The paper applies language management theory to study the interactions of international with local workers (simple management) and language policies (organised management) in 10 Czech video game studios. By longitudinally interviewing foreign game developers from Central-Eastern and Western Europe, as well as North and South America, I identified the languages they reportedly encountered and used in their jobs. I distinguished 3 categories: Czech-dominant studios, dominant language mix, and English-dominant studios. In the first category, the Czech language was said to be the language of studio communication and to serve as an instrument of exclusion and glass ceiling for internationals' promotion. In the second category, language use divided between English, Czech, and other Slavic languages, resulting in more inclusionary work practices but, Slavic versus English linguistic clusters in informal communication. In the third category, English was the lingua franca but Czechs' insufficient English proficiency was identified as an issue on the micro level. Overall, a dichotomous thinking about languages was problematised. While Czech as the dominant language was detrimental for the hiring of internationals, companies managed to include workers using Slavic languages other than Czech. Thus, English was not the only language of inclusion but a one of several language choices in Czech game companies.