Roger Lynch

So we always try to make sure that we are recruiting really high potential new journalists into the company, as well as the best external.

In terms of executives, other than Anna Wintour, every other executive has turned over since I joined the company, every single one.

And I did most of it immediately, and two reasons.

One, if you want to affect culture change, change people.

Change people that don't reflect the culture that you want to have.

And when I got to Conde Nast, I felt like this is not the culture.

There were great things about the culture.

you know, the focus on excellence, really, really deep at the company.

But there are other aspects of it, very internally competitive and political that I didn't like.

And I just decided, I want to create the culture of a company that I want to work in, so let me find people who think similarly about the importance of culture.

And then secondly, because we were going from, like in the US that had its own CEO as a separate company from the rest of the world, it was very focused on the US market.

I wanted people who had much more global perspective and global experience.

And so the skill set I wanted to be broader than what the company had traditionally had.

If you think about it from an advertiser perspective, the reason advertisers have always come to Conde Nast is the influence that we have with audiences.

Whether it's fashion or travel or home, it's the influence that we have.

You know, that was very, very true in the print era.

It's very true today.

But they also have many more avenues to reach audiences than they used to.

So for us, when we look at commerce, we think,

That ability to influence audiences certainly exists even more than before because of how much larger our reach is.