Over the next month or so, a lot will change here.
A lot's already changed, actually, though most of it wouldn't have been visible.
None of it'll have to do with personnel, beyond some individual assignments that might seem out of the norm. (Including my own.) All of those -- and I mean all -- are part of the bigger, broader change, and all will put us into a stronger position to navigate the future.
Some of you will like the bigger, broader change. Some won't. Some might take a while.
This much is certain: Dali and I have invested a ton of hours over the last little while in research, generating ideas and, only of late, beginning to make the blueprint. (Which is, by the way, I haven't written a thing since getting back from Baltimore.) None of this is reactive. None of this is rash. None of it can afford to be.
Oh, and this much is certain, too: Both of us believe that, from the day we successfully launched in 2014, thanks to so many of you, we've never been able to afford simply keeping up with the competition. We've needed to strive to get ahead and/or stay ahead.
To achieve that, we MUST be able to do what's best for the company, even if that's unpopular with a given percentage of our subscribers. We MUST feel free to make the decisions we feel would fit both our mission and our continued growth.
This part's important: We're doing ... wow, not just fine, but also, we're on track for the second-largest revenue year we've ever had. And things have been super-smooth financially ever since COVID, really. So it's not about the how much but, rather, the how. And what'll work best for the longer-term future of our community, our staff, and all our families.
We're eager -- no, excited like excessively sugared schoolchildren -- to get going on this. Our belief is that it'll be unlike anything anyone's tried. Our belief is that it'll afford our product the chance to stand out that much more. And our belief is that it's the right time.
THE ASYLUM
DK: Keep up? Nope, stay ahead
Over the next month or so, a lot will change here.
A lot's already changed, actually, though most of it wouldn't have been visible.
None of it'll have to do with personnel, beyond some individual assignments that might seem out of the norm. (Including my own.) All of those -- and I mean all -- are part of the bigger, broader change, and all will put us into a stronger position to navigate the future.
Some of you will like the bigger, broader change. Some won't. Some might take a while.
This much is certain: Dali and I have invested a ton of hours over the last little while in research, generating ideas and, only of late, beginning to make the blueprint. (Which is, by the way, I haven't written a thing since getting back from Baltimore.) None of this is reactive. None of this is rash. None of it can afford to be.
Oh, and this much is certain, too: Both of us believe that, from the day we successfully launched in 2014, thanks to so many of you, we've never been able to afford simply keeping up with the competition. We've needed to strive to get ahead and/or stay ahead.
To achieve that, we MUST be able to do what's best for the company, even if that's unpopular with a given percentage of our subscribers. We MUST feel free to make the decisions we feel would fit both our mission and our continued growth.
This part's important: We're doing ... wow, not just fine, but also, we're on track for the second-largest revenue year we've ever had. And things have been super-smooth financially ever since COVID, really. So it's not about the how much but, rather, the how. And what'll work best for the longer-term future of our community, our staff, and all our families.
We're eager -- no, excited like excessively sugared schoolchildren -- to get going on this. Our belief is that it'll be unlike anything anyone's tried. Our belief is that it'll afford our product the chance to stand out that much more. And our belief is that it's the right time.
Kinda like 2014 all over again in that regard.
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