Matt Strauss

And I think that is our superpower, is how do we harness that power inside the company so everybody feels ownership of it. And I think... That's been probably the biggest transformation I've seen over the past four years since I've been at the company.

Well, just to take a step, I actually didn't have a different perspective when I was at cable only because over 10 years ago, I was part of a group that was nested inside of Comcast Cable, which was called Comcast Interactive Media. And we were there to disrupt the cable business. And that's exactly what we did. And so being a change agent is actually something I enjoy.

Well, just to take a step, I actually didn't have a different perspective when I was at cable only because over 10 years ago, I was part of a group that was nested inside of Comcast Cable, which was called Comcast Interactive Media. And we were there to disrupt the cable business. And that's exactly what we did. And so being a change agent is actually something I enjoy.

Well, just to take a step, I actually didn't have a different perspective when I was at cable only because over 10 years ago, I was part of a group that was nested inside of Comcast Cable, which was called Comcast Interactive Media. And we were there to disrupt the cable business. And that's exactly what we did. And so being a change agent is actually something I enjoy.

But being a change agent in the right way I think is also important, which is through collaboration, you know, through challenging people, but doing it, I think, in a respectful way and in more of like an intellectual way and getting people to buy in. I really enjoy that aspect of the roles that I've played at Comcast and the roles that I played at NBC.

But being a change agent in the right way I think is also important, which is through collaboration, you know, through challenging people, but doing it, I think, in a respectful way and in more of like an intellectual way and getting people to buy in. I really enjoy that aspect of the roles that I've played at Comcast and the roles that I played at NBC.

But being a change agent in the right way I think is also important, which is through collaboration, you know, through challenging people, but doing it, I think, in a respectful way and in more of like an intellectual way and getting people to buy in. I really enjoy that aspect of the roles that I've played at Comcast and the roles that I played at NBC.

But, you know, it's very—I'm not sure if this is answering your question directly, but I think it's, you know, our goal within NBC is we want to get Peacock to scale. You know, we have subscriber targets that we want to get to. We certainly want to get to profitability.

But, you know, it's very—I'm not sure if this is answering your question directly, but I think it's, you know, our goal within NBC is we want to get Peacock to scale. You know, we have subscriber targets that we want to get to. We certainly want to get to profitability.

But, you know, it's very—I'm not sure if this is answering your question directly, but I think it's, you know, our goal within NBC is we want to get Peacock to scale. You know, we have subscriber targets that we want to get to. We certainly want to get to profitability.

We are not profitable now. But it's investing—the way I look at it, and this is kind of something that's so interesting because— and I just ignore it to be honest with you, but you know, it's like, you'll see press articles where it's like Peacock is losing money. I mean, we are a startup business.

We are not profitable now. But it's investing—the way I look at it, and this is kind of something that's so interesting because— and I just ignore it to be honest with you, but you know, it's like, you'll see press articles where it's like Peacock is losing money. I mean, we are a startup business.

We are not profitable now. But it's investing—the way I look at it, and this is kind of something that's so interesting because— and I just ignore it to be honest with you, but you know, it's like, you'll see press articles where it's like Peacock is losing money. I mean, we are a startup business.

I mean, you know, did Amazon make money immediately? I think that you've got to have a much longer term view here where I say, no, we are investing in a business. And so what you're looking for when you're investing in a new business is are you growing? Are you hitting your KPIs in the metrics? Are you achieving the long-range plan objectives? And the answer to those are yes.

I mean, you know, did Amazon make money immediately? I think that you've got to have a much longer term view here where I say, no, we are investing in a business. And so what you're looking for when you're investing in a new business is are you growing? Are you hitting your KPIs in the metrics? Are you achieving the long-range plan objectives? And the answer to those are yes.

I mean, you know, did Amazon make money immediately? I think that you've got to have a much longer term view here where I say, no, we are investing in a business. And so what you're looking for when you're investing in a new business is are you growing? Are you hitting your KPIs in the metrics? Are you achieving the long-range plan objectives? And the answer to those are yes.

We're actually exceeding those objectives, which only gives us confidence that we're on the right path. And so we have a long-range plan. And we're executing against it. And so getting Peacock to scale, getting Peacock to profitability, but again, doing it in a way inside the broader portfolio is really where we're focusing a lot of our resources and our efforts.

We're actually exceeding those objectives, which only gives us confidence that we're on the right path. And so we have a long-range plan. And we're executing against it. And so getting Peacock to scale, getting Peacock to profitability, but again, doing it in a way inside the broader portfolio is really where we're focusing a lot of our resources and our efforts.

We're actually exceeding those objectives, which only gives us confidence that we're on the right path. And so we have a long-range plan. And we're executing against it. And so getting Peacock to scale, getting Peacock to profitability, but again, doing it in a way inside the broader portfolio is really where we're focusing a lot of our resources and our efforts.

And we feel really good that we're on the right path.