WEBVTT - An Investor’s Guide to Navigating the Content Business

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<v Speaker 1>Welcome to Strictly Business Varieties weekly podcast featuring conversations with

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<v Speaker 1>industry leaders about the business of media and entertainment. I'm

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<v Speaker 1>Cynthia Littleton, business editor for Variety Today. My guest is

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<v Speaker 1>James Moore, managing partner and CEO of Vine Alternative Investments.

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<v Speaker 1>James gives us an investor's guide to navigating the content business.

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<v Speaker 1>He discusses the growth of the asset management firm and

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<v Speaker 1>its approach to building a diversified portfolio of content, production

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<v Speaker 1>and i P holdings. Vine is the parent company of Village,

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<v Speaker 1>road Show and other established industry entities, and it has

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<v Speaker 1>slowly but surely been amassing a library through acquisitions. As

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<v Speaker 1>More explains, Vine hopes to help fill the void for

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<v Speaker 1>global TV buyers as Hollywood's largest studios focus on funneling

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<v Speaker 1>content into vertically integrated streaming platforms. Or started Vine in

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<v Speaker 1>two thousand and six after sixteen years as a banker

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<v Speaker 1>with JP Morgan. That experience taught him that media investing

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<v Speaker 1>could be demystified and made more predictable and thus more

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<v Speaker 1>palatable to investors. He had a trial by fire with

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<v Speaker 1>a startup launched just as the country went into its

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<v Speaker 1>last recession. Now he sees opportunities coming out of the

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<v Speaker 1>current pandemic crisis. Jim Moore, managing partner and CEO of

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<v Speaker 1>Vine Alternative Investments, Thank you so much for joining us. Oh,

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<v Speaker 1>thank you, Cynthia. It's a pleasure. Um. Well, you know,

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<v Speaker 1>we're about we're about two and a half months into

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<v Speaker 1>an extraordinary environment that none of us could have even

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<v Speaker 1>imagined three months ago would be would become something like

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<v Speaker 1>the new normal, and it looks like, at least in

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<v Speaker 1>some places like California in particular, it looks like we're

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<v Speaker 1>starting to very slowly turn the corner to reopening and

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<v Speaker 1>getting to something that looks a little bit like normal. Um.

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<v Speaker 1>For you, as an investor, first and foremost, how have

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<v Speaker 1>you kind of been spending this time? How have you

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<v Speaker 1>been sizing up opportunities in the media landscape right now?

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<v Speaker 1>Great question. We really continue to pursue our business model

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<v Speaker 1>of investing in content related opportunities. So as an investor,

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<v Speaker 1>we see the landscape as being one of high demand

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<v Speaker 1>coming out of this. Uh, the theatrical environment has been

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<v Speaker 1>completely shut down. The streamers have been very fortunate in

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<v Speaker 1>in growth opportunities because of this, But it means their

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<v Speaker 1>new customers and their old customers are consuming all of

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<v Speaker 1>the content that it's on their platform. So we see

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<v Speaker 1>across the board the need for the entire industry to

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<v Speaker 1>restock its content supply. And between the content investments in

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<v Speaker 1>our portfolio and the production investments in our portfolio, it's

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<v Speaker 1>really more of aligning them, trying to give them the

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<v Speaker 1>resources they need so that they're out of the gate

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<v Speaker 1>as quickly as possible when production returns, helping them through

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<v Speaker 1>the process of development and getting all of those ducts

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<v Speaker 1>in a row so that on the other side of

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<v Speaker 1>this we are able to meet what we expect to

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<v Speaker 1>be a very robust demand for content. Yeah. I mean

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<v Speaker 1>we've seen that in every in every study and every

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<v Speaker 1>ratings report. You know, people are no surprise at this time,

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<v Speaker 1>are definitely tuned into their screens. And a number of

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<v Speaker 1>people have said that this this could be seen as

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<v Speaker 1>the you know, if there's a silver lining here, it

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<v Speaker 1>is that people have had a chance to sample the

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<v Speaker 1>incredible explosion in in content, have you. I mean, the

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<v Speaker 1>media and entertainments was already in a period of consolidation

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<v Speaker 1>before the lockdown hit. Do you think that you know,

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<v Speaker 1>coming out of this. The conventional wisdom is that the

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<v Speaker 1>companies that were weak are going to be a lot

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<v Speaker 1>weaker after just at this abrupt shutdown. You know, do

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<v Speaker 1>you see shopping opportunities as the world kind of starts

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<v Speaker 1>to get back on its feet. I think that the

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<v Speaker 1>conventional wisdom is probably largely correct um. But we're not

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<v Speaker 1>just buyers. We are capital providers to the industry. So

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<v Speaker 1>it's not just about what can we buy because it

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<v Speaker 1>it's struggled, it's what can we support that means our capital.

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<v Speaker 1>So we look across the spectrum at opportunities. Where are

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<v Speaker 1>their platforms that otherwise we're very solid platforms, will run

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<v Speaker 1>platforms with good content, but with this headwind, you know,

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<v Speaker 1>couldn't make it. Where can we support them with our

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<v Speaker 1>capital is just as much a part of our business

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<v Speaker 1>plan as where have assets become available because of this situation?

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<v Speaker 1>And where can we add to our very large portfolio.

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<v Speaker 1>Do you find given that you do provide you know,

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<v Speaker 1>you do not just acquire, but you do provide that

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<v Speaker 1>kind of liquidity. Do those opportunities come for you to

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<v Speaker 1>come in and support a struggling business? Do those typically

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<v Speaker 1>come from things that you and your team scope out

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<v Speaker 1>or do they come from incoming phone calls people know

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<v Speaker 1>that you can provide that kind of financing and and

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<v Speaker 1>seek you out. It's a bit of both, but I'd

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<v Speaker 1>say it's a little bit more on the outbound. I

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<v Speaker 1>don't I don't think people think there's the type of

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<v Speaker 1>creative capital out there as we can provide, because almost

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<v Speaker 1>everything we've done in the past has been pretty bespoke.

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<v Speaker 1>It's solved a very specific need for somebody in a

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<v Speaker 1>very specific situation, and we have the capacity to meet

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<v Speaker 1>those needs when people don't even know that they either

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<v Speaker 1>have the need or that there is a solution outside

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<v Speaker 1>of their traditional things. So our outreach is very important

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<v Speaker 1>to educating people. And they're not just struggling businesses. There

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<v Speaker 1>are other businesses that now have competing priorities or are

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<v Speaker 1>just you know, in need of another source of capital

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<v Speaker 1>given the extreme demand that's going to be on the

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<v Speaker 1>whole system. So it's we deal with everybody from well

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<v Speaker 1>capitalized but needing diversification in that capital too, you know,

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<v Speaker 1>struggling and needing additional capital too greatly, struggling and needing

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<v Speaker 1>the ultimate liquidity solution. M HM. Did you have any

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<v Speaker 1>deals that were in motion that we're kind of put

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<v Speaker 1>on ice by the pandemic. Uh No, Actually it's accelerated

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<v Speaker 1>some of the transactions that that we were looking at.

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<v Speaker 1>So um Our transactions take a long time. It's a

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<v Speaker 1>it's a process of of understanding the assets at a

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<v Speaker 1>very granular level and understanding what the issues are. So

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<v Speaker 1>we tend to have a lot of lead time for

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<v Speaker 1>everything we've ever done. Uh. The pandemic has accelerated a

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<v Speaker 1>couple of opportunities in our portfolio and we're moving that along. Mhmm.

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<v Speaker 1>Do you um, does you know does the conditions of

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<v Speaker 1>the pandemic, the lockdown of the last couple of months,

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<v Speaker 1>does that change you know, price and value discussions at all?

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<v Speaker 1>I mean the is it are the conditions that the

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<v Speaker 1>industry is facing so significant you think that you would

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<v Speaker 1>have to reevaluate the terms of something that you would

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<v Speaker 1>maybe you know, come close to really nailing down like

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<v Speaker 1>January or early February. Is it that significant? I think

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<v Speaker 1>if you're focused on theatrically released pictures in an independent context,

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<v Speaker 1>you'd have to revisit the market coming out of the pandemic.

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<v Speaker 1>The opportunity to get your theatrical film in a theater

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<v Speaker 1>with any meaningful amount of showing is going to be

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<v Speaker 1>extremely challenged. So if that was your business model, you

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<v Speaker 1>have to revisit at the economics of your business model.

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<v Speaker 1>Our business model tends to focus more on established i

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<v Speaker 1>P and the development of that i P into alternative

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<v Speaker 1>platform so we haven't been as directly affected by this change,

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<v Speaker 1>and we saw that change coming several years ago and

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<v Speaker 1>we acquired Village road Show. Village was exactly that. They

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<v Speaker 1>were solely reliant on the theatrical market until we took

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<v Speaker 1>them over and steered them in a different direction to

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<v Speaker 1>focus on opportunities and television and streaming. And with Steve

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<v Speaker 1>Moscow having come on board and brought a team with

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<v Speaker 1>him and assembled a team around him to make that

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<v Speaker 1>vision happen, that company has as positioned itself extremely well

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<v Speaker 1>for the content demand that's going to come in the

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<v Speaker 1>next couple of months. M I want to talk a

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<v Speaker 1>little more about Village road Show. But let me ask you,

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<v Speaker 1>although I realized this is out of the scope of

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<v Speaker 1>your I P and content focus business asn't it, just

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<v Speaker 1>as an invest stir and somebody who you know who

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<v Speaker 1>evaluates markets, do you think that there is an opportunity

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<v Speaker 1>for somebody to come in at a time when the

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<v Speaker 1>major theater change the exhibition chains are really struggling. The

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<v Speaker 1>A m c S, the cinemarx. Do you think that

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<v Speaker 1>we'll see buying opportunities or consolidation in that market? Well,

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<v Speaker 1>just because they're cheaper, I don't know that that means

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<v Speaker 1>it's a buying opportunity. UM. I don't know who has

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<v Speaker 1>the crystal ball that knows what the theatrical consumer experience

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<v Speaker 1>is going to look like six months from now or

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<v Speaker 1>twelve months from now. Um. But if your vision is

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<v Speaker 1>that it will return to something resembling normal and something

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<v Speaker 1>resembling a reasonable time frame, I could see making that

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<v Speaker 1>investment for the long term. But there's just so much unknown.

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<v Speaker 1>H How prevalent will social distancing be, either because of

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<v Speaker 1>regulation or because of consumer preference. You're gonna want to

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<v Speaker 1>go to the movies and sit next to or in

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<v Speaker 1>front of somebody you don't know as tightly as as

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<v Speaker 1>you have. And you know that's a real estate business

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<v Speaker 1>that relies on a certain density of consumer to make

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<v Speaker 1>the numbers work. So you know, the the change that

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<v Speaker 1>that gave you more of a living room experience the

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<v Speaker 1>eye picks of the world. They were struggling long before

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<v Speaker 1>the pandemic because it's a challenging business market to have

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<v Speaker 1>so much space dedicated to so few people. Yeah, so

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<v Speaker 1>they'll be opportunities because things are valued less. I just

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<v Speaker 1>don't know if they're valued less, if they're still over

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<v Speaker 1>or undervalued. With your acquisition of Village road Show, you

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<v Speaker 1>recruited Steve Moscow, a season television executive. Is it fair

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<v Speaker 1>to say that, at least in the short term, like

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<v Speaker 1>year two the Village road Show, will you know, put

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<v Speaker 1>more capital and energy towards television and digital content versus

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<v Speaker 1>theatrical films as it has in the past. That's a

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<v Speaker 1>very accurate. That's a high priority drive of ours is

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<v Speaker 1>to diversify that company into providing content to a diversity

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<v Speaker 1>of platforms. So they have relationships with and and are

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<v Speaker 1>talking about real content opportunities to everybody across the spectrum.

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<v Speaker 1>And we look forward to being able to create really

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<v Speaker 1>any type of content that the consumer wants, from the

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<v Speaker 1>shortest form too to the new you know, single season

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<v Speaker 1>episodic streaming television to traditional linear television. M hmm. Do

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<v Speaker 1>you think um at this moment in time when we're

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<v Speaker 1>seeing you know, we're seeing the launch of massive global

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<v Speaker 1>streaming services. You're obviously bullish and investing in Village road show.

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<v Speaker 1>Do you think that a company of that of that

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<v Speaker 1>size and a company that kind of fulfills that that

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<v Speaker 1>traditional role of not quite a studio but a bit

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<v Speaker 1>larger than a boutique, can those companies thrive in this

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<v Speaker 1>environment where we're seeing people kind of be you know,

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<v Speaker 1>networks and platforms and content providers are becoming you know,

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<v Speaker 1>more siloed than they had been in the past. Um

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<v Speaker 1>you know, at the same time, it is a there

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<v Speaker 1>is a very vibrant demand for content, but nonetheless, the

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<v Speaker 1>companies and the control of the content and the rights

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<v Speaker 1>is very is very concentrated with a you know, truly

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<v Speaker 1>a handful of big, big players. Is that is that

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<v Speaker 1>daunting as you try to build a build, build up

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<v Speaker 1>a business like a village rocha. It's exactly the opposite.

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<v Speaker 1>If we were in the distribution business, it would be

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<v Speaker 1>incredibly daunting because distribution is very expensive, it requires scale,

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<v Speaker 1>and you're up against the biggest companies on the planet.

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<v Speaker 1>We're in the content creation to news and it's those

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<v Speaker 1>silos that our business model is exactly built to feed

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<v Speaker 1>the fact that Warner Brothers has built HBO Max, and

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<v Speaker 1>Disney has built Disney Plus and Peacock is coming uh

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<v Speaker 1>that will take up content that previously had been distributed

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<v Speaker 1>around the industry. So the previous consumers of Warner Brothers

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<v Speaker 1>content are going to be shut out of Warner Brothers

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<v Speaker 1>content as it all goes increasingly to HBO Max. That

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<v Speaker 1>opens the door for The Village road Show UM and

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<v Speaker 1>other investments that will make in this space. On the

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<v Speaker 1>production side, they'll be able to deal independently with all

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<v Speaker 1>the different platforms as an honest broker and be able

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<v Speaker 1>to deliver content that meets each one of those and

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<v Speaker 1>it won't be the same type of content. They'll have

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<v Speaker 1>a demographic that they'll be trying to fill, and we

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<v Speaker 1>have a very diverse catalog of content in development to

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<v Speaker 1>be able to meet those needs. So it's those silos

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<v Speaker 1>that are exactly the business opportunity that we're pursuing because

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<v Speaker 1>they've shut off content delivery to other platforms that continue

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<v Speaker 1>to need it, and they needed themselves as big as

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<v Speaker 1>Warner Brothers is. They can't create enough content for HBO Max.

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<v Speaker 1>It's a it's a huge enterprise that they're trying to create.

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<v Speaker 1>They're trying to compete head to head with Netflix. They

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<v Speaker 1>need high quality original content h and obviously too in

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<v Speaker 1>this environment, the business that the traditional TV series, the

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<v Speaker 1>construct of how studios made money on television series has

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<v Speaker 1>changed very much. For for a village road show, going

0:14:44.280 --> 0:14:47.800
<v Speaker 1>into a world where most of your upside is is

0:14:47.920 --> 0:14:51.200
<v Speaker 1>calculated up front, maybe not paid up front, but calculated

0:14:51.280 --> 0:14:54.880
<v Speaker 1>up front um that is still you feel like there's

0:14:55.000 --> 0:14:57.680
<v Speaker 1>enough of a robust business there to warrant to just

0:14:57.920 --> 0:15:01.760
<v Speaker 1>by your investment. We do. We do because it's a blend.

0:15:02.160 --> 0:15:05.480
<v Speaker 1>There's some element of the revenue stream that says you

0:15:05.560 --> 0:15:10.440
<v Speaker 1>described it's fixed margin business UM, and the margins if

0:15:10.480 --> 0:15:14.120
<v Speaker 1>you can control production costs and development costs and overhead,

0:15:14.720 --> 0:15:18.400
<v Speaker 1>are sufficient to to have a good business. But that's

0:15:18.400 --> 0:15:20.960
<v Speaker 1>not our only business. We still have the theatrical leg.

0:15:21.480 --> 0:15:25.480
<v Speaker 1>We still have our catalog of extremely valuable tent pole

0:15:25.560 --> 0:15:30.640
<v Speaker 1>titles with Matrix four coming down the pike and potentially

0:15:30.960 --> 0:15:35.640
<v Speaker 1>other sequels to our iconic properties those that's an important

0:15:35.760 --> 0:15:40.040
<v Speaker 1>leg in the business. There's UM, there's other you know,

0:15:40.160 --> 0:15:42.840
<v Speaker 1>we are dealing with the linear channels in a more

0:15:42.920 --> 0:15:46.960
<v Speaker 1>traditional television sense, so there will be international exploitation of

0:15:47.160 --> 0:15:50.360
<v Speaker 1>content we've developed for domestic platform so we look to

0:15:50.400 --> 0:15:53.160
<v Speaker 1>blend all of them. We don't want anyone to be

0:15:53.280 --> 0:15:56.320
<v Speaker 1>our soul business model. We think the combination of the

0:15:56.480 --> 0:16:01.480
<v Speaker 1>three adds value, and the value in the fixed price

0:16:01.680 --> 0:16:06.800
<v Speaker 1>contracts is stability. When you're a Village road Show sized enterprise,

0:16:07.040 --> 0:16:11.560
<v Speaker 1>extreme volatility is dangerous stability. Even though people tend to

0:16:11.600 --> 0:16:14.160
<v Speaker 1>focus on oh, it takes away your upside, it takes

0:16:14.160 --> 0:16:17.360
<v Speaker 1>away you're downside too, and so having a nice element

0:16:17.600 --> 0:16:22.600
<v Speaker 1>of known profit is very attractive as an investor. Does

0:16:22.760 --> 0:16:25.280
<v Speaker 1>Village Road Show? You know, for years, Village Road Show

0:16:25.800 --> 0:16:28.840
<v Speaker 1>was very closely aligned in the feature business with Warner Brothers.

0:16:29.200 --> 0:16:32.560
<v Speaker 1>You know, had had agreements together. Do there are those

0:16:32.640 --> 0:16:35.160
<v Speaker 1>still in existence? Do you still have that relationship or

0:16:35.160 --> 0:16:37.600
<v Speaker 1>are you more of a what more playing the field

0:16:37.680 --> 0:16:40.600
<v Speaker 1>these days in the film On the film side, we're

0:16:40.600 --> 0:16:43.520
<v Speaker 1>still a very active partner of Warner Brothers. Um it's

0:16:43.560 --> 0:16:49.280
<v Speaker 1>not an exclusive relationship and never actually was. The prior

0:16:49.360 --> 0:16:53.160
<v Speaker 1>incarnation of Village did several movies with Sony. We have

0:16:53.320 --> 0:16:56.600
<v Speaker 1>some older paramount pictures that our in our catalog. So

0:16:57.640 --> 0:17:00.920
<v Speaker 1>we've always had the ability and have always had relationships

0:17:01.000 --> 0:17:04.879
<v Speaker 1>with other studios, But we do have an anchor relationship

0:17:04.920 --> 0:17:08.920
<v Speaker 1>with Warner Brothers, and our development of that co owned

0:17:09.000 --> 0:17:14.359
<v Speaker 1>i P is central to to that part of that relationship,

0:17:14.440 --> 0:17:17.080
<v Speaker 1>and we look forward to working with them on a

0:17:17.160 --> 0:17:21.520
<v Speaker 1>continuing basis. But we are free to do other things

0:17:21.560 --> 0:17:25.000
<v Speaker 1>with other studios, either the television side of other studios

0:17:25.119 --> 0:17:28.440
<v Speaker 1>or the theatrical side of other studios. Will develop those

0:17:28.520 --> 0:17:32.480
<v Speaker 1>relationships and continue to do what what is the intersection

0:17:32.600 --> 0:17:36.000
<v Speaker 1>of the content that we have and the consumer appetite

0:17:36.040 --> 0:17:40.040
<v Speaker 1>that we see And when you're producing uh in the

0:17:40.200 --> 0:17:43.040
<v Speaker 1>TV series Realm, do you are there things that you

0:17:43.240 --> 0:17:46.440
<v Speaker 1>anticipate Bill Road Show producing entirely on their own or

0:17:46.520 --> 0:17:48.680
<v Speaker 1>are you gonna? Are you still in a business of

0:17:48.720 --> 0:17:53.760
<v Speaker 1>looking for partners on a project project. We're very opportunistic.

0:17:53.880 --> 0:17:58.119
<v Speaker 1>We're capable of doing anything on our own. UM. We

0:17:58.720 --> 0:18:01.760
<v Speaker 1>accept partners when they make sense within the context of

0:18:01.800 --> 0:18:06.800
<v Speaker 1>the project. We don't start things meeting a partner. That's

0:18:06.840 --> 0:18:10.960
<v Speaker 1>not our business model. UM. The company is very well

0:18:11.040 --> 0:18:15.840
<v Speaker 1>capitalized and capable internally of creating and developing and producing

0:18:15.920 --> 0:18:19.280
<v Speaker 1>anything that we start. But there are just certain times

0:18:19.359 --> 0:18:22.080
<v Speaker 1>where you know, somebody has a piece of I P

0:18:22.440 --> 0:18:24.760
<v Speaker 1>and you have a take and putting those two things

0:18:24.800 --> 0:18:27.240
<v Speaker 1>together makes a lot of sense. And that's where partnerships

0:18:27.280 --> 0:18:33.120
<v Speaker 1>are organic and important. M Um, let's talk about Europa Corp.

0:18:33.280 --> 0:18:36.960
<v Speaker 1>You are an investor in Europa Corp. And obviously that's

0:18:36.960 --> 0:18:39.560
<v Speaker 1>a company that that I'm sure gives you a really

0:18:39.880 --> 0:18:43.640
<v Speaker 1>you know, a good sense of the global market for content.

0:18:43.760 --> 0:18:47.040
<v Speaker 1>But you know, beyond just beyond the United States, Um,

0:18:47.640 --> 0:18:50.360
<v Speaker 1>that company has obviously been through They've just been through

0:18:50.440 --> 0:18:53.000
<v Speaker 1>a restructuring, They've had a lot of management changes in

0:18:53.080 --> 0:18:57.200
<v Speaker 1>the last couple of years. What do you uh, you know,

0:18:57.320 --> 0:19:00.520
<v Speaker 1>what what has kept you invested in or rope for

0:19:01.359 --> 0:19:03.800
<v Speaker 1>Let me ask you the kind of the bigger picture

0:19:03.880 --> 0:19:07.040
<v Speaker 1>question about the content business that that I'm sure you

0:19:07.119 --> 0:19:10.119
<v Speaker 1>have to as an investor really evaluate. One of the

0:19:10.240 --> 0:19:12.960
<v Speaker 1>things that we've been talking about, the production models, the

0:19:13.240 --> 0:19:16.359
<v Speaker 1>profit models are all changing for film and television, and

0:19:16.400 --> 0:19:19.880
<v Speaker 1>that makes it very hard to to evaluate and really

0:19:19.960 --> 0:19:23.879
<v Speaker 1>put a number on the long term value of an

0:19:23.920 --> 0:19:29.640
<v Speaker 1>individual movie, an individual television program. How as you look

0:19:29.680 --> 0:19:31.920
<v Speaker 1>at as you know you have you have been in

0:19:32.000 --> 0:19:34.240
<v Speaker 1>the business of buying film libraries. You bought the Lake

0:19:34.320 --> 0:19:37.840
<v Speaker 1>Shore Entertainment Library a couple of years ago. Village Road

0:19:37.880 --> 0:19:41.920
<v Speaker 1>Show has a library. How do you go about, you know,

0:19:42.320 --> 0:19:46.040
<v Speaker 1>in a world where syndication futures is you if you will,

0:19:46.200 --> 0:19:49.040
<v Speaker 1>are not nearly as predictable as they once were because

0:19:49.080 --> 0:19:51.960
<v Speaker 1>the market is so much bigger. What are the what

0:19:52.080 --> 0:19:54.080
<v Speaker 1>are the measures? What are the what are the yard

0:19:54.200 --> 0:19:58.200
<v Speaker 1>sticks that you use to evaluate a library that you're

0:19:58.200 --> 0:20:01.760
<v Speaker 1>considering buying or or the potential of a property that

0:20:01.840 --> 0:20:04.480
<v Speaker 1>you're considering investing in at a time when when there's

0:20:04.880 --> 0:20:09.240
<v Speaker 1>so much about the way people make money is changing. Um,

0:20:10.560 --> 0:20:13.359
<v Speaker 1>there is a lot of change going on. We do

0:20:13.520 --> 0:20:17.240
<v Speaker 1>a very granular analysis of any library we're looking to acquire,

0:20:17.960 --> 0:20:20.600
<v Speaker 1>and what that means is you're really looking at the

0:20:20.680 --> 0:20:25.800
<v Speaker 1>individual pieces of content and what they're the rights are

0:20:25.880 --> 0:20:28.840
<v Speaker 1>that are associated with them, and what channels are available

0:20:28.920 --> 0:20:31.399
<v Speaker 1>to you and what channels will be exploited in the future.

0:20:31.600 --> 0:20:33.840
<v Speaker 1>So you do have a lot of visibility, even though

0:20:33.880 --> 0:20:36.800
<v Speaker 1>there's change coming. You do have a lot of visibility

0:20:36.880 --> 0:20:40.919
<v Speaker 1>because the path of content is sort of set when

0:20:40.960 --> 0:20:44.760
<v Speaker 1>it's created and then it's observable over over its life.

0:20:45.560 --> 0:20:48.720
<v Speaker 1>And what I mean by that is. The change that's

0:20:48.760 --> 0:20:51.040
<v Speaker 1>happening is going to be happening more to new content

0:20:51.160 --> 0:20:55.360
<v Speaker 1>than to the library content, and so it's easier to address.

0:20:55.920 --> 0:20:58.200
<v Speaker 1>So a new piece of content that you make for Netflix,

0:20:58.880 --> 0:21:01.960
<v Speaker 1>you know, it doesn't have the the life cycle that

0:21:02.040 --> 0:21:05.200
<v Speaker 1>it would have had fifteen years ago because Netflix doesn't

0:21:05.200 --> 0:21:08.080
<v Speaker 1>operate the way they did then, and um and the

0:21:08.160 --> 0:21:11.600
<v Speaker 1>world doesn't operate that way. So now you have an

0:21:11.640 --> 0:21:14.679
<v Speaker 1>opportunity to make something for a margin and you put

0:21:14.760 --> 0:21:18.560
<v Speaker 1>you don't get the international upside um. So that's sort

0:21:18.600 --> 0:21:22.159
<v Speaker 1>of what you're talking about in terms of the change

0:21:22.320 --> 0:21:26.320
<v Speaker 1>that's happening. The rights that had historically been left with

0:21:26.440 --> 0:21:31.680
<v Speaker 1>producers or monetized in different ways aren't being that monetized

0:21:31.720 --> 0:21:35.359
<v Speaker 1>in those ways. But there's a lot of library, older

0:21:35.480 --> 0:21:39.840
<v Speaker 1>assets that still are where the rights aren't controlled in

0:21:39.920 --> 0:21:41.600
<v Speaker 1>the same way as they're going to be controlled in

0:21:41.640 --> 0:21:46.680
<v Speaker 1>the future. There's still a very robust international demand for content.

0:21:47.440 --> 0:21:52.280
<v Speaker 1>The more and more um quality pieces of i P

0:21:52.600 --> 0:21:56.800
<v Speaker 1>that get locked up in these streaming platforms, the less

0:21:56.840 --> 0:22:01.240
<v Speaker 1>and less independent distributors in far entire tories have available.

0:22:01.440 --> 0:22:05.000
<v Speaker 1>So you know, we can look at things very gradually.

0:22:05.080 --> 0:22:07.560
<v Speaker 1>We can still understand how they're going to be exploited

0:22:07.640 --> 0:22:09.919
<v Speaker 1>over the next thirty years, and we can still measure

0:22:10.000 --> 0:22:13.719
<v Speaker 1>that with a high degree of of accuracy. And as

0:22:14.240 --> 0:22:17.160
<v Speaker 1>we continue to evolve our portfolio, we're always looking behind

0:22:17.359 --> 0:22:20.280
<v Speaker 1>and forward, you know, how we're our projections when we

0:22:20.359 --> 0:22:22.840
<v Speaker 1>made them, and how does that influence how we make

0:22:22.920 --> 0:22:26.200
<v Speaker 1>future projections. And that ropebust level of data that we

0:22:26.320 --> 0:22:29.800
<v Speaker 1>have gives us comfort, lets us sleep at night that

0:22:29.880 --> 0:22:32.880
<v Speaker 1>we understand how much content is worth because we look

0:22:32.920 --> 0:22:35.520
<v Speaker 1>at it. You can't just say in general how much

0:22:35.680 --> 0:22:38.240
<v Speaker 1>content is worth. You have to look at individual pieces

0:22:38.720 --> 0:22:42.120
<v Speaker 1>and model it out separately. Is it fair to say

0:22:42.200 --> 0:22:46.760
<v Speaker 1>that you are seeing a diminishing you know, revenue stream

0:22:46.960 --> 0:22:52.080
<v Speaker 1>coming from traditional sources like broadcast syndication, like cable syndication

0:22:52.680 --> 0:22:55.200
<v Speaker 1>in the US? I mean, is that are those businesses

0:22:56.160 --> 0:22:59.040
<v Speaker 1>you know, seeing the feeling the decline that we are

0:22:59.119 --> 0:23:02.960
<v Speaker 1>seeing in a macro sense of the shrinking cable universe.

0:23:04.920 --> 0:23:07.520
<v Speaker 1>The domestic TV is under a little bit of pressure,

0:23:07.600 --> 0:23:11.840
<v Speaker 1>but international TV is still robust, and overall the international

0:23:11.920 --> 0:23:15.879
<v Speaker 1>market is now larger than the US markets, So on

0:23:16.000 --> 0:23:20.280
<v Speaker 1>the whole, those those have balanced out. Um the counter,

0:23:20.600 --> 0:23:25.600
<v Speaker 1>is international TV or domestic TV. They still need content

0:23:26.200 --> 0:23:30.120
<v Speaker 1>and they still have audiences to cater to. They still

0:23:30.160 --> 0:23:33.919
<v Speaker 1>have a demographic that wants to see a certain thing. So, um,

0:23:34.000 --> 0:23:37.320
<v Speaker 1>while they're under pressure, they're under pressure to keep their

0:23:37.359 --> 0:23:40.080
<v Speaker 1>audience as well, and that keeps a certain amount of

0:23:40.800 --> 0:23:45.119
<v Speaker 1>of demand on their side that benefits owners and you

0:23:45.320 --> 0:23:48.480
<v Speaker 1>and your company. Vine at times will go into like

0:23:48.640 --> 0:23:54.480
<v Speaker 1>buying you know, very specific portfolios, portfolios of of interests

0:23:54.520 --> 0:23:57.080
<v Speaker 1>in in content that a producer might have or a

0:23:57.119 --> 0:24:00.600
<v Speaker 1>showrunner or a star. You get, you get back granular

0:24:00.880 --> 0:24:05.600
<v Speaker 1>in some deal making. Correct, absolutely, absolutely, We've we do

0:24:05.720 --> 0:24:10.639
<v Speaker 1>everything from single pictures either films or television shows up

0:24:10.680 --> 0:24:14.560
<v Speaker 1>to libraries of a hundred plus three hundred plus titles.

0:24:15.359 --> 0:24:19.560
<v Speaker 1>So we're capable of spanning the universe of of investment.

0:24:20.600 --> 0:24:23.760
<v Speaker 1>And do you do you license the library because you've

0:24:23.800 --> 0:24:26.400
<v Speaker 1>picked up you know, Village Road Show, Europa, Lake Shore,

0:24:26.480 --> 0:24:30.120
<v Speaker 1>do you have some some way to license the library.

0:24:31.160 --> 0:24:33.639
<v Speaker 1>Do you market the library as a as a Vine

0:24:34.280 --> 0:24:37.280
<v Speaker 1>Alternative Investments library or do you do it sort of

0:24:37.359 --> 0:24:40.359
<v Speaker 1>by brand when you're if you're trying to license, you know,

0:24:40.480 --> 0:24:44.000
<v Speaker 1>do a big content licensing deal. Right now, we're still

0:24:44.840 --> 0:24:50.639
<v Speaker 1>licensing titles under the original uh cat library names. So

0:24:50.800 --> 0:24:53.680
<v Speaker 1>if you're talking about Rischer or gay Lord or some

0:24:53.840 --> 0:24:55.720
<v Speaker 1>of the other titles that we've had where we have

0:24:56.240 --> 0:25:01.800
<v Speaker 1>international distribution, our distributions still uses is the the original

0:25:01.920 --> 0:25:06.360
<v Speaker 1>is just that because that's the familiar name in the marketplace. UM.

0:25:06.640 --> 0:25:10.240
<v Speaker 1>As we get bigger, we will entertain whether or not

0:25:10.440 --> 0:25:15.360
<v Speaker 1>the Vine brand UM gives us scale. You know, we've

0:25:15.400 --> 0:25:20.920
<v Speaker 1>acquired the capacity to service and sell those assets across

0:25:21.080 --> 0:25:23.800
<v Speaker 1>the globe, So we're doing all of that internally with

0:25:23.880 --> 0:25:27.960
<v Speaker 1>the acquisitions we've made. UM. So with increasing acquisitions, it

0:25:28.040 --> 0:25:30.720
<v Speaker 1>will just organically become more familiar to the marketplace that

0:25:30.800 --> 0:25:36.200
<v Speaker 1>these are Vine assets. So but at this at this moment,

0:25:36.520 --> 0:25:39.040
<v Speaker 1>do you have your own kind of like licensing and

0:25:39.080 --> 0:25:43.239
<v Speaker 1>distribution team or it do we do? We have far

0:25:43.320 --> 0:25:46.600
<v Speaker 1>in sales and all of the back office support you

0:25:46.680 --> 0:25:51.400
<v Speaker 1>need to handle that from delivery to payment of participations,

0:25:52.320 --> 0:25:55.800
<v Speaker 1>all of those, all of the capabilities within the Vine

0:25:55.960 --> 0:26:00.440
<v Speaker 1>ecosystem go. And that's based in l A. It is

0:26:00.920 --> 0:26:06.720
<v Speaker 1>it is UM. Jim. Before you started, before you co

0:26:06.880 --> 0:26:09.800
<v Speaker 1>founded by an Alternative Investments in two thousand six, you

0:26:09.880 --> 0:26:14.760
<v Speaker 1>spent sixteen years with JP Morgan as a banker working

0:26:14.800 --> 0:26:18.200
<v Speaker 1>in asset backed securities. What was it about your time

0:26:18.280 --> 0:26:23.159
<v Speaker 1>at JP Morgan that led you to launch Fine? You know,

0:26:23.480 --> 0:26:28.320
<v Speaker 1>at JP Morgan, my clients were especially finance companies that

0:26:29.119 --> 0:26:32.840
<v Speaker 1>UM that needed to finance themselves in a creative way

0:26:33.640 --> 0:26:37.360
<v Speaker 1>and did so by issuing asset back securities backed by

0:26:38.040 --> 0:26:44.720
<v Speaker 1>any number of different esoteric assets from golf cars to airplanes, helicopters,

0:26:45.400 --> 0:26:48.479
<v Speaker 1>regular cars, you name it. It was a very diverse

0:26:49.480 --> 0:26:53.920
<v Speaker 1>universe of customers that I served at JP Morgan. What

0:26:54.119 --> 0:26:57.840
<v Speaker 1>that taught me was, you know what investors looked for

0:26:58.400 --> 0:27:02.960
<v Speaker 1>in institutional grade investments and how they liked the cash

0:27:03.000 --> 0:27:07.919
<v Speaker 1>flows and the diverse the importance of diversification and and correlation. UM.

0:27:08.880 --> 0:27:11.960
<v Speaker 1>There was a consumer credit cycle and a commercial credit cycle,

0:27:12.800 --> 0:27:17.240
<v Speaker 1>and when I came across the entertainment sector, I realized

0:27:17.280 --> 0:27:21.920
<v Speaker 1>that there was no credit cycle associated with the entertainment sector. Yes,

0:27:22.000 --> 0:27:23.800
<v Speaker 1>it went up and down, but it didn't go up

0:27:23.840 --> 0:27:26.800
<v Speaker 1>and down with respect to when the stock market went

0:27:26.840 --> 0:27:29.040
<v Speaker 1>up and down or when credit went up and down,

0:27:29.119 --> 0:27:32.159
<v Speaker 1>when the economy went up and down. And we did

0:27:32.200 --> 0:27:33.800
<v Speaker 1>a lot of digging, we did a lot of homework,

0:27:33.840 --> 0:27:36.160
<v Speaker 1>and we were able to demonstrate that we could create

0:27:36.320 --> 0:27:41.560
<v Speaker 1>an institutional quality investment out of investing in media and entertainment,

0:27:42.160 --> 0:27:44.560
<v Speaker 1>and it was differentiated. It was an opportunity to give

0:27:44.640 --> 0:27:47.359
<v Speaker 1>something to the investor base that they had no access

0:27:47.440 --> 0:27:52.160
<v Speaker 1>to before. And we tested that business model and ultimately

0:27:52.280 --> 0:27:54.720
<v Speaker 1>launched our first fund in two thousand seven right before

0:27:54.800 --> 0:27:59.880
<v Speaker 1>the crash, and the crash very articulately demonstrated that those

0:28:00.000 --> 0:28:03.960
<v Speaker 1>assets could survive and thrive in a very adverse market

0:28:04.480 --> 0:28:06.440
<v Speaker 1>and that's what led to the growth of mine for

0:28:06.440 --> 0:28:11.480
<v Speaker 1>the last thirteen years. So you and so economic downturns

0:28:11.600 --> 0:28:15.000
<v Speaker 1>are are nothing new and you you have managed your

0:28:15.040 --> 0:28:18.280
<v Speaker 1>way through them in the past. Are there any lessons

0:28:18.560 --> 0:28:21.919
<v Speaker 1>from two thousand, two thousand eight, two tho nine period

0:28:22.000 --> 0:28:24.560
<v Speaker 1>you think that will be applicable to the you know

0:28:24.960 --> 0:28:27.159
<v Speaker 1>what we hope will be the great re emergence and

0:28:27.240 --> 0:28:30.840
<v Speaker 1>then in the coming months. You know that from an

0:28:30.880 --> 0:28:34.639
<v Speaker 1>investors standpoint, the big lesson and people tend to forget

0:28:34.720 --> 0:28:38.360
<v Speaker 1>this is just because the industry is not correlated. It

0:28:38.440 --> 0:28:41.360
<v Speaker 1>doesn't mean you can't make bad deals. Uh. And it's

0:28:41.480 --> 0:28:44.880
<v Speaker 1>it's discipline and deal making. It's it's discipline and risk

0:28:44.960 --> 0:28:49.280
<v Speaker 1>taking that are the most important elements of success. It's

0:28:50.280 --> 0:28:53.920
<v Speaker 1>from my perspective, it's about creating partnerships that benefit both sides.

0:28:54.000 --> 0:28:56.760
<v Speaker 1>Those are the best deals, and when they do benefit

0:28:56.880 --> 0:28:59.440
<v Speaker 1>both sides, you know you're there to come back and

0:29:00.040 --> 0:29:02.840
<v Speaker 1>your partner is there to do more and and that

0:29:03.080 --> 0:29:07.920
<v Speaker 1>creates a virtuous circle of growth. So the lesson is

0:29:08.000 --> 0:29:11.360
<v Speaker 1>clearly just because there's there's a lot of liquidity and

0:29:11.440 --> 0:29:14.040
<v Speaker 1>this sector is not correlated, doesn't mean every deal you

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<v Speaker 1>can do is gonna make money. You really have to

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<v Speaker 1>stick to your to the nuts and bolts of what

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<v Speaker 1>you do and really understand the nuances of the space.

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<v Speaker 1>Great well, Jim, thank you for spending time with us

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<v Speaker 1>to help us do just that. I really appreciate it's

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<v Speaker 1>it's great to talk with you. Good luck getting through

0:29:32.600 --> 0:29:36.080
<v Speaker 1>this and we'll definitely stay tuned. Say thank you, Cynthia.

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<v Speaker 1>This was great. I appreciate the time to talk. Thanks

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<v Speaker 1>for listening. Be sure to tune in next week for

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<v Speaker 1>another episode of Strictly Business.