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USA’s Sunisa Lee (gold) celebrate son the podium during the medal ceremony of the artistic gymnastics women’s all-around final during the Tokyo 2020 Olympic Games at the Ariake Gymnastics Centre in Tokyo on July 29, 2021.
Lionel Bionaventure | AFP | Getty Images

If last year’s biggest corporate media challenge was launching subscription streaming services, this year’s unifying dilemma is figuring out what to put on them.

The tension between how to balance streaming video, theatrical release and linear TV is leading to some peculiar choices bound to confuse consumers in what’s becoming an increasingly jumbled landscape.

“The challenge all of these companies are battling — the central question — is what content goes where, who decides, and why?” said Rich Greenfield, a media analyst at LightShed Partners.

The programming decisions may alter how the public views streaming video. So far, most media companies have marketed streaming video as a complement to traditional pay television. This is why so many of the products are named with the suffix “plus” — Disney+, ViacomCBS‘s Paramount+, Discovery+, etc.

In the long run, it’s possible each streaming platform will become the home for all of a media company’s programming. The “plusses” will essentially be lopped off. ESPN+ may just be ESPN, with everything ESPN has to offer.

But the world isn’t there yet. And the results are increasingly confusing for consumers as new programming is made specifically for streaming services, and the best of linear TV still doesn’t show up on streaming.

The streaming labyrinth

For scripted television series, media executives have largely made the decision that streaming services will be the home for the highest quality original programming. Disney, AT&T‘s WarnerMedia, Comcast‘s NBCUniversal and ViacomCBS are all attempting to convince Wall Street they can grow beyond traditional cable television. They’re using new hit shows, including “The Mandalorian,” “Mare of Easttown,” and “Yellowstone,” as bait to entice subscribers. The results have varied from service to service, but all of the major new streaming services are growing by millions of customers each quarter.

For movies, there’s disagreement at a film-by-film level across the different services. Disney put Pixar movies “Soul” and “Luca” directly on its Disney+ service for no additional charge upon release. For “Jungle Cruise,” “Black Widow” and “Raya and the Last Dragon,” the company decided to make users spend an additional $30 to stream the movies before eventually making them free with a subscription. NBCUniversal placed “The Boss Baby: Family Business” on its paid tier of “Peacock” but only released “F9” in theaters. WarnerMedia decided to place its entire slate of 2021 films directly on HBO Max but won’t do that for blockbuster movies in 2022.

For news and sports, most media companies have kept their most valuable programming exclusively on traditional cable TV. The most-watched primetime programming on CNN, MSNBC and ESPN is still locked inside the cable bundle. This has allowed executives to push against the steady but not yet overwhelming surge of pay-TV cancellations, keeping alive a highly profitable business that brings in billions of dollars each year.

Choice overload

NBCUniversal is navigating the challenge of distributing valuable programming as it broadcasts the Olympic Games. Executives can choose to air live and pre-recorded events on NBC’s broadcast channel, NBC’s cable networks, NBC’s authenticated apps for cable subscribers, NBC’s free apps, Peacock’s free tier and Peacock’s paid tier.

The variety of choices has led to a complicated ecosystem because NBCUniversal is attempting to achieve several goals at once. The company wants to push Peacock subscriptions, appease pay-TV distributors who have agreed to many years of fee increases because they were receiving unique content, and maintain expensive TV advertising rates by attaching commercials to exclusive live programming.

“It’s the innovator’s dilemma in action,” said one veteran broadcast television executive. “You know the linear TV world is collapsing, but you’re trying to stay on the Titanic for as long as possible. At the same time, you’re setting up the lifeboats, which are digital and streaming.”

Making the numbers work

Disney is staring down a major streaming dilemma as soon as next year with “Monday Night Football.” The company secured rights to stream the perennially most-watched cable series on ESPN+ in its new TV rights deal with the National Football League in March. But Disney and ESPN haven’t said anything about when it will actually include “Monday Night Football” on ESPN+.

ESPN is by far the most expensive network on cable TV. It gained that distinction by being the only way Americans can watch “Monday Night Football” and other popular sporting events. If Disney starts moving previously exclusive programming from ESPN to ESPN+, pay-TV distributors will push back on future rate increases and millions of consumers will be given another reason to cancel cable TV.

The math makes this calculus tricky. Beginning Aug. 13, Disney will charge $6.99 per month for ESPN+ after a recent price increase. But Disney makes more than $9 per month per cable subscriber for ESPN, according to Kagan, the media research division at S&P Global, in pay-TV distribution fees. When bundled with the other ESPN networks, Disney Channel and ABC, Disney makes more than $16 per month.

In other words, for every customer canceling cable, Disney loses more than $16 per month. It will need to start charging more for its streaming products to break even  and that’s not even counting the loss in advertising associated with its linear programming, which dwarfs streaming video advertising revenue.

“Nobody is ready to unplug the linear ecosystem, because it brings in so much cash,” Greenfield said. “So they’re all balancing how to manage legacy assets with future investments that are free cash flow negative to show Wall Street that they’re trying. They’re all walking the tight rope.”

News programming decisions

NBCUniversal and WarnerMedia announced this month they’ll hire hundreds of new employees to beef up their streaming news services.

Instead of simply duplicating MSNBC, CNBC and CNN programming on “Peacock” and “HBO Max,” the media companies are taking a different strategy. CNN is building a subscription news service, CNN+. CNN chief digital officer Andrew Morse said he plans to hire 450 people to develop and market new series and newscasts. NBCUniversal News Group Chairman Cesar Conde announced plans to hire nearly 200 new employees across its news brands, the majority of which will support NBC News Now, the company’s flagship streaming network.

The decision to create separate programming for streaming — some of which may duplicate the content of what’s already being broadcast on linear TV — can be viewed in several different ways.

Skeptically, it could be seen as a waste of resources, filled with redundancies, as a “moment in time” decision to keep exclusivity in the cable bundle that may no longer exist in two or three years.

But NBC News executives say the investment acknowledges streaming audiences aren’t the same as linear viewers. That should lead to programming decisions that acknowledge digital viewers tend to be younger and more diverse.

“We’re always thinking about ways to optimize our journalism for each distribution platform,” said Noah Oppenheim, president of NBC News. ”How do we engage these new audiences? Sometimes the answers lead to different faces on screen, different approaches to storytelling, a different lens on the world.”

It’s unclear if there’s actually an audience for an all-streaming news network — especially one that demands consumers pay a monthly subscription fee, such as CNN+, which debuts in 2022. The notion of programming to a younger audience is suspect, as a video news broadcast, whether streaming or on traditional TV, may simply not appeal to those under 25. The decision to invest more in streaming news could lead to a gradual decline in investing in broadcast or cable productions if total revenue is shrinking.

NBC News Chief Digital Officer Chris Berend said he’s confident further investment in NBC News Now will pay off because he can already see the growth in time spent on the existing product, which launched in 2019. NBC News Now is free for consumers, backed by advertising.

“We are incredibly excited about the millions of hours audiences spend with NBC News NOW and how that continues to grow as we continue to invest,” said Berend. “That time spent, which includes more than an hour per visit on some platforms [like YouTube], is a clear indicator we are satisfying our audience across many platforms, each with their own demographic nuances.”

Disclosure: NBCUniversal is the parent company of CNBC.

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AI headshots are changing the way job seekers are seen and get hired in tough labor market

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AI headshots are changing the way job seekers are seen and get hired in tough labor market

AI headshots are becoming popular on LinkedIn and in professional portfolios as job seekers look for affordable profile pictures to give them an edge.

Since first impressions happen almost entirely through a screen, a clean, appealing photo is as important as a strong resume. And in a competitive job market, a good headshot can make a big difference. But professional photography has long been a financial barrier for many job applicants with an average starting cost for a professional headshot in the U.S. that can easily run up to hundreds of dollars.

Now job seekers are using fast and inexpensive AI tools to replace costly studio sessions.

“When I was at Yale, it was $200 for a 15-minute session for students,” said Melanie Fan, head of growth at Plush, an AI-powered online search platform for personalized shopping. “It was really expensive. The process of getting the pictures back, rendering them, looking at which ones I looked the best in, and then sending it back to the photographer for edit.”

This frustration has fueled the explosion of AI headshot tools like InstaHeadshots, PhotoPacksAI, HeadshotPro and Aragon AI, services that promise a professional image in minutes starting at under $50. Users simply upload selfies, pick a background, and receive dozens and no photographer is needed.

“After I changed my LinkedIn photo, the amount of inbound I’ve been getting from companies has skyrocketed,” Fan said. “Three to four times more messages from companies.”

Design company Canva recently launched its own AI headshot feature, with the goal of offering users a quick way to create realistic headshots and still be able to retouch or restyle them.

According to a recent Canva job market research report, 88% of job seekers believe a polished digital presence influences hiring decisions, which is up 45% from the year before. This is in line with the general uptick in use of AI as part of the application and hiring process, with 90% of hiring managers saying they have used AI to help with the hiring process, and 96% of job seekers who used AI in the application process saying they received callbacks.

Danny Wu, Canva’s head of AI products, said the goal wasn’t to replace real photography, but to make high quality imagery attainable to everyone no matter the budget or location. Once a user uploads an image, Canva can use AI for adjusting or changing the background, placing something in a different place, and for styling. “This is just a more accessible way to get professional and unique headshots,” Wu said.

Risks and questions about authenticity among HR recruiters

Anyone with a phone can get a LinkedIn-ready headshot, but the technology’s rapid adoption has created new questions about ethics and trust. Many candidates fear looking fake or deceptive and recruiters are on the lookout for AI-generated portraits that look overly smooth or stylized, saying authenticity matters the most.

“It is perceived as risky to use an AI headshot,” said Sam DeMase, ZipRecruiter career expert. “While recruiters accept them, a bad AI-generated headshot will put off most recruiters,” DeMase said. “A poorly done AI-generated headshot is easily recognized, reads as inauthentic, and can hurt the candidate’s chances of being selected.”

However, recruiters are struggling to tell if a headshot is AI produced, and the technology will only get better. “It’s becoming more and more difficult to tell whether a headshot has been enhanced or generated by AI,” DeMase added.

Chris Bora, founder and principal AI architect of Bora Labs and a former Meta engineer, said he built his own headshot generator, Nova Headshot, after being disappointed by existing options. “Some made me look taller and skinnier,” Bora said. “The other ones, they made me look lighter, so it wasn’t really me,” he said. “You don’t need to spend thousands to look professional anymore. You just need a tool that makes you look like yourself on your best day. With Nova, it takes less than ten minutes,” Bora said.

Amber Collins, an AI headshot user, said she still feels uneasy about it, especially since not every app gets it right. “There are a lot of bad apps out there,” Collins said. “Seven fingers, half a necklace, and the rest of it is gone from your neck. I feel guilty using AI. There’s a stigma. I’d 100% prefer to get actual get headshots done,” Collins said.

But ultimately, she says, the benefits outweighed the risks. “In this economy, you have to be mindful of where you’re going to put your money. I don’t need to have my face out there excessively, but having a couple of really good, solid, professional looking headshots is worth it to me,” Collins said.

Wu said the goal for job applicants seeking a headshot should be to use Canva’s tool to balance realism and creativity without losing their identity.

The tension between tech innovation and accessibility on the one hand, and authenticity on the other, will remain.

A LinkedIn spokesperson told CNBC what while the platform does allow the use of tools, including AI, to enhance or create profile photos, “the photo must reflect your likeness.”

“Profile photos that don’t comply with our user agreement or professional community policies may be removed,” the LinkedIn spokesperson said.

DeMase noted that many job candidates remain hesitant to use an AI headshot. “A headshot is one of the few places you can inject humanity into the job search,” he said.

But with job seekers now able to provide the appearance they had access to the same studio lighting, camera, and editing team as the pros, the trend is unlikely to stop.

A recent survey found that headshot use among job seekers is the highest within the Gen Z and millennial generations. And while recruiters may say they still prefer real photos, AI headshots are becoming harder to spot, and less likely to even be reviewed by humans in the first stages of the application process. A recent study from the HR trade group SHRM found that 66% of human resource professionals are using AI to generate their job descriptions, and 44% are using the technology to review or screen applicant resumes.

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Proxy advisor ISS recommends Tesla shareholders oppose Elon Musk $1 trillion pay plan

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Proxy advisor ISS recommends Tesla shareholders oppose Elon Musk  trillion pay plan

Elon Musk, CEO of SpaceX and Tesla, attends the Viva Technology conference at the Porte de Versailles exhibition center in Paris on June 16, 2023.

Gonzalo Fuentes | Reuters

Top proxy advisor Institutional Shareholder Services is recommending that Tesla investors vote against a pay plan for CEO Elon Musk that would grant him nearly $1 trillion more in stock.

The “mega performance equity award” to Musk, designed to retain the CEO long-term, “has an astronomical grant value conditioned upon far-reaching performance targets that, if achieved, would create enormous value for shareholders,” ISS wrote on Friday.

Tesla’s 2025 annual shareholder meeting and proxy vote is scheduled for Nov. 5. The company is scheduled to report third-quarter results on Wednesday.

ISS said that while some shareholders may support the pay plan, “there are unmitigated concerns surrounding the special award’s magnitude and design.”

Musk’s plan, if approved, would be the largest ever awarded to a public company CEO. It could could net Musk up to an additional 12% stake in Tesla, should the company hit a market cap of $8.5 trillion and achieve other goals.

Tesla disagreed with the ISS recommendations.

In a post on X, which is owned by Musk, the automaker accused ISS of missing “fundamental points of investing and governance,” and complained that the advisors had previously “recommended against compensation that shareholders have voted on twice before (and that Elon has already earned), as well as the 2025 CEO Performance Award (where Elon receives nothing unless shareholders win big).”

The company urged shareholders to vote with the board’s recommendations on all proposals on the 2025 proxy.

ISS previously advised investors to reject a “ratification” of Musk’s 2018 CEO pay package, which was worth an estimated $56 billion at the time.

The Delaware Court of Chancery ruled early last year that the 2018 pay plan had been improperly granted by the Tesla board and must be rescinded. The ruling said Tesla hid crucial details from shareholders that they were entitled to before voting, and that Musk had controlled the board.

Musk has appealed that court’s decision to the Delaware State Supreme Court, with opening arguments in the appeal heard by a panel of judges this week.

Representatives for ISS declined to comment beyond the report.

ISS, along with Glass Lewis and smaller peers, can influence how shareholders decide to cast their votes at annual elections. Musk accused ISS and Glass Lewis in 2023 of effectively controlling the stock market because of their influence with passive or index funds in some matters. He also baselessly compared ISS to a terrorist organization.

Musk will be able to vote his own shares in the vote concerning his future pay. He holds at least 13.5% of Tesla’s voting power, according to the most recent available disclosures on his stake. Those holdings alone could be enough to secure approval for the nearly $1 trillion pay package.

In September, Musk added to his ownership of Tesla stock buying another $1 billion worth of shares.

Among other ISS recommendations, the firm also suggested that shareholders should vote against giving Tesla’s board authorization to invest in xAI, the AI company that Musk started in March 2023 but only disclosed publicly in July that year. Tesla has sold tens of millions of dollars worth of its Megapack battery energy storage systems to xAI.

ISS also recommended against voting to reinstate Tesla board member Ira Ehrenpreis, a longstanding and close friend of Musk.

In May, Tesla changed its corporate bylaws to limit shareholders’ ability to sue for a breach of fiduciary duties so that only a shareholder that owns at least 3% of the company’s stock can bring what’s called a “derivative” action. Ehrenpreis presided over Tesla’s governance committee at the time that change was made without a shareholder vote.

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$500 purple cables put this little-known company in the middle of the AI boom

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0 purple cables put this little-known company in the middle of the AI boom

A demo setup of racks of AI servers connected with Credo cables, displayed at the Open Compute Summit in San Jose, California.

Credo

In July, Elon Musk posted photos from inside an xAI data center called Colossus 2, which the artificial intelligence startup aims to turn into a massive supercomputing facility in Memphis, Tennessee.

Musk’s pictures, posted to his X feed, didn’t show off the pricey Nvidia racks that are filled with powerful graphics processing units. Rather, he focused on the wires behind the servers, including one image with thousands of neatly organized purple cables connecting the computers together.

Those purple cables are the signature offering of Credo, a 17-year-old Silicon Valley-based semiconductor company whose name rarely gets mentioned alongside the leaders of the AI boom.

But Wall Street has taken notice.

Credo shares have more than doubled this year to $143.61 after soaring 245% in 2024. The company’s market cap, which was about $1.4 billion at the time of its IPO in 2022, now sits at close to $25 billion. Credo is angling to position itself as a key supplier in the trillion-dollar AI infrastructure expansion, and is benefiting as the money flows downstream.

The stock jumped 5% on Friday after analysts at JPMorgan Chase initiated coverage with the equivalent of a buy rating and a $165 stock price. They said the active electrical cable (AEC) market, which Credo pioneered, is on pace to hit $4 billion by 2028, as all the major hyperscalers invest in data center buildouts.

“The industry outlook is supported by increasing deployments from major companies such as Amazon, Microsoft, and xAI as well as broadening adoption, including Meta and more,” the analysts wrote. They predict annualized revenue growth for Credo of at least 50% through 2028.

Big Tech’s AI spending spree is fueling growth. But what happens if the money stops flowing?

Revenue in fiscal 2025, which ended in early May, more than doubled to $436.8 million. The company also turned profitable, recording net income of $52.2 million after losing $28.4 million the prior year. Analysts are expecting sales to more than double again in fiscal 2026 to almost $1 billion, according to LSEG.

Credo’s purple AECs cost between $300 and $500 each, depending on bulk discounts and other negotiations, according to an estimate from the 650 Group, an industry researcher. They are sturdy, moderately thick copper cables wrapped in a braided covering with big connectors containing chips on each side.

Much of the excitement around Credo is driven by the AI boom, which to this point has been driven by a handful of hyperscalers that are rapidly building data centers for future expected workloads. Analysts expect $1 trillion in spending on AI data centers by 2030, but any pullback from the major cloud providers or scaling back in OpenAI’s plans could hurt many suppliers, including Credo.

For now, projections are way up and to the right.

Expanding opportunity

Previous servers typically had one or two processors on a motherboard. Individual servers today can have up to eight, and the most powerful AI models require potentially millions of GPUs all working together as one.

Each GPU needs its own connection to the switch, the term for a computer that routes data around the cluster, often mounted on the top of a server rack.

Nvidia’s latest products slot several of these boards together to comprise a system with 72 GPUs. Next year’s fastest racks will have twice as many, and the following year, a Kyber rack will have 572 GPUs, Nvidia says.

“In the past, Credo’s opportunity was one cable per server, but now Credo’s opportunity is nine cables per server,” said Alan Weckel, an analyst at 650 Group. He estimates that Credo has 88% of the market for AECs, which are also made by Astera Labs and Marvell.

Many GPUs are connected by fiber optic cables powered by components made by companies like Broadcom and Coherent. AECs offer an alternative to fiber optic cables. They have chips called digital signal processors on both sides that use sophisticated algorithms to pull data out of the cable, enabling much longer lengths than traditional copper cables. Credo’s longest AEC is seven meters long.

Credo CEO Bill Brennan, who joined the company in 2013, told CNBC that hyperscalers are choosing his company’s cables because they’re more reliable than fiber optic cables. He said customers are trying to avoid what’s called a “link flap,” where one part of an AI cluster goes offline because the optical cable connecting them fails, costing hours of pricey GPU time.

“It can literally shut down an entire data center,” Brennan said.

He said Credo is increasingly working with hyperscalers in the early stages of planning large AI clusters, especially as some designs become denser, allowing more servers to be connected by shorter cables.

“When you connect with these hyperscalers, the numbers are very large,” Brennan said.

Credo’s AEC leadership team, Hal Hawthorne, Don Barnetson, Ameet Suri, and Ryan Cai.

Corey Bentley, Credo

The company doesn’t name its hyperscaler clients, but analysts have cited Amazon and Microsoft as customers. Amazon Web Services CEO Matt Garman posted an image on LinkedIn of the company’s Trainium AI chip racks on Friday that appeared to show Credo’s purple cables.

Credo says it expects three or four customers to make up more than 10% of revenue each in the coming quarters, including two new hyperscale customers this year.

Amazon and Microsoft declined to comment. Meta and xAI didn’t respond to requests for comment.

At a conference for data center professionals in San Jose this week, Credo presented alongside a representative from Oracle Cloud. An example rack of Nvidia GPUs designed by Meta displayed at the show prominently featured Credo’s purple cables.

“Every time you see a new announcement of a gigawatt data center, you can rest assured that we view that as an opportunity,” Brennan told investors on an earnings call in September.

It’s a market that everyone in AI networking is targeting.

Analysts at TD Cowen estimated earlier this month that the market for AI networking chips could be worth $75 billion per year by 2030. Major players include Nvidia and Advanced Micro Devices, which both have their own networking businesses and have the power to dictate which technologies are part of their broader systems.

‘Insatiable demand’

Christina Locopo | CNBC

The AEC business didn’t take off until the AI boom in the early 2020s, because data centers didn’t yet need its technology, Brennan said.

However, there was early excitement in the air when Musk’s car company came knocking in 2017. Tesla wanted help with its Dojo AI supercomputer and needed chips with more bandwidth than what was available at the time.

Now, Credo is hoping to use its foothold with its active copper cables to branch out into additional product lines, including intra-rack connections, or what’s called “scale-up” networking. The company announced new transceivers and software for optical cables this week.

“You’ve got this market pull like we’ve never had before,” Brennan said. “If you could deliver the next generation right now, it would be consumed. Generation after that, it would be consumed. You’ve got this insatiable demand from the AI cluster world.”

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