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Ways to lose the game

Published by Paolo on 29/10/2025

Since 2016 I worked as a freelancer for many realities. This fact gave me certain insight on the typical mistakes leaders, product managers, and producers, do when they decide on the strategy to follow.

1️⃣ Starting with the Metrics

“Data” is just an unformed, meaningless glob until you apply a creative hypothesis to it. You need to start with the “why” and the “what if,” not the number on the spreadsheet or the curve you saw on Sensor Tower. Stop treating data as a god; treat it as a confusing cloud of information. Your goal is to get your references at the start, not make decisions on them. Decisions have to be made on what makes you (you, intended as a team) special.

2️⃣ Seeking Consensus

Good strategy is always contrarian. If everyone in the room agrees that your next game should be “Fortnite, but with dragons,” be terrified. Consensus, by definition, is average. Have you read the Age of Average? This is how it starts. If everybody is doing something in the market, that something is not disruptive anymore. Follow others is not a good strategy, it can be a tactic for a while. But your goal as a leader is to create the right strategy to disrupt.

3️⃣ Providing a Goal, Not a Strategy

Many “strategies” are actually goals dressed up in fancy slides. “We need to hit X million MAU.” Okay, but how? That’s a target, not a strategy. KPIs are indicators used to understand many things; among them, you can also understand if you reached a specific goal of course. But the goal has to be something like “invent a new genre”, or “make the most downloaded free puzzle game on Steam”. Something achievable, of course, but ambitious.

4️⃣ Running a Strategy Workshop

You can’t expect creative strategy on a timetable, or to arise from a formula. Strategy emerges messily over time. In the shower, in the gaps between the work (remember my “eureka” moment?). It doesn’t come from a neat stack of Post-Its. I have been in plenty ultra long workshops where in the end nothing happened.

5️⃣ Putting Strategy in the Calendar

Strategy isn’t a “task” that you “schedule,” like an art review. It occurs in the unprompted, serendipitous moments that surprise you. It’s always on, somehow. It emerges from nuances, suddenly. Do the work, think as a strategist and it will come. And if not, you already have a strategy: shut down the project and stop losing money.

6️⃣ Looking for Proof

All strategy is a punt. A gamble. You can get some validation from soft-launch metrics, sure. But you’ll never be certain. The only proof you’ll find is by trying it. Stop looking for certainty; the real world is a chaos engine. These podcasts that only speak bad about the others? These “pundits” are not really in the game, they are judging from the outside many times. Again, do your work, step by step, every single day.

7️⃣ Making it Many Things, Not One Thing

Strategy is not a “list of stuff” (e.g., “We will integrate blockchain, launch F2P, and focus on narrative”). Strategy is one thing: the core fantasy, the single unique hook. Then organize and define the list of stuff you’re going to do. If you can’t point to that one thing, it doesn’t exist. Players want something important, not stuff to play.

8️⃣ Mistaking Boring for Intelligent

Man, with all those charts, all that jargon, and all that complexity, this strategy MUST be good! Ha, no. This isn’t a research paper for a thesis committee. It needs to be exciting—it needs to motivate the team, or it will never make a great game. Boring is fatal. And the team is probably composed by people really passionate about games.

9️⃣ Asking the Customer

Yes, of course, you must speak to the Player. But this doesn’t mean you should ask them what you should build and then build it. If it was that easy, every studio would be printing money. Their job is to tell you what they hate and what they love of what you are doing; your job is to build what they didn’t know they needed. It’s hard, very hard, but that’s the only way I know.

🔟 Hiding Your Opinions

You are not objective. Your strategy isn’t objective. And it shouldn’t be! Strategy is about making a choice. A subjective, opinionated bet. Those who embrace the fact that it’s all opinions and commit to them are the ones who master it.

Stop knocking

Published by Paolo on 27/10/2025

Imagine a big gate. Behind that gate lies the success of the game you are making. Now, imagine you are standing right in front of it. Suddenly, you hear a voice:

“Why should you enter this gate?”

This voice represents all the Players. They want a single, compelling reason for you to gain access to that success.

You could start by listing the good qualities of your game—it’s like sending a resume: “This game does this and that.” Or, you could tell them the game is simply proof that you can make games, which isn’t a terrible argument, considering 80% of games never see the light. You could even beg them to let you in, like a personal favor, so you can continue making games.

Sending resumes, trying to prove things to strangers, or begging will probably not make them open the gate for you. In fact, they need a real will to open the gate in the first place.

Whether you’re looking for a job or selling your game, try to avoid the “gate situation.” Build your own stand outside of the walls, show off your merchandise, and let them invite you in.

We are based on deadlines

Published by Paolo on 26/10/2025

The games industry is a deadline-based industry. That’s why you often see terrible practices like crunch. Crunch is typically concentrated in the last few weeks of a project, and it is fundamentally a management failure. Systemic crunch makes things unsustainable. People will become stressed, burn out, and quit—and this could eventually damage the entire industry.

Great games are made by teams that strive for success. If you are both ambitious and smart, you can design a game to be sustainable. But you must be acutely aware of deadlines and accept that our sector is based on them, because you can’t really control everything else.

Collage of features

Published by Paolo on 22/10/2025

I met a colleague yesterday who is working on a project with no clear vision. Because of this, plans are constantly shifting, and prototypes are discarded just by pointing a finger to the sky. There is no one accountable for the game’s vision; the Creative Director is the company founder, and of course, he cannot be fired. The game feels like a collage of features, not a proper, cohesive experience.

I told him that this is very common, and it’s one of the main reasons behind the failure of so many games. Someone years ago said that 80% of games never see the light. This is why: you don’t have a clear vision of the experience you want to deliver. You only decide on the genre, and then you add, “but we’ll make it more casual,” without even intensively playing those kinds of games. You aren’t connecting with the audience. You aren’t willing to embark on the creative journey for real. So, you end up trying out things, making one prototype, not properly evaluating the results, and then moving on to something else—like throwing spaghetti at the wall to see what sticks.

Maybe something will stick, and in rare cases, you might even get lucky and make some money. But that is not the way you build long-lasting, billion-dollar games.

Resist and persist

Published by Paolo on 21/10/2025

Perseverance is critical to staying competent in game design and in the business in general. Making the choice to enter the industry might be easy at the start—games are cool, and we all love them. But you’ll face resistance sooner or later: turning points and real obstacles to your choices.

That’s when you have to show up, put your soul into it, and demonstrate perseverance. Somehow, I consider resistance a kind of grace. Because without it, one would never prove their real commitment to something.

Things get harder when you’re working on a personal project. Aside from all the actual questions about the game you’re making, there are external pressures and survival doubts: Will I make it? Then you connect with people and discover easier opportunities to pick up. Working for others releases a lot of the stress you have when working alone.

That’s why it’s important to set concrete goals, every 6–10 weeks. These are checkpoints to reach, helping you ignore the sirens’ calling and trying to resist. I have seen people make incredible things in 10 weeks if they have a clear purpose. And if you persist and resist, the reward is something that will be with you forever: competence.

Think multiplayer

Published by Paolo on 19/10/2025

Games as a concept were born multiplayer. Single-player video games are a relatively new concept, and now we’re even seeing the rise of single-player board games.

When you’re sketching out ideas for a new game, you might think single-player first. That’s because it’s hard to deliver a high-quality multiplayer game with a low budget. So, you naturally focus on stories, builds, gameplay beats, and so on. And that is great; my favorite games are like that. I’m used to playing my games alone, in my studio.

But games as a concept are multiplayer per se, so it’s not a bad idea to also think about an online version of your beats and narrative. The best common denominator, if you want to avoid too much struggle, is “to be goofy together.”

I leave you with this video on the Evolution of Online Worlds by Raph Koster. What? You don’t know who he is? Do your work, buddy.

I believe in bootstrapping

Published by Paolo on 17/10/2025

Investors will look for 2x, 5x, 10x, 50x, or maybe 100x returns on their investments. So, if you want to secure funding for your game, you should aim for big revenue numbers, or at least make investors believe that your game can make $500M to $1B or more.

On the other hand, when you build a team, it’s better to start step-by-step, gradually building up your skills by releasing small games and then becoming big. But this sustainable model is hard to sell to investors.

So, we have a paradox: you need money to pay your people and make games, but by promising a billion dollars, you put yourself in a position that’s hard to sustain. Furthermore, if you pitch a billion-dollar game, you need to convince your team to make the best possible game, but with an unimaginable objective.

I personally prefer bootstrapping, but the struggle there is finding the right believers. Because, in any case, you need them.

Before Gameplay

Published by Paolo on 07/10/2025

Before players decide to step into your magic circle and start having a good time, they have feelings. They might watch a video on YouTube, read an article about your game, or simply land on your store page and look at the trailers, screenshots, and descriptions.

All of this evokes emotions and feelings. Emotions are the first step of perception. That’s why when you start designing levels for a narrative-driven game (RPG, adventure, platformer, and so on), you need to think first about the emotional intensity curve over time. This way, you can properly estimate the moment-to-moment experience.

I recently used this approach for a personal exercise: creating a hypothetical level for The Last of Us.

You can see each step is associated with a specific dynamic I want the Player to experience during the level. This curve was the final one, but I worked on many iterations. You plan a curve, and then you iterate over time.

Bring the Plug

Published by Paolo on 01/10/2025

When we’re working on a new game, it’s very common to spot a lot of problems and point them out when we’re talking with our team. Having an analytical mindset is normal, especially if you’re in a role like a game designer or gameplay developer. You are, by default, forced to analyze everything very specifically, and this can lead to your analysis being extremely detailed.

The impulse can be to immediately flag these issues, especially nowadays on a Slack channel for instance. They are designed to make you talk. You see that a feature doesn’t work and you mention it because you want to make it known. The issue with this is that, especially when you are in a more senior position, it can lead to confusion.

Imagine you are on a boat with others, and you are all rowing towards a specific direction. Suddenly you notice a leak in the boat, and you stop rowing and shout, “Hey guys! The boat is leaking!” Everybody will stop, right? And someone will fix the leak before continuing.

What if, instead, you continue to work and offer a solution? For example, “Joe, you can fix the leak while we all continue to work,” or “Guys, continue to row! I need to fix this using this plug!”

This shows a different problem-solving skill, one that I had to learn the hard way. Don’t just point at a problem without proposing some solution. Be a problem solver, and your team will appreciate that.

The ABC of personal branding

Published by Paolo on 27/06/2025

Days ago, on a private conversation, a LinkedIn friend of mine told me “you are the best game design influencer that I know”. I am thankful for that comment, also if I don’t consider myself an influencer. I prefer to use the term communicator.

I hold another interesting discussion on “personal branding” which together with that happening made me think… I don’t really believe in “personal branding”, and being an influencer, and stuff like that.

Branding is something manufactured, the risk with thinking in myself as a brand is to start perceive myself as a commodity, somehow.

I believe in ABC: acknowledgement, body of work, and character. I think I work a lot on that, more than branding.

And I worked it CBA:

1. Character building: this is something personal, everyone tackles this in a different ways and I cannot teach anyone how to do that. I can share one of my character built feature: I deliver, no matter what. I don’t say “I cannot do that in such a small time”. Of course, according to the time I can deliver something more or less detailed. But that’s on you that gave me that time, everything is pretty transparent. I wasn’t like that before had to build that. And that is just one thing among multiples.

2. Body of work: you will become better at the things you practice more often, simple as that. Many years ago, I decided to stop focusing on look for a job in games and started just practicing game design, every single day. Also small things, like listening to a podcast and taking notes, sketching my ways of working. Consistently I developed my body of work. Today I see something from my past and it’s so bad that I notice my progress and I am happy. Plus, thanks to these scrappy spreadsheets, today I have my personal way that brings me income.

3. Acknowledgement: this comes only as a consequence of C and B, you need to find your people. Campfires are better than social networks. A campfire is a group of few people, it can be a reddit group or a slack channel. Interact with like minded people, find people to admire and listen listen listen. And send DMs to listen more. On the other end, you need to work on something. And on that point especially nowadays I cannot teach anything, it’s so hard. But I can say that if you have a job and tomorrow lose it, consider the juggler metaphor, from Seth Godin.

Juggler metaphor: manies believe that the secret of a juggler is the catch. Truth is, the secret is the throw!

Consider each job you had and lost not like you failed a catch. You were learning how to throw better, like a juggler! By flipping your point of view on this (very hard, I still hold consequences of that process), you will get more authority over time.