My other stuff
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It's fair to say that every aspiring game developer just needs someone to give them a chance. As irony (and luck) would have it, my first crack at it was the other way around. The result? An opportunity to help build one of the greatest franchises ever made.
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Client
Key Responsibilities
I first got asked to come work for Visual Concepts by president Greg Thomas about two weeks after I started at gaming entertainment portal IGN.com. Despite getting in to gaming journalism in the hopes of an offer of this ilk, I couldn't just leave my new employer high and dry after committing to help launch IGN Dreamcast, so I ended up turning him down. It took nearly a year for me to finally admit my heart was in game development, and Greg was kind enough to, as he put it, be "a little late to the party," offering me the opportunity to join the NFL2K team, which turned out to be one of the most incredible work experiences of my career.
I came in mid-cycle on NFL 2K2, the third release in the series, and ended up aiding on the development of four separate iterations of what is still widely regarded as the best sports franchise of all time. It was a small, tight-knit team full of immensely passionate, talented developers who were always willing to take chances on new ideas - no matter how insane they may have seemed at the time. This resulted in a host of opportunities to innovate, and really made the long march to release worth the extra effort.
Sports game development teams didn't really have a traditional split between design and production so, that meant we ended up responsible for everything from feature proposals to scheduling the team to implementing and tuning the nuts and bolts of our assigned features.
That meant that I had the opportunity to do things like propose and revise schedules, author game manuals, attend marketing meetings, conduct media interviews, and more in addition to traditional game design duties. Thanks to sticking around for 3 more sequels, the design side of the role was equally fulfilling as I got to do things like create one of gaming's first achievement systems, write voice over dialog, and establish rules and incentives to avoid online cheating.
But my favorite task?
Franchise mode!
When I joined the team, 2K had yet to move beyond a basic Season mode, and I got tasked to flesh out a best-in-class Franchise mode that would serve as an appropriate compliment to our award-winning gameplay while helping us compete with the likes of Sony and EA Sports in the depth department. It took a couple years and a ton of effort from a host of amazing folks, but after adding over 500 menus worth of team management features and in-game presentation elements, we eventually got recognized by the might Game Informer as the best Franchise mode in the biz, whose depth and authenticity was widely likened to a stand-alone sports RPG.
Now that's what I call taking it to the house.
I wrote thousands of lines of dialog for the 2K series, but my unquestioned favorite had to be when in-game color commentary legend Peter O'Keefe reminded everyone of one life's cold, hard facts:
"You can't coach that!"
What started as a bit of a joke due to a bug that led to accidental repetition ultimately became a feature when we decided to make it Pete's catch phrase, but also reminds me of the the #1 takeaway from my time at Visual Concepts, and that is that you have to learn some things the hard way.
I say this because I can still remember when we the production team was asked to put together a comprehensive feature set for the ultimate football game while working on NFL 2K3. We brainstormed, we struggled, and I'm pretty sure 13-inch TVs were occasionally used as projectiles as we argued what should make the cut before our big presentation. It was a crazy, gut-wrenching process but when we finally come to a consensus, we were sure we had crushed it.
The result?
"This is incredible! Everything looks great. Fantastic job, guys....now cut 75% of it by EOW."
Needless to say, it was devastating.
But, after a few minutes of our collective face resembling a kid who just dropped their ice cream cone, we picked ourselves up and rallied around the task, and the lessons learned here proved invaluable. By working closely with art and engineering to understand what made our original goal so laughable, we were able to adjust our entire approach to the cut process and the resulting final schedule.
Ultimately, we managed to fit over half of our original goals into the final product but, more importantly, it also taught us countless lessons about cross-departmental feedback, leveraging scalable design to enhance agile development methodologies, and the importance of realistic scheduling that starts with responsible designs. That, and it really brought that core group of developers together moving forward, allowing us to make some incredible products.
I guess cuts aren't so bad, after all.
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