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Seated in a chair a few feet away, you still have to strain to hear Nadav Goshen speak. And, from the looks of it, slightly nervous. Goshen has a small stack of papers sitting on a table beside him, should he need to consult any notes. He never actually looks over, however. His voice rarely raises above a whisper during our conversation, but he speaks thoughtfully and pragmatically.
One that has learned from its mistakes. He was a one-man manifestation of the MakerBot spirit, and by extension the desktop 3D printer revolution. It was all very MakerBot opened up storefronts in strategic locations across the country, announced ambitious plans to begin manufacturing 3D printers in the US and opened up a sprawling office space high up in a downtown Brooklyn office space overlooking a huge swath of lower Manhattan.
He brushes off the suggestion that he inherited a difficult position. Goshen highlights the moves the company has made over the last several months. But the new printers were only a piece of the conversation, pointing to a larger cultural shift for the company, a move away from attempting to predict or control the conversation.
Much more healthy is to look at customer needs, grow with the market. The team was an off-shoot of sorts from RepRap , a project founded in by University of Bath professor Adrian Bowyer, with the goal of creating a self-replicating machine — or at the very least, one that could build a majority of its own parts. More than one press outlet noted the parallels between it and early Silicon Valley success stories like Apple, and Pettis seemingly, was happy to fill the role of Steve Jobs. It seems like a million years ago now, but the sentiment is indicative of an overall feeling in the tech community toward 3D printing.
The company expanded its staff from 40 employees to around plus by its own account. The unveilings took on the air of small scale Apple keynotes, complete with new products hidden beneath black cloths. It was a healthy sum for a company that, less than half a decade before, was selling wooden kits built in a local makerspace. Pettis and Stratasys both declined to be interviewed for the piece, though the latter offered up comment from CEO Ilan Levin,.
We remain confident in the long-term opportunity in the desktop segment, and will continue to invest in products that serve the entry-level professional and education markets.
We believe MakerBot maintains the leading desktop brand, with the most developed software ecosystem within the industry. To many, felt like the beginning of the end for MakerBot — and, perhaps, desktop 3D printing as a whole.
This February, the company announced that it would be laying off one-third of its staff, leaving the current number at around Things have proven equally volatile up top. Goshen hardly mentions the consumer space during our conversation, unless prompted to do so. Like the executive himself, the company is dramatically different from the one that graced the covers of mainstream tech publications half a decade ago.
Plug it in and go. The technology, everywhere from the software workflow to the hardware, has to work seamlessly. You have to have really high percentage print success. It has to be easy to use for the general public. Of course, rumors of the death of desktop 3D printing have been greatly exaggerated. Over the last few years, the conversation in the tech press has shifted seemingly overnight from talk of a consumer manufacturing revolution to a space obliterated by its own hype. For many pundits, 3D printing has become the ultimate tech cautionary tale, used to warn against overhyping technologies like virtual reality.
The fact is, the 3D printing market continues to grow — albeit at a much more modest pace than many extremely bullish pundits initially speculated. The target audience, however, has shifted dramatically. It will eventually change the way we design products, we teach at schools, and many other things. We were under the assumption of trying to aim for growth patterns, and trying to aim for a specific time and place where everything will meet and I think this trying to pinpoint a point in time and space is not healthy.
The executive refuses to make predictions for the growth of the consumer space. He remains bullish about its future growth, but addresses it like some distant possibility. And for MakerBot, maturity as a company means catering to markets where the need has already been clearly defined, rather than attempting to define a new category. Education is currently the largest play for the company. The company has found success getting its printers into the hands of K educators as a piece of a larger STEM curriculum.
The professional category, too, has proven something of a surprise hit, as more companies opt for the affordability and portability of a desktop printer for rapid prototyping over their Xerox machine-sized brethren designed by the likes of Stratasys and 3D Systems. This is not exactly 3D printing hardware as it was before. For professionals we have the hardware which helps to prototype, but also CAD to print.
The company laid out its newfound mission statement at an event at its Brooklyn offices in September — its first major product reveal in some time. It was a flag planted in the ground by then-CEO Jonathan Jaglom who held the role for roughly a year and a half , acknowledging that the dream of consumer 3D printing was just that: I think that will help, as well.
Buser is still hopeful for a future where desktop 3D printing is the norm. The ability to print up broken oven knobs and other specific proprietary parts is often floated as the answer to the inevitable question of why a normal consumer would want — let alone need — a 3D printer in the home.
You expect to buy a 3D printer for an office and have it work like your Xerox copier. You expect to buy that and not have to call up customer service. The failure for a true consumer market to materialize has significantly truncated the potential short-term desktop 3D market. Some players in the whatever industry are less sensitive into that. We are very sensitive not to overflow the market, not to oversell and set expectations, which are not met. For MakerBot, that means limiting the size and scope of its product line as the company adjusts to life after the implosion of the 3D printing hype cycle.
MakerBot, predictably, still believes that 3D printing will change the world. The new MakerBot is less flashy and more conventionally corporate than the company that came before it, a byproduct of by acquired by a more industrial-focused parent company and natural ebbing of the 3D printing hype cycle. Stratasys has thus far made good on its promise of keeping MakerBot operating as its own entity, though the lines have been blurred somewhat between the two brands over the past couple of years.
But Goshen says he believes that MakerBot still has value for its industrial printing parent. As I said, MakerBot has its own unique approach, has its own combination of the brand, go to market and the solutions and things. In spite of everything, however, what the company does have is a solid foundation of desktop 3D printing hardware and software, along with IP and other resources from its parent company.
Through continued and measured tweaks to its platform, perhaps will be much closer to an ideal mainstream product by the time those students graduate. We are, I would say, the largest in that industry.
You need to understand the growth and understand what is the next level. The new MakerBot is taking a wait and see approach with regards to future. And hopefully the future will wait for it. Printing the future MakerBot, predictably, still believes that 3D printing will change the world.