The takeaway: The site is losing traffic and money and no longer expects to get all of the $900 million it once counted on from a Google search deal. Also, the company really doesn’t know what to expect of the property going forward, except that it’s a work in progress.

So: Either digital media boss Jon Miller, MySpace CEO Owen Van Natta and the rest of the new team brought in this year to fix the site have an impossible task or expectations are now so low that even modest improvement will look like a huge victory.

Details from the earnings call, which I covered live this afternoon:

• Revenue was down 26 percent at Miller’s Digital Media Group (MySpace and a handful of other sites).
• That’s in part because conventional ad revenue is down and in part because search ad revenue is down.
• But isn’t Google (GOOG) supposed to be paying $900 million over three years in a search deal? Yes, but only if News Corp. (NWS) hits certain traffic/query guarantees, which isn’t happening anymore, says Murdoch.
• How much is MySpace going to miss by? This question occasions much confusion on the call. “I don’t know. But it will be a real figure,” Murdoch says. Then he throws out the number $300 million. His lieutenants suggest that it’s closer to 10 percent, or $90 million. I’ve since checked with News Corp. PR, which says the figure is “in the 100 [million] zone for the year.”
• So what’s the plan to fix all of this? “It’s a work in progress,” News Corp. officials say over and over during the call. Chase Carey, Murdoch’s new number two, uses the phrase at least three times in one answer.
• Any other color on overhaul plans? Nothing you haven’t heard before: The company is trying to become an entertainment portal instead of a social network. Carey: “We’re not trying to beat Facebook. We’re not trying to beat Twitter.”

(Disclosure: News Corp. owns Dow Jones, which owns this Web site).

Employees at MySpace have been waiting to find out who their new ad sales boss will be, as All Things Digital reported earlier this week.

And here she is: Nada Stirratt, who until today was running digital sales for Viacom’s (VIA) MTV Networks. (You can read her goodbye memo to MTV colleagues below.)

It looks as if MySpace CEO Owen Van Natta is assembling a team of MTV veterans at his company, which he’s in the process of overhauling.

In addition to Stirratt, MySpace has brought former digital guru Jason Hirschhorn over as chief product officer. And Courtney Holt, who runs MySpace Music, had run digital music for MTV before Chris DeWolfe, Van Natta’s predecessor, brought him on board last year. Viacom hasn’t named a replacement for Stirratt.

Next week could be Stirratt’s debut in front of the entire advertising sales staff of MySpace, who are set to gather at a new seaside resort about 20 miles south of Los Angeles to get a first glimpse of the fresh direction the company is preparing to take under its new management.

The struggling social networking site, HQed in Beverly Hills, has been trying to reboot its image, spur innovation in its product and most of all, pull itself out of a too-long slump, even as longtime rival, Palo Alto, Calif.-based Facebook, has seen explosive growth.

In late August, MySpace sales and marketing head Jeff Berman left the company as MySpace hired MediaLink, a New York- and Los Angeles-based media consultancy, to help get its ad sales business back on track.

That effort has been led by MediaLink President Wenda Millard, who is well known in the ad industry and was longtime leader of the ad sales force at Yahoo (YHOO).

Getting an experienced top ad exec in place will round out a recent spate of new hiring by MySpace, including a new CTO, Alex Maghen, who moved over from its MySpace Music joint venture, and a new CFO, Mark Rosenbaum.

This has been part of Van Natta’s wholesale flushing out of most of the top execs who worked under DeWolfe.

Now, with a new team of execs, the News Corp. (NWS) property is putting the finishing touches on a master plan, which will include a new redesign of its hopelessly messy interface and doubling down on a product strategy that will center on, said one source, “what we own,” namely, music and entertainment.

Music is the obvious key leverage point, the still-bright spot of MySpace, followed by adding big entertainment categories like movies, television, gaming, video and other pop culture arenas.

Once the rejiggered product is in place, it will be up to Stirratt to sell it to advertisers.

Until we see how she does in that key job, here’s her missive to MTVers:

From: Stirratt, Nada
To: MTVN Digital Advertising
Sent: Fri Oct 09 16:34:51 2009
Subject: Thank You for Everything

Hi Everybody–

It is with mixed emotions that I write to inform you that I will be leaving MTV Networks. I have accepted the job of Chief Revenue Officer at MySpace and will be starting there later in the month.

The past 3+ years have been such a wonderful experience and I thank you for the extraordinary work you all have done to make MTVNetworks Digital stand for a best-in-class sales organization unlike any other in the business. Truly. We rocked the industry with our innovation, ideas, relationships and results. And we had a ridiculous amount of fun along the way. So thank you for everything. And a special heartfelt thanks to my leadership team of Kevin, Brad, Jason and Heather: I have learned so much from each of you and will cherish your friendship.

Xo 
Nada

(Full disclosure: News Corp. also owns Dow Jones, which owns this site.)

Here’s the complete internal memo from CEO Owen Van Natta, which describes Millard’s position as head of the ad sales group as an “interim” one and announces that former sales boss Jeff Berman is out. (Van Natta’s official statement for public consumption is here.)

Hi everyone,

I want to share some thoughts about our advertising product strategy and give you an update on the structure of our sales organization.

In the last three months we’ve focused our attention on restructuring the business, refocusing the MySpace user experience, and hiring some talented people particularly in the technology and product organization. I’m proud of the progress we’ve made in these areas and now want to focus on ensuring we have the best advertising product, sales strategy, and team in the market.

MySpace has always been a leader in the social media advertising space. Maintaining our leadership position requires that we foster the perfect balance between content and commerce. With this in mind, I’m pleased to announce that we are bringing a new partner into our global organization. Please join me in welcoming to the MySpace team, Media Link – a top media representation and strategic advisory firm founded by Michael Kassan and whose clients have included Microsoft, AT&T, Unilever, Home Depot, and Colgate-Palmolive. Michael is an internationally recognized leader operating at the intersection of the media, advertising, and entertainment industries. He’s the founder and managing principal of Media Link and acts as an advisor to many of the Fortune 100’s best-of-breed global brands

Media Link will be focusing on two primary objectives. First, the firm will provide guidance as we reconfigure our ad products to meet the current needs of the marketplace.  As a key strategic advisor and partner, they’ll provide us with an external perspective on the larger advertising market as well as insight into what top clients (and those we’re looking to attract) are asking for.

Second, as part of this process on an interim basis the firm will help manage our day-to-day sales organization under the leadership of Wenda Harris Millard. Many of you know and have worked with Wenda in the past and for those who haven’t she’s truly an internet advertising pioneer. Her reputation on Madison Avenue is unmatched and after holding executive sales posts at Ziff Davis, Yahoo, and Martha Stewart Living Omnimedia she recently joined Media Link as President.

After more than three years of managing a highly diverse set of responsibilities at MySpace including content and sales roles, Jeff Berman has decided to explore other opportunities. During his tenure at MySpace, Jeff brought leadership to our sales organization and built an incredible team with expertise across every advertising vertical. I appreciate all the support that Jeff has given the new management team and look forward to welcoming new sales talent to compliment the tremendous group we currently have in place. We wish Jeff the best in his future plans.

Within our sales team, we have a deep bench of talent responsible for managing one of the most dynamic advertising platforms on the Web. I’d to like recognize the sales team for their hard work and dedication in creating meaningful ad solutions for our roster of advertisers.

Our senior sales team (in alpha order) includes:
·         Chris Carlson – Regional Vice President of the Mid West
·         Angela Courtin – SVP Marketing, Entertainment, Content
·         Shari Friedman – Vice President of Entertainment Sales
·         Mitchell Kreuch – Regional Vice President of East Coast Sales
·         Abe Thomas – VP of Online Marketing
·         Valeh Vakili – SVP Sales Strategy and Operations
·         Sam Wick – SVP of Strategy for MySpace Music
·         Andy Wiedlin – Regional Vice President of West Coast Sales

I appreciate your dedication and focus on delivering for our advertising partners during the last few months. I hope you’re as excited as I am to take our sales organizations to the next level.

Full disclosure: News Corp., owner of MySpace, also owns Dow Jones, which owns this site.)

Now that MySpace has finished its acquisition of iLike, what it’s going to do with it? Don’t think music, MySpace CEO Owen Van Natta stressed in a press conference today, think about “socialization of content.”

What does that mean? Pretty vague, which, I gather, is Van Natta’s intention.

But in short, what Van Natta is saying is that he has bought a 26-person company–for $19.5 million–because it has engineering talent that is good at building stuff that 1) helps users find content and share it with one other, and that 2) works on multiple platforms.

Van Natta did make a point of downplaying iLike’s ability to help MySpace build out its music offering, though. Which makes sense, because MySpace already has a music platform that it owns in a separate joint venture with the big music labels.

And because while iLike is known as a music platform, it really isn’t. It doesn’t have deals with the music labels that let users listen to full songs, and it only recently launched a way for users to buy songs. What it does do is recommend music based on stuff you like, and lets you share your likes and recommendations with friends.

You can see how the people who built the iLike platform–primarily on the back of Facebook, where Van Natta was formerly COO–could be useful for MySpace, which is in the midst of a drastic overhaul.

Van Natta was brought in to run the once-hot social network at the behest of corporate owner News Corp. (NWS) earlier this year, and has been busily hiring and firing since then.

The iLike deal is Van Natta’s first major acquisition since he came on, but it is essentially a hiring move, too. The plan is to keep all of the company’s key talent, including CEO Ali Partovi, President Hadi Partovi and CTO Nat Brown. (All three are in the picture at the top of this post, along with Van Natta and MySpace COO Mike Jones. From left to right: Ali Partovi, Jones, Van Natta, Brown and Hadi Partovi.)

Speaking of that talent: Asked about All Things Digital’s report about tax issues slowing the last stages of deal, Van Natta declared that “this was actually one of the smoother sailing deals that I’ve been involved in.”

Which may be true, but it doesn’t mean there weren’t tax problems for the company he was acquiring, as well as a delay.

In one email to the entire iLike board on Monday afternoon, titled “late-breaking tax issues with iLike/MySpace merger,” Co-founder Hadi Partovi wrote, referring to his brother and also Co-founder Ali:

“Ali & I recently learned about a potential tax liability that could be significantly disadvantageous to us as a result of the merger.

“We don’t have definitive info yet, and we’re just as disappointed as anybody to learn this at the 11th hour.”

Then, Hadi Partovi sent yet another email to Gregg Winiarski, GC at IAC (IACI) yesterday, titled “potentially significant tax risks for iLike common shareholder (esp Partovis).”

Before IAC had spun off Ticketmaster Entertainment (TKTM) last year, which was one of iLike’s big investors, Winiarski had apparently been involved in some iLike issues around compensation.

So Hadi asked him: “gregg, do you have any thoughts on this? since the structure of moving into common-stock (to avoid income tax) was your idea, I was hoping you [would weigh in].”

Winiarski–in several exchanges, in which Hadi’s brother and also Co-founder Ali Partovi even asked if IAC and Ticketmaster might indemnify them if problems arose–politely declined to weigh in, presumably since IAC was no longer an investor in iLike.

Ali Partovi intently asked for a call “TODAY,” but Winiarski did not bite on that or the indemnification request.

In the end, Ali Partovi wrote: “We’re moving forward with the deal, mainly because Hadi and I are not the types to hold up a deal over this. But I’d appreciate if you’d be open to a discussion about the risk exposure we’re sustaining here.”

Apparently it did not hold up the deal.

Maybe someone can ask Van Natta about that in the all-company meeting MySpace has scheduled for next week, which he mentions in this internal memo announcing the deal:

Hi everyone,

I’m pleased to announce this morning that MySpace has entered into an agreement to acquire iLike.

iLike is a social music discovery service that in just two years has become the largest, most comprehensive music application across all social networks. With 55 million users and 1.5 billion monthly impressions, their growth speaks directly to the usability of the product, the technology behind it, and the great team that built it.

One of the great things about MySpace is that its openness enables discovery–we’re going to take that strategy one step forward by also allowing users to experience content on the distributed Web.

On MySpace, users connect with the content they love in a centralized and social environment. On iLike, users can access the content they love in a highly distributed environment across their favorite websites. This shared vision around content distribution is a key component to the future of MySpace.

What the iLike team has done with music is applicable to all of the areas that are important to MySpace users today such as entertainment, video, and games. Because we view the opportunities of this acquisition beyond the music category, MySpace Inc. will be making this acquisition separate and apart from the MySpace Music joint venture.

The company’s current management–CEO Ali Partovi, President Hadi Partovi, and CTO Nat Brown–will continue to lead iLike’s future. I’ve known Hadi and Ali for almost 10 years and the two of them, along with Nat are talented entrepreneurs with a strong track record for building world class product.

Just to give you a sense of their history and professional achievements:

· Ali established himself as an entrepreneur by co-founding LinkExchange, which started as the web’s first and largest banner-advertising network and grew to become the web’s largest small-business portal before being acquired by Microsoft in 1998. In 2002, Ali became CEO of Garageband.com and then iLike.

· Hadi co-founded Tellme Networks, a leading provider of voice/telephone technology and services, where he ran product and technology, and later spearheaded the company’s shift from consumer services to enterprise call-center automation for AT&T, FedEx, and E*TRADE. Tellme Networks was acquired by Microsoft in 2007. Both acquisitions (LinkExchange and TellMe) rank as two of Microsoft’s biggest deals to date. Hadi was also an original group program manager for Internet Explorer, a general manager of MSN.com, and he incubated Start.com (now Live.com).

· Nat has a deep and respected history as an early architect at Microsoft. He rapidly earned a reputation as one of Microsoft’s foremost technical minds by creating and evangelizing the ActiveX/COM object model in the early 90s. He went on to play a seminal role in the creation of XML, DHTML, and as a primary architect of the first XBox. After retiring from Microsoft, he served briefly as CTO at CAC Media and has informally advised numerous startups.

In addition to this great management team, iLike has 26 employees in various technical and business functions including a market leading development team that will join MySpace. iLike will remain headquartered in Seattle but our teams will be working very closely. I’m excited to see the great things that come out of the collaboration between our management teams, employees, and cultures.

We have an all-company meeting next week and I look forward to seeing everyone and answering any questions you might have.

Please join me in welcoming Ali, Hadi, Nat and everyone at iLike to MySpace.

But the lawsuits have yet to be resolved.

Confusing? Of course.

Here’s Project Playlist’s description of the deal, which references layoffs at the company to eliminate redundancies with the new acquisition, but doesn’t specify how many folks are being let go. Given that Total Music only employed about 30 folks at its peak and was essentially shut down last winter, it’s hard to see how many Total Music employees are coming aboard–I’m guessing fewer than a dozen, and am trying to confirm.

We recently acquired assets and employees from TotalMusic LLC, a digital catalog management and reporting system. This acquisition is an important platform that will allow us to host a streaming music service, help us with e-commerce solutions and provide a set of application programming interfaces that will be invaluable to us as we offer next generation digital music services to our users.

Today we are integrating the assets of TotalMusic into our Playlist operation. As a result we have to address some overlap in certain areas and let some employees go both from Playlist and Total Music. This is no reflection on the talent of the people we had to release, rather a responsibility we have to run a lean organization with no redundancies and clear lines of reporting.  This often happens when two companies merge, but it is never easy.

On a positive note, we are very excited about the progress we are making. With the Total Music acquisition and our recent licensing agreements with Sony ATV and EMI Publishing, we are developing new features and services everyday that will form an even deeper bond with our 45 million loyal users and create new revenue opportunities for our company as well as our music content partners. More to come, watch this Space!!

Total Music, which Universal started in the fall of 2007 and shut down this February after joining up with Sony along the way, was supposed to be a subscription music service that got bundled in with devices or with ISPs/cable guys/telcos, etc. Given that it never, to my understanding, streamed a single song or collected a penny in revenue, it’s interesting to see that Project Playlist thinks there’s something there worth buying.

The bigger picture: It’s hard to see how this company can move forward until new CEO John Sykes, who replaced Owen Van Natta when he decamped to run MySpace for News Corp. (NWS), can clear up lawsuits with Universal and Warner and then get Facebook and MySpace to let it back onto their respective sites. The social services were crucial to Playlist since they generated the majority of its visitors, but they cut them off last fall, presumably under pressure from the labels.

Given that Van Natta is now running MySpace and that Playlist was at least able to negotiate an asset purchase from Universal, perhaps there’s a shot at getting all of that accomplished. Then the service could concentrate on the even tougher task of trying to make money in digital music.

MySpace owner News Corp. (NWS) didn’t name a successor to DeWolfe, but sources said the company is close to bringing in Owen Van Natta, the former COO at Facebook and current CEO of Project Playlist, as a replacement.

(News Corp. also owns Dow Jones, which owns this Web site.)

In addition, News Corp. said that it is in talks to move aside Tom Anderson, DeWolfe’s longtime partner and MySpace co-founder, from his current position as president.

Here’s the memo:

Chris DeWolfe to Step Down as CEO of MySpace

Will serve as strategic advisor to Company
______________________

Los Angeles, CA, April 22, 2009 – MySpace CEO Chris DeWolfe and News Corporation’s Chief Digital Officer Jonathan Miller, announced today that, by mutual agreement, Mr. DeWolfe will not be renewing his contract and will be stepping down in the near future. Mr. DeWolfe will continue to serve on the board of MySpace China and will be a strategic advisor to the Company.

Additionally, Mr. Miller announced that he was in discussions with Tom Anderson, MySpace’s president, about Mr. Anderson assuming a new role in the organization.

“Chris and Tom are true pioneers and we greatly value the tremendous job they’ve done in growing MySpace into what it is today,” said Mr. Miller.  “Thanks largely to their vision, MySpace has become a vibrant creative community with 130 million passionate followers worldwide.  It is an enormously successful property and we look forward to building on its achievements with a new management structure we’ll announce in the near future.”

“In a little under six years we’ve grown MySpace from a small operation with seven people to a very profitable business with over 1,600 employees,” said Mr. DeWolfe.  “It’s been one of the best experiences of my life and we’re proud of, and grateful to, the team of talented people who helped us along the way.  We thank them, as well as the MySpace community for making our vision a reality.”

“From the very beginning, our driving passion has been simple – to create and foster a platform where people across the globe can not only meet and interact, but share music, videos, thoughts and ideas,” said Mr. Anderson.  I look forward to working with Jon.  I love this business, and look forward to its next chapter.”

People familiar with the matter tell me that DeWolfe and News Corp., specifically new digital boss Jon Miller, are discussing a leadership change today. News Corp. (NWS) officials declined to comment. (News Corp. is the owner of Dow Jones, which owns this Web site.)

Sources tell me Miller hadn’t been planning on getting rid of DeWolfe (pictured above) in the near future, and that until yesterday he was still evaluating his options. News Corp. CEO Rupert Murdoch had once treated DeWolfe as a favorite and gave him significant autonomy at MySpace. But Murdoch, who brought Miller on earlier this month, has been leaning toward a change as MySpace’s traffic has stagnated and its buzz and momentum have moved to Facebook.

Still, Murdoch had left the decision about the site’s leadership to Miller, his new hire, sources said. One possibility: Elevating DeWolfe to a nonexecutive advisory position.

Those options narrowed last night once TechCrunch ran a story claiming that News Corp. had hired a headhunting firm to “scour for possible replacements” for DeWolfe.

News Corp. hadn’t actually hired a headhunter, I’m told by multiple sources. But I’m also told that the report was enough to spook DeWolfe into calling Miller to ask what his plans were. That conversation led to today’s negotiations, which will likely lead to his stepping down as CEO, although he may remain affiliated with MySpace in some capacity.

Meanwhile, News Corp. has been talking to Van Natta (pictured here) about taking DeWolfe’s place. Van Natta, who had been a highly regarded executive at Facebook, was at one point the leading candidate to head up MySpace Music, which launched last fall, and the two sides held extensive conversations.

But Van Natta, like many other potential hires for that position, bristled at the job’s org chart: Rather than a standalone company, a la Hulu, the site News Corp. set up with GE’s (GE) NBC, MySpace Music is simply a unit of MySpace, reporting to DeWolfe. MTV executive Courtney Holt eventually took the job.

But Van Natta’s fate has remained closely intertwined with MySpace anyway. Project Playlist, the free music-streaming site he took over last fall, has seen traffic plummet after MySpace, along with Facebook, cut off the site’s access to their users, a move prompted by lawsuits from several major music companies.

Van Natta has made some headway at extracting the company from its legal mess, which predated his hiring, and he has hammered out a settlement with EMI Music Group. But Playlist is still being sued by Warner Music Group (WMG) and Vivendi’s Universal Music Group, and even music sites that aren’t in legal trouble are struggling to keep their heads above water. Plenty of Silicon Valley watchers wonder why Van Natta landed at Playlist in the first place and think that he has been looking for a way out.

Here’s a video of DeWolfe talking with BoomTown’s Kara Swisher a little more than a year ago when MySpace opened a new office in San Francisco. Below that is a video of Van Natta talking to Swisher in 2007 about Facebook’s ill-fated “Beacon” project.

No terms were disclosed. The settlement, in conjunction with an earlier deal struck with Sony’s Sony Music Entertainment (SNE), means that Project Playlist now has deals with two of the big four music labels. But Warner Music Group (WMG) and Vivendi’s Universal Music Group are still suing the company.

Just as important: Project Playlist hasn’t been reinstated by MySpace and Facebook, both of which booted the service off their social networks last November. Since Project Playlist depended on those sites to drive traffic to its site, it’s hard to see how it can gain much traction unless it can sweet-talk the two other labels into coming aboard.

My expectation was that a settlement was in the works last fall because that’s when former Facebook COO Owen Van Natta joined the company as CEO and investor Bob Pittman poured several millions of dollars into it. Neither of those men, I assumed, was betting on a prolonged lawsuit.

Project Playlist isn’t the only music start-up struggling these days–even those that haven’t been sued by the labels, or have deals with them or even investments from them, are trying to figure out how to survive. Most assumed they’d be able to make money via advertising, but that was a hard sell even before the recession/depression.

Still, better to have a deal than a lawsuit.

Preprepared quotes from both sides:

Van Natta: “It is crucial for us to continue connecting our users with more of their favorite music. This partnership will provide us with a wide-ranging selection of content to satisfy our users’ appetites to share and purchase music. We are excited to now have both EMI and SONY BMG Music catalogs available and we hope to continue to expand and enhance our service.”

Ronn Werre, EMI Music’s President, Music Services worldwide: “Making our music available on a fan favorite like Project Playlist is part of EMI Music’s mission to connect artists and fans and to give fans more ways to discover new artists. Project Playlist is becoming a fan favorite. Our artists also know that word-of-mouth among friends is a powerful part of music discovery.”

The Recording Industry Association of America (RIAA) initially contacted Facebook last summer requesting the removal of the Project Playlist application for copyright violation, and recently reopened those communications. We have forwarded the RIAA’s letters to Project Playlist so it can work directly with that organization and music labels on a resolution. In the meantime, the application must be removed to comply with the Facebook Platform Terms of Service. Our hope and expectation is that the parties can resolve their disagreements in a manner that satisfies the developer and copyright holder, that continues to offer a great experience to music fans, and that doesn’t discourage other developers from using Platform to share their creativity and test new ideas.”

The only surprise here is that it took Facebook this long to face up to reality: There was next to no upside for Mark Zuckerberg and company in fighting the big music labels, three of whom are suing Project Playlist. But there was plenty of downside: At best, the social network would end up squaring off against potential partners; at worst, it’s conceivable that it could end up being sued by the labels as well.

Facebook’s move is also less important than the one that MySpace made last week. That’s because Project Playlist is first and foremost a music service geared toward users of News Corp.’s (NWS) social network.

It’s also not surprising that MySpace was the first to bail on Project Playlist at the labels’ request: Not only does the network have its own competing music service–MySpace Music–but its partners in that service are the four major labels– Sony (SNE), Warner Music Group (WMG), Universal Music Group and EMI.

Most important is what the big labels who are suing Project Playlist– Warner, UMG and EMI–hope to accomplish by forcing the social networks to cut it off at the knees. The boilerplate answer from the labels is that Project Playlist violates copyright, and that they’d complained to MySpace and Facebook before, etc, etc.

But that’s a silly argument: The labels have also been trying to negotiate a deal with Project Playlist for some time, which is why investor Bob Pittman sank up to $20 million into the company earlier this year and former Facebook executive Owen Van Natta came aboard as CEO last month. I’m told that those talks had reached advanced stages this month.

So that leaves us with two possible conclusions:

1. This is just another negotiating move by the labels, which have previously sued Web services before partnering with them (see: Warner/Imeem, Universal/MySpace). But since they’ve already sued Project Playlist, cutting off their oxygen is more effective.
2. The labels have decided that ad-supported, free music services like MySpace Music, Imeem and Project Playlist just aren’t going to work, period, and that’s there’s no point in even trying to let new ones thrive.

For now, I’m going with No. 1, just because it’s the most obvious answer. But I’m willing to hear other arguments: Sound off in comments below or drop me a line at peter@allthingsd.com.