Roma Khanna: Building for the future

Complementing the constant stream of traffic and omnipresent roadworks outside the window, inside Roma Khanna’s central London office are large televisions beaming through various feeds, while email and telephones buzz and ring throughout our interview.

NBC Universal’s president of global channels and digital initiatives is a fast-moving executive who has grown the US firm’s international pay-TV business five-fold, from 14 channels to 70, since her arrival from Canada’s CHUM TV in 2007.

The momentum did not stop during the recession - it barely stopped for our conversation - and will continue towards a goal of 100 channels in the next year, with HD launches a priority.

“When I came in, our channels were a grab-bag of different brands, primarily made up of a lot of local businesses with 100% acquired content and very little global connection between them,” Khanna recalls.

“I set out a very clear brand and content strategy and we now have a seamless company, with original content currently hitting the air - the most exciting and nerve-wracking part of the plan.”

Almost from the moment Khanna arrived, there have been significant steps forward on an annual basis. Within weeks of Khanna swapping Toronto for London, in September 2008, NBC paid £175m for Sparrowhawk Media, which had 18 international versions of the Hallmark Channel.

Two years on, Khanna’s content strategy is bearing fruit. Shows now coming through include Syfy’s supernatural series, Haven, as well as cop drama Rookie Blue.

Then, a year ago this week, NBCU ploughed millions into rebranding its portfolio of five global channel brands: Universal Channel, 13th Street Universal, Syfy Universal, Diva Universal and Studio Universal.

Almost all of this occurred as the world struggled through recession, and NBCU was not immune: “We did grow, but it was harder and slower than anticipated and not the explosion of growth that it should have been.

“In 2009, the phone would ring every single day with another challenge from one of our partners, suppliers or customers. But I learned more about business in that one year than I had in the previous five.”

Optimistic outlook

“Whatever fluctuations the market is going through, it isn’t fully done yet,” Khanna predicts. “But the biggest thing that’s changed is attitudes and, as an entrepreneurial leader of an entrepreneurial business, we are seeing hope and opportunity again.”

Khanna, who spent much of her life in her native Toronto, possesses an infectious passion and belief that infuse her claims and predictions with a certain authority. But she also has an affable approach that chimes with her popularity on the international stage.

So it is almost with glee - albeit authoritative in its delivery - that Khanna outlines what’s next. After all, it’s that time of year when the company is due another tranche of growth.

“Looking forward, I want to continue our growth and scale because I think we’re still smaller than we can be in a market where there is still opportunity,” she begins. “I also want to continue building the brands around the world.”

This will include rebranding the UK’s Hallmark Channel as Universal Channel on 18 October, with a slate of series premieres including Shattered, Rookie Blue and Fairly Legal (formerly known as Facing Kate).

Khanna hopes to increase the volume of shows made by the UK-based international television production team led by Michael Edelstein, which is set to play an important role going forward (see below).

“And finally, digital,” she adds. “Having a true 360 approach to build these brands into the powerhouses I believe they can be.” This is the big push for the year ahead: the launch of a new web-video digital platform that will power interactive websites for NBCU’s five core global channel brands.

New local channel sites are intended to provide audiences with high-quality streamed video content, including episodes of flagship shows from the channels, behind-the-scenes footage, original content-inspired social gaming and exclusively-produced web series.

These series include FCU: Fact Checker’s Unit, an eight-part scripted comedy that will be available exclusively on Syfy Universal websites.

“FCU is a great example of us saying the time is right, the appetite is there and the technology has finally caught up,” states Khanna. “We hope to learn from it and do more.”

Change in the air

Khanna also believes that, as NBCU moves into its next phase of growth, the UK is set to experience a “transition” over the next two years.

“Just look at what the government is talking about on the advertising and regulatory front as well as the change of ownership in the major television brands and the BBC’s charter renewal,” she adds.

“All of these different points are coming together at the same time, which allows for complete re-invention. Things in the UK are going to change. But when the dust has settled, people will still be watching television and it’s our job to find the best and broadcast the best.”

NBCU
BOOSTING UK PRODUCTION

NBCU’s international ambitions stretch beyond its channels business, as demonstrated by its fast-growing production division.

In 2008, the company acquired Carnival, the UK drama indie behind ITV1’s Downton Abbey and Whitechapel, and in June this year it appointed former CSI and Desperate Housewives executive Michael Edelstein to drive forward growth.

Like Khanna, Edelstein has been quick to move. He has promoted Carnival boss Gareth Neame to spearhead its UK production, while also hunting for three senior executives to take leading roles in making entertainment, drama and comedy series under the NBCU banner.

Edelstein told Broadcast that interviews are currently taking place and that he would be looking to “build an entertainment business in the UK that could feature a mix of original and existing US formats”.

Reporting to Neame, each of the executives will be handed the task of building a portfolio of productions through the development of new talent and partnerships, with the focus mainly on the UK.