Roger Lynch

Yeah, I mean, you know, when I first joined, I spent a lot of time talking to those companies to try to understand how they were organized, because one of the things I had to figure out is what I wanted to do with the way we were structured, because we were structured very differently.

We were really a loose collection of companies all around the world.

Every country operated entirely independently from every other country.

Oh, my God, it was crazy.

There was no technology collaboration.

There was no, they competed.

Literally.

I remember literally three weeks into the job, I start traveling.

I go to Milan.

I'm trying to visit all the different offices.

I get a call from my assistant, like, some of the team in Milan is upset you're not visiting.

I'm like, I'm in the office.

I'm here visiting them.

I found out we had seven offices.

Condé Nast US had an office there, Condé Nast Russia had an office, Condé Nast France had an office, all in Milan, all different offices.

Because of course they couldn't be in the same office because they were competitors.

So a lot of changes to make in that model.

But look, actually,

It was a great strategy when the company was a print publication business.

It worked, by definition.