I've been working in the construction industry for more than 20 years now. It's a traditional sector, very much male-dominated. But that has never deterred me from it. I also went to engineering school, and the majority of the students were male (I think less than 15% were female).

I'm using an outdated binary classification here, I know. If women are considered a minority in construction, wait until you look at non-binary gender data. It's bad.

What inspired me to write about this was a meeting I attended the other day at my company. It was a senior management meetup between my company and a major subtrade we frequently do business with. It was basically for introductions and discussions on future opportunities. I entered the boardroom, and after I introduced myself to everybody and everyone had arrived, I looked around and realized I was the only woman in there!

There were 18 people in total in that room, giving us a 5.5% diversity representation.

I'm not saying there are no women in my company. There are! In my department, there are 17 of us in total, of which 6 are women, so about 35%. I've heard that women make up close to 15% of the total construction workforce across Canada. That's low!

My company is not the worst out there. We have inclusive diversity groups and initiatives, with regular webinars, events, and celebrations (like Pride Month, the Indigenous Employee Circle, and Black History Month, among others) to foster an inclusive workplace.

But I am always surprised when I look at the senior leadership and find it hard to spot a woman.

Anyway, this is a bit of a rant, I guess.

I don't exactly feel excluded, but... do I?

I don't have experience with how other industries are doing in terms of diversity in senior roles and high-level management (or anywhere else, to be honest). But I think we still have a long way to go!

Post 07 of #Blaugust #NoisyMusings #diversity

This is an update to the petition that was posted here:

https://www.change.org/p/demand-forensic-audit-and-transparency-for-kwantlen-student-association/u/35151837

---

When this petition was launched in October 2025, we called for something very specific: an independent forensic audit of the Kwantlen Student Association and greater accountability for the millions of dollars in mandatory fees collected from KPU students.

That demand is no longer hypothetical.

On March 13, 2026, the B.C. Minister of Finance formally launched an investigation into the Kwantlen Student Association under the Societies Act. The investigation is intended to determine whether there has been misuse of funds or other problematic conduct. While it is underway, a ministerial order prohibits the KSA from disposing of, dealing with, or diminishing the value of its assets except as authorized by the order, while permitting reasonable spending on proper operational expenses.

Then, in May, another major development occurred: Finance Minister Brenda Bailey confirmed that PricewaterhouseCoopers (PwC) would conduct the forensic audit, with PwC's forensic services team appointed to lead the investigation.

This represents a major step toward the accountability this petition has been calling for.

But an investigation is not a finding of wrongdoing. Allegations remain allegations unless and until the investigation establishes otherwise. What matters now is that these questions are finally being examined independently.

And the work is not finished.

This petition was never solely about discovering what happened at one student association. From the beginning, it also raised a larger structural question: what safeguards should exist when organizations collecting millions of dollars in compulsory student fees fail to govern themselves effectively?

Our petition therefore called not only for a forensic audit of the KSA, but also for stronger transparency and accountability requirements for student unions under B.C.'s legislative framework.

Following the announcement of the provincial investigation, the British Columbia Federation of Students (BCFS) issued a statement supporting the investigation but arguing that situations involving alleged financial mismanagement such as this are “extremely rare in British Columbia.” The BCFS emphasized the democratic processes and financial safeguards that exist within most student unions and argued that government intervention should remain rare.

We agree on an important point: students' unions perform valuable work, and it would be wrong to suggest that every students' union is poorly governed or financially mismanaged.

But it would be equally wrong to treat the problems at the KSA as though serious failures of student-union governance are without precedent.

The KSA is not an isolated Canadian example.

Ryerson University / Toronto Metropolitan University

At Toronto Metropolitan University — formerly Ryerson University — the student union has experienced serious financial controversies on more than one occasion.

In 2019, the university's independent student newspaper, The Eyeopener, obtained financial statements showing substantial expenditures on Ryerson Students' Union credit cards. A student-union director said the statements totalled approximately $250,000, with reported purchases including nightclubs, entertainment venues, Airbnb, clothing and other expenditures.

The controversy became serious enough that Ryerson requested that the student union undertake a forensic audit. The union subsequently retained PwC to conduct a financial review into allegations of financial mismanagement and later filed a police report. No systemic change occured.

Yet the problems did not end there.

In 2023, the renamed Toronto Metropolitan Students' Union filed a $900,000 lawsuit against five former executives from the 2021-22 academic year. The lawsuit alleged fraud, financial mismanagement, breach of fiduciary duty, breach of contract and civil conspiracy, claiming approximately $250,000 in financial losses. Among the allegations were nearly $75,000 withdrawn for Toronto Raptors tickets, payments to third-party vendors without board approval and numerous transactions allegedly lacking appropriate documentation or justification.

Those allegations have not been proven in court.

There is also a noteworthy connection to Kwantlen: current KSA Executive Director Timothii Ragavan is himself a Ryerson alumnus, having graduated from the university with a bachelor's degree in business/managerial economics. There is no suggestion that Ragavan had any involvement whatsoever in the Ryerson Students' Union controversies; the point is simply that the problems now being debated at Kwantlen are not unique to one institution or one student-union environment.

University of Regina

More recently, serious financial and governance concerns emerged at the University of Regina Students' Union (URSU).

After reviewing URSU's 2024 audited financial statements, the University of Regina raised significant concerns about the organization's financial position. The university said it attempted to work with URSU leadership and offered financial and governance assistance, but that recommended steps were not taken.

The university ultimately stated that it had “lost confidence in URSU's ability to serve and represent the University's students” and terminated the agreement under which it collected student-union fees on URSU's behalf, effective August 31, 2025.

Reporting on URSU's finances indicated that its 2024 financial statements showed a $1.25-million deficit, while separate legal disputes involved allegations that hundreds of thousands of dollars in student fees collected for campus organizations had been withheld.

The situation escalated further in September 2025, when the Regina Police Service confirmed that URSU was under investigation regarding the possible misappropriation of funds.

And this is not unprecedented in British Columbia We do not even need to leave British Columbia to find another example.

In 2017, the UBC Students' Union Okanagan (UBCSUO) dismissed its general manager and began an external accounting review after two consecutive annual deficits exceeding $300,000.

Reporting by The Ubyssey had previously uncovered evidence of financial mismanagement and potential conflicts of interest. The deficits were particularly significant because the union's own bylaws prohibited it from operating at a deficit, and the union had an annual budget of approximately $1.4 million.

These organizations are independent of one another. Their circumstances are different, the allegations involved are different, and it would be irresponsible to suggest that every students' union suffers from the same problems.

But when similar governance failures repeatedly emerge at independent student unions in different provinces, at different universities and under different leadership, we should at least be willing to ask whether the problem is entirely individual — or whether there is also a structural weakness in the system intended to prevent and address these failures.

That distinction matters.

The argument for stronger oversight does not depend on proving that most student unions are mismanaged. Regulation exists precisely for the circumstances in which ordinary internal controls fail. As they have, time and time again. 

Students' unions can administer millions of dollars collected through compulsory student fees. They are independent organizations with their own elected leadership, bylaws and internal accountability mechanisms. But when these lax and easily-manipulated mechanisms fail, the examples above demonstrate how serious a situation can become before an external institution, court, police service or provincial government becomes involved.

That is why this campaign has always been about more than the particular individuals currently running the KSA. The issues have been systemic for decades.

Independent financial oversight, accessible financial information, enforceable conflict-of-interest requirements, meaningful consequences for breaches of fiduciary obligations, and effective mechanisms for intervention when internal governance fails do not undermine well-run students' unions.

They protect them.

They protect students from misuse of compulsory fees, and they protect responsible students' unions from having public confidence in the entire sector damaged by organizations that fail to meet those standards.

The question is therefore not whether every students' union is mismanaged.

Clearly, they are not.

The question is whether the regulatory framework is strong enough when one is.

And that brings us back to Kwantlen.

The forensic audit we asked for is now underway. But the next questions are just as important:

1. What will PwC find?

2. Will the findings be made public?

3. What corrective action will follow if wrongdoing or governance failures are identified?

4. And, perhaps most importantly, will the Province use what it learns to consider reforms that could prevent another student association from reaching the point where extraordinary government intervention becomes necessary?

To Everyone Involved, Thank You.

To everyone who signed this petition, shared it, spoke publicly, contacted government officials, reported concerns, or simply refused to accept that compulsory student fees should be collected without meaningful accountability: thank you.

This investigation is an important milestone.

But accountability does not end when an audit begins.

Now we need transparency about what it finds... and meaningful reform from whatever lessons emerge.

Mi semana administra mi atención

El sistema semanal de dirección no existe para llenar mi calendario ni para crear reuniones alrededor de cada tema importante.

Su función es asegurar que, durante una semana normal, mi atención esté distribuida entre las responsabilidades que corresponden a mi nivel de Dirección.

Antes de definir reuniones, días u horarios, necesito entender las cadencias que ya existen en la organización, qué información circula, qué decisiones se toman en cada espacio y dónde existen vacíos reales de coordinación.

Mi objetivo no debe ser imponer un sistema nuevo sobre el existente.

Debo primero comprenderlo y luego complementar, simplificar o corregir donde sea necesario.

Mi sistema semanal no administra solamente mi equipo. Administra mi atención.

---

1. Las siete dimensiones de mi atención

Una semana equilibrada debería contener, en distinta proporción, atención sobre siete dimensiones.

Dirección del equipo

Necesito asegurar claridad sobre prioridades, resultados, riesgos, decisiones y compromisos de mi equipo directo.

Mi función no es conocer todas sus tareas, sino asegurar que cada líder esté conduciendo correctamente su ámbito de responsabilidad y que los asuntos que requieren Dirección sean visibles a tiempo.

Aquí pueden entrar posteriormente:

• reunión de equipo;
• revisión de prioridades;
• seguimiento por excepción;
• compromisos;
• decisiones pendientes.

La cadencia concreta se definirá después de conocer cómo trabaja actualmente el equipo.

---

Alineamiento hacia arriba

Necesito mantener alineamiento con la Vicepresidencia de Postventa.

Esto implica comprender sus prioridades y mantenerlo informado sobre aquello que necesita conocer para dirigir correctamente el negocio.

La comunicación hacia arriba debe concentrarse principalmente en:

• resultados relevantes;
• riesgos;
• decisiones que requieren su intervención;
• cambios importantes;
• asuntos organizacionales;
• oportunidades;
• temas que podrían escalar.

Mi jefe no necesita conocer cada detalle de mi gestión, pero tampoco debería recibir sorpresas importantes sobre asuntos que ya estaban bajo mi responsabilidad.

Escalar no significa trasladar el problema. Significa entregar contexto, alternativas y una recomendación.

---

Coordinación lateral

Una parte importante de mis resultados dependerá de áreas que no me reportan directamente.

Servicio será una relación especialmente importante, pero también podrán existir dependencias con Finanzas, Comercial, Mercadeo, Compras, Logística, Tecnología, Recursos Humanos y otras funciones.

Mi responsabilidad es identificar qué interdependencias necesitan mecanismos permanentes de coordinación y cuáles pueden manejarse solamente cuando aparece un asunto concreto.

No debo crear reuniones únicamente porque dos áreas estén relacionadas.

Una cadencia estable debe existir cuando la coordinación frecuente realmente mejora decisiones o resultados.

---

Contacto con el negocio

No debo dirigir la región únicamente desde reportes, tableros y reuniones internas.

Necesito mantener contacto directo con la realidad del negocio.

Esto puede incluir:

• países;
• sucursales;
• operaciones;
• talleres;
• clientes;
• fabricantes;
• proveedores;
• socios comerciales.

El propósito no es sustituir a los responsables locales.

Es conservar suficiente exposición directa para comprender el mercado, detectar patrones, contrastar la información que recibo y mantener criterio propio sobre lo que está ocurriendo.

Un Director Regional no debe conocer el negocio únicamente a través de presentaciones.

---

Trabajo estratégico

La operación genera suficiente presión como para consumir toda la agenda si se lo permito.

Por eso necesito proteger atención para temas cuyo resultado no necesariamente aparece en la semana actual:

• estrategia;
• rentabilidad;
• inventario;
• modelos comerciales;
• procesos;
• regionalización;
• tecnología;
• datos;
• transformación;
• capacidades futuras.

Estos asuntos deben tener espacio propio y no depender únicamente del tiempo que quede libre después de atender lo urgente.

---

Desarrollo de líderes

Una parte de mi agenda debe estar dedicada a mejorar la capacidad de quienes dirigen conmigo.

Aquí entran:

• conversaciones uno a uno;
• feedback;
• acompañamiento;
• desarrollo de criterio;
• desempeño;
• delegación;
• sucesión;
• conversaciones difíciles;
• crecimiento profesional.

El seguimiento de tareas no sustituye el desarrollo de personas.

Una organización más capaz reduce progresivamente la necesidad de intervención del Director.

---

Pensamiento

Pensar forma parte del trabajo.

Necesito espacios donde pueda detener la ejecución inmediata y analizar:

• qué está cambiando;
• qué patrones estoy observando;
• qué decisiones requieren mayor profundidad;
• dónde estoy utilizando mal mi tiempo;
• qué problemas se repiten;
• qué podría convertirse en un estándar regional;
• qué riesgos todavía no son urgentes, pero podrían serlo.

Si toda mi semana está fragmentada en reuniones, termino respondiendo a la agenda de otros y pierdo capacidad de dirigir con perspectiva.

---

2. Dirigir en cuatro direcciones

Mi agenda debe recordarme que la Dirección Regional ocurre simultáneamente en cuatro direcciones.

Hacia abajo

Desarrollar y dirigir a mi equipo.

Hacia arriba

Mantener alineamiento con mi jefe y con las prioridades de la organización.

Hacia los lados

Coordinar con otros líderes y funciones de las que dependen los resultados.

Hacia afuera

Mantener conexión con países, clientes, fabricantes, proveedores y mercado.

Una semana dedicada exclusivamente a cualquiera de estas direcciones termina generando desequilibrio.

El sistema semanal debe ayudarme a reconocer cuándo una dimensión está absorbiendo demasiada atención.

---

3. La frecuencia debe responder a la necesidad

No todo lo importante necesita una reunión semanal.

La frecuencia de seguimiento debe depender de:

• velocidad con la que cambia el tema;
• nivel de riesgo;
• cantidad de dependencias;
• necesidad de decisiones;
• madurez del responsable;
• relevancia estratégica.

Un asunto estable puede necesitar revisión mensual.

Un proyecto crítico puede requerir seguimiento semanal.

Una crisis puede necesitar coordinación diaria durante un período limitado.

La cadencia debe adaptarse al trabajo y no al revés.

La frecuencia de una reunión no demuestra la importancia del tema. Debe responder a la necesidad de coordinación.

---

4. Primero entender, después diseñar

Al incorporarme debo evitar crear inmediatamente una arquitectura completa de reuniones.

Primero necesito observar:

• qué reuniones ya existen;
• quién participa;
• qué propósito tienen;
• qué información se revisa;
• qué decisiones producen;
• qué se duplica;
• qué falta;
• qué reuniones agregan valor;
• cuáles existen solamente por costumbre.

Durante las primeras semanas debo aprender el sistema antes de modificarlo.

Después podré decidir qué mantener, eliminar, combinar o crear.

---

5. Toda reunión debe justificar su existencia

Cuando evalúe una reunión recurrente debo preguntarme:

¿Qué problema de coordinación resuelve este espacio?

Una reunión debería producir al menos uno de estos resultados:

• claridad;
• decisión;
• coordinación;
• resolución de bloqueos;
• aprendizaje;
• desarrollo.

Si consiste principalmente en transmitir información que podría consultarse previamente, debo cuestionar si la reunión es necesaria.

La información puede ser asincrónica.

La conversación debe utilizarse para aquello que necesita interacción.

---

6. La semana debe proteger distintos horizontes

No todos los temas tienen el mismo horizonte.

Una semana saludable debe contener atención sobre:

Hoy

Problemas y decisiones que afectan la operación inmediata.

Próximas semanas

Compromisos, proyectos, riesgos e iniciativas en ejecución.

Próximos meses

Cambios, capacidades y decisiones estructurales.

Futuro

Estrategia, transformación y evolución de la organización.

Si toda mi agenda pertenece a “hoy”, probablemente estoy administrando urgencias más que dirigiendo.

---

7. Mi calendario como señal de diagnóstico

El calendario puede mostrarme rápidamente cómo estoy ejerciendo el puesto.

Debo revisar periódicamente:

• cuánto tiempo consume la operación;
• cuánto dedico al equipo;
• cuánto dedico a otras áreas;
• cuánto contacto tengo con el mercado;
• cuánto espacio existe para estrategia;
• cuánto tiempo dedico al desarrollo;
• cuánto tiempo realmente tengo para pensar.

No necesito buscar una distribución perfecta.

Necesito detectar desequilibrios persistentes.

Mi agenda revela mis prioridades reales mejor que mis intenciones.

---

8. Lo que todavía no debo definir

Hasta conocer la organización, este sistema no debe fijar todavía:

• qué día ocurre cada reunión;
• cuántas reuniones semanales existen;
• duración exacta;
• frecuencia definitiva de los 1:1;
• reuniones específicas con Servicio;
• cadencia con Vicepresidencia;
• frecuencia con fabricantes;
• estructura de comités;
• herramientas o tableros obligatorios.

Estas decisiones deben tomarse después de comprender la dinámica actual.

El sistema debe darme primero un criterio para observar.

---

9. Pregunta de control semanal

Al revisar mi agenda debo preguntarme:

¿Esta semana estoy dedicando mi atención a aquello que solamente Dirección puede aportar?

Y además:

• ¿Estoy demasiado dentro de la operación?
• ¿Hay alguien importante con quien no estoy hablando?
• ¿Estoy evitando alguna decisión?
• ¿Estoy dedicando suficiente tiempo al futuro?
• ¿Estoy desarrollando líderes o solamente resolviendo problemas?
• ¿Estoy viendo directamente el negocio o solamente recibiendo información?
• ¿Tengo espacio para pensar?

El propósito del sistema semanal no es lograr una semana perfectamente ordenada.

Es evitar que la urgencia decida permanentemente dónde pongo mi atención.

In Summary: * Well, well. I've found another MLB game to keep me company during this Monday evening. The Baltimore Orioles are playing the Tampa Bay Rays in St. Pete and the game is just about ready to start.

In other news, as it's Monday I did get half my weekly laundry done. Time was restricted this morning as I had a business meeting at my bank to prepare for and attend. Meeting went well, btw, and I'll finish the other half of my laundry tomorrow.

Now, I've got the Rays / O's game to get to. I expect it to end at a perfect time for me to get to bed.

Prayers, etc.: * I have a daily prayer regimen I try to follow throughout the day from early morning, as soon as I roll out of bed, until head hits pillow at night.

Health Metrics: * bw= 229.94 lbs. * bp= 152/86 (63)

Exercise: * morning stretches, balance exercises, kegel pelvic floor exercises, half squats, calf raises, wall push-ups, BP breathing exercises, pilates

Diet: * 05:40 – 1 banana, 1 peanut butter sandwich * 09:30 – sweet potato with butter, two boiled eggs * 14:00 – garden salad * 15:40 – dish of ice cream

Activities, Chores, etc.: * 04:00 – wake * 04:50 – bank accounts activity monitored. * 05:15 – read, write, pray, follow news reports from various sources, surf the socials, nap * 08:00 – start a load of laundry * 10:30 – listening to relaxing music while folding laundry * 11:15 – go to the bank, took care of business * 13:10 – listening to the Cardinals / Reds MLB game * 15:25 – and the Cardinals win, 2 to 1. * 17:10 – now listening to the Orioles / Rays MLB game.

Chess: * 08:30 – moved in all pending CC games.

Adventurers

Character	Race	Class	Description
Ainsley	Human	Ranger level 1	An older gentleman with a groomed moustache and a wooden pipe in his mouth, covered in dark green cloak.
Alaric	Human	Paladin level 4	Big, doe eyed country boy with wavy blond hair and willingness to do the right thing. Paladin of Tyr.
Aurella	Elf	Fighter level 1 / magic-user level 1	Exiled and chased out of her tree commune, she now wanders the Wilderlands.
Balarus	Human	Fighter level 4	An ex-woodsman, quite a crack shot with his bow.
Ignaeus	Elf	Fighter level 4 / magic-user level 5	An arrogant and self-assured sellsword wandering Wilderlands to prove he can best anyone.
Kenso San	Human	Fighter level 2	An arrogant and self-assured sellsword wandering Wilderlands to prove he can best anyone.
Wilbalt Abendeurer	Human	Fighter level 3	A burly blonde barbarian; Warmund's younger brother and a better swordsman of the two.

Thawmist 16th, Airday

Head of the pale undead recoiled as Ignaeus hit it with his magic arrow. It screamed it in anguish as Alaric stabbed it with his magical weapon repeatedly. Copper coins covering its chest exploded about the room as Balarus had chopped it in half with his magical battle axe.

The combat was over before it had even begun proper. Ainsley and Balarus made a brief introduction—the latter was a familiar face, having adventured with the company a year ago. The former was new to the region, and was learning fast by hiding in the corner.

Scouring the chamber produced nothing but several hundred copper pieces, meticulously collected by wounded Aurella, and a wicked looking broadsword resting by the lower half of the severed dead.

Its dragon-head pommel beckoned adventurers.

Ignaeus inspected it closely. Then he reached out and paused to feel any evil. Having felt none, he pulled out the blade. It was smooth and sharp. A fine blade, and a good replacement for his Volmorin's Blade that had been a stump for long time.

Adventurers, now counting nine in numbers, continued their exploration of the tumulus. After spending half an hour on deciding if the should go down the wet, earthy tunnel, or beyond the portcullis in the stony portion of the complex, that is.

They found their way out of the secret chamber, back into the chamber filled with foul foodstuffs, and then beyond the portcullis. Balarus, an immensely strong man, lifted the grates nearly on his own. Ainsley and Ignaeus assisted him, making this a truly effortless task.

“How should we jam them?”

“Anyone has a ten foot pole?”

“What about those crates?”

“Nah, they are soggy!”

Alaric resolved this impasse by walking into the chamber and pointing at the winch which operates the grates. They set it right, and the passageway remained open indeed.

Exploration continued. T-shaped junction splitting right and left. The latter bent right, the former led to another chamber. Thus, they had chosen left. Empty, nothing. Left through the archway, then right, left again and down the long corridor, past the doors that lead back into the foul chamber.

Then right, and right again, now facing a long, long corridor. Two doors on the right, one at thirty feet, another at eighty. Mid-way, on the left side, twenty feet wide double doors, arched and with a motif of young men ascending and becoming strong, with the strongest sitting on a wooden throne. The portal was mortared shut.

“Psshhh...”

Listening on the first doors to the right confirmed something was amiss. Animalistic grunts and squeals could be heard.

“We killed some goblins earlier...”

“Probably more...”

Balarus opened the doors with easer that parallels only Thorinda's.

Sixteen goblins inside the chamber were not surprised.

Neither were the adventurers.

Ignaeus and Balarus led the charge, each slaying four with ease and grace of heroes. Aurella, despite her wounds, slipped into the large chamber, and shot one goblin down. Kenso killed one too.

Wilbalt charged right behind Ignaeus.

As he had arrived, the elf turned around, foam dripping from his mouth. His eyes were completely bloodshot. Elf swung at the swordsman, but his blows failed to connect. Kenso smacked Ignaeus with the blunt side of his sword.

Strongman Balarus grappled Ignaeus. His iron grip was all for naught as the elf used his own strength against him, throwing him down to the ground. Balarus stood up, but dazed and stunned. Kenso hit Ignaeus once more, and the elf reciprocated by stabbing him through the gut. This, once arrogant Karakan, had be humbled once more, as it all went to black.

As this desperate skirmish unfolded, Alaric and Ainsley mopped up rest of the goblins. Then the paladin joined. He was promptly roped by Ainsley's improvised lasso. Seeing that Ignaeus is out of control, the paladin hit him hard, for real. He hit him again, nearly killing him. Then Wilbalt took the elf down with a might strike to the head.

They tied him tight.

Frisking the many corpses produced a hundred or so silver pieces. Aurella the Coin Collector had collected them all. Wilbalt took the locked wooden chest, reasoning that it would be safer to open it back in Ironburg. There were also seven pickaxes, four hammers, and three shovels. Most were left behind.

“It's time to leave!”

Resisting the urge to open one more doors, adventurers picked up tied Ignaeus, and messed up Kenso, and exited the tumulus. It was a starry night. Emboldened with the fact they have a ranger in their party now, they decided to follow the river and march during night.

After all, Ironburg was just two leagues away.

What could possibly go wrong?

Within an hour they ran into three elves that questioned Aurella about who she is, why is another elf all tied up, and what is going on. They were tremendously confused by Aurella's insistence on going to Ironburg, a backwater human excuse for a settlement. They were gone by the time she had returned with new questions form the party.

Once back, they put Ignaeus in their cellar and waited for the next day. Then they took him to the Old Crus's tower, where Ambros was hiding away. Lama of Aniu was perplexed. He cast remove curse and nothing had happened. He cast detect evil and nothing had happened.

They ungagged the elf, only to be met with growls and hisses.

“WHAT IS THIS PANDEMONIUM!” Crus croaked as he walked down the stairs “NO VISITORS! HOW MANY TIMES DO I HAVE TO REPEAT THAT!” he yelled and bickered as he took a step at a time. The man was slower than the passage of time.

“Oh mighty and wise Crus! I throw myself in your service if you can heal my dearest friend! He is stricken with such a great rage and we do not know what to do! We will pay you! I will wash the floors! Oh, help us!” It was reported Ambros said something along such lines.

Whatever the he might have said, Old Crus was stopped dead in his tracks. He looked at the cleric intently; eyes wide open.

“Oh, I have driven out the wrong one! Woe; me!” he cried out, exasperated, smacking his own forehead. “Are you not a high priest?! Is that not an evil object?! What do high priests do with evil?! They dispel it!” Old Crus turned around and went back up, swearing profusely.

Ambros cast Dispel Evil on the sword and it fell out of Ignaeus's hand. The elf fell asleep. Alaric wrapped the sword. Then he went to the baron and informed him of the expedition.

Others sat down and began planning a supply run to New Hara.

“One plate mail. Two chain shirts. Two shields. Ten leather armours. Ten spears. Five glaives. Ten slings. Ten short bows. Two hundred arrows. One broadsword. One bastard sword. Five shortswords. Two hundred and fifty feet of hemp rope. Two crowbars. Five backpacks. Ten large canvas sacks. Ten dried rations.”

“Oil! Don't forget military oil! Gallons of military oil!”

Discuss at Dragonsfoot forum.

#Wilderlands #SessionReport