Media's Tech Rebirth: How Paramount's Strategic Hires and AI Push Signal a New Era for Legacy Firms

In an industry where disruption is the only constant, the media landscape is undergoing a seismic shift. Legacy studios, once anchored by theatrical releases and linear TV, are now racing to redefine themselves in an era dominated by streaming, artificial intelligence, and global digital consumption. Paramount Global, now a Skydance Corporation, stands at the forefront of this transformation. Its recent hiring of tech veteran as Chief Product Officer—and the broader strategic moves underpinning his appointment—offer a compelling case study for investors seeking to understand how traditional media firms are aligning with the future.

The Tech-Driven Reinvention of a Legacy Giant

Paramount's journey mirrors the broader industry's pivot toward technology. , the company has embarked on a dual strategy: modernizing its production infrastructure and reengineering its streaming platforms to compete with the likes of Netflix and Disney. . This partnership isn't just about cost-cutting—it's about building a “studio in the cloud” that enables real-time analytics, AI-driven script development, and global collaboration. By 2026, Paramount aims to unify its streaming platforms (Paramount+ and Pluto TV) under a single technology stack, reducing operational complexity while enhancing personalization and global reach.

The results are already emerging. In Q2 2025, , driven by higher average revenue per user and strategic tie-ins with theatrical hits like Mission: Impossible – The Final Reckoning. , the streaming division's growth underscores a critical insight: the future of media lies in leveraging theatrical success to fuel digital engagement.

Strategic Talent Acquisition: The Human Element of Tech Transformation

While infrastructure is key, the human capital behind these changes is equally vital. Paramount's recent leadership hires—Cindy Holland (ex-Netflix), (ex-Netflix), and Efrain Miron (ex-Netflix)—signal a deliberate shift toward streaming expertise. But it is 's appointment that crystallizes the company's tech-first vision.

Glasgow, a Silicon Valley veteran with stints at Meta, Google, and Microsoft, brings a rare blend of product innovation and entertainment acumen. His role as Chief Product Officer is not merely administrative; it is strategic. He is tasked with driving AI-powered capabilities, immersive storytelling, and advertising innovation across Paramount's platforms. Reporting directly to CEO David Ellison, Glasgow's mandate is to scale Paramount's digital transformation, ensuring that AI and cloud infrastructure become the bedrock of its creative and commercial operations.

This move reflects a broader industry trend: legacy media firms are no longer just acquiring content—they're acquiring talent. The hiring of executives with deep tech backgrounds is a tacit admission that the old playbook no longer works. As one analyst noted, “The next era of media will be defined by companies that can marry storytelling with . Paramount is betting big on that equation.”

The Investment Case: Tech Alignment as a Competitive Moat

For investors, the question is whether these strategic shifts translate into sustainable value. The answer lies in Paramount's ability to execute. The company's , cloud-based production, and unified streaming stack are not just cost-saving measures—they are enablers of agility. By reducing reliance on physical infrastructure and embracing real-time analytics, Paramount can respond faster to audience preferences, optimize content spending, and scale globally.

Moreover, the and partnerships with Oracle and Skydance reduce financial risk while expanding reach. , Paramount is positioning itself to flood the market with content that leverages AI for localization and personalization—a critical edge in a fragmented streaming landscape.

Risks and Realities

No strategy is without risk. The AI and streaming bets require significant upfront investment, and the market for digital content remains fiercely competitive. Netflix's recent struggles with subscriber growth and Disney's pivot to ad-supported tiers highlight the challenges of monetizing streaming at scale. Additionally, the integration of Skydance and Paramount's operations is a complex undertaking, with cultural and operational hurdles to navigate.

Yet, for investors with a long-term horizon, these risks are secondary to the broader trend: media is becoming a tech industry. Companies that can bridge the gap between creativity and code—like Paramount under Ellison and Glasgow—will outperform those clinging to traditional models.

Conclusion: A New Playbook for Media Investing

The media industry's transformation is no longer theoretical—it is operational. Paramount's strategic hires, AI investments, and streaming repositioning exemplify how legacy firms are rewriting their narratives. For investors, the lesson is clear: media stocks with tech alignment are not relics of the past but engines of the future. As Glasgow and his team build out Paramount's digital empire, the company's ability to innovate will be a litmus test for the sector's resilience.

In a world where attention is the ultimate currency, the winners will be those who can capture it with both art and algorithm. Paramount is betting it can—and for investors willing to look beyond the noise, the rewards could be substantial.