The Dan Rayburn Podcast
The Dan Rayburn Podcast
Episode 88: Disney's CEO Says They Are Behind Netflix in Terms of Tech; Detailing Fubo and Paramount Full Year Earnings, SeaChange Sold for $30M
Use Left/Right to seek, Home/End to jump to start or end. Hold shift to jump forward or backward.
This week, we detail how SeaChange, which once dominated the cable TV operator market and had over $216 million in revenue, will have its assets acquired for $30 million. We break down the numbers you need to know from Fubo's full-year 2023 earnings, ending with 1.61M subscribers and reaffirming their expectation to reach positive cash flow and adjusted EBITDA in 2025. We also detail Paramount's full-year 2023 earnings, ending with 67.5M subscribers and DTC losses of $1.6B, forecasting profitability for Paramount+ domestically in 2025. Finally, we discuss some of the latest news from Disney, including Bog Iger's remarks about the mistakes they made around the launch of Disney+, including not having the right tech to lower customer acquisition and retention costs and acknowledging that the company is behind Netflix in terms of technical capabilities.
Podcast produced by Security Halt Media
Welcome to this week's edition of the Dan Rayburn podcast, the show that curates the streaming media industry news that matters most, unvarnished, unscripted and providing you with the factual data you need to know, without any of the hype, the pulse of the streaming media industry.
Speaker 2Welcome to the Dan Rayburn podcast. I'm Dan Rayburn, lone co-host Mark Donaghan, and we are back after a little bit of hiatus.
Speaker 3We are back.
Speaker 2Apologies to listeners there. Between my military trip and then getting sick with the flu, everyone seems to have had Put me down and out a bit, but we'll keep on a regular schedule here for the next four weeks leading up to the NAB Show streaming summit, which is pretty much done, mark, as far as speakers and presentations. There's one or two more that I'm adding here or there, but announced a lot already in LinkedIn, and there's more promotion to come.
Speaker 3Yeah, it's an incredible lineup. The listeners have not checked it out. You need to.
Speaker 2Yeah, I'm super excited who we have, plus some of the fireside keynotes, to get chairman of NBCU.
Speaker 3Matt.
Speaker 2Strauss is great to get CTO. Paramount Phil, that's great. So BA Winston, amazon Prime Video just some really great speakers who have a lot of depth and breadth across the industry in terms of knowledge and experience. So super excited for that. The AI track should be interesting. So let's talk about just. There were some things we missed, mark, while we were out, which I don't really think we have to cover from an earning standpoint, but there were a few news pieces that were interesting when we were out. One that came out today is that Warner Bros Discovery, just in time for March Madness, is offering a 40% off all-yearly plans for Max when you prepay for a year.
Speaker 3Well, I'm going to take them up on that offer.
Speaker 2Well, you can, and one of the things to note is this applies to existing customers. Yes, amazing, which is cool for someone like you, because so many times these deals are for only new customers or returning customers that haven't had a subscription over a period of time.
Speaker 3Yeah, that's right. Yeah, it's kind of a teaser to get new subscribers on the platform.
Speaker 2So if you want to take advantage, the lowest-priced plan here for a year is $5.83 a month.
Speaker 3Tons of value, tons of value.
Speaker 2So great for consumers. Bad for WBD in the sense that what do we keep talking about? Profitability? I don't know how much money you're losing on $5.83 a month per sub, but I'm going to take the discount very happily. You can get it. It's a good product.
Speaker 3It's a good product, yeah.
Speaker 2It is a good product. I do like the product. They have sports. So for the first time, everything from March Madness will be on one platform with Max. In the press release they listed out, they sent today just all of the different pieces of March Madness and I just I'm not a basketball guy. I don't know March Madness. I couldn't probably come up with four college basketball teams in my life depending on it. It's just not my sport. But the amount of content they're going to have they talked about number of hours and then all these pre and post-shows and it's if you're into March Madness that's the place to be.
Speaker 3Yeah, for sure.
Speaker 2So great for consumers. Another piece of news that came out just in the last I think it was two days is that Reliance is buying Paramount Global's 13% stake in Viacom 18. So they're going to spend $517 million, which is pretty amazing because they just finished striking that multi-billion dollar deal with Disney.
Speaker 2So if you're talking about what's going to be taking place really in India, man, it's incredible how it's gone from multiple companies being in that region to one now dominating. So GeoCinema, which Viacom 18 operates, along with dozens of TV channels. Reliance's stake in Viacom 18 will now be just above 70%, based on a regulatory filing they put out. So interesting to see that right on the heels of Disney merging its India business with Viacom 18. They announced that last month. So the new joint venture, just on the Disney side alone, is valued at $8.5 billion. So Reliance is the dominant force in that region and will continue to be.
Speaker 3Yeah, absolutely.
Speaker 2Interesting to see how some of the streaming services mark, when they talked about international growth years ago and wanting to be in India, how they realized it's still important but have, I think, understood the market better to come to the realization that the local incumbent here in that particular region Holds and carries all the weight and all the power. Yeah, and we're really gonna have to work with them, build something with them, as opposed to trying to compete with them. Trying to compete interesting lesson for for Disney and some of the other companies. Let's go into the, the JV sports news that many have been talking about, and, and the reason here is that Fox's chief executive at a Morgan Stanley conference Basically recently said that their internal expectations Sorry, quote, our internal expectations and what we've built our plans around, are that within five years, we will have five million subscribers, which would be a very good business for us. So interesting here in that, for those that don't know, fox, wb and Disney do not actually have a contract in place amongst the companies for this JV streaming service. They have a term sheet, but they don't actually have a legal contract as of yet. That was news that had come out as of recently. So interesting.
Speaker 2But second, I Think it's odd that they're also being quoted that saying there's 50 million to 60 million households of cord cutters or cord never's and they believe that a very high percentage of them will be open to taking this new package. Well, the problem here is they're setting unrealistic expectations of the size of the market, because Just because somebody is a cord never or a cord cutter yeah, okay, my mom yeah doesn't mean they're interested in sports, that's right. So I don't understand how they look at the entire market and say, well, that's an opportunity. In our TAM, total addressable market is a hundred percent of every household who doesn't have cable. It's not right.
Speaker 3Yeah and isn't. Isn't there a corollary here, dan? You know? Is that the whole issue that the cable companies Well, not the whole issue a issue the cable companies had with, like ESPN, was that Consumers started sort of rising up and going wait a second, I'm paying for this, you know, and the numbers, watch it going.
Speaker 3Yeah, and, and I don't watch it. And yet you know, like like six or seven or I think it got up to $8 or something of of your hundred dollar, 110 hundred twenty dollar cable bill was going to ESPN and I don't watch it and I, I Seemed to remember, and maybe you recall more specifically, wasn't it roughly about 20 or 25 percent at the high end of cable households actually watched Sports?
Speaker 2oh, I don't remember that number.
Speaker 3Yeah, okay. So then nobody. Yeah, yeah, somebody should go. You know, maybe maybe go fact check me, but I think we're gonna find. In other words, the point is it wasn't like 75 percent of.
Speaker 2Correct. No, it was 50 percent.
Speaker 3Yeah, it was below 50 percent, and so like I don't understand that number either.
Speaker 2Well, but the corollary is interesting here because they say okay, this is Murdoch at Fox saying internal expectations is to have five million subs in five years. So if your market opportunity is 50 to 60 million households, so that's 10 percent. Why would it?
Speaker 3take five years to get that. Oh, okay, okay, okay. Then you know what I also kind of jumped. I thought they were saying that they believe that they could win 50 or 60 million.
Speaker 2No, no, that's a total dressable.
Speaker 3That's total dressable mark. Okay, and just forget what I just said.
Speaker 2Even five million over five years five years if you're talking, let's just say you're. You're getting a million a year. Yeah that's not a big deal.
Speaker 3Yeah, yeah, and then how much they're gonna charge for. You know, you can kind of do the quick back of the napkin math and say I mean it's not an insignificant business, but I don't know if I would call that a very good business. I don't know. There must be something here we're missing, as I think we're really getting to?
Speaker 2Well, I don't think we are. I think what's missing here is realistic expectations of what this could do in the market and the size and the opportunity. Because at the same time, murdoch then says quote what this bundle does is it puts a majority of sports into one bundle. It's an easy place for people to come to. If you're a sports fan, you don't get those sports already in a big bundle. This is absolutely a service you're going to be interested in. Well, first of all, factually, that's inaccurate because it does not put the majority of sports into one bundle, exactly, exactly.
Speaker 3No, it doesn't.
Speaker 2So how are you so disconnected? And you're talking about this at a Morgan Stanley tech, media and telecom investor conference and nobody challenged him.
Speaker 3Well, maybe they did off stage.
Speaker 2I didn't see anybody who write anything up, right yeah, who knows off stage.
Speaker 3Yeah.
Speaker 2So I thought that was interesting in terms of the comments.
Speaker 3Yeah, interesting.
Speaker 2We'll keep an eye on that. We still just don't have any other details at this time. That said, I'm not surprised our industry is talking about it the way it is. I'd say people are more positive than negative towards it. But I would say right now, everybody should just be neutral. And it should be neutral because one this is not a product that exists today. It doesn't exist. It's not working at scale. Until it does, until we see it, until we know what it does, it's too early to speculate on anything there. Also, the whole regulatory issue. I don't think that's an issue there because, yeah, I don't think technically, ftc or DOJ like we talked about before, I don't think they're breaking any laws there Doesn't mean that something doesn't happen based on the pressure that could be put on them, but I do believe the service will come to the market. Let's go into live real quick. Mark. Netflix is going to stream a live boxing match between Mike Tyson and Jake Paul on July 20th. That should be Did.
Speaker 3Jake Paul suddenly become a worthy competitor or opponent of Mike Tyson? That's what I want to know.
Speaker 2Not that I follow boxing too much, but seeing what Jake Paul has done over the last couple of years, he was basically seen as like this guy can't box, this guy's a goofball right. And then he wins all these boxing matches and then they're like, well, okay, you won against someone who has no name, but you couldn't win against this guy. And then he wins against him. So the Mike Tyson one I get the sense that's more of a oh show business right Entertainment maybe the boxing man.
Speaker 2If you see Mike Tyson on TikToks and went not just training for this. I don't care what anyone says about how old he is. You would not want to get hit by one of his punches.
Speaker 3He's still Mike Tyson Right, he'll still damage you.
Speaker 2You'll have brain damage after one of those, so it's going to be interesting. I think a good portion of Netflix's viewers, in whatever time zone it'll be in, because they have not announced the time as of yet could potentially tune into this. So I think it's super interesting. You know, tying into this, without going into any details, netflix wanted to come to the streaming summit and do a presentation about some of what they're building out for live, but said you know, we're going to have to pass this year because we have a lot to get done in a short period of time. It just goes to show you how much they're preparing for this.
Speaker 2Yeah, that's right and as we've also mentioned in the past, they've continued to hire for the live events team and still positions open. So you know July will be here before you know it.
Speaker 3It will, it will yeah.
Speaker 2But I think the time is key because, let's say, they end up doing this at. I didn't look at where it was taking place, but let's say it's Vegas and it's 9 pm.
Speaker 1It's got to be Vegas.
Speaker 2I would think so. I mean. But also I don't know the rules around fights and states and there's something to do with that.
Speaker 2But let's just say it's Vegas at 7. It's now 9 o'clock in the East Coast. It's now 2 am in a lot of Europe. This is going to be regional. I think once we get the time frame Now let's say they started even later you could have even a smaller segment of the total Netflix population available to watch it. But even let's just say it was New York, that's all right, new York let's just say it was US. Even if a half or a third of their subscribers in the US turned into this, this would be the largest live event in North America history. It would break the Peacock number for Saturday night or Saturday football.
Speaker 3Yeah, yeah, yeah. For the while, by the way, it's in Texas, arlington, texas, texas. Yeah, yeah, okay, july 20th at the AT&T Stadium.
Speaker 2Yeah, because they could sell a lot of tickets.
Speaker 3They're going to draw it. Yeah, wow. So yeah, mike Tyson is twice his age, jake Paul. Jake Paul is 27. Sounds right, and Tyson is 58.
Speaker 2It's going to be interesting to watch. Definitely, let's jump into FUBU. We missed covering FUBU's earnings. Fubo Make sure I say that right, FUBO Get that right.
Speaker 2Dan FUBO. Yep, I struggle with that, let's just go through. So they ended 2023 with 1.61 million subs Mm-hmm. The issue here is they still had a net loss of 71 million. So they're striving to get to positive cash flow, which is key. They ended the year with 158 fast channels on their platform. That's how many they count Full year 2024 guidance of 1.66 to 1.68 paid subs. So at the midpoint that would be 4% growth year over year. At the midpoint of revenue growth, it would be 13% if they hit their 2024 numbers.
Speaker 2They ended 2023 with 251 million in cash, cash equivalence, restricted cash, all the ways they report that. So they continue to get that net loss down. Their cash reserves are okay. They're not gonna go under. Their stock is obviously extremely low, but they did come out and said they still expect positive cash flow and adjusted EBITDA in 2025. So if they can get to that and they can keep their sub count up and growing, even at 4%, they're okay financially. They're not gonna have an issue there. The other thing that they recently announced was they did a deal for RSNs. What was the team that they announced? Mid-atlantic Sports Network. So Baltimore Orioles and Washington Nationals. I thought that's cool because they continue to target RSNs, which are obviously super important.
Speaker 2Yeah for sure Local for sports and baseball in particular. And the other thing too is for those that don't know, youtube TV doesn't have MLB network, so that gives Fubu a leg up as well. So that's the numbers from Fubu. Let's go into Disney here. Two things on Disney.
Speaker 2So Disney CEO came out at an event just in the last week and he said quote when we launched Disney Plus in 2009,. Sorry, let me start that again, because that's not when they launched Disney Plus. When we launched Disney Plus in 2019, our goal was to have basically robust video experiences at scale. What we didn't have was the technology that we needed to basically lower customer acquisition and retention costs, to increase engagement and to essentially grow our margins by reducing marketing expenses. What he then says is he highlights that Netflix is the gold standard for what they have. Yeah, so he basically comes out and says what we've known for a long time in the industry is that Netflix is super head of everyone when it comes to the scale of their tech stack, what they do to combat churn or retention Mark, you and I had this conversation when the podcast first started because shortly after Disney Plus rolled out, one of the things I mentioned was based on.
Speaker 2Some information I had had was that Disney, at the time when they rolled it out, was not building anything into the platform to check churn or retention. And if you signed up for Disney Plus and you watched only one video, for instance, and you got to 29 days before you're about to cancel, you didn't get an automated email. You didn't get anything telling you hey, we noticed, you watched this, you should watch that to try and keep you.
Speaker 3Yeah, watch something else, exactly.
Speaker 2So what I was looking at I heard as the time was if you have multiple profiles, chances are a lot lower that you're going to cancel because multiple people in the family are using the account. But there was really nothing they were doing to reduce their customer acquisition costs and to increase engagement and reduce the cost, as they call it, marketing expenses to grab viewers. So interesting, they now acknowledge that. But also we have to remember at the time and it's still the case today that when you have Disney Plus, espn Plus, disney Plus Hulu, hulu Plus Live TV and Hulu Plus, you have multiple different platforms and they never got all their streaming D to C to a particular single platform. That also hurt them big time.
Speaker 3But that wasn't a priority. Yeah, exactly, it wasn't the priority, but it is the priority now, correct?
Speaker 2It has been for some time. I don't know that I want to go into any details on that about how far along they are, but let's just say it's not as fast as they would have wished for.
Speaker 3Sure.
Speaker 2Especially with all the turnover within the company. But this whole idea, as I wrote on LinkedIn, the Amazon approach of get big fast. That's no longer a viable business model if you can't retain customers and have the margins needed to be profitable.
Speaker 3So a problem? Yeah, I've seen some comments from industry folks and I think they're either missing a little bit what was said here is that because I've seen industry people focusing on the technology, the streaming, the encoding aspect, like, oh well, I wonder how Disney is behind or in what way is Netflix ahead. There's a few debates there and it's all conjecture, but really what he's saying it's a little bit confusing because he talks about the video tech stack and so that would imply like video encoding, packaging, you know all the things we think about, right, but ultimately what he's saying is it's the analytics, it's the data acquisition systems around, it's all of that, yeah, in other words, it's you know, and I'm sure, the recommendation engine.
Speaker 3The recommendation engine exactly. And then you think, like what was it? Oh, it was 12, 13, 14 years ago when Netflix had that competition where they were giving a million dollar.
Speaker 3Yeah, a million dollar prize. I mean, they've been working and if you go, do it's. I haven't done it recently, but a while back I searched Netflix on LinkedIn. You know employees and you look at those with like you know data in their title, or you know data analyst, or you know, in other words, behavioral specialists. Yeah, those kinds of people. There are hundreds. There are so many people that Netflix has. Now I haven't done that for Disney, so who knows, maybe they also have hundreds, but no no it's not nearly as deep.
Speaker 3Yeah, I wouldn't, I wouldn't think so, but that's. But the point, you know, that I'm trying to make, or at least highlight here, is that, you know, for anybody who's kind of just only focused on like, well, yeah, you know Disney needs to rebuild their tech stack, you know they, you know, need to do a better job on the encoding, streaming, the. You know the traditional architecture of how a streaming system works. Maybe they do, maybe not. We're not here to say you know one way or the other, but that's not what the CEO is really saying here. You know.
Speaker 2Yeah, those tech pieces. Look, nobody did a better job with building microservices at scale. That's what we're talking about here, and I could go into a lot of details in the Disney side. I won't but just think about just open connect. Netflix made a decision early on in the business right we want to control the delivery, not because of cost but because we can control QE and quality, and we think that's a factor, so it's in their DNA.
Speaker 2Yeah, that's something they decided to do. That's not something that Disney ever, from a high level, was like we're really invested in that.
Speaker 2That's right and just the way they optimized encoding. But also look at Netflix's tech blog. Look at how much information they have shared over the last 10 years on how they've built services at scale with quality, and a lot of it ties into the data you're talking about, which then ties into how do we make better business decisions on retention. What I also find interesting, mark, that I was thinking is, for all the success Netflix has had and all the grief they've taken from people in the industry, think of what Netflix has never done. They've never discounted their service. That's right Ever. I can't remember Single time Netflix has ever discounted their service, ever. And they don't allow you to pay a year in advance and get a discount, and get a discount.
Speaker 2And yet look at their business compared to everybody else. And for many years, what did the industry say? Oh well, if you can't bundle, if you can't discount, if you can't offer, you'll have a problem in the market.
Speaker 3Really, netflix is dead because they're not bundling. They're going to be left out in the cold. Yeah, they're not discounting.
Speaker 2Discount is what people have talked to, so that's not the case.
Speaker 3I think, again, you're making a really really good point about just the architectural choices that Netflix has made and output. Another kind of exclamation point on what you're really saying is that this was over now. Well, you can almost say decades, because, I mean, this work began 15 years ago. Now, it's true that maybe 10 years ago is when Open Connect was really starting to be built out and all, but I mean, in other words, this was done over a very, very, very long period of time and there was a lot of iterations and there was a lot of version one and version two and version three. And it's not to say that Disney or anybody else can't come to market with a competitive solution, but this isn't a matter of we need to choose this vendor over this other vendor or this technology or this other technology, and in 18 months Disney is going to be there, or let's even take Disney out anybody else. This is over a long period of time that it took them to build out this incredible platform.
Speaker 2At scale.
Speaker 3At scale exactly.
Speaker 2No one ever says at scale, that's like oh, we can build this out. And it's like you have 2 million subs.
Speaker 3Really.
Speaker 2Don't even compare yourself to Netflix. But the Disney side, mark Disney, can't build this out to scale with the quality, and the reason is it's not 100% of the company's focused. I mean they're dealing with activists, investors, they're dealing with board problems. Right now they're dealing with all these other corporate issues. There's a lot of headwinds that take time and away from your focus. So Disney has their work cut out for them. We're seeing some progress, obviously on the amount of money that they're losing in D to C, it's improving.
Speaker 2But they still have a long way to go and if you really want to understand what's going on with Disney. So Tree Partners published 130-page white paper revealing what they would do to fix Disney if their founder, nelson Pelts, and fellow nominee, jay Rose so were elected to Disney's corporate board. It is the best breakdown I've ever seen ever Ever of Disney's business, not just D to C but overall, and it is full of just factual numbers. Here's what's taken place Disney's lost over $14 billion on D to C streaming to date. We know that, but it includes such a detailed breakdown and here's things that need to be fixed and it's fascinating how many times they bring up.
Speaker 2You know, five years ago Disney said this they warned investors of threats that Netflix and D to C pose to their linear TV business. They say for a decade, but what have they done to change their linear TV business In that decade? They were warning investors. Nothing. Don't need looking at it now. They also, interestingly enough, are another one that highlights that no agreement has been signed with the three companies in the JV Sports deal, only that they have reached agreed upon principle terms as they call it, Principle terms yeah.
Speaker 2But the other thing that they really highlight a lot is taking over. Disney keeps doing a lot of press releases about stuff they're going to do, but it's stuff that doesn't exist in the market today. So what is the true impact? Well, once it comes out think of the Epic's games deal we can't judge the actual success of anything that launches for, I would argue, multiple years, especially since Murdoch has said it's gonna take five years to get five million. So what they're saying in their report too, is Disney, at least with someone on Wall Street, is getting a lot of oh look, they're making great changes, like announcing this JV Sports Deal. Well, they've announced it, but it's not existing in the market today. We don't know that it's positive, we don't know that it'll be profitable. It's a lot of unknowns.
Speaker 3Sure.
Speaker 2And I think they're right in that regard. There's also just it's interesting, not surprising, but the unprofessionalism also between some of the executives who are fighting over these board seats in the report. But the report overall is as detailed as you could get. You can see it on LinkedIn in my post about Disney where I highlighted a few things from the report. But to really read through this you need to spend two hours.
Speaker 3Yeah, I wish I had time to.
Speaker 2Oh, okay, I did. It was too fascinating not to.
Speaker 3Yeah, yeah, no. Well, that's why I say I wish I had time, because legitimately, I have heard you reported that it's really a good read, it's a good analysis and but I've you know I've read some other reports and I love it's based on facts. Yeah, exactly, and it also ties in.
Speaker 2Hey, like here's what the stock did, and yet the board's being compensated with all these crazy bonuses, like, how does this make sense? So some of it is. This is our opinion, based on the facts, but they're at least providing all factual numbers, which I absolutely love.
Speaker 3Yeah, yeah, for sure.
Speaker 2So check that out on LinkedIn. If you want Two other things, mark here and we'll bounce. Aws announced they're starting, yeah that's right Actually starting this month.
Speaker 2This is a big one. They're waving data transfer fees out of the internet exchanges when customers want to move their data outside of AWS. Now I thought this was very interesting because it's on the heels of what Google announced, which we'll talk about in a minute. But Amazon came out and says that 90% of their customers already incurred no data transfer expenses out of AWS. To begin with, I thought that was interesting because you hear a lot of people customers complain about it, complain and yet, if Amazon's numbers right, 90% aren't paying a fee already. Well, now nobody will pay a fee. So that's good. Now this comes on the heels of Google announcing in January that Google Cloud customers who wanted to stop using Google Cloud and migrate their data to another provider or go on-prem could take advantage of free network data transfer to migrate their data out of Google Cloud. So Google is the one who actually kind of started this. It's good to see Amazon follow suit, but it doesn't sound like this was already impacting a lot of Amazon customers. To begin with, yeah.
Speaker 3It's interesting how perception, you know, I just wonder how much is perception that drives. You know, oh, it's so expensive the penalties to move off AWS and people are, you know they're saying it as if they're this massive company with, well, it's more than a hundred gigabytes, but it looks like previously, if you had a hundred gigabytes or less or less than a hundred gigabytes, it was free anyway.
Speaker 2Right, right your perception is everything.
Speaker 3So perception, you know it's a little bit I think about. After the HEVC licensing debacle got solved, which has now been many years, like five, six years now it's very well-defined. I still occasionally run into somebody who says, oh, we're really concerned about HEVC royalties, Royalties yeah, I'm like really I'm like that's solved. Oh it is, but it's a perception.
Speaker 2Perception can be reality, especially in cloud costs. Everybody wanting to do more with less yeah, that doesn't surprise me. The final thing here, mark, is I've talked to quite a few people probably six or seven people in the last week looking for jobs in the market. Interesting how many executives right now are reaching out who are SVP, evp of Paramount, hulu, amc, you name it and they're looking for jobs. Interesting time in the market.
Speaker 2But a couple of things right off the bat. If you're looking for a job, I can't believe how many people are saying well, no, I didn't let anyone know. I'm looking at LinkedIn because you know everyone says that's a bad thing to do. I don't know who you're listening to, but stop Whatever idiots you're listening to, like a recruiters or whatnot. That says you should not tell people you're looking for a job. They don't know what they're talking about. In the market, the amount of people who have not the number one. This is common sense. The number one person who's gonna help you find a job is someone in the industry who has a connection, who's gonna vouch for you. But you're not even telling your connections and your network on LinkedIn that you're even looking for a job. Well, why would they offer you one?
Speaker 3Yeah.
Speaker 2So for anyone who keeps hearing from somebody well I heard, or someone told me, like you shouldn't because people keep saying to me well, it makes me look desperate. Why does it make you look desperate? There's been so many layoffs in the space. You didn't do anything wrong, you got laid off. You also are competing against a lot of people out there, which means you need to showcase your skills.
Speaker 2Yeah, for sure when it looks like you still work at a company and you don't. It also looks like you're too lazy to update your LinkedIn page.
Speaker 3Yeah, yeah, I wanna comment on what you just said there, dan, because I have noticed a trend, and I've recently been in some interview situations where I was talking to potential candidates and you know, and I'm talking to them, I'm starting to ask them questions as if they're still there, and I find out not only are they not still there, which fundamentally is okay, but it's not okay when they haven't been there for six months. Right, right, you know, it's like you know, and what is your resume?
Speaker 2There's no link to it, so it just doesn't make sense to me.
Speaker 3All of a sudden, there's red flags of you know, to be frank, but even like honesty, like what are you trying to hide, like what you know.
Speaker 2So, so well here's the reason I bring this up, mark is I'm gonna do the last session of the day and day two of the NAB streaming summit for an hour. I'm now gonna dedicate 30 minutes of that to getting a job.
Speaker 1And I'm gonna go through LinkedIn resume, kind of like the webinar.
Speaker 2I did Cause this is just insane what I keep seeing and people are listening to those without experience. Remember, it's not the class, it's the instructor that matters, and people are listening to people who don't have the experience. So I'm gonna post some information on that to LinkedIn soon, but it's one of the reasons I bring it up. All right, mark, let's bounce on one percent here in my MacBook. So we're gonna end this podcast, whether we want to or not, in a minute.
Speaker 2Thanks everyone for listening. We'll be back next week. You have questions? Reach out to Mark and I. We're available to you at any time. Hope everyone is good week. Stay safe. If you want to discount code to the streaming summit, reach out to me as well. I'll provide that to you. Thanks very much.
Speaker 1If you enjoyed the show, send it to a friend, have questions for Dan or Mark, connect with them on LinkedIn at any time, and be sure to check out Dan's blog at StreammediaBlogcom.