Matt Strauss

And to me, the basics are nothing matters from an innovative standpoint if the platform doesn't work. And so I feel like we've been very disciplined and focused on doing that. We've structured ourselves around that ambition over the last couple of years.

it is yeah the product how big is how big is that team i don't think we've ever disclosed it publicly but it's in the thousands we've got thousands of people it has grown considerably over the last few years and again i think as we built this platform and demonstrated the capabilities it's actually allowed me to to partner with other parts of our company to shift more and more resources towards the global streaming platform team and so this has really been the tip of the spear

it is yeah the product how big is how big is that team i don't think we've ever disclosed it publicly but it's in the thousands we've got thousands of people it has grown considerably over the last few years and again i think as we built this platform and demonstrated the capabilities it's actually allowed me to to partner with other parts of our company to shift more and more resources towards the global streaming platform team and so this has really been the tip of the spear

it is yeah the product how big is how big is that team i don't think we've ever disclosed it publicly but it's in the thousands we've got thousands of people it has grown considerably over the last few years and again i think as we built this platform and demonstrated the capabilities it's actually allowed me to to partner with other parts of our company to shift more and more resources towards the global streaming platform team and so this has really been the tip of the spear

in how we're continuing to build out all of our technology on streaming going forward. And we work very closely, of course, with Comcast Cable, who has a very large team as well. But they have been more focused on connected TVs and connected TV devices. And so there's like a complementary nature to how we work together. But our focus has been, as you can imagine, mostly on streaming video.

in how we're continuing to build out all of our technology on streaming going forward. And we work very closely, of course, with Comcast Cable, who has a very large team as well. But they have been more focused on connected TVs and connected TV devices. And so there's like a complementary nature to how we work together. But our focus has been, as you can imagine, mostly on streaming video.

in how we're continuing to build out all of our technology on streaming going forward. And we work very closely, of course, with Comcast Cable, who has a very large team as well. But they have been more focused on connected TVs and connected TV devices. And so there's like a complementary nature to how we work together. But our focus has been, as you can imagine, mostly on streaming video.

Well, the answer is, of course, yes. I mean, which is a very classic kind of challenge that you have when you become a shared service as a platform. And there's ways around that though. I mean, we do carve out a certain amount of capacity to the different services that we're supporting. Like, so for example, in some cases there's commonality, like Sky Showtime has advertising.

Well, the answer is, of course, yes. I mean, which is a very classic kind of challenge that you have when you become a shared service as a platform. And there's ways around that though. I mean, we do carve out a certain amount of capacity to the different services that we're supporting. Like, so for example, in some cases there's commonality, like Sky Showtime has advertising.

Well, the answer is, of course, yes. I mean, which is a very classic kind of challenge that you have when you become a shared service as a platform. And there's ways around that though. I mean, we do carve out a certain amount of capacity to the different services that we're supporting. Like, so for example, in some cases there's commonality, like Sky Showtime has advertising.

Well, they actually benefited because we had already launched advertising on Peacock. And so when they want to launch advertising in Poland, that's a relatively easy thing for us just to turn on because it's already been built.

Well, they actually benefited because we had already launched advertising on Peacock. And so when they want to launch advertising in Poland, that's a relatively easy thing for us just to turn on because it's already been built.

Well, they actually benefited because we had already launched advertising on Peacock. And so when they want to launch advertising in Poland, that's a relatively easy thing for us just to turn on because it's already been built.

But in Africa, just as an example, the viewing behavior is much more oriented towards mobile viewing because they don't have the broadband proliferation that we have in countries like the United States. And so the majority of streaming happens on mobile devices just because of the bandwidth constraints.

But in Africa, just as an example, the viewing behavior is much more oriented towards mobile viewing because they don't have the broadband proliferation that we have in countries like the United States. And so the majority of streaming happens on mobile devices just because of the bandwidth constraints.

But in Africa, just as an example, the viewing behavior is much more oriented towards mobile viewing because they don't have the broadband proliferation that we have in countries like the United States. And so the majority of streaming happens on mobile devices just because of the bandwidth constraints.

And there's also different payment structures because most people don't always have the ability to like pay by the month. And so they need to maybe pay by the day or they in some cases go and they have to go to retail environments where they buy vouchers to pay. And so we have to build capabilities that are more unique to that market.

And there's also different payment structures because most people don't always have the ability to like pay by the month. And so they need to maybe pay by the day or they in some cases go and they have to go to retail environments where they buy vouchers to pay. And so we have to build capabilities that are more unique to that market.

And there's also different payment structures because most people don't always have the ability to like pay by the month. And so they need to maybe pay by the day or they in some cases go and they have to go to retail environments where they buy vouchers to pay. And so we have to build capabilities that are more unique to that market.

And so you have to be able to arbitrage certain capacity depending on the priorities. But there's a benefit. which is when you build these capabilities, we're building it once. And so now we have that capability. And so if we ever wanted to introduce that functionality in other markets, it's not like we're building it once and it's throwaway work.