“then I did something that probably had not ever been done before, because it hadn’t needed to be done before, which is to literally look at all the work that we had produced for all our clients. Not necessarily from the standpoint of what does the work look like and is it creative, but more about how much time does it take us to actually get to a piece of communication that we can sell to a client, and how many bits of television are we making, how many bits of Internet work are we creating. And I looked at it to a certain extent more like a factory, to work out whether we have the right machinery in place to make the factory work properly. As we went through, it changed almost at a level that would be staggering in our industry. We went from 17.5 percent of our work within new media to 50 percent in the first year. Now, our digital production department is as big as our broadcast production department. And our output is now 60/40 in favor of nontraditional interactive work. That’s a massive change. Not just in what we produce, but also, you’ve got to try and mirror that change with the resources you have. And you’ve either got to shed some resources and get some new resources in, or you’ve got to reskill people on the move. And that is a more complicated task, but that’s one of the things that we’ve managed to do very successfully.”