Finding my place in game development
by Daniel "opcode" Arnold · 03/26/2007 (12:36 am) · 4 comments
It's been more than a year since I've moved to Salt Lake City. Although my dream of owning an independent game studio closer than ever, my place in this dream is vastly different.
As a testament to the changes in game development over the years as well as my maturity (which isn't complete), I'm writing about the evolution of my expected duties in a game company.
At age 18, I decided that I wanted to become an independent game developer. Even though I planned to start out small, I thought I could do everything myself. I'd be the CEO, artist, writer, designer, developers (programming, music, sound, etc), producer, distributer (internet download). I believed that since I was young, I had plenty of years to learn all the aspects of game development and company management.
About a year later I had written my first game engine. Although it was very simple and horribly outdated by the time I had it working, I felt like I was really on to something. Now it was time to tackle business.
When I turned 21, I had some experience with startups. I gained a little understanding about how a software business works as well as funding sources. However, with my day job, wife and the tasks of everyday living I wasn't able to learn quite as much as I hoped. Here I was, just a programmer who knew a little about business. I finally realized that every discipline in game development was it's own full time job. Still, I wasn't deterred.
Age 22 came around without much change in my education of game development. Still programming on little games in my spare time, nothing really amounted to a successful game. On top of that, most of the projects I started were never finished. After seeing first hand the amount capital and human resources required to keep a small business software company alive, I realized in that I couldn't do it by myself. I became very depressed and felt powerless to do anything with games. It was now four years after I decided I wanted to make games and I wasn't any closer to my goal. Plus the whole idea became so complex I had lost sight of what it means to "make games". I wallowed in self pity for the next six months. The following year was the turning point for me and the start of my maturity.
Once I was finished feeling sorry for myself, I made it a point to define my goals and how to achieve them. I viewed the credits of my favorite games to gain an understanding of the scope of game development. Then, I researched articles and histories of many game development studios. I focused on who was making decisions for the company and the game. Since there are many business models, not every case fit my idea of an "Independent Game Developer". Certainly, whenever you take money from someone for an equity position, you lose some control. I soon realized that for most studios, the publishers were the ones who were really in control. For years I had known about John Carmack of Id Software, but now I began to understand his philosophy of being "Independent".
After this lengthy study I came up with my priorities. 1) Control of the game. 2) Control of the company. I now had the results for my target positions in a game company. I must be a board member with controlling interest and a product manager. It didn't sound very exciting at first, but I switched my focus from programming to business and product development.
It has been three years since that decision was made. My philosophy hasn't changed much since then. Currently, I own two companies. The first is a business software company with two partners. The second is a commercial property company with three partners. I still love programming, however, it is now just a hobby. Even though I still have much to learn, I am closer than ever. In my efforts to better understand the big picture of business (and ultimately, a business in game development), I'm now in the process of obtaining my securities licenses. Looking back now I can't believe how foolish I was to think I could do it all myself. However, I am glad for that initial naiveness because it put me on the path to obtaining my ultimate goal. I was just forced to make major course corrections along the way.
As a testament to the changes in game development over the years as well as my maturity (which isn't complete), I'm writing about the evolution of my expected duties in a game company.
At age 18, I decided that I wanted to become an independent game developer. Even though I planned to start out small, I thought I could do everything myself. I'd be the CEO, artist, writer, designer, developers (programming, music, sound, etc), producer, distributer (internet download). I believed that since I was young, I had plenty of years to learn all the aspects of game development and company management.
About a year later I had written my first game engine. Although it was very simple and horribly outdated by the time I had it working, I felt like I was really on to something. Now it was time to tackle business.
When I turned 21, I had some experience with startups. I gained a little understanding about how a software business works as well as funding sources. However, with my day job, wife and the tasks of everyday living I wasn't able to learn quite as much as I hoped. Here I was, just a programmer who knew a little about business. I finally realized that every discipline in game development was it's own full time job. Still, I wasn't deterred.
Age 22 came around without much change in my education of game development. Still programming on little games in my spare time, nothing really amounted to a successful game. On top of that, most of the projects I started were never finished. After seeing first hand the amount capital and human resources required to keep a small business software company alive, I realized in that I couldn't do it by myself. I became very depressed and felt powerless to do anything with games. It was now four years after I decided I wanted to make games and I wasn't any closer to my goal. Plus the whole idea became so complex I had lost sight of what it means to "make games". I wallowed in self pity for the next six months. The following year was the turning point for me and the start of my maturity.
Once I was finished feeling sorry for myself, I made it a point to define my goals and how to achieve them. I viewed the credits of my favorite games to gain an understanding of the scope of game development. Then, I researched articles and histories of many game development studios. I focused on who was making decisions for the company and the game. Since there are many business models, not every case fit my idea of an "Independent Game Developer". Certainly, whenever you take money from someone for an equity position, you lose some control. I soon realized that for most studios, the publishers were the ones who were really in control. For years I had known about John Carmack of Id Software, but now I began to understand his philosophy of being "Independent".
After this lengthy study I came up with my priorities. 1) Control of the game. 2) Control of the company. I now had the results for my target positions in a game company. I must be a board member with controlling interest and a product manager. It didn't sound very exciting at first, but I switched my focus from programming to business and product development.
It has been three years since that decision was made. My philosophy hasn't changed much since then. Currently, I own two companies. The first is a business software company with two partners. The second is a commercial property company with three partners. I still love programming, however, it is now just a hobby. Even though I still have much to learn, I am closer than ever. In my efforts to better understand the big picture of business (and ultimately, a business in game development), I'm now in the process of obtaining my securities licenses. Looking back now I can't believe how foolish I was to think I could do it all myself. However, I am glad for that initial naiveness because it put me on the path to obtaining my ultimate goal. I was just forced to make major course corrections along the way.
#2
I look at companies like Prarie Games which was one person doing business and one person doing development and I'd certainly call them a successful Indie with Minions of Mirth under their belt and the Torque MMOKit coming up.
1 person can do it, but you have to love more than the business to do it in game dev.
Good luck to you either way, your blog was an easy read and well written otherwise I wouldn't have made it this far ;)
03/26/2007 (8:36 am)
I'd have to agree with Phil on this one. It sounds sexy to own your own game development business and fun, but the people who are true Indie success stories exist because they eat, sleep, and breathe games. If you are in it for the business side of things, then I'd suggest other businesses as well.I look at companies like Prarie Games which was one person doing business and one person doing development and I'd certainly call them a successful Indie with Minions of Mirth under their belt and the Torque MMOKit coming up.
1 person can do it, but you have to love more than the business to do it in game dev.
Good luck to you either way, your blog was an easy read and well written otherwise I wouldn't have made it this far ;)
#3
The basis of the post is to state that an education in business is important for anyone who desires the following: On a full-time basis, direct the development of games for which you have ultimate control over the finished product and are paid through an economic model based on sales of produced games.
The way to independence is through the direction of the company. My experience has taught me that you must have the ability to direct the company in order to gain appropriate control to direct the product. Controlling a game company and directing game development has the same appeal, as both are required if your goals are such as stated above.
I doubt Carmack and his partners would be where they are today had they stayed at Softdisk, despite their abilities to code. They took the initiative to meet as a company and become serious about their games. Someone in their group had business sense, and I believe that was the driving point of their success. The world is full of good dedicated programmers, but what does it mean if none of them have the vision to pull resources together for a distinct purpose. Taking an idea and seeing it through to reality is the result when you decide to be an entrepreneur. I would also like to note that in various articles on John Carmack, he is introduced as "Director of Id Software".
I don't consider 14 hours a day of day job and personal programming as being a success. I know because I have lived it. It has taken me years to learn to work smarter, not harder. Through other business ventures I have been able to free myself from a day job. This has enabled me to work full-time at game development and fund it myself. Business is the means, not the end.
03/26/2007 (8:19 pm)
Phil and Johnathon, while I disagree, I do appreciate your feedback. In re-reading my post I would like to clarify a few points. This post wasn't meant to discourage those who want to write games by themselves. Nor was it to assume that my inability to produce a complex quality game by myself applies to others. Indeed, hats off to Prairie Games.The basis of the post is to state that an education in business is important for anyone who desires the following: On a full-time basis, direct the development of games for which you have ultimate control over the finished product and are paid through an economic model based on sales of produced games.
The way to independence is through the direction of the company. My experience has taught me that you must have the ability to direct the company in order to gain appropriate control to direct the product. Controlling a game company and directing game development has the same appeal, as both are required if your goals are such as stated above.
I doubt Carmack and his partners would be where they are today had they stayed at Softdisk, despite their abilities to code. They took the initiative to meet as a company and become serious about their games. Someone in their group had business sense, and I believe that was the driving point of their success. The world is full of good dedicated programmers, but what does it mean if none of them have the vision to pull resources together for a distinct purpose. Taking an idea and seeing it through to reality is the result when you decide to be an entrepreneur. I would also like to note that in various articles on John Carmack, he is introduced as "Director of Id Software".
I don't consider 14 hours a day of day job and personal programming as being a success. I know because I have lived it. It has taken me years to learn to work smarter, not harder. Through other business ventures I have been able to free myself from a day job. This has enabled me to work full-time at game development and fund it myself. Business is the means, not the end.
#4
05/02/2007 (4:10 pm)
Hi, I am 13 years old and I am interested in opening and operating a game studio. I was looking for information on game studios when I came across thispost. I was wondering if you could help me out and send me an email at dragornaught@aol.com to tell me what I need in education and how to get up to owning a business like you, thank you. 
Torque 3D Owner Phil Carlisle
Carmack is independant because he made great games, not because he was a business owner. He was independant minded but mostly it was because he was insanely productive.
All of the bigger independant firms mostly remain that way because they are productive NOT because they had some notions of business.
The fact that you have started in other businesses suggests to me that it is business that interests you and the games is a side issue, which leads me to suggest to you that you should forget the games business as it is a huge risk compared to other more stable businesses, which are risky in the first place.