I’M WRITING IN REPLY to your article “Will cuts at Bell Media affect Canadian programming? You bet” by Doug Barrett. There is much speculation and error in the piece, so I would like to provide you with some facts.
First, I would say that anyone who doesn’t understand the need for new approaches to confront a fast-changing Canadian media marketplace hasn’t been paying attention.
As the sector evolves, there are exciting opportunities to invest in compelling Canadian content, including in a historically underserved Québec market, as well as innovative new delivery platforms and other technologies. But there are also significant challenges, including changing consumer tastes and revenue models, and of course growing competition from multiple international players with a lot of reach and resources.
Bell Media offers the top TV, radio, digital and advertising brands in the country now, and we’re ready to evolve to ensure we remain Canada’s #1. We have streamlined our leadership structure with a focus on driving investment in the best English and French language content and in ongoing technology innovation – while also making it easier for content creators and all stakeholders to work with us in an industry defined by new options and competitors.
Another strategic reality is that Bell Media has been the Bell business unit hit hardest by the Covid-19 crisis, with significant ongoing impacts across our operations and financial results. We’re adjusting, and I am happy to say Bell remains committed to continuing as Canada’s leading investor in communications networks, services and content creation – about $4 billion annually for the last several years, the most in the industry by far.
It is important to remember Bell Media has been a business unit of Bell for the last decade, since our acquisition of CTV in 2011 (followed by Astral Media in 2013). The Bell executives who have led our media unit in recent years shouldn’t be described as “from outside the company” – especially current president Wade Oosterman, who has in fact led Bell Media since 2015 as group president.
You note “Oosterman has spent his entire career in residential services at Bell.” He actually started with Bell in 2006 as president of Bell Mobility and chief brand officer, added responsibility for Bell Residential Services in 2010, and six years ago was named group president, which included leadership of all Bell Media operations.
The fact is the senior leadership team at Bell Media has worked closely together for some time, and our streamlined structure has meant new and expanded responsibilities for many of them.
That includes senior vice-presidents Karine Moses, a seasoned Bell Média leader now in charge of all content development nationally (Karine also serves as Bell’s vice-chair, Québec); 24-year veteran Stew Johnston, who now oversees all sports operations as well as our national sales team; and Nauby Jacob, a renowned Bell technology leader who has been key to the development of our new media platforms, and is leading our plan to leverage next-generation technologies like mobile 5G to make them even better. Just a few examples of the senior leaders both long-serving and new who are taking Bell Media forward.
This is the situation I see as someone who works in the media industry and at the company – today’s realities rather than those of many years past. Thank you.
Emily Young Lee
Bell Media Communications
