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.

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.

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

I think that it's important for a film that's in 3D that the filmmakers create the movie from a staging and scene planning standpoint with the dimensional space as one of their storytelling components.

What I've found is there is no barometer that allows you to chart when you're oversaturating a desire. You're left really trying to respond on a gut level, because by the time you might do research, it's already too late. There's also a healthy tension between what are very sound business objectives and a very amorphous desire to preserve what's special.

It is incredibly daunting to take on a live-action story. I think that it adds a level of complexity to the responsibility that goes beyond what I've experienced on these two films (The Lorax and Horton Hears a Who).

You have to start with the notion that you pick the actor who's going to embody the role, the best person that you can find. If you don't start with that then it sort of defies the whole purpose of trying to make the best film that you can make.