i3 - November/December 2017 - 10

Tech

By Cindy Loffler Stevens

I N N OVATO R

Chairman and
CEO of Turner,
John Martin -
Reimagining TV

T

o Turner Broadcasting Chairman and
CEO John Martin, the key to the company's success has been reimagining
TV to better interact with fans in new
ways using the latest technologies, as
well as insights gleaned from enhanced
data gathering capabilities. Turner,
a Time Warner company, is a global entertainment
and news business that has stayed ahead by creating
premium content and delivering exceptional experiences to its engaged viewers, creating the most valuable kind of audience - fans.
As an influential media company, Turner has a portfolio of premium news, entertainment, kids and young
adult, and sports programming. Its well-known
brands include CNN, ELEAGUE, HLN, TBS, TNT,
TCM, truTV, Cartoon Network and Adult Swim,
Bleacher Report, Boomerang, iStreamPlanet, Super
Deluxe and Turner Sports.
Previously, Martin was chief financial and administrative officer of Time Warner Inc., where he headed
finance, accounting, mergers and acquisitions among
other areas. Prior to that, in 2008, Martin served as
executive vice president and CFO of Time Warner
Cable Inc. among other executive roles. He began
working at the company in 1993 as a manager of
SEC financial reporting and then took over the reins
of Turner in 2014. Before joining Time Warner, he was
a CPA working as a senior accountant at Ernst and
Young LLP in New York.
Martin, 50, has received numerous honors for his
leadership including Adweek's Power List: Top 100
Leaders in Media, Marketing and Tech as well as
Variety's New Power New York List. i3 recently spoke
with him about how his media company is embracing
technology and Turner's plans at CES 2018.

10

NOVEMBER/DECEMBER 2017

Martin, in his
One Time
Warner Center,
NYC office, has
six screens
always on to
stay informed.

Q How do you define disruption in the media?
A Our industry is facing what we call a "race to the center."

Traditional digital and technology players are racing to become
more proficient in content creation and delivery, while traditional
content companies - like Turner - are racing to become
more proficient in using data and technology. Technology has
changed consumption habits, which has changed - or blown
up - traditional business models for our industry. The result is
a paradigm shift toward the need to deliver excellent experiences
that create dedicated fans. Producing premium content is
what we do best, but now we are making investments in technology and enhancing our ability to gather and apply data to
have a bigger impact on how we conduct our business. Given our
progress to date, I like our chances in this race very much.

Q You have been transforming Turner from an ad-supported
basic cable network company to a fan engagement company
with technology as the hub. How does your CES strategy
help that transformation?
A Traditionally, CES was a sales opportunity for us. Only recently
did we pivot our CES strategy toward highlighting our brands,
I T I S I N N O VAT I O N



i3 - November/December 2017

Table of Contents for the Digital Edition of i3 - November/December 2017

Contents
i3 - November/December 2017 - Cover1
i3 - November/December 2017 - Cover2
i3 - November/December 2017 - Contents
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i3 - November/December 2017 - Cover3
i3 - November/December 2017 - Cover4
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