A Quote by Coy Bowles
You can be as creative as you want to and build all these cool projects, but ultimately, if they're not successful and you don't have the business structure in place, everything will flop.
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The digital business is a fantastic business to be in. The only thing you have to do is build a cost structure for a declining business, which is different from the structure for a growing business.
What I find in a creative company is while there is a desire to build a management foundation that can feel clear and consistent, the unique product we're in Illumination Entertainment making doesn't always allow for that. So rather than following management strategy that talks about building your structure and then staffing that structure, I tend to build the structure around the strengths of the individual people we have.
When you let travelers vote with their clicks, and you put that at the center of your decision-making, you build the product they want, and ultimately, their business will follow.
And ultimately, it's good for all of us to have more original programming on the air. Business doesn't drive the creative. So, in identifying a project like Dovekeepers, looking at something like Extant and looking at Under the Dome, it was about falling in love with a piece of material, getting excited by the creative direction, hearing a vision, and getting excited about the potential for those projects and building the business model around it. And they're not all modeled the same way. Every one is different.
One indie film does well, for example a 'Bheja Fry,' that gets money for another 20 indie projects. But as soon as the first 8 projects release and flop, out of the 12 remaining ones, six will never take off, three will remain incomplete and the others will be shelved.
If you have a strong business idea, then it is comparatively easy now to get capital. It is a positive thing that increasingly more people want to join the startup bandwagon. However, to build a successful business, focus on creating more value through the product, and direct your efforts on solving real issues. If you manage to build a sustainable product, revenue will follow. A lot of startups fail because they concentrate on incremental innovations, increasing user base, and monetisation before strengthening the core of their business.
As much as I'd only like to concentrate on the creative side of acting, the whole business in general is just that - a business - and you have to do your homework if you want to be successful.
I want to build an asset-driven business, and I want to make my clients a part of everything I'm doing. Go into the branding business, consumer products, food, apparel. We need to expand in those places.
I was very lucky to be offered a lovely piece of property to build a career on. I started building a house on it, but it wasn't necessarily a house I would want to live in. So I ripped down that house, and I worked with these great lumberjacks to build a really cool cabin-a place I want to drink whiskey in and hang out until the sun rises.
Growth does not always lead a business to build on success. All too often it converts a highly successful business into a mediocre large business.
And make sure that capital structure we have in place is the right capital structure. I think that's the reason that we've been successful.
I know that producing will ultimately mean more longevity in the business, so when I'm tired of everything else and want to be behind the cameras, I know that I can produce.
For actors, being successful is generally getting a job. If you can work a lot, you're really successful. If you work a lot on projects that are interesting and intelligent and great fun to be part of, then you're hugely successful. And I feel hugely successful. I can't believe that I get to be involved with the projects and the people I work with.
I love spreadsheets. I do all the finances. I pay the publicists. I have to compartmentalize the creative and the business, so there are sacrifices. But ultimately, I get to be the CEO of my own business.
In the desktop world, you could build a successful business where a consumer only came back to you once or maybe twice a year. I don't think you can build that kind of business on mobile. You need higher frequency, or otherwise you fall off the home screen and the user never comes back.
The business of biomedical research is mostly about failure. Few projects we commission will ultimately result in success. But every study we do contributes to the body of knowledge that brings science and society closer to a solution.
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