew.

Through agreements with partners such as Airbnb, but also with systems like Travelport and HotelsCombined, Stay22 offers visitors a hub that bringsall search resources together in one place, greatly simplifying the planning experience. Everything is adjusted on an interactive map that integrates directly with the event organizer’s website, ticket office or other online destination where users find themselves.

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02May 2018

Up until 2010, we often wondered if we wanted to invest in product development. Like many companies at the time, we were focussing on services in order to finance potential products. In the end, we decided to let go of the idea of designing products, because our service offering was really solid. After that, our growth curve was impressive, turning our 23-person team into the 150-person organization we are today.
– Stéphane Rouleau, President and Co-founder of Spiria

When I ask Stéphane to describe Spiria and their value proposition, he explains that the management team is actually trying to update their definition: “After 15 years of existence, it’s important to revisit it… simply said, we’re a digital solutions firm. Our clients call upon us to solve the digital components of their problems, due to lack of knowledge, resources or time on their part. In co-creation with them, we develop the best technology to optimize their activities.”

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