Category: Content & Media

The sports media sector has been massively impacted by the changes in viewing patterns that have emerged across the Content & Media industry. On Episode 20 of The Content & Media Matters Podcast we were joined by sport media veteran Ed Abis, who is the Managing Director at Dizplai. Ed has led an extensive career in the live sports and media space, having worked with Burnley FC and ITV, even helping Nike with their collaboration with Manchester United Soccer schools. Today Edie is focused on data visualisation solutions for the media and sports market. He shared his insights into the changing landscape of the sports media industry. 

What has had the most impact on the sports media space in terms of the evolution of technology and the way we consume sports since you joined the industry?

I worked for the Perform Group (now Stats Perform) when they were at the forefront of creating sports streaming. We were working with global sports durations, and helping them to develop their commercial story and effectively monetize their content. I’ve worked with other companies during this advising fever as well, helping organisations get accessibility to their live sports, because it was felt that the sports broadcasting world would only focus on the biggest sports. 

I was lucky enough to work with a great number of people and organisations where we were learning together and from each other. That was effectively a sports streaming revolution, because we were doing things that no one was doing before. Sometimes it went wrong, but not through having the fear. We innovated and I think immeasurably moved the industry forwards.

What would you say are the biggest challenges facing the sports media market today?

There is so much choice now. It’s going to be interesting to see what happens over the coming years in terms of what some entities will do. We’ve seen what’s happened with the merger between Discovery and BT Sport and there’s changes afoot there at a high level. I think it makes it difficult for consumers because they need to have so many subscriptions, because everyone in the house has a different preference. That is a challenge. But the opportunity as a consumer is to pick and choose what service I want to go and buy, which also means I have a choice that I’ve never had before. That’s exciting for consumers. I remember my days of working with The Equestrian Federation, which has a very niche audience, but they have a very high net worth and a very engaged audience as well. Their content won’t always be on the BBC or any other major broadcast because they’re not a major event supplier, but there are people who really want to watch it, and TEF can offer that simply and easily.

What are you most excited about for the future of sports media?

If certain things go to our competitors we all push each other. There are certain direct and indirect examples – one that we worked with is SkySports and their boxing, where we’ve worked with our product team and their product team to create an interactive boxing scorecard. That isn’t necessarily something new – there’s been some web based voting applications around for years – but what we’ve done is create an end to end solution so the audience feels a part of when they’re watching the boxing. They scan a QR code, and they are scoring the fight round by round. Producers understand that they need this payoff of saying to the audience, ‘This is how you are all voting for this fight right now’. I want to see more interactive innovations like that. 

To learn more about developments happening in the sports media sector, tune into Episode 20 of The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

On Episode 19 of The Content & Media Matters Podcast we were joined by Alan McLennan, the Founder and Global Head of M&E, Industry Strategy and Partnership at the PADEM Media Group. He talked us through his fascinating career in the content and media space, as well as his experience of co-authoring a book. He also shared his perspectives on the state of the content and media industry as a whole and told us what he sees for the future of the sector. Read on to hear what he had to say. 

We’ve unfortunately tipped into a marketplace that is now in television management. That is an inherently comfortable place for most networks and studios because it’s not what it was before. It used to be about the innovation of technology and the connection to the audience. Now it’s stepped back. Streaming television is an important aspect of building an audience. But it’s television. It’s what it always has been. Now it just so happens that you get a choice of what you want to watch, with attached advertising that matches your personality, your behaviour, your information etc, which is much more engaging than it used to be. 

The old statement about 50% of my advertising goes in and 50% doesn’t isn’t true anymore, because we have these identifiable points now.  That allows us to grow into lower social economic environments, and that’s really good. But there is a certain component of this that has a separation of classes. We’re starting to realise in the industry that subscription levels have pretty much levelled off, except in new markets where there’s new subscriber bases. As more countries around the world have enough disposable income to pay for our subscriptions, we’re expanding our markets. We’re able to offer up the second year, or even third year kind of programming on a fast basis. 

What’s driving the industry globally is the ability to tap into the creators that are in this economy. When it comes to production, those creators are producing and providing some of the best programming and content that we’ve ever seen. Before, when you went to gatherings, parties, whatever, people would talk about news or politics. Now it’s ‘What series are you watching?’ That’s where the quality of our work comes in. The first run is for theatrical releases, then it’s aimed towards people who can afford a subscription based programme. We’ve taken a number of steps forward, but we’ve also taken some steps back when it comes to our audiences. By taking those steps back, it puts the industry in a more comfortable position with their business through advertising and audience reach – and that’s good – but where the opportunity comes is from new distribution platforms. 

We’ve seen some things from the cable industries – or Comcast for example, who are talking about 10G. What about 5G? Didn’t that just come out? 5G is the fifth generation of distribution, not the technology. It’s the efficiency of that which is mind boggling. It’s 100 times faster and more powerful than 4G, so how powerful is 10G going to be? That’s going to require whole new infrastructures to support the capabilities it brings, which will need new types of distribution. Things like Edge Computers, cable plants, and providers will have to be built out. That is where we’re going. 

To learn more about the future of the industry, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

The Content and Media industry is a diverse and developing space. On Episode 18 of The Content & Media Matters Podcast we spoke to Taylor Riese, Vice President of Strategic Sales for Signiant. With an impressive career at prominent companies such as Verizon Media, Taylor has a wealth of insights into the Content and Media industry. We spoke to him about the development of supply chains within the sector. 

What are your thoughts on why media supply chains have become more complex, and what does that mean for the industry?

The real question is should they have become more complex? We’ve been standardising supply chains, workflows, etc, but in the process we’ve accidentally made things unnecessarily complex. The art of the possible has been explored very well within the media industry. A lot of the time that leads to complex solutions rolling out – with good intentions, of course – which are not always suited to the industry as it is. That complexity creates diminishing returns and precludes you from doing other things. We have a lot of exciting technology at our fingertips, and sometimes it’s hard not to give it a try.

How do you see AI being used when it comes to the content exchange?

AI does such a good job of cataloguing what your content is, transcribing it and telling you what content sits where that you don’t even have to go in and watch the video. There are tons of other potential use cases where AI will be used to decipher or guesstimate what content will be useful for viewers in other regions or languages. In terms of content exchange, AI is going to be helpful for facilitating intercompany movement. We can go into meetings saying ‘We’ve indexed our entire back catalogue, and we’ve got this stuff that we think can be useful to your viewers’ and moving things that way. The same thing goes for the creation of new content, because AI can help you better understand your audience.

Data analytics and metadata are key talking points at the moment. What role do you think they will play when it comes to the media supply chain?

AI is analysing that metadata now. We’re constantly doing things to make metadata capture easier. It’s incredibly important. Having best practices in place for capturing and recording the metadata and making sure it gets put in the right places at the right times is essential. We’re almost forcing that behaviour to make things easier. Having that data will make things easier in 10-15 years, but it also makes things easier in the interim. It saves time and headaches. The more you can do on that side, the easier it is to establish what you have, know where it is and understand what to do with it.

To learn more about the content and media industry’s supply chains, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

Diversity is one of our core topics on The Content & Media Matters Podcast. On Episode 17 we were delighted to discuss it with Mark Billinge, who is a Technology & Operations Consultant with a background in the video and media industry. With nearly 30 years in the sector, Mark has a wealth of insights when it comes to how the industry has progressed in terms of diversity, which we explored on the podcast and here. 

How have you seen diversity and inclusion addressed over the course of your career, and why is it important for companies to get it right? 

In the Middle East we had huge diversity in our team. That was one of the things that really made it so fun and exciting, because the team was made up of people from different cultures and ethnicities all around the world. It was a really rich mix. Having many different voices, opinions and backgrounds in a team is a good thing, because different points of view give you a better understanding of a subject, so you can do better work. Having that diverse team helped us deliver. 

Is there anything you would still like to see change around diversity and inclusion?

I think a lot of progress has been made over the last few years, but there are still areas for improvement. One topic that’s been in the news for the last few weeks is the cost of childcare. It raises the question, how do you support young families and young mothers get back into work? There’s obviously an economic side to it, but it’d be great to see companies look at how they can support people with their childcare. That could mean offering daycare in the workplace or making it easier for mums to return to work after a career break. My wife took a long break after having the children, and she’d now like to get back into work. She’s finding it harder than we expected to get back in after an extended break. Companies need to consider people who have had extended breaks and the value they can bring. 

To learn more about diversity in the Content & Media industry, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

Since the release of Chat GPT 3, there has been a surge of interest in what AI can do. On Episode 16 of The Content & Media Matters Podcast we spoke to Ingo Hofacker, the CEO at movingimage, about how he sees this technology improving our industry. Here’s his take on how data, analytics and AI play a part in live streaming video solutions. 

There are two parts to these solutions. Initially it was more related to analytical AI’s potential for understanding how someone’s posture looks when they’re setting up the camera. The AI was able to provide feedback on ‘Is that a good posture? Is that underpinning your message at a medical level? Is it contradictory to your advice on wellness?’ 

I’m a big believer in this generative AI. I think it’s premature, but I certainly believe that in five years time we will see the applications of it for video. I think we’ll be able to take a boring text, and say, ‘Can you please make a fancy video out of this, with an avatar that looks like me?’ and that will be doable. 

I spoke to an artist last weekend, a sculptor actually, and he admitted that he didn’t see how generative AI could be a competitor to him. I do believe that there are programs out there who can write poems that very few people – if any – can really distinguish from a poem that comes from an actual writer. AI doesn’t have arms yet, so the sculptor might be a little safer, but there are other challenges for creatives. 

AI has capabilities that can be used for a lot of tasks, which from a business perspective makes a lot of sense. We have to keep an eye on it as it evolves. We are not currently running POCs on it, because the generation of videos that it’s currently creating don’t quite match the market, but they’re not far out. They’re not in the distant future.

We’ve got so many exciting things that AI is working on right now, and so are we. We’re preparing ourselves for that next round.

To learn more about how video streaming is changing, tune into Episode 16 of The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

Content is a rapidly expanding industry, with huge numbers of platforms and creators all vying for exposure. With vast amounts of money to be made, it’s no surprise that it’s such a popular industry. 

On The Content & Media Matters Podcast we were joined by Simon Miller, who until recently was the MD at Gracenote International Metadata for Product Sales. Simon is an energetic Newcastle United fan, who was previously the Global Director of Sports Specialisation for Grace Knight, CEO of Betfair TV, Head of International and Online Marketing for Ladbrokes e-gaming and the Commercial Executive Producer at Bloomberg TV Africa. 

With such an extensive career in the entertainment industry, we were keen to hear his perspectives on the growing global commerce that’s coming from the Content & Media industry. Here are his predictions for the coming years: 

In the betting industry – which is, in some ways, the ultimate example of commerce emerging from the back of content – if you can’t see it, you can’t bet on it. We relied on content to run our business. That’s why it’s essential to provide excellent video services to the major betting platforms, because it’s those videos that people can bet on. That video can be football, horse racing, table tennis… It can be all sorts of things, but the point is to get the videos in front of people who are interested in placing a bet. That’s an industry that’s often at the leading edge of commercialising content, and it will continue to be there. 

As the demand for profitability is becoming more and more prevalent, advertising and e-commerce becomes increasingly relevant. The industry has long considered this, and in some ways it’s not a new idea. Selling what Jennifer and friends were wearing after a piece of content was released is almost a cliche in the industry that goes back well over 20 years. 

When it comes to valuing the industry, there are a few things to consider. Look at what’s happening in China, where the e-commerce industry that’s been created off the back of content is worth in excess of $400 billion, compared to the US equivalent only being $40 billion. Now, some of that difference can be explained by some basic building block differences between the way the media and those two markets work. I’m not suggesting that you always compare like for like, but nevertheless, I think it’s a clue that many companies are looking at how they can replicate some of the e-commerce giants in China. 

Technology is always evolving the ability to push messages at people. Those messages can be information, they can enhance the viewer’s experience or they could be e-commerce messages. As more and more people watch video on small individual devices, which are naturally far more interactive, e-commerce can grow off the back of that content. What’s going to happen is that e-commerce platforms will learn the difference between different types of video format and the different needs that those videos fulfil, and understand that e-commerce is only relevant in some of those. I think that growth is going to happen, but not everywhere. The technology will enable it and grow it in really specific areas. 

To learn more about the growth of e-commerce off the back of content, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

Cloud technology has been rapidly adopted by various industries, including Content & Media. On Episode 13 of The Content & Media Matters Podcast we spoke to Steven Stewart, the Chief Operating Officer at Take 1, about how this technology is transforming the industry. Steven’s experience includes positions in the BBC, advisory board membership for Rise and serving as Vice Chair for the Royal Television Society, making him an ideal person to provide insights on the subject. 

What do you think it takes to make a transformational project successful?

I think it takes vision, and you need to know what you’re trying to transform to. It’s no use just saying, “We need to transform the business.” You have to work with your team at board level and an operational level. Taking people through the transformation is important, because people generally don’t like change. Usually when you automate a process, people worry that their job is on the line. Taking them through the transformation means assuring them that that’s not the case. People’s jobs become more interesting when you automate processes, so transformation becomes a process of bringing your team across to new departments where they do less mundane work, because the automations are doing that for them. It also allows the business to grow rapidly, which requires new people coming in, as well as keeping the old people. The key to successful transformation is having that vision and taking the team on the journey with you by giving them opportunities, and listening to what they’ve got to say, and doing things for the right reasons. 

Why do you think cloud and SaaS based platforms are so attractive and interesting to the broadcast and media industry?

The cloud isn’t really a thing, it’s just someone else’s datacenter. The reason why SaaS or other people’s software sitting on the cloud is so interesting for broadcasters is because things are changing so quickly. You used to build a broadcast centre, and you’d spend millions of pounds, but you’d have to write off the capital investment over five or 10 years. If you ask somebody nowadays, what their business will be doing in five years, they’ll throw their hands up in the air and say, “We don’t know what it will be doing next year, let alone in five years!” Being able to hire those services rather than paying out for something that won’t last is incredibly lucrative. 

For example, if you want to launch a live channel that’s going to last for six months, because it’s broadcasting a particular sport season for example, you can launch it, run it for six months, then you turn it off again. Then some other organisation will use that cloud technology for their project. Most big companies are not just brands, they’re media brands. They have YouTube channels, they are broadcasters, they’ve got content they need to distribute worldwide to both their customers and their stores. Cloud tech is enabling that distribution without the massive upfront costs. 

Are there limitations that mean it’s not right to do a big transformation or move over to a cloud or SaaS based system?

You need to look at the problem you’re trying to solve. Let’s use the BBC as an example. If they have 20 million viewers watching the terrestrial service all day every day, then that’s a really efficient way of distributing that content. That’s not the reality anymore. You might have the odd show that gets four or 5 million, 6 million like Traitors. But at three in the morning, you might only have 10,000 people watching stuff, but the transmitter power being used is exactly the same. They don’t turn the transmitters off anymore, they leave them on. Therein lies the problem. 

Sustainability is going to be the focus for a lot of companies. There’s obviously advancements like moving from 2k to 4k, then 8k or HDR etc. The quality is as good as it needs to be for what we’re doing at the moment, but there are some really scary statistics that between 1 and 2% of all the world’s energy is used for streaming TV. That’s the same as all the aviation industry around the world put together. That’s something that we need to change. There’s an organisation called Greening of Streaming who are doing some really cool work in that area. 

There’s another statistic that says around 90% of all the packets that are generated to make streaming TV work go unconsumed. That’s another big issue with old systems. We have to make the solutions to these issues into a business case. I would love Netflix to save the planet. Imagine if you had a big dial on your Netflix where you could turn down the quality and pay less for it. If I don’t want to watch Friends reruns in HD, I just want it at a lower bit rate, then I’m going to save money. If you turn that down, Netflix saves money on their data centre processing and you save money on your electricity bill too. Now there’s probably loads of different technical reasons why that can’t happen, but imagine if we as an industry started creating that kind of solution. It would change the world. 

What problems are we currently facing as an industry, and how are we creating solutions to them? 

The problems we have are around measurement and making the devices consumer aware.When you go to tech shows, you still see the latest big thing with all these LED volumes. And has anyone done the measurements of all the power it takes to run a studio of LED volumes? How does that compare with driving some trucks to the real location? Now, logically, you’d think the LED volumes must be more efficient, because you’ve got fewer people travelling around. But has anyone ever done the sums? People should focus on measuring that kind of thing. 

People like the BBC are setting up sustainability requirements for their providers. I think the big players are leading the way with consumption, which is going to change the market for these huge pieces of technology. At home, you don’t put all the lights on all the time and boil cyclicals in the driveway. As an industry though, we have been doing that just to drive quality. Let’s turn the lights off. There’s no downside to that. 

To hear more about improving the sustainability of technology in the broadcast industry, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

On The Content & Media Matters Podcast we spoke to Alaina Hall, the Vice President of Global Account Management at JW Player, about her experiences as a senior woman in the technology industry. Alaina’s career started at Z Media before progressing into media, where she has spent the past five years working her way up from a Senior Account Manager up to the Vice President of Global Account Management. She shared her experiences of progressing in the industry as a woman, and gave us advice about improving diversity in the sector. 

How have you experienced your career as a woman in technology? 

Over the years, it’s definitely gotten better. I was the first woman in our UK office, which isn’t a judgement, just a reflection of the time and the place. We were a very small presence here, so when I came over and became a leader, one of my main priorities was hiring other women to join my team. I focussed on helping the other sales leaders find the right talent that was also different. There are less women in leadership in tech, and that’s been an underlying thing throughout my career. I’ve tried not to let it prevent me from moving forward or wanting to do more, or take on new projects, etc. It’s always been an underlying fact that I’ve had to navigate. 

Why are there so few women in C level positions? 

It’s a chain of events that starts when you have less women in individual contributor positions. Your funnel gets smaller as people move up in their careers to become leaders. I also think there is sometimes a gap in women continuing along that leadership track when they have children and take that leave. It creates a gap when they come back into it, because they take so much time off. Maternity and paternity leaves can also be a factor in helping that person progress into leadership positions. The buzzword ‘imposter syndrome’ has some truth behind it, because sometimes women don’t think that they can get to that level in their career. It’s our job to encourage people who want to go down that path. 

Why should organisations address that imbalance and get women into leadership?

If you do have more different types of leaders, people from different backgrounds can look up to someone like them. They see that this company does support different types of leadership, so they will aspire to be in that position because they know that it is a possibility at that company. When people are interviewing, they look to see what kind of people the company has in leadership positions, and that encourages them to join a company.

Diversity, equity and inclusion is all about creating a safe space for these types of conversations. If companies create a space to have difficult conversations about why they don’t have women in leadership, that at least shows that they’re open to learning. We’re all just trying to do our best. We’re all leaning on each other to understand how we can do better.

How can companies get more women into leadership?

It all comes down to changing the culture of a company. You have to go through a process of educating people on why this is important, why you’re talking about it and how it is going to affect your company’s goals. Typically that’s because D&I helps companies retain and attract new employees. Start with small programmes. Bring those values into a review cycle. It’s not just on stats of how you’re doing against your targets, numbers and KPIs within your job. Are you also following company values and principles that are inclusive? Have more open conversations and learning labs so that people can understand what it means to be inclusive, what microaggressions look like in the workplace etc. Small things add up over time to change the way that the company culture evolves. 

Tying it back to the business is really helpful because programmes like DE&I get scrutinised from a budgeting and time perspective. Everyone knows it’s the right thing to do, but how do you justify spending your resources on it? If the company takes it on, they need to be able to tie it back to that return on investment. Understanding how D&I is going to make the company more profitable will help you justify that spending.

Do you have any advice for somebody who is a minority in the workplace? 

It sounds generic, but don’t give up on it. There’s always going to be setbacks or people who discourage you as someone in a minority. You might really like the product or the company that you’re working with, but there’s some other stuff that is prohibiting you from progressing. Keep pivoting and figuring out ways around those obstacles. Ask for help. There’s probably someone at the company who has been through something similar, who would be open to sharing advice on how they tackled that problem. Keep going and pursuing whatever next step or ambition you have.

To hear more about diversity in the industry, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.     

Diversity is an important topic for us as recruiters. We regularly talk to guests of The Content & Media Matters Podcast about diversity in the industry, but in this episode we got more in depth with our special guest, Laura Blaisdell. Laura is the Director of Talent Acquisition and champion of Diversity, Equity and Inclusion at Avid. For the last five years she’s been helping them secure top global talent and deliver on their commitment to diversity and inclusion. 

Alongside being a Director of Talent Acquisition, you’ve got diversity, equity and inclusion in your job title. What’s the motivation behind that?

Companies know that diversity matters, but most of them don’t understand what it means. It’s more than having something at the bottom of your job posting that says ‘we’re an equal opportunity employer’. At Avid, we really wanted to show that we’re a place that not only celebrates diversity, equity and inclusion, but is also focused on driving innovation and a high performance culture alongside that sense of belonging. 

We know that more diverse companies perform better; that’s the business case. Years ago, that’s what we had to sell to get programme funding, but now leaders and business partners understand that you have to mirror your customer base, and the media and entertainment industry is incredibly diverse. It’s a combination of wanting to make sure that we’re finding the most diverse talent with sourcing the best skills, experiences and perspectives that we can. It’s not just about how somebody identifies themselves, it’s diversity of thought. The best way to bring the top talent in is to create an environment of belonging. We’re putting our money where our mouth is. I’m leading that function because it’s tied to the talent attraction function. It’s given me the opportunity to partner with our leaders to infuse that sense of belonging and equity into everything we do, from our hiring process to our employee incentives, mentoring and succession programmes.

What changes have you seen in recent years for topics like diversity and inclusion? 

I see common themes surrounding branding, inclusivity and hiring processes being talked about in relation to diversity. There are very specific things that each organisation has to focus on depending on their niche as well. We’ve prioritised what we call our education forums, where we invite all employees to talk about things, and we schedule them in all of the different time zones to make people feel included. We’re focused on things like how we benchmark and identify what our goals and hiring stats are. This year, we’re really excited that we’ve kicked off a women in technology mentoring programme. Not only do we have women engineers in the company, but we’re enabling allies like male engineers to share their knowledge with a younger female in engineering or somebody like myself, who’s not an engineer, but I am a woman working in technology. That’s the kind of active and intentional change that we’re starting to see in companies now. 

What would you change about how the industry attracts and keeps diverse talent?

It really has to be a top down commitment. When I accepted my position we had a 100% male executive team. I agreed that I would come on board full time, as long as I could put in place programmes and policies that supported D&I efforts. By the end of the first year that I was in my role, which was 2018, we hired a female CMO and a female CHRO. We went from 0% to 40% females on the executive leadership team. That showed that it can be done – we don’t have to hire the first person that meets the requirements, we should be actively looking for diverse candidates to fill the roles. I told our leaders, we are not going to make a hiring decision until you have seen an inclusive slate of candidates. That’s my responsibility, while theirs is to choose the best candidate. 

It’s not enough to have an inclusive slate of candidates, you have to have an inclusive panel of interviewers as well. That’s steering the committee I’ve built for D&I. I’ve gathered about 15 people who are all committed to being part of the interview process, whether or not it’s their function, because they can provide diverse perspectives. If you’re a female interviewing with an all male team, then we’ll bring a female in from the DNI steering committee to talk about their experience with the company. Candidates have responded really well to that, and that’s what I want to see more of. 

To learn more about improving diversity in the industry, tune into The Content & Media Matters Podcast here. 

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.