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Erik: How is your creative toolbox changing?
Richard: Mostly it's the people in our teams. We just hired a fantastic creative director
called Dan Rubin who's American, half English, actually. I think his father is English. And
having really smart, really talented people in our design team and in fact, and through
all the teams, in our tech team as well, our product teams -- that's really exciting to
me is new people coming into the company with different skills and we've done different
things in the past and seeing how they approach products and opportunity. But to use Dan as
a great example, Dan actually was using our API to do a product called Instagoodies, which
was Instagram stickers that were made on Moo stickers that he would then fulfill to his
customers. So, he did a kind of mash-up with our product and he actually came in to talk
to us about, you know, doing some joint marketing or something or he wanted access to the API
or something else. And we said, "This guy is really cool. We should hire him," so we
did. But having more skills in the office, having more smart people focused on the problems
that we have that we're trying to solve and the ever increasing range of products that
we sell and opportunities in the market broadens the, I guess, broadens the canvas on which
we're, you know, executing and also increases the number of people and put in perspectives,
let's say, on some of those challenges. So, also technology is changing so, I guess, some
of the things that I'm excited about, and we talked about them before, is paper and
the future of paper. And if you strip back some layers about what Moo is about as a company,
we're fascinated by design and the role that it plays, but really we're about identity
and how you communicate your identity to someone else and your, you know, all the other things
that sit underneath that like your contact information and what you do and those kinds
of things. But it really is about who you are and what you're about. What is Erik? What
does that mean? And to date, we've been executing that in a medium of paper, that's our kind
of -- that's our core business, that's where our revenues and our profits come from. But
we recognize that there is an opportunity to go beyond that, to do something more meaningful,
maybe even disrupting our own business. So, the tools are changing. We've got more people
in the room. The product opportunity is broadening, it is dematerializing, it's disappearing,
the product may be a virtual one in the future. And what are the challenges that come with
that? How do we best arrange our business organizationally, conceptually to focus on
doing a great job at, A, figuring out what the opportunity is and, B, executing brilliantly
so that customers learn -- customers get an opportunity to experience the brand of Moo
and experience of Moo in something that is just, you know, bits not atoms. So, I think
that's quite scary, exciting and a new challenge for us.