Trevor Kincy
Strategy · Innovation · Operations
At (t)rifecta® Studio, we specialize in crafting high-performance websites that not only look great but also deliver measurable results.
Coming from Silicon Valley, it seems that "disruption" was an operative word in every single pitch deck I saw in the course of a decade. Having moved to Europe, collaboration is the key to success here and a welcomed change from the dogma of Sand Hill Road. More often than not, I see founders of all ages attempting to make themselves stand out through being (what I would bluntly describe as) disruptive little edge gremlins. The ego and arrogance I've witnessed has never impressed anyone. In fact, with very few exceptions, it's an attitude which poisons both your company's internal culture and can stain future commercial prospects.
Industries are smaller than you think, and no one wants to work with the bully, especially legacy industries. To create meaningful change in old, well-established industries, where family-owned businesses dominate the segment, it's important above all else to: take the time to listen and be understanding. Change is often incremental and takes time in these industries. Accelerating this isn't impossible, however, you need to partner with people and companies they trust to affect that change under a unified front.
"Industries are smaller than you think, and no one wants to work with the bully..."
At Wildcraft Group, we made the decision early in our journey to partner and work collaboratively, rather than trample on the warm welcome we've been given to such a lovely industry. For instance, our partnerships with various AV vendors allow us to combine hardware already on the market with our technology to create a hardware agnostic ecosystem for creatives to build attractions in. This collaboration not only accelerates innovation but strengthens relationships within the industry who already uses these devices. Rather than taking on hardware manufacture ourselves and further fragmenting this market, we are creating ways for the industry players to work together.
What struck me most after moving to Europe was the cultural emphasis on trust and partnership over speed and disruption. This shift has profoundly shaped how I approach leadership and strategy at Wildcraft Group.
We know there's a lot of meaningful change we'd like to create in the way people interact with themed entertainment and modernising this industry. However, we don't want to do it alone. With so few established companies in the space, we want to take those steps together through leading by example and showing what can be done. At Wildcraft, we envision a future where themed entertainment is not only modernised but deeply connected to the people and industries that helped shape it. Together, we can set a new standard for innovation, rooted in trust and collaboration.
What are your thoughts on the balance between disruption and collaboration in your industry? I'd love to hear your experiences—let's learn from each other.
