When you take that to the next level of guiding a group of filmmakers to actually depict him, it's even more challenging. The one that that I think everybody involved believes is that we won't move forward with this until we believe it's right. There's no deadline that a movie has to be made by. We have to believe that we have served the responsibility, however long it takes us to get to that point.

It's not fair to use movies that weren't creatively successful as a reason why something won't work.

Everybody has a wicked side, whether they are six or sixty, and yet so often storytelling draws a sharp line between good and evil.

I take his [Theodore Geisel] legacy very, very seriously. I know others may disagree because he's made such an impact on so many people that response to work becomes very personal, so people will have different points of view. But, at the core of this, I take the protection and the extension of his legacy very, very seriously. It's a very important part of my life.

Absolutely, you rise and fall based on your creative team. I have continuity across different films that I've done. I was even fortunate enough to reach back and include people that had worked on Horton with me, as well.

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.

Anytime you adapt work of somebody who you respect, as much as I respect him, it's an enormous responsibility. In honoring that responsibility, what we try to do is to continually use his work, and the writing that he did about his life and his work, as our guide. That starts with his intent for what he was trying to express when he wrote it, and it extends to his intent overall.