Bill Roedy

And it takes a certain, oh, I don't know, empathy and set of experiences to manage a creative operation. So that was all a challenge and it didn't come overnight. I had to learn it. Now, Harvard Business School did help me on the business side. I had no idea what a logo was. I had no idea what a P&L was. I thought it was some... outdoor latrine or something. So I had to learn from scratch.

And it takes a certain, oh, I don't know, empathy and set of experiences to manage a creative operation. So that was all a challenge and it didn't come overnight. I had to learn it. Now, Harvard Business School did help me on the business side. I had no idea what a logo was. I had no idea what a P&L was. I thought it was some... outdoor latrine or something. So I had to learn from scratch.

And it takes a certain, oh, I don't know, empathy and set of experiences to manage a creative operation. So that was all a challenge and it didn't come overnight. I had to learn it. Now, Harvard Business School did help me on the business side. I had no idea what a logo was. I had no idea what a P&L was. I thought it was some... outdoor latrine or something. So I had to learn from scratch.

And that was a very important transition for me, that experience at Harvard Business School. Not even sure how I got in, but I got in. And it helped me there with the business principles match with my military discipline to go forward.

And that was a very important transition for me, that experience at Harvard Business School. Not even sure how I got in, but I got in. And it helped me there with the business principles match with my military discipline to go forward.

And that was a very important transition for me, that experience at Harvard Business School. Not even sure how I got in, but I got in. And it helped me there with the business principles match with my military discipline to go forward.

Well, that's very interesting because I guess I suppose I was the non-American American in that I didn't hire very many American employees, which irritated my colleagues back in the States immensely. But I wanted to truly reflect local cultures. And to do that, you had to hire local people, of course.

Well, that's very interesting because I guess I suppose I was the non-American American in that I didn't hire very many American employees, which irritated my colleagues back in the States immensely. But I wanted to truly reflect local cultures. And to do that, you had to hire local people, of course.

Well, that's very interesting because I guess I suppose I was the non-American American in that I didn't hire very many American employees, which irritated my colleagues back in the States immensely. But I wanted to truly reflect local cultures. And to do that, you had to hire local people, of course.

And I was so fanatic, and I shouldn't say I, it's we, because we became a team very quickly, growing from six to 15 to ultimately 6,000 people. We felt so strongly about reflecting local culture and truly respecting local culture. And at the time, that was a very unusual concept.

And I was so fanatic, and I shouldn't say I, it's we, because we became a team very quickly, growing from six to 15 to ultimately 6,000 people. We felt so strongly about reflecting local culture and truly respecting local culture. And at the time, that was a very unusual concept.

And I was so fanatic, and I shouldn't say I, it's we, because we became a team very quickly, growing from six to 15 to ultimately 6,000 people. We felt so strongly about reflecting local culture and truly respecting local culture. And at the time, that was a very unusual concept.

I like to say we were local before local was cool, because now you can't have a global business without, in some ways, having some sort of connection with local people. But local audiences or, you know, consumers... But in this case, it was not only early, so we were pioneers, but we changed our product. We actually changed our product. It was almost unrecognizable. We had Bollywood in India.

I like to say we were local before local was cool, because now you can't have a global business without, in some ways, having some sort of connection with local people. But local audiences or, you know, consumers... But in this case, it was not only early, so we were pioneers, but we changed our product. We actually changed our product. It was almost unrecognizable. We had Bollywood in India.

I like to say we were local before local was cool, because now you can't have a global business without, in some ways, having some sort of connection with local people. But local audiences or, you know, consumers... But in this case, it was not only early, so we were pioneers, but we changed our product. We actually changed our product. It was almost unrecognizable. We had Bollywood in India.

We had Dora from Nickelodeon with a burka. We had, you know, kitchen shows in Italy. So we changed our product depending on what the culture was. And that became a real smorgasbord of different creativity around the world. And, you know, we became a voice for young people. The rest is history, a cultural influence. And we use music, of course, as a vehicle for cultural exchange.

We had Dora from Nickelodeon with a burka. We had, you know, kitchen shows in Italy. So we changed our product depending on what the culture was. And that became a real smorgasbord of different creativity around the world. And, you know, we became a voice for young people. The rest is history, a cultural influence. And we use music, of course, as a vehicle for cultural exchange.

We had Dora from Nickelodeon with a burka. We had, you know, kitchen shows in Italy. So we changed our product depending on what the culture was. And that became a real smorgasbord of different creativity around the world. And, you know, we became a voice for young people. The rest is history, a cultural influence. And we use music, of course, as a vehicle for cultural exchange.

You know, I'm a big believer in taking advantage of the opportunity and that was an opportunity. So I first came over in late 88, but I really didn't start with MTV Europe until January of 89. And sure enough, countries started changing. Now, I like to say we played a role in it, but I never want to take ourselves too seriously at MTV. But for example...

You know, I'm a big believer in taking advantage of the opportunity and that was an opportunity. So I first came over in late 88, but I really didn't start with MTV Europe until January of 89. And sure enough, countries started changing. Now, I like to say we played a role in it, but I never want to take ourselves too seriously at MTV. But for example...