Matt Strauss

during the day, but then they wanted to see the storytelling that NBC does so well during prime time. And that's that infinity loop that I was referring to. And so it really is an example of like, I think what plays to our strengths, what we do well as a company, we were preparing for years for that moment. We're really proud of what we were able to deliver.

And I think in many respects, there's no going back because when you could deliver that kind of experience and you get that response, we're now looking at it and say, well, how do we then apply that to the NBA? How do we apply that to the Premier League? How do we apply that to other types of experiences?

And I think in many respects, there's no going back because when you could deliver that kind of experience and you get that response, we're now looking at it and say, well, how do we then apply that to the NBA? How do we apply that to the Premier League? How do we apply that to other types of experiences?

And I think in many respects, there's no going back because when you could deliver that kind of experience and you get that response, we're now looking at it and say, well, how do we then apply that to the NBA? How do we apply that to the Premier League? How do we apply that to other types of experiences?

And this is the next frontier for streaming, from my point of view, because right now, streaming is arguably a two-dimensional service, which is, I sign up for your service based on your content and your price. I think the next iteration will be product.

And this is the next frontier for streaming, from my point of view, because right now, streaming is arguably a two-dimensional service, which is, I sign up for your service based on your content and your price. I think the next iteration will be product.

And this is the next frontier for streaming, from my point of view, because right now, streaming is arguably a two-dimensional service, which is, I sign up for your service based on your content and your price. I think the next iteration will be product.

How do you start to use the product in a way that differentiates the experience from one streaming service to another, where arguably now there's more similarity than differences? The Olympics is an example of what I mean when I say the product can become part of the value proposition of where we want to go over time.

How do you start to use the product in a way that differentiates the experience from one streaming service to another, where arguably now there's more similarity than differences? The Olympics is an example of what I mean when I say the product can become part of the value proposition of where we want to go over time.

How do you start to use the product in a way that differentiates the experience from one streaming service to another, where arguably now there's more similarity than differences? The Olympics is an example of what I mean when I say the product can become part of the value proposition of where we want to go over time.

If I were to project out in the future, I actually think the next version of where I then want to go with Peacock and with streaming is to expand the aperture even beyond video. And it goes back to what I said about time. How do you get more share of time? And if five hours is the ceiling for video, how do we start tapping into other ways that we can drive engagement on our platform

If I were to project out in the future, I actually think the next version of where I then want to go with Peacock and with streaming is to expand the aperture even beyond video. And it goes back to what I said about time. How do you get more share of time? And if five hours is the ceiling for video, how do we start tapping into other ways that we can drive engagement on our platform

If I were to project out in the future, I actually think the next version of where I then want to go with Peacock and with streaming is to expand the aperture even beyond video. And it goes back to what I said about time. How do you get more share of time? And if five hours is the ceiling for video, how do we start tapping into other ways that we can drive engagement on our platform

and add more value because it's not a streaming platform, it's an entertainment platform. That's the way we're starting to think of it. And we've got lots of other parts of the company that could be leaning into how do we get more share of time, but also how do we start to get more share of wallet?

and add more value because it's not a streaming platform, it's an entertainment platform. That's the way we're starting to think of it. And we've got lots of other parts of the company that could be leaning into how do we get more share of time, but also how do we start to get more share of wallet?

and add more value because it's not a streaming platform, it's an entertainment platform. That's the way we're starting to think of it. And we've got lots of other parts of the company that could be leaning into how do we get more share of time, but also how do we start to get more share of wallet?

And like you can imagine one day, Nealey, that you subscribe to Peacock and not only do you get this great video service, But maybe if you're a Peacock subscriber, you get a free movie ticket to Fandango. Maybe if you're a Peacock subscriber, you get early admission to Universal theme parks. Maybe, you know, given our advertiser relationships, maybe you get discounts to McDonald's.

And like you can imagine one day, Nealey, that you subscribe to Peacock and not only do you get this great video service, But maybe if you're a Peacock subscriber, you get a free movie ticket to Fandango. Maybe if you're a Peacock subscriber, you get early admission to Universal theme parks. Maybe, you know, given our advertiser relationships, maybe you get discounts to McDonald's.

And like you can imagine one day, Nealey, that you subscribe to Peacock and not only do you get this great video service, But maybe if you're a Peacock subscriber, you get a free movie ticket to Fandango. Maybe if you're a Peacock subscriber, you get early admission to Universal theme parks. Maybe, you know, given our advertiser relationships, maybe you get discounts to McDonald's.

I mean, so we're thinking very differently, I believe, in how we want to evolve the value proposition beyond just what it is today, anticipating kind of where we think we need to go as a platform.