Gabe Newell’s mythology now includes Mongolian throat singing
The story of how some of the world’s most influential gaming empires were built often involves more than just code and strategy; it involves eccentricity, unexpected hobbies, and a touch of delightful chaos. At the heart of Valve lies a history woven with these unique human threads, particularly through the experiences of those who helped shape its identity.
Minh “Gooseman” Le, a student who became a foundational figure in PC gaming history, was integral to the creation of Counter-Strike. When the intellectual property was later sold to Valve, the deal included a unique stipulation: the studio was required to hire Le and his development partner as employees upon graduation. Hired in 2000, Le spent six years immersed in Valve’s world, witnessing firsthand the evolution of the company and the personalities who led it.
Among the many fascinating moments of Valve history, one anecdote truly highlights the wonderfully eccentric nature of the founder, Gabe Newell. Le shared a memorable story about Newell’s deep dive into Mongolian-Tuvan throat singing—a distinctive vocal technique involving harmonizing multiple pitches simultaneously through precise muscle control. Le described Newell as a very eccentric person with a tendency to “venture off into interesting hobbies.”
This fascination wasn’t just a passing whim; it became an office spectacle. Le recalled that during one phase, Newell began practicing throat singing throughout the office, walking down the halls while doing the distinctive vocal exercises. While the performance was certainly captivating, Le noted that it was a bit loud, causing some colleagues to feel a little annoyed, even though Newell was simply enjoying his passion.
Fortunately, this unique phase was relatively short-lived, lasting only about five months before subsiding. This incident serves as a charming reminder that even the titans of industry possess deeply human quirks, making the sometimes-impersonal world of tech and gaming feel much more relatable.
Beyond the vocal pursuits, Le also offered glimpses into the personality of the founder. He recalled Newell’s diverse interests, noting that the founder was not just a knife enthusiast but also a collector of medieval swords and axes, maintaining a room filled with his collection. Furthermore, Le noted a playful demonstration of Newell’s relatability: the CEO was seen enjoying a corndog in the hallway, a simple, delightful detail that Le was happy to partake in.
Even in professional settings, Newell maintained a distinct style, demonstrating a tendency to drop difficult questions. Le insisted that this was not malicious, but simply part of a personable demeanor, painting a picture of a leader who managed to balance massive business endeavors with a wonderfully idiosyncratic set of personal interests.
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