Nilay Patel

The other thing that was really interesting about that conversation is you were just one year into the job, just about one year, and you were in the middle of reorganization of the company.

And you were about to sell E1, which you have now done.

It was actually one of my favorite episodes of the time because you talked a lot about reorganizing, restructuring a 100-year-old company.

Since then, you've completed that restructure.

I want to talk to you about how that's going and if there's any more changes to come.

You've also moved the company from Rhode Island to Boston.

I'm curious about that decision.

Let's just start at a very high level.

You're not the new CEO anymore.

You're just the CEO.

What is Hasbro to you today?

Can I ask you about that trend in particular?

I think

It's obvious to people who pay attention to toys.

It's maybe less obvious from the outside.

But the idea that toys are now a thing that adults buy and collect and play with and adults have a lot of money so the toys can get more expensive, that's pretty new in this industry.

It's not so new that it's like a surprise, but it's new in terms of how a company like Hasbro would conceive of itself.

What's the balance there?

Because I think there's a lot of criticism that while making this stuff for adults is really lucrative and you might lose sight on the kids who are the primary audience for the toys.

I'm curious about that shift broadly.