NYCEDC Report Final

8/3/2019 NYCEDC Report Final

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KNOWLEDGE PARTNER

Final Report


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NEW YORK CITY ECONOMIC DEVELOPMENT

CORPORATION

OFFICE OF THE PRESIDENT

Seth Pinsky, President

Josh Wallack, Chie Operating OicerKyle Kimball, Chie Financial Oicer

Maria Torres, Chie o Sta

KNOWLEDGE PARTNER OLIVER WYMAN

Martin Kon, Partner Head o Media &

Entertainment Practice (New York)

MARKETING

Peyton Sise, Senior Vice President

CENTER FOR ECONOMIC TRANSFORMATION

Steven Strauss, Managing Director

Kristy Sundjaja, Senior Director

EXTERNAL AFFAIRS

David Lombino, Executive Vice President

PUBLIC AFFAIRS

Julie Wood, Vice President (Alumni)

Grace Cheung, Communications Associate


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THIS REPORT WAS AUTHORED BY

Steven Strauss

Kristy SundjajaPeter Robinson (Alumni)

Andrew Chen

ACKNOWLEDGMENTS

We are thankul or the guidance provided by the

project chairs throughout the project: Tim Armstrong,CEO & Chairman o AOL; Jerey L. Bewkes, Chairman

& CEO o Time Warner; Peter O. Price, President &

CEO o Premiere Previews; Sir Martin Sorrell, CEO

o WPP Group; and to all the participants in the

Media. NYC.2020 work. Our particular thanks to the

Media. NYC.2020 CEO Committee, and to the global

management-consulting irm Oliver Wyman, represented

by Martin Kon, Head o the Media & Entertainment

practice, or their strategic guidance as NYCEDCs

knowledge partners.


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INTRODUCTION:

LETTER FROM SETH PINSKY

Fast-paced, connected, relevant: these are just a ew o the deining characteristics o New York City. It is no wonder,

then, that New York City has long been an international media capital. Many o the worlds largest media companies

are headquartered here, with businesses based here alone generating roughly hal o the countrys revenues in

magazines, books and broadcast television and accounting or a quarter o the countrys market share in newspapers

and cable television. However, traditional media business models are being challenged as new technologies change

the industry landscape. At NYCEDC, we believe that to bolster the Citys media sector and to maintain its status as the

worlds leading media capital, we need to transorm our media and technology sectors.

Through Media.NYC.2020, launched in February 2009, NYCEDC set out to identiy speciically what the challenges

(and opportunities) acing New Yorks media sector are in order to secure NYCs place as an industry leader by 2020.

Our year-long examination o the dynamics acing the sector drew upon the insights and recommendations o more

than 200 experts, venture capitalists and academics. Together with industry leaders, we identiied our strategic areas

o ocus: promoting connectivity; ostering innovation and entrepreneurship; opening a bi-lateral media gateway; and

attracting top talent.

The initiatives launched in the past two years have already had a signiicant impact. They include cultivatingcollaborations among the Citys start-ups, media companies, and academic institutions through the NYC MediaLab;

ostering innovation through the NYC BigApps Competition, developed in partnership with the Department o

Inormation Technology and Telecommunications to provide sotware developers with access to over 150 City datasets,

resulting, in among other things, in a partnership with $100 MM BMW iVentures und; spurring entrepreneurship

through low-cost, shared workspace or start-ups through incubators such as the Hive at 55 and the acility at

160 Varick; investing in seed-stage companies through the NYC Entrepreneurial Fund; and mentoring nearly 400

enterprising New Yorkers through two initiatives, NYC Venture Fellows and JumpStart.

As we continue to cultivate a 21st century media culture here in New York, NYCEDC is working to ensure that the

Citys media sector remains the most ast-paced, connected, global, innovative and adaptive on the planet. While

the sector will undoubtedly continue to ace uture challenges, we are committed to creating growth opportunitiesthat build on a strong history o leadership leadership that I am conident our City can, thanks to the depth o our

talented workorce, maintain in the coming decades and beyond.

Seth Pinsky

President

NYCEDC

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INTRODUCTION:

LETTER FROM PROJECT CHAIRS

Dear Friends,

NYC has a bright uture as a global media capital thanks to the depth o its creative,

technical and managerial talent. However, the uture does pose challenges or NYCs

media industry, as new technology continues to disrupt existing business models and

growth in emerging markets outpaces more established media markets in the United

States and Europe.

To help NYC navigate these challenges, we were pleased to partner with NYCEDC on

Media.NYC.2020. This initiative brought together City government with media leaders

rom NYC and beyond to examine the trends and uncertainties shaping the uture o

media globally and identiy concrete steps NYC could take to strengthen its position as

a global media hub. This report summarizes the indings o Media.NYC.2020, and we

trust that it will be o interest both to our private sector colleagues with a stake in the

uture o the media industry and to anyone passionate about the uture o NYC as a

media capital.

As you will see in the report, Media.NYC.2020 has led to a number o innovative

initiatives. We applaud these eorts by NYCEDC and their partners in the NYC

media community.

Tim Armstrong Jeffrey L. Bewkes

CEO & Chairman o AOL Chairman & CEO o Time WarnerPeter O. Price Sir Martin SorrellPresident & CEO oPremiere Previews

CEO o WPP Group

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EXECUTIVE SUMMARY

The media ecosystem in New York City,

as elsewhere, is being undamentally

transormed. Mayor Michael R. Bloomberg

notes NYC is the media capital o the world,

butwith the industry undergoing proound

changesits incumbent on us to take steps

now to capitalize on growth opportunities

and ensure we remain an industry leader. To

address these challenges, Mayor Bloomberg

and the NYC Economic Development

Corporation (NYCEDC) launched Media.

NYC.2020 in February, 2009. The vision of

Media.NYC.2020 is to secure NYCs status

as the worlds leading media capital

by 2020.

We would like to thank the project Chairs:

Tim Armstrong, Chairman & CEO, AOL;

Jerey L. Bewkes, Chairman & CEO, Time

Warner; Sir Martin Sorrell, CEO, WPP Group;

and Peter O. Price, President & CEO, Premiere

Previews. We would also like to thank

the participants in the Media.NYC.2020

community or their support (see Appendices

A and B), and the global management-

consulting irm Oliver Wyman, represented

by Martin Kon, Head o the Media &Entertainment practice, or their strategic

guidance as NYCEDCs knowledge partners.

Media.NYC.2020 convened a series o workshops and panel

discussions with over 200 industry leaders rom each o the key media

sectors as well as real estate, inancial services, and academia. These

sessions aimed to understand:

1. NYCs current situation and relative market share;2. likely potential scenarios or the uture o the industry; and

3. actionable next steps the City can take to help strengthen

its situation

To realize the project vision, industry leaders proposed that NYC ocus

on our strategic areas:

Connectivity: Connecting people to one another andto world-class data networks, as well as ostering cross-

industry collaboration;

Innovation: Developing a world-class hub or innovation,providing key resources or startups, and connecting them to

sources o unding, as well as incubators;

Talent and Education: Recruiting home-grown technical talent,relaxing visas or international talent, expanding creative and

technical programs at universities, and retooling skills o current

media employees;

Turning NYC into a Bi-Lateral Media Gateway: An entry pointor oreign companies, and a staging ground or US companies

reaching out to the world.

These initiatives have already produced signiicant results. BMW

iVentures has recently opened in NYC, attracted by the Media.

NYC.2020 initiatives and community.

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ACTIONABLE NEXT STEPS: MEDIA.NYC.2020 ANDRELATED INITIATIVES

NYC has already launched a suite o initiatives that ocus on these our crucial areas.

INITIATIVE CONNECTIVITY INNOVATION

TALENT AND

EDUCATION

NYC Media Lab

Media and Tech BondProgram

NYC Venture Fellows

Startup Procurement andPrepare for Success

NYC BigApps Competition

Hive at 55

JumpStart New Media

International and DomesticRecruitment

Incubators

NYC Venture Connect

NYC Enterpreneurial Fund

Engineering and Applied

Sciences Research Campus (RFEI)

TURNING NYC

INTO A BI-LATERAL

MEDIA GATEWAY

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EXECUTIVE SUMMARY

A set o no regret moves was identiied that would beneit NYC under all scenarios:

1. NYC Media Lab: Seeks to partner

companies looking to advance new

media technologies with academic

institutions undertaking related

research. Our partners or this initiative

are the Polytechnic Institute o New

York University (NYU-Poly) and

Columbia University.

2. Media and Tech Bond Program: Helpsstartup and small companies purchase

manuacturing, research, or production

acilities, retroit existing buildings to

accommodate high-ech servers, or make

large IT purchases.

3. NYC Venture Fellows: Selective, annual

program or rising, high-potential

entrepreneurs rom around the

world. Our partner or this initiative is

Fordham University.4. Startup Procurement: NYC will

encourage local startups and established

irms to team up on bidding or city

IT contracts and promote other city

contracting opportunities.

5. Prepare for Success: Workshops to

address challenges aced by startups

in NYC.

6. NYC BigApps Competition: Annual

sotware competition to develop onlineand mobile applications that utilize city

data. Our initial partners or this initiative

are the NYC Department o Inormation

Technology and Telecommunications

and ChallengePost.

7. Hive at 55: A center or media

reelancers at 55 Broad Street. Our

partners are the Downtown Alliance and

Rudin Management.

8. JumpStart New Media: Training program

to assist displaced or entrepreneurial

junior to mid-level employees explore

opportunities in new and digital media.

Our partner or this initiative is theLevin Institute.

9. International and Domestic

Recruitment: Recruitment campaign

across Asia and the Middle East, as well

as Silicon Valley and greater Boston.

10. Incubators: High-quality, ready-to-use

oice space that includes basic business

services. The irst incubator was launched

at 160 Varick Street in July 2009 as a

partnership with Trinity Real Estate andPolytechnic Institute o NYU.

11. NYC Venture Connect: NYC created a

website to serve as a central inormation

portal or entrepreneurs.

12. NYC Entrepreneurial Fund (NYCEF):

A $22 MM und the irst o its kind

outside Silicon Valley. Managed by

FirstMark Capital, the target is NYC-

based technology startups.

13. Engineering and Applied SciencesResearch Campus, Request for

Expressions of Interest (RFEI):

On December 16, 2010, Mayor

Bloomberg announced a bold initiative

to increase the scale o NYCs applied

sciences community.

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NYC MEDIAS CURRENT SITUATION

NYC has more media jobs and is home to more multi-billion dollar

media companies than any other city in the world. NYCs media

ecosystem includes the largest advertisers, the most respected

news agencies, and the largest broadcast and cable television

networks. Companies in NYC have access to an unparalleled variety

o talent, and entrepreneurs have access to venture capital, which

is ueling innovation. Finally, as the largest US air travel hub, NYC

is an accessible, international center. But what will the NYC media

landscape look like in a decade?

2020 LIKELY SCENARIOS

We canvassed the opinions o 200+ media executives. A synthesis o

these discussions suggested three plausible scenarios or the media

ecosystem in NYC by 2020:

Scenario A: Fragmentation. Content,the backbone o NYCs media ecosystem,

declines in value. Value lows to device

and connectivity players (not a traditional

NYC strength). Potential risks in this

scenario are that NYC loses talent and its

networks weaken.

Scenario B: New Equilibrium. NYCsmedia ecosystem continues to grow

on current course and speed. Mediacompanies begin to build a business

around digital models. Networks remain

in place, and startups collaborate with

incumbents. NYC competes with other

media capitals or global prominence.

Scenario C: Concentration. Content isking and there is a high concentration

and diversity o media businesses in NYC.

Content, device and connectivity players

create and capture additional value, and

ad spend grows. Job growth increases

across all sectors. With investment in

world-class data inrastructure, NYC

becomes a hub o entrepreneurial activity.

Innovation drives M&A activity. NYC

strengthens its position as the global

media hub.

High

Low

TECH ISKING

CONCENTRATION

INN

YC

CONTENT ISKING

Scenario

A

Scenario

B

Scenario

C

DIVERSITY/CONCENTRATION OF MEDIA IN NYC

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EXECUTIVE SUMMARY

EMERGING THEMES IN MEDIA

How these scenarios develop and which one triumphs depends on the

answers to three broad questions:

What kind o content and experiences will consumers demand? How will they ind and access content? How will business models and value chain competition evolve?

Panel members eel conident identiying eight themesdomestic vs.international, mass vs. niche content, personalized content delivery,

digital distribution, payment models, advertising evolution, and

network opennesswhose evolution will provide answers to these

questions. But each theme has open issues that will only be answered

by the quality, price, and convenience o the product delivered to

consumers. Today, its easier to list the spectrum o possibilities than it

is to give concrete answers. In the report, we ully delineate the seven

themes and possible outcomes. However, whatever the uture holds,

we believe Media.NYC.2020 and related initiatives are no-regret

moves that will strengthen the City.

We thank the more than 200 media and entertainment executives or

their unvarnished opinions about NYCs uture as a media center and

the triggers the City might leverage to maintain its status as the global

media hub. It has been our great pleasure to work on this project and

we look orward to the implementation o our recommendations.

Sincerely,

Steven StraussKristy Sundjaja

Peter Robinson

Andrew Chen

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TABLE OF CONTENTS

1. MEDIA.NYC.2020 PROJECT SUMMARY OF ACTIONABLE NEXT

STEPS AND WORK IN PROGRESS 2

2. NYCS CURRENT SITUATION AND MARKET SHARE IN MEDIA 5

3. PLAUSIBLE POTENTIAL SCENARIOS IN GLOBAL MEDIA AND

IMPLICATIONS FOR NYC 8

4. CONCLUSION 14

APPENDICES 16

A. MEDIA.NYC.2020 CEO ADVISORY COMMITTEE 16

B. ADDITIONAL MEDIA.NYC.2020 PARTICIPANTS 19

C. MAJOR MEDIA.NYC.2020 EVENTS 32

D. FIRST YEAR NYC VENTURE FELLOWS 33


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NYC has launched a suite o initiatives that

ocus on the our areas crucial to maintaining

the Citys status as a global media capital:

Connectivity, Innovation, Talent & Education

and Turning NYC into a Bi-Lateral Media

Gateway. Listed below is a brie status update

on Media.NYC.2020 and related initiatives.

For continually updated inormation, please

visit www.nycedc.com.

NYC MEDIA LAB

(WWW.NYCMEDIALAB.ORG)

NYC Media Lab partners companies looking

to advance new media technologies with

academic institutions undertaking related

research. The Media Labs database o

research projects acilitates interactions

between researchers and corporate partners,

and generates workshops on practical

applications. An Executive Director, Roger

Neal, was hired to oversee all Media Lab

activities, which has already resulted in a

number o cross-sector workshops on topics

such as digital advertising, analytics, online

media, and gaming. Our partners or this

project are Polytechnic Institute o NYU (host)and Columbia University.

NYC VENTURE FELLOWS

(NYCVENTUREFELLOWS.ORG)

NYC Venture Fellows is a selective,

annual program or rising, high-potential

entrepreneurs rom around the world.NYCEDC, in conjunction with Fordham

University, established NYC Venture Fellows

to provide a group o entrepreneurs rom

a variety o industries with the proessional

network, resources, and training to build

scalable, NYC-based businesses. Each year,

Fellows will be matched with mentors or

one-on-one advice and support. Following

completion o the one-year program, NYC

Venture Fellows will remain engaged and

connected through an alumni network. Fora list o the irst year Venture Fellows, see

Appendix D. We would like to thank the

Venture Fellows Selection Committee:

Lawrence Lenihan, CEO and ManagingDirector o FirstMark Capital

Rev. Joseph M. McShane, S.J., Presidento Fordham University

Emily Raerty, President o theMetropolitan Museum o Art

Sir Martin Sorrell, CEO o WPP Group Fred Wilson, Managing Partner o Union

Square Ventures

1. MEDIA.NYC.2020 PROJECT SUMMARY OF

ACTIONABLE NEXT STEPS AND WORK IN

PROGRESS

2


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STARTUP PROCUREMENT

NYC encourages local startups and

established irms to team up on bidding

or city IT contracts and promote other city

contracting opportunities or startups. Forthis, city agencies hosted Gov 2.0 Tech Forum

designed to educate small and start-up

tech companies about the citys evolving use

o technology and to help these companies

become involved in the citys IT processes. The

one-day orum, held at Digital Sandbox at 55

Water Street in Lower Manhattan, included

a panel discussion and presentations by city

agencies and private sector partners rom

the Department o Inormation Technology &

Telecommunications (DOITT), Department o

Small Business Services (SBS), Mayors Oice

o Contract Services (MOCS), venture capital

irms, IBM, and Google.

PREPARE FOR SUCCESS

The city has hosted several workshops to

address challenges aced by startups in NYC.

The Department o Small Business Services

(SBS) assisted in administering these essential

workshops. For example, a workshop on PR,

Marketing, and Branding was hosted at The

Hive at 55 with representatives rom nearly 30

companies in attendance. A similar workshop

on Legal issues or startups was hosted at

DLA Piper.

NYC BIGAPPS COMPETITION

(WWW.NYCBIGAPPS.COM)

BigApps is an annual sotware competition to develop online and

mobile applications that utilize city data. The irst NYC BigApps

Competition launched in October 2009. BigApps received 85 eligiblesubmissions in December, and the winners were determined in January.

NYC BigApps 2.0 launched in Q3 o 2010 and inished in March o

2011. The second competition garnered even more involvement by

both the developer and NYC community, attracting a partnership

with BMW iVentures, who provided a $100,000 yearly donation

and announced their $100 MM venture und in NYC. BigApps 3.0

is currently in development, with an expanded ocus to challenge

developers to create even more useul mobile and web applications

or NYC.

HIVE AT 55 (WWW.HIVEAT55.COM)

The lack o aordable workspace and specialized equipment or

emerging sub-sectors such as gaming and social networking is a

barrier to growth. To address this issue, NYC has partnered with the

Downtown Alliance and Rudin Management to launch a center or

media reelancers at 55 Broad Street. Hive at 55 is a 5,000-square-

oot space or 50 media proessionals at a time (and up to 1,850

per year) who need quality workspace on a daily or short-term basis

and access to services such as contract editing, news eeds, and

conerence space.

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INCUBATORS

NYC is partnering with academic institutions

and commercial landlords to establish

high-quality, ready-to-use oice space that

includes basic business services. The irst

incubator was launched at 160 Varick Street

(a partnership with Polytechnic Institute o

NYU and Trinity Real Estate) in July 2009 and

we have subsequently launched six additional

incubators. Startups can sublease spacestarting at $200 per person per month or six

months with an option to renew. The space

can accommodate 85-100 entrepreneurs.

NYCEDC will continue to expand the

incubator program.

NYC VENTURE CONNECT

(WWW.NYCVENTURECONNECT.COM)

NYC created and manages a website to

serve as a central inormation portal orentrepreneurs. It includes a comprehensive

calendar o seminars and networking events,

a directory o existing real estate and unding

venues, a discussion orum, and other

resources. Currently, NYC Venture Connect

is being managed in partnership with

Columbia University.

NYC ENTREPRENEURIAL FUND (NYCEF)

To strengthen and expand early-stageentrepreneurship in media companies,

NYC created a $22 MM und the irst o

its kind outside Silicon Valley. Managed by

FirstMark Capital, the target is NYC-based

technology startups.

1. MEDIA.NYC.2020 PROJECT SUMMARY OF ACTIONABLE

NEXT STEPS AND WORK IN PROGRESS

JUMPSTART NEW MEDIA

(WWW.LEVININSTITUTE.ORG/JUMPSTARTNYC)

JumpStart New Media is a training program to assist displaced or

entrepreneurial junior to mid-level employees explore opportunities

in new and digital media. The irst JumpStart New Media program,

which launched in February 2010, consisted o a training boot

camp, ater which the irst class o 50 participants was oered a

10-week unpaid apprenticeship with a new media company. The

program built on Mayor Bloombergs successul JumpStart NYC

program designed or workers laid o rom the inancial servicessector. To date, 350 participants have completed the JumpStart

program, with approximately 18 percent o participants staying on

with their JumpStart company (ull-time or part-time) or starting

their own company. Nearly 15 percent o participants ound jobs

during the program or one month ater program completion,

and over 500 companies have expressed interest in taking on a

JumpStart consultant.

INTERNATIONAL AND DOMESTIC RECRUITMENT

As a part o Media.NYC.2020, BMW has recently decided to establishits $100 MM BMW iVentures und in NYC, just one example o the

NYCEDCs eorts in multinational corporation recruitment. NYC is

home to 29 multi-billion dollar media companies, more than any other

city in the world. To ensure its position as the global bi-lateral media

gateway by increasing representation among emerging international

and domestic media players, NYC, along with media executives, is

embarking on a recruitment campaign across Asia and the Middle

East, as well as in Silicon Valley and greater Boston. To date, Media.

NYC.2020 workshops have been convened in San Francisco, London,

and Delhi, and the CEO Advisory Committee has been expanded to

include executives rom companies in Europe and Asia. In December2010, NYC hosted its irst World to NYC delegation, the beginning

o a series o programs hosting delegations o oreign executives o

entrepreneurial companies to reduce the barriers or establishing

a New York City presence. World to NYC delegations with China,

Singapore, and London have brought in nearly 70 companies and

nearly 90 delegates to NYC. Only visiting NYC a ew months prior,

two companies have decided to open operations in NYC.

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2. NYCS CURRENT SITUATION AND MARKET

SHARE IN MEDIA

NYC is the media capital o the world, home to more than 17,000

media companies employing more than 300,000 people. NYC has

more media jobs and is home to more multi-billion dollar media

companies than any other city. Many media companies with

headquarters outside NYC also have a signiicant presence in the city

(e.g., Google, WPP).

On a national scale NYC has the largest share o US media jobs. For

example, NYC is home to 2.7% o the US population, yet accounts or

20.4% o magazine publisher employment, 15.4% o book publisher

employment, 11.5% o motion picture employment, and 11.2% o

advertising employment (19.6% o ad agency employment).

NYCs media ecosystem includes the largest advertisers, the most

respected news agencies, and the largest broadcast and cable

television networks. Small and mid-sized companies also abound.More than one-third o NYCs media jobs come rom companies

with 100 or ewer employees; and 46% o media employees work in

media companies with 500 or ewer employees.

Paris

12

London

11

SF

8

LA

7

Las Vegas

5

Chicago

3

NYC

29

35

0

30

25

20

15

10

5

2.4 x nextglobal

media hub

3.6 x nextUS

media hub

TOP HEADQUARTER LOCATIONS OF MAJOR MEDIA &ENTERTAINMENT COMPANIESCompanies with annual revenue over $2 BN

Source: US Bureau o Labor Statistics, May 2007, Hoovers. One Source, Oliver Wyman analysis

Magazine publishing

0% 10% 20% 30%

Book publishing

TV Broadcasting

Motion picture

Advertising

Cable programming

Internet publishing

20.4%

15.4%

12.1%

11.5%

11.2%

11.1%

6.1%

NYC EMPLOYMENT AS % OF US (2009)

Source: Bureau o Labor Statistics and NYCEDC analysis

Companies in NYC have access to anunparalleled variety o talent. NYC has

more business managers and proessionals

(accounting, inance, and legal) than any

other US city, and is among the top 2

American cities in its pool o creative talent.

NYCs dynamism particularly attracts young

talent, drawing more than 20% o graduating

classes rom top schools such as Cornell,

Dartmouth, Harvard, MIT, and Wharton1.

1 Source: The Wharton School Career Report, HarvardCareer Report, Cornell Engineering Post Grad Stats,MIT Graduating Student Survey, MBA EmploymentReport Sloan, HBS Data & Stats Career Hiring, WhartonMBA Career Report, Johnson Employment Report, TuckEmployment Statistics, Kellogg Employment Statistics,Columbia Business School Employment Report.

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2. NYCS CURRENT SITUATION AND MARKET SHARE

IN MEDIA

%

OFEMPLOYEESOF

TOTALUS

3.0%

1.5%

9.2%

8.0%

2.8%

0.7%

3.1%

3.8%

2.7%

1.2%

3.8%

4.9%

25%

0%

20%

15%

10%

5%

5,072KNYEMPLOYEES 163K 95K

Management1 Creative2TotalNY

LA

SF

Chicago

%O

FGRADUATINGSTUDENT

S

MOVINGTONYC

32% 32%

47%

26%24%24% 23%

21%

15% 15%

35%

50%

0%

UNDER-

GRADUATE

MBA

Cornell Engineering

Johnson

Wharton

Wharton

Dartmouth

Tuck

Harvard

HBS

MIT

Sloan

Northwestern

Kellogg

40%

30%

20%

10%

SHARE OF OCCUPATIONAL EMPLOYMENT OF USPercent o industry occupations by major US city

Source: Bureau o Labor Statistics

1. Management includes all business type managers including chie executives, operations, PR, administrative, inormation, fnancial, HR,

production, and purchasing

2. Creative includes artists, perormers, media analysts, reporters, media technicians, and designers

Source: The Wharton School Career Report, Harvard Career Report, Cornell Engineering Post Grad Stats, MIT Graduating Student Survey,

MBA Employment Report MIT Sloan, HBS Data & Statistics Career Hiring, Wharton MBA Career Report, Johnson on Employment Report, Tuck

Employment Statistics, Kellogg Employment Statistics, Columbia Business School Employment Report

Note: Columbia, NYU, Princeton, and Stanord report location by Northeast region only and have been excluded

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NYC has a track record o innovation and

entrepreneurship. Notable media and

related technology startups include mobile

(Foursquare), online video (Howcast, Boxee),

advertising (Clickable), e-commerce (Etsy),

email (Thrillist), blogging (Tumblr), news

(Huington Post), and hyperlocal (Outside.

in)2. Startups are ueled by NYC-based venture

investors, such as FirstMark Capital, First

Round Capital, RRE Ventures, DFJ Gotham,

Greycrot, Greenhill, and Union Square

Ventures, which have actively participated in

the Media.NYC.2020 program.

NYC is an accessible, international hub, the

largest US air travel hub by all measures

(average daily departures, average daily

passengers, etc.). NYC annually hosts

more than a dozen major media events

and conerences, including Internet Week,

AdWeek, Social Media Week, and TheWebby Awards.

Last, NYC oers an attractive quality o lie.

NYC is sae and continues to get saer: rom

2000-2009, major elonies in NYC declined

by 43% compared with an 8% drop in

the US as a whole (source: NYPD and FBI).

NYC is clean: in 2010 the Mayors Oice o

Operations ound 97% o sidewalks and

94% o streets acceptably clean. NYC is

diverse: 36% o New Yorkers are oreignborn and 48% o people in New York City

speak a language other than English at

home. And NYC is a cultural hub: home to

over 700 perorming arts companies and

more than 200 museums and historical sites3.

2 Source: Silicon Alley Insider 2010.3 Source: HR&A analysis o 2007 NYSCA and 2006

DCA data.

Despite NYCs many attributes as a

media capital, it cannot simply rest on its

accomplishments. Seoul and Singapore are

ocusing on new media and technology;

and Mexico City, Sao Paulo, and Beijing

are looking to dominate the media market

in their respective regions. Technology

such as video conerencing is making it

easier to work remotely, so geographic

proximity could become less important in

the uture, particularly given the relatively

high cost o employing personnel in NYC.

To ensure that NYC maintains its status

through 2020 and beyond, NYC must

be the most attractive location or three

key stakeholder groups: leading media

companies, startups and entrepreneurs, and

talent. The Media.NYC.2020 and related

initiatives the City has launched represent our

eorts so ar to make NYC more attractiveor each o these stakeholder groups.

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In thinking about potential uture scenarios,

we started by identiying emerging themes

in media around which there is relative

consensus as well as areas where there

are open questions and uncertainty. Based

on the uncertainties, we identiied three

potential scenarios that could play out or

the global media industry, each with dierent

implications or NYC. The scenarios are not

orecasts but possible directions the media

industry could take depending on how

dierent uncertainties unold. The purpose

o identiying plausible scenarios was to

develop actionable next steps, in the ace o

uncertainty, that could help strengthen NYCs

media industry regardless o uture outcomes.

3A. EMERGING THEMESIN MEDIA

Facilitated by Oliver Wyman, media and

entertainment executives outlined eight

themes aecting the evolution o the

media ecosystem between now and 2020.

Questions were presented to Media.NYC.2020 participants with a spectrum o

possible outcomes, and participants were

polled on expected uture outcomes along

the spectrum. For example, we asked how

participants thought content would be

monetized in the uture. They were asked

to choose which model would dominate

3. PLAUSIBLE POTENTIAL SCENARIOS IN GLOBAL

MEDIA AND IMPLICATIONS FOR NYC

along a spectrum, rom user-paid a la

carte transactions or content and bundled

subscriptions on one end, to ad-supported

and publicly sponsored content at the other

end. Through this polling and discussion with

participants, we identiied areas o consensus,

relected in the ollowing emerging themes:

1. Shifting Media Activities. Hybrid media

activities, the advent o producing and

mobiling, and multi-tasking will

increase overall consumer time spent with

media and drive revenue growth.

2. Increasing Importance of Non-US

Markets. Non-US consumers grow

disproportionately in spending power,

and international markets will spawn new

content creators serving both local and

US audiences.

3. Mass vs. Niche Content. Mass-market

blockbusters and niche user-generated

content grow symbiotically, leaving mid-

tail content pinched on both sides.

4. Personalized Content Delivery.

Consumers rely heavily on personalized

discovery or on-demand access

to content.

5. Digital Distribution. The shit rom

physical to digital distribution results

in a migration rom high-price content

ownership to lower-cost content access.

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6. Payment Models. Industry revenue

migrates away rom transactional

content purchases toward bundled

subscriptions, advertising, and consumer

electronics purchases.

7. Advertising Evolution. Targeted

and more measurable (perormance-

based) advertising replaces traditional

interruption-style ads.

8. Network Openness. Over-the-top

video services to PCs and mobiles

prolierate, ragmenting audiences.

3B. OPEN QUESTIONS

The themes presented above relect the

consensus opinions rom the participants

in this project. However, with a number o

questions and possible outcomes we posed

to Media.NYC.2020 participants, there was

much less consensus about position along

the various spectra or the themes. The

open questions represent areas where our

participants answers were dispersed across a

range o alternatives.

Value capture. Although new (e.g., mobiling) and hybrid (e.g., reading/watching/listening) activities are emerging, which will capture bulk value from these activitiescontentproviders or technology companies?

Content taken for grantedand assumed free, consumers

pay only for device andconnectivity

Value shared betweencontent, devices and

connectivity

Content providers reassertvalue capture leads

in new sectors

The future of mid-tail content. While blockbusters and user-generated content grow insymbiosis, professional mid-tail content will be squeezed. Will it disappear?

Professional mid-taildisappears, succumbs

to squeeze

Professional mid-tail retools formuch lower cost model to

attempt to compete successfully

Maintenance/growth inimportance of

professional mid-tailcontent

Size and nature of overall ad spend. The shift from buying discrete content to securingaccess to content will impact advertising. But will overall ad spend grow or decline? Howmuch will shift to alternate models (e.g., search)?

Decline in ad spend: declinein traditional ad business,Little innovation toward

new models

Ad spend returns toprevious levels,

maintaining status quo

Ad spend grows throughcombination of

traditional and new

alternate models

Drivers of innovation. Media innovation will primarily come from startups. But how willinnovation achieve scale? Will it do so from the growth of more independent Googles orwith support from established players?

All innovation comes fromstart-ups, who reach scale as

stand-alones

Innovation shared by start-upsand incumbents through

collaboration

Est. players leverageassets & harness

start-ups creativity tolead innovation

Established media players and their staff. Jobs will likely be transferred away fromasset-intensive creation and distribution. Will established players retool to create new jobsinternally, or will jobs be transferred elsewhere?

Est. content players, esp.publishing and TV, retrencharound much leaner orgs

Established playerscannibalize obsolete

activities internally

Established playersembrace digital, re-inventthemselves and grow

Relevance of global hubs. Faster growth in international markets will power the rise offoreign media hubs. How important will proximity or co-location/hubs be for global playersand related businesses?

Virtual collaborationbecomes standard andco-location becomes

irrelevant

Continued existence ofregional and/or sector hubs

New x-sector activitiesmake proximity essential

= mega media hubs

1

2

3

4

5

6

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3C. THREE SCENARIOS FOR MEDIA EVOLUTION

Based on the dispersion o participants polling responses across the spectrum o alternatives and their thoughts regarding

the most likely outcomes or each uncertainty, we have constructed three possible scenarios or the media sector:

These three scenarios can be described as ollows:

3. PLAUSIBLE POTENTIAL SCENARIOS IN GLOBAL MEDIA

AND IMPLICATIONS FOR NYC

Content taken for granted andassumed free, consumers pay only for

device and connectivity

Who wil capture value?Content providers ortech cos?

Value shared between content,devices, and connectivity

Content providers reassert valuecapture leads in new sectors

Ad spend grows throughcombination of traditional and new

alternate models

Will ad spend grow or decline?

How much will shift to

alternate models?

How will innovation achieve

scale? By growth of

independent Googles or

support from est. players?

Will est. players retool &

create new jobs or will jobs

shift elsewhere?

How important will

proximity or hubs be?

Scenario A B C

Will professional mid-tailcontent disappear?

Maintenance/growth in importanceof professional mid-tail content

Professional mid-tail disappears,succumbs to squeeze

Professional mid-tail retools for muchlower cost model to attempt to

compete successfully

Decline in ad spend: decline intraditional ad business, Little

innovation toward new models

Ad spend returns to previous levels,maintaining status quo

All innovation comes from start-ups,who reach scale as stand-alones

Innovation shared by start-ups andincumbents through collaboration

Est. content players, esp. publishing andTV, retrench around much leaner orgs

Established players cannibalizeobsolete activities internally

Established players embrace digital,re-invent themselves and grow

Virtual collaboration becomes standardand co-location becomes irrelevant

Continued existence of regionaland/or sector hubs

New x-sector activities make proximityessential = mega media hubs

Est. players leverage assets and harnessstart-ups creativity to lead innovation

1

2

3

4

5

6

A B CFRAGMENTATION NEW EQUILIBRIUM CONCENTRATION

Whocapturesvalue?

Content (particularly professionalmid-tail content) declines in value

Lower cost production models dominate

Overall ad spend diminishes

Content, devices, and connectivitycapture value, likely at todays levels

Professional mid-tail content retools inorder to compete

Ad spend remains static

All aspects of ecosystem especiallycontent capture additional value

Professional mid-tail content retools

Ad spend grows through both existingand new models

Who leadsinnovation?

As incumbents falter, startups leadinnovation

Incumbents and startups collaborate toinnovate

Incumbents and startups collaborate toinnovate more extensively

What doesthis meanfor talent?

Talent faces a tough market ascompanies retrench around leanerorganizations

Companies restructure around the newworld, so there are roles for talent whohave adapted

As companies restructure around thenew world and locate new value,there are many new roles

Howimportantare hubs?

Regional/sector hubs remain important Regional/sector hubs remain important As the importance of extensivecollaboration grows, proximity is critical,and mega media hubs begin to emerge

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Each scenario has a dierent impact on NYC:

SCENARIO A: FRAGMENTATION

Content, the backbone o NYCs media industry, declines in value.

Many o NYCs large content-ocused companies (including magazine,

newspaper, and book publishers as well as television producers)

ace a more challenging environment. Advertising spend a critical

component o media that is tied strongly to content spend

declines. Growth in media and technology activity in NYC comes

rom device and connectivity players, but ragmentation and the

lack o strong content companies constrains growth o device and

connectivity companies.

As companies (especially content companies) retrench, the Citys

competitive position is stressed. The vibrant network/cluster eect

weakens, making innovation and entrepreneurial activity more

challenging. With content companies and ad agencies strugglingand minimal growth in the device and connectivity space, NYC must

compete harder to maintain its position.

SCENARIO B: NEW EQUILIBRIUM

The Citys media ecosystem continues to grow on current course and

speed. Content, device, and connectivity players capture value and add

jobs at todays rate, and ad spend remains lat. As NYCs media companies

begin to build a business around digital content (e.g., magazines and

newspapers) and orge new advertising models, they retain existing

talent with relevant skills and continue to attract some new talent.

Productive networks remain in place, and the number o startups

gradually increases. Entrepreneurship and innovation remain part o,

though not a hallmark o, the NYC media ecosystem. Collaboration

between incumbents and startups generates a ew success stories o

scaled innovation.

SCENARIO C: CONCENTRATION

Content, device, and connectivity players

create and capture additional value, and ad

spend grows through both existing and newmodels. Media companies concentrate in NYC,

and job growth increases across all sectors.

Proessional mid-tail content retools, opening

the door or additional post-production activity

in the city. As companies capture additional

value and more ully embrace the digital

world, talent locks to NYC.

Media and technology companies o all sizes

and ages o maturity interact and collaboratewith great requency. Investment in world-class

data inrastructure increases NYCs production

and distribution capability. With a thriving

network o media companies and access to

best-in-class talent and data inrastructure,

NYC becomes even more o a hub o

entrepreneurial activity. Extensive collaboration

between incumbents and startups drives

innovation, which sparks M&A activity.

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3D. REALIZING THE VISION: MEDIACONCENTRATION IN NYC

In scenario C, Concentration, all players in the media ecosystem

capture additional value, ad spend grows, incumbents and startups

collaborate heavily, and exciting jobs attract talent. Scenario C is the most

attractive scenario or NYC and best represents NYCs vision or 2020,

NYC positions as the dominant media capital o the world. However, no

matter which scenario plays out, we see our no-regret areas that the Cityshould ocus on (one, Connectivity, is split in two parts):

1. NYC MUST DEVELOP A WORLD-CLASS HUB FOR INNOVATION,

PROVIDE KEY RESOURCES FOR STARTUPS, AND CONNECT THEM TO

SOURCES OF FUNDING, AS WELL AS INCUBATORS

NYC has a number o strengths: a thriving network o startups and

inancing support, more business managers than any other US city,

and the second-largest pool o creative talent in the country. But a

number o actors hinder startups. Inormation about resources or

new businesses is ragmented; NYC should play a role in unitingand disseminating such inormation. NYC has more proessionals

to support the media industry (e.g., accountants, lawyers, inance

proessionals) than any other US city; NYC should certainly provide

guidance to startups on how to leverage this network. Similarly, NYC

should help connect startups with potential new sources o inancing.

2. NYC SHOULD AIM TO BE THE MOST CONNECTED CITY IN THE

WORLD IN TERMS OF BOTH PEOPLE AND DATA

Regarding people, the city can acilitate many dierent types o

connections. Currently, with somewhat o a velvet rope syndrome,

startups have diiculty connecting with leading companies and

executives. To that end, it is important that the City encourage

collaboration both within the media sector and across other

industries. For example:

Within the media ecosystem, collaboration between startupsand established companies will encourage innovation but allow

nascent ventures to obtain valuable guidance;

3. PLAUSIBLE POTENTIAL SCENARIOS IN GLOBAL MEDIA

AND IMPLICATIONS FOR NYC

Interaction between investorsinterested in speciic media sectors

and entrepreneurs in these sectors will

encourage unding o new businesses;

NYC houses a number o world-classeducational institutions with relevant

creative and technical programs; these

institutions are home to budding talent

and research, both o which beneit the

media sector. Sectors such as ashion/retail and

healthcare, which are still developing

their media strategies, could beneit rom

interacting with media companies.

The city should also encourage world-class

data inrastructure. This inrastructure could

take a number o orms (e.g., WiFi, WiMax)

and could be widespread or concentrated

in portions o the city where media

companiesespecially emerging mediacompaniesare clustered.

3. NYC SHOULD POSITION ITSELF

AS AN INTERNATIONAL BI-LATERAL

MEDIA GATEWAY

NYC should seek to be the place rom

which US media companies reach out to

the rest o the world to recruit talent and

companiesand the US entry point or

oreign companies. NYC already has relevantassets; it is an international travel hub and

host to over a dozen media events and

conerences. NYC should also encourage

non-US media companies to establish their

North American headquarters in NYC (e.g.,

the recent success with BMW iVentures).

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CRITICAL ELEMENTS TO ACHIEVE VISION FOR NYC

Responsiveness to changing consumer preference(e.g., hybrid media activities, content discovery)and development of new business models(transition to digital, shift in advertising)

Collaboration across sectors and across companiesranging from start-ups to conglomerates

World-class data infrastructure and access

Creative and technical minds to capitalize onnew business models and grow the industry

Openness to the rest of the world as criticalsource of content and talent for the US and amarketplace for US content

NYC as entry point for US market for leadinginternational players

AREA OF FOCUS EXAMPLE INITIATIVE

Innovation

Connectivity people

Connectivity data infrastructure

Bi-lateral mediagateway

Talent and education

NYC VentureFellows

NYC MediaLab

NYC BigApps

World2NYC

IncubatorsJumpStart

VISION: NYC THE WORLD MEDIA CAPTIAL IN 2020

4. NYC SHOULD BE THE PLACE WHERE MEDIA COMPANIES CAN FIND THE BEST TALENT

NYC now has more multi-billion dollar media companies and more media jobs than any other

city, access to talent rom nearby universities, a high standard o living, and unmatched ethnic

diversity. The city should enhance these strengths by ocusing on a ew major areas:

Recruiting eorts should ocus on technical talent, now in short supply (or exampleNYCEDC recently hosted NYC@Boston, chaired by Charlie Kim, CEO o Next Jump, to

attract engineering talent to NYC).

NYC should help with talent retention wherever possible. Restrictive visa policies make theUnited States a diicult place or newespecially internationaltalent.

To ensure that the city has ongoing access to young talent, it should help expand the

creative and technical programs o existing universities, perhaps by providing grants oradditional research acilities or by oering unds or endowed positions. In addition,

the city could develop ree courseware, both technical and creative. (The RFEI or an

Engineering & Applied Sciences Research Campus represents a city commitment to

substantial investment in expanding technical academic programs in NYC).

NYC should look to retool the skills o current media employees.

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4. CONCLUSION

Already home to leading global media

companies and top industry talent, NYC is

uniquely poised to meet uture challenges

acing the media industry. NYCs eorts in

the past two years have laid the groundwork

to strengthen our key areas: promoting

connectivity, ostering innovation &

entrepreneurship, opening a media gateway,

and attracting talent. Key accomplishments

have been made in generating growth in

media through key programs, especially:

Challenging developers to create over140 apps through the NYC BigApps

Competition, resulting in a strong

partnership with the $100 MM BMW

iVentures und.

Creating collaborations between 200+academics, media companies, and

startups through NYC MediaLab.

Providing talented creatives andentrepreneurs with workspace through

incubators such as Hive at 55 and

160 Varick.

Mentoring and developing nearly400 talented New Yorkers through

NYC Venture Fellows and the

JumpStart initiative.

Investing in seed stage companiesthrough the NYC Entrepreneurial Fund,

beginning with the startups MyCityWay

and Medico.

Key to these eorts moving orward is

the collaboration among industry leaders,

many o whom have already dedicated

their time and insights to these indings.

Through interviews and discussions with

leaders in media, entertainment, and

technology, as well as our knowledge

partner Oliver Wyman, NYC has developed

an inormed and thorough view o the

uture o the media ecosystem. Though

acing uture challenges and uncertainties,

NYC can, through continued collaboration,

achieve the best-case scenario or the

media industry. To this end, NYCEDC has

initiated a suite o public and private sector

initiatives, and the results described inthis report attest to NYCs commitment to

both securing its status as a global media

capital by 2020 and pioneering the industry

transormations necessary to do so.

14


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26/44

APPENDIX A: MEDIA.NYC.2020 CEO ADVISORY COMMITTEE(ALPHABETICAL BY FIRST NAME)

ABBE RAVENPresident & CEO

A&E Television Networks

ALAN PATRICOF

Managing Director

Greycrot Partners

ALBERT WENGER

Partner

Union Square Ventures

ALEX BLUM

CEO

KickApps

ALEX DOUZET

President & Co-Founder

TheLadders.com

AMISH JANI

Managing Director

FirstMark Capital

ANDREW LIPSHER

Partner

Greycrot Partners

ARCHIE COXChairman

Barclays Americas, Barclays

BARRY DILLER

Chairman & Senior Executive

IAC

BILL BAKER

President Emeritus

WNET/Channel Thirteen

BILL RUDIN

President

Rudin Management

CARL WEISBROD

President

Trinity Real Estate

CELLA IRVINE

President & CEO

About.com

CHUCK TOWNSEND

CEO

Conde Nast

DAN DOCTOROFFPresident

Bloomberg LP

DANNY SCHULTZ

Co-ounder & Managing Director

Draper Fisher Jurvetson Gotham Ventures

DAVID KIDDER

Co-Founder & CEO

Clickable

DAVID WESTIN

President

ABC, ABC News

DENNIS CROWLEY

Co-Founder

Foursquare

DENNIS SWANSON

President

Fox Television Stations Group,Station Operations

EDGAR BRONFMAN, JR.

Chairman & CEO

Warner Music Group

APPENDICES

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EMILY RAFFERTY

President

The Metropolitan Museum o Art

ERIC HIPPEAU

CEOHuington Post

ERIC LITMAN

Chairman & CEO

Medialets

ESTHER DYSON

Chairman

Edventure

GARRICK UTLEYPresident

The Levin Institute

GEORGE FERTITTA

CEO

NYC & Company

GLENN BRITT

Chairman, President & CEO

Time Warner Cable

HARTMUT OSTROWSKI

Chairman & CEO

Bertelsmann

JACKIE HERNANDEZ

COO

Telemundo

JACKIE RESES

Partner

Apax Partners

JANET ROBINSON

President & CEOThe New York Times Company

JEAN-FRANCOIS &JEAN-CHARLES DECAUX

Co-CEOs

JC Decaux

JEFF BEWKES

Chairman & CEO

Time Warner

JERRY HULTIN

President

NYU Poly

JOHN BORTHWICK

CEO

Betaworks

JOHN SEXTON

Ph.D., J.D., President

New York University

JUDY MCGRATH

CEO

MTV Networks

KEVIN RYAN

Chairman, Gilt GroupeFounder, Silicon Alley InsiderCEO & Founder, Alley Corp

LAURA LANG

CEO

Digitas

LAUREN ZALAZNICK

ChairmanEntertainment & Digital Networks andIntegrated Media, NBC Universal

LEE BOLLINGER

President

Columbia University

LES HINTON

Chie Executive Oicer

Dow Jones & Company & Publisher, TheWall Street Journal

MANNY VIDAL

President & CEO

The Vidal Partnership

MARC CENEDELLA

CEO & Co-Founder

TheLadders.com

MARC KRAMER

CEONY Daily News

SIR MARTIN SORRELL

CEO

WPP Group

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MAURICE LEVY

CEO

Publicis

MICHAEL LYNTON

Chairman & CEO

Sony Pictures Entertainment

NEAL SHAPIRO

President & CEO

WNET/WLIW and the EducationalBroadcast Corporation

PARAG SAXENA

Founder and CEO

New Silk Route/Vedanta Capital

PATRICK KEANECEO

Associated Content

PETER PRICEPresident & CEO

Premiere Previews

SEAN MCMANUS

President

CBS, CBS News and Sports

STRAUSS ZELNICK

Chairman

Take-Two Interactive Sotware

STUART ELLMAN

Co-Founder & General Partner

RRE Ventures

SUSAN LYNE

CEO

Gilt Groupe

THOMAS GLOCER

CEO

Thomson Reuters

TIM ARMSTRONG

Chairman & CEO

AOL

TOM ALLON

President & CEO

Manhattan Media

TOM CURLEY

President & CEO

Associated Press

TOM ROGERS

President & CEOTiVo

WADE TINNEY

CEO, Founding Partner

Large Animal Games

YNON KREIZ

Chairman & CEO

Endemol

APPENDIX A:

MEDIA.NYC.2020 CEO ADVISORY COMMITTEE

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APPENDIX B:

ADDITIONAL MEDIA.NYC.2020 PARTICIPANTS

APPENDIX B: ADDITIONAL MEDIA.NYC.2020 PARTICIPANTS

ABRAM GOLDFINGERNYU

ADAM SLUTSKYMimeo

ADDA BIRNIRBig Apple Ed

ADRIAN SLYWOTZKYOliver Wyman

ALAN GERSHENFELDE-Line Ventures

ALAN LEWISTake-Two Interactive Sotware, Inc.

ALAN SIEGELSiegel & Gale

ALBERT CHENGABC Television

ALBERTO FERRERThe Vidal Partnership

ALEJANDRO CRAWFORD

Nolej Studios

ALEX NAVABKohlberg Kravis Roberts & Co.

ALEXANDER ASINOVSKIRisktail

ALEXIS MAYBANKGilt Groupe

ALISON GOLDBERGTime Warner Investments

ALLIE CORLESSRentricity Inc.

ALLISON ARDENAdAge

AMOL SARVAPeek

ANAND SUBRAMANIANContextWeb

ANDREA WONGLietime Networks

ANDREA ADES VASQUEZCenter or Media and Learning, TheGraduate Center, CUNY

ANDRES SOTOColumbia University

ANDREW BARRONVirgin Media

ANGELA GALGANIColumbia Sony Pictures Entertainment

ANJULA ACHARIA-BATHDesihits

ANNABEL ALAFRIZNYCSamosa

ANSELM DOERINGEcoLogic Solutions Inc.

ANTHONY FARINACome Play Now NYC!

ANTHONY SBLENDORIOEcological, LLC

ARCHANA PATCHIRAJANNYC Way

ARE TRAASDAHLThumbplay

ARIANE DE BONVOISINFirst30Days.com

ARUN ARUNACHALAM

NYC Way

ASHEESH SAKSENATime Warner Cable

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BARBARA FEDIDACBS New Corporation

LADY BARBARA JUDGEUK Atomic Energy Authority

BARRY FISCHERTurner Broadcasting

BARRY FREY

Cablevision

BARRY SILBERTSecondMarket

BART FEDERCNN

BEN ENGEBRETHDepartment o Numbers: New York CityHome Prices and Aordability

BEN FEDERTake-Two Interactive Sotware, Inc.

BEN LERERThrillist

BEN LEWISThomson Reuters

BEN SISCOVICK

IA Venture Partners

BENJAMIN BAROKASAdMeld

BERNIE GERSHONDisney/ABC Television DigitalMedia Group

BETH ELLARDDaily Candy

BETH ANN EASONBelieNeT

BETSY FRANKTime Inc.

BILL ROEDY

MTV Networks

BLAIR WESTLAKEMicrosot

BOB KERREYThe New School

BOB SAFIANFast Company

BRAD BULLINGTONSeagate Technology

BRAD GILLESPIEIA Venture Partners

BRANDON BECKRiot Games

BRANDON KESSLERChallenge Post

BRENDAN HOFFMANLord & Taylor

BRETT CAMPERTaxiHack

BRETT MARTINAppFund

BRIAN COHENiFluence pr, Inc.

BRIAN ELIESONMassive

BRIAN DAVID-MARSHALLTo Be Continued LLC

BRIAN PADDEN

Lexeem

BRONSON LINGAMFELTERRose Tech Ventures

BRUCE CAMPBELL

President

Discovery Communications

BRUCE LINCOLNThe Fu Foundation School o Engineering

and Applied Science, Columbia University

CARL SKELTONNYU Poly

CARLOS GMEZ DE LLARENANYC Area Link

CARLTON BENNETTBaiku

CARRIE PRYORGreenwich Harbor Partners

CATERINA FAKEHunch

APPENDIX B:


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CATHERINE LEVENEDaily Candy

CECILIA PAGKALINAWANStyletrek

CELIA CHENNotesOnAParty

CHAD STOLLER

BBDO NY

CHETHANRAMACHANDRANTuriya Ventures

CHIQUITA RUFFINbandywagon

CHRIS BYRNESCharlex

CHRIS CALIPanvidea

CHRIS DIXONHunch

CHRIS HUGHESFacebook

CHRIS MARTIN

AETN Digital

CHRIS OBRIENMotionbox

CHRISTINE BEARDSELLDigitas

CHUCK DAGESWarner Bros.

CHUCK DOLANCablevision

CLIFTON BERRYCliton Charles

CLYDE SMITH

Turner Broadcasting System, Inc.

COLIN MITCHELLOgilvy

COLLEEN FAHEY-RUSHMTV

CONCETTA STEWARTPratt Institute

CRISTBAL CONDESunGard

DAN GOLDMANGUERILLAPPS LLC

DANIEL BRIGGSOrbis Education

DANIEL COHENSilver Lining

DANIEL MURPHYBlack Book Magazine

DANIELLE HOOTNICKFirstMark Capital

DANNY MOONUpNext

DAPHNE KWONExpo Communications

DARIO LAVERDENYC Events: ParksArt and Music

DAVE THOMASThe Nielsen Company, Global MediaClient Services

DAVID GAUDETTEBaruch College CUNY

DAVID HONIGVision Ventures

DAVID HUNG

Peek

DAVID HYTHASoinova

DAVID ISMAILER2K Games

DAVID KIRKPATRICKFortune

DAVID PREISMANShowtime Networks, Inc.

DAVID ROGERSColumbia Business School,Columbia University

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APPENDIX B:


DAVID SPITZWPP Group

DAVID THURMThe New York Times Company

DAVID VAN OSDOLKidos Inc.

DAVID BIRNBAUM

TAKKLE, Inc.

DAVID REINKEStylehop.com

DAVID-MICHEL DAVIESThe International Academy o Digital Arts& Sciences

DAVID ZASLAVDiscovery Communications

DAWN BARBERTech Meetup

DEBORAH FINEiVillage Properties, NBC Universal

DEBORAH SCHINDLERColumbia/TriStarMotion Picture Group,Sony Pictures Entertainment

DEREK BRANDNew York Academy o Sciences

DEVEN PAREKHInsight Venture Partners

DEVIN WENIGThomson Reuters

DINA KAPLANBlip.tv

DON RYANOberon Media

DONN RAPPAPORT

American List Counsel/Zumbox

DONNOVAN ANDREWSTribal Fusion

DOUG CRAIGDiscovery Communications

DOUG STEINERSteiner Studios

ED ADLERCorporate Communications, Time Warner

ED HSIEHIAC

ED POTTERPreceptress

ED ROSENFELDSteve Madden

EDOUARD PORTELETTEOliver Wyman

EDWARD COSTELLOStigmergy LLC

EINAV GALINBC Universal

ELLEN WESTGoogle

ELLIOT KLEINSmart Stamp/eVOTZ

ELYSE TOPALIANThe Metropolitan Museum oArt, Communications

EMILY GANNETTKlickable.tv

ERIC MORTENSENBlip.tv

ERIC NOVIKRisktail

ERIC NARCISCOEective Coverage

ERIC ZIMMERMANGamelab

ETHAN MORRISDigitas

EVAN ORENSTENLargetail LLC

EVELYN WEBSTER

IPC Media Ltd

EZRA KUCHARZCBS

FARIS YAKOBUniversal McCann

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FENIOSKY PENA-MORAThe Fu Foundation School o Engineeringand Applied Science, Columbia University

FRAN POMERANTZKorn/Ferry International

FRANK LANTZArea/Code & NYU Game Center

FRANK MACREERYPushpin Web

FRANK RIMALOVSKINYU Innovation Venture Fund

FRANK SHINNEMANSyntheZyme

FRANK ZAMMATARORentricity Inc.

FRED WILSONUnion Square Ventures

GABY DARBYSHIREGawker Media

GARRET CAMPStumble Upon

GARY KNELL

Sesame Workshop

GARY SHARMAGarysguide

GASTON CAPERTONThe College Board

GEORGE BODENHEIMERESPN and ABC Sports, Disney

GEORGE CAMPBELL, JR.Cooper Union For the Advancement oScience and Art

GERRY BYRNENielsen Business Media

GIGI SEMONEColumbia Sony Pictures Entertainment

GRAHAM LAWLORUltra Light Startups

GREG MILLERGreenhill & Co

GREG WEINSTEINMTV

GUI KARYOMajesco Entertainment

GUY GLEYSTEENTime Inc. Production

HAGEN WENZEKIBM

HARI NAIR

HolidayIQ

HENRY BLODGETSilicon Alley Insider

HERMANN MAZARDHomeShop Technologies, Inc.

IAN SCHAFERDeep Focus

INAKI BERENGUERPixable

INGRID GORMANDiscovery Communications, Inc.

ITAI KARELIC

Greenlet Technologies

IVAN MARKMANYahoo

JACK MCGOURTYThe Fu Foundation School o Engineeringand Applied Science, Columbia University

JACK DORSEYTwitter

JAI SINGHThe Huington Post

JAMES MORANNorth Bridge Venture Partners

JAMES NEVINDigitas, Inc.

JAMYN EDIS

HBO

JANINE MANDELGo Out and Do

JASON CALACANISMahalo.com

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APPENDIX B:


JASON LEBARElectronic Arts

JASON LIEBMANHowcast

JASON MALAMUDVerizon FiOS Media

JASON RICHELSON

Shopkeep.com

JAY ORFIELDRightFrame, LLC

JAY ROSENSTOCKDiscovery Communications

JEAN-PHILIPPE MAHEUOgilvy North America

JEB BONIAKOWSKNexttown

JEFF CLAVIERSotTech

JEFF HOLEPop To It

JEFF PERLMANBright Power Inc.

JEFF ZUCKERNBC Universal

JEFFREY MORDOSBBDO NY

JEFFREY DACHISDachis Group

JEFFREY HOFFMANSoup Fly

JEFFREY FLEISHMANSesame Workshop

JENNIE NEVIN

Greenspaces NY

JENNIFER FLEISSRent The Runway

JERE HESTERNYCity News Service

JEROME BLAND-SEBRIENPaywithriends Inc

JESSI HEMPELFortune Magazine

JESSICA SCHELLNBC Universal Digital Media

JI MI CHOINYU Poly

JIM DENNEYTiVo

JIM KENNEDYAssociated Press

JIM ROBINSONIV, RRE Ventures

JOBANPUTRA JALAKNew York City Investment Fund

JODY JONESScripps Networks

JOE BEIRNEPostworks NYC

JOE FILIPPAZZO

Knotebooks

JOEL DIAZJOLIBE

JOEL HENRYFig Food Company, LLC

JOHN BATTELLEFederated Media

JOHN CLARKThe City University o New York

JOHN ECKMedia Works & NBC Universal

JOHN HUMPHREYLEED AP, Sollega

JOHN MALONEYTumblr

JOHN PARTILLATime Warner

JOHN ROSSOABC Radio Networks

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JOHN WISEMANThrillist

JON KLEINCNN, Time Warner

JON KAMEN@radical media

JONAH KEEGAN

Freshman Fund

JONAH PERETTIBuzzeed

JONAH BLOCH-JOHNSONReduciy

JONATHAN BOLTAXPixelPlay

JONATHAN GASSIAC

JONATHAN HALVORSONStarcom Mediavest

JORDAN GOLDMANUnigo.com

FATHER JOSEPH MCSHANE

President, Fordham University

JOSH FREEMANDiscovery Communications

JOSH KOPPELScrollMotion

JOSH PIERRONYCPRO

JOSH WEINSTEINGoodCrush

JOSHUA BROWNCenter or Media and Learning,The Graduate Center, CUNY

JOSHUA NATHANWNET.ORG

JOSHUA SCHACHTERYahoo

JOSHUA KUSHNERThrive Capital

JOSHUA LEVINGoodeater.org

JUAN LUIS CEBRIANGrupo Prisa

JULIE RUVOLOSolvate

JULIETTE WALLACKHBO

JUN SHIMADA, PHDThinkEco, Inc.

KAEL GOODMAN

Blocks And Lots

KARIN KLEINSotbank Capital

KARLYN ARMSTRONGDow Jones & Co

KATE ROCKWOODFast Company

KATHERINE ELSASSERInternet Week

KATHRYN WYLDEPartnership or New York City

KEITH MCALLISTER

Mochila

KELLI TURNERMartha Stewart

KELLY LEACHWall Street Journal

KELLY SICKLESNoveda Technologies

KEN BRONFINHearst Interactive Media

SIR KENNETH WARRENManagement Consultant

KENNY ROSENBLATTArkadium Games

KEVIN BEATTYAssociated Newspapers

KEVIN MCCORMACKWPP Group

KEVIN PRENTISSRed Rover

KIT VAN TULLEKENQuayle Munro Limited

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APPENDIX B:


KRISTEN (KRIS) SOUMASLietime Games Studio, Lietime Networks

KRYSTYNA BLOCHR/GA

KURT BECKERNYU Poly

LAUREL TOUBY

Media Bistro Inc.

LAUREN FRITZTisch School o the Arts, NewYork University

LEE DOYLEMEC Global

LESLIE NAKAJIMANokia

LINCOLN MILLSTEINHearst Corporation

LINDA BIRBARAThomson Reuters

LINDA DORRIANAssociated Press

LONNIE ROSENBAUM

Introspectr

LUCY BARNESLucy Barnes

LUDOVIC LEROYPratt Institute

LUIS VIADAThe McGraw-Hill Companies

LUKE BEATTYAssociated Content

MAC LIPSCOMB

RRE Ventures

MAGGIE MCGUIREScholastic Media Interactive

MAHALIA ASANAENYIPublicSway

MANUEL URRUTIATime Warner

MARA EINSTEINQueens College, CUNY

MARGARET WALLACERebel Monkey / Playmatics, Inc.

MARGO SPIRITUSPingg.com

MARIA GOTSCHNew York City Investment Fund

MARICLAIRE CLOUTIERWebEBP, Inc

MARISSA CAMPISEGreycrot Partners, LLC

MARK ALTOpportunity Green Enterprises

MARK GOLDMANCurrent Media

MARK LIEBERMANArtists Den

MARK MACKENZIE

Alliance Bernstein

MARTIN KONOliver Wyman

MARTIN NIESENHOLTZThe New York Times Company

MARTIN TADCross Commerce Media

MATT ARTURISpokes NYC

MATT BEALEPushpin Web

MATT GLOTZERFox Entertainment

MATT GORINContour Ventures

MATT SANCHEZVideo Egg

MATT SUNBULLISocial Amp

MATTEO BERLUCCHISkinkers

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MATTHEW RUDEYJust Energy LLC

MATTHEW WANGTo Be Continued LLC

MAX HAOTLivestream

MAX KALEHOFF

Clickable

MEI SHIBATAThinkEco, Inc.

MICHAEL BISHARAHBO

MICHAEL BROWNLie Cycle Solutions

MICHAEL CAVALIEREBookzee

MICHAEL DEL NINTime Warner

MICHAEL GORDONYodle

MICHAEL JACKMANDeluxe

MICHAEL LEVINEJoan Ganz Cooney Center,Sesame Workshop

MICHAEL LYNNEUnique Features

MICHAEL PERLISSotbank Capital

MICHAEL RYBAOliver Wyman

MICHAEL SPECKHeidrick & Struggles

MICHAEL ZIMBALIST

The New York Times Company

MICHAEL COLLINSJoule

MICHAEL GLASSReduciy

MICHAEL RUEHLMANBrightGrid Solar, Inc.

MICHELLE BYRDIndependent Feature Project

MIKE BOSKIBookzee

MIKE BROWNAOL Ventures

MIKE JAZAYERIGoogle

MIKE LAZEROWBuddyMedia

MIKE PAOLUCCISolvate

MILLIE CHIAVELLIThe Hollywood Reporter

MITCH DAVISLiveGamer

MITCH SINGERSony Pictures Entertainment

MITCHELL MOSSNew York University

MOJO TALANTIKITE

Fisaga Inc.

MONA BIJOORJOOR

MURAT AKTIHANOGLUCentrl Inc.

NARESH SHETTYYouHaveIWant Inc.

NATE WESTHEIMERAnyClip.com

NAVEEN SELVADURAIFoursquare

NEAL PRESCOTTWPP Group

NEAL ROGERBusinessWeek Digital

NEIL VOGELRecognition Media

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APPENDIX B:


NICK KATSIVELOSR/GA

NIHAL MEHTABuzzd

NIMA POURSHASBLiveGamer

NING ZHOU

Blocks And Lots

OLIVER LAUBSCHERWPP Group

OLIVIER POMELDataDog

ORI DOV GRATCHTorch Films NYC

ORIN HERSKOWITZColumbia Technology Ventures

OWEN DAVISNYC Seed

PARAM PARAMESWARANSulekha

PATRICK PHILLIPSI Want Media

PAUL BERRYThe Huington Post

PAUL HORNNew York University

PAUL MARCUMGenMouse

PAUL TUMPOWSKYInSITE

PETER CETINSKINYC Greenmarkets

PETER DAVIS

The McGraw-Hill Companies

PETER EZERSKYQuadrangle Group

PETER FLINTPolaris Venture Partners

PETER MEIRSTime Inc. Production

PETER PATCHENPratt Institute

PETER O. PRICENational Academy o TV Arts &Sciences Foundation

PHILIPP SCHINDLERGoogle

PUNEET MEHTA

MyCityWay

RACHEL LAMTime Warner Inc.

RACHEL STERNEGroundReport

RAM SHRIRAMSherpalo

RANCE CRAINCrain Communications, Inc.

RAPHAEL ROSENJust Energy LLC

RAPP JASON

IAC

RAUL MATEUFluent Media Group

RAVIV TURNERGUERILLAPPS LLC

REBECCA EYDELANDReduciy

RED BURNSTisch School o the Arts, NYU

REECE PACHECOOvertime Media Inc.

REI INAMOTOAKQA

RIC BURNSSteeplechase Films

RICHARD BAUMNew York Academy o Sciences

RICHARD WARRENDelaney Lund Knox Warren

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RICHARD WILSONApax Partners Worldwide LLP

RICK HEITZMANNFirstMark Capital

RICK WEBBThe Barbarian Group

ROB BARNETT

My Damn Channel

ROB KALINEtsy

ROB NORMANGroup M Interactive

ROB ONEILLPratt Institute

ROB SPAMPINATORockstar Games

ROB WIESENTHALSony Corporation o America

ROBERT DAVIDSONTalent Portolio Solutions

ROBERT ECCARDTNYC Events: Parks, Art and Music

ROBERT GREENBERGR/GA

ROBERT GREENEContour Venture Partners

ROBERT HAYESShowtime Networks, Inc.

ROBERT (BOB) ZITTERHBO

ROGER EHRENBERGIA Venture Partners

ROGER NEAL

BusinessWeek Digital

RON GONENRecycleBank

RON JACOBSONFordham University

ROSS GOLDSTEINDraper Fisher Jurvetson Gotham Ventures

ROWAN HAJAJRockstar Games

SAKSENA ASHEESHTime Warner Cable

SAM LESSINDrop.io

SAM GIROTRAWall Street Journal

SAM REICHCollegeHumor

SAMIR AJMERAAnzenna

SAMUEL CRAIGNYU Stern

SAMUEL SIAJunco Labs

SANDOOR MARIKCOND NAST DIGITAL

SANG A IM-PROPP

SANG A

SARAH BEATTYGreen Depot

SARAH CHUBBConde Nast

SARAH DECKEYVF Sportswear, Inc.

SATYA PRABHAKARSulekha

SCOTT BROWNThe Nielsen Company

SCOTT HEEKIN-CANEDYThe New York Times Company

SCOTT HEIFERMANMeetUp

SCOTT KILROYExpo Communications

SCOTT PETERSThe Jordan Edmiston Group

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SCOTT SPERLINGThom H. Lee

SEAN FINNEGANOMD Media (Omnicom)

SEAN MANDELPure Origin, LLC

SEKAI MASWOSWE

bandywagon

SERGEY NAZAROVFirstMark Capital

SETH BESMERTNIKConductor Inc.

SETH HABERMANVisible World

SHAKHRUZ ASHIROVADS Sotware Group, Inc.

SHANI HIGGINSTechnorati

SHARON WIENBARScale Venture Partners

SHAWN VAN EVERYTisch School o the Arts,

New York University

SHEILA SPENCEWPP Group

SHENGCHENG WANGChina Mass Media Corp.

SHIVENDRA PANWARNYU Poly

SIMON BONDProximity Worldwide

SIMON MURTHA-SMITHIntrospector

SONNY MEHTA

Alred A. Knop

SONPREET BHATIANYC Way

SOPHIA GUSHEEThe S File LLC

SORAYA DARABIDrop.io

SREENATH SREE SREENIVASANColumbia University Journalism School

STEPHEN FREEDMANFordham University

STEPHEN FRIEDMANMTV

STEPHEN BRIERCUNY Graduate Center

STEPHEN BRONSTEINIODA

STEVE BROTMANGreenhill & Co.

STEVE GROVEYouTube

STEVE LYNASNY Daily News

STEVE MARKOVWGSN

STEVE ROSENBAUM

Magniy.net

STEVEN ASHERMANBase One International Co.

STEVEN JOHNSONOutside.In

STEVEN LAOWayinder

STEVEN GREENWOODDrop.io

STUART EPSTEINMorgan Stanley

STUART SUCHERMANSucherman Consulting Group

STUART SUNASilvercup Studios

SUBHASH CHANDRAZee Network (Essel Group)

SUJATA GOSALIAOliver Wyman

APPENDIX B:


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SUHAS GOPINATHGlobals Inc.

SUSANNA KEMPEWGSN & EMAP

SUZANNE DUNCANSesame Workshop

SVEN TRAVIS

Parsons The New School or Design

TALI RAPPAPORTMatrix Ventures

TATIANA REISSpokes NYC

TED MAGDERNYU

TED MYERSONFTEN

TEJPAUL BHATIAMediaMerx

TEREZA NEMESSANYIHonestly Now

TERRY MCGRAWThe McGraw Hill

THOMAS DAVEThe Nielsen Company

THOMAS GEWECKEWarner Brothers

TIM HOBBSTorch Films NYC

TIMOTHY MURRYBookzee

TOBY DANIELSSocial Media Week

TODD ASHER

NYC Media

TODD LARSENWall Street Journal

TODD MARTINAssociated Press

TOM KANECBS

TOM KLINKOWSTEINPratt Institute

TOM OBRIENWNBC TV

TOM MOEBUSLevin Institute

TOM WALLACEConde Nast

TRAGAN CAMPBELLNYC Treasure Finder

UPENDRA SHARDENANDDaylie

VICTOR GANZIPGA TOUR, Inc.

VICTOR SIMAWayinder

VINCENT TRIPODIAssociated Press

VINIT KUMAR

Globals ITeS Pvt Ltd

VIVIAN SCHILLERNational Public Radio

VIVIAN SELBOSlate.com

WEN ZHOUPhilip Lim

WENDA MILLARDMartha Stewart OmniMedia

WENDY LADERCUNY Computing andInormation Services

WONYA LUCASDiscovery Communications Inc.

YASSER ANSARI

Networked Organisms and Habitats

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APPENDIX C:

MAJOR MEDIA.NYC.2020 EVENTS

APPENDIX C: MAJOR MEDIA.NYC.2020 EVENTS

FEB 18, 2009 Media.NYC.2020 Launch @ Gracie Mansion

MAR 26, 2009 West Coast Executive Workshop @ Oliver Wyman SF

MAR 30, 2009 East Coast Executive Workshop @ Oliver Wyman NY

APR 13, 2009 First Progress Update on Media NYC 2020 @ Thomson Reuters

JUL 28, 2009 CEO Workshop hosted by the Metropolitan Museum o Art @ the MET

SEP 29, 2009 Interactive Entertainment Roundtable @ Oliver Wyman

OCT 14, 2009 Written Word Roundtable @ Oliver Wyman

NOV 10, 2009 CEO Workshop hosted by Time Warner @ Time Warner

FEB 4, 2010 BigApps Award Ceremony @ The IAC Building

FEB 5, 2010 Post-Production Workshop @ Oliver Wyman

FEB 25, 2010 Mobiling Workshop @ Oliver Wyman

MAR 24, 2010 Media.NYC.2020 European CEO Workshop hosted by WPP @ MediaCom

JUN 9, 2010 Startup Exchange @ Hearst Tower

JUL 28, 2010 CEO Workshop hosted by Thomson Reuters @ Thomson Reuters

NOV 8, 2010 Edutech in NYC Roundtable November @ Harvard Club

DEC 7, 2010 NYC Start Up Exchange @ The IAC Building

DEC 15, 2010 Media.NYC.2020 CEO Workshop @ Barclays Capital

MAR 1, 2011 Media.NYC.2020 Indian CEO Workshop Mumbai

MAR 31, 2011 BigApps 2.0 Award Ceremony @ The IAC Building

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APPENDIX D:

FIRST YEAR NYC VENTURE FELLOWS

APPENDIX D: FIRST YEAR NYC VENTURE FELLOWS

ACHIM KOPMEIEREpuramat

ALASTAIR ONGLINGSWANGreenSoul Shoes

ALEXANDRA WILKIS WILSONGilt Groupe

ALEXIS MAYBANKGilt Groupe

BARRY SILBERTSecondMarket

CARLOS MONCAYOASIAM

CATERINA FAKEHunch

DENNIS CROWLEYoursquare

ERIC BECKMANGKIDS

FELIX HAAS

amiando

HAIDONG PANHudong

NAVEEN SELVADURAIFoursquare

OLGA KUBASSOVAImage Analysis

ORY OKOLLOHUshahidi

RACHEL LLOYDGEMS

ROB KALINEtsy

SETH BESMERTNIKConductor

SHABNAM REZAEIBig Bad Boo

SUHAS GOPINATHGlobals Inc.

TAL KEINANSemantiNet

TODD KRIZELMANMagazineRadar

ZVIKA NETTER

Innovid

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Documents

NYCEDC Report Final