"We Inherited 3 Streaming Platforms—We’re Building 1"
- Romy Kraus
- 11 hours ago
- 4 min read
Paramount’s new CEO David Ellison aims to unify tech, cut costs, and challenge Netflix and Amazon head-on - Inside Paramount’s shift to long-term creative partnerships and sports-driven streaming growth
David Ellison is now in charge of reshaping one of the oldest names in media. After completing a merger between his company, Skydance, and Paramount, Ellison steps into the CEO role with a clear mandate: restructure, scale, and modernize. The son of Oracle co-founder Larry Ellison—Paramount’s largest shareholder—he brings both Hollywood and Silicon Valley instincts to the table.
With Skydance, Ellison built a studio that leaned into technology early, betting on streaming before it was standard and experimenting with interactive formats. At Paramount, he’s applying the same approach: consolidate fragmented tech systems, double down on high-profile content partnerships, and use live sports to fuel subscriber growth. He’s also repositioning the company’s news division, acquiring The Free Press to accelerate Paramount’s digital transformation and rebuild trust in its news ecosystem.
What follows is a detailed look at how he plans to align old Hollywood infrastructure with modern platform thinking—and why he believes Paramount can grow by making more, not less.
The Lowdown
Paramount is merging three separate streaming platforms—Paramount+, Pluto TV, and BET+—into a single tech stack to cut costs and improve performance.
The company aims to compete with Netflix and Amazon through better recommendation algorithms and unified data.
Ellison is pushing a long-term content model, signing creators to multi-project deals and expanding live sports, including the UFC.
In news, Paramount’s acquisition of The Free Press is part of a broader move to build a trusted, digital-first platform across formats.
AI is seen as a creative tool, not a replacement for artists, with IP protection as a core priority.
Despite speculation about going private, Ellison says staying public offers more value and transparency.
“We Inherited Three Streaming Platforms… We’re Building One”
Paramount currently operates three separate streaming platforms across two different cloud systems—a costly and inefficient setup. Ellison’s first major project is unifying those systems into a single platform that can scale efficiently and power smarter recommendations.
The consolidation is designed to improve performance, reduce overhead, and centralize user data to strengthen Paramount’s algorithms. Ellison frames it as both a cost play and a growth opportunity.
“The more data you get in there, the better you’re going to be able to recommend content. We are overhauling the product right now.”
“We Want the Next Four or Five Movies—Not Just the Next Deal”
Ellison’s approach to content is about longevity. He’s signing creators to long-term partnerships rather than project-by-project deals. The goal is to create consistency and loyalty across both film and series production.
The company has already brought in major names like James Mangold and partnered with Activision on Call of Duty adaptations. Sports are a key piece of the strategy: acquiring rights to the UFC gives Paramount year-round sports coverage and access to 100 million global fans.
“We want to build relationships with talent over a decade. When you eliminate that double paywall, you make it much more accessible.”
“Technology Is in Service of the Content”
Paramount is hiring Silicon Valley veterans, including former Meta product chief Dan Glasgow, to lead product development and digital innovation. But Ellison insists the company’s focus remains on storytelling.
He argues that technology should enhance creative output, not dictate it. Deep tech partnerships, unified data systems, and improved user experiences are all positioned as tools to expand reach and engagement.
“We just hired our CPO from Meta—he’s a phenomenal leader. We’re building platforms that are competitive with Netflix and Amazon.”
“The Legacy of CBS, The Edge of The Free Press”
In news, Ellison wants to merge CBS’s credibility with the agility of a digital-first outlet. The acquisition of The Free Press is meant to accelerate that process.
He says Paramount’s goal is to become the “most trusted destination in news media,” appealing to audiences across the political spectrum by focusing on transparency and civil discourse. The Free Press will remain digital, but Ellison plans to integrate it into a future direct-to-consumer platform.
“We believe in the open exchange of ideas and civil discourse... The Free Press accelerates our ability to meet audiences where they are.”
“AI Is a Tool for Artists—Not a Replacement”
Ellison views artificial intelligence as an inevitable part of media production but emphasizes responsible use. He compares AI’s potential to the early days of digital animation—transformative, but dependent on creative control.
Paramount plans to use AI to enhance workflows while protecting intellectual property and creators’ rights.
“AI is a new pencil for artists, not a replacement for them...There’s a responsible way to use it, and we’re going to stay on that side.”
“We See More Value in Being Public”
With Larry Ellison as the largest shareholder, questions have surfaced about whether Paramount might eventually go private. David Ellison dismisses the idea, saying the company’s growth prospects and access to capital are stronger as a public entity.
He also stresses that while his father is a key adviser, day-to-day decisions are his own.
“I run the company day-to-day. He’s the largest shareholder—but I’m in charge.”“We think there’s actually more opportunity as a public company than as a private one.”
Quickfire
Q: Why acquire The Free Press when big media’s track record with digital outlets has been weak?A: CBS lacked a cohesive digital strategy. The Free Press accelerates digital reach and brings a built-in audience focused on trust and open dialogue.
Q: Will Pluto and Paramount+ ever merge into one app?
A: Not yet. The company is consolidating back-end systems first before any consumer-facing unification.
Q: How do you approach consolidation rumors, like a potential Warner Bros. Discovery deal?
A: Any merger would focus on creating more content and value, not cutting back. Ellison says the goal is to grow output, not shrink it.
Q: What role does Larry Ellison play?
A: He’s an active shareholder and mentor, but not involved in daily operations. His focus remains on long-term value creation.
