May 22, 2024 • 13 mins
Netflix is the biggest paid subscription streaming service in the world. But two years ago, its dominance was in question after it reported its first subscriber decline in over a decade. So the company did something radical: it cracked down on password sharing. The man behind the move? Well, he’s now one of the most powerful people in Hollywood.
Meet Greg Peters, the co-CEO of Netflix. Bloomberg’s Lucas Shaw recently sat down with Peters for his first major print profile. He tells host David Gura about Peters’ bold plan to transform Netflix and the way all of us watch everything from TV shows to sports.
Read more: Netflix Had a Password-Sharing Problem. Greg Peters Fixed It
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Episode Transcript
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Speaker 1 (00:03):
Bloomberg Audio Studios, podcasts, radio news. Netflix is the largest
paid streaming service in the world, but it's so much.
Speaker 2 (00:15):
More when you think of the traditional film and television.
Netflix is the biggest TV network. It is the most
productive movie studio.
Speaker 1 (00:23):
Lucas Shaw reports on the business of entertainment for Bloomberg,
and he's covered Netflix closely for years as the company
has grown from a DVD by mail service into a
streaming juggernaut.
Speaker 2 (00:34):
It's been making original programming for about ten years, and
in that ten year span it has more from sort
of like this small, cuddly company into the most powerful
for us in Hollywood.
Speaker 1 (00:44):
Today, Netflix is the envy of other paid subscription services,
along with many TV networks and movie studios. But back
in twenty twenty two, there were a lot of questions
about Netflix's future coming out of the pandemic when streaming
use skyrocketed then plateaued. The company had the worst six
month stretch in its history, and it lost around two
(01:04):
hundred billion dollars in market value. But Netflix defied its
critics and engineer to turn around, and Lucas says there
is one person who's led the way through the company's rebound.
Speaker 2 (01:16):
He's one of the most important and powerful people in
the media entertainment business and someone that I think nobody
knows anything about.
Speaker 1 (01:22):
Greg Peters is Netflix's co CEO, an executive handpicked by
Reed Hastings. He's the company's billionaire co founder who stepped
aside last year. Well now Peters runs Netflix alongside Ted Sarandos,
and together they've put Netflix on track to generate ten
billion dollars in profit this year. On today's episode, who
(01:44):
is Greg Peters And what's his vision for Netflix? And
how we'll watch? Well everything, I'm David Gerret and this
is the big take from Bloomberg News. Bloomberg's Lucas Shaw
recently sat down with Greg Peters for his first print
profile since he became Netflix's co CEO last year. Can
(02:08):
you describe what it was like to meet him and
sort of how you thought about the scenes or the
situations in which you'd want to show him in this role.
Speaker 2 (02:16):
Well, I only had so much control over that, right,
Netflix is a very controlling company. You know, Normally, if
you profile someone, you want to spend a lot of
time with them, you want to see them in multiple settings.
But you know, I knew I wanted something that was
sort of more of a corporate event to see him
interacting with peers, and so that ended up being going
(02:38):
to this thing they have called New Employee College, which
is like new higher orientation, and he gave sort of
a basically a pep talk to this room of people.
Speaker 1 (02:45):
The orientation happened at an art deco theater in Hollywood,
and Peters started that pep talk by tracing Netflix's history,
a history he helped shape.
Speaker 2 (02:55):
If you look at the biggest initiatives for the company
over the last few years, he has been the person
leading those.
Speaker 1 (03:03):
Peters is not exactly your average tech guy. He's a
bit of a renaissance man. He speaks six languages and
plays the Digeri do. After college at Yale, where he
studied physics and astronomy, he got a job as an
engineer at an online wine reed sailor, where he developed
a taste for the finest barolos before the dot com
bubble burst in two thousand and one. Over the next
(03:25):
few years, Peters bounced around from tech company to tech company,
and in two thousand and eight he got a call
from Netflix.
Speaker 2 (03:33):
They were looking for someone who could help get the
service distributed on a lot more devices because Netflix started
off only being available on your computer. You know, I
watched it on my laptop in college that year, and
Greg had a resume that was in many ways perfect
for that because he was navigating this relationship between representing
software and negotiating with consumer electronics companies.
Speaker 1 (03:56):
Peters was part of the team that convinced the TV
manufacturer Visio to put a Netflix button on its remotes,
and that convinced Netflix co founder Read Hastings that Peters
had potential.
Speaker 2 (04:08):
Read takes a liking to him. He sees someone with
broad interests. He sees someone who is sort of multifaceted
because he understands the technical side very well and can
do things that other people explain to me that I
would struggle in explaining, and so I think that became
attractive to someone like Read.
Speaker 1 (04:25):
Hastings tapped Peters to oversee Netflix's expansion in Japan, and
then Peters became the company's chief product officer, and in
that role, Peters started looking into something that had become
a problem for the company, password sharing.
Speaker 2 (04:39):
Netflix started to study it. They tried to examine there
are both ways to identify who was sharing and then
how you would stop them from doing soak.
Speaker 1 (04:49):
There are a lot of ways people share Netflix, like
a family of four using the same account under one roof.
But then there's the twenty something who's moved away from
home and lets his two friends and his ex girlfriend
us his mom's account. Peters and his team studied all
those scenarios.
Speaker 2 (05:04):
There's a lot of studying of building the algorithm to
determine who is sort of unfairly sharing, and then how
do you communicate that without pissing people off.
Speaker 1 (05:14):
After rooting out the moochers, Netflix started to think about
how it could launch a broader crackdown in twenty twenty two,
but Lucas says there was this divide within the company
about how to proceed.
Speaker 2 (05:25):
They have a big disagreement basically about what the best
approaches Read Hastings on one side, Greg Peters and most
of his most of the executive team on the other side.
Speaker 1 (05:33):
Hastings, Netflix's co founder, thought Netflix should charge by physical location.
For example, if you are lucky enough to have two houses,
you would need two Netflix accounts. Well, Peters thought that
violated Netflix's core promise that if you paid for the service,
you should be able to take it with you. Peters
advocated for a model based on individual users. You could
(05:53):
access Netflix wherever you wanted, but you'd have to pay
to add new users to your account.
Speaker 2 (05:58):
So they test both models in Latin America in sort
of two distinct tests, and Greg's instinct proves to be correct.
Speaker 1 (06:07):
By this point, Hastings had been thinking for a while
about his next chapter. The fact that Peters's approach worked
that led to more sign ups, fewer cancelations, and less
online outrage was the last in a string of successes
that convinced Hastings Peters could lead Netflix.
Speaker 2 (06:24):
He was, as Read Hastings described, like kind of the
battlefield generals. And so there's a reason that after they
had settled on how to crack down and password sharing,
read Hastings decides, now's my time. I can leave, and
I trust Greg to succeed me.
Speaker 1 (06:39):
In January twenty twenty three, Netflix announced Hastings would transition
to a role as executive chairman. Peters became co CEO
alongside Ted sarandos.
Speaker 2 (06:48):
Now you've got this structure where you've got Greg Peters
seen as sort of the tech Silicon valley guy in
many ways, the air to read Hastings working alongside Ted Sarandos,
who's the Hollywood guy running this massive company.
Speaker 1 (07:00):
Netflix is now thriving. It's adding subscribers and advertisers even
as other streaming services struggle, which is something Lucas saw
Peters brag about when he was on stage at that
new employee orientation.
Speaker 2 (07:13):
Greg is basically saying, you know, all these traditional media
companies with cable networks, they are screwed. Their cable networks
are shrinking and that's depriving them of resources, and their
streaming services don't make any money, and so these aren't
sort of real threats to us. And the companies that
have the money to compete with us, the Apples and
(07:33):
Amazons of the world, they don't really care about entertainment
like Amazon's been at it for almost as long as Netflix,
and Netflix has probably released more hit shows this year
than Amazon has released in its entirety. And I think
he wants to say it's ours to win, but he
feels that Netflix has always been more effective when it
has seen itself as the underdog, and so he sort
(07:56):
of ends this by saying it's ours to lose.
Speaker 1 (07:58):
It's ours to lose. Uz coming up after the break
Greg Peters's strategy to win. Lucashaw oversees media and entertainment
coverage for Bloomberg and writes a weekly newsletter called screen
Time about the business of pop culture, which means he
(08:20):
knows a lot about the competitive landscape Netflix is in.
Lucas says, one part of co CEO Greg Peters's plan
for Netflix is pretty simple. It's to focus on what
the company is good at.
Speaker 2 (08:32):
I think that they want to continue to be the
best and most popular streaming service in the world without
getting distracted by a lot of other potential initiatives. But
there's a recognition that they need to evolve the business
(08:52):
and have sort of multiple levers for growth.
Speaker 1 (08:55):
Peters isn't pushing Netflix to expand into movie theaters or
build theme parks some other media companies, but Lucas says
Netflix is entering a new phase. One we're making more
money from its current model is as important as adding
new subscribers, and the company has identified three ways to
do that. To sell ads, to make video games, and
(09:17):
to raise prices. When it comes to the first one, advertising,
Netflix has a pretty straightforward strategy.
Speaker 2 (09:23):
If you can get people to spend more time watching Netflix,
you can sell more ads and make more money.
Speaker 1 (09:28):
And one way to get subscribers to spend more time
on Netflix is live programming. That company announced last week
it's acquired the rights to stream two NFL games on
Christmas Day, the Chiefs versus the Steelers and the Ravens
versus the Texans. Netflix also acquired the rights to air
professional wrestling, and there are plans in the works for
award shows and more comedy specials.
Speaker 2 (09:50):
I would anticipate you'll see just more and more live
programming and get to the point where they have something
live almost every day.
Speaker 1 (09:58):
Are there signs that that's strategy branching in live events
is working for them.
Speaker 2 (10:01):
It's really too soon to tell, because their early live
programming didn't matter, didn't move the needle. The Chris Rock
Live Comedy Special it did fine, right, but it's still
a live comedy special. There's only so much you can
get from that. They had a Lover Is Blind reunion
that was a technical failure. They had like this Mark
(10:21):
Twain Prize, who cares. They had a celebrity golf match
with golfers and F one drivers, like sort of more
of a stunt test. These are all I think Netflix
trying to figure out what could work and not spend
too much money because live sports can be prohibitively expensive.
I see all of these as what works and how
should we do it.
Speaker 1 (10:42):
Then there's Netflix's ambitions in the world of gaming.
Speaker 2 (10:45):
They have a very nascent investment in video games, which
is also something that Greg is in charge of. They
don't make any money from it yet, and it's still
really unclear if that's working.
Speaker 1 (10:54):
So there's advertising and gaming, and then everyone's favorite charging
more money. We've seen the price increases, and I wonder
are we at the end of that. No, how do
they think about how much more they can raise prices
and maintain audience or continue to build audience.
Speaker 2 (11:11):
Well, their argument is always we feel comfortable raising prices
if we are giving you more that you like and
care about. Right, Because if you think about the start
of Netflix, and it was very affordable, and because they
had so many licensing deals with so many other studios,
it was in many ways a replacement for cable at
(11:33):
a fraction of the cost of cable. It's still a
fraction of the cost of cable. We can argue over
whether it has as much right they're not getting as
nearly as much licensed from others, but they make a ton.
If you really wanted to just watch Netflix, you wouldn't
get all the news and sports, but you could replace
all the entertainment programming anywhere on just Netflix. So I
(11:55):
think as they invest more, you know, they bring in wrestling,
they bring in football, they bring in gaming. As they
add more of these elements, they feel comfortable raising prices.
But it's a tricky balance.
Speaker 1 (12:07):
So what are the odds that Greg Peters will succeed?
Lucas says that from everything he's heard about him and
what he saw as he reported on him, Peters is
not someone people tend to bet against.
Speaker 2 (12:18):
There were stories of you know, a company off off
sites where they would play sort of fun and silly
like family feud type games, and he would take it
very seriously and you would know that if you were
on his side, you were going to win. Actually, like
I had one of these awkward moments you have when
you're profiling someone where I was like, you know, I
talked to someone who said that you would play family
feud and jeopardy in these games and that you would cheat,
(12:38):
and he both categorically denied ever cheating while saying, you know,
if you're going to do something, you might as well
do it to win, which I thought was very telling.
You know, I drew a comparison to how you might
sometimes like you don't want to spoil your kids by
making them think that they could always win and losing
(12:59):
on purpose, and he did verify that he has routinely
lost on purpose to with children, but I think when
facing other adults, Greg Peters does not like to lose.
Speaker 1 (13:11):
You can sign up for Lucas's screen Time newsletter at
Bloomberg dot com. This is the Big Take from Bloomberg News.
I'm David Gera. This episode was produced by Thomas lou
It was edited by Aaron Edwards. It was mixed by
Blake Maples. It was fact checked by Adriana Tapia. Our
senior producers are Kim Giittleson and Naomi Shaven. Our senior
editor is Elizabeth Ponso. The cole Beemster Bor is our
(13:34):
executive producer. Sage Bauman is our head of podcasts. Thanks
for listening. Please follow and review The Big Take wherever
you get your podcasts. It helps new listeners find the show.
We'll be back tomorrow.
Bloomberg Audio Studios, podcasts, radio news. Netflix is the largest
paid streaming service in the world, but it's so much.
Speaker 2 (00:15):
More when you think of the traditional film and television.
Netflix is the biggest TV network. It is the most
productive movie studio.
Speaker 1 (00:23):
Lucas Shaw reports on the business of entertainment for Bloomberg,
and he's covered Netflix closely for years as the company
has grown from a DVD by mail service into a
streaming juggernaut.
Speaker 2 (00:34):
It's been making original programming for about ten years, and
in that ten year span it has more from sort
of like this small, cuddly company into the most powerful
for us in Hollywood.
Speaker 1 (00:44):
Today, Netflix is the envy of other paid subscription services,
along with many TV networks and movie studios. But back
in twenty twenty two, there were a lot of questions
about Netflix's future coming out of the pandemic when streaming
use skyrocketed then plateaued. The company had the worst six
month stretch in its history, and it lost around two
(01:04):
hundred billion dollars in market value. But Netflix defied its
critics and engineer to turn around, and Lucas says there
is one person who's led the way through the company's rebound.
Speaker 2 (01:16):
He's one of the most important and powerful people in
the media entertainment business and someone that I think nobody
knows anything about.
Speaker 1 (01:22):
Greg Peters is Netflix's co CEO, an executive handpicked by
Reed Hastings. He's the company's billionaire co founder who stepped
aside last year. Well now Peters runs Netflix alongside Ted Sarandos,
and together they've put Netflix on track to generate ten
billion dollars in profit this year. On today's episode, who
(01:44):
is Greg Peters And what's his vision for Netflix? And
how we'll watch? Well everything, I'm David Gerret and this
is the big take from Bloomberg News. Bloomberg's Lucas Shaw
recently sat down with Greg Peters for his first print
profile since he became Netflix's co CEO last year. Can
(02:08):
you describe what it was like to meet him and
sort of how you thought about the scenes or the
situations in which you'd want to show him in this role.
Speaker 2 (02:16):
Well, I only had so much control over that, right,
Netflix is a very controlling company. You know, Normally, if
you profile someone, you want to spend a lot of
time with them, you want to see them in multiple settings.
But you know, I knew I wanted something that was
sort of more of a corporate event to see him
interacting with peers, and so that ended up being going
(02:38):
to this thing they have called New Employee College, which
is like new higher orientation, and he gave sort of
a basically a pep talk to this room of people.
Speaker 1 (02:45):
The orientation happened at an art deco theater in Hollywood,
and Peters started that pep talk by tracing Netflix's history,
a history he helped shape.
Speaker 2 (02:55):
If you look at the biggest initiatives for the company
over the last few years, he has been the person
leading those.
Speaker 1 (03:03):
Peters is not exactly your average tech guy. He's a
bit of a renaissance man. He speaks six languages and
plays the Digeri do. After college at Yale, where he
studied physics and astronomy, he got a job as an
engineer at an online wine reed sailor, where he developed
a taste for the finest barolos before the dot com
bubble burst in two thousand and one. Over the next
(03:25):
few years, Peters bounced around from tech company to tech company,
and in two thousand and eight he got a call
from Netflix.
Speaker 2 (03:33):
They were looking for someone who could help get the
service distributed on a lot more devices because Netflix started
off only being available on your computer. You know, I
watched it on my laptop in college that year, and
Greg had a resume that was in many ways perfect
for that because he was navigating this relationship between representing
software and negotiating with consumer electronics companies.
Speaker 1 (03:56):
Peters was part of the team that convinced the TV
manufacturer Visio to put a Netflix button on its remotes,
and that convinced Netflix co founder Read Hastings that Peters
had potential.
Speaker 2 (04:08):
Read takes a liking to him. He sees someone with
broad interests. He sees someone who is sort of multifaceted
because he understands the technical side very well and can
do things that other people explain to me that I
would struggle in explaining, and so I think that became
attractive to someone like Read.
Speaker 1 (04:25):
Hastings tapped Peters to oversee Netflix's expansion in Japan, and
then Peters became the company's chief product officer, and in
that role, Peters started looking into something that had become
a problem for the company, password sharing.
Speaker 2 (04:39):
Netflix started to study it. They tried to examine there
are both ways to identify who was sharing and then
how you would stop them from doing soak.
Speaker 1 (04:49):
There are a lot of ways people share Netflix, like
a family of four using the same account under one roof.
But then there's the twenty something who's moved away from
home and lets his two friends and his ex girlfriend
us his mom's account. Peters and his team studied all
those scenarios.
Speaker 2 (05:04):
There's a lot of studying of building the algorithm to
determine who is sort of unfairly sharing, and then how
do you communicate that without pissing people off.
Speaker 1 (05:14):
After rooting out the moochers, Netflix started to think about
how it could launch a broader crackdown in twenty twenty two,
but Lucas says there was this divide within the company
about how to proceed.
Speaker 2 (05:25):
They have a big disagreement basically about what the best
approaches Read Hastings on one side, Greg Peters and most
of his most of the executive team on the other side.
Speaker 1 (05:33):
Hastings, Netflix's co founder, thought Netflix should charge by physical location.
For example, if you are lucky enough to have two houses,
you would need two Netflix accounts. Well, Peters thought that
violated Netflix's core promise that if you paid for the service,
you should be able to take it with you. Peters
advocated for a model based on individual users. You could
(05:53):
access Netflix wherever you wanted, but you'd have to pay
to add new users to your account.
Speaker 2 (05:58):
So they test both models in Latin America in sort
of two distinct tests, and Greg's instinct proves to be correct.
Speaker 1 (06:07):
By this point, Hastings had been thinking for a while
about his next chapter. The fact that Peters's approach worked
that led to more sign ups, fewer cancelations, and less
online outrage was the last in a string of successes
that convinced Hastings Peters could lead Netflix.
Speaker 2 (06:24):
He was, as Read Hastings described, like kind of the
battlefield generals. And so there's a reason that after they
had settled on how to crack down and password sharing,
read Hastings decides, now's my time. I can leave, and
I trust Greg to succeed me.
Speaker 1 (06:39):
In January twenty twenty three, Netflix announced Hastings would transition
to a role as executive chairman. Peters became co CEO
alongside Ted sarandos.
Speaker 2 (06:48):
Now you've got this structure where you've got Greg Peters
seen as sort of the tech Silicon valley guy in
many ways, the air to read Hastings working alongside Ted Sarandos,
who's the Hollywood guy running this massive company.
Speaker 1 (07:00):
Netflix is now thriving. It's adding subscribers and advertisers even
as other streaming services struggle, which is something Lucas saw
Peters brag about when he was on stage at that
new employee orientation.
Speaker 2 (07:13):
Greg is basically saying, you know, all these traditional media
companies with cable networks, they are screwed. Their cable networks
are shrinking and that's depriving them of resources, and their
streaming services don't make any money, and so these aren't
sort of real threats to us. And the companies that
have the money to compete with us, the Apples and
(07:33):
Amazons of the world, they don't really care about entertainment
like Amazon's been at it for almost as long as Netflix,
and Netflix has probably released more hit shows this year
than Amazon has released in its entirety. And I think
he wants to say it's ours to win, but he
feels that Netflix has always been more effective when it
has seen itself as the underdog, and so he sort
(07:56):
of ends this by saying it's ours to lose.
Speaker 1 (07:58):
It's ours to lose. Uz coming up after the break
Greg Peters's strategy to win. Lucashaw oversees media and entertainment
coverage for Bloomberg and writes a weekly newsletter called screen
Time about the business of pop culture, which means he
(08:20):
knows a lot about the competitive landscape Netflix is in.
Lucas says, one part of co CEO Greg Peters's plan
for Netflix is pretty simple. It's to focus on what
the company is good at.
Speaker 2 (08:32):
I think that they want to continue to be the
best and most popular streaming service in the world without
getting distracted by a lot of other potential initiatives. But
there's a recognition that they need to evolve the business
(08:52):
and have sort of multiple levers for growth.
Speaker 1 (08:55):
Peters isn't pushing Netflix to expand into movie theaters or
build theme parks some other media companies, but Lucas says
Netflix is entering a new phase. One we're making more
money from its current model is as important as adding
new subscribers, and the company has identified three ways to
do that. To sell ads, to make video games, and
(09:17):
to raise prices. When it comes to the first one, advertising,
Netflix has a pretty straightforward strategy.
Speaker 2 (09:23):
If you can get people to spend more time watching Netflix,
you can sell more ads and make more money.
Speaker 1 (09:28):
And one way to get subscribers to spend more time
on Netflix is live programming. That company announced last week
it's acquired the rights to stream two NFL games on
Christmas Day, the Chiefs versus the Steelers and the Ravens
versus the Texans. Netflix also acquired the rights to air
professional wrestling, and there are plans in the works for
award shows and more comedy specials.
Speaker 2 (09:50):
I would anticipate you'll see just more and more live
programming and get to the point where they have something
live almost every day.
Speaker 1 (09:58):
Are there signs that that's strategy branching in live events
is working for them.
Speaker 2 (10:01):
It's really too soon to tell, because their early live
programming didn't matter, didn't move the needle. The Chris Rock
Live Comedy Special it did fine, right, but it's still
a live comedy special. There's only so much you can
get from that. They had a Lover Is Blind reunion
that was a technical failure. They had like this Mark
(10:21):
Twain Prize, who cares. They had a celebrity golf match
with golfers and F one drivers, like sort of more
of a stunt test. These are all I think Netflix
trying to figure out what could work and not spend
too much money because live sports can be prohibitively expensive.
I see all of these as what works and how
should we do it.
Speaker 1 (10:42):
Then there's Netflix's ambitions in the world of gaming.
Speaker 2 (10:45):
They have a very nascent investment in video games, which
is also something that Greg is in charge of. They
don't make any money from it yet, and it's still
really unclear if that's working.
Speaker 1 (10:54):
So there's advertising and gaming, and then everyone's favorite charging
more money. We've seen the price increases, and I wonder
are we at the end of that. No, how do
they think about how much more they can raise prices
and maintain audience or continue to build audience.
Speaker 2 (11:11):
Well, their argument is always we feel comfortable raising prices
if we are giving you more that you like and
care about. Right, Because if you think about the start
of Netflix, and it was very affordable, and because they
had so many licensing deals with so many other studios,
it was in many ways a replacement for cable at
(11:33):
a fraction of the cost of cable. It's still a
fraction of the cost of cable. We can argue over
whether it has as much right they're not getting as
nearly as much licensed from others, but they make a ton.
If you really wanted to just watch Netflix, you wouldn't
get all the news and sports, but you could replace
all the entertainment programming anywhere on just Netflix. So I
(11:55):
think as they invest more, you know, they bring in wrestling,
they bring in football, they bring in gaming. As they
add more of these elements, they feel comfortable raising prices.
But it's a tricky balance.
Speaker 1 (12:07):
So what are the odds that Greg Peters will succeed?
Lucas says that from everything he's heard about him and
what he saw as he reported on him, Peters is
not someone people tend to bet against.
Speaker 2 (12:18):
There were stories of you know, a company off off
sites where they would play sort of fun and silly
like family feud type games, and he would take it
very seriously and you would know that if you were
on his side, you were going to win. Actually, like
I had one of these awkward moments you have when
you're profiling someone where I was like, you know, I
talked to someone who said that you would play family
feud and jeopardy in these games and that you would cheat,
(12:38):
and he both categorically denied ever cheating while saying, you know,
if you're going to do something, you might as well
do it to win, which I thought was very telling.
You know, I drew a comparison to how you might
sometimes like you don't want to spoil your kids by
making them think that they could always win and losing
(12:59):
on purpose, and he did verify that he has routinely
lost on purpose to with children, but I think when
facing other adults, Greg Peters does not like to lose.
Speaker 1 (13:11):
You can sign up for Lucas's screen Time newsletter at
Bloomberg dot com. This is the Big Take from Bloomberg News.
I'm David Gera. This episode was produced by Thomas lou
It was edited by Aaron Edwards. It was mixed by
Blake Maples. It was fact checked by Adriana Tapia. Our
senior producers are Kim Giittleson and Naomi Shaven. Our senior
editor is Elizabeth Ponso. The cole Beemster Bor is our
(13:34):
executive producer. Sage Bauman is our head of podcasts. Thanks
for listening. Please follow and review The Big Take wherever
you get your podcasts. It helps new listeners find the show.
We'll be back tomorrow.
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Ding dong! Join your culture consultants, Matt Rogers and Bowen Yang, on an unforgettable journey into the beating heart of CULTURE. Alongside sizzling special guests, they GET INTO the hottest pop-culture moments of the day and the formative cultural experiences that turned them into Culturistas. Produced by the Big Money Players Network and iHeartRadio.
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com