Broadway's my beat, from Times Square to Columbus Circle, The Gaudiest, The Most Violin, The Lonesomeest Mile in the World. Broadway's my beat, the exciting drama of people who walk the Great White Way, with Larry Thor as Detective Danny Clover. Afternoon sun strikes glints on Broadway's pavements, and the perfumes of summer drift in from meadows never known, from tropic seas that were never sailed, from green hills veiled in mist and imagined in childhood, drift and die against neon bled of its color. But the illusion still rides the silken vessel of a girl's summer frock, and the season dances in her slow, languid walk. And her passing is reflected in chrome and steel. There's crowd between you and her, and there's loss. So walk away from it, kid, and order the beer, and skim off the longing. Summer, too, will finally pass from Broadway. For the policeman, there's this, the corridor to be walked, the corridor at whose end lie the anonymous dead, the unflamed dead. Walk it and push open a swinging door that opens out of the city's moored. Stand for a moment against the stillness. Over here, Danny. Tell me in, my girl. It's a summer's day, Danny, and you and I have to... Don't do it prior, buddy. Kid, just tell me, huh? Well, this is the one they brought in yesterday, Danny. One of those boys and girls found buried in the sand on Coney Island. When they dug them out, they also found a knife wound in his chest. Made them sad. They turned off their portable radio, stopped dancing. Identify him yet? Yeah, that's why I called you. All right, you called me. The man was in his beach trunks, no wallet on him, no bundle of clothes, not even a lock attack. Do you want me to compliment you on how hard you worked for his identity? Yeah, it would be nice. All he had was some numbers tattooed on his arm. The kind they were, their sequence, I figured they were social security types. So I checked the agency in Baltimore. They had them in their files. He used to work carnies. Just came in on the telephone. Who is he? A member of the name of Joey Croft now runs a palace of fun down in Coney. Him and a partner. I checked on the partner. They tell me a dish, Danny, a dish by the name of Letty Scott. You going to talk to her? Coney on a nice day, sure you will. And leave the place of the tagged and cataloged dead. The clean and quiet room where death is pageant hold. Accounts current for homicide. Leave there and out into beginning twilight. And the drive now to Coney. And Coney Island on a mild summer's evening is carnival. His pink cotton candy and things that spin and things that whirl. And Coney is ten shots for a quarter. And guess your weight and down rushing rides and carousel. Giddiness, laughter, pop dogs, arcades. And little Egypt's oldest granddaughter. Ask a question of a man in a Harlequin suit who needed a shave. And be directed to some steps in the frosted glass door to an office. What's that? For what? For the stare. What else do you have on your mind? I'm from the police. My name's Danny Clover. I asked you something. Yeah, I did. It's about Joey Croft. All right, it's about Joey Croft. Sit down, wait for him. Go ahead, do that. I'm his partner. He seems surprised that he's sitting in his chair when he comes in. Say let, he said you would have do that. Joey's dead. He was found yesterday on the beach with Scott dead, stabbed to death. He's in the morgue. Coney, along with you? All right. Coney, along. Stabbed? That's right. Murdered. What a fight, an argument with somebody. Joey's temper. How? Who did it? We don't know. What about you? You're kidding. Did you kill him? I'm the girl who used to ride elephants. That makes me kind to all animals and nearly all people. And I was real kind to Joey. I don't go around killing him. Where were you yesterday? Here, all day. I was here all day, mister. Listen, you, I can prove it. I didn't... What am I yelling for? Ask around. I was here all day. Let's assume that, Miss Scott. Let's assume you were here.  Partner, you must have known him pretty well. You just said it. I was his partner. What about it then? Who didn't like him? Listen, I'm going to tell you something. I'm going to get somebody in trouble, because I knew Joey pretty well, and I'm going to miss Joey. Find yourself a boy named Fred Moore, and I'll tell you where to find him. Who's Fred Moore? I've only once worked here in a clown suit on his way to being a geek. Stoles some dough, Joey screamed. He took off Fred's clown suit and dressed him like they do in Dan Amora. Fred got three years. Now he's out. You said you knew where to find him, where? I took a walk down there a week or so ago, saw Fred sitting on a porch, rocking in a chair. A hotel there. The ocean rest. He waved to me. I waved to him. He got up from his rocker. I walked away fast. Ask him what you asked me.  Tell her you'll do that when you find him. Tell her to stay close to her palace of fun. All hers now. No partners. Because you'll want her to be there if there's need to come back. And leave her. Leave the taunting that lies close on her lips and changes color as neon spins. And on the right to Seagart, Carnival ebbs. It sounds muted. It's lights flung against the darkening mist-laden skies and holes. And at the edge of laughter, the hotel, ocean rest. It's paint scarred, blistered, peeling. On its screen porch, a row of frayed and empty rockers swaying to the tides of night wind. And inside, a woman sweeping the sand-leavings of the happy vacation time folk. And be told, if you want to know anything, ask of the property owner. The owner, Mr. Zabrowski. A knower of everything. Proper party to ask. Ask in the morning when Mr. Zabrowski comes back from catching night fish. A questioner about a guest named Fred Moore. Be told, not here, not no more. Checked out. Be told, Zabrowski. Everything is Zabrowski. So issue an all-points bulletin on Fred Moore. Go home. Sleep out night. And in the morning, come back to ocean rest. Want me to stay out here, Danny? Yeah, wait. I'll go inside you. What? Out here is better. You're the police fella asking around the cleaning woman last night. Mr. Zabrowski? I didn't catch no fish in case you would care to ask. You don't care, huh? I'm looking for Fred Moore. Freddy the geek? Freddy the guzzler? Freddy the ex-con? Oh, man can do such things to his body. Go fight the geek. Your cleaning woman said he checked out. When? Maybe two nights ago. Maybe same two nights ago on day Joey Croft was killed. In the morning's paper. I say to me, was this same two nights ago Joey Croft was knifed and Freddy checked out the next night the police fellow? Freddy killed a man. You don't worry when? I was strong man, one police fellow. Look at me, you could believe it. I asked you if you knew where Fred was. Strong man, broke chains across my chest at carnivals. So it does not matter to me where killers run to hide. I do not care. He's the killer. He told me, he said to me, is a Browsky? Is Joey Croft wrong me? Put me in prison. Wrong me, I fix him. This he said to me on his porch. I do not argue. I do not discuss with private matters of geeks. I give money to geeks for bulls. I am their friend. Why did he say all this to you? First day, come here to ocean rest. Say put me on cuff. Soon I have much money. I can't get such money. He told me, he say fix Joey Croft.  Danny, what do you want? Just come over to the radio. Somebody spotted Fred Moore. Citizen spotted him West 16th, Danny, in Manhattan. Okay, let's go. I'm the kid that found Fred Moore. Where is he? Up there, second floor. He's in the front. I was walking down the street out front made a purchase at the drugstore, including a newspaper. So right next to the box scores is this picture in the paper. This man wanted for questioning and connection with murder. Then walking back down the block, there he is. Going into here. And the shades went down from that room there.  Now you just walk down the other end of the hall and wait there. Hey, now look, I'm the kid that discovered him. Walk. Sure, sure. Open up. It's the police.  Smell this, Danny. Pretty lousy bourbon. What's the matter? He's Fred Moore, isn't he? He's Fred Moore. Not drunk, huh? No. He's dead. Written by Morton Fine and David Freidgen and starring Larry Thor as Detective Danny Clover. Oh, carousel. And the mob walks in dream time. Easy. And stops there to watch the juggler in the pancake spinning in the window. And there, the spectacular and death-defying act of the J-walker. And walks again. And stops again to drink at the enameled and lighted fountain of eternal orange juice. It's the languid time on Broadway. The easy smile time. And it's clown and a girl blowing kisses. The end of the fabulous ride that costs only a dime. All of it comes to one corner or another. Turns off ebbs. Searches a side street or goes home. And where I was, the house on West 16th. The seeking was over with done. Death was here. Lugged in the back of the head on Danny. Oh, maybe. What's with the maybe? Fred Moore was beat right here where the blood is. You're not going to fight me on that, are you? You heard me, just maybe. Go call the boy who spotted Fred. What's your name? I wasn't wrong, huh? That's Fred Moore, all right? Lieutenant asked you something. What's your name? Ray, I'm Ray Kendall. What's the matter with him? Let me out of here. Danny, dead? Anybody else walk in or out of this apartment house while you were standing outside? Sure, sure, sure. I guess so. You guess so or you know? I'm no cop. I said sure. I guess so because I guess so. Can you describe anybody who went in or out? I don't know who went in that house. I see a wanted guy who's supposed to be a deputy or something. I'm supposed to walk up to him and say, hey, Buster, no more of that. I'm a guy. That's all. I don't do things like that. Yes? This is the second time I called. Who is this? Where will I find you, Miss Forrest? Not far. I'll be in East River Park, one of the park benches on 23rd. Stay where you are. I'll be right there. That's right. It's me you're looking for, Mr. So don't look no more. Miss Forrest? Uh-huh.   Fresh kids, too. Thanks. We found Fred Moore dead in your room. That's how I left him. Dead. Right off, I know he was dead. Tell me about it. Right off, from the beginning? Like to the tune of dear hearts and gentle people? Like that? Any way you want. You know, that's the first time that's been said to me. Anyway, goes back to a vacant lot in Sedalia, Missouri. Even the weeds were burned dry.  You said any way I want. You said that. All right, go on. Thanks. It attracted. Even Freddy, it attracted. Freddy the lush. He stood close up front and he cried. Real tears, Mr. Honest memories. What were they? Couple times. Girl said to me, Nora, baby, what are you building? What's the percentage in a sure thing geek? That's how they talk to you when you were crazy enough to go out with Freddy. They didn't know I'd seen this lush cry. You saw him after that? Couple more times until I couldn't stand it no more. Then? Well, then what? Then the conny lost him. After a while, they lost me, too. Then I read in billboard Freddy's up and down a morrow on a larceny ramp. We use without booze. They get to do the kids good. Did you write to him and keep in touch with him? No. But he found you, knew who you were. He found me all right. Took him a day, took him to Sunday night. It's when he comes beaten on my door with a bottle of booze. It's Sunday night, all dressed up, no place to go. So I let Freddy in. How did he die, Nora? My own way. I let Freddy in. And even though he's drunk, there's something different about the lab. Not like he was daring the world, like he'd done something big. Even came through the haze of purpose. Be nice to me, Nora, he says. Be nice while you got the chance. There's others standing in line, but that's it. That's Dana Mora Dustin. How did he die? First he danced real nice. He looked deep. Turned the box down. Then he passes out on the couch. Morning he wakes up, goes out to buy more hooch. Comes back in five minutes and turns the radio on real loud and gets fancy. Opens the bottle.  I push him away. He falls. Head hits the sink pipe. Right to the beat of the music. Like it was a drama something. Like... If it was like that, why did you run away? He was dead. So what could I do for him? So take her to the city jail, hold her as material witness.  A man found dead Saturday on Coney Beach, identified as Joey Croft, Sunday. And a lead as to his killer, a man named Fred Moore. Fred Moore an ex-con with a motive for murder. And find him, Monday, dead.  Roller coasters and hawkers and piliope. Mixed up with a strong man and two carnival women. In the middle of all of it, a door opens and starts to tagly interrupts.  I told you no mayonnaise, Gino. Don't knock it. Don't cost, expert. Eat, Danny, eat. The way you're holding the sandwich you're going to drop the lettuce. I told you no lettuce, Gino. Danny, Mama taught tagly. I had a proverb she used to tell us a mint food. It went like this. Two rabbits get scurvy. No, tangible lettuce. The way Mama said it, it rhymed. Thank you, Gino. Next time, no lettuce, huh? As is your want. Now to work, maybe... No mayonnaise, either. You're interrupting, Danny. On the way up from the delicatessen I stopped at my desk to pick up several items for your perusal. Eat, Danny. So eat already. I'll tell you about them. Item one, a memo from Gordon of technical to wit. Flex of blood found on drain pipe near head of deceased Fred Moore. More or less bear out the story of Ms. Nora Forrest. We'll go on. An examination of Ms. Forrest by our own Dr. Sinski revealed several bruises such as might be inflicted in a puzzle of the type she described for you. Is there anything there on the record of Fred Moore? Indeed, Danny. Fred Moore in between jail sentences for petty theft, assault, and the like worked around Cooney. His last jail sentence was for three years for larceny and thereby hangs a tale. Oh? Indeed. The deceased Fred Moore was a model but lonely convict. In all of his three years there, Danny, no visitors. In spite of the amount of letters he wrote to everybody he ever knew, no visitors. Except Letty Scott. Letty? Uh-huh. She was Joey Croft's partner. Be that as it may, Danny, she visited the polky twice. The last week he was in prison and the week before. And this is all I have. Thanks, you know. All in all, you did very well. Hi again. I recognized your shadow behind the glass door. You two men know each other. Meet him. This morning I speak with him. How are you, Mr. Zabrowski? Good, good. Debbie used to be a strong man in the side show. Did he tell you that, Danny? Yeah, he did. What are you doing here? She? Her? This one, Letty. She said, come here. I got lonely. I can understand it. Everybody's dying. Everybody does. Take from the bottle, police fellow. I'm not here for everybody. Baby, honey, Debbie, that's not right. That's not right at all. I'm giving this party for you. Don't you remember? I told you. He-he-he. Police fellow, you better go. It's my party. No more. It's my party, Letty. It's yours, honey. See? Glad I have to wait. You know that, don't you, Letty? I heard you've been asking around, talking to people. Coptalk. Coptalk. That's right. About murder. Joey Crofts. I heard Fred Moore's dead, too. Now, you can't ask him about Joe. Ha-ha-ha. Oh, man, whoa, whoa. You're going to, huh? With her. You stay here with me. Anything you say, sugar. Let's talk some more about Fred Moore, shall we? As long as Zabby can stand you. His death was an accident. Fred was drunk.  What did you think of Fred, Letty? What Zabby said? Why did you visit him at Danimora? My little girl don't visit geek. Twice, just before he was released. Why, Letty? What business? Don't worry about it, sugar. Just you and I, one minute from now. You got real tired of your partner, Joey Croft, didn't you? Yeah, I got real tired of Joey Croft. It happens to me. Don't you worry about it, Zabby. It takes a long time. Man like Fred, no friends in prison for three years. A girl like you, beautiful girl, comes to visit him. They beat their cups against the bars. Sure, I went there, Danny. Had a talk with Fred. It impressed him. Made him promises.  Zabby, how long can you stand this, sugar? Way, way. All right, sugar. I'll tell you the rest, Danny. Fred killed Joey Saturday when he got out. Then Fred came to me and I gave him a bottle of booze for his trouble. And I sent him away. He felt like a man. That's how drunk he was. Then wandered over to see a girl he'd known a long time ago in Norah Forest. He could face her now. He'd accomplished something. He died. Let's go, Letty. Sit there, honey baby. You police fellow, Letty, don't go with you. She bought herself a murder. You do that, Letty? Get him. Break him for me, Zabby. Yeah. He's spoiling your party, Zabby. Get him. Such thing to do, Togeek. Get him. You're not pretty anymore. Take her away, police fellow. It's the happy time on Broadway. It's after the movies. Nobody wants to go home. It's a place strong against the night like a fuss for us and Allie. And they're heaped there. The golden girl, the bright-eyed kid, the man with promises, the guy who believes in him. It's Broadway, the gaudiest, the most violent, the lonesomest mile in the world, my beat. In the temple was heard as Letty, Lou Merrill as Mr. Zabrowski, Paula Victor as Nora Forrest, and Herb Bygren as Ray Kendall.


Corinne, welcome to Slush. Yeah, it's great to be here. Extremely well-organized events, fantastic. So what is it like being the co-founder of a 26-year-old startup?  I can tell you that and yeah For any entrepreneurs here the younger one is the story of resilience. I can tell you it's How to pivot Yes, having looked at the story of Tom Tom I think the thing that strikes me is that there are three sort of key stages to the the company's history that there's been the Start and the incredible growth. Yeah There's the fact that you disrupted an industry and then you actually got disrupted yourself Yeah, and then how you actually pivoted again So if you could go back to the to the start I think with so many startups in the room What was it like for you starting out getting your idea and then dealing with some incredible growth and success? Yeah, so we started with four people in in Amsterdam three Dutch guys at me and Originally we were doing it so you were back in the early 19s when Computers were not so widespread and we were designing very easy to use software We were doing that for the utility market in Holland We then pivoted to be to see software. Some of you might remember the old one in the audience products like sion palm pilot Compact I packs the predecessors of the smartphone and we were actually market leader in making applications for those for those products And in 95 we started making maps for those products And we realized that this was selling out selling any of our products tend to one So we kept thinking there is a better way of doing this and to cut a long story short decided to Bring an all-in-one navigation and that's in 2004 by then we're a company of 24 people there's no VCU wanted to touch us with a bash pool I mean everybody thought navigation was gonna come from the car So nobody was prepared to give us any money. So which was a good thing You know, it was the old-fashioned days where you had to sell product and made money so we put everything we had ourself the four founders and and we launched the first navigation system in 2005 and the thing just took off Before we knew it we were selling a million products in a year a million products in a month in a week and in a black Friday 2008 one million product in a day With democratize navigation saved a lot of marriages in the process what people are, you know we're navigated for me to be in the car and Yeah, and then arrived 2008. Well, how did you before we get to that stage? How did you deal with such scale? Because sometimes people say to be the failure is something that that can inspire and lead a company on but how does a company deal with? such rapid success especially in a bootstrapped hardware company Yeah, I think it's so we went from 40 million to 1.8 billion turnover in five years and from Company of start the week for about 20 people to a 5,000 people after we're quite the last I Think that to be honest. I can't remember there was It was crazy and the key especially the first few people you you hire You need to make sure when you scale at that level than a technology company the The key was to make sure we organize ourselves for for growth and success and that's very hard And I'm sure a lot of companies in the room scaling is is tremendously difficult The key is really not to lose sight of the problem you're solving So make sure that people who join the company at the management team are sharing in the passion and what you're trying to do and Then try to organize yourself as you're scaling to make sure that you know You know who's doing what and be efficient that's very hard And how did you maintain the culture because one of the things that when I speak to a lot of startups? What they say to me is it's very hard to give up control This idea that you're a you're a close-knit group of people when you start and then you need to hire and you need to Trust people and you need to delegate and a lot of the time companies. They don't want to give up that control They you know, how did you trust people to start a scaling to the level that you needed to do? Well, first of all, I think the key and I spoke to same for any companies your management team and you found the team is very important In our case there was four of us that we all very complimentary in our skill set You had one person who was very good on the strong product vision and a good financial background You had two guys who are amazing at designing software and product very easy to use So the success of Tom Tom was in that ease of use and I wasn't too bad at selling and marketing and doing pretty much Everything else that the guys didn't want to do now need joking But so I think that's that's so that starts there And I think you it's a fallacy to think that you can grow without losing control So you need to surround yourself with people you trust and you need to Understand that the only way to grow and scale. I mean we're now in 50 countries It's really by surrounding yourself with people you can trust to do the job for you So and managing them well, so I think you need to relent a bit of control But you need to keep the division and I think what we always did very successfully is monopolize and and and get everybody on board with the problems we're trying to solve I think sometimes when I hear a lot of startups I'm a bit worried sometimes where there seem to be more proud about the investors They have on their board that the problem they're trying to solve and I think the the key is really You know, what is it that you're trying to do with your company and in our case We were trying to solve traffic congestion. We were trying to get real-time map making we were trying and today We're trying to participate in the urban revolution with the autonomous driving So following that dream and that passion about the problem you're solving I think it's key. That's how you attract the right people who share your passion And then you can trust them because they are as motivated as you are and when you scaled I think looking back a huge investment for you was the purchase of Telly Atlas. Yes. Was that nearly three billion? Yeah, that's three billion euros. Yeah, and this took you from being essentially the box maker to owning the mapping software This was a huge part in how you sort of scaled and As will come on too soon sort of secured your your future But how did you integrate two firms of such size? Yeah, I think what's important to understand is the rationale behind the acquisition That's again is we wanted to be virtually to completely integrated. We knew that we had a lot of Customers will bring us map changes. They were telling us where roads were closed or where there were changes And we wanted to be able to to have a real-time map if you want So and we needed that base map to be able to put the changes in it validate them and we broadcast them same With our traffic information So we when we're quite a lot last there was a merging of two companies with very different business culture But at the same time with a similar goal And I think to do the way we could monopolize and and get everybody to share that that that goal that we had Was a way to integrate and get the culture together And I think the culture in a you know We now have about 5,000 people but to keep that entrepreneurial culture has been key for us We are still take and what I mean by entrepreneurial is we take risk a lot of the things we've done always people have thought We were mad when we bought our first navigation system as I said people didn't think it would ever work People saw the navigation will come through the car and when we were quite a lot last people so we were crazy A month later Nokia decided to a crime here the naftech at the time so I think that the map was a crucial element of a Tool that we needed to to fulfill our level of ambition. So so that's how we we managed along the way to to keep taking risk and to keep Yeah Focusing on the innovation. I think that's what kept us where we are today I'm sure a lot of you see me here and things while Tom Tom you guys are selling sat nav And Google is taken as it on your lunch. Well actually not quite isn't isn't that also the nightmare that that you created this startup You created this global entity and then one of the biggest tech companies came in the world and gave away a good enough Version of your product for free Yeah, that wasn't very good for us. I mean, you know when you you can imagine that's that's that's huge amount of disruption At the same time There are a lot of problems to be solved I think there was a lot of consumers who wanted to have a dedicated device or device are offline now So you can use them without having a connection. So a lot of customers still like that But we also diversified our business. We have a telematics company and today We are really focusing that real-time high definition map that is going to be required for autonomous driving Well, you sort of in a way you started to embrace the competition because for example I know that in Apple Maps you're a you're a huge partner in that also in uber Yeah, and so what was it like when you realized that you were at a moment where you were no longer necessarily competing you were more Partnering that you again you had to pivot and you you had to change dramatically in what you were doing Was it a difficult thing to do? Was it a logical thing to do? Did you feel like you were a startup all over again? Yeah, I think we we knew that Because a lot of it came from a very big successful technology company I was called sion at the time and we knew that this this doesn't last forever We knew that we we had to diversify the business. So actually we had started diversifying where quite a company I was making traffic information and telematics before the big disruption in 2008 So we had already diversified the business, but always with our core business of knowing the route and And basically getting people from a to be in the safest possible way I mean whatever happens it will always be cars whether there's someone in them or not they'll be cars and they're gonna need to go somewhere and we feel we can play a very Important role in that ecosystem and that's what drives us today And that's what's been driven us for the last 10 years. So yes We have pivoted and we have that great big level of ambition and so is this essentially where you see it that that People still need to get from a to be and whether it's whether it's a car driving them itself Whether it's a person driving them itself, whether it's public transport people will still need maps or robots will still need maps to follow So where is the future that the Tom Tom sort of looks out today when when you go all the way back and you look at something such as the The box and then you you look at the disruption you caused the way that you were then disrupted yourself And then how you look towards the future Where do you now tend to look at your your different roles within the future for the future of the company? So we have a huge amount of knowledge on the on the map making I think the people who are gonna For autonomous driving and that's globally you're gonna need to be able to map maps in real times It's gonna be one of the technologies and you need to do this in a scalable way in a global Where the lowest cost possible so you need to optimize everything so we've been using actually artificial intelligence for a long time already We're used of managing and dealing with huge amount of data We have us seven hundred nearly a billion people using all data every day to navigate We have a huge amount of data and we can just keep that data current so the next step is really Urban revolution will change our cities. You know the problems is huge people get killed on the road every day Our cities are congested Pollution is immense and I think there are some big problems to be solved there And we feel that with the expertise that we have the way we can deal with that data And that notice that we have we can be a major technology player in this big revolution Urban revolution of tomorrow, and that's super exciting for a company like us So that's why I'm very optimistic for the future and the way that we've been able to Anticipate adapt and working on cool technologies today And that's the way we can attract also the best engineers in the world to keep and work with us on solving that problem How did you transform the culture of a company which was essentially a B2C company? To what I suppose now is increasingly a B2B company and to maintain the sort of the same culture the same spirit How did you transition that from a from a people perspective? I think in any company is that the culture is established by the founders of the people at the top I think as leaders of an organization you have a big responsibility Towards your and you have a big impact on the company culture and for me company culture is key I mean if you're an entrepreneur, you know, it's it's very hard There's a lot of rewards because you're in charge of your own destinies You can take risk and change the world at the same time you need to be very resilient So I'm a big yeah, I think that we managed to keep fun in the organization We have a flat organization where everybody kind of works together towards a big goal I travel all offices around the world and I see that same entrepreneurial spirit We encourage our people to innovate every day. So we don't have a innovation officer of an innovation office We just innovate towards our goal in a in a daily fashion and and try to do the use the best technology that we have So I think we've managed to keep that entrepreneurial spirit. We have fun doing what we're doing And and I must say I have a very loyal team that for a long time. We don't have a high level of attrition and So we and we yeah We get people to to join our dream and in solving those problems Is it unusual that I believe the same four? Co-founders are all still together roughly in the same positions 26 years later and How key was that and also how difficult is it to keep people who again have been been there for 26 years? When you've had to evolve and pivot the company so much Well, I think as leaders, I mean we were having this launch earlier on where we're discussing the you know The reason why you run companies and I think it's never money. I mean we we went public in 2000 and Five years 12 years ago And and we could have retired The reason we kept going is because we felt we were on a mission and I think people in the organization Believe that with us that we on the mission to to make the world a little bit of a better place And I know it sounds a bit cliche But we really believe that with the expertise the experience that we have we can do that and that's posed as founders That's what gets us out of bed every day and and in when times are hard and when you know You get disrupted the belief that you can make a difference that you can take the right level of risk And that you can change things is a it's actually that Responsibility and that passion is is very important I think for any entrepreneurs with any problem you're trying to solve and I just wish you to to have that same level of Eagerness in trying to change things if you look at where Tom Tom was maybe 25 years ago I'm sure you could never have envisioned that success that came but then maybe you couldn't have envisioned where the company Eventually ended up, but do you now start have an idea when you look at the future where you want Tom Tom to be? Do you have a vision sort of ten years in advance or with the size of company? Do you still tend to look at getting to milestones as you say with the the devices you knew that they were they were going to Exist for a certain period. There was a lifespan to them now Do you tend to look a long way forward or do you tend to look to specific hurdles? I think you have big mutes I think when you look at autonomous driving and a lot of companies around here that are working on on their parts in making that That urban revolution possible We don't know Where it's gonna end up and there are a lot of companies gonna arrive in the next You know autonomous driving will be around fully autonomous 10 15 years So I think that's that's how far we look at we know that things will change and and that we We can contribute nothing. That's the way we look at it. So we look we have milestone, of course We are our map making tools and our real-time map making tools is we have milestone within the organization But the way to get there is not always straight So I think you always need to get that light on the horizon or what is the problem You're trying to solve and that is your role in that in that revolution I think it makes for a lot of very good metaphors the journey of Tom Tom as essentially a company then that that is Say I said at the start. It's like a 26 year old startup given that it keeps Restarting and restarting it pivots and pivots and that the pivot is often such a fundamental part of any startups journey What would you advise for for companies as they see success or as they have to change their business models? The things that can side swipe them in either the early days or as happened with you at the piece of success You can get sideswiped to move on What would be your advice be to companies when they have to make that kind of hard decision? I think as companies as entrepreneurs. I think you have a very good idea of the problem you what you're trying to do I think it's you've got to have that belief in yourself. I mean entrepreneurs. We You know, it's not a job. It's a lifestyle And so you work day in day out in trying to to get where you want to go And I think sometimes you tend to get a lot of advice from everyone I think that's While advice is welcome and I think you know to get mentoring is good But never lose sight that you know more about your organization than anyone, you know why you're doing it So if you keep an eye on the competitive landscape or what's happening It's important to also follow your gut feeling your intuition at the same time You need to be aware that you can get disrupted So you need to also look broad at at your level of competence the technologies you develop the IP your filing I think it's very important as well to look at the uniqueness of what you do We file huge amount of IP that's the other thing when you scale as well when you get big You got lots of trolls if you start doing business in US Especially you need to make sure you have a good patent portfolio, but I think that some yeah The key is is to really believe in yourself believe in a problem you're solving keep at it And and look and book small successes along the way that validate your your assumptions as well to make sure that your customers Buy in your product that sure we get a lot of feedback of course for my customer We're always listening trying to see how we can make things better, but I think the drive is how How can we make things better? I think it's always there in the back of your mind So you get to one stage and there must be a better way of doing this There must be a better way of doing this and then you innovate you take risk and you get there because if you don't Essentially if you don't disrupt yourself other people will disrupt you. Yes, that's true and along the way we've launched a lot of You know before uber came we had a similar product we base the platform for taxes and Europe is complex sometimes a lot of regulatory so we We launched this product and we had to pull it out So sometimes you do things and sometimes it doesn't work, but I think it's good to to try and keep trying Yeah, and keep taking risk Karine, thank you very much. Thank you


My name is Vito Taszhukowskas. I'm a student at the University of Andrzej in France and also a student at University of ISM Economics and Management. So the way I got to know about a Mrs. University was that I am a I was a fresh analyst at Think Tank back home in Lithuania. It is called Lithuania Free Market Institute. And there I was a I was completely fresh person. I was economics graduate, but I didn't really know a lot about Austrian economics. I just started to learn things and This Institute is really Austrian based and people there they were of course a lot more acquainted with Austrian economics And they say if you want to learn Good Austrian economics, if you want to be on top, this is where you need to go You need to go to United States to Auburn, Alabama and learn Austrian economics from these people because they're great at what they do So and this is what I did It was my first trip to United States and I went I went to United States and I landed in Atlanta I went to Auburn and I really had a very very intense but really memorable week. It was 10 years ago 2009 There are a couple of things that I'm I'm really excited about this year It is very interesting that it's after 10 years and the first thing that gets into my mind is that it's not The kind of program that really you go through one time and you don't need to do it anymore I think every person doesn't really matter if he's starting in Austrian economics or he's already advanced I consider myself somewhat advanced in it I still can find some things which are very important for for my scholarly work and also for for other work that I do So there are I would think there are three things that I'm excited about First thing it's very interesting for me to gonna go through the course of constitution on free market by Judge Napolitano This is something that I was always very interested in but I didn't have a chance to study How was this country really built on what principles and and how do they are really written in in the Constitution and in the declaration of Independence and so this is something that I'm really excited about this year Also, I'm very excited about you new and young scholars giving lectures this year Lukas Dominiak Patrick Newman Jonathan Newman, they're gonna give very interesting Lectures and I'm really excited about the new ways they're gonna present it all the topics So this is something which is which is very interesting to me and also I'm very interested at some lectures because of the topics I really like when Austrians are really Are capable of commenting on issues that are very current issues for example I'm very looking forward for for the lecture on modern monetary theory because this is something which is going on right now and Austrians of course have a have a very interesting view on it and It's basically modern monetary theories and negation of scarcity which is atrocious to my understanding But I really looking forward to hear that and it's really relevant for the work that I do also, I'm we're looking forward for the for the Jeff Deist lecture on what's to do because I think that Austrians Sometimes tend to be rather pessimistic about future and I think it's not that's not necessarily have to be the case And we have to learn what to do once you know how how badly the system works. What can we do about it? This is a very interesting question and I was thinking I was thinking about that a lot and I can really Say that is come. It's totally worthwhile and the reason for that is when I think about what is the center of Austrian? Scoralship Austrian economics in the world. It is here. It's it's probably some we know for somewhat interesting or strange place But it is here and if you really want to be someone Who who wants to meet the people that you read articles from that you look videos? You know all the Austrian scholars that you really try to inspire yourself with read them And you want to engage in them. This is the place really to go and and I was I was always very when I During the last 10 years sometimes when you sit somewhere in the corner of Europe This is where I'm from I'm from Lithuania and basically the only way you can really Reach the the current Austrian scholarship is through internet is through videos you sometimes feel a little bit like an outsider The the great thing about this is that you can actually come here and and be in the center of it all be a part of Scoralship Austrian economics and it really inspires me to to be a part of it Not to be someone who's just looking from from outside at it But actually be in the center of it and and engage with the scholars So I think this is one of the reasons Apart from that. It's a great program one of the reasons that really inspires me to actually be be able to engage with With the scholars the great scholars of Austrian economics


Mobile Task Force TAL-5, Sam Sera Task Force Mission Immortal cyborg clones created from the flesh of a dead god, TAL-5 utilizes esoteric experimental foundation weaponry to investigate and contain thomatergic, magical, and psionic threats. Assisting in containment of objects, SCP-2970, SCP-2673 Action Reports, Avatar Grant requests for investigating the application of certain research assets and overcoming inherent limitations of the human body. Operation Azure Peregrine The Lord of Endowments Sam Sera


Hey there everyone welcome back to the channel and if you're new thanks for taking the time to tune in So today's topic We're going to be covering the top five tips on how to deal with eBay returns and stay positive and focused So returns are a normal part of any business, but they can be especially frustrating for eBay sellers After all you put in all this time and effort into listing and selling your item and then the buyer sends it back It can be really discouraging But it's important to remember that returns are just a part of the business and while they can be frustrating They don't have to derail your success on eBay I'm going to share some tips on how to stay positive and focus when dealing with returns I also want to talk about how you to use returns as an opportunity to learn and improve your business So firstly we have don't take returns personally One of the most important things to remember is that returns are not personal and they're not an attack on you or your business Buyers return items for all sorts of reasons many of which are out of your control Maybe the item wasn't what they expected. Maybe it didn't fit Maybe they changed their mind Whatever the reason it's important to remember that it's not about you So when you get a return try not to take it personally just focus on resolving the issue quickly and professionally Second is having a clear return policy Having a clear return policy is important for you and the buyers It lets the buyers know what to expect if they need to return the item and it helps you to manage returns fairly and consistently Your return policy should be prominently displayed on your eBay listing and on your website It's include information on the following What items are eligible for return? What is your return window? Who pays for return shipping? What condition does the item need to be to be eligible for a return? The next tip is be responsive to return requests when a buyer returns an item be sure to respond promptly and professionally let them know that you have received their request and that you will process it as soon as possible Try to avoid arguing with buyers about returns if a buyer is unhappy with their item It's usually just best to issue a refund point four use returns as an opportunity to learn Every return is an opportunity to learn and improve your business Take some time to reflect on why the buyer returned the item. Was it something you could have done differently? For example, maybe the item wasn't described accurately in the listing. Maybe the buyer was unhappy with the shipping time Once you know why the buyer returned the item you can take steps to prevent it from happening again Tip five don't let returns discourage you It's important to remember that returns are just a normal part of any business Even the most successful eBay sellers have to deal with returns from time to time So if you get a return don't let it discourage you just focus on resolving the issue quickly and professionally And use it as an opportunity to learn and improve your business So in conclusion There are many tips on how to stay positive and focus when dealing with returns Remember returns are just a normal part of any business And while they can be frustrating they don't have to derail your success on eBay By following these tips you can learn to manage returns effectively and use them as an opportunity to improve your business and as a bonus tip Take breaks if you're feeling overwhelmed by returns. It's important to take breaks Don't try to process all of your returns in one sitting instead Take breaks throughout the day to clear your head and come back to them with a fresh perspective So if you're interested in learning more about how to grow and become successful on eBay Be sure to subscribe to the channel and hit the like button and the notification bell so that you never miss a new video Thanks for watching. I hope this video was helpful. And if you have any questions about returns, please leave them in the comments below Focus on solutions rather than problems and remember Keep it real


Let's get started, got a lot to do. So third year of the font purchasing habits survey, super exciting and it's bigger than ever. So this year we got 15,745 responses. Huge deal, that's great. And for those of you that care about this stuff, this is some really awesome data with some really statistically significant results. So if we take a population of 17 million, this number puts us at a confidence level of 99% and a confidence interval of one and what this means, the rest of us is that if 50% of the survey respondents choose an answer, then we can be 99% sure that between 49% and 51% of the population at large would choose the same answer. This is great. Of course I'll take this moment to say that this is a convenient sample. These are people who are self reporting, so this is how research goes, but really thrilled about this result. Most research is done at a 95% level. This year we had some great survey sponsors which allowed the survey to get into the eyes of a lot more people. Of course, everybody loves free fonts and they got 15 of them. So this is, the fact that we got 15,000 results is great because yes we got 15 fonts for free, but there was also 56 questions in this survey. It was a big long commitment, so great. We've also seen some tremendous growth over the years, 506% since last year. Yeah! And we're trying to answer the question, what do customers want? And the really nice short answer is fonts, which is great, like that's what we wanna hear. But the long answer is more complicated. And so I'll talk about demographics, your-over-your comparisons, customer segments, purchasing habits, and my new favorite category, font feelings. So we'll get straight to it. I don't think enough white people took the survey this year. Uh, might wanna work on that. We see we have a normally distributed skill level, so looks quite right. One to 10, so 55% say that they purchased one to 10 fonts a year, okay? Average age is 41.6 years. 69% of respondents are professional users, and I won't make a joke there. And then we've got 52% male, 39% female. That could be a little better, but we'll take what we can get. 46% of the respondents were from the USA, and responses came in from 119 countries altogether. So I ask the question, please select the primary field in which you use fonts, and 57% of people are in graphic design. And of those 57%, 41% of those are freelancers. So this is some really interesting information about kind of people who are really, truly using fonts, and that's great. So 26% are small agency studio of one to 10 people, and you can see kind of how it goes from here. Of course, all these results will be posted online after the talk, so if you're panicking, don't worry, you'll see this later. In 2017, we also had 57% graphic designers, so it's pretty consistent. So this question is asking about distributors used. So please select all of the suppliers you've used to pay for or download fonts in the past six months, and they could pick as many as they want. So these are the top eight in 2018, and the top eight in 2017. Not a ton of change. This year, I changed this question up and separated Adobe Typekit subscription from Adobe Typekit Marketplace. Last year, I just had Adobe Typekit, so that was some interesting information. So this is everyone, except for maybe four that I cut off the tail, who had less than 150 responses. So this is interesting, right? But it's not super helpful to us until we look at how this compares to site traffic data. So this is from SEMrush, which is a free online tool anyone can use to find information about different websites. So if I did a good job with my survey, if we have a decent response group, we should see a similar shift, like a similar distribution. We almost got there. Of course, we can't get data on Google Fonts because fonts.google.com is a subdomain. Free Font websites is no data because that's a category, right? And future Fonts, we don't have data because it's .xyz, but with what we've got, this makes sense. The one thing I would have liked to have seen is more customers coming from Envato because we've got lots of site traffic there and very little customers coming from there. And I'll take this opportunity to say that if you're selling fonts, this is information you should look up, right? Like there's no reason not to know this stuff. This will help you make decisions about kind of where you wanna sell and things like that. So I will move on to the next one. We saw that people say that they use an average of four different distributors and this was down from five last year. So let's see, who all is actually a type designer, right? So survey about fonts. So 29% of people say they know a type designer and only 8% say that they are a type designer, which is really great. 2017, 13% were type designers. 2017, 43% said they knew a type designer. So I'm very happy with these numbers going down because we really wanna get to the heart of people who maybe aren't so familiar with our industry. So then we've got some more questions. Shockingly, 21% of people do not know if they use software where they can access open type features. That's crazy. So anyway, I use fonts from subscription service, 44% say yes, 73% of people purchase music or video service and 67% say that they are aware that Adobe Typekit is included in Creative Cloud. And so let's see what font buyers care about. And as with last year, number of styles is number one, followed by number of glyphs, kerning, alternate spacing, license types available and ligatures. This year, we had two new categories I added in, license types and the foundry that designed the typeface. Didn't change much other than that. So when we talk about font evaluation, so that was the features of a typeface. Now let's talk about how people shop, right? People want to see the entire character set. They want to type out their own words and phrases. They're really interested in ligatures and alternates. They'd love to compare fonts and they want to see images. Last year, pretty much the same. So new question about licensing. People are really needing desktop licenses. People, this group is spending money themselves downloading free fonts, getting money from their client and 4% even admitted that they don't pay for fonts if you know what I mean, winky face. So this is just a distribution of how much people are spending. It's pretty, this is what you would expect, right? This makes sense. So people who manage fonts, right? How are people managing fonts, right? 29% of people buy a font manager. That's a lot in my mind, but 64% are just using standard. It comes with their computer. So of course we have these questions. You've seen them all before. There's a statement on one side. You gotta select how much you agree with it. For our purposes, we take that. We put these into numbers and if you'll notice that neutral is three. So that's the mean. So we've got some interesting information here. Last year, some changes. Some more information. I gotta go fast because we're running out of time. Now let's talk about pricing. These are the same as last year. We have a workforce family and a script family. Average price people are willing to spend on these categories. Dropped from last year. This year I also only took responses from US because we had such a high percent of respondents from Japan, right? And they have very different currency structure, so. 78% of people say they do not associate discounting with lower quality products. Only 8% say that fonts at 90% off or more are lower quality. And this has all changed from last year. Now, font feelings. Let's get into it. All right, people think fonts are sexy still. Hasn't changed. And now let's talk about variable font feelings. This is this year. All right. This might look familiar to you because not much has changed. Which, honestly, there is no statistically significant change here. So if we're interested in promoting variable fonts, we've got more work to do. 2017 results between type designers and everyone else. A little different. Still pretty different this year. So I asked four survey statements about variable fonts that are kind of might indicate an interest. I often customize fonts after buying them by changing small details about the letters and design software. 38% disagree. It's great because this is usually prohibited by licenses, but you know. When using a font I sometimes wish I could make the letters just a little taller or wider or make the font just a little bolder or lighter. All right, that's kind of what variable fonts do. So people sort of want that. The top one, there's nothing we can really learn from this. It's very normally distributed. But people do care about innovation. Now let's talk about font company feelings. I asked this awesome new question, slaved over these different words here coming up with these. And we got some really interesting results. Google Fonts, accessible, monopoly, democratic. Creative Market, trendy, friendly, and accessible. My Fonts, accessible, friendly, trendy. Monotype, historic, authority, elite. Adobe, monopoly, authority, accessible. And I double checked all of this. Now of course we want to know what type designers think, right? Like what do type designers think compared to everyone else? And in general, they're using the words monopoly and democratic more for most of these brands. So except for Google Fonts in this case, I'll just run these really quick. Creative Market, see like type designers are using the words monopoly and democratic more. Still very small numbers, but they're using them more than everyone else. Very interesting, right? There's not a lot we can draw from this. It's like an easy kind of conclusion we can wrap in a bow, but it's something to think about, right? How do type designers using these words means maybe there's some governmental view of our distributors, I'm not sure. Segments, I had this idea, I've been kind of playing with in my mind and I finally have some great data that I feel ready to present it to you all. So if we take this axis and on the y-axis, we put volume of customers and on the x-axis, we put the value in money. I wanna plot the life cycle of a font customer. First, people need to discover that fonts exist. Then they start and they appear on this map. Step one, whether that's in Microsoft Word and drop down, they see a meme about a font. They read a Kanye tweet, right? They discover fonts exist. Next step, they download a free font, whether that's legally or illegally. We've got them, we've got them hooked. So they use this font, they either realize they need a different license, they're non-compliant, they realize that the free font is in high quality, they download more free fonts, they're realizing that there's more out there, maybe they want to, they just step it up, right? They're comfortable with buying free fonts, now they're willing to spend money on them. They purchase their first font, okay? So these dots are going down because there's fewer and fewer people taking this to the next level, but their value's going up. Then they become a customer that purchases fonts regularly, even better, but there's fewer of those people. Then we have people who need different licenses. That's the next step. Finally, we get to the point where people are valuing type, where we want people to be. But there's not that many of us. And I think that font subscription falls here in the middle. I don't think it's at the very end and I don't think it's at the very beginning. Based on the data I'm going to show you. I can use this question to roughly map our customer groups to my little map, right? How many individual fonts do you purchase in a year on average? It's gonna be a lot of information. So we'll start at the beginning. I only download free fonts. Got my nice little handy notes here. You'll see that 39% are not sure if they have open type software. Most people are needing personal use licenses. We see that our skill level curve is distributed this way towards the lower skill levels. 19% know a type designer, 5% are type designers, 59% pay for a video or music subscription.   So we'll take it to the next level. One to 10 fonts. Normally distributed skill level. 60% say they do have software with open type and most people are needing desktop licenses. The number for people who know type designers has gone up, more people are type designers in this category. We've jumped from 59 to 73% of people who pay for a music or video subscription. Fewer people think font licensing is confusing. Fewer people think fonts are too expensive. The casual user's number is dropping and people who don't know about variable fonts is dropping. And the trend continues in this group. Desktop licenses are going up, more people are having open type software. Skill level is shifting. And the rest of the numbers are following the same pattern. Getting even more fonts. Lots of open type use. Extended licenses is getting a little higher. Skill level is still shifting toward advanced. And we can see that we've now got some numbers here that are somewhat similar to the previous slide but going up and down in these ways. Oh, more than 50 fonts. Now, extended licenses is higher than web fonts. And you can see that at this small, it's only 420 people in this group but it's enough to put these numbers here. And you can see how they've shifted, right? 78% are paying for music or video subscription. But that changes when people who say they have a font subscription service. These are the people that 83% are paying for music or video subscription. This is the group that needs the most web font licenses and the skill level has backed down to be more normally distributed. So if we go back to our chart, simplified, we wanna get people from discovering fonts exist to valuing type. But this is going down.  And we can do that with three things. Type education, font awareness, and user experience. So when I talk about type education, I'm not just talking about people who want to learn about fonts. It's about educating people who may not be going out and seeking font education. How do we educate people about type in a seamless, non-conflicting way, right? How do they experience this type education? Because if people are already going out looking for type education, they're good. They're gonna find it, right? We need to get people at another level. Font awareness, right? This is really big. There's so many people out there that could take advantage of fonts, use them to grow their company, make more money for their company. There's a lot. We all know the benefits of fonts here, right? Getting font awareness up is key. And the last one user experience is not about a UX designer. It's about every step of the process. Putting the customer first, designing our websites in a way that are easy to use, creating customer support that is seamless, right? There's the user experience, getting people into the funnel, getting them to buy more type. If it's easier to do it, they're gonna do it because they're gonna fall in love with fonts. These are my three takeaways. If you have any questions, come find me after. Thank you so much.