Category: Content & Media

Diversity is a regular topic on The Content & Media Matters Podcast. On Episode 10 we spoke to Megan Wagoner, the RVP of Media & Entertainment at Bitmovin, about how to develop a DEI initiative in your company. Meghan advocates for diversity and inclusion within the industry, and serves as Vice President on the Board of Directors for Women in Streaming Media, making her the perfect person to speak to us about DEI in the Content & Media industry. 

Why is a diversity, equality and inclusion initiative still needed in 2023?

It’s still blatantly obvious that ours is not a diverse industry. The good news is that we’re starting to see more diversity, but we still have some ways to go.

As a hiring manager, I see a lot of resumes, and there are very few women that I have found that are qualified. The issue isn’t that we’re not picking women, it’s that they’re not being brought up to know that this is an option. We need advocacy at a much earlier stage. A good friend from my MBA class said, “I hire based on skill and who’s the right fit. Why does diversity have to come into it?” 

That made me realise that you have to have the right candidate pool. You need to have people who are willing and able to do the job. You can’t hire someone just to fill a diversity quota. If you do bring in a diverse candidate, they’re going to bring a new perspective and experience, which will result in a better company – but they need to bring in relevant skills and experience to the role as well. 

It’s so easy to stereotype when you’re looking at a resume. Just from a person’s name, you can make assumptions about their gender and nationality. It’s essential to strip away the stereotypes and remove that unconscious bias. Hiring should be skills-based, so it could be 100% anonymous. Instead of going on LinkedIn and identifying who a candidate is, you should look at their skill set instead. 

There have been so many women that I really wanted to hire because I could see their potential, but they weren’t the most qualified candidates. I knew we could coach them, but we didn’t have the time to do it. We need to get out there and talk to girls in high school and universities, and we need to be telling people, “Hey, this is a really fabulous industry, and it’s something that you can do anywhere.” Flexibility is a big thing. If you’re a lawyer in Australia, you can’t just move to another country, because the laws are very different. The content industry is almost universal, so it opens up this whole new world of opportunity. 

We will start to have a pool of rising talent that is able to get those C-level seats. I want to see women represented at the highest level. You see most female leadership in HR and marketing, but I want to see that in tech. Women are so smart with operations and analytical thinking, so they’ll be able to push the envelope in terms of what’s available for the next generation. 

What should a company leadership team be doing if they want to develop a Diversity and Inclusion Initiative? 

Social media advocacy is phenomenal. Liking and interacting with content is a great start, especially if you add your two cents and a comment. Not many companies have the resources or the budget to be able to allow somebody to do the DEI full time. Oftentimes, it’s a volunteer position within a company that you are adding to your current workload, without an additional payment. It’s another different hat to wear. 

If you’re in that position, know that you don’t have to do it all at once. You have to be able to take baby steps. Find a group of people within your company who are passionate about inclusion, and form a committee. You’ll need to strategize in a top-level way at first. Consider what you want the company to represent in terms of diversity. Do you want to make sure that everybody in your audience is represented? Do you want a diverse tech team? Look at the demographics of your company, and see if there’s a gap or difference in the ratio of gender, race, nationality, etc, then start by addressing that. It doesn’t have to happen overnight. 

It needs to start with recruiting. You don’t have to hire somebody because of their characteristics, but you do have to be open to it. Take those blinders off. It might mean that you take a little bit longer to recruit a new team member, because you’re looking for someone who is a great fit and brings a different perspective to the team, rather than just hiring the first great fit you find. You need to be able to see the candidates for who they are and who they can become. If women or minorities are underrepresented, you should be looking for another way to get them into the company. You should be hiring with the idea of parity between everybody.

To hear more about developing a diversity, equity and inclusion initiative in your company, listen to 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.     

We have been seeing a massive shift from linear to digital consumption over the last few years. On Episode 9 of The Content & Media Matters Podcast we spoke to Julie Mitchelmore, the Vice President of Digital at A+E Networks UK, about how that shift is affecting the industry. Julie’s career began at Sky, where she moved from Presentation Scheduler to Head of On-Demand planning, giving her a depth of insight into our topic. 

How has VOD changed throughout your time in the industry?

It’s like moving from being a mistress to a wife. It’s a bit on the side. VOD was a side to the main event for years, but these days, digital streaming is becoming central to entertainment companies.Customers being able to watch what they want, when they want and where they want is changing how we’re all consuming content. What’s changed is the industry’s flexibility to satisfy those customers where their viewing needs are. 

Having spent your career working within this space, what’s your take on how attitudes have shifted when it comes to going from linear to digital?

It’s been a journey to bring it more into focus. It’s not about this massive shift or big upheaval, it’s really about diversification and making sure that we are hitting the customer touch points, wherever they are. Linear is still incredibly important, and you could argue that it’s having its own reinvention. It’s all about getting content where people are watching. It’s a shift. At the heart of things, you have your brands, your content, and your trusted customer touch points. It’s less about linear turning into digital and digital taking over the world, and more about being in the right places to get your content or brand where it matters.

How do you see the future of the nonlinear space changing?

Is such a big question, isn’t it? It’s the age old question of visits; are there going to be multiple entrances? Are things going to get merged together even more? Platforms like Sky are doing a fantastic job at bringing everything together under one roof for people who don’t want to pay for TV. There are also smaller companies who are forging their own path for those outside of the kind of paid TV industry. That’s a blend of aggregation versus the independent route, which is interesting to see. Discovery is still continuing their partnership with Sky, which I think is setting the tone for the industry. Everyone needs to look at partnerships, because they will be a focus going forwards to help businesses thrive and provide the broadest reach possible for customers. 

What’s your take on linear TV’s place in the industry?

I think this question really summarises what a lot of us have been talking about in the industry. I remember when I was at college, my media teacher said that the music charts were dead. It was changing in a very similar way to how linear is moving. The music industry is more vibrant today than it ever has been, because of the way it’s managed to diversify into the digital space and move from Top of the Pops to Spotify. Music at its core is as popular as ever. We need to find the evolution of making content available in different places and different ways. Linear is having that evolution, but it will always be a place for certain types of content. Whether it’s Love Island or sports, live TV will always have its place for people to come together for those water cooler moments.

To hear more about the changes happening in the Content & Media industry, listen to 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.     

Leadership is an essential part of any industry. On Episode 8 of The Content & Media Matters Podcast we spoke with Lionel Bringuier, the EVP of Product & Engineering at Videon. Beginning his career as a software engineer, Lionel has since worked across various technical and product leadership roles. He shared his insights on how to be a good leader and get the most from your teams. 

What do you think it takes to become a successful leader of a team and more strategically?

I’m becoming a better manager every day. It’s not something that you can learn at school because you always have to adapt to the people you’re working with. When we’re talking about leadership, we tend to see more leaders as mentors. My job is not necessarily to lead the team, but to provide guidance for them. I’m there to eliminate all the blockers from anyone on my team so that they can be as efficient as possible. That means that they don’t get distracted or sidelined by things that don’t really matter, which allows them to be successful in their jobs. Leaders need to know the path forward and what problems are in the way, then make sure that the whole team is laser focused in that direction. 

It’s really important to have a diverse team too. It makes you a better leader if you have diverse opinions and ways of thinking on your team, because it’s always good to be challenged by people who have different experiences, backgrounds and cultures. That opens up new possibilities that you wouldn’t necessarily see if you were just thinking by yourself.

How do you motivate people to go the extra mile in a sustainable way?

When you’re working on something that is completely new or unique on the market, it’s extremely motivating and rewarding for the team. You’re making history, you’re changing things, you’re solving problems with out of the box thinking that nobody has explored before. I am an engineer at heart and I’m very motivated by technology. Because I’m leading technical teams, I tend to think that people on my teams are also motivated by new technology and doing something innovative that nobody else is doing. There are civil aspects – you can obviously have cultural problems or salary problems on a team – but if you work on something that is unique, that will motivate people by itself. If I’m spending 8-10 hours a day working on something, I have to be passionate about it. I have to wake up every morning looking forward to the day.

What would be the one piece of advice you would give to someone entering the industry today?

I would echo what Steve Jobs said; “be foolish, be hungry.” Never take things for granted, always try to do new things and be innovative. Think big, think long-term. When I started to work on voice over IP and video over IP, people said there was no point trying to sell services on something as unreliable as internet networks. When I was creating the first OTT origin server I thought that pitched-up delivery would be the future, but people said there was no point trying to do high quality content on IP. People said they’d never pay for Netflix because it was a DVD rental company at the time. Never be short-sighted or focussed on the current limits you have. Think big and be hungry for trying new things, because that’s what pays off. It’s more rewarding if you really believe in what you do.

To hear more about Lionel’s work leading in the industry, tune into Episode 8 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.     

The Metaverse is a huge topic in the content and media industry. There are plenty of split opinions about its uses as a tool for socialising, entertaining and working in a virtual space. On Episode 7 of The Content & Media Matters Podcast we were delighted to be joined by Marianne Carpentier, the Chief Innovation and Technologies Officer at Newen Studios. Marianne has spent her career working within the content and media sector in varying roles, such as a producer, sales manager, head of development and director of marketing, as well as spending a long period of time as an author. She told us about her recent experience of using the Metaverse in a professional setting, and shared the lessons she learned from that experiment. 

What are you most excited about in the future?

The future in my head is super cool. The challenges in our future came from the new tools we’re seeing now. NFTs, the Metaverse and Viettel stages are all beautiful things that could completely reinvent the way we work. At the same time, we’re humans living on a planet which is being destroyed, and we are more and more separated. I am trying to link human capabilities with our virtual spaces to help us reach that future. I want to see that happen.

What are your thoughts on the metaverse, and how do you think it will change the industry?

The metaverse could help us reinvent the way to work. We are working from different places in the world, so we need to find ways we can work together. Zoom, Teams or Meet are not the right tool, but virtual spaces could reinvent the way to work together. The Metaverse could be a new place to be creative, because you don’t have limits in there. You can invent anything you want in real time, whether it’s new tools, new products, new stories… even new images. 

The metaverse isn’t ready for the public yet, but it will get there. It’s very easy to figure out that you could watch a movie in VR, because you have super sound quality and a great image inside your goggles, so it could revolutionise cinema. It could reinvent the cinema and entertainment business, so I’m excited to see where that goes. 

On the business side, I’ve done some fascinating experiments in my last recruiting campaign. I was looking for a Metaverse project manager, so I did everything inside and Metaverse. What was surprising is that I followed how I felt about the candidates, because I completely forgot about their image. In that environment you focus on what they’re saying, their voice and how they make you feel. Your intuition is really important because you’re looking for someone you are going to work with for a long time. The conversation itself was completely different because these young candidates used to be shy or they followed a very strict process to present themselves. Now they were just asking questions about our projects and the company. We began to feel comfortable together. We were better in the virtual space than in person. 

Do you think Interviewing in the metaverse was a success? 

It was a success, but I don’t think it works for every kind of recruitment. I was recruiting for a Metaverse project, so it made sense. I was looking for someone who feels comfortable in a virtual universe, so meeting people in their avatars showed me how comfortable they were with the tool. Those 30 minutes together meant you could learn things about each other that you don’t have time for in the real world. When you think about diversity and inclusion as well, the Metaverse is a great tool because girls in the Metaverse are much more confident. In the Metaverse you don’t have things like posture and body language, but that’s the point. You have to focus on something different. It puts everybody on the same level. I would use it again. 

To hear more about how Marianne’s work is building towards the future of the industry, tune in to Episode 7 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 6 of The Content & Media Matters Podcast we were delighted to be joined by Emilia Kasper, the Chief Operating Officer at 3SS. Amelia began her career as an engineer, then moved into project management before taking on the role of COO. Being highly ambitious, Amelia now leads the delivery unit for 3SS and is really passionate about using her commercial and communicative skills with her technical background to provide outstanding services for her customers. We talked about how content consumption is changing the industry as we know it. 

How do you think that the introduction of IP video has impacted the industry?

When I joined the industry, TV was all about cable and terrestrial distribution. At the time, IPTV was rather new and was more like an add on, but now live stream IP is the norm. That’s influencing consumer behaviour. In the past, people were consuming TV channels, whereas now they’re using catch up or recordings of specific shows. Another aspect of IP is the scalability and the possibility of decentralised distribution. That has opened up a multitude of production and content spreading possibilities. Everybody can be a content creator now.

What do you think the growth of the automotive space will have on content owners?

Automotive is a subject which has a lot of attention at the moment. 3SS had its own car upholstery in front of IBC, and we are seriously looking into that area as a platform. Automotive offers us a new screen and new ecosystem. When we talk about that ecosystem, there are multiple aspects to look at from the content owners point of view. The first is the distribution channels. A lot of the automotive OEMs have their own app stores, so  as a content owner you need to make sure that you are on the respective stores, just as you are on TV or mobile app stores. 

Content owners also need to consider format, because content needs to be optimised for this new platform. Mobile data is still costly in some countries, so how will consumers be streaming? When you’re on the move there may also be connectivity issues, and the content format needs to be adapted to enable a good consumer experience on the move. With automotive you’re in the backseat of a car, so there’s noise, distraction and movement to compete with. Content owners need to consider the consumer’s attention span in this context. They tend to watch this bite or snack sized content which is 10-15 minutes long and easy to consume. Content owners have to consider all of that and adapt the content. 

Do you think that one approach will become dominant in the automotive space?

I think in reality it will be a mixture, because everyone will want to keep the users engaged in their ecosystems. It’s a question of agreement between content providers and operators on how much data is shared by the content owners. If you don’t know and understand user behaviour, you can’t understand their preferences, so your recommendations are meaningless. People won’t be engaged long-term, so you’ll lose them as consumers. Even the big players like Netflix or Disney will have to allow their content on the aggregation platforms if they want to keep up with the changes in consumer behaviour. 

To hear more about the impact of changing consumer behaviour in the Content & Media industry, listen to the whole podcast episode 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 5 of The Content & Media Matters Podcast we sat down with Bob Lyons, CEO of Edgio. With over 20 years of senior leadership experience, Bob has worked to scale businesses across the enterprise, cybersecurity, and now media and entertainment industries. Outside of work Bob is the founder and chairman of the Willow Street Foundation, which supports disadvantaged children through the school system. Many of his colleagues describe him as a fantastic leader, great mentor and all-round good guy. Read on to find out what makes Bob such a successful leader. 

What do you think it takes to become a successful leader?

You have to really have a passion for what leadership is. Leadership and management are two very different things. Leadership comes with the responsibility of making tough decisions, giving tough feedback, but also being humble and giving other people credit for their work and bringing them on the company journey. It’s all those things. One of the questions you often hear about leadership is ‘are you born with it, or can you learn it?’ I think it’s a little of both. My job is 50% leadership, 50% whatever I’m doing at the time. I’ve got to be able to impute leadership across 1000s of people, and you can’t do that in one conversation. I’ve spent a lot of time on not only having one on one conversations and group conversations, but putting tools in place. 

We have five values in our company. They’re all focused on what good leadership looks like. Every one of our employees knows what those values are, they get trained on it from the day they walk in the company. We hire against them, we promote against them, we constructively give feedback against them. They’re the values that essentially are not just creating value for the company, but they’re also creating an ecosystem that we all want to be a part of, because we’re a leadership oriented culture.

How do you motivate people to go the extra mile?

The right people generally motivate themselves when they feel excited, encouraged and good. I try to motivate people by focusing on building a culture of empowerment, trust, and accountability. We give people the empowerment to go do things, be creative and use their whole brain. One of our values is ownership, so we empower people to make decisions. We trust them to take ownership of their work. With trust comes the belief that it’s okay to make mistakes, as long as you recognise them, and accountability comes with that. When you build a culture like that, people motivate themselves. It’s little things like your vacation policy. We had all kinds of bureaucratic stuff around it, and I said, ‘if we’re about trust and empowerment, why do we even have it? Why don’t we just tell people, if you need time off, take it off, just use your best judgement?’ If we’re truly about empowerment and trust, let’s do that. We abolished the policy and it was amazing. People love that flexibility. It’s little things like that, and it’s bigger things like letting them make big decisions on investments and so forth as well.

Think of your culture as a centrepiece and four legs of the table. The centrepiece is client obsessed. We wake up every day and ask the question, ‘are we doing the right thing for our clients?’ If you don’t solve for clients, you can’t solve for shareholders, and if you don’t solve for clients and shareholders, you can’t solve for employee value. 

The four legs are our values. The first is about our team. There’s communication, accountability and trust. Everybody has to do their part. We believe in feedback. We believe in collaboration. We believe in trust. That’s how our team functions.

Design thinking is another one. It’s always about stepping back, looking at the context and having some tough conversations about what adjustments and course corrections we need to make. 

Ownership is another really important one. There’s a set of behaviours that come with ownership that go above and beyond. We want to cultivate ownership behaviours to take the company to the next level. 

The last leg is performance. You have to know your numbers, drive the plan and measure your business. We want you to manage the details of plans, dates, names, KPIs and metrics. 

When you tie it all together you’re going to create a great culture where people work together and have that high performing culture. It’s amazing how much value you can create in any environment when you do those four things.

What is one piece of advice you would give to someone entering the industry?

Find your own values. Be a constant learner, from people, situations, books, whatever. Be content with what you’ve got, that’s got to be enough. We live in a world where people are always judging, there’s always somebody that’s got a point of view on what you should or shouldn’t do. I think it’s driving some of the anxiety you see in kids today. We’ve got to find a way where people feel content, where they can say ‘I did enough and that’s good enough’. And I think if people can figure out those three things, you know, they’ll do well in life.

To hear more about Bob’s insights into the the Content & Media industry, listen to our fantastic conversation in Episode 5 of The Content & Media Matters Podcast. 

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.     

We love hearing from people within our industry. Recently on Episode 4 of The Content & Media Matters Podcast we spoke to Rowan de Pomerai, who is CTO of the DPP and has an impressive 15+ years of experience in the industry. We talked to him about what got him into the industry and asked his advice for people who want to do the same.

How did you first get into the content and media industry?

It’s something I wanted to do for a long time. As a kid at school, I didn’t have a fixed idea of what I wanted to be when I grew up, but I had a sense from pretty early on that TV and theatre and those sorts of disciplines were interesting to me. When I went to university, I ended up doing a degree in electronics and media engineering, but I got really into student TV, that’s what got me really enthused. When I left uni a possibility came up to join the graduate trainee scheme at BBC Research & Development that was right up my street, and I went for it. 

Is there a particular area of technology that you are interested in at the moment?

Cloud has been huge for the last few years. It became very tangible over the last three or four years, and is very much in the mainstream. At the DPP We’ve done a lot of thinking about integration and how different tools and technologies work together. I think data driven decision making and machine-learning AI are exciting too. Our members seem interested in it and tell us that they want to know about it, and I’m personally very interested in that space.

What is one piece of advice you would give to someone entering the industry?

If you don’t ask, you don’t get. A number of times in my career, I’ve had conversations with the company or manager I’m working for about what I would like to achieve, work on and deliver, and the types of roles I’d like to work towards. 

I’d like to be very clear that a number of times the answer is no, but a remarkably frequent answer has been yes. I’ve literally sat in an organisation that’s going through a reorganisation, looked at the new structure, phoned up the manager of the team that I think looks most interesting and said, ‘I’d really be interested in coming and working in your team’. Following a coffee and a bit of chat, I was able to go and work in that team on things that I was really passionate about, just because I’d asked. 

You’ve got to have realistic expectations and a bit of humility, but also be thoughtful and be open and honest about what you want to achieve. It’s amazing how often you can take steps towards what you want when you ask. People won’t come and hand things to you on a plate if you don’t ask for it, so just see what happens.

To hear more about Rowan’s insights into the the Content & Media industry, listen to our fantastic conversation in Episode 4 of The Content & Media Matters Podcast. 

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 3 of The Content & Media Matters Podcast, we were delighted to be joined by Jerónimo Macanás Candilejo, the CEO, CTO and co-founder of JUMP Data-Driven Video. He has had more than 20 years of impressive experience in the industry, having worked all the way all the way up from product engineer to CEO, Jerónimo is a hands-on startup leader, who is helping businesses in the media and entertainment space utilise Big Data and artificial intelligence technologies. 

We asked him about how data will affect the future of video in the content and media industry. Read on for the highlights of that conversation!

What do you think is the most exciting thing happening at the moment within the broadcast media industry?

I would say that the most exciting thing is that the disruptors are being disrupted. Netflix, Amazon and all these people that pushed hard to change things for the better in terms of initial experience and how people want to be entertained are making things very competitive. The disruptors now need to defend against that. I think that’s the most interesting thing that is happening now. 

There is a second factor that everybody’s talking about, which is that the world is slowing down. There is some fear about the new model. Both the COVID pandemic and the war in Ukraine have created these new trends that we are living in with the socio political and geopolitical space, which have been accelerating a lot of consumption and waste of entertainment at a level that was probably something that we weren’t expecting until five years from now.  I’m a believer that the industry is very healthy. What is probably not healthy is the expectations companies had when they saw a pandemic and thought ‘We are gonna get a lot of revenues, money, growth, everything, very fast’. Changing people takes time, they need time to really assimilate new habits and all of that. The market is trying to balance again after all of those changes. Seeing how the industry handles those two factors is what I’m really excited about. 

What is it that makes data a differentiating factor for successful players in the industry? 

Data has been there for decades, so it’s nothing new for companies. What is new is that now they need to use it as a competitive advantage. In this increasingly competitive environment, you need to differentiate yourself. It doesn’t matter if it’s because of content or experience or verticals or whatever, you need to fully understand your audience. You can only do that if you use data. You need to make things very personal to your audience, otherwise they feel that they are another one in the basket, and people tend to go away and find another place where they can be treated more personally. We’re all different and we need to be treated differently, not just in consumption, but also in messaging and in channels. In many different aspects, that’s something you can only do with data. Data is going to become more of a key element in the centre of the strategy for media and entertainment. We’re seeing that customers and companies are thinking that data-driven strategies are optional or later stage activity, but they’re becoming more and more central in their strategies from day zero.

What do you think of players like Netflix going full circle in terms of subscriptions?

I think it’s a good movement, despite what everybody’s saying. There are target audiences for all these different tiers. We work in especially good freemium models as a starting point for this land-and-expand strategy. Once people are engaged and they really see the value of your service, they’ll move to a subscription model. You can monetise this content in your service for these people that otherwise wouldn’t be able to subscribe through ads. There will always be a percentage of people that are paying subscriptions now who will move to the freemium one, so you could lose certain people. At the same time, as you are acquiring a lot of other customers that you cannot sell to otherwise. There are not enough people in the world that can pay for six subscriptions, so giving people a taste of why yours is better is a good strategy. I think it’s a natural movement after all these different years, and people will move along tiers and services towards your premium ones. 

Do you think that the focus has shifted from trying to attract people to the platforms to trying to retain the people they’ve already got, and does that change what people want out of data analytics services like yours?

There are two angles on that. First of all, that decision needs to be linked with retention. If you attract the right audience to your service, the people that have the highest customer lifetime value, you’ll churn lower percentages. Retention starts with acquisition. Everybody has a limited budget for acquisition, so you need to use it in the right way. There are data-driven ways to really focus your budget in the right acquisition channels with the right segmentation and the right audience. Apart from really optimising the acquisition cost of your decision strategies, do make sure that you’re moving forward in the funnel, so you’ll have people less likely to churn and more likely to have a higher customer lifetime value. These two concepts need to be linked. 

Now more and more it’s not just about the first churn, because the consumption habits are going to be more about churning re-subscriptions. You need to manage that process as well. You need to really focus on reacquisition because more than ever there is an opportunity for these people to come back to your service. In the middle is the more traditional retention strategy; put people in front of the content they want to watch. That’s the bliss-maker, right? If you have the content they want to watch, and it’s enough content for you to sustain and maintain their entertainment expectations, people will keep it for the right price. Otherwise, you don’t need any strategy or retention study, you need to fix that price point. If you have all these checks, everything is about content and how you present it. The trick is in how you make people feel that there is always something for them to watch. 

To hear the rest of Jerónimo Macanás Candilejo’s opinions on the future of the industry, tune into the full episode 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 2 of The Content & Media Matters Podcast we sat down with Jill Porubovic, the Global Operations Leader for Take-Two Interactive Software. While some of her peers are winding down, Jill is still ramping up. Alongside her current role at Take-Two, Jill is also a board member for Tential Solutions and Rise, a group promoting gender diversity in media technology. Plus she has her own consulting business which enables people to work through times of change. 

With such an impressive professional history we were keen to hear her insights on how to enter the industry and thrive within it. Read on for the highlights of our conversation with her!

How have you seen attitudes towards diversity and inclusion change throughout your career?

I mean, I’m old! I’ve had 30 years in the industry, and I’ve seen some things. I would say I’m grateful for how things were in the past, because it taught me a lot about the need to be very loud and outspoken. I’m really more of an introvert than an extrovert. But you can’t be quiet, especially as a leader, so I’ve learned a lot about my own ability to be loud. From the companies’ side though, being more engaged and thinking about how to expand their workforce has changed. At Discovery we have a couple of programmes that really helped us leverage that. We partner with two-year schools locally to get students in who weren’t going to a four-year university, which allows us to get a more diverse workforce. We also partnered with a company called Broad Futures who support the neurodiverse workforce, and together we build internship programmes specifically for them. What was so amazing about that experience was my team’s desire to really dig in and understand where they were coming from and build a programme that was supportive of them. I sort of just handed it to them and said, ‘If you need me, I’m here, but I need you to build this programme so that they could learn’. It’s wonderful. Helping people access our industry is so important.

Why do you think mentorship is so important when it comes to encouraging a diverse workforce?

Because I didn’t have that growing up, at home as a young person or through my career. I always say you have the chalkboard of life, so as you’re going through your career and you’re learning, I really think it’s up to you to figure out what those key lessons are. The US has a lot of rules and regulations about compliance from a physical disability standpoint, but I always feel that we need to go above and beyond those things to really support people with diverse needs. 

We had an internet discovery person who was wheelchair bound and she was amazing. She actually graduated college and is a lawyer now, but when she started with us she was fully dependent on everybody else for support and assistance. We met with her and went through the entire building to talk about the things that weren’t easy for her, which was eye opening. Talking to those individuals who fall into those categories of need is so important. Getting our employee’s perspectives is amazing, because we were able to make some changes from that, and enable incredible people to perform to their full potential. 

What areas do you think we still need to change and improve when it comes to diversity and inclusion?

I think we just can’t stop. It’s always changing. It’s like an onion, right, you keep peeling back the layers, so you find more and more and more and more of the people that need to be supported. I supported the disabilities employee resource group, which I think are super smart. I also feel like they need to be supported by external resources that really know that area, so that you’re not limited by your internal knowledge base, you’re also getting that rich external knowledge that helps you grow.

How does impostor syndrome affect people today, and what can we do about it?

I don’t know many people that don’t have that. For the bulk of my career, probably until I was in my mid 40s, I had that. There’s a lot of personal things that you have to go through and do. If people externally are saying or doing things and you aren’t, it’s easy to be beaten down and put up that barrier and not allow all that external pressure to get to you. A lot of impostor syndrome is what you allow to get in your head. It really is ‘fake it till you make it’. Especially as a woman, a lot of it is your tone and your like your prep work – don’t go into any meeting without that prep and understanding. Act like you own the place. This is your money. This is your reputation. You have a seat at the table, you have something to say, even if you’re pretending. Eventually you’ll get to the other side and realise ‘Okay, I actually do know some things. I have a point of view that’s worthwhile’. Everybody has to go through their own personal journey.

What would you say to somebody who wanted to enter the industry, but felt that they didn’t fit in?

Fight for it. You really have to be tenacious and ambitious and not give up and not let any rejections stop you. Try to be positive about it. I know it can get really negative and feel like the world is against you, though. Whatever is against you, set that aside for a minute and instead turn it into ‘What do I need to do? What do I want to do in order to get this done?’ Go after it that way. Anything that you can’t change or is already in the past, put it on the shelf. You can’t reread that chapter, so move on to the next thing. Forgive yourself for whatever happened and don’t stop. Don’t let your mind just continue to think about it. You really do have to just keep moving.

To hear more from Jill’s incredible interview, listen to the full episode 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 the first episode of our brand-new Content & Media Matters Podcast, we were joined by Neale Foster, the CEO of 24i. Growing up, Neil always wanted to work in technology. As a child, he loved computers and electricity and found it incredible that something he couldn’t see was so powerful. Neil began his career working for British Aerospace as an engineer and is now the CEO of 24i, a role which he took on in March 2022. We talked about his experience of the industry and his insights into what might be coming next. 

How do you see the current state of the content and media industry?

I think it’s wonderful that Netflix, Disney, Amazon, Hulu, all of those companies have made it so that you can tell people what you do now. Before that, you’d say, ‘I work in the video space’ and they would look blankly at you. You could say ‘Sky stuff, or Virgin stuff’, but that would be the limit of the conversation. But now when you say, ‘Oh yeah, I’m in the world of video streaming where Netflix and Amazon are, they’re all ‘Well, I use Netflix or Amazon!’ We’ve got all these different devices like mobiles, TV, etc, so now it’s relevant. The really fascinating thing for me is that people now talk about operating systems, whether you’ve got Android or Apple iOS, whereas 20 years ago, if you mentioned the word operating system, people would look at you blankly. Yeah, I’m really happy that the general words that we use are actually relevant to people’s lives. 

Do you think that streaming will replace traditional broadcast and cable? And if so, when do you think that might happen?

That’s always an interesting question. There’s always a migration or transition, and people always kind of misunderstand that the Skys and Virgins and Comcasts and all the other cable and satellite and telcos are iterating their models all the time. The good news for the consumer is that there are a lot of different possibilities, and companies are fitting whatever kind of personal circumstances or cost point or niche you might be in. I think the biggest growth is that there are niche and genre specific services. Now you can actually decide how you’re going to get what you want delivered, rather than just saying, I’m going to have the cable operator, and I’ve just got what they offer me. You can now customise effectively. There’s lots of different interesting words for this, but you can choose what you want to watch and pay for what you want to watch, so I quite like that choice factor in the industry now.

What do you think some of the challenges are going to be for the industry over the next 12 months?

There’s quite a few challenges. I mean, obviously, the cost of living crisis is going to be happening with all the energy costs, and there’s clearly going to be some sort of recession. In many ways, the irony is that people watch more TV when they don’t go out. But this is still gonna show the value; it’s all about the value base. There’s a graph chart that came out – many people are saying there’s an enormous number of services that people were paying for, and how mind blowing it is. It’s a classic, you’ve got to show value for your service. In fact, one of the reasons we’ve done 24iQ is that data analytics works to give people recommendations and make sure people can find content, which is absolutely critical. It’s not just about having a big library. If you walked into a conventional library and just saw all the books there, and didn’t know where to go, you’d be lost. Content discovery is a huge problem.

We’re anticipating the hot topics to be around engagement and analytics and fast networks, and really how to cope with this rise in demand for streaming. What’s your take on some of these topics?

We’re quite unusual at 24i in that we’ve got both the new generation of video director that goes direct to consumer, people like Pure Flix that do a friends-and-family version of Netflix effectively and Sony Entertainment, who have done quite a clever thing with Crunchyroll and and others, creating this niche that’s genre specific to quite large subscriber bases. Alongside that we’ve also got the classic pay TV,  and cable satellite operators. It’s quite fascinating to see the competitive elements that are all going into the ecosystem. 

How do you get video streaming simple and easy for the consumer and for the operator? One of them is discovery. It doesn’t matter if you’ve got rails of content, and as we’ve just discussed, getting content easily discovered is a major problem, in fact there’s too much content usually. It’s either got to be done by discovery, or it’s got to be recommended to you that you should watch that. It reinforces that you’re paying for this service so you want to know that the content that you’re probably going to watch next is on there. Otherwise, you’re going to switch to a different service to give you that content. We’re showing all sorts of really quite clever algorithms that cluster and connect all the different types of consumers to content so that platforms can recommend the right stuff. It’s highly mathematical, which I personally enjoy, but from a consumer point of view you want to be simple. So it’s how you translate what’s actually complicated into a simple, fun and enjoyable user experience. It’s very visual. 

Who do you think is doing some exciting things in the industry at the moment?

I think Amagi are really quite fascinating. They’ve been identified as a unicorn. It’s not surprising that they have a true cloud. So much of it is about the cloud. Whoever’s got stuff going on at the cloud, clearly, if they’ve written code properly for the cloud, not just put their code on the servers, will be one to watch. I think it’s fascinating. Verimatrix is always fascinating too. Datto and other content protection companies are emerging now. Some of the content protection has a lot of security issues, so I’m interested to see how security develops. Whilst all these apps and devices seem great there’s a lot of data protection that needs to happen, because you’re dealing with consumer data. So I’m particularly interested to see how the security implications and content protection develops, alongside the pure models of how you connect the consumer to that content. 

To hear more of Neale Foster’s insights into the future of the content and media industry, listen to the full episode of The Content and 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.