Second Thoughts explores the tough calls founders make under pressure—what they learned the hard way, what they’d do differently, and what they wish they’d known before starting.

This week’s guest: Ben Drury

Ben Drury is a serial founder in the consumer tech sector. He’s always had a passion for audio and music, particularly during his time as Head of Music at BT. He began his founder journey in 2004 when he created 7digital. His latest venture, Yoto, broke the £100 million revenue mark last year through the selling of its beloved screen-free audio players for kids.

Ben contrasts software’s rapid iteration with hardware’s unavoidable sequencing: certification, testing, regulation, component lead times and shipping create “finite time periods” you can’t compress. Yoto deliberately kept the device simple—using a cube form factor and NFC cards—so innovation could happen through software and, crucially, content.

Yoto began as a project for Ben and his co-founder (a former 7digital engineer) while both were navigating young families and post-startup fatigue. The early years were a long gestation—registered in 2015, Kickstarter in late 2017, and the first commercial product launching in February 2020. Momentum sharpened when they discovered a German competitor, Tonies, was four years ahead—forcing a decision: commit and move fast, or step aside.

At ~230 employees across London, Brooklyn, Singapore, Australia, China and France, Ben is clear: founders can’t micromanage at scale. His most pointed advice is to trust your instincts when someone no longer fits the role or stage—and to act quickly. He also notes the structural shift that happens around the “Dunbar number” (he cites ~150): beyond that, companies need more process and professionalism, and not everyone thrives in the new environment.

Yoto’s global footprint started with manufacturing in China, Thailand and Vietnam—driving early international operations and a Singapore presence. Commercially, the company prioritised the US quickly (launching there in June 2020, despite COVID travel constraints) and it became Yoto’s biggest market. France, however, proved tougher than the US because Yoto sells content as much as hardware—requiring French content, a French website and a French app.

Ben describes a cautious approach to AI in children’s content: customers are sensitive, so Yoto’s policy is transparency and choice whenever AI is used. He’s most excited about AI where it enables experiences that couldn’t exist otherwise—like a developer-built “Dreaming of a Jet Plane” feature that turns Yoto into a live plane scanner using location, open flight data, Yoto APIs and Eleven Labs voice generation. He also sees potential for minority-language support and language preservation, while acknowledging children’s fiction (made-up words, character voices, nuance) remains hard for AI today.

Ben calls fundraising a “necessary evil”: distracting, but useful for forcing sharper thinking and data discipline. Hardware adds a working-capital challenge—inventory and seasonality mean you need financing beyond venture equity.

Ben pushes back on the “overnight success” myth: it’s a slog with more lows than highs, but the highs matter—especially customer messages describing Yoto as a “life-changer” (from language learning to support during hospital stays or bereavement). He’s candid about the personal cost (“I am tired. Constantly.”) and the level of commitment required to build something meaningful. His recommended read for hardware founders: Apple in China—for its lessons on supply chains, manufacturing and geopolitics.