Connect with us

Published

on

In this article

Anthony Wood
Stephen Desaulniers | CNBC

Roku has built a dominant position as the co-leading streaming video distribution platform in U.S. households, in a near dead-heat with Amazon. The two companies own more than 70% market share, according to research firm Parks Associates.

But can Roku maintain its lead over Apple and Google if Americans’ future is a house controlled by a voice-enabled smart-home device that can turn on and off a television and change the channel?

That’s not what people want, claims Roku CEO and founder Anthony Wood. He spoke with CNBC’s Alex Sherman in an exclusive interview.

(This interview has been edited for length and clarity. Wood’s thoughts on Roku’s culture can be found here.)

Sherman: Let’s talk about interactivity. Is it just a matter of time before Roku lets me watch sports and bet from my TV at the same time and do other sorts of cool stuff people have never seen before?

Wood: It’s a complicated question. A couple points. One, it’s not as bad as it used to be, but even today, many companies just don’t really understand the attitude people have when watching TV. They want to sit there, drink their beer, and watch TV. You’ve seen over the years, there was this whole phase where there were interactive TV companies. They all failed, because people don’t want to do that. My philosophy is to keep things very simple. So any time interactive ideas have come up, we would not do that.

That said, there are some exceptions. For example, advertising — we offer interactivity to our ad partners. If you see an ad you’re interested in, like a car ad, you can browse, or do something simple like press a button and send me a text with an offer. So, we experiment with that type of interactivity because it doesn’t get in the way of the viewing experience. If you want to get a free coupon because you’re interested in a commercial, press a button, you can do that.

One of our main goals as a platform is to help you find content that you want to watch. Things like universal search — where you can search across services for an actor or a movie — and get information about if something is free on one service or you have to pay for it on another, that type of interactivity is something that people love, if it’s around discovering content. So, we’re looking for other ways to help people discover content that’s interactive in its nature.

In terms of sports betting — maybe. We’ll see.

Is the future of the TV ecosystem one where every device in the home is connected, and I just call out to my TV and it turns on, and I don’t need a remote anymore?

We are incredibly focused on being the best TV experience. That’s why we’re successful. There are a lot capabilities that I think are silly. People generally do not want to talk to their TV to turn it on, for example. Because as soon as you turn it on, you need to pick up your remote control anyway.

Well, you do today, maybe, but theoretically, you don’t have to, right? Why can’t I control everything by voice? Isn’t that easier?

I don’t think people want to talk to their TV. In cases where it’s faster and easier — search, for example — we make voice remotes. We focus on integrating voice into areas where it can really make a difference, like entering your password or your e-mail address or searching — those are things where it’s tedious to tap stuff out on your remote. But other areas, like just scrolling up and down or the power button, it’s actually easier to use the remote.

But I always lose my remote.

Well, that’s why we let you use your phone as a remote. We also have a cool feature called remote finder, where we help you find your remote for you. We’re big believers in remotes. You look at Chromecast, they made a huge bet that people wouldn’t use their remotes. That wasn’t the case.

One topic that investors are curious about is international expansion. Do you have a broad road map for international? I know you’re in Canada, Mexico and Brazil a little bit. But there’s a whole world out there. What’s the plan? Lay it out for us.

We have a strategy. We have tactics and road maps which we don’t disclose. But our strategy is pretty straightforward. If you look at the evolution of our business model, first we focus on scale, and once you have enough scale, then you start focusing on monetization. That’s the same strategy we’re talking on international. With most countries, we are still at the building scale stage as opposed to the monetization. There are some exceptions. With Canada, as you mentioned, that’s the first country we entered. Now we sell ads there and we have The Roku Channel there. So we’re doing monetization there.

The other part of our strategy is using the same techniques that have worked for us in the U.S. and applying them internationally. So, focus on growing our smart TV market share — we’re No. 1 in smart TV market share in the U.S. We’re No. 1 in Canada. We’re No. 2 in Mexico. Samsung is No. 1 there, but we’re catching up fast. So focusing on smart TVs and selling low-cost players is how we gain scale. For example, when we launch a player now, we launch it in many countries at the same time as opposed to just the U.S.

If you look at all the countries that we’ve entered, our market share is growing and we’re doing well. Android has been the default choice internationally for a long time because it was the only option. So they’re our biggest competitor. But as we add new countries and start focusing on them, we have an awesome solution. The same reason we’ve won in the U.S. is the same reason we expect to win internationally.

I’ll get into this in the main feature more in depth, but after you started Roku, you worked for Reed Hastings at Netflix for about nine months. Have you modeled your leadership at Roku after him? And if not, has there been anyone you’ve tried to emulate?

My relationship with Netflix is obviously very important to Roku, but I only worked there for nine months. It was nine months. It was a great experience. I’ve got lots of people I respect, but I haven’t tried to copy anyone in particular. I used to read a lot of business books when I was younger, but now I’ve stopped.

Is there a reason you stopped? Did you feel like you just didn’t get any use out of them anymore?

I think you go through different phases in your career. When you first start out, just like when you first start out in college, you just have no clue. So, reading books and talking to people is a good way to learn the basics. As you advance, I think, you become much more experienced, and you find that a lot of the books are not helpful. Like, “Oh yeah, if I didn’t know anything, that’s what I’d do,” but that’s not actually the right way to do it.

One of the best things I’ve done to help me build my skills since Roku has grown is to have an adviser — kind of like a coach. He used to be the CEO of a public company. So when I have issues, I talk to him. That’s David Krall. He was the CEO of Avid. He works one day a week for us being an adviser. Talking to an experienced CEO is helpful.

Describe yourself as a leader.

What I try to do is hire good people — people I want to work with, so there’s a good chemistry and team — and devise a strategy and some high-level goals. I might come up with the strategy or work with the team to develop the strategy, but there will be a strategy. I think I’m pretty strategic. And then, focus on execution, giving people the freedom and whatever they need to do their job. That’s what I spend my time on — hiring and strategy.

You’re 56 years old, is that right?

Maybe. That sounds right.

Do you expect to be running Roku as an independently traded company ten years from now?

I have no idea. I’m happy running Roku right now. I have no idea what I’m going to do 10 years from now.

Do you know who your successor at Roku will be?

All public companies have to have a succession plan, so we have one. I focus a lot on developing talent on my team. But often there’s talent outside the company as well. So, I don’t know. I have no plans to leave, but if we were to hire a new CEO, I’d imagine we’d look internally and externally.

Continue Reading

Technology

UPS shares tank 17% after weak guidance, plan to slash Amazon deliveries by more than half

Published

on

By

UPS shares tank 17% after weak guidance, plan to slash Amazon deliveries by more than half

Amazon Prime and UPS trucks are seen on a building in Washington DC, United States on July 12, 2024. 

Jakub Porzycki | Nurphoto | Getty Images

Shares of United Parcel Service plunged more than 17% Thursday after the company issued weak revenue guidance for the year and said it planned to cut deliveries for Amazon, its largest customer, by more than half.

The shipping giant said in its fourth-quarter earnings report that it “reached an agreement in principle with its largest customer to lower its volume by more than 50% by the second half of 2026.”

At the same time, UPS said it’s reconfiguring its U.S. network and launching multi-year efficiency initiatives that it expects will result in savings of approximately $1 billion.

UPS CEO Carol Tome said on a call with investors that Amazon is UPS’ largest customer, but it’s not the company’s most profitable customer. “Its margin is very dilutive to the U.S. domestic business,” she added.

“We are making business and operational changes that, along with the foundational changes we’ve already made, will put us further down the path to become a more profitable, agile and differentiated UPS that is growing in the best parts of the market,” Tome said in a statement.

Read more CNBC tech news

Amazon spokesperson Kelly Nantel told CNBC in a statement that UPS had requested a reduction in volume “due to their operational needs.”

“We certainly respect their decision,” Nantel said in a statement. “We’ll continue to partner with them and many other carriers to serve our customers.”

Amazon said before the UPS announcement that it had offered to increase UPS’ volumes.

UPS forecast 2025 revenue of $89 billion, down from revenue of $91.1 billion in 2024. That’s well below consensus estimates for 2025 revenue of $94.88 billion, according to analysts polled by LSEG.

For the fourth quarter, UPS missed on revenue, reporting $25.30 billion versus $25.42 billion analysts anticipated in a survey by LSEG.

Amazon has long relied on a mix of major carriers for deliveries, including UPS, FedEx and the U.S. Postal Service. But it has decreased the number of packages sent through UPS and other carriers in recent years as it looks to have more control over deliveries.

Amazon has rapidly built up its own logistics empire since a 2013 holiday fiasco left its packages stranded in the hands of outside carriers. The company now oversees thousands of last-mile delivery companies that deliver packages exclusively for Amazon, as well as a budding in-house network of planes, trucks and ships. By some estimates, Amazon’s in-house logistics operations have grown to rival or exceed the size of major carriers.

UPS has, for its part, taken more aggressive cost-control measures, including catering to more profitable delivery customers. In recent quarters, UPS has benefited from an influx of volume from bargain retailers Temu and Shein, which have rapidly gained popularity in the U.S.

Last January, UPS laid off 12,000 employees as part of a bid to realize $1 billion in cost savings.

Continue Reading

Technology

Apple reports first-quarter earnings after the bell

Published

on

By

Apple reports first-quarter earnings after the bell

Apple CEO Tim Cook greets former President Barack Obama at the inauguration of U.S. President Donald Trump at the U.S. Capitol Rotunda in Washington, D.C., on Jan. 20, 2025.

Julia Demaree Nikhinson | Getty Images

Apple reports December-quarter earnings Thursday after the bell. 

The December quarter is Apple’s largest of the year, partially due to the holiday shopping season and also because it is the first full quarter of new iPhone sales.

While analysts are not worried about the company’s performance in the December quarter, many of them will look for what Apple signals about how its March quarter is shaking out.

Supply chain data points suggest Apple’s sales in China are weakening, and Apple Intelligence, the company’s suite of artificial intelligence features, is not available in Chinese yet.

“Specifically, iPhone 16 demand is not amplified by the introduction of iOS 18 and its Gen AI features. In fact, paradoxically, somehow demand is actually softer,” wrote Loop Capital analyst Ananda Baruah in a note earlier this month, downgrading Apple to hold. “We’re again looking for iPhone units to decline for the fourth consecutive year.”

Apple does not publish its unit sales, and does not give traditional guidance. New Chief Financial Officer Kevan Parekh, who assumed the role earlier this month, will likely give investors a few data points on Thursday’s call that analysts can use to estimate earnings per share and revenue for Apple’s March-quarter performance.

LSEG estimates Apple’s revenue will grow on an annual basis at about 3.8% to $124.13 billion. Apple said in October that it expected “low- to mid-single digit” sales growth during the quarter.

One of the biggest things analysts will be watching for is if Apple’s mainland China sales suggest that consumers in the country are shifting their preferences to locally made and designed devices.

“We believe that a major driver of growing competition within the smartphone market is due to growing preference for domestic brands within China,” wrote Goldman Sachs analyst Michael Ng in a Jan. 23 note.

One bright spot for Apple could be its services business, which includes products ranging from device warranties to the Apple TV+ streaming service. Barclays analysts said in a note earlier this month that services could grow as much as 14% on an annual basis, which could offset lower iPhone sales.

Apple is expected to be questioned over its plan for Trump’s proposed tariffs and its overall AI strategy.

Here is what to expect from Apple in the December quarter, per LSEG consensus estimates:

  • Earnings per share: $2.35
  • Revenue: $124.13 billion

Analysts are expecting guidance for the March quarter of $1.66 in earnings per share on $95.46 billion in revenue.

WATCH: Apple’s superficial problem is there’s not enough demand, says Jim Cramer

Apple's superficial problem is there's not enough demand, says Jim Cramer

Continue Reading

Technology

OpenAI partners with U.S. National Laboratories on scientific research, nuclear weapons security

Published

on

By

OpenAI partners with U.S. National Laboratories on scientific research, nuclear weapons security

OpenAI CEO Sam Altman speaks next to SoftBank CEO Masayoshi Son after U.S. President Donald Trump delivered remarks on AI infrastructure at the Roosevelt room at White House in Washington, U.S., January 21, 2025. 

Carlos Barria | Reuters

OpenAI on Thursday said the U.S. National Laboratories will be using its latest artificial intelligence models for scientific research and nuclear weapons security.

Under the agreement, up to 15,000 scientists working at the National Laboratories may be able to access OpenAI’s reasoning-focused o1 series. OpenAI will also work with Microsoft, its lead investor, to deploy one of its models on Venado, the supercomputer at Los Alamos National Laboratory, according to a release. Venado is powered by technology from Nvidia and Hewlett-Packard Enterprise.

OpenAI CEO Sam Altman announced the partnership at a company event called “Building to Win: AI Economics,” in Washington, D.C.

According to OpenAI, the new partnership will involve scientists using OpenAI’s technology to enhance cybersecurity to protect the U.S. power grid, identify new approaches to treating and preventing diseases and deepen understanding of fundamental mathematics and physics.

It will also involve work on nuclear weapons, “focused on reducing the risk of nuclear war and securing nuclear materials and weapons worldwide,” the company wrote. Some OpenAI researchers with security clearances will consult on the project.

Read more CNBC reporting on AI

Earlier this week, OpenAI released ChatGPT Gov, an AI platform built specifically for U.S. government use. OpenAI billed the new platform as a step beyond ChatGPT Enterprise as far as security. It will allow government agencies to feed “non-public, sensitive information” into OpenAI’s models while operating within their own secure hosting environments, the company said.

OpenAI said that since the beginning of 2024, more than 90,000 employees of federal, state and local governments have generated over 18 million prompts within ChatGPT, using the technology to translate and summarize documents, write and draft policy memos, generate code and build applications.

The government partnership follows a series of moves by Altman and OpenAI that appear to be targeted at appeasing President Donald Trump. Altman contributed $1 million to the inauguration, attended the event last week alongside other tech CEOs and recently signaled his admiration for the president.

Altman wrote on X that watching Trump “more carefully recently has really changed my perspective on him,” adding that “he will be incredible for the country in many ways.” OpenAI is also part of the recently announced Stargate project that involves billions of dollars in investment into U.S. AI infrastructure.

As OpenAI steps up its ties to the government, a Chinese rival is blowing up in the U.S. DeepSeek, an AI startup lab out of China, saw its app soar to the top of Apple’s App Store rankings this week and roiled U.S. markets on reports that its powerful model was trained at a fraction of the cost of U.S. competitors.

Altman described DeepSeek’s R1 model as “impressive,” and wrote on X that “we will obviously deliver much better models and also it’s legit invigorating to have a new competitor!”

WATCH: OpenAI highly overvalued

OpenAI is highly overvalued and DeepSeek just blew up their business model, says NYU's Gary Marcus

Continue Reading

Trending