This episode features an interview with Anita Lynch, Vice President of Data Governance at Disney Streaming. Anita has a really impressive background, having held leadership positions at some of tech’s biggest companies, including Apple, Yahoo!, and Amazon. In this episode, Anita talks about the importance of first-party data, the nuances of data governance and privacy, how to prioritize data, and much more.
This episode features an interview with Anita Lynch, Vice President of Data Governance at Disney Streaming. Anita has a really impressive background, having held leadership positions at some of tech’s biggest companies, including Apple, Yahoo!, and Amazon.
In this episode, Anita talks about the importance of first-party data, the nuances of data governance and privacy, how to prioritize data, and much more.
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Steve Hamm: [00:00:00] Anita. It's great to have you on the podcast today.
Anita Lynch: It's so great to be here, Steve. And it's been a while since I've seen you in person. So I'm thrilled actually to hear your voice and connect with you this way.
Steve Hamm: Yeah, I think it was a year and a half ago. It seems like five years, you know, it's been a crazy time here.
It has been such an eventful year. Yeah. So let's talk about Disney and your industry. Disney is going through a rapid transformation in this era of streaming media and entertainment services. So how is streaming changing the way the company gathers and integrates data and how it governs those activities?
Anita Lynch: Absolutely. so at the heart of Disney's transformation is truly wanting to understand our direct to consumer relationships and in particular customers viewing preferences when it comes to our content on Hulu and on Disney. Plus
go ahead. We have,
we have, we have a very strong focus now on [00:01:00] first party data. And in particular, you know, in my role for data governance, the protection of that first party data. So, you know, Well, you are striving to understand how we can potentially improve our relationships with our customers by understanding their interaction with the Disney streaming products.
And. By gleaning those customer insights. We also want to respect and be careful about the preferences , their, their consumer preferences that they've shared with us. So governance helps us to centralize that capability and also helps us to mobilize the customer lifetime value that we create through those direct to consumer relationships.
Steve Hamm: Yeah. You know, I know that data governance is a really important issue for a lot of the companies that we've talked to on the podcast, but this is the first one where we're, we've really taken it on kind of straight, you know, so it would be [00:02:00] great if you would help by kind of what's your best definition of data governance.
Anita Lynch: Sure our definition of governance has actually evolved a little bit. So in my current role, which includes for Disney streaming , um, all of Disney plus ESPN plus and Hulu , uh, we now define data governance as being inclusive of four key capabilities, data quality, which includes everything from data catalog and thinking about lineage to , uh, the way that.
Orchestration and , uh, pipelines were built and the end-to-end kind of quality assurance in our systems. Um, the second thing is data privacy. So that is compliance , uh, focused and basically deals with internal and external regulations around sensitive data sets that we may have access to as well as the consumer preferences.
That dictate how we use it. Uh, data security. And in particular, how data's encrypted anonymized, I think , [00:03:00] uh, to the, the way that we think about the value proposition for Disney streaming and direct to consumer at Disney, and this really involves the secure transport and use of data across business lines and partners.
Steve Hamm: I love your definition of data governance, how that gets nice and crisp and complete.
Um, why is data governance so important in this era of streaming media and entertainment services? Um, and here I'm talking not just about Disney, but like the whole industry and really beyond.
Anita Lynch: Yeah, absolutely. So, you know, Disney really thinks about data governance in terms of the four capabilities that I talked about.
Uh, the reason why we have data governance as a standalone function. And this is a trend that I'm starting to see more and more across the industry is because data really does inform every major decision that we make in our business. And thinking about , uh, our ability to instrument so much of. The consumer and customer [00:04:00] behavior that , um, you know, happens , uh, as more and more of the media world goes to , um, you know, streaming and as more and more of , uh, all of the , um, all of the ways, the different.
Industries are leveraging data , um, you know, starts to increase the amount of data that they're collecting instrumenting and collecting and storing in the cloud. The ability to , uh, govern that data and to know , um, what data is going to actually be useful in making decisions is key. Um, you know, modernizing the tech stack , uh, for data overall , uh, is part of the way that we ensure that we can scale.
Snowflake has definitely been a key part of that, but we , um, you know, we, we aim to use all of the information that's available to us across all the different systems operating or analytics based, and really want to maximize our ability to understand , uh, and, and create, you know, a real commercial impact with that information.
Steve Hamm: No. It's interesting. I'm thinking back in kind of the, the history of business, [00:05:00] there's a famous quote. I think it's something like half of the money you spend on marketing and advertising is wasted. You just don't know which half seems to me. It seems to me that we're at a moment where that is it no longer has to.
True that this is really a transformational moment , um, in communications and marketing and all that kind of stuff. I mean, do you agree with that? Or am I going a little wacky here?
Anita Lynch: I do agree with it. I am familiar with that, although I don't know who originally said it or where it came from, but , uh, it's always made me chuckle.
I think it's not just a marketing issue. Right? I think all data that is collected is not necessarily created equal and it's sometimes hard to know, especially if you're looking into, you know, the world of machine learning and artificial intelligence. When you're trying to , um, you know, label data, it's really hard to know where the valuable data, the most valuable data is going to , um, going to live at the outset.
And so even though it's relatively cheap to keep all [00:06:00] this data, it doesn't necessarily mean that it's going to be equally beneficial to keep all of the data. So it's something I think about a lot with my team.
Steve Hamm: Yeah. Yeah. Hey, let's talk about your role and also kind of your. The arc of your career? Uh, if I'm, if I'm correct, I think you started off as an engineer, but if you could kind of tell us, you know, where you came from and how you got to data governance, I think that'd be pretty cool.
Anita Lynch: Yeah, absolutely. I did start out as a developer in startups in the late nineties, sort of, uh, you know, the tech boom, 1.0, if you will, when all of , um, Silicon valley was just completely lit up with , uh, funding for, you know, pretty much every, in any business. Puddle under the sun. I had a ton of fun , um, you know, building web applications at that time and the sort of early stages of the internet.
Um, and when I finally realized that it's not just about the technology, it's also about. You know, the business model and the customer problems that you're solving. That's when I decided to go to business school. So I got my [00:07:00] MBA and then came back to technology. After working as a management consultant, actually at Bain for awhile, came back to technology, doing kind of hybrid biz tech roles until.
The cloud really kind of came along and transform the way that we do business at the enterprise level. And so from there I worked at iTunes and apple. I also , um, did some work for Yahoo and , um, led , uh, Data team at Amazon and then came to Disney initially through the Disney, ABC television group side, and, you know, found my way to Disney streaming because it just made sense.
I mean, most of my career had been spent on sort of, uh, building out and launching , uh, helping to launch, you know, new businesses as part of large scale enterprises and growing them very quickly. And that was the digital transformation that Disney. Uh, leadership was targeting at the time that I joined.
And so I was just thrilled to be able to participate in it. Data [00:08:00] governance. Sorry, you asked. Yeah. So data governance. Yeah. Yeah, absolutely. So data governance, as I said, historically in my experience had not been a separate function. It was sort of this nebulous kind of concept where across the data organization, everyone had a stake in it.
Uh, and it was only recently that. Uh, I started to see data governance, you know, as a separate function. And I was , uh, given the opportunity to lead data governance at Disney streaming, which I thought was phenomenal. And it really , uh, crystallized , uh, the way that I could bring together business impact and technology impact and really talented, skilled data folks who were also passionate about.
You know, not only , um, helping to kind of organize and curate the data, that's going to be most useful to make business decisions, but also thinking through, you know, the overall , um, kind of distribution of , uh, and monetization and, and strategy around data. And so that's why I think data governance is really starting to take a foothold.
[00:09:00] Yeah. Yeah. Yeah.
Steve Hamm: And you talked to, you briefly mentioned your team. Now, does your team, do you have like a person in each of those services or how is it structured? How do you, how do you go at it?
Anita Lynch: Yeah. So we actually think about the entire Disney streaming portfolio as , uh, you know, those four key key capabilities.
And then I have people on my team that basically own each one of those areas, but then there are, cross-functional sort of SWAT teams that we use to rotate skills around and we partner , uh, collectively across. The broader data organization for analytics and data technology, which is , um, kind of like our data engineering group.
And , um, you know, we have a data product group as well. So there's a lot of partnership and collaboration that goes into governance. And in particular, I would say as a leader, I think one of the most interesting challenges about data governance is the way that we , um, Managing wield influence without [00:10:00] authority, because the, yeah, because the business really wants to focus on, you know, the business questions that they are trying to answer.
Um, and it's our job to help mobilize and empower them. And some of that. Requires looking around corners and anticipating the types of questions that they may be asking as well as , um, you know, understanding the infrastructure and some of the other , um, sort of service level , um, and, and other, you know, challenges that might occur and, and making sure that, you know, we anticipate those and are partnering to make sure that those are , uh, resourced correctly as well.
Steve Hamm: Yeah. Yeah. Yeah. Now when we, we did meet about a year and a half ago, it was just before COVID started. We had no idea what was looming. It's kind of, it's kind of freaky to think back on that. But one of the things that we talked about.
Is kind of trust. And my sense is that in some ways you play in the role of trust [00:11:00] guardian for the company, what are the big issues involving trust and brand protection today? And how do you approach those?
Anita Lynch: Yeah. You know, it's interesting. I trust today means so much more to me from a leadership standpoint.
Um, in addition to, you know, the trust of the brand, I think when we're. Talking about governance. Now, one of the biggest challenges that I'm facing is really trying to think through for the team, you know, how can we actually , uh, ensure that we're going to be able to continue to perform and deliver , uh, because.
The only way that we can kind of preserve our customer's trust is actually by making sure that we're still collaborating and operating efficiently as a team. And in this kind of remote work and distributed environment, that's actually become a huge challenge. And so I've been doing a lot of reading , um, in this area and , uh, one.
Um, really impactful work that I've come across is [00:12:00] Saddam Neeley's book , uh, called remote work revolution, where she talks about trust as a learning curve that individuals and teams are on , uh, where it's a continuum rather than a binary, you know, do we have trust or do we not? And so I think this could.
This framework is actually useful for teams as well as you know, thinking about it from the customer perspective. Um, so doll is a , um, I believe she's a professor at Harvard business school and she has done about 20 years of research on this topic of remote work. And it sort of came out. You know, in this book at the perfect time for COVID, but you know, it's taught me about different types of trusts that teams need to develop.
Uh, she refers to them as being cognitive and emotional, but really it's kind of, you know, just , um, your ability to look at someone's background and. Know who they are, you know, professionally and partner with them for the sake of getting work done versus sort of the more human way that we develop emotional trust, which is over a series of repeated interactions and behaviors, but that becomes so much more difficult, you know, during this distributed work environment.
And so [00:13:00] teams need both , uh, to function. Um, and so as a leader, thinking through, you know, how we create. Um, in the products that we are building for data internally, as well as, you know, customer facing products. And then , um, thinking about the different levers that are available to build trust, you know, continually as things continue to evolve in our products, you know, that's, that's really the , uh, where I spend the most, the bulk of my time as a leader right now.
Steve Hamm: Yeah. Now in your role at Disney, you have to keep this delicate balance. It seems. You want to deliver these personalized experiences. People want those, you know, they, and they want those personalized interactions with, with the brand, with the services yet you don't want them to feel like their privacy has been compromised.
How do you achieve that balance? Especially since for each individual, they may have a different spot where they're comfortable.
Anita Lynch: Absolutely. Uh, we we're always focusing on how to better understand and offer , uh, you know, an opportunity to our customers in terms of , um, [00:14:00] choice and control for their viewing experience and , uh, you know, the.
The best example of this I can think of is, you know, obviously if you're a star wars fan, like I'm a huge fan of the Mandalorian. You want to make sure that if , um, you know, seeing an ad for the Mandalorian or , uh, getting , um, some sort of in-app messaging around the Mandalorian, if that makes sense and enhances the experience, then that's something that we can deliver.
But if someone has opted out of , um, You know, wanting to basically have their information used for those purposes, that they actually have a really easy to find way to do that. And so we've done both.
Steve Hamm: Yeah, no, that sounds great.
When and why did Disney begin moving its computing and also its data to the cloud? And what's the role of the data cloud and all of this data governance thinking and structuring the are doing.
Anita Lynch: Sure. So, um, data governance, as I said before, you know, it delivers a lot of value for Disney streaming and 1`
And so. Um, you know, there was a lot of data going into the cloud prior to direct to consumer, but we became very much more strategic about it with the evolution of Disney streaming and direct to consumer. So having , um, you know, having a single source of the truth in our , um, in our, in our data cloud is really kind of how we're.
Moving forward with that strategy at this time, the data is available. It's easily accessible for all of our park partners, so we can trust that it's compliant.
Steve Hamm: Oh yeah. That's a really cool , so, I mean, it really addresses all four of your elements, doesn't it?
Anita Lynch: Yeah.
Steve Hamm: In a sense that makes them simpler.
Anita Lynch: Exactly. It definitely makes it simpler for everyone. And , um, you know, I think above all else, our data [00:16:00] engineering partners appreciate that capability because it lessens the amount of time that they have to spend , um, orchestrating and organizing and building out, you know, pipelines to deliver a bunch of different data from different sources.
Uh, you know, simply because there's confusion about what the best source of data is going to be. Yeah. Yeah, yeah.
Steve Hamm: Yeah. I want to drill down a little bit here into this point. Can you give us a couple of examples of how you're using the data cloud to govern the use of data and what kind of results are you getting?
Anita Lynch: Sure. So, you know, as I said before, the data cloud allows us to have, you know, a single source of truth. Uh, but going beyond that, it's really a, truly like a single copy of data. So, um, it can really through having a single copy of the data. It enables and ensures our ability to scale and gives us a lot of flexibility in the way that we prioritize workloads.
Um, it gives us the opportunity to better support our business intelligence and analytics partners, our data science partners, [00:17:00] our machine learning partners, and the use cases that they're continuing to evolve. Uh, they don't have to worry about sacrificing on resources or costs. We were able to really kind of think about the design and, and customized.
Methods , um, to enable easy data sharing in the cloud, using data, clean rooms , uh, um, you know, and data discovery that ensures data is , um, able to be found and easily understood. Um, you know, we have a data catalog that we're using. Um, and then obviously our, our partner data management , um, for collaboration outside of our team across.
You know, the company is also super important and we have to think about, you know, as I said, the , uh, the ways that consumer preferences factor into that, and it's really been a useful mechanism for that as well.
Steve Hamm: Yeah. Yeah. I'm not sure all of the listeners know what a data clean room is. So if you could describe that.
Anita Lynch: Sure. Yeah. I mean, data clean room sounds right. Really fancy, but really it's just leveraging secure data sharing with , um, sort of a , um, a [00:18:00] custom function on top that can take a parameterized query and evaluate the results of that query without actually , um, just directly delivering the results. Um, it evaluates them and determines, you know, how and whether or when to actually provide the results.
Um, so that re identification or , um, de anonymization doesn't become an issue and use cases where it's really important. Uh, we try to keep, you know, our data, as I said , um, as. As mobile as possible, but there are scenarios when we have to make sure that we have some restrictions in place. And so that's what data cleanrooms enabled.
Steve Hamm: I wanted to, I mean, we always like to talk about like challenges and how they're overcome.
Could you talk a little bit about, you know, as the, as the company and as your piece of it has been, you know, moving more and more computing and more and more data to the cloud. Have you encountered any [00:19:00] challenges in designing and managing data governance and just kind of a nuts and bolts of it and how have you overcome them?
Anita Lynch: Yeah, absolutely. I mean, I, as I said before, We are capturing a tremendous amount of really rich data that we've been able to instrument for in our direct to consumer experiences, the Disney streaming is creating , uh, you know, through Disney plus , uh, in particular, but , um, you know, the most important challenges that we've been facing.
And they've really been on the leadership side, have been in the remote work environment and in working as a distributed team. So, you know, Again, you know, the, just kind thinking about trust as a learning curve and the ways that individuals and teams , uh, you know, continue to collaborate. And then the way we think about our holistic relationship with our customers , uh, in terms of building trust is really been , um, you know, where we've, we've put a lot of thought leadership into a lot of.
Thought into, I guess, how we, how we broke her [00:20:00] that , um, in particular, you know, how we think about email, video, slack, other modes of communication, fitting into people's daily routines and lives. You know, I, I think it's so important to take the additional time to be curious about and understand. Uh, what our customers, you know, sort of, um, operating daily routines might be their cultural context might be, and also, you know, internally for our teams collaborating together , um, asking, you know, directly, or just maybe even through self-reflection understanding how we are partnering together and , um, the different ways that those.
Uh, experiences the digital experiences that we're using to communicate with each other, even you and I, you know, over zoom right now , it's, it's, it's different than our in-person conversation, right? Steve. So like, you know, thinking through how to, how to build trust, you know, over these digital mediums is , um, you know, it can be difficult,
Steve Hamm: yeah. Yeah. You know, it's interesting. One of my gigs is I'm involved in a global. Collaboration that emerged during COVID , uh, really around using [00:21:00] , um, systems thinking and modeling and some AI , uh, research tools to kind of come up with ideas about sustainability and resilience that would, you know, set the world on a better course.
It's a hundred percent virtual, almost no one in the group. And there are hundreds of people has ever met anyone else.
Anita Lynch: Wow.
Steve Hamm: And it's, so it, it, you know, you have to re kind of rethink culture and in some ways, accessibility, you know what I mean? It, it makes, it makes it easier to see people and see their faces and talk to them.
But, but obviously it's not the same as working in a team. So I really think there's a lot, you know, that there's a lot of governance of our, of our collaborative, you know, Virtual workspaces that that has to take place. And I think you talked about that with the, the remote work revolution book. So it's really fascinating.
Yeah. Hey, I wondered you talked about how data governance has really emerged, you know, in your view , you, you recognize that, oh, this is a role, this is a domain. Is there kind of a club of data governance, people like yourself in [00:22:00] the, you know, in your industry or broader that you're in touch with and kind of helping to shape the thinking.
Anita Lynch: Uh, Steve, if only, you know, hoping that there would be one and I even tried to start one for a while and clubhouse, but , um, you know, surprisingly there really wasn't a ton of excitement about it. I think, you know, even though there are quite a few headlines that are eye catching about this, we haven't quite gotten to the point where.
You know, the average everyday person sort of knows what data governance is as a function. Um, you know, they understand kind of data privacy because it's something that's coming up more and more. Uh, but I would love to start. When do you want to start one with me? Let's do it.
Steve Hamm: Well, I'm probably not the right person, but I think revolutions start with a manifesto and I think, and I think you may be the person to write that manifesto.
Because if you write the manifesto , then, then people kind of say, oh , well, do we agree? Do we disagree? And you kind of, it kind of creates a discussion, you know, that could turn into could be good.
Anita Lynch: Yeah. I'm not sure I'll be writing a manifesto, but what I will say is that. [00:23:00] I think that the future, I mean, you talked about the organization that you're a part of.
I think the future for , um, artificial intelligence is really thinking through how to kind of provide these virtual assistant type , um, you know, capabilities to people. And, you know, we see this in, in movies and , um, you know, kind of futuristic , uh, things all the time where. You know, the, the overall kind of notion that the internet is a, is a huge place, right.
And most of us only really interact with a very small part of it. So if you think of it as kind of, um, a massive opportunity to create. Uh, tools , um, like virtual assistants that can kind of help people navigate that space that , um, that domain and, and do so in a way that's going to position, you know, the person that they're assisting.
In the best way possible and, and sort of protect their interests, so to speak and kind of help them look out for their , um, their interests. I think that's a really interesting kind of thought exercise to do [00:24:00] around, you know, what the future is gonna hold for technology. And if I were. Investing in this space.
I think that's really an area that has caught my attention because it's really important to have people who are thinking about this, you know, inside of different organizations like myself. But I think it's even more important to kind of have , um, you know, uh, innovators and entrepreneurs thinking about ways that they can help to develop these capabilities and , um, you know, really , uh, push.
Push the envelope push things forward in that space.
Steve Hamm: Yeah. We've been talking about digital assistance since well, apple Newton. And before that, there were clearly ideas before.
Anita Lynch: I mean, there was computer really on star Trek.
Steve Hamm: Right. But you know, the funny thing is you've really got to, if you're going to have a digital assistant, who's really helpful to you, they really have to know you.
So that's, that's where we get into the tricky part.
Anita Lynch: Yeah. Yeah. And, and humans, we are [00:25:00] curious beast aren't we? Yeah. Yeah.
Steve Hamm: So you you've you've started into this, but I want to, you know, the next segment, we want to talk more about the future. So what do you think are the most important trends in data governance in the next year or so?
Anita Lynch: Yeah. Obviously I think the overall industry right now is just seeing a huge wave of digital transformation and, you know, more and more kind of commerce coming , um, you know, through digital, more and more focused on , um, the ability to deliver right. Digital experiences, you know, due to COVID and everyone , um, you know, who can, is working remotely and , um, and has been doing that for some time.
So, um, at the front and center of how people , uh, think about their personal data and their understanding of their internet presence, you know, everything from kind of. Uh, buying groceries online to tracking kids' education, to managing social interactions , uh, with all of that moving online this past year, I [00:26:00] think, you know, sensitivity about data is becoming a bigger challenge for companies to face and , um, you know, I'm glad that we have this higher kind of awareness of data and the different problems that can be created if people are not sensitive to, to it at all levels, you know, and what kinds of protections need to be in place?
I think that's something that , um, you know, we're going to continue to see a focus on over the next , um, You know, a a couple of years and then in particular, you know, data governance , uh, there's an aspect of it. That's really kind of, you know, leading into , uh, data security and cybersecurity as well. And so, you know, that's something that I'm also starting to spend more time on.
Steve Hamm: Yeah, yeah, yeah. And no, this is a little tricky because things are changing so fast, but I want you to put in your visionary cap now look out like five years or more. How do you see the data cloud and data governance impacting business in society?
Anita Lynch: You know, that's interesting. I spend some time talking about this with my friends occasionally.
And I [00:27:00] think that, you know, as I said before, artificial intelligence is really , uh, something that needs to be taken from, you know, uh, the realm of what's possible to the realm of. You know, um, what's absolutely necessary in order to, you know, just do business. Um, I think there's also , um, this notion that, you know, as we said before , um, digital assistants, you know, really need to have.
Um, a comprehensive understanding of , um, you know, who we are as people in order to assist us. And there's kind of this nefarious element because science fiction has, you know, done things with that notion , um, that I think make some people afraid of data, but the reality.
Forecasting someone. Yeah. Um, individual behavior is , uh, you know, is something that's that's happening, whether we like it or not. So we have to kind of start being more proactive about thinking through , um, ways that that can become. You know, a, a positive as opposed to, you know, some of the , um, kind of more reactive approaches that I think have been taken, you know, most recently [00:28:00] I'm also just excited to see from, you know, uh, an enterprise software perspective, what happens, you know, uh, companies like snowflake where , uh, you know, they're really building capabilities.
That help us think through different ways to make data more effective and getting to, you know, insights more quickly. Um, and I'm thrilled to actually be a part of a community that's as forward-looking , as, as it is.
Steve Hamm: It's interesting when you were answering something that occurred to me and maybe I think that was your point.
The data governance issues and AI governance, which is also could be called AI ethics. Those are emerging because the, the, the who's going to be acting what, you know, who's the actor on the data in the future. It's more and more, these AI. Agents and we, you know, so we have to govern them, you know? And , uh, so I mean, you're the, the field that you're in, it seems to me [00:29:00] is one of the most important fields.
In computing and in society. And so you got to write that manifesto, you know,
Anita Lynch: there, we, I get, you brought it full circle. Thanks, Steve. I love it. Awesome.
Steve Hamm: I'm going to stop now. I'm not gonna, I'm not going to charge you anymore. No. Now we've come to the end and, you know, At the end, we often ask these kind of personal fun questions.
We'd like to go out on a lighter note. And so the question is, you know, here you are at Disney with all these wonderful streaming services and all this, these great stories. So how do you use streaming services and your own life? mean, I've, you mentioned Mandalorian before, and I think I've read in some of the articles that you really like it.
So if you could, you know, what do you watch and how do you, how do you consume the stuff personally?
Anita Lynch: So I've been , uh, a lifelong star wars fan. So the Mandalorian actually brought back to me some of the pieces of my childhood that I had started to kind of almost forget about [00:30:00] because for me, those movies, you know, came out when I was a very young kid.
Um, and you know, being able to kind of. You know, different parts of the story brought to life in the Mandalorian. Um, and the way that it kind of unveiled each Friday night, you know, episode after episode, you know, it was just really , um, It was amazing to me. It was just, it was a very kind of emotional, actual connection for me.
Um, but lately I've been watching more of the Marvel cinematic universe. Like I really got into wine division in particular. I started watching it every Friday night and , uh, rolled right into the Falcon and the winter soldier, but I'm actually extremely excited to watch low-key, you know, it should be premiering in a few weeks.
Steve Hamm: Well, you know, it's funny. Been true for a long time, but I mean, whenever I meet people these days, you know, we get out, now we talk to each other face to face, but we're always asking her, what are you watching? Everybody wants to know.
What's the, what's the, what are you watching streaming? What what's , what, what [00:31:00] series you watching and there's, there's real passionate about it. And, you know, I think in terms of quality, I mean, there's, there's tremendous quantity, but in terms of quality, I can't think of a time when. Television or what, as we experienced television now, wherever, you know, through any device anywhere has been, as the quality has been as good.
It's really kind of you'd think when it splinters like this, there wouldn't be enough resources for quality, but there clearly is. And it's kind of, kind of cool.
Anita Lynch: I'm thrilled to hear you say that. And I hope that Disney plus is contributed to raising that quality bar overall. I like to think that it did.
Steve Hamm: Yeah, I think so. I think so. Hey, this has been a, it's been a great conversation. Nice to meet you again, at least virtually. And I think, you know, the way you're going out, data governance is really kind of inspiring and also important. As I said, I think, you know, dividing into those buckets, those clear buckets of quality, privacy, security, and sharing, I think [00:32:00] really, you know, it's good for your company and I think it was good for your customers.
I think it would be really good if. Everybody did that and really took it, you know, put somebody in that role. I mean, I think , uh, we need people like you all through business, so hopefully that'll happen.
Anita Lynch: Thank you. It's been a pleasure talking to you today.