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<blockquote data-quote="NotAYakk" data-source="post: 8311526" data-attributes="member: 72555">The numbers also don't add up.A skilled hireling costs 60 gp/month (2 gp/day), an unskilled 6 gp/month.&nbsp; So the maintenance doesn't include the cost of the workers?&nbsp; That is awkward.Having &quot;number of unskilled&quot; and &quot;number of skilled&quot; workers is useful information.A measure of the current &quot;capital&quot; or &quot;assets&quot; stuff the business has is also useful.&nbsp; It can take damage instead of causing direct costs.The maintenance or supply costs is only somewhat useful.&nbsp; It does place somewhat of a &quot;floor&quot; on how bad a non-burnt-down building can be.Your crew of unskilled workers should have two numbers; quality and count.&nbsp; Each unskilled worker is 6 gp/month or 20 gp/quarter.Your stewards of skilled workers can have the same two numbers as well.&nbsp; Each skilled worker is 60 gp/month or 200 gp/quarter.Maintenance should include the cost of the workers.A &quot;damage&quot; stat that represents wear and tear on the capital might be good.A &quot;treasury&quot; of liquid assets or easy to sell goods might be a good stat to have.&nbsp; It acts differently than capital....The business should suffer wear and tear on the capital and generate an operating profit.Some ventures should be riskier, with more ups and downs.&nbsp; Call that risk.Crew: #, quality (proficiency?)Stewards: #, quality (proficiency?)quality is a secret fact the PCs do not have direct access to.Assets: value in 1000s of gp, damage (damage is semi-secret)Supply: 10s of gp per monthTreasury: measured in gpA ROI in the range of 2%/year with positive cash flow in the 12% range is reasonable.12% cash flow is 1% of assets/month.&nbsp; So each 1000 gp in assets you should earn +10 gp/month in cash flow and suffer 100 gp/year in &quot;damage&quot; to assets on average.A d20 roll seems ideal.&nbsp; This is D&amp;D.The DC could vary by business.&nbsp; Hmm.</blockquote>

[QUOTE="NotAYakk, post: 8311526, member: 72555"] The numbers also don't add up. A skilled hireling costs 60 gp/month (2 gp/day), an unskilled 6 gp/month. So the maintenance doesn't include the cost of the workers? That is awkward. Having "number of unskilled" and "number of skilled" workers is useful information. A measure of the current "capital" or "assets" stuff the business has is also useful. It can take damage instead of causing direct costs. The maintenance or supply costs is only somewhat useful. It does place somewhat of a "floor" on how bad a non-burnt-down building can be. Your crew of unskilled workers should have two numbers; quality and count. Each unskilled worker is 6 gp/month or 20 gp/quarter. Your stewards of skilled workers can have the same two numbers as well. Each skilled worker is 60 gp/month or 200 gp/quarter. Maintenance should include the cost of the workers. A "damage" stat that represents wear and tear on the capital might be good. A "treasury" of liquid assets or easy to sell goods might be a good stat to have. It acts differently than capital. ... The business should suffer wear and tear on the capital and generate an operating profit. Some ventures should be riskier, with more ups and downs. Call that risk. Crew: #, quality (proficiency?) Stewards: #, quality (proficiency?) quality is a secret fact the PCs do not have direct access to. Assets: value in 1000s of gp, damage (damage is semi-secret) Supply: 10s of gp per month Treasury: measured in gp A ROI in the range of 2%/year with positive cash flow in the 12% range is reasonable. 12% cash flow is 1% of assets/month. So each 1000 gp in assets you should earn +10 gp/month in cash flow and suffer 100 gp/year in "damage" to assets on average. A d20 roll seems ideal. This is D&D. The DC could vary by business. Hmm. [/QUOTE]

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