Video-streaming sites like Netflix have revolutionised how television shows are made. AP Photo / Elise Amendola
Video-streaming sites like Netflix have revolutionised how television shows are made. AP Photo / Elise Amendola

Why the number of Hollywood bosses has exploded



You used to be able to fit everyone who mattered in Hollywood into one room. Not now.

For the past year I have been the executive producer of a popular comedy on a large American broadcast network. That used to mean something – or at the very least it meant that I could get a table at a hip restaurant, could get automatic upgrades on any airline and could, in general, act like an annoying big shot.

Not that I did, you understand. But not too long ago – say nine years ago, when I began writing this column – there were roughly a dozen television networks and studios. Being an executive producer of a popular show back then meant being a member of a very exclusive club.

Just a few years ago, only movie studios and television networks were in the business of making movies and television. Now, of course, there is a galaxy of new entrants into the entertainment business. So I shouldn’t have been surprised, a week ago, when I got a call from the two executives who run the television operation of the large entertainment conglomerate that employs me to produce my series.

It was a courtesy call. They were leaving the studio, they told me. And then added, in a listless tone that suggested they had made many such calls that day and were planning to make many more, that they enjoyed working with me and hoped our paths cross in the future.

When I asked them where they were headed – I could think of a few studios and networks that needed a refresh in the executive suite – they informed me that they were moving to Silicon Valley to run the television operation of one of the largest computer and mobile phone manufacturers in the world, which until that precise moment I could have sworn was not in the television business, mostly because the company and its executives had said repeatedly and emphatically that under no circumstances would they ever enter such a crazy and risk-filled business as creating, producing and (this part is key) paying for television content.

But, you know, things change. Once you’ve sold nearly every man, woman and child in the world an iPhone, you naturally turn your attentions to selling those same people something to watch on those devices. And that means hiring new teams, poaching Hollywood executives, building out new divisions and a lot more office space.

When I started my career in Hollywood – 27 years ago, but who’s counting? – you could fit every important player in the television business into the ballroom of the Beverly Wilshire Hotel, something which happened fairly regularly since people in Hollywood enjoy honouring themselves at awards banquets on a clockwork basis.

We all knew each other and if we discovered that we didn’t know each other we cheerfully lied about it and pretended that we did. It was a small, clubby group of folks. Executives were routinely given the sack at one studio and then instantly hired at another. Network presidents were shown the door with their pockets stuffed with exit cash, production deals and sinecures for life.

It was, in other words, not so much a competitive business environment as a benign oligarchy. And if you’re on the right side of the ledger, oligarchies can be lots of fun.

Innovation, though, eventually rears its ugly and disruptive head. Oligarchies are fated to collapse.

Satellite television blankets the world from the sky, and internet-based streaming video fills our computer screens with pretty much any kind of entertainment we want. Netflix, which a few years ago trafficked in actual DVDs, pumps hours of digital movies and original television shows throughout the internet.

Amazon, which began its ascent as an online bookshop, has become the world’s largest retailer and is now also in the entertainment business.

Facebook is developing and producing television series. Twitter has announced its first ventures in video programming. AT&T, the mobile phone service company, is buying Time Warner, mostly to get its hands on the content powerhouse of Warner Bros. And it turns out that my two favourite executives in the television business are leaving Hollywood and heading to Cupertino, California.

All of these revolutionary developments are exciting and dazzling to contemplate, especially from the outside. It’s clear that with more players in the entertainment industry comes more choice for the viewer and – if market forces work efficiently – more quality television available to everyone.

What it also means, unfortunately, is that people like me have suddenly found themselves in a more competitive and cutthroat universe.

You can no longer squeeze the key players in the television business into one large hotel ballroom, as you could in 2008 when I began writing this column. In 2017, you can’t even fit them into one large hotel, even if you could somehow gather them in one place from such remote and exotic locations as London, New York, Los Angeles and Cupertino.

It’s worth repeating that this is all to the good. The viewer – that’s us – benefits from this explosion of diversity and inventiveness. But spare a moment of pity for the executive producer – that’s me – who now has to make his money in the least appealing way there is. By earning it.

Rob Long is a writer and producer in Los Angeles

On Twitter: @rcbl

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Stars: Suriya, Bobby Deol, Disha Patani, Yogi Babu, Redin Kingsley
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COMPANY PROFILE
Name: ARDH Collective
Based: Dubai
Founders: Alhaan Ahmed, Alyina Ahmed and Maximo Tettamanzi
Sector: Sustainability
Total funding: Self funded
Number of employees: 4
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Trump has so far secured 295 Electoral College votes, according to the Associated Press, exceeding the 270 needed to win. Only Nevada and Arizona remain to be called, and both swing states are leaning Republican. Trump swept all five remaining swing states, North Carolina, Georgia, Pennsylvania, Michigan and Wisconsin, sealing his path to victory and giving him a strong mandate. 

 

Popular Vote Tally

The count is ongoing, but Trump currently leads with nearly 51 per cent of the popular vote to Harris’s 47.6 per cent. Trump has over 72.2 million votes, while Harris trails with approximately 67.4 million.

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COMPANY PROFILE
Name: HyperSpace
 
Started: 2020
 
Founders: Alexander Heller, Rama Allen and Desi Gonzalez
 
Based: Dubai, UAE
 
Sector: Entertainment 
 
Number of staff: 210 
 
Investment raised: $75 million from investors including Galaxy Interactive, Riyadh Season, Sega Ventures and Apis Venture Partners
All%20The%20Light%20We%20Cannot%20See%20
%3Cp%3E%3Cstrong%3ECreator%3A%20%3C%2Fstrong%3ESteven%20Knight%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStars%3A%C2%A0%3C%2Fstrong%3EMark%20Ruffalo%2C%20Hugh%20Laurie%2C%20Aria%20Mia%20Loberti%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%20%3C%2Fstrong%3E1%2F5%C2%A0%3C%2Fp%3E%0A

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

WRESTLING HIGHLIGHTS
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