Luis Visoso: Yeah. The only thing I would say is while Jim didn’t say much, you can see in his tone kind of how excited he is. So you can take something away from that. So it’s very exciting.
Richard Davis: OK, next is Kash Rangan at Sachs Goldman
Kash Rangan: Hey, I don’t know if you can see me, Jim, but…
James Whitehurst: I can see your picture. I can’t see you. It’s good to hear from you. It’s been a while.
Kash Rangan: I know it’s been a while. It’s been a while. And I don’t know what is it that you use to keep your persona exactly unchanged in the past 50 years. You look exactly the same as you did when I first met you. I think it was 2008 when you took over.
James Whitehurst: A good filter on the camera.
Kash Rangan: I know that that definitely helps that I can see that. So clearly a lot to digest coming to the company. One is, what are the chances you would take the job permanently in the next six months or so? It’s a tough question, but or maybe it’s not a tough, it’s a very easy one. And secondly, you hinted at tighter integration and tighter synergies between the create and grow businesses. Can you expand a little bit more on that particular thought and where do we go with that increased synergy and how does it manifest itself?
James Whitehurst: Thank you so much. Yeah. So on the first question, I want to be respectful of the Board, the Board running a process. So, I think as they said, they want to run a process. And so I want to be careful about anything I say, because, if I say I’m a candidate, that kind of screws it up. If I say I’m not, that kind of mess up. So I’m just not saying anything on it. So sorry, Kash. I really just want to respect the Board, the process that they’re going through. So I hate to duck a question, but I’m going to duck that one because I’m not willing to answer. But I want to respect the Board, the process they’re going through. In terms of more tight integration, like, look, we have a lot of information about how games work and how engagement works.
So we start thinking broadly what we’re trying to do is help game developers maximize their success. And I know for some that’s just great art, but for others it’s making money. And that’s kind of where the monetization, the ad piece comes in. And we actually think with what we kind of understand about how people play games and the analytics that we already provide to some extent to developers who use our analytics products on how the engine works and how engagement works and how people are using games. We think if we can get a flywheel going with that to do a better job of helping them monetize their ad space. And obviously we profit from that. So we think there’s quite a bit there that we can continue to build on. And, we’re like literally early, early, early days in that with a long road map of things we’re excited about.
Kash Rangan: Awesome. Thank you so much. All the very best.
James Whitehurst: Thank you. It’s great to chat. Look forward to meeting you live again soon.
Kash Rangan: Likewise.
Richard Davis: Great. And Josh Tilton at Wolfe.
Joshua Tilton: Amazing. Can you guys hear me? Yeah. I got two, actually. My first one is, can you guys maybe give us a sense or a flavor for what is left to cut at the business? Since I know that we already did some layoffs previously. And maybe how do you like what gives you guys the confidence or how do you guys plan on maintaining that passion internally that you just talked about as you look to become a more leaner business?
James Whitehurst: Well, I’ll start there. I came from the airline business, so, very much, kind of focus on making sure that we’re kind of operationally optimized. Look, I actually feel like when you actually get efficient and effective and part of that is just building an operating model and organizational structure to support the core business that you’re in. You naturally get much more efficient doing that. And so while it is painful in the sense that we will have fewer people, I think the people will hear, will be very inspired by the mission. And what we’re going to do is all around kind of our mission and our values. And you get engaged as you see success and profitable and growing. I feel very, very good that, because we come out of this phase, people are going to be both inspired by what we’re doing and proud of the success that we’re able to generate.
Well, it’s just a it’s a different model to versus saying let’s spend a lot and hope revenue ultimately passes that and you make money. It’s a little bit more. Let’s get efficient, effective and optimize our business and then scale from there. And so, this I’ll call it a reset is a bit of that. Like, let’s get efficient, effective. Let’s build an operating model that fits the businesses we’re in. And then the businesses we’re in, luckily, have a lot of growth in them. And so we scale from there. So while it’s painful in the reset, I think very soon coming out of that, I think people will be able to see we’re better able to deliver against our core mission and we’re winning.
Luis Visoso: Yes. And on your first question, what I would say is, which was your memory, your question was, how do we keep on finding opportunities to optimize our cost structure? So I would say, number one, we’re making different portfolio choices. Right. And as you focus the portfolio, then obviously, as you exit businesses, you can continue to drive efficiencies there. Second thing we’re doing is we’ll continue to drive synergies between organizations with internally and drive efficiencies across the different teams, looking at spans and layers and levels and everything else. And last, we’re taking another very sharp look at G&A and how do we continue to drive G&A so that most of the dollars can drive the products that our customers love and would drive our revenue margins and cash. So that’s what we’re doing.
