Gaming
GEMS: How to make e-sports attractive for non-gamers
NEW DELHI: E-sports and virtual gaming in India is no longer limited to one-player play-to-win matches or personal entertainment without any benefits. It is now getting players recognised and driving immense monetisation across the spectrum. A fully-fledged industry now, it is supported by a larger play of schemes: from planning to development, production to play, and broadcast to post-broadcast content. And what has been at the centre of this evolution is quality content.
E-sports and gaming content production has come up as a separate genre of its own attracting technicians, creators, influencers, and publishers on board. Although the industry is still in its nascent stage, there is a wide scope for it to grow and flourish. To discuss current trends and the way ahead for the same, an elaborate panel of leading industry experts came virtually together for the Esports Production: Going Remote panel of Games, E-sports & More Summit (GEMS) presented by indiantelevision.com and AnimationXpress.com, co-powered by Tata Communications. The panel was supported by associate partner CapeTitans Games and support partner Loco by Pocket Aces.
Moderated by GoLive Games Studio founder and CEO Ravi Kiran, the panel was led by Anand Pimprikar (Tata Communications head sales BD – India, media and entertainment services), gaming/e-sports veteran Anurag Khurana, LXG director e-sports and broadcasting Kiran Noojibail, ESPL CEO Michael Broda, MPL VP-devops and reliability engineering Mukta Aphale, Playtonia Esports co-founder Sanupam Samantray, and Sky esports founder and CEO Shiva Nandy.
The speakers unanimously agreed that e-sports and gaming content is not just limited to live streams and India hosts a great pool of talent – be it technicians or players, or content creators who can take it a notch higher.
Hailing the role of content in popularising the category, Pimprikar noted: “Content drives viewership and that drives role models (for the upcoming generation of players). Therefore, it is very important to improve the quality of production, say like IPL, on both linear and essential channels.”
Multiplayer: The more, the merrier
On the sporting level, the panellists pointed out that to improve the quality of content in any e-sport or game, it is essential to make it multiplayer and interactive.
Broda said on the subject: “What I think about e-sports beside it being skill-based and competitive, it must be multiplayer. In fact, it is important for any sport to be successful. One-on-one games are good for play-to-win, real money-making challenges, but on an overall industry perspective, it is very important to go multiplayer.”
What makes multiplayer fun, added Noojbail, is that it shows glimpses of players playing the game live, making it interactive for people who are playing as well as those who are watching. “Interactivity plays a key part as unlike other games, you cannot see the player directly while playing e-sports. The entire e-sports perception eventually revolves around what the end-user gets to see and that’s where the value of e-sports content becomes even stronger,” he explained.
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Beyond game-over
Noojbail also insisted that there is a dire need to curate good post-content, which goes live after the matches to keep the audience hooked. Aphale pointed out that currently, only the audience that wants to better their own game is watching the e-sports and gaming streams and broadcasts, unlike the tier-1 offline sports. This needs to be changed.
Going forward, there are two major aspects that content producers must keep in mind: how to separate the production control rooms (PCR) from the site and then how to virtualise the whole PCR, said Pimprikar.
To this end, Aphale suggested that the technology needs to focus on making the mobiles lighter so a player doesn’t have to download a lot of gaming-related programmes, and then let the cloud servers do the entire processing.
E-sports a big hit in small towns
Additionally, the panellists pressed upon the need to take e-sports to grassroots levels in India and equipping the game applications with technology and content support in regional languages.
Of the 6 crore active users on MPL, about 83 per cent of the gamers come from tier-2 and tier-3 cities, signifying that the format is already very popular there, Aphale pointed out. Therefore, they are looking for more game developers, technicians, and talents to drive the next leg of growth.
Nandy said that his aim is to further expand the presence of e-sports and gaming in every nook and corner of the country. In fact, he has already started providing streaming services in all major south-Indian languages.
Training is key to success in global arena
According to Khurana, the Indian e-sports and gaming ecosystem also requires a strong backend support system in the forms of coaches and trainers.
“I feel we have great players when it comes to the domestic circuit but we fail when we go international. It is because we are not focussing on organisation and skill development within the sector. There is a great need for psychologists, coaches, and the whole supporting sports staff within the esports ecosystem,” he explained.
Samantray seconded the thought and shared that with Playtonia, the team is already working on these lines. “We are actually working at the grassroots level and are planning to bring a certification as well as a university dedicated to e-sports.”
Gaming
Dream Sports sees 100 plus exits after gaming ban forces overhaul
Company splits into eight units as real money gaming law hits revenue.
MUMBAI: For a company built on fantasy leagues, reality has suddenly rewritten the rulebook. More than 100 employees have exited Dream Sports, the parent of Dream11, after the company reorganised its operations following India’s ban on real money online gaming. The shake up came after the Promotion and Regulation of Online Gaming Act, 2025 came into force in August 2025, prohibiting games where users deposit money expecting winnings. The regulation struck at the heart of the fantasy gaming industry and dramatically affected Dream Sports’ core business, wiping out about 95 percent of its revenue and all of its profits.
In response, the Mumbai based company shifted into what chief executive officer Harsh Jain described as “startup mode”, splitting its operations into eight independent business units in December.
Around 700 employees were reassigned across these newly formed ventures based on their experience and interests. However, roughly 15 percent opted to leave the company.
A spokesperson for Dream Sports said many of those who exited were experienced professionals accustomed to running scaled businesses rather than early stage ventures.
“Since some of these employees were experienced with running high scale businesses and not startups, around 15 percent chose to leave and join other scaled companies or start ventures of their own,” the spokesperson said.
Despite the departures, the company noted that the attrition rate is only slightly higher than its earlier level of around 10 percent before the ban. Dream Sports now has close to 950 employees and is not currently hiring, choosing instead to focus on stabilising its existing workforce.
The restructuring has transformed Dream Sports from a fantasy gaming company into a broader sports entertainment platform. The eight units now operate independently, each focusing on different segments of the sports and technology ecosystem.
These include Dream11, sports streaming platform Fancode, sports travel service DreamSetGo, mobile game Dream Cricket and artificial intelligence initiative Dream Sports AI, which includes sports analytics platform Dream Play.
Other ventures include fintech product Dream Money, open source initiative Dream Horizon and the philanthropic arm Dream Sports Foundation.
As part of cost saving efforts, Dream Sports also relocated its headquarters from Bandra Kurla Complex to Worli earlier this year. The new office, called Dream Sports Stadium, brings teams from its various brands together under one roof to improve collaboration and operational efficiency.
Jain had earlier said the company removed bonus lock in timelines for employees hired in recent years, allowing those who wished to leave to exit with pro rata payouts.
“We want people who are fully into the startup mode and willing to work for it, and we will share that reward if it comes,” he said.
Founded in 2008 by Harsh Jain and Bhavit Sheth, Dream Sports was last valued at 8 billion dollars after raising 840 million dollars in 2021 from investors including Falcon Edge Capital, DST Global, D1 Capital Partners, RedBird Capital Partners, Tiger Global Management, TPG and Footpath Ventures.
The new gaming law has forced several companies in the fantasy gaming sector to either shut down or pivot their business models, signalling a significant reset for one of India’s fastest growing digital entertainment industries.
