What Drives Other Media & Entertainment CEO & Founders?

• •being an artist over being a mogul
• •living life on your own terms
• •communicating the vision repeatedly to the team
• •depth of relationship with audience over scale metrics
• •creating enduring assets (books) that outlive creators and impact future generations

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• •lack of sustained leverage of data and analytics investments across organizations
• •deep financial losses ($20-30m annually) when arriving at atlantic in 2020New
• •the challenge of letting non-primary fans know about new shows
• •business problems are ambiguous, unlike sports where objectives are clear
• •tendency toward silos, narrow vision, and management layers as organizations grow

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• •clickable titles and thumbnails
• •client satisfaction and word-of-mouth referrals from celebrities and stylists
• •product viability independent of founder/creator
• •profit margin comparable to a software company
• •personal conviction validation (proved doubters wrong through business success)

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• •audience-first approach - 'you need to know your audience and you need to be able to be laser focused on them'
• •business driver alignment - does it target what actually drives revenue
• •personal conviction test - if it worked for me, concept is sound and scalable
• •sensitivity to market signals - pay attention to unsolicited customer feedback and comments; one india comment triggered international instagram strategy
• •six strangers test: tell six strangers your idea; if they don't care, it won't work

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• •lack of infrastructure to support advertiser needs
• •reliance on legacy media infrastructure as audience trust collapses
• •prioritizing hustle/burnout culture over health and wellness
• •choosing imported convenience over american-made quality
• •anything that distracts from aligned priorities (writing, in-person work)New

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