UPDATE: Ironically, as this interview was taking place, Lonely Planet was involved in what it calls "small business-as usual-restructuring" this week. Australian blog Crikey had a different take on it.
The restructuring is a realignment of roles from what it calls "content creating" to "content curating" - in other words: commissioning and sourcing from other sources.
However, such a move which will see some jobs go completely.
Lonely Planet says some of the affected staff will be redeployed elsewhere in the company.
Lonely Planet is planning on a string of developments around its overall content strategy as it looks to carve out a dominant position across digital platforms as well as guidebooks.
The bold claim will either worry the reams of other content providers on the web or be greeted with large dose of scepticism given how chaotic the travel editorial space has become in recent years.
The main elements include ramping up its mobile content programme, a focus on video through its TV channel and website, and integration of features currently spread around different parts of the main site.
Perhaps one of the most important developments on the main site will be how it looks to integrate the popular Thorn Tree forum postings alongside existing editorial and guides - a major undertaking and one which will throw two vastly different content channels together for the first time.
The Thorn Tree currently has 700,000 registered profiles in the system and the overall LP site has around 65 million unique users a year.
But with vast numbers of visitors and a strong brand, why is there such widespread disagreement over whether LP can morph into a true multi-channel travel content brand?
At the centre of such scepticism is the simple idea that Lonely Planet will struggle to compete - or at least claim as strong a position as it does in book publishing - against sites that offer similar content.
Speaking as he celebrates his first 12 months in office, chief executive Matthew Goldberg hints that the strategy is equally simple: online content will be mostly free, unless it is so compelling and unique, in which case a premium may be charged.
"We will be much more thoughtful about how our content is differentiated," he says. If Lonely Planet spends resources on creating valuable and unique content (mobile, web or print), then he doesn't see a problem with charging for it.
The strategy is to "go to the next level" and ensure Lonely Planet is the best pre-trip, on-trip, post-trip resource for travellers.
Pushing its social media strategy is one thing, but clearly there is also a major focus on CRM - its combined Twitter, Facebook and email lists have doubled in a year, he reveals.
Meanwhile, the main site will continue to receive plenty of resources, it appears.
In fact, Goldberg, when asked to rate the site on a scale of one to ten, dodges the question but does admit: "It is not good enough and we are not satisfied."
Mobile also is going to be a huge focus, Goldberg, a former Dow Jones executive, claims. The app programme continues to grow, he says, but in the meantime the mobile will have to become the key device for Lonely Planet, certainly as it looks to enhance the on-trip element of providing content and other services to travellers.