Wednesday 31 July 2024

Interview: Filmmaker Walter Murch on plumbing, performance and writing

IBC

The Godfather of cinema sound and picture editing shares the secrets of his groundbreaking work.

article here

For Walter Murch, whose work editing sound or picture includes The Godfather and Apocalypse Now, the jury is out on the impact of AI.

“AI is good at doing the grunt work but you have to know something about the language of cinema - about what the film is trying to say - in order to modify and improve it and change certain mistakes,” he says.

The three-time Oscar-winning filmmaker says he was consulted by Google over a decade ago to help build a computer program that would automatically edit home movies into polished highlights.

“Now there is the option of throwing material at an AI and asking it to create a first assembly,” he says, “but that’s one of probably several different pathways.”

The 80-year-old would be revered among professionals were his output confined to sound mixing on The Godfather (Parts I and II plus editing part III) alone but he has achieved so much more.

For pioneering the use of 5.1 sound on Apocalypse Now, he became the first person to be credited as a sound designer. He co-wrote THX-1138, the feature debut of George Lucas. He is the only artist ever to win Oscars for both film editing and sound on a single film (The English Patient, 1996). Students and pros alike regard his 1992 essay ‘In The Blink of An Eye’ as the bible of editing. Directors from Francis Coppola to Steven Soderbergh recognise Murch as a sound and image guru.

Now he has made a new documentary Her Name is Moviola, about the machine on which classic Hollywood movies were cut. In it he demonstrates the chaos of the cutting room but also how the art of editing was forged by slicing and splicing frames of celluloid.

“Physically cutting film was like blacksmithing in comparison to digital,” Murch said at Sheffield Documentary Festival where the film premiered. “Editing was noisy, complicated, time-consuming and repetitive. Like surgery without anaesthetic.”

Murch learned to cut on a Moviola which “like a lathe” demanded that the user remain standing up. Even when digital arrived in the mid-90s he bought an architect’s table to put the keyboard on so he could continue to stand.

“Somehow it got into my DNA,” he said. “Your whole body is involved in a kinaesthetic movement of rhythm. The finished film is a kind of frozen dance or choreography of all those decisions.

“Then again, it’s a personal thing. I know many talented editors who wouldn’t dream of standing up.”

Murch has physically cut film on flatbed KEMs and Steenbecks and used all the main NLE software including Blackmagic Resolve and Avid, tending to prefer Adobe Premiere.

He subscribes to the view of The Wizard of Oz director Victor Fleming who said ‘good editing makes a film look well directed but great editing makes the film look like it wasn’t directed at all’.

“He means that if it’s good you admire the craft but you are aware that you’re looking at a crafted object, whereas great editing transports you and you are simply there with the events that are unrolling on the screen,” he says.

For Murch, editing is part mechanical, part intuition, and part accident. “I can’t tell you how many times over 60 years that things just seemed to fall into place almost accidentally. When that happens, I realise it’s much better than anything that I could have consciously put together. As editors, we live for those moments and preserve them.”

Discovering a passion

Born in New York the son of a Canadian painter, Murch was aged 10 when he encountered a tape recorder at a friend’s house.

“It was love at first sight. A fever came over me. Nobody had to explain that you could record sound on it and then cut the sound up into little pieces and paste them together backwards, upside down, or play the sound through the bass. I discovered the fact that you could manipulate reality in a sort of frenzy.”

In Paris studying art and literature in 1963, Murch found himself at the height of the Nouvelle Vague of cultural experimentation. “You couldn’t be a young person in Paris at that time without getting infected with the film virus,” he says.

Back in the US, he studied film at USC and met Coppola who invited Murch to mix the sound on the 1969 film The Rain People at his new production company American Zoetrope. Located in San Francisco, Zoetrope was inspired by the French new wave to break from the rigid rules of Hollywood’s studio system. Its first production was THX 1138 (1971). Two years later Murch was the sound editor on Lucas’ breakthrough movie American Graffiti. In between, he sound-designed The Godfather landing the first of nine Oscar nominations.

“In a fiction film, there is an abundance of interpretation but a paucity of events,” he says. “The events are just those that are in the screenplay. Every lineup dialogue is repeated dozens of times. A character saying this line with a certain inflection from a certain camera angle with certain focal length. The editor’s job is to find your way through those slightly different shadings of interpretation.

“Documentaries are the opposite. There’s an abundance of events. In general, when something happens, it only happens once from that angle. The editor’s task is to find their way through this particular maze. What events are we going to show, in what order and then because this moment only happens once, how do we present it in the clearest, most understandable and emotionally engaging way?”

Technique and innovation

Murch’s solution was to develop a technique for non-linear editing decades before digital. It is a technique he uses on every film to this day and finds it particularly useful for assembling scenes shot with multiple cameras.

“I take four to five representative still frames of every setup [shot],” Murch explains. “I number each one and pin them up on a large board on my wall. Each board holds about 50 photographs. The entire landscape of the raw material is laid out in front of me.”

He evolved the collage to give each card a colour conveying an emotional ‘temperature,’ and a different size and shape suggesting the scene’s role and importance.

“As I’m cutting the scene, I’ll be looking at my monitor and then turn around to see this wall of photographs for the whole sequence. My eye will just magnetically go to some image that seems to be the thing that we would want to go to next. It’s the editor’s job to anticipate what the audience wants to see next - even if they don’t know it yet.”

He notes that many scenes in Coppola’s films are shot as if they were a documentary. The wedding at the start of The Godfather, for instance. The covert recording of a meeting between two people in a crowded square in The Conversation, the ride of the Valkyries attack in Apocalypse Now.

“All are covered by multiple cameras shooting simultaneously. Sometimes the cameras are hidden. The camera is trying to catch the moment. In the edit room, I’m looking for chance juxtapositions to tell the audience what the scene is trying to say.”

More broadly he describes the editorial process in three stages: plumbing, performance and writing.

“Plumbing is simply the workflow,” he says. “In the mid-60s the workflow was pretty well established and stayed the same for the next 30 years. The introduction of digital from the mid-nineties threw that up in the air. On every film now we have a meeting that lasts a week to figure out what the workflow is going to be. You have to make sure the pathway of information is as smooth as possible and nothing gets lost.”

Performance means interpretation. “It involves asking ‘what language does the film want to speak? What’s its rhythmic signature? What is possible in this film which would be impossible in another film, and so on.”

Writing, for an editor, begins when the whole film has been assembled from beginning to end. “Now we ask ‘Does it work?’ and ‘How can it work more effectively?’ We play around with the structure. We search for redundancies. Maybe there’s a scene written to show that a man loves a woman but in the previous scene we know from the looks between the actors that they love each other, so now you don’t need the scene where love is declared.”

Editing is supposed to be an invisible art “but are there times when we’re too invisible?” he ponders. “Maybe there are times when editors should step up and show some of our editorial juggling acts that reveal to the audience that this film is indeed a construction.”

In his new book on filmmaking ‘Suddenly Something Clicked’ (which refers to the first time somebody noticed the sound of spliced frames passing through a projector) Murch says he never stops re-examining his work.

“Rules are useful,” he writes, “but they should be broken at the right moment.”

Thursday 25 July 2024

Ad Tiers and Original Series Driving UK SVOD Market

Streaming Media

Despite a contraction in the number of UK households paying for streaming services, the importance of original content to keeping and attracting subscribers is reinforced in new figures from consultancy and data analyst Kantar.

article here

In its latest quarterly Entertainment on Demand study of the UK’s SVOD market, Kantar found Netflix continuing to dominate content discovery in the UK, with more than half of all VoD subscribers choosing Netflix as their first port of call to find new content to watch, marginally up from a year ago.

Generating national headlines the UK-based drama Baby Reindeer was a domestic and global hit, which translated into the country’s most enjoyed show during the second quarter. The show alone was responsible for attracting 8% of new subscribers, noted Kantar. The latest instalment of period drama, Bridgerton, was the top show in June, helping Netflix grow its subscriber share over the same point in 2023.

Both Bridgerton and Baby Reindeer were among 107 Emmy nominations landed by Netflix helping deliver solid subscriber gains worldwide in Q2 over 8 million, bringing its global base to 277.65 million. The company also reported a 17% rise in revenue to $9.56 billion and net income of $2.15 billion (versus $1.49 billion a year ago) beating its own forecasts and those of Wall Street.

“Netflix's Q2 results highlight its resilience and strategic prowess in maintaining market leadership, powered by captivating content and a robust subscriber base,” said Andrew Skerratt, Global Insights Director at Kantar. “Baby Reindeer, the most enjoyed VoD series in Q2 in the UK, and the latest season of Bridgerton have significantly boosted Netflix's subscriber engagement and retention.

Amid growing competition, Netflix continues to lead in content discovery too with 53% of British VoD subscribers turning to Netflix first to discover new content.

“These insights underscore Netflix's edge in content quality and user engagement, which are proving to be key factors in securing future growth,” Skerratt said.

Other pointers from the Kantar report indicated that the latest (20th) series 20 of Grey’s Anatomy was the top driver of new subscriptions to Disney+ over the quarter for British viewers with Japanese historical drama Shogun continuing to perform well.

For Amazon Prime Video it was the farming documentary fronted by Jeremy Clarkson which was responsible for attracting 14% of new Prime Video content-led subscriptions over the second quarter. Clarkson’s Farm was also the second most enjoyed title across the whole of the UK, behind Baby Reindeer

AppleTV+'s share of new subscriptions fell back in the second quarter with specific title-driven acquisitions falling from 44% last quarter to 34% in Q2. What Kantar describes as “a slightly weaker slate” in the second quarter meant AppleTV+ relied more heavily on free trial promotions to drive subscriber growth. 

Over at Paramount+, the evergreen IP of Star Trek was the most watched show beating our Yellowstone for the first time in a year as the franchise most important in attracting new subscribers but it wasn’t enough to stop a fall in share.

“Paramount continues to struggle with subscriber advocacy, with Net Promoter Score (a measure of subscriber advocacy) remaining in negative figures for the last 12 months,” said Skerratt.

“This is limiting the ability of Paramount+ to win new subs via word-of-mouth recommendation, instead having to rely more heavily on expensive marketing campaigns.”

More than 1 in 3 of those quitting the service say they are not using it regularly enough and cite a lack of new content as a key reason. 

With Max yet to launch in the UK (until existing content contracts with Sky unwind) unsurprisingly it is sport which leads the pack for British subscribers to Warner Bros Discovery services like TNT EuroSport and discovery+.

It climbed to third place in the second quarter in share of new paid-for subscriptions, with sports being a driving force for 1 in 4 new subscribers, the highest in over a year. 

WBD might expect another bump in Q3 since it holds rights to the Olympics (shared with UK free to air broadcaster BBC), the Tour de France and US Open Tennis.

Skerratt remarked, “Prime Video’s resurgence, driven by popular content, highlights the crucial role of compelling shows in subscriber retention. Meanwhile, the consistent performance of Disney+ and Netflix demonstrates their ability to deliver engaging content that resonates with diverse audiences.”

Nonetheless, the cost of living is biting with households definitively cutting back on the number of services they pay for each month, likely jumping between streamers to catch up with the latest must-watch content having binged series on another service.

Per Kantar’s research 19.5m British homes hold at least one paid video streaming service in Q2 which is down 300k from the first quarter.

Q2 was also light on new subscriptions, with only 8% of the British population taking out a new VoD service, the lowest in 12 months.

In addition to which almost half of UK streamers (47%) would accept ads for a cheaper service, which is up from 42% at the start of the year.

Although Prime Video’s churn rate fell below that of Netflix (at just 2% this quarter) Kantar noted some lingering concerns for viewers of Prime Video’s ad-supported tier about the number of ads served. Dissatisfaction is at -17% compared to -6% for Netflix and -7% for Disney+.  

That lower score for Disney+ seems to be playing a key role in attracting new subscribers to the streamer, notes Kantar. AppleTV+ does not have an ad-supported tier and fell to #4 spot with a 12% share after holding the top spot for the last six months, in Kantar’s table.

“The latest data from our Entertainment on Demand study highlights the importance of compelling content in retaining subscribers,” Skerratt concluded. “The strong performance of Disney+ and Netflix underscores their ability to consistently deliver engaging shows that resonate with diverse audiences. Understanding these trends and consumer preferences is crucial for streaming services aiming to maintain and grow their subscriber base in a highly competitive market.”

 


Monday 22 July 2024

Paris 2024: Dynamic studios and multilingual reporting to deliver games to 47 markets

IBC

In its first Summer Olympic Games since merging in 2022 Warner Bros. Discovery (WBD) is preparing for what it believes is the most unique broadcast operation of any rights holder from Paris.

article here

Like other broadcasters it is promising to deliver all 3800 hours of live competition that host agency OBS will produce, but unlike, say NBC, it will tailor it into 19 languages across 47 markets.

"That would arguably be what sets us apart from any other broadcasters,” says Scott Young, Group SVP, Content, Production and Business Operations at WBD Sports, Europe. “The principal idea is how do you create a plug and play dynamic platform that isn't wedded to any one studio or any particular camera which is only for that market. How do you make it work across 47 markets?”

Recent Olympics covered by Discovery on Eurosport featured the XR studio Cube which was used to ‘teleport’ athletes into studio presentation. That’s ditched this time around in favour of being “immersive around the city and around the sports, closer to the athletes.”

Young explains, “The Cube studio was particularly useful when the Games were in Pyeongchang, Tokyo and Beijing; Challenging time zones, remote locations and two of those in winter and one in the Pandemic where accessibility and portability has been a challenge if not extremely restricted.”

“Paris ‘24 is a very different style of production. We're using an on-base, in-venue closeness to the athletes and the story. We've taken a very clear production plan to be on the ground rather than to be in a technical environment.”

There’s also less need for a virtual and remote production technique from Paris given that this is also the headquarters of Eurosport.

It has created a single host destination called WBD House on the rooftop of the 5 star Hôtel Raphael,  emblematic of Roaring Twenties Parisian glamour, near the Arc de Triomphe with views along the Trocadéro.

On the rooftop are four multicam studios, three stand-up positions (including one for WBD news channel CNN) and remote RF cameras.

“This will create an environment where we can tell the story of the Olympic Games into a single market environment (studio) and transform that into a multi-market rooftop where guests, celebrities and experts can move from country to country.”

He elaborates,  “A main host set can move from one ‘country’ to another. At the flick of a switch we can make that work in the UK, in France, or in Norway. It’s a truly immersive broadcasting experience and location that serves a very unique broadcasting platform like ours.”

Continuing, Young says, “Any one of our four studio locations could do a breakfast show in the UK and half an hour later it could do a mid-morning program in Sweden, half an hour later again it could be a France mid-afternoon program. We are dropping in different talent and leaving the technology the same.”

“So rather than building out individual studios for every market, which would be an astronomical undertaking, and frankly, not really necessary, we've created a dynamic environment where we can move the technology around to suit a particular market.”

In addition, WBD has live stand-up and studio presentations at different ‘houses’ located across Paris. Houses are run by each country’s local organising committee and are open to the public.

“Some of our markets also have studios local to them where they've kept presenters and experts back at base. That means they don't solely rely on operating hours in Paris. We have many commentators operating remotely as well as on-site and we have interviewers in every location at every mix zone for every sport.”

Most of these interviewers are multilingual so  they can chat to athletes irrespective of their nationality and language. This content is then distributed through WBD’s single media platform to every market.

WBD is able to draw on the resources of stable mate TNT Sports in Atlanta to create elements such as longer form highlights reels, short bumpers and teasers and emotive clips. These are routed back to Europe for local editorial teams build programming (WBD not having rights to the Olympics in North America).

“We have a 20-strong editing team working in Atlanta,” Young says. “Once competition finishes each night, there'll be cutting clips and sending them back into the central server so when every market wakes up in the morning they'll be able to draw down a series of content that's been edited by a team of people who are very focused on selling sport.”

A number of producers, directors and reporters normally based in Atlanta will be on-site in Paris assisting with WBD production on the ground.

“The shorter form content is for our web, app and social teams. Longer format reviews and previews will be used in breakfast programs. Our teams across Europe will wake up each morning able to choose different title sequences already pre-edited.”

“It’s a really powerful resource that produces a lot of sports content in the US that we're able to turn to our advantage of the Olympic Games here.  The relevance of this is not lost on the fact that the next Olympics are in Los Angeles.”

Unlike OBS, the broadcaster is not using AI in its editing operation. “We don't have a need for that. We’ve yet to truly flesh out how AI is going to benefit the way in which we tell the story of live sport and of an athlete competing. I don't think it's too far off, and I'm quite sure AI will have a much more impactful role at LA '28, but AI is not a driving force of technology for us at Paris 2024.”

A key feature for WBD on Discovery+ and Max are timeline markers and event alerts for 12 sports. These will allow users to navigate to the points in the action that they wish to view.  

“Whether you're on X or Instagram the alerts will remind you that a key moment like a Gold medal has taken place,” Young says. “You can then go to that stream, click on the timeline marker, and find that moment without scrolling through hours of broadcast. I think that's a fairly revolutionary way of hopping around sports, for those that are a multi-sport viewer rather than wedded to a single sport.”

The main Eurosport channel will air Olympics action in UHD 4K HDR but this format will not be made available on its streaming services. Bandwidth being the main issue; also that viewing UHD HDR on mobile devices is problematic outside of everyone having cheap 5G plans.

“We would probably have significant issues if we tried to do the full fat version across every sport live on a streaming platform,” Young says.

“We will broadcast HDR for certain sports but we took the decision a while ago with the streaming team that UHD across every feed was not going to be the product that would set us apart from the competition. Our proposition is in making sure we broadcast every sport, live and letting an audience choose what they want to watch, when they want to watch. That was more of a priority than broadcasting UHD.”

Young says WBD has worked closely with OBS since Tokyo to ensure it gets the innovations it wants.

“We spent a lot of time talking with OBS about making sure that innovation does flow through and I think what they have presented to us and all rights holders is a pretty extraordinary package of coverage for Paris 2024.”

The broadcaster began seeding coverage of the Games a year ago its Road to Paris 2024 programming. A number of other programs have been released or about about to be released that further behind the scenes awareness of an athlete’s journey.

Like OBS, WBD is keenly aware of guiding fans through the rules and performances of sports that may only see the light every four years.

The traditional Olympic sports of athletics or boxing are fairly well known but there's an array of more niche sports that only get the mainstream spotlight at an Olympics.

Take breaking (break dancing), which debuted at the 2018 Youth Olympics in Buenos Aires, and makes the leap up to elite sport for Paris 24. How does s the audience understand whether the athlete has achieved good or great results.

“That's where a combination of different camera angles, graphics and different explainers will really help our audience through 17 days of competition,” Young says.

Breaking is a subjective, artistic discipline so WBD Sports so will have experts on hand to introduce these artists to a sports audience and explain how judges came to a decision.”

 

Friday 19 July 2024

Studios make space for the community

Broadcast

As the number of productions seeking a home shrinks, studios are having to do more to win work than simply provide space, with environmental sustainability, community engagement and training programmes at the top of the agenda.

article here

At a basic level, film and TV studios exist to sell space. But in an increasingly competitive landscape, many are finding that is no longer enough. As they battle to attract a shrinking number of productions, studios are rethinking how they do business, and developing their offer in terms of training, community outreach and environmental sustainability.

“Operators are under more pressure to do the right thing,” says Garden Studios chief operating officer Bee Devine. “Studios have evolved into more of a creative hub to support productions. With that comes more responsibility – for instance, to minimise their carbon footprint on the local area.”

Fifteen years ago, TV studios were centred around London, while Pinewood and Shepperton dominated film production. But since 2013, when high-end TV (HETV) tax relief was introduced, demand has grown and stages have been popping up all over the country.

“When a new studio is built, it generates a huge amount of local interest in communities that have had no previous experience of anything like it,” says Shinfield Studios joint managing director Nick Smith. Based at the Thames Valley Science Park near Reading, the studio’s first four stages opened in 2022, and the last of its 18 stages became fully operational in April.

“You don’t just build a massive studio in what is a small parish without involving the community,” says Smith. “You have to bring the community with you.”

Keeping local councils and public opinion on side is especially important if the business wants to expand. “Because studios have a disproportionately large footprint within the community, people perceive them to be bigger businesses than they actually are,” says Dock 10 head of studios Andy Waters. “People look to you to set the standard for the community.”

For Bristol’s The Bottle Yard Studios, this is even more crucial – the facility is owned by Bristol City Council, meaning “we have social values at our core”, says head of film Laura Aviles. “Being good citizens runs through us like a stick of rock.”

Imperative for the survival of any studio, especially those outside London, is building and sustaining a base of freelance crew and permanent staff to serve production. To support its expansion from eight to 11 stages in 2022, The Bottle Yard employed an outreach co-ordinator to cement relationships with the West of England Combined Authority and the metro mayor Dan Norris, and who was tasked with “stressing how beneficial HETV production is to the region and the local population”, says Aviles.

A £300,000 award from the council helped to establish a workforce development programme, specifically targeting under-represented groups. To date, 45 people have completed the five-week course, which aims to have people ‘set-ready’ and equipped to take on work as a freelancer.

“One goal is to dispel myths about the industry,” says Aviles, adding that the course also includes advice on topics such as completing tax returns and managing potential workplace harassment. “For us, it’s about pastoral support as well.”

The studio also offers affordable stages to lowerbudget indie features or children’s productions, which would struggle to find space anywhere else. This is about more than benefiting the production, Aviles says: “Those productions are actually the training grounds for the directors and HoDs of the future.”

Shinfield, the University of Reading and Slough-based Resource Productions have partnered to develop a Berkshire-based ‘Skills Cluster’ backed by £600,000 of BFI funding. The scheme, part of a nationwide initiative, aims to create opportunities for new entrants to the workforce, those from underrepresented backgrounds, individuals upskilling and over-50s jobseekers returning to work.

“We’re working with local education establishments, careers advisers and job centres to showcase the variety of job opportunities,” says Shinfield head of marketing Julia Hillsdon. “A lot of the outreach is about managing perceptions of what goes on in a studio on a day-to-day basis, showing it as a working environment and not one that’s all glamour.”

Work simulation

As part of the government’s sector-based work academy programme (SWAP), Shinfield simulated the experience of filming on set for a group of jobseekers. Its workforce development programme, which began in January, works with producers to secure work experience placements for graduates on shows such as The Road Trip, produced by 42 for Paramount+. It also seeks out talent through its partners – graduates of a camera lighting and grip course run by kit rental house MBS have landed permanent jobs at the studio.

Cardiff-based Bad Wolf is unusual in being an indie that runs its own studio. Chief executive Jane Tranter explains: “I wanted to do the opposite of normal filming, where you helicopter into a region, spend lots of money temporarily, then heli out again, leaving tumbleweed. Instead, we committed to invest in Bad Wolf Studios and to try to provide jobs for the community 52 weeks a year.”

In 2018, Bad Wolf began working with Screen Alliance Wales as an outreach partner. It has since delivered more than 3,000 studio visits, more than 15,000 online masterclasses, 405 work shadowing placements and 117 long-term paid traineeships.

“It’s a virtuous circle where what we put into the local economy in terms of training and education deepens the pool we are able to draw on,” says Tranter.

To this end, Bad Wolf Studios regularly hosts school children from the age of nine at a permanent classroom on site. “I don’t know of any [other] proprietor that would put in a classroom when they could rent the space,” Tranter says. “Production jobs can feel a bit smoke and mirrors, so this is about explaining the scope and scale of opportunities.”

Diversity and the environment are also key issues. Studios are actively hiring a diverse workforce, including those who are neurodivergent or have a disability. Many studios – Shinfield, Bad Wolf and The Bottle Yard included – are working with the TV Access Project to ensure buildings are as accessible and inclusive as possible. While adapting older studios – for example, by widening corridors – can be costly, new builds are being designed with access in mind.

Meanwhile, productions are becoming “increasingly vocal about wanting to work with studios that align with their sustainable values”, according to a report from Bafta’s climate and sustainability arm, Albert.

Waters agrees. When Dock 10 opened in 2011, most customer questions on sustainability were about completing paperwork and forms. “Today, our employees and our customers’ employees are much more aware of the environment and want to ensure that everything is being done to minimise environmental impact,” he says. “Customers want to know that it’s more than just ‘talk’.”

Dock 10 boasts a net carbon-neutral building, has planted 5,000 trees in the Brazilian rainforest, and achieved ISO standards for environment and energy management. It has also partnered with the Lancashire Wildlife Trust on a project to preserve peat bogs.

The number of studios signing up to Albert’s Studio Sustainability Standard is 29, up from 12 in its first year in 2022, but the scheme remains voluntary.

Waters says this breeds confusion. “There isn’t a requirement from broadcasters for all facilities to have these standards,” he says. “There isn’t one agreed standard that everyone can point to that says, ‘We meet sustainability criteria so your production can come here’.”

Other studio chiefs agree that the Albert scheme should be mandatory. “Our industry is heavily industrialised and we should all have to work super hard to offset that where we can,” says Tranter. “We take part in Albert to hold our feet to the fire.”

IMG operates four studios at Stockley Park near Heathrow powered by 100% renewable energy – including one exclusively for Premier League

Productions. Its Bafta Studio Sustainability rating rose two points to 81% in 2023. “It helps us to keep focused, train our engineers to look for sustainable replacement technology and as ammunition to inform senior leadership about new initiatives,” says IMG production exec Sarita Neto.

Sustainability criteria has been included in production tenders for years, but Neto says the scope, detail and weighting in terms of importance is increasing. “Customers are slowly starting to move away from suppliers who cannot demonstrate their roadmap to net zero.”

Sustainability initiatives

The Bottle Yard’s green credentials helped Bristol win the 2024 City of Film Award from Broadcast’s sister publication Screen. The studios’ roof is equipped with a one megawatt solar array that generates enough power to offset the site’s annual carbon output. Generated power is also fed back into the local electricity grid.

“We are getting increased inquiries and securing more work because of our sustainability initiatives,” says business and operations manager Katherine Nash. Engagement with productions on waste management is just as important as solar power, she notes.

Garden Studios in north-west London is one of only two studios in the world – Vancouver Film Studios is the other – to have achieved B Corp Certification, which measures social and environmental impact on employees and society.

“We have gone through meticulous assessment in every facet of our business, from employee benefits to charitable giving and supply chain practices,” says Devine.

Among these initiatives, it works with ReCollective, a charity that upcycles production materials and provides carbon data for Albert certification.

Garden Studios also partners with Panalux and other businesses on its Park Royal campus to support work placements. It launched The Hive last summer to offer small businesses a space that combines co-working support and creative production suites. MAMA Youth Project, a provider of training and support to young media talent, has been resident since the beginning of the year.

Equally refreshing, studios are now budgeting for wellbeing co-ordinators, diversity recruiters and sustainability co-ordinators within productions.

“An Albert certificate is almost mandatory for scripted drama but what is encouraging is that the culture of production has shifted to include skills,” says Nash. “We have clients lobbying us to tell them how we can help them fulfil their strategic goals in these areas.”

All Options on the Table as WBD Seeks to Prevent Total Breakup

Streaming Media

Perhaps it was always too big to swallow, but now CEO David Zaslav appears to have made plans to restructure, downsize, or sell off parts of the WarnerBros. Discovery (WBD) media powerhouse.

article here 

Consultants have been called in to advise the beleaguered WBD executive team while analysts have gone public with their thoughts on what amounts to a failed merger.

“In our view, the current composition as a consolidated public company is not working,” Bank of America Global Research analyst Jessica Reif Erlich said, in a note to clients, as quoted in Deadline.

The company’s stock has declined more than 70% to $20 billion since Discovery acquired Warner Media in early 2022. “At current levels, we believe exploring strategic options for WBD would create more shareholder value vs. the status quo,” added Erlich. “All options need to be on the table.”

The main option being explored seems to be to separate the conglom’s streaming service Max and content studio from the linear TV business. The aim would seem to be to free the streaming arm which is earmarked as the future of the company, from the shackles of a $40 million debt burden.

That debt would apparently be locked to the linear division which includes CNN, HBO, TNT, Discovery Channel, as well as Eurosport and TNT Sports in the UK. That said, TNT may lose out to Amazon in bidding for the next decade of NBA rights. If that happens the future of TNT would be on the block. Also on the table is a straight divestment of some assets.

A clean move might be to hive off the sports related properties like Eurosport and TNT, which own prized rights such as the Olympics and Champions League football in Europe. But with live sports considered by many analysts to be an evergreen asset vital for media company survival, this would seem dramatic. WBD has been on a mission to slash debt and move back into profit since the $43bn merger. It has made repeated rounds of redundancies with the latest cull of 1000 jobs only happening this week.

The news broke in a report in the FT, which also suggested WBD is considering possible merger & acquisition options for some of its assets.

Wednesday 17 July 2024

The Battle to Beat Malaria in extreme close up

interview and copy written for VMI

The team behind the Oxford/AstraZeneca COVID-19 vaccine have developed and tested a new malaria vaccine and BBC cameras were tracking their progress all the way.

article here

The inside story can be seen in Horizon: The Battle to Beat Malaria, a 1×60’ film for BBC Two and iPlayer, made by Wingspan Productions, HHMI Tangled Bank Studios, and ARTE France, in association with BBC and NOVA/GBH.

Filmed with privileged access over several years to key scientists on four continents, the BBC doc features extreme close-up details of Anopheles, a genus of mosquito, as well as slow motion and stylised scenes for the programme titles shot by specialist cinematographer Robert Hollingworth (A Real Bug’s Life).

Clearly a malarial species shouldn’t be let out of the lab even under controlled conditions so instead Hollingworth spent a week filming in labs at The London School of Hygiene and Tropical Medicine with scientists.

Aside from their size and rapid movement insects filming a mosquito is tricky because they need the right environment to perform the feeding behaviour required by documentary director Cat Gale. Temperatures that are too hot or too cold would kill them too.

“That’s challenging because high-speed photography needs a lot of light,” says Hollingworth.

He got around this in a variety of ways including using cold LED lights additionally modified with a dichroic reflector so that that the light is directed onto the subject and the heat away from the insect. Heat gels also helped cut out heat emitting infrared light.

“Our other secret weapon is the amazing animal wrangler Dr Tim Cockerill who has various methods for keeping the mosquitos alive so that they can cope for short periods under the lights.”

From VMI Bristol Hollingworth sourced a RED-RAPTOR 8K S35 shooting 100fps, an InfiniProbe TS160 Macro Variable Magnification Lens and a Phantom VEO 4K shooting 1000fps and HD 2000fps. 

“The RAPTOR performs superbly at high ISO and also has a crop factor which is valuable for macro photography,” the DP explains. “The InfiniProbe does pretty much all of the work because you need high magnification and you also need to be able to focus. Using any other kind of macro lenses would be problematic in an environment which is tight yet with a subject that is moving so much.”

The DOP was assisted by Focus Puller / 1st AC Henry Keep (A Real Bug’s Life). “While Henry is focusing the InfiniProbe I’m flying the camera so between the two of us we’re able to follow the mosquito. The InfiniProbe is very useful because it focuses like a normal lens but gives you microscopic level magnification. The trick is to constantly be making sure the insect’s eyes and proboscis are pin-sharp otherwise we haven’t got the shot.”

There were three types of shots which Gale briefed Hollingworth to record. Some were documentary-style explanatory shots of the mosquito feeding on blood or sitting on someone’s arm.

A second group for the title sequence were more much more stylized. For these they placed the insect on small pieces of coloured mirror which meant they could play with reflections and capture inverted shots of the mosquito.

“The pieces of mirror sat on a turntable so we were able to rotate the mosquito 360 degrees. The camera itself was sitting on a motion control system so I could reframe the camera and I could rotate the subject. That enabled us to make stylized shots around the entire animal and capture different angles to explain different parts of its body.”

A third set of assets were high speed shots of the mosquito flying in mid-air. These relied on the expertise of Cockerill who was able to tether the tiny creature using a hair or thread of cotton. The other end of the tether was held in place by tiny clips or tweezers itself attached to a mechanical arm which kept the mosquito in front of the lens even when it ‘flew’.

Exactly how Cockerill does this is kept a mystery. Even Hollingworth wasn’t allowed in the room while he was ‘tethering’ the tiny creature.

“As you can imagine tethering a mosquito is incredibly hard and I don’t know anyone other than Tim who is able to do it.”

The whole sequence was shot on a portable stage the size of a closed MacBook Pro. Believe it or not the mosquito is not the smallest living thing Hollingworth has filmed. “I once filmed a single cell single cell amoeba. By comparison a mosquito is pretty large.”

Malaria currently sickens more than 200 million people – and kills more than 600,000 – every year, making it one of the world’s deadliest diseases. The vast majority of victims are children under 5 years old.

The Oxford-AstraZeneca COVID-19 vaccine, dubbed R21/Matrix-M© aims to be the first to meet the World Health Organization’s target of 75% efficacy at preventing the disease.

The cameras were rolling for moments of high emotion, including when the initial Phase 3 trial results land—revealing its potential over time to save the lives of millions of children.

Archie Baron, Executive Producer for Wingspan Productions, commented: “Stories don’t get any bigger than this. So it was the documentary privilege and responsibility of a lifetime for us to be with the amazing scientists in Oxford and their international colleagues chronicling the key moments of the development of a vaccine with the potential to save literally millions of lives.”

Head of HHMI Tangled Bank Studios Jared Lipworth notes, “Our mission is to show, through visually and emotionally powerful stories, how scientific discoveries get made and how science can improve our lives. This film does that in spades, and we are honored to play a part in bring it to the world.

5 minutes with Rawr

interview and copy written for Sohonet

RAWR Productions is a full-service boutique post house run by husband-and-wife team Alicia Vogel-Hannan, CEO and Jeff Hannan, president and Emmy winning re-record mixer.

article here

The Los Angeles based facility is a relatively new kid on the block having launched out of the pandemic offering a wide range of services from re-record mix, sound design and foley to color mastering and visual effects.

Its work includes We Need To Talk About Cosby (Showtime); The Stroll (HBO), The Golden Boy (HBO); 1000% Me Growing Up (Max); How To Become A Cult Leader (Netflix); The Long Game (Apple TV+); Intervention (A&E); Freaknik (Hulu) and The Perfect Wife: The Mysterious Disappearance of Sherri Papini (Hulu).

They take time out of their busy schedule to talk about growing their business.

Please tell us about Rawr’s origins story.

Alicia Vogel-Hannan: Neither of us had aspirations to open a finishing facility - it just sort of fell into our lap. We were both working from home during the pandemic. As a post supervisor I understand the relationship with clients and Jeff is an expert re-recording mixer. Jeff had built a full Dolby Atmos mixing bay in the guest room of our house including with speakers in the ceiling. No-one knew how long that work from home period would go on for. 

Jeff Hannan: I started picking up work during lockdown and we spotted a way in which we could bring on a colorist and an online editor to offer full finishing. Once people started returning to the office, we obviously couldn’t invite everyone into our living room, so we decided to open a physical facility. At the time it was a gamble, a toss of the dice, but within two months we had 15 shows and we’ve just kept going.

We’ve since opened a data center from where we host offline rentals. That enables us to offer the soup to nuts of a full postproduction workflow. We ingest and archive media, transcode it and deliver proxy files to offline editors. We supply the systems and 24-hour support and oversee projects through final stages and delivery. 

Rawr has had great success working on unscripted TV. Why do you think that is?

Jeff: We gravitated to documentary just because that's what we like to watch. Personally, I like approaching a subject about which I know very little and then if the documentary is told well, finish watching it with a new understanding. We feel that we are creative partners in helping producers tell their story and to create a lasting impact with audiences.

Alicia: Our niche are the water cooler documentaries, the ones that everybody's talking about. The appetite for docs has been strong for some time now and I don’t think that’s going to diminish. I think that’s because you never get the whole story from news headlines or social media. There’s always another side to it and viewers appreciate a deep dive to discover more. Plus, there are so many interesting stories to tell.

Unscripted shows tend to need a lot of media. How do you manage storage? 

Alicia: It’s a constant battle but we have petabytes of storage to stay on top of it. A three-part documentary will generate close to 125 terabytes of media. There is typically a high shoot ratio on these projects and a lot of archival elements that come into play. Sometimes we're taking archive footage and treating it in software to make it suitable for insertion into the show.

Each situation is unique. The one you think is gonna be amazingly difficult is the one that goes super smooth and the one that you thought was gonna be super easy, is the one that's constantly changing the road map.

What is the Rawr experience like?

Alicia: We're at the heart of Burbank on Magnolia Blvd, among this beautiful little strip full of vintage shops, and coffee houses, and restaurants. It's a really nice area. We have a Dolby Atmos Mix suite and a full Dolby Vision color suite in addition to online bays accompanied by a stylish lobby, lounge area and kitchen. 

As a post supervisor I knew where the pitfalls are from the client's perspective, down to what makes working in a dark edit bay for hours on end a more comfortable experience. The level of talent and the attention to detail across Client Services is definitely one thing that sets us apart.

How do you manage workflow?

Jeff: It made sense to bake-in total flexibility for producers and artists to enjoy in-person or remote sessions. The way we’ve structured our workflow is so we can get up and running really quickly. People drop off the media and we give them a 24-hour turnaround but within hours their media is transcoded and ready for edit. We send them proxy files while the Raw media lives at our finishing facility. Once they send back their sequences, we instantaneously relink to Raw for finishing. The days of long-winded weeks of online prep are over. 

That’s kind of how we fell into Sohonet. We’d used a lot of other remote connectivity products throughout the pandemic and ClearView stood out as the best. We’ve been using it as a staple of our workflow for 18 months. You do pay a premium for it, but you are paying for reliability. The ease of use is astonishing. I literally just click on it and boom! up pops the stream. And it’s in sync. I don't have to worry about it. That was the big selling point to me. I use it almost daily in audio to run live reviews with clients who might be in Texas or New York or wherever. 

Another big selling point for us was ClearView’s ability to stream high quality video, consistently for HDR. That is increasingly vital for remote sessions as more and more projects require HDR. We also use ClearView for online and colour sessions and recently began offering ClearView for our offline clients so they can collaborate remotely. 

FileRunner is a natural addition to our portfolio because we need to be able to move large amounts of media. You can imagine the media required for a three-part documentary. File Runner is really fantastic as the transport for ingesting media. 

Our whole philosophy is to give artists a better experience. So having the best tools available is what makes us stand out from everybody else.

How challenging is it as owner operators to make decision on hires and investments?

Alicia: It’s a constant conversation and a scary one because we might be riding high right now but what does tomorrow bring? Our accounting firm advises us on market projections and we are constantly running the numbers. Getting the timing right as to whether or not you invest in a new system or new talent is hard. 

Having worked for large corporations in the past, I know how frustrating it can be to get the tools that you need. Decisions as simple as a new plugin would have to go up the chain and then it would be months later as to whether you got the go ahead. Since the chain of command is route one for us we typically support those purchases straight away. We had no hesitation getting ClearView and File Runner. If it's a larger purchase, we will talk with accounts and that outcome depends on the projections. 

How did the name Rawr come about?

Alicia: We were making up names for a potential company and we just couldn’t think of the right one so we asked our four-year-old son, ‘What should we call it?’ And he came around the corner in a full dinosaur costume, stomping his feet and said, ‘RAWWWRRR!’

 


CTV attracts programmatic buying boost

Stream TV Insider

With connected TV ad spend on course to be 35% larger than that of online video (OLV) this year, the IAB now reports that programmatic buying is the chief activation method for the digital channel.

article here

Three-quarters of CTV buys are now done programmatically, according to findings in the second part of the 2024 IAB Digital Video Ad Spend & Strategy Report.

The study also revealed that media buyers place most value on metrics for reach, ad quality, and measurement as top criteria for investing in video channels and when it comes to determining success and top KPIs the industry is “heading towards one that places a higher premium” on delivery of business outcomes.

As previously reported total digital video advertising spend is projected to grow 16% in 2024 — with CTV, OLV and social video all projected to see double-digit spend increases. CTV specifically is expected to grow 12% in 2024 to reach an estimated $22.7 billion. The report noted that investment in free ad-supported streaming TV (FAST) services has increased 7 percentage points year over year to 51% and is now nearly on par with ads purchased on virtual MVPDs (55%) and streaming platforms (53%).

And it is programmatic buying which has emerged as the preferred method for CTV transactions, accounting for 75%, with buyers engaging in various programmatic activation avenues that are getting roughly equal attention (such as real-time bidding/open exchanges (36%), private marketplaces/preferred deals/programmatic guaranteed (34%) and ad networks (30%)).

The IAB predicts that as programmatic proficiency increases, more CTV dollars will flow to these automated channels.

One statistic to back this up: Advertisers increasing CTV spend this year are 61% more likely to use programmatic compared to those keeping CTV spend flat.

The top three reasons given to buy CTV programmatically tied to functionality or performance and include: Easier campaign optimization; better return on investment/return on ad spend (ROI/ROAS); and because it’s easier to achieve scale.

Roku is among platforms which have been building their programmatic capabilities. During the Q1 earnings call Roku CEO Anthony Wood identified programmatic ad capabilities as a key focus for accelerating platform revenue growth in 2025.  Its strategy has focussed on expanding relationships with third-party demand-side platforms (DSPs), and has already seen positive results, notably an increase in programmatic ad spend as a percentage of total video investment on the platform in Q1 2024.

It partners with more than 30 third-parties and DPS including recently with The Trade Desk, Google Display & Video 360 and Yahoo DSP. Last month Roku debuted Roku Exchange  which aims to provide a direct path between programmatic demand and the streaming platform’s ad inventory and data. Roku said DSP partners benefit from customized programmatic signals that Roku Exchange can send to drive more success of Roku Media on their platforms.

Business outcomes now top KPI for most CTV investment

Per the report, business outcomes are now the top Key Performance Indicator (KPI) in determining success with a digital video channel – with social video rated higher (64%) than online video (58%), and CTV (54%).

The IAB recommends that buyers prioritize channels offering capabilities for outcome-based measurement, such as sales, website actions, and customer acquisition. It says these are more likely to be assigned to social “due to its inherent nature to engage users in customized feeds and the ability to shop directly within the platforms.”

It also suggests buyers set clear “outcome based” KPIs for all video campaigns with impact tracked and measured.

Cintia Gabilan, VP, Media Center at IAB said in a release attached to the report, “The industry has bought, transacted, and measured against reach since the beginning of time. But now business outcomes are the most important metrics to assess success, with reach and frequency coming in second. However, measurement is not yet where it needs to be. Two-thirds of buyers cite issues across nine key areas of measurement.”

While most advertisers are set to increase digital video ad spend “by double-digits” in 2024 the IAB reports that Consumer Packaged Goods brands and those in retail are leading the way.

CPG brands are “leveraging CTV’s increased scale, ability to connect with consumers directly, and streaming companies’ partnerships with retail media networks,” states the IAB.

Measurement continues to be a concern for as many as two thirds of all advertisers, per the study. Smaller brands in particular are said to be “significantly more likely” to cite issues with viewability, standardized targets, currency, and obtaining sell-side data. IAB also found that measurement issues vary significantly by channel, especially with CTV as well as OLV.

“Online video struggles with inconsistent publisher-level measurement frameworks, making it hard for buyers to understand placement, viewability, and guarantees,” wrote IAB in the report. “CTV faces similar issues due to a lack of shared show-level data and inconsistent measurement approaches.”

Also evident is that the market is in the process of moving towards transacting with multiple currencies.

Nearly 90% of TV advertisers per this report have embraced alternative currencies in some form – either via transacting, testing, or having discussions with alternative currency measurement vendors. More than one in four buyers (28%) are already transacting on alternative currencies. 

David Cohen, CEO of IAB, said in the release, “With the continued impressive growth of digital video comes demands for better measurement, viewability, standardized data, and placement transparency. The video ecosystem must fully commit to innovation, especially in measurement.”

To create the report, IAB partnered with Guideline, which leveraged ad billing data, other market estimates, and an IAB-commissioned Advertiser Perceptions quantitative survey of TV/digital video ad spend decision-makers.