Meet GoDigital, the happiness-obsessed company that wants to buy Vice Media
Vice Media Group logo
Pavlo Gonchar | Lightrocket | Getty Images
When Suroosh Alvi, Gavin McInnes and Shane Smith founded Vice magazine, which later expanded to Vice Media, they built a business based on a punk rock, counterculture image. Smith once had himself recorded, nearly naked and drinking alcohol, giving a tour of the media organization’s Brooklyn, New York, headquarters.
The company’s name is Vice. It’s self-explanatory.
Next week, Vice, once valued at $5.7 billion, is planning to sell itself out of bankruptcy. A little-known Los Angeles-based company that wants to buy it has a quixotic culture that would be incomparable to those early days of Vice, and it would almost certainly be derided.
GoDigital Media Group is a privately held conglomerate that owns video and music rights, especially in the Latin genre, and an array of different businesses. The company has such a low profile, it currently doesn’t have a physical headquarters after shutting down its Los Angeles office during the pandemic. GoDigital plans to open up a new LA office later this year. Its executives have been running the business remotely since 2020.
Initially, co-founders Jason Peterson, 41, and Logan Mulvey, 38, used cash flow from music-licensing rights to establish a business around digital media distribution, connecting content creators to retailers by developing a cloud software company called ContentBridge in 2010. GoDigital later expanded its rights business to include those from Jason DeRulo and T.I. Last year, GoDigital invested $100 million into that division for future growth. Music rights ownership makes up the bulk of the company’s revenue and valuation.
In recent years, Peterson, GoDigital’s chief executive officer and chair, has modeled the company as a mini-Berkshire Hathaway as he attempts to play what’s called “the infinite game” — owning durable businesses that hit passion points for consumers.
GoDigital has made eight different acquisitions since 2020 that have spanned media and commerce. Peterson and Mulvey have pursued distressed assets with consumer brand recognition. They acquired YogaWorks for $9.6 million in 2021 after it filed for bankruptcy in October 2020. And last year, the pair plucked assets out of bankruptcy, scooping up retailers Eastern Mountain Sports and Bob’s Stores for $70 million.
The total portfolio now includes seven companies after it merged two of its companies, Latino-focused media companies Mitu and NGL Collective, co-founded by actor John Leguizamo. GoDigital employs about 1,300 people through its subsidiaries and generates annual revenue in the high hundreds of millions.
The company wants to “inspire happiness” along the way, said Peterson in an interview that evoked the opposite of the in-your-face culture that Smith brought to Vice.
“Our goal is to create emotions of joy and happiness in our customers and our employees,” said Peterson. “What differentiates us is our long-term perspective. The goal of the infinite game is simply continuity of play to make sure the game goes on. And when you live and work in that kind of a paradigm, you’re living and working in a compound interest paradigm.”
GoDigital co-founders Logan Mulvey (L) and Jason Peterson (C) with chief strategy officer Craig Greiwe (R)
Source: GoDigital
Vice’s bankruptcy sale
Vice would be GoDigital’s largest acquisition to date. GoDigital plans to bid for Vice on Tuesday at a price between $300 million and $400 million, according to people familiar with the company’s thinking. GoDigital’s executives wouldn’t comment on the specifics of their planned bid.
If another buyer makes a bid or offers to purchase part of the company but not the whole, an auction would be held on June 22. The next day a judge would confirm a potential acquisition during a court hearing.
Sean “Diddy” Combs’ Revolt is also considering a bid, said a person familiar with the matter. A spokesperson for Revolt couldn’t be reached for comment.
Fortress Investment, Vice’s largest creditor turned equity holder, is running the sale process and has pledged to back a portion of GoDigital’s bid and other potential offers, said the people, who asked not to be named because the details of the bids are private. Fortress, along with Soros Fund Management and Monroe Capital, has committed to a stalking horse bid of $225 million.
A spokesperson for Fortress declined to comment.
GoDigital’s opaque finances and hodgepodge of smaller assets is stirring skepticism about its ability to acquire a company of Vice’s size. Chief Strategy Officer Craig Greiwe, who was tasked with finding acquisition targets when he joined the company last year, said GoDigital is holding talks with other equity partners on a bid. He declined to provide any names.
“I can understand the skepticism if people haven’t heard of us,” said Greiwe. “We do have the money to buy it. We are serious in our bid. We are also confident that the sellers view us as a legitimate and credible bidder. We are confident that we can run the company and do so profitably.”
‘The Zone of Genius’
Peterson and Mulvey said they want to own Vice because think it’s been run poorly. They cite the company’s profligate spending, specifically wondering why it’s leasing 20 offices and production hubs throughout the world rather than having employees work remotely. The co-founders are in talks with Alex Wallace, the former head of media and content at Yahoo from 2020 to 2022, to be Vice’s new CEO if GoDigital buys the company, according to people familiar with the matter. Wallace declined to comment.
As CEO, Peterson said he tries to match his portfolio companies’ employees with their own interests. “The Zone of Genius,” a concept borrowed from Gay Hendricks’ “The Big Leap,” is about the intersection between what a person loves and what they are good at doing, Peterson explained. He will preach that message to Vice’s employees on Day One if GoDigital acquires the company, he said.
“I’m going to go in there and I’m going to treat everybody as an individual human, and we’re going to try and figure out what are their individual purposes, what are their values?” Peterson said. “Because when we work at the confluence of what we like and what we’re great at or good at, we’re going to do well. It doesn’t matter how good we are at something if we don’t like it. We’re not going to do it for a long time. When you have high degrees of alignment of purpose between the individual and the organization, that’s when the magic happens.”
When business conversations turn to concepts like happiness and value alignment, it’s easy to think about WeWork founder Adam Neumann’s mission to elevate the world’s consciousness and cringe. It’s particularly jarring to match up the airy language against Vice’s original mission. Smith, Vice’s executive chairman and former CEO, couldn’t be reached for comment.
Shane Smith, co-founder of Vice.
CNBC
GoDigital’s executives show no embarrassment about their New Age-style business school lingo. They believe linking passion and purpose creates “an incredible positive feedback loop for the company,” said Peterson.
“Recognizing that people make decisions based on their emotional state, our goal is to inspire happiness through an ecosystem of content, community and commerce across consumer passion points,” said Greiwe. “I’m now the person who dreams that at night. There’s a fundamental belief in making the impossible possible and doing it before anyone else.”
Similarities to the portfolio
Any company, including GoDigital, would have its share of problems in taking on Vice.
Vice had revenue of about $600 million last year and wasn’t profitable, Axios reported last month. Vice has been cash flow negative for “several years” according to a bankruptcy filing.
“There’s no reason that Vice shouldn’t be profitable today, but for its past mismanagement,” Peterson said.
But simply figuring out what Vice employees want to do and making sure they do it doesn’t solve problems like a weak advertising market or competition for content. Still, Peterson and Mulvey see similarities between Vice’s business and several companies they already own. Mulvey pointed to YogaWorks as a business GoDigital has transitioned to meet new ways of consumption.
With YogaWorks, GoDigital has attempted to disrupt an in-studio yoga consumer base with an online subscription service offering digitally distributed at-home classes. YogaWorks shut down all of its brick-and-mortar locations as part of its bankruptcy reorganization and has “only lost a very small number of customers” as GoDigital has transitioned the business online, Mulvey said.
Mulvey, who took over as YogaWorks’ CEO in January, said the shift from studio-based to in-home yoga is analogous to changing media-consumption habits.
“People consumed Vice on HBO or cable TV,” Mulvey said, alluding to Vice’s now-cancelled show on HBO and Vice’s cable network. “We’ve got to make sure we understand the followers and the customers that the way we’re evolving the business makes sense for how people consume news, media, fun or exercise on the go.”
Peterson noted Vice’s business model is similar to NGL-Mitu. Both make money off branded content and social amplification.
“This is not a new type of business for us,” Peterson said. “It’s a multi-platform network. We know how to run one.”
Greiwe added “the fundamentals of Vice are strong” and said GoDigital had no plans to sell of any of Vice’s assets, including the women-focused Refinery29, which Vice acquired for $400 million in 2019, and its homegrown advertising agency, Virtue.
“The brand value for Vice and Refinery29 is unparalleled in the marketplace,” said Greiwe. “It doesn’t make sense for Vice News to exist separate from Vice Publishing. And why would you not have Vice Studios on top of all of that with the decades of IP that exists within that company?”
Peterson acknowledged that much of his interest in buying Vice is he thinks it’s a good candidate for implementing his preferred culture and management style, which he calls “the GoDigital way.”
If he’s right, all Vice ever needed to succeed was a bankruptcy process to service its $834 million of outstanding debt and a little more zoned genius.
— CNBC’s Lillian Rizzo contributed to this report.
WATCH: Investing in digital media
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Mark Zuckerberg’s announcement this week that Meta would pivot its moderation policies to allow more “free expression” was widely viewed as the company’s latest effort to appease President-elect Donald Trump.
More than any of its Silicon Valley peers, Meta has taken numerous public steps to make amends with Trump since his election victory in November.
That follows a highly contentious four years between the two during Trump’s first term in office, which ended with Facebook — similar to other social media companies — banning Trump from its platform.
As recently as March, Trump was using his preferred nickname of “Zuckerschmuck” when talking about Meta’s CEO and declaring that Facebook was an “enemy of the people.”
With Meta now positioning itself to be a key player in artificial intelligence, Zuckerberg recognizes the need for White House support as his company builds data centers and pursues policies that will allow it to fulfill its lofty ambitions, according to people familiar with the company’s plans who asked not to be named because they weren’t authorized to speak on the matter.
“Even though Facebook is as powerful as it is, it still had to bend the knee to Trump,” said Brian Boland, a former Facebook vice president, who left the company in 2020.
Meta declined to comment for this article.
In Tuesday’s announcement, Zuckerberg said Meta will end third-party fact-checking, remove restrictions on topics such as immigration and gender identity and bring political content back to users’ feeds. Zuckerberg pitched the sweeping policy changes as key to stabilizing Meta’s content-moderation apparatus, which he said had “reached a point where it’s just too many mistakes and too much censorship.”
The policy change was the latest strategic shift Meta has taken to buddy up with Trump and Republicans since Election Day.
A day earlier, Meta announced that UFC CEO Dana White, a longtime Trump friend, is joining the company’s board.
And last week, Meta announced that it was replacing Nick Clegg, its president of global affairs, with Joel Kaplan, who had been the company’s policy vice president. Clegg previously had a career in British politics with the Liberal Democrats party, including as a deputy prime minister, while Kaplan was a White House deputy chief of staff under former President George W. Bush.
Kaplan, who joined Meta in 2011 when it was still known as Facebook, has longstanding ties to the Republican Party and once worked as a law clerk for the late conservative Supreme Court Justice Antonin Scalia. In December, Kaplan posted photos on Facebook of himself with Vice President-elect JD Vance and Trump during their visit to the New York Stock Exchange.
Joel Kaplan, Facebook’s vice president of global policy, on April 17, 2018.
Niall Carson | PA Images | Getty Images
Many Meta employees criticized the policy change internally, with some saying the company is absolving itself of its responsibility to create a safe platform. Current and former employees also expressed concern that marginalized communities could face more online abuse due to the new policy, which is set to take effect over the coming weeks.
Despite the backlash from employees, people familiar with the company’s thinking said Meta is more willing to make these kinds of moves after laying off 21,000 employees, or nearly a quarter of its workforce, in 2022 and 2023.
Those cuts affected much of Meta’s civic integrity and trust and safety teams. The civic integrity group was the closest thing the company had to a white-collar union, with members willing to push back against certain policy decisions, former employees said. Since the job cuts, Zuckerberg faces less friction when making broad policy changes, the people said.
Zuckerberg’s overtures to Trump began in the months leading up to the election.
Following the first assassination attempt on Trump in July, Zuckerberg called the photo of Trump raising his fist with blood running down his face “one of the most badass things I’ve ever seen in my life.”
A month later, Zuckerberg penned a letter to the House Judiciary Committee alleging that the Biden administration had pressured Meta’s teams to censor certain Covid-19 content.
“I believe the government pressure was wrong, and I regret that we were not more outspoken about it,” he wrote.
After Trump’s presidential victory, Zuckerberg joined several other technology executives who visited the president-elect’s Mar-a-Lago resort in Florida. Meta also donated $1 million to Trump’s inaugural fund.
On Friday, Meta revealed to its workforce in a memo obtained by CNBC that it intends to shutter several internal programs related to diversity and inclusion in its hiring process, representing another Trump-friendly move.
The previous day, some details of the company’s new relaxed content-moderation guidelines were published by the news site The Intercept, showing the kind of offensive rhetoric that Meta’s new policy would now allow, including statements such as “Migrants are no better than vomit” and “I bet Jorge’s the one who stole my backpack after track practice today. Immigrants are all thieves.”
Recalibrating for Trump
Zuckerberg, who has been dragged to Washington eight times to testify before congressional committees during the last two administrations, wants to be perceived as someone who can work with Trump and the Republican Party, people familiar with the matter said.
Though Meta’s content-policy updates caught many of its employees and fact-checking partners by surprise, a small group of executives were formulating the plans in the aftermath of the U.S. election results. By New Year’s Day, leadership began planning the public announcements of its policy change, the people said.
Meta typically undergoes major “recalibrations” after prominent U.S. elections, said Katie Harbath, a former Facebook policy director and CEO of tech consulting firm Anchor Change. When the country undergoes a change in power, Meta adjusts its policies to best suit its business and reputational needs based on the political landscape, Harbath said.
“In 2028, they’ll recalibrate again,” she said.
After the 2016 election and Trump’s first victory, for example, Zuckerberg toured the U.S. to meet people in states he hadn’t previously visited. He published a 6,000-word manifesto emphasizing the need for Facebook to build more community.
The social media company faced harsh criticism about fake news and Russian election interference on its platforms after the 2016 election.
Following the 2020 election, during the heart of the pandemic, Meta took a harder stand on Covid-19 content, with a policy executive saying in 2021 that the “amount of COVID-19 vaccine misinformation that violates our policies is too much by our standards.” Those efforts may have appeased the Biden administration, but it drew the ire of Republicans.
Meta is once again reacting to the moment, Harbath said.
“There wasn’t a business risk here in Silicon Valley to be more right-leaning,” Harbath said.
While Trump has offered few specific policy proposals for his second administration, Meta has plenty at stake.
The White House could create more relaxed AI regulations compared with those in the European Union, where Meta says harsh restrictions have resulted in the company not releasing some of its more advanced AI technologies. Meta, like other tech giants, also needs more massive data centers and cutting-edge computer chips to help train and run their advanced AI models.
“There’s a business benefit to having Republicans win, because they are traditionally less regulatory,” Harbath said.
Meta’s CEO Mark Zuckerberg reacts as he testifies during the Senate Judiciary Committee hearing on online child sexual exploitation at the U.S. Capitol in Washington, U.S., January 31, 2024.
Evelyn Hockstein | Reuters
Meta isn’t alone in trying to cozy up to Trump. But the extreme measures the company is taking reflects a particular level of animus expressed by Trump over the years.
Trump has accused Meta of censorship and has expressed resentment over the company’s two-year suspension of his Facebook and Instagram accounts following the Jan. 6 attack on the Capitol.
In July 2024, Trump posted on Truth Social that he intended to “pursue Election Fraudsters at levels never seen before, and they will be sent to prison for long periods of time,” adding “ZUCKERBUCKS, be careful!” Trump reiterated that statement in his book, “Save America,” writing that Zuckerberg plotted against him during the 2020 election and that the Meta CEO would “spend the rest of his life in prison” if it happened again.
Meta spends $14 million annually on providing personal security for Zuckerberg and his family, according to the company’s 2024 proxy statement. As part of that security, the company analyzes any threats or perceived threats against its CEO, according to a person familiar with the matter. Those threats are cataloged, analyzed and dissected by Meta’s multitude of security teams.
After Trump’s comments, Meta’s security teams analyzed how Trump could weaponize the Justice Department and the country’s intelligence agencies against Zuckerberg and what it would cost the company to defend its CEO against a sitting president, said the person, who asked not to be named because of confidentiality.
Meta’s efforts to appease the incoming president bring their own risks.
After Zuckerberg announced the new speech policy Tuesday, Boland, the former executive, was among a number of users who took to Meta’s Threads service to tell their followers that they were quitting Facebook.
“Last post before deleting,” Boland wrote in his post.
Before the post could be seen by any of his Threads followers, Meta’s content moderation system had taken it down, citing cybersecurity reasons.
Boland told CNBC in an interview that he couldn’t help but chuckle at the situation.
“It’s deeply ironic,” Boland said.
— CNBC’s Salvador Rodriguez contributed to this report.
WATCH: Meta is returning to free speech tradition, says Facebook’s former chief privacy officer Chris Kelly
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Apple is losing market share in China due to declining iPhone shipments, supply chain analyst Ming-Chi Kuo wrote in a report on Friday. The stock slid 2.4%.
“Apple has adopted a cautious stance when discussing 2025 iPhone production plans with key suppliers,” Kuo, an analyst at TF Securities, wrote in the post. He added that despite the expected launch of the new iPhone SE 4, shipments are expected to decline 6% year over year for the first half of 2025.
Kuo expects Apple’s market share to continue to slide, as two of the coming iPhones are so thin that they likely will only support eSIM, which the Chinese market currently does not promote.
“These two models could face shipping momentum challenges unless their design is modified,” he wrote.
Kuo wrote that in December, overall smartphone shipments in China were flat from a year earlier, but iPhone shipments dropped 10% to 12%.
There is also “no evidence” that Apple Intelligence, the company’s on-device artificial intelligence offering, is driving hardware upgrades or services revenue, according to Kuo. He wrote that the feature “has not boosted iPhone replacement demand,” according to a supply chain survey he conducted, and added that in his view, the feature’s appeal “has significantly declined compared to cloud-based AI services, which have advanced rapidly in subsequent months.”
Apple’s estimated iPhone shipments total about 220 million units for 2024 and between about 220 million and 225 million for this year, Kuo wrote. That is “below the market consensus of 240 million or more,” he wrote.
Apple did not immediately respond to CNBC’s request for comment.
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