Matt Strauss

You know, he had asked if I would come there to help them build a streaming service and take it to market. And I got that call on a Thursday, and Monday I showed up in New York City with my suitcase and I was ready to go. And what's very common inside of large companies, in my experience, is that when you're trying to build something new, it's common to almost incubate it.

You kind of create resources, you put a little bit of a fence around it because you don't want the day-to-day activity necessarily interfering with the ambition of trying to build a new business. And Peacock was the same inside of NBC.

You kind of create resources, you put a little bit of a fence around it because you don't want the day-to-day activity necessarily interfering with the ambition of trying to build a new business. And Peacock was the same inside of NBC.

You kind of create resources, you put a little bit of a fence around it because you don't want the day-to-day activity necessarily interfering with the ambition of trying to build a new business. And Peacock was the same inside of NBC.

But what I realized early on was that there's lots of other businesses within NBC that actually are very complementary and can help get us more scale, can help de-risk the execution and the ambition we had with Peacock, for example. You know, NBC owns Fandango. which is one of the largest ticketing companies.

But what I realized early on was that there's lots of other businesses within NBC that actually are very complementary and can help get us more scale, can help de-risk the execution and the ambition we had with Peacock, for example. You know, NBC owns Fandango. which is one of the largest ticketing companies.

But what I realized early on was that there's lots of other businesses within NBC that actually are very complementary and can help get us more scale, can help de-risk the execution and the ambition we had with Peacock, for example. You know, NBC owns Fandango. which is one of the largest ticketing companies.

They own Vudu, which is now called Fandango at Home, which has a catalog of 250,000 titles for digital purchase and rental. They own Rotten Tomatoes, which is certainly known for movie and TV reviews. They also, everyone's familiar with NBC and a lot of the cable networks that we have in the United States. but NBC distributes their networks in almost every country around the world.

They own Vudu, which is now called Fandango at Home, which has a catalog of 250,000 titles for digital purchase and rental. They own Rotten Tomatoes, which is certainly known for movie and TV reviews. They also, everyone's familiar with NBC and a lot of the cable networks that we have in the United States. but NBC distributes their networks in almost every country around the world.

They own Vudu, which is now called Fandango at Home, which has a catalog of 250,000 titles for digital purchase and rental. They own Rotten Tomatoes, which is certainly known for movie and TV reviews. They also, everyone's familiar with NBC and a lot of the cable networks that we have in the United States. but NBC distributes their networks in almost every country around the world.

And so what we recognized was that if we could aggregate all of these businesses under one portfolio, it actually could give us even more economies of scale. And that's what we started to do. And so the umbrella of direct-to-consumer, Peacock is certainly a big piece of it, but all these other businesses, the global businesses and these other digital businesses now sit under this D2C umbrella.

And so what we recognized was that if we could aggregate all of these businesses under one portfolio, it actually could give us even more economies of scale. And that's what we started to do. And so the umbrella of direct-to-consumer, Peacock is certainly a big piece of it, but all these other businesses, the global businesses and these other digital businesses now sit under this D2C umbrella.

And so what we recognized was that if we could aggregate all of these businesses under one portfolio, it actually could give us even more economies of scale. And that's what we started to do. And so the umbrella of direct-to-consumer, Peacock is certainly a big piece of it, but all these other businesses, the global businesses and these other digital businesses now sit under this D2C umbrella.

And they each have their own individual P&Ls, but in the aggregate, they reach 100 million users, they generate billions of dollars of revenue, and they're available in over 70 countries around the world. And so I think that that is the portfolio that I'm now managing.

And they each have their own individual P&Ls, but in the aggregate, they reach 100 million users, they generate billions of dollars of revenue, and they're available in over 70 countries around the world. And so I think that that is the portfolio that I'm now managing.

And they each have their own individual P&Ls, but in the aggregate, they reach 100 million users, they generate billions of dollars of revenue, and they're available in over 70 countries around the world. And so I think that that is the portfolio that I'm now managing.

How we then leverage that portfolio is something that I've been trying to build out over the last few years around, again, trying to build one product team, one technology team, one decision sciences research team, et cetera, to give us kind of these centers of excellence inside of NBC as we continue to roll out our digital plans for direct-to-consumer.

How we then leverage that portfolio is something that I've been trying to build out over the last few years around, again, trying to build one product team, one technology team, one decision sciences research team, et cetera, to give us kind of these centers of excellence inside of NBC as we continue to roll out our digital plans for direct-to-consumer.

How we then leverage that portfolio is something that I've been trying to build out over the last few years around, again, trying to build one product team, one technology team, one decision sciences research team, et cetera, to give us kind of these centers of excellence inside of NBC as we continue to roll out our digital plans for direct-to-consumer.

There's no question that the cable business is a good business. It continues to be a good business. I think to answer the question, you almost need to look at it through the lens of the consumer. What I've learned is there really are different cohorts of how people consume video, how they subscribe to video. So for example, The cable customer tends to watch a lot of TV.