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Tag: insight

My take on Supercell’s CEO last post

Published by Paolo on 17/02/2025

Last week I read interesting thoughts about the latest message released by Supercell CEO Ilkka Paananen. This is an annual event that always attracts a lot of attention. It is interesting to watch how the experts’ thinking and the media attention evolve.

Supercell proves to be a company that is as ethical as Nintendo and others. They are the good people in our industry and they should always be respected for this reason alone. I have never worked with them, so I don’t know how they work internally. But the fact that they promote certain values ​​and ways of communicating is enough for me to keep them in my heart.

Every expert has denounced the lack of information this time, and this year I also felt a great lack. The challenges described are due to the fact that the power has shifted from publishers to platforms. Everything else for me is a consequence of this. Especially in the case of companies like Supercell that do their job well.

What I don’t understand is why in 2025 I still can’t play Brawl Stars on my PS5 and my home PC. Why can’t I download it from Steam and the Microsoft Store?

Supercell is leaving money on the table in this sense.

Try Railgods of Hysterra DEMO

Published by Paolo on 15/02/2025

I have had the chance to work on indie games for a year and a half. Many years of working in free-to-play have given me the knowledge, especially in system design, applicable to games with crafting, building, and character growth. I also had the chance to apply techniques I learned by taking narrative design and game writing courses.

The nice thing about indie is that the work is based on solving design problems while remaining consistent with a narrative and gameplay structure. You don’t hear KPIs mentioned, which makes your days more enjoyable.

Another positive thing is that you meet teams that are committed to the game. Generally, you don’t do experiments and you don’t cancel games for not having reached certain numerical results. Games are published, and they can be successful or not. So as a designer, it’s nice to see something that is also yours get published.

One of the games I helped is Railgods of Hysterra. V-Rising meets H.P. Lovecraft. Made with Unreal Engine. You can feed and grow your demonic train and travel the cursed world of Hysterra. I worked for 3 months (usually a client stays with me this time), and I helped with some systems that you can see in the video on my LinkedIn.

The game has a demo available on Steam for FREE, try it! Leave a review, helps out a ton.

Playtest what’s wrong to find solutions

Published by Paolo on 11/02/2025

A good way to learn more about your game is to keep something that you see as problematic and playtest it. You will discover the obvious, that you need to fix it. But you will also understand much more things behind that.

It happened to me last week, I had the opportunity of running a playtest for my game. And for it I decided to create a specific control system. The developers said “we don’t feel it right”, and me neither.

At the playtest, everyone told me that the system was unconfortable. But I had to see their struggle to decide to take action in first place. In fact, I could notice how they handled the things and that helped me find the solution.

Creating engagement versus finding motivations

Published by Paolo on 10/02/2025

When you work for others, very often you are assigned to a project led by a marketing person. Most of the time, you are asked to find formulas to create engagement, addiction, or worse.

However, game design is not this. I don’t know how to define this role of engagement-creator, but it is certainly not game design. It is a magician, perhaps. Or manipulator.

When people say that a game is fun, it is because that game has characteristics that make it enjoyable. But you as a designer do not have a crystal ball, you cannot decide that your game will be fun.

What you can do with your work is find the things that motivate players to play more or complete the game (or parts of it) and enhance them.

Game design is not the creation of the magic flute capable of trapping mice and taking them where you want. Game design is finding the treasure of the duende and digging to bring it to light.

Working with Chinese developers

Published by Paolo on 07/02/2025

Since October, I have been working with a company based in Singapore. They hired me as a freelancer for a Telegram instant game, and then we switched to a PC premium game for Steam. Singapore is receiving people from China, they bring their wealth there to be successful.

My teammates are from China, and different regions. I have the pleasure of working with people from a different culture. I am learning a lot, and I want to share some of my early learnings.

The first is their sense of work ethic: they consider the work as a way of contributing to society. They work a lot, also extra hours, because they must do so. Once, I said, “I am sorry, I don’t work on weekends”. I got a private message telling me “Do not work on weekends, ok, but please don’t say it.”

They see themselves as a collective, so if you say you won’t work it’s like you don’t want to support the community.

Second learning: they are very formal and polished in their way of communicating. I use Felo as a real-time translator (they have bad English) during our video meetings. Sometimes archaic expressions pop out. We are so used to the f-word in our colloquial English, we think it’s cool and friendly. Well, not for everyone.

Last, but not least, you should be very clear when something is a suggestion or is an order to execute. If you don’t specify, they will understand that’s an order. They are very vertical in this sense, and it’s hard to have straight conversations with them.

I will keep you updated with new learnings!

Working in a team is self-discovery

Published by Paolo on 03/02/2025

Today I discovered something more about myself, thanks to the creative director of the project I am working on with a company.

I tend to not insist too much on my vision. I explain it, defend it, and usually that’s it. When I see too much resistance from the other side, if I have no real power over the decision, I desist and try to meet the boss’ vision.

This is good, but it can lead to a passive-aggressive way of communicating. “I will do like you say, but I do not agree”. At first it may seem like there’s nothing wrong with that, butthe issue is that:

  • it looks like a “ok, whatever” and can damage the relationship
  • it is vague, proposes no real solution, and can damage the project
  • It is not informative enough for the team to make choices on that

Today I have learn something more about myself. Something I want to fix. And that’s why I prefer to work within a team.

On setting the right expectations

Published by Paolo on 24/01/2025

Yesterday I was arguing with a LinkedIn influencer about the expectations that EA had on Dragon Age: The Veilguard. His point was that the game had 1.5M players instead than 3M expected by EA. So the game was lacking appeal for the players.

My point, instead, was that a game that reaches that impressive number (in only 2 months) is definitely an appealing game. Then the game can be good or bad. But for sure it has appeal. The expectations set up by EA execs, instead, were out of reality. The error was theirs, not developers mistake.

He told me that the budget invested in marketing was enormous (no data added) so that the game should have had more players. Plus, the fact of having players doesn’t mean that every player bought the game. That is true, but today if someone decides to invest part of their free time in your game is a miracle. Today we have lots of distractions, it’s hard to reach Elden Ring’s numbers, just to make an example.

The problem is that today we are still setting expectations too high in a landscape with serious distribution and attention challenges. I haven’t played Dragon Age. The Veilguard (I have no time), and I read many different opinions on it. The game is a good game, and it’s appealing. But it was a deception for EA, because of their expectations on it. Those are hard times for forecasters.

Grow your hirings

Published by Paolo on 23/01/2025

Every project has a level of learning and skill building for a game designer. It’s very important for a team to be able to guarantee a space for your members to learn. It’s way more optimal to grow your designer than to hire someone already expert, to me.

I say this because the history of games backes my theory. The strongest IPs in the world have been built by people who became experts while they were building.

Many veterans ex-Riot, ex-Blizzard, founded their own independent studios got funded, but they are not delivering too much. Being an expert in something specific brings lots of bias on the table too.

It’s cheaper and safer to grow your people.

State of Videogames 2025

Published by Paolo on 15/01/2025

As every year, Mr. Matthew Ball dropped a set of slides containing his takes on the state of the games industry. You can read it here in multiple formats.

To me it’s interesting to read these documents mainly to understand the mentality of business people. But those charts and sentences are fundamentally biased towards the macro. The rational side of the business of making games, the statistics. They ignore most of the other part, which exists and it’s equally important. The intuitive side of games, the art. The “we make this game because we believe that we need to say these things”. That is also what makes games so great.

Also, I do not agree with his call for growth. He says that videogames overgrew the countries GDP and then he says that the industry should grow further? I don’t think so. The industry should become more realist, instead.

Design works on forms

Published by Paolo on 09/01/2025

In a perfect world with perfect projects made by perfect people, you make a game only when the vision is defined. In that perfect world, building the game means executing the vision.

We live in the normal World, though, and you see rarely a vision defined at project start. As a designer you encounter a direction that is try to understand what to do.

The best way to serve them and the rest of the team is to make concrete choices and execute them.

While directors are looking at the landscape from over the clouds, designers work on the ground. Game design is making concrete choices on a game, no matter what. From the top they say “yeah, sure, let’s try this but then let’s try that“, and it’s fine (well, it’s not fine, but it happens). What we can do is to execute (if we are allowed to). We should find the “this” to execute and go for it.

I have seen the prototyping as a tool for procrastination. To give something to do to the team while the direction can get that eureka moment. That often brings the teams to a bad track. Many potentially good games weren’t successful because of that.

Prototyping is a tool to find the form. But it can be one of the slowest and more expensive ways of finding the substance. It’s hard to build a vision through a set of prototypes.

Researching and engaging with competitors are the best way to understand the substance. Plus, a lot of patience.