Being a CFO and other topics

Not just finance, hobbies too ....

A stylized 20-sided die with no numbers and a teal face showing.

Playing RPGs Online with Fantasy Grounds: A Decade of Experience

Playing Dungeons & Dragons Again — Online, Revisited

In 2016 I wrote about dusting off my old RPG hobby and trying out Fantasy Grounds as a way to play Dungeons & Dragons again with friends scattered across the globe. At the time, online tools were rough, the costs were unclear, and the logistics of actually running a game online felt like half the adventure.

The world has changed a lot since then — and Fantasy Grounds has changed with it.

Fantasy Grounds Is Now Free

The biggest update is that Fantasy Grounds no longer requires a paid license just to play.

As of late 2025, SmiteWorks made the base Fantasy Grounds virtual tabletop completely free for both Game Masters and players. You can now download the program, host games, and join sessions without paying an upfront license fee. Previously, you needed an Ultimate License or a subscription just to run a game; that barrier is now gone.

There are still licensed content packs you can purchase — official rulebooks, adventures, tokens, and high-end maps — but the core platform, including its robust automation and ruleset support, is available to everyone.

This is a major change. It dramatically lowers the barrier to entry for new players and new GMs, and it makes Fantasy Grounds far more competitive with other free or low-cost virtual tabletops.

Feature Enhancements Since the Original Post

When I wrote the original post, Fantasy Grounds did many things well — automation of rolls, character tracking, combat management — but it lacked some of the visual polish and ease of use modern gamers expect. That has changed significantly.

Animated Maps and Visual Effects
Fantasy Grounds now supports animated maps and tokens, adding motion and atmosphere to encounters. Subtle animation brings environments to life in a way that simply wasn’t possible before.

Dynamic Lighting and Line of Sight
Lighting effects, fog-of-war, elevation, and line-of-sight are now first-class features. Players see only what their characters can see, which adds tactical depth and immersion similar to a physical tabletop with terrain.

Improved Map and Prep Tools
Multi-layer maps, tiles, decals, and better drawing tools make game preparation faster and more satisfying. Building encounters visually is no longer a chore.

Web-Based Content Access (Beta)
SmiteWorks has introduced an early web reader that allows access to your Fantasy Grounds library from a browser. It’s useful for reference and prep without launching the full application.

It’s still not perfect. There is a learning curve, and the interface is not as slick as some competitors. But it is far more capable and refined than it was ten years ago.

What hasn’t changed is the strength of Fantasy Grounds’ automation. Major RPG systems are very well supported, allowing GMs to enter rules and adventures once and then let the software handle the mechanical overhead. That frees you to focus on presentation, pacing, and storytelling rather than bookkeeping.

For Dungeons & Dragons (both the 2014 and newer editions), Fantasy Grounds can roll and track initiative, manage spell durations, handle saving throws and damage, perform skill checks against DCs, determine hits, and apply damage to characters and NPCs automatically.

The visual presentation ties this together, showing the map and exactly what each character can see — assuming line of sight is configured — which significantly improves player engagement.

Multiple Games, One Platform

What’s surprised me most is how Fantasy Grounds has evolved from “play D&D online” into “play almost anything online.”

Since writing the original post, I’ve run or played more than ten different RPG systems using Fantasy Grounds, including:

  • Cyberpunk Red
  • Traveller
  • Swords & Wizardry
  • Star Trek RPG
  • Shadowdark
  • Mothership
  • Aliens RPG
  • Dungeons & Dragons 5e
  • …and several others across sci-fi, fantasy, and old-school genres

That breadth highlights the strength of Fantasy Grounds’ ruleset architecture. Once you learn the platform, moving between systems is far easier than learning a new virtual tabletop each time.

Another key strength is SmiteWorks’ extensive licensing agreements. Many rulebooks and adventures are available pre-entered in native VTT format. This is a massive time saver — you spend more time playing and less time preparing. And if you prefer to homebrew, the built-in tools make entering custom material straightforward and fast.

Video and Voice: Discord, Zoom, Teams

The original post mentioned Skype and Teamspeak (remember those?). The communication landscape has shifted just as much as the VTT space.

Today, most groups pair Fantasy Grounds with:

  • Discord for voice, text, and screen sharing
  • Zoom for hybrid video/voice sessions
  • Microsoft Teams for groups that prefer structured scheduling

Fantasy Grounds still doesn’t include built-in voice or video, but modern third-party tools are far more reliable and integrate smoothly into a typical game night.

Wrapping Up

If you’ve been curious about playing RPGs online — whether your friends are scattered, your local group faded, or you simply want to try something new — Fantasy Grounds today is far more accessible, richer in features, and more enjoyable than it was when I first returned to the hobby.

It’s still not completely plug-and-play, and you should expect some setup and learning. But with free access to the core platform, animated maps, strong automation, and broad system support, Fantasy Grounds has grown into a mature and capable way to keep tabletop gaming alive — even when the table itself is thousands of miles away.to advanced tools — make it a powerful choice for virtual tabletop gaming.

A grail with $ signs and charts on it

IPO – How to Grab This Holy Grail

In the first year of my most recent job, I finally managed to get an IPO done. I had been close a couple of times in the past, but in each of them the market took a dive right when we were close to launching. One time the 2008/2009 financial crisis hit and the window slammed shut. The next time the leading company in the space suddenly imploded and almost instantly went into a hard bankruptcy. The market as a whole was still open, but there was zero investor appetite for the type of company I was trying to get over the finish line (yield co).

We had done all the work in each case with the S-1 done and the banks lined up, but if the market is not taking deals, no one cares about all the work you did. That is my first caution about doing an IPO, a lot is not under your control.

I want to expand that idea to the career of being a CFO.  There is really no guarantee that an IPO will happen. I have been approached many, many times by recruiters looking for a CFO for a pre-IPO company. Many are said to be 3 to 5 years out. Others within 2. Over the years it has to be 30 to 40 different approaches. 2 companies actually made it public and I worked for both. One after I left and then the window opened again and the one I just left and I succeeded at taking it IPO.

IPOs are pretty rare and never a sure thing. Even the company I succeeded at had tried once before and had the bad luck of immediately following Facebook and that initial attempt failed.. The market reaction to Facebook’s IPO created real hesitation for anything adjacent. As much as it is exciting and potentially pretty lucrative, be thoughtful before accepting a job where a lot of the attraction is the IPO. The further away the expected IPO is, the lower the chance it will happen when it is expected. Usually you are not taking pure start-up risk if the company is seriously considering an IPO, but it is riskier than average, so can you recover from failure? Remember that the consequences of failing typically fall most heavily on the CFO, even if the real issue is not financial.

Why Do an IPO?

Earlier in my career I went to a CFO interview for a pre-IPO opportunity and ran into a founder CEO who did not want to do one and wanted to argue with me about it. Once I got past the annoyance of the disconnect between the recruiter’s pitch and the job the hiring manager had, the discussion basically boiled down to the company was cash positive and had no barriers to growth because of a lack of capital. Ultimately that company stalled a little and got bought out by a larger public company and the CEO / Founder was let go, but at the time, it was doing well and we had a hard to and fro about the pros and cons of being public vs. private.

For me, it only makes sense for a company to go public if the weighting of these five factors clearly points in that direction. This is not a checklist exercise—circumstances vary, and the Board and management team must deliberately weight each factor to determine whether being public truly strengthens the company.:

  1. The company needs access to permanent scalable capital
  2. Shareholders, including early employees, need liquidity that the private market cannot provide
  3. The company requires acquisition currency
  4. The extra credibility, brand augmentation and market positioning is a big positive
  5. It is needed for talent attraction and retention

There are real downsides to being public, including a potential lack of flexibility because you now need to meet external expectations and in a way that there is no hiding from timing and execution. You also need a robust financial reporting system and a strong forecasting ability. Your ongoing audit, legal and insurance expenses will jump in a pretty significant manner.

So if you are part of the management team and looking at it or interviewing to join to be part of the process, you can sum up the choice into one question, “Does being public make the company strategically stronger five years from now – net of cost, distraction, and loss of flexibility?” Or, in my case having lived off and on in Silicon Valley for several decades and not done an IPO “Do you want to take the chance and just do it so you join many others here in the experience?”

Years ago and still embedded into some foreign stock exchanges is the profitability criteria. However, there are so many unprofitable and earlier stage companies that have gone public (common in drug development and many tech companies) that profitability is often just a valuation footnote.

How do You do an IPO?

There are actually quite a few ways you can get public in the USA, and these are some of the main ones:

  1. Traditional Underwritten IPO – One (usually many more) investment banks take a risk position and then bring the company public.
  2. Direct listing – The company lists their shares directly on an exchange.
  3. Reverse Merger (may be a de-SPAC) – Merge with an already public company in a way that results in you controlling it. Has become much more of a tailored transaction using SPACs.
  4. ADR/ADS – Package up foreign shares in a compliant instrument and list on a USA exchange.
  5. Stumble into it – have enough shareholders that you qualify under SEC rules. Could be Reg A+ or Reg D.
  6. Spin-offs from already public company.

I don’t want to try and make a comprehensive document of all the different ways to do it. There are much better sources via law firms that explain the legal mechanics in detail. Instead I will concentrate and discuss the ones I know the most because of personal experience, and the one I was successful at was a traditional IPO.

To start with, I will make a sweeping statement: in almost all situations, a traditional IPO is best.

Being underwritten by banks and going through the full SEC registration process forces a level of rigor that most private companies simply have not needed before. Drafting and refining the S-1 is not just a disclosure exercise; it is an operational stress test. Financial reporting, controls, forecasting discipline, risk articulation, and internal processes all get examined, challenged, and tightened. Companies that survive this process emerge far better prepared to operate in the public markets than those that try to shortcut it.

Equally important is the role of the banking syndicate itself. The lead and co-managing banks bring together investment banking, equity capital markets (ECM), research, sales, and trading into a coordinated effort. The ECM team, in particular, has deep, current knowledge of the IPO investor universe—who is allocating capital, what themes are working, what valuations are realistic, and how demand is actually forming across different types of funds. This is not theoretical insight; it is informed daily by live deal flow and constant feedback from institutional investors.

That knowledge is critical in shaping the equity story and preparing management for the roadshow. The banking team helps refine the narrative, pressure-tests messaging, and ensures that management can clearly and consistently articulate strategy, growth drivers, risks, and capital allocation priorities. The roadshow itself is not just a marketing exercise; it is a real-time discovery process. Investor reactions feed back into pricing, sizing, and allocation decisions, all with the goal of creating a stable, high-quality shareholder base from day one.

One additional advantage that should not be overlooked is ongoing analyst coverage. As part of a traditional IPO, the underwriting banks initiate research coverage after the quiet period, providing the market with a structured, independent framework for understanding the company’s strategy, financial model, and long-term prospects. This coverage helps educate a broader investor base, supports liquidity over time, and creates an ongoing dialogue between the company and the market—something that is difficult to replicate without a full underwriting syndicate.

Finally, a traditional IPO provides a tool that alternatives simply do not: stabilization. In volatile markets—or when sentiment shifts unexpectedly—the underwriters have the ability to support trading in the early days after the offering. This is not about propping up a weak company; it is about managing technical pressure and ensuring an orderly market while the investor base settles. That option alone can materially reduce downside risk in the most critical period of a company’s life as a public entity.

Taken together, underwriting discipline, rigorous preparation, informed investor access, ongoing analyst coverage and the availability of stabilization create a framework that maximizes the odds of a successful transition to the public markets. In most cases, that structure is not a burden—it is a competitive advantage. You need to pay for it via underwriting fees, but I think you get more than what you pay for.

I will explain my views on the other methods of going public in my next post and then have one more post to weave in my experience to what typically happens in an IPO.

Strategy, Cadence, and Winning — Lessons for CFOs from Miyamoto Musashi

The word “strategy” did not originally come from business. Its roots are military. In fact, the widespread use of “strategy” in a business context only seems to have emerged in the 1960s. Before that, it referred almost exclusively to warfare. The Greek root of the word relates to generalship and battlefield leadership.

Wikipedia offers a good summary of strategic thinking, drawing on military theorists like Carl von Clausewitz and B.H. Liddell Hart. Stripped down, the idea is simple: strategy is the use of all available and appropriate resources to achieve political—or, in our case, organizational—objectives.

Sun Tzu famously said in The Art of War:
“If you know yourself and you know your enemy, you will not lose one fight in a hundred.”

I personally find Miyamoto Musashi’s Book of Five Rings even more instructive, particularly for business. In the Earth Scroll, Musashi discusses strategy at length, including its application to commerce—remarkably, in the 16th century.

“In the way of business, there are cadences for making a fortune and cadences for losing it. In each way, there exist different cadences. You must discern well the cadences in conformity with which things prosper and those in conformity with which things decline.”

This idea of cadence is critical. The CFO sits at the center of the organization as cash is converted into reporting and analysis. That position gives you a foundation for understanding the rhythm of the business. But numbers lag reality. Recognizing patterns early usually requires looking outward—to Sales, Purchasing, Operations, and the market itself. Being strategic is not about owning multiple functions; it is about understanding the rhythm of the business and knowing when to act.

Musashi outlines nine principles for practicing strategy:

  1. Think of that which is not evil.
  2. Train in the way.
  3. Take an interest in all the arts.
  4. Know the way of all professions.
  5. Understand advantages and disadvantages.
  6. Learn to judge quality.
  7. Perceive what is not visible on the surface.
  8. Be attentive to even small things.
  9. Do not perform useless acts.

Much of this applies directly to leadership. Do not cross legal or moral lines—doing so can derail an entire organization and your own career. Avoid useless busywork. Focus on actions that actually create value. Learn broadly, not just within your own discipline.

Musashi also emphasizes people and leadership at scale:

“In grand strategy, you must be victorious through the quality of the people you employ, through how you utilize them, through ruling correctly, and through applying the law of the world in the best way.”

Individual skill matters, but victory at scale requires leveraging others. This applies directly to the CFO role. Your job is not to win every fight yourself, but to enable the organization to win.

He reinforces this idea repeatedly:

“It is necessary to know ten thousand things by knowing one well.”

And:

“You should not have a predilection for certain weapons.”

In business terms, this means not relying on a single tool or framework. CFOs often try to win purely with numbers. Sometimes that works. Sometimes it doesn’t. Even if you dislike leverage, borrowing may be the right decision. Strategy requires adaptability, not ideology.

Musashi is also very clear about the ultimate purpose of strategy: to win.

“The true Way of strategy is to fight and win.”

In business, winning does not always mean aggressive expansion. Sometimes winning is surviving a down cycle. Sometimes it means conserving resources until the cadence shifts. But consistently winning requires deliberate strategy and execution. Not losing is not the same as winning.

If you want to be a strategic CFO, you must help your company win. There are no shortcuts. Finance tools alone are rarely sufficient. A strategic CFO understands how to marshal internal capabilities and leverage external resources when it matters most.

As for how to become that kind of CFO, I’ll admit I don’t have a perfect formula. I’ve been fortunate to work at companies that grew and succeeded, but I still see myself as being on the path rather than having arrived.

Musashi’s advice resonates here:

“Temper yourself with one thousand days of practice, and refine yourself with ten thousand days of training.”

When you are not executing, you should be practicing—developing skills, developing people, debating scenarios, and rehearsing decisions. When the moment comes, you will act faster and with more confidence if you have already thought through the possibilities.

This post is only a broad overview of strategy and how it applies to the CFO role. In future posts, I plan to go deeper into specific actions and real-world examples from my career. I’ll also return to Musashi from time to time—both as a strategist and, for those interested, as a sword fighter.

Strategy, at its core, is about winning. A strategic CFO understands the cadence of the business, knows when and how to act, and helps the organization use all of its available tools to prevail.

That, in my view, is what the title should actually mean.

The Five Rings: Miyamoto Musashi’s Art of Strategy

Above is an Amazon link to a translation of The Book of Five Rings.

CFO looking thoughtful gazing out a window

Being a Strategic CFO (and Why the Term Is So Often Misused)

I think the term I hear most often when a recruiter calls me about a CFO opportunity is that their client is looking for a “strategic CFO.” I also see no shortage of articles in the finance trade press on the importance of being strategic, or on how the modern CFO must go beyond the traditional role.

I’ll start by saying that many of these articles rely on a very narrow—and frankly inaccurate—definition of what a “traditional CFO” is. In many cases, what they describe sounds more like a Controller or Head of Accounting than an actual CFO. I can forgive this to some extent; claiming to offer a bold new insight makes for a more clickable article. Still, many of these pieces feel shallow and suggest a limited understanding of what CFOs have always done.

One of the most common claims is that a strategic CFO must be “forward looking.” This one puzzles me the most. Even basic accounting is inherently forward looking. The going-concern assumption alone requires analysis of the future. Budgeting, forecasting, cash flow modeling—these are core finance skills, not optional add-ons. Some finance leaders are better than others at building relationships outside the department and therefore get better insight, but that too is a foundational finance skill. Finance typically sits at the center of the company’s information flow, particularly because it monitors cash. That position actually makes relationship-building easier, not harder. Being forward looking, by itself, does not make a CFO strategic.

Other articles encourage CFOs to “go beyond finance” and take on broader operational roles. That advice is also somewhat puzzling. A CFO is already part of the senior leadership team and is often one of the primary internal and external faces of management. Most CFOs have worked across multiple functions earlier in their careers, and some of us even came to finance from other disciplines.

That experience is valuable—but trying to run other functions can be disruptive. Everyone already has one clear boss: the CEO. They do not need a second one. A good CFO keeps the organization accountable to its goals, especially financial ones, while enabling success rather than trying to personally run everything. The CFO is often the bearer of bad news by default, acting as the reality check when plans miss their targets. That role already requires enough political and interpersonal skill without creating unnecessary confusion about authority.

This advice also varies by company size and stage. In smaller or earlier-stage companies, the CFO (if that is even the title) often has all administrative functions reporting to them. IT reporting to the CFO is not uncommon. As companies mature, however, functional leadership becomes more defined. At the same time, the CFO role becomes more complex—venture funding, capital markets, investor relations, treasury, and fundraising all consume significant time and energy. There is limited usefulness in trying to run every function once the organization reaches that level of complexity.

That does not mean the CFO should stay locked inside the finance department.

A CFO can help Sales close deals by structuring contracts properly, reducing currency risk through hedging, and ensuring revenue is recognized correctly from day one. That only happens with strong working relationships. CFOs can help Purchasing negotiate better supplier contracts, often playing an effective “bad cop” role, and sometimes bringing financing relationships to the table to ease pressure on terms. Legal and IT are often natural allies. COOs usually appreciate help driving down costs or evaluating locations for new facilities. CFOs are also frequently asked to lead large, cross-functional initiatives.

All of this makes you a better CFO. You make better decisions. Your team does too. Communication improves. You build credibility, which makes difficult conversations easier. When you later complete a major M&A transaction, integration and synergy realization are far more achievable because you already understand how the business actually works.

But none of this, by itself, necessarily makes you the “strategic CFO” that your CEO or board says they want.

At this point, you may be a very good CFO—just without the label.

To understand what “strategic” really means, I think we need to go back to the root of the word itself. I will explore that in my next post.

Myrdin3D store logo. Name with 3D blocks.

Learning by Doing

When I joined my most recent company as CFO, I realized fairly quickly that there was one area where my direct experience was thinner than I would have liked: online and retail sales. I understood the numbers well enough—margins, contribution, customer acquisition cost, lifetime value—but understanding something conceptually is not the same as having lived it.

I’ve always believed that the fastest way to truly understand something is to do it yourself. Reading, asking questions, and reviewing reports are all useful, but there is a different kind of learning that only comes from personal accountability. When it’s your time, your money, and your decisions, the lessons tend to stick.

So instead of just studying e-commerce from the sidelines, I opened a small Etsy shop: myrdin3d.etsy.com.

The intent was never to build a meaningful business or side income (although it did and continues to do fairly well). The goal was learning. I wanted to experience firsthand what it actually takes to market and sell products online, from the ground up, without a team or infrastructure to hide behind.

I leaned into one of my hobbies and selected products that I believed would do well based on personal experience and observation. That alone was an education. It forced me to think like a customer instead of an operator: what problem does this solve, why would someone buy it, and what alternatives already exist?

From there, the real learning began.

I had to write advertising copy. Not board-level messaging or investor narratives, but short, direct descriptions that had to earn attention in a crowded marketplace. Writing copy that converts is a very different discipline than writing a memo or a strategy deck. You learn quickly what is clear, what is confusing, and what simply doesn’t matter to the buyer.

I had to take product photos. That sounds trivial until you try to do it well. Lighting, angles, backgrounds, consistency—it all affects perception and conversion. Seeing how dramatically presentation influences demand was a useful reminder that value is not just created; it is communicated.

Pricing was another area where theory met reality. I set prices with explicit margin targets in mind, but I also had to respond to market expectations, competition, and perceived value. It’s one thing to talk about gross margin in the abstract. It’s another to watch a product sit unsold because you missed the price by a few dollars—or to realize you left money on the table because you underpriced it.

I also learned more than I expected about intellectual property and commercial rights. Selling physical products forces you to think carefully about what you can legally sell, what designs are protected, what licenses are required, and where the boundaries actually are. This is the kind of knowledge that is easy to gloss over until you are personally exposed to the risk.

Perhaps most importantly, the experience gave me a better appreciation for the operational friction that exists in online sales. Order flow, customer questions, fulfillment issues, returns—all small individually, but very real when you are responsible for every step. It reinforced how easy it is, from a leadership position, to underestimate the cumulative load placed on teams closer to the customer.

None of this turned me into a world-class e-commerce expert or even close to in skills to the experts we had that did it every day. That was never the goal. What it did was give me a much more grounded perspective. When discussions come up about pricing strategy, marketing spend, product positioning, or margin pressure, I’m no longer relying solely on secondhand knowledge. I have context. I’ve felt the tradeoffs.

This experience also reinforced something I believe strongly about leadership: intellectual curiosity matters, but it has to be paired with action. Curiosity alone is passive. Doing something—even something small—forces discipline, humility, and learning in a way that observation never will.

As CFOs, we don’t need to be experts in every function. But we do need to understand the cadence of the business and the realities our teams face. Sometimes the best way to do that is to step outside your role and try something uncomfortable, imperfect, and very real.

For me, that meant opening a small Etsy shop and learning by doing.

Productive workspace with digital energy

More and Refreshed Thoughts

One advantage of taking a break from the day-to-day work of being a CFO or consultant is that it gives you the space to catch up on projects or ideas that have been percolating in the background of your mind. This blog is one of those items for me.

This blog has always been personal, reflecting my work life as well as my hobbies and interests. That will continue. I also plan to use my written content as a springboard for creating video content. I have always believed in learning by doing, and this feels like a good opportunity to write scripts, experiment, and record some video.

There is very little online beyond marketing-style LinkedIn posts that reflect the actual experience of being a CFO, so I get particular satisfaction from writing about it. I plan to write posts on doing an IPO, working for founders (something I’ve done several times and found both personally enriching and educational), what I have seen AI do so far, and why intellectual curiosity is so important in leadership. I will also expand on my views about what it takes to be an effective leader.

You can also expect to see regular content on my various hobbies, as you have in the past.

I’m looking forward to sharing these thoughts again and to the feedback I always receive.

20 Years as a Public Company CFO

It is funny that even to establish the right date with something that has an SEC filing and a press release can be a little difficult, but when the action happened in Asia, it could happen on one date and be recorded in the SEC system on another.

So there is an SEC filing on August 4th, 2004 that has a press release dated August 5th announcing that the merger between STATS and ChipPAC had been completed. That press release has a quote from Michael G. Potter, Chief Financial Officer.

That is the date that I became the CFO of a public company for the first time. So 20 years ago today or tomorrow using the time where I was when it happened.

Interesting for me as well is that about 8 years of that has been for foreign private issuers. One a Singapore company (STATS ChipPAC) that was also listed on the Singapore Exchange. The other for a Canadian company (Canadian Solar) who had an admin HQ in China so I worked in Suzhou and lived in Shanghai.

I had been the acting CFO of ChipPAC before the merger and before I joined ChipPAC as their Controller I had been acting CFO of a $1B revenue SBU of AlliedSignal/Honeywell. But acting is not being the CFO. And an SBU is not the top job for the company.

During my time as CFO, I have done quite a few acquisitions and some divestitures. I have done a large variety of quite large equity and debt transactions (IPO, secondaries, converts, high yield debt, CLO for M&A, bank loans (Term A and B) and all sorts of equipment leasing and project financing. Even tax equity financing.

I have done banking and investor relations across North America, Europe and Asia. In the USA, I was CFO in the Silicon Valley area and Portland, Oregon. Had good years and not so good. 

I also have been a fractional or temporary CFO and that was fun and rewarding as well.

When I get asked what does it take to be a successful CFO, I can give an answer around being strategic and taking your area of expertise to the executive team and help lead the company. That is a true answer and what CFOs do. But not what sustains you over time.

What I really remember is the hours and hours working with my staff(s) all over the world. I have had 6 different people that were part of my staff make it to be CFO of public companies, so somewhere is all that work and selection of hires and promoting I must have been doing something right, but most of it is setting a North Star for the team and letting the natural effort and skill of people in your team shine through. I always look forward to going into work and seeing my team and that is as true as ever with my current team.

I managed to make it to CFO at a somewhat young age so I hope to have more than just a 20 year post to make, and I have served on one public company board and several others over the year (and am on a large renewable energy developer’s board now). I imagine that I will start doing more of that soon enough.

If you are interested in some of my observations of being a CFO during the years, I do have a blog at mgpotter.com where I posted a series of articles. I hope to make video content for those articles as that seems to be the leading way to communicate today and I have great gear that my current company makes. As always, I will teach myself to do that just like I have been experimenting with AI to keep current (ollama) and I have been running a small online business to try and learn the skills needed there.

Presenting Well From Home

I have not written a blog entry in a while, but I decided that I had a few things to share since many of us are working from home and are spending a lot of time on video conferences.

Here are the three most important areas to focus on to make you look better when you are on a video conference using a webcam.

First, get the webcam to the correct position. You want it eye-level or slightly higher and looking down. If the webcam is embedded into your laptop, elevate the laptop until it is at a better angle. it is much more flattering to have the image being recorded looking straight ahead or slightly down that it is to be recording in an upward angle. When talking to people, look into the camera lens as that is makes it appear that you are looking at the person you are speaking to.

If you can, try and get your camera control software to zoom in and adjust where you appear on the screen. Many good webcams cameras are fairly wide angle, and that makes you look smaller and picks up more of the background.

Should Look Like This (video is not mirrored but appears correctly to viewer)

Try to wear a plain shirt and shirts with lines or a plaid pattern can “swim” when being recorded on a webcam.

The second important area to focus on is lighting. You want to be lit the most from in front and slightly above is better than straight on as looking directly into a bright light can make you squint and cause eye strain. Some side lighting helps, especially if it is diffuse and a specific back light can also help to separate you from the background. Most people look better with side lighting just from one side to provide a little bit of shadowing as it adds definition to your face.

I use an elgato keylight as my main lighting source. It is behind my camera and elevated. I like the clamping mounting system as it takes up very little desk space. If you think you will move where you do the video conferencing pretty often, the key light air might be a better choice.

If you do research on lighting for video shooting, you will see the above advice echoed. Most professionals use three point lighting. The closer you can emulate that, the better you will look.

The last area to focus on to look as good as possible is the background. Where possible, try and have as plain a background as you can. I use an elgato green screen as it sets up quickly and it easy to store when not in use.

Plain Background

If you can’t be close to a plain background, or create one via a green screen, you end up with something that looks more like this, which is not as good looking on video:

Busier background.

We all don’t have complete control over what is in the background, that is why a pop-up green screen helps. Note how distracting the window in the background is. Try and avoid that as much as possible, especially if you do not have a good light in front as it will back light you and make you look dark with your face hidden in shadows.

With a green screen, the virtual background feature of zoom is much better. If you are not using zoom with its built in virtual background, you can use a program such as XSplit Vcam that will take your webcam feed and insert green screen/virtual background functionality into pretty much any video conferencing software.

As a more advanced topic, if you want an even better video feed than a standard webcam, elgato makes a device called a camlink, which is a USB interface between a DSLR camera with clean HDMI and your computer that allows you to use the superior lenses and sensors in the DLSR camera as a web cam. You probably want to pick up a magic mount by elgato as well.

As it is a little more advanced, here are 2 videos on camlink and using a DSLR camera. They are from the point of view of streaming, but the advice applies to video conferences.

I also provided link to the various product pages below.

https://www.elgato.com/en/gaming/key-light

https://www.elgato.com/en/gaming/green-screen

https://www.elgato.com/en/gaming/stream-deck

https://www.elgato.com/en/gaming/cam-link-4k

https://www.elgato.com/en/gaming/multi-mount

If you want to sound better, the microphone that comes with this headset is quite good.

https://www.corsair.com/us/en/Categories/Products/Gaming-Headsets/Wireless-Headsets/VIRTUOSO-RGB-WIRELESS-High-Fidelity-Gaming-Headset/p/CA-9011180-NA

More Life Work Balance – Two Books that Just Came Out

The Dungeon of Graves

A while ago I blogged about the first role playing game (RPG) book that I had credit in. Two new books just came out and I also have credit in them as well for work I did. I have been more than swamped recently, but my actual work on these were done a while ago.

About a year or so ago, Patrick Pilgrim and I were chatting about how much we liked Frog God Games’ books, but how we wished they did 5e better. Patrick, with a little encouragement from me, called their CEO – Bill Webb – and Bill basically said if we thought it could be better then do it for him.

Patrick ended up becoming 5e Frog and really taking the world on his shoulders for this, and I ended up doing conversion work for The Blight 5e, Tome of Horrors 5e and finally Rappan Athuk 5e. Rappan Athuk is the infamous dungeon of graves, famous for being huge and deadly and being a part of the latest incarnation is fun.

I have done a lot in my career and as a father and son, but I must admit, the 12 year-old boy that started playing D&D in high school (yes, I played in my parent’s basement) is pretty happy to see his name in the credits. Today, being a nerd is part of the pop culture hero story because so much of the technology we take for granted came from nerds, but when I started playing it was different. I still run into a lot of people my age and quite far in their career (running (or very senior)  big companies) that played D&D when they were younger. Some still do today. There is something about the creativity and the ability to lead small teams that is key in D&D that translates well later in life.

As always, my love to my core gaming buddies who I still DM today (Mark Potter , Ed Elce, Robert “Red” Mair and Sonny Reid) and the two newcomers that joined us (Rob Jordon and my daughter Sarah). I learned the newest edition of D&D (5e) with them.

If you want to buy the books, they can be found here: https://froggodgames.com . PDF only right now but available in hardcover in August 2018.

Using 5e Rules and Adventures to Play “Old School” Games

Between 10-15 years ago, not long after the advent of the first Open Gaming License from Wizards of the Coast, there was a formulation and publishing of various clones of the original Dungeons and Dragon rules. At the time, it was needed for two basic reasons: 1) The original rules had long been out of print and it was getting harder and harder to find at an economical cost, especially outside the main markets for the games when they were first released. 2) The OGL allowed you to publish and sell adventures without any worries that WoTC would take legal action against you to protect their intellectual property, including their copyrights.

There are a lot of philosophical reasons why the OSR became more visible and prolific as like-minded people were much more able to share a common core of ideas over the internet, in particular in forums. At the time, there were a lot of people that felt that the 3rd edition of D&D was suffering from rules bloat and there were too many rules that took the game play from interactive story telling moderated by the dungeon master to roll playing where the players just made a die roll as indicated by a skill or other written rule. The game emphasis also shifted from gaining loot to killing monsters as the base way to earn experience points moved from 1 gold piece = 1 experience point to all of the experience points earned coming from the results of combat.

If you wander through the old forums, some only available via internet archive sites, you will find very little resistance to the new rules themselves. The original rules were such a bare framework that anyone who had been running a game for a long time had invented and used house rules to cover common occurrences in their games or to ensure the right type of characters so that they could run the type of game they wanted to. There were a few people that really preferred the old THAC0 or even older systems of looking it up on tables, but ascending AC with a target number to hit was quite popular.

The combination of the practical reasons to want to publish OSR rules and a few motivated people empowered by desktop publishing resulted in quite a few game systems being published, all of which took their own path in tweaking the original rules to suit the different developers that worked on the rules. Some were thought experiments of how to use the now OGL 3rd edition rules and back cast to recreate the older rule sets and the ability to cheaply publish and advertise over the internet meant that their experiment traveled broadly and mutated into new versions. I do find it ironic that for all the discussion on too many rules, pretty much every OSR ruleset introduces some new form of “house rules” to the OSR ruleset. Even today, there are many OSR style products that are completely the introduction of new rules as the product takes D&D to space or WWII or whatever new setting imagined by the author. Somewhere buried deep is the old framework, but all you can see is the new rules on spacecraft and the reviews laud the new rules as well.

I find it ironic that the fear that the older rules were rare and expensive are basically gone today. You can go to the DMs Guild website and purchase PDF of the original rules, and there were reprints of the AD&D rules made pretty recently as well and they can still be found on amazon.com. So if the reason for the creation of the new rulebooks was to make sure the old rules were available at a reasonable price, that no longer applies:

Want a printed version of the Basic D&D rules? (Labyrinth Lords)

Basic Rules Cyclopedia

How about the AD&D rulebooks? (OSRIC and S&W Complete)

AD&D Player’s Handbook

Not old school enough, want the original books (PDF only for now but all three of the original books plus the reference sheets)? (S&W White Box)

Original D&D

I don’t think you even need to go to the effort of buying the older rules if you want to play an OSR-style game, the current 5e rules are quite capable of OSR play and they have the advantage of also having all the modern modules and materials available as well.

Here is the basis I used for what an OSR game is, Matt Finch’s A Quick Primer for Old School Gaming:

https://www.froggodgames.com/quick-primer-old-school-gaming

In the primer, there are 4 “Zen moments” that Matt says are the essence of OSR:

  • Rulings, not rules
  • Player skill, not character abilities
  • Heroic, not super-heroic
  • Forget game balance

5e handles these “Zen moments” quite well. I will attempt to describe how, but before I do, here is the absolute first thing you need to change – where experience points (XP) come from. The base rule in 5e says that XP comes from killing monsters. If you want a game where combat is less important, you need to reward the players for something other than killing monsters. Otherwise, they will kill monsters as their main activity as that is the only way they will be able to increase in level. The two choices are either milestone advancement (give XP or levels based on how they progress within the story) or gold = XP. You will need to come up with your own house rule on gold = XP as it is not in any of the published rules. If you need a quick and dirty one, most of the modern adventures work fine with dividing the monster XP in the rules by 10 and granting 1 XP per GP. If you make your own adventures you will have even more control over that.

I also want to be clear that Matt wrote the document at the very dawn of the publication of 4e D&D. At that time, there had been years of both WoTC and 3rd party publishers releasing book after book that added more and more and more rules for 3e games and there was a general feeling that too many new rules had been created.

Ruling, not rules

5e has tremendously pared back the skill lists compared to other editions (18, not including tools and proficiencies) and feats are optional, so should not be considered to be standard. The advice in the new DM’s Guide to decide if a player action succeeds is not that different than what Matt presents as OSR style playing and the basic rule in 5e is remarkably similar to the same house rule that most DMs have been using for decades which is if it is not an automatic success, pick a number and roll against it (or under ability scores which also was super common).

5e also has a catch-all rule that is much better than any OSR rule I can remember – advantage/disadvantage. So if you decide there needs to be a random check, and the character has done something that should be good but does not make the success automatic, then they get advantage.

If your players say that they are doing something that should result in something happening, just make it happen. There is “the rule of cool” that popular streamers do all the time. They focus on making the game fun and on the story, not the dice rolls (dice rolling is boring to watch). Most streamers are using 5e D&D, there is no reason why you cannot do the same.

“But, but, there are a lot of rules. How can you just ignore them?”, you may say. I am not ignoring the rules. 5e is remarkably streamed down and straightforward in many ways compared to even the original rules once you add in all the supplements. The secret is not to hunt for a rule, it is to make a ruling within the framework of the existing rules.

In the example of jumping off a ledge, 5e does not have specific rules for that. Just make a ruling on the fly. I would say, critical on a 19 or 20 for the drop adding damage and surprise and an Acrobatics roll with a DC 10 to land balanced and on your feet. Simple, lets them do something out of the box and I have made a ruling that works within the rules and we can move on to the next person in initiative order.

I would also note that the theory that there were not a lot of rules in the original D&D is not well supported, especially if you consider that Chainmail was officially considered to be the combat system to be used. The original rules even had details on how to run naval and air combat, including writing down expected actions in advance and revealing them as is common in wargames. There were rules on castles and running estates. Rules on specialists and how to hire them. Rules on henchmen with the expectation that you would enter the dungeon with hirelings and henchmen in tow. There was a solid framework to use, what is missing from the original rules and modern rules is all the details and explanations that fill out the framework. The DM was expected to do that.

Player skill, not character abilities

This is an area where I disagree with Matt. D&D has always been an RPG, and even from the very first booklet, there were attributes for each character and the base classes had abilities and rules. Rolling for abilities was mainly done for combat and spell casting, but character abilities were constantly used in the original games. What there was not at the time was a large set of rules for skills, other than thieves and detecting secret doors (elves), sloping passages (dwarves) and opening doors/bend bars/lift gates.

I think that the “player skill” over “character abilities” theory comes from the early tournament culture of D&D and AD&D. Chainmail evolved from miniatures war games rules and the early D&D players all had strong roots in wargaming culture. That lead to games being run in tournament format and tournaments are quite different than a regular weekly game as you have limited time to run them and you need victory conditions. You ran modules like Tomb of Horrors and counted survivors and how far you got into the dungeon. Or you added riddles into the game that players had to solve, and the riddles may not have even related to the game setting at all (I made the finals of the one GenCon I went to in 1983 or 1984 and we missed an important riddle as we were mainly Canadians in the group and the riddle assumed you know what a military Bronze medal was).

My issue with that is that I think it is poor roleplaying and poor playing in general as I think that the characters should have a personality and a hook into the setting and not just be the players. That means that your characters should have access to the knowledge and training they have for who they are. Even the earliest editions allowed checking against ability scores, and 5e has significantly dialed back the skill list and added the already discussed advantage mechanic plus bounded accuracy.

Now, in Matt’s defense, he does say his examples are exaggerations, but if you want an OSR style game but use 5e, don’t be a lazy DM and do not allow your players to be lazy. If moving a moose head reveals a secret passage, allow automatic success if the players say they try it. Don’t allow Investigation or Perception rolls to give the answer, give hints out instead. If there is a trap and your thief checks the area for traps, ask them how they are checking and where. If they are not specific enough to find the trap or you want it to be a little harder to find, use the Perception roll to see if they notice anything off. Don’t tell them they found a trap, give them a good hint that something is off. Maybe they see scuffs on the floor or a thin tread wrapped around a hinge, or something similar. Play it up as much as you can without telling them directly and see what they do. Use the skills as a guide, not a requirement and both you and your players will enjoy it plus you will draw them into the adventure a lot more.

One of the issues with the newer modules is that they have blocks of text meant to be read out. Older modules tended to describe the room in a general was, but “chat boxes” meant to be read out loud by the game master are newer. I like them, but they also encourage not only a little bit too much laziness, they also set off too many alarms when suddenly you start giving away hints because of successful Perception rolls. Before, the DM would always be making things up, little details when describing the room because nothing was really being spoon fed to them (us, I can get just as lazy). If you’re not quite sure what to describe of say for extra detail, I can suggest an old standard – a table to roll on. In this case, a “dungeon dressing” table.

http://www.rpgnow.com/product/152495/GMs-Miscellany-Dungeon-Dressing-System-Neutral-Edition?affiliate_id=229540

And here are a few free examples to try out:

http://www.ragingswan.com/10-things-to-say-when-a-pc-makes-a-perception-check-and-finds-nothing/

http://www.ragingswan.com/10-suspiciously-detailed-dungeon-double-doors/

The Raging Swan website has a lot of free example tables, and a little bit of reading and some creativity and suddenly you will be about as old school as you can get when you describe the room. All while playing 5e.

Heroic, not super-heroic

There is really not all that much to say here. Low level characters have always been somewhat fragile in all editions of D&D. The next concept on not needing game balance is where I will describe the consequences of this in more detail, but the shortcut to the explanation here is that characters can die and character death should be a real possibility. The original rules’ level tables ended as earliest as level 8 for clerics. The rules described levels above what the tables went to, but magic user spells ended at level 6 and Clerics at level 5.

In addition, hit points per level were 1d6 and pretty much all weapons did 1d6 damage. There really was no concept of starting level 1 with maximum hit points and maximum bonus for higher Constitution was +1 per hit die. So characters were able to be killed with one blow at first level and reaching zero meant you died. No death saves and not even -10 hit points is death. Over time, additional conventions that made zero simply be unconscious were added, but the original D&D was pretty unforgiving. There actually was not a specific rule what to do at zero hp, the 0 = death was a Chainmail convention and Chainmail was the default combat system with death being the result of combat in that system.

However, for all the talk or only heroic, fighting-men could get one attack per level against others with 1 hit die or less and a 10th level fighting-man was much more effective against goblins that a 10th level Fighter is today because they would attack 10 times a combat turn, not twice.

Finally, 5e has significant reined in bonuses and is more in line with original D&D that way. The middle editions of D&D had bonus creep as they added more and more abilities and feat whose bonuses stacked. In order to account for the higher and higher bonuses, a DM had to make difficulties higher and higher to make a challenge for even medium level characters such that it would be impossible for a lower level character to succeed and impossible for a higher level character to fail.

In the end, remember that even Conan in the height of his strength was often captured and suffered defeat. Make sure the characters in your game are in the same peril.

Forget Game Balance

As RPG game companies became more and more experienced at writing adventures and as people communicated more and more over the Internet, a concept of “game balance” grew into the accepted wisdom. Coupled with the increasing number of adventures that were published that were not direct translations of convention/tournament scenarios where killing one-shot characters was part of the design, there started to be level appropriate adventure paths that ramped in difficulty as the characters increased in levels. All of the current WoTC 5e offerings are like that. There is a clear sequence of material and a clear progression to follow. If it is followed, the party will increase in levels and ability as the story progresses. The encounters are challenging, but level appropriate in that the party will find them winnable. The Monster Manual(s) assign ratings to the monsters as a guide of when they should be used and the DMs Guide has a section on designing balanced monsters. The adventures or adventure settings tend to be very complete with  a lot of detail that the party may never see and the DM may never use, but there just in case.

The original published adventures and the ones DMs wrote themselves for their friends did not have this concept of balance so firmly built in. Because XP was given for gold pieces, sneaking past or tricking monsters to get the gold was about he same for character progression. Although it is patently false to say that game balance was not in the original rules (the wandering monster tables in book 3 are divided by level and the early adventures usually got harder the deeper you went), unwinnable fights and instant death traps were common because the players had the ability to avoid them with good play.

I would sum up the two main drivers of a more OSR game is player agency and character death as a real expectation. Modern adventures, in their quest for game balance, are not as open (sand box) as the random hex crawls and dungeon crawls where the game got its start. Players would tell the DM what they wanted to do or where they wanted to go and the DM would run with that, even if it meant almost certain player death, because that is what they said they wanted to do. As the character creation was more direct with much less detail required, a new character was quick to make and many players had extra ones ready. Once the party included hirelings and henchmen, there was a natural resource to convert from NPC to player character when a death happened.

There is absolutely no reason why you cannot run existing 5e adventures that way or to design your own adventures that way. As I noted above, milestone XP or even XP for gold pieces removes the need for the party to constantly fight. Discourage your players from writing a novel as a backstory before the first session and let everyone know that character death is to be expected up front. I also would note that the internet is full of stories of total party kills (TPK) in the Lost Mines of Phandelver (the intro adventure meant for players brand new to RPG or 5e or both). I ran that for my group that was 2/3 my original crew from Holmes basic and AD&D and they survived because they treated it like an OSR adventure. Even WoTC is producing adventures when encounters are not balanced to the party level in their 5e base set, so there is no reason why you cannot give players more agency and allow them to get themselves into more trouble than they can handle.

Running or Playing in an OSR Game

I will end this introductory discussion with a suggestion that might seem a little contradictory to the points I just made above. You can fully run an OSR style game using 5e, but I strongly suggest that you try playing in or running an adventure using one of the original or OSR rulesets. There is really no investment to do that but time as there are plenty of free and complete rules and adventures available.  I suggest this because it will help you to better understand what a more rules light game is like and how the older adventures were put together.

If you want to be like most of us that started after the original set came out, try B1 In Search of the Unknown or B2 Keep on the Borderlands. As of this writing they are about to be updated to 5e by Goodman Games, but they are available in their original form. I would try B2 over B1 but they both are a good introduction to OSR style play.

http://www.dmsguild.com/product/17081/B1-In-Search-of-the-Unknown-Basic

http://www.dmsguild.com/product/17158/B2-The-Keep-on-the-Borderlands-Basic

Both of the modules are $4.99 in PDF format and have the option of a printed copy as well.

If you want free rules to run them under, here are a few OSR suggestions (otherwise the Basic Cyclopedia linked above works fine). Both were originally published with 4 classes (fighting-man, cleric, magic user and thief) in the Holmes Basic set, so the original 3 booklets for D&D are a little behind the times. Thus Swords and Wizardry White Box is close but not complete.

Dark Dungeons (created when the Basic rules were hard to find and getting expensive due to collectors)

http://www.rpgnow.com/product/177410/Dark-Dungeons

Sword and Wizardry Core Rules (Complete is also available for free but has many more classes and this version has just the 4 classes and the races from when the modules first appeared).

https://www.froggodgames.com/swords-wizardry-core-rules

Basic Fantasy RPG – Rule book and adventures available for free from the website or in an inexpensive printed version

http://www.basicfantasy.org/

Printed version of Basic Fantasy rules

And a reprise of the second Basic Set (Basic/eXpert, often called B/X). I linked the text only free version, there is one for $4.99 with art as well.

http://www.drivethrurpg.com/product/220729/B-X-Essentials-Core-Rules–Plain-Text-Edition

The above is a good subset of OSR rules based on some of the original D&D rules. WoTC has been slowly but surely making their older rules available again, but they have not opened up the ability to publish new adventures using their old rules so the different rulesets that use existing Open Gaming Licenses have allowed many people to legally publish new material.

I know that this might not be entirely accurate in timing, but here are the two OSR rulesets that are generally credited to have started OSR.

S&W WhiteBox (Original D&D – the first three booklets from the boxed set only). Free PDF linked, there are printed versions as well. This product has spawned many others as it was set up as a sandbox for others to play with as long as proper credit was given.

http://www.lulu.com/shop/matthew-finch/swords-wizardry-whitebox-rulebook-pdf/ebook/product-14956259.html

OSRIC (AD&D, sometimes called 1e but not by me)

http://www.lulu.com/shop/stewart-marshall/osric-a5-pdf/ebook/product-20697767.html

And one final link, to a Youtube Channel run by Matt Finch (I used his primer above and he has been instrumental in writing OGL compliant rules from the beginning of the OSR). You can find videos of an old school D&D adventure he is running called Sword of Jordoba in the channel if you want an example of what he means to run a game under the older rules.

Uncle Matt’s D&D Studio

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Publisher’s Choice Quality Stock Art copyright Rick Hershey / Fat Goblin Games

www.fatgoblingames.com

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Note on affiliate links – this site uses affiliate links for several websites (One Book Shelf group and Amazon.com). There are not enough earnings from them to influence me, they don’t even come close to covering the cost of the website. I use them as a way to raise a small amount of money to cover some of the costs of my hobby.

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