Thursday, October 08, 2026

One neat trick to end extreme poverty

 John Ruskin (Unto This Last):

"I asked a man in prison once how he happened to be there and he said he had stolen a pair of shoes. I told him if he had stolen a railroad he would be a United States Senator."

 

One neat trick to end extreme poverty


An age-old problem might have a surprisingly simple solution

A world free of poverty would once have sounded fanciful. For most of human history it was barely even imaginable. Around 1800, when more than eight in ten people were destitute, Thomas Malthus, a particularly dismal dismal scientist, insisted it was an iron law that “Some human beings must suffer from want.” Herbert Spencer, similarly cheerless and an early contributor to The Economist, cast poverty as the “survival of the fittest”. The pessimism was not confined to gloomy Englishmen such as these two. The idea that poverty could be eliminated scarcely appears in print before the mid-20th century. Even Jesus, in three of the Gospels, tells his followers that the poor will always be with them.

At the turn of the last millennium, the world opted to try anyway. The 189 member states of the United Nations set a target to bring the share of people living on less than $1.25 a day to half its 1990 level by 2015. Astonishingly, given the size of the task, it was met and then some: 1.2bn people escaped penury in those 25 years, bringing the global poverty rate down from 43% to 13% (using today’s poverty line). Economic growth did nearly all the work. A booming China accounted for about two-thirds of the decline; red-hot India and Indonesia did much of the rest. It looked as though growth miracles might consign poverty to the past.

Miracles, however, are hard to repeat. Since 2015 the rate of poverty reduction has slowed sharply, to about a quarter of its previous pace. Roughly one in ten of the world’s people, or 830m, are still destitute today. The old playbook—providing aid in the hope it will boost growth—has disappointed, not least because the recipe for such growth remains elusive. Moreover, poverty is now concentrated in places where growth is harder to achieve, and population size is rising fast. Around seven in ten of the world’s poor are in sub-Saharan Africa; the Democratic Republic of Congo, Ethiopia and Nigeria alone account for a quarter of the total. If current poverty rates persist, rapid population growth means that these three could be home to more than two-fifths of the world’s poorest by 2050. Will Malthus be vindicated after all?

Not necessarily, because there is a simpler way to end destitution. Instead of turning Congo into China, it involves closing the gap between what people have and what they need. In principle, this means giving poor people enough cash to push them over the poverty line: if someone lives on $2 a day and the threshold is $3, they need $1 more. With perfect information, the cost of doing so would be strikingly low, and falling. Measured in today’s dollars, it dropped from $330bn a year in 1990 to $90bn in 2023.

One problem is that no one knows exactly who is below the poverty line and by how much. One solution would be a universal basic income—meaning payments to everyone, whatever they earn. Applied to the poor world at a level of $2.15 per day, this would cost 2-3% of global gdp each year. In reality, governments keep costs down by trying to direct support towards the neediest. Most of the over 130 countries with cash-transfer programmes rely on “proxy-means tests”, using crude indicators such as housing material or distance to markets to infer who is poor. This is cheap and scalable, but flawed. In one study of nine African countries, such approaches missed up to four-fifths of those below the poverty line, while wrongly targeting about half of those above it.

Ending extreme poverty therefore comes down to identifying who needs what. A recent paper by Roshni Sahoo of Stanford University and co-authors proposes a way to do so. Using data from 23 countries, they simulated a setting with limited information and asked how cash transfers should be allocated to drive poverty as low as possible. Rather than trying to predict who is poor, their method uses a machine-learning algorithm to assign transfer amounts—different for each person—so as to minimise the chance that anyone remains in poverty after receiving support. In other words, it targets the poverty gap, not the line itself, albeit less efficiently than would be possible with perfect information. The authors then used this framework to estimate the cost of (nearly) eliminating extreme poverty worldwide.

The result is a surprisingly small bill. The paper’s estimates suggest it would cost $318bn a year to reduce the global poverty rate to 1% at the $2.15-a-day line—roughly 0.3% of global gdp—with imperfect, real-world information. Even using the World Bank’s newer $3-a-day threshold, the bill rises to only $466bn, or about 0.5% of global gdp. That is less than a third of what the world spends on alcohol each year, and well below what rich countries devote to farm subsidies.

Making poverty history

Naturally such estimates involve big simplifications. Many of the poorest countries could not deliver transfers reliably, especially in war-torn areas. Large cross-border flows of cash can distort incentives and strain exchange rates, and poorly targeted programmes risk fuelling resentment—as in Indonesia, where opaque eligibility rules have sparked unrest. And the bill is not fixed. Fuel and food shortages caused by conflicts, such as those in Ukraine and more recently Iran, can quickly swell the ranks of the poor.

None of this is insurmountable, though. As Alfred Marshall, a founding figure of modern economics, once observed, eradicating poverty is less a quandary for economics than for the “moral and political capabilities of human nature”. Yet he also noted that noble instincts can be stirred by facts. A survey by Abhijit Banerjee and Esther Duflo, two Nobel-prizewinners, and Michael Greenstone, of the University of Chicago, suggests as much: around 60% of rich-world respondents say they would be willing to give up 0.5% of their income if that were enough to end extreme poverty. Growth miracles are hard. Putting a price on the alleviation of poverty is easier—and may be enough to prompt action. ■

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DHS Taps ResponseAI ICE Skip-Tracing Contractor to Run Self-Deportation Contract

 U.S. Media Freedom: Perceptions Hit New LowGallup


U.S. Media Freedom: Perceptions Hit New LowGallup


Peter Thiel Receives the Axel Springer Award and Confirms the Rise of the Antichrist

Thiel warns globalism brings the Antichrist, yet his surveillance tech and dualism build the very control grid he claims to fights


Federal judge calls Flock ‘indiscriminate mass surveillance’ TechCrunch


Here’s how the US government spent $7 trillion last year – 2025

Non government site puts FDA and USDA food recalls in one list

Daily Food Recalls: “Daily Food Recalls is an independent service that tracks every current U.S. food recall in one place, in plain language. We pull directly from the official FDA and USDA feeds, merge and de-duplicate them, refresh daily, and link to the government’s official notice on every recall so you can always verify the source. 

We are not affiliated with any government agency….Something I didn’t expect when I started: the openFDA recall data runs about five weeks behind the actual recall (that’s the median). So the site also watches FDA’s press releases, which go out the same day.

Who runs this – Will Buntrock is a data professional with over 10 years of experience who cares about food safety. He built Daily Food Recalls to turn scattered federal recall notices into clear, timely information anyone can act on.

Where our data comes from Every recall on this site originates from one of two official U.S. federal sources:

  • FDA — the openFDA food enforcement API, covering FDA-regulated foods such as packaged and processed products, produce, and dairy.
  • USDA FSIS — the FSIS Recall API, covering meat, poultry, and egg products, which the FDA does not regulate.

We link to the agency’s official notice on every recall page. When our summary and the official notice differ, the official notice is authoritative — always confirm there before acting.”


DHS Taps ResponseAI ICE Skip-Tracing Contractor to Run Self-Deportation Contract

Project Salt Box: “The company, which has a growing ICE record, takes over the contract, worth up to $2.06 billion, from Salus Worldwide Solutions and will handle logistics for people leaving through CBP Home. The Department of Homeland Security has selected ResponseAI Solutions, a small Northern Virginia contractor with a fast-growing ICE business, to run day-to-day operations for the Trump administration’s self-deportation program. 

The company takes over from Salus Worldwide Solutions, whose $915 million contract has faced a lawsuit, congressional demands for its cancellation and allegations of favoritism, as Nick Schwellenbach and Dan Friedman have reported extensively for Mother Jones and the Project On Government Oversight (here, here, here and here). 

The new contract, worth up to $2.06 billion, puts ResponseAI in charge of contacting people who sign up through the CBP Home app, booking their flights, paying their resettlement stipends and tracking their cases until they leave the country. The contract also reaches into immigration detention centers. ResponseAI will provide enrollment support “at each ICE detention facility” identified in future task orders, including help offering people voluntary departure “beginning at the point of initial apprehension.”…

…Initially, in a pricing request released on Aug. 21, DHS told companies to plan for 110,000 people a year leaving through the program, about 9,167 a month. It also told them where to assume those people would go: 20% each to Colombia and Venezuela, 11% to Honduras, 8% to Nicaragua and 7% to Mexico. The rest would go to Guatemala, Ecuador, El Salvador, Peru, Brazil or unspecified destinations. Companies were asked to price flights from seven large U.S. cities, including New York, Los Angeles and Houston, to those countries’ capitals. A week later, DHS replaced that document and removed the annual figure and country-by-country breakdown. In its place, DHS gave companies a new, broader workload estimate: 15,500 cases a month, split evenly between people in ICE custody and people living outside detention. For bid-pricing purposes, DHS told contractors to assume that 12,307 referred people would depart each month and that 3,193 cases would end without a departure…”


Google Earth added a “Detect change” tool that compares two years of imagery and highlights changes

Indicator: “Google Earth added a “Detect change” tool that compares two years of imagery and highlights changes. Select the tool, draw a polygon around an area, and choose two years to compare. Google Earth visually highlights areas where changes have occurred. The deeper the yellow shading, the more significant the differences. “This tool will really tell us what has changed in the area,” said Juan Francisco Saldarriaga, a senior computational designer who works on Google Earth, in a video demo. “It’s something we investigators and journalists do all the time, and there are plenty of crisp, high-resolution images that could make this genuinely useful for that kind of work,” wrote journalist Ben Heubl on LinkedIn.”

Detect where and when change has occurred anywhere on Earth. Learn how to use the new tool for site analysis on Google Earth from Computational Designer, Juan Francisco Saldarriaga! 
Launch Earth → https://goo.gle/4jeBjiP
Resources: Explore plans → https://goo.gle/44RsjHW
LinkedIn →   / googlemapsplatform

David Ellison: ATO boss defends credit card ban in staff email as small businesses push back: 'Nail in the coffin'

“Hope is being able to see that there is light despite all of the darkness.”

~ Desmond Tutu


‘Escaping communism’: Sydney restaurateur slams ATO credit card payment ban for small business

A restaurant owner has blasted the ATO’s credit card payment ban as the latest move triggering a “brain drain” of entrepreneurs “akin to escaping communism”.


Labor ministers contradict each other over ATO credit card surcharge ban



ATO boss defends credit card ban in staff email as small businesses push back: 'Nail in the coffin' 

 Small businesses are mobilising to push back against the move from the Australian Tax Office.

"While we're no longer passing on surcharges, the ATO continues to incur the cost of processing credit card payments. Ultimately, those costs are borne by taxpayers. The merchant fees would otherwise need to be met through public funding, effectively shifting the cost from the individual choosing to pay by credit card, to the broader community …

As a government agency, we don't think that's the right outcome." 


Herefen went on to state that the "transition period" has allowed time for people to move to Herefen went on to state that the "transition period" has allowed time for people to move to alternative payment options.


But Raso said it would be little comfort for many business owners who used credit cards to pay the ATO.

"They just get two months' notice and are being told immediately that [they] can't use a credit card when it's a lifeline for so many small businesses," she told Yahoo Finance. 

"It feels like the nail in the coffin, to be honest." 


Stealth ATO costs smashing Aussies $60 billion a year labelled a 'national priority'

 CPA Australia says its new estimates show an increase of 50 per cent compared to a decade ago. 


Banks seek access to ATO’s taxpayer data

Institutions want access to highly confidential earnings data to head off billions in AI-enabled fraud losses.

 

Australia’s big banks are exerting unprecedented pressure on the Australian Taxation Office to give institutions access to highly confidential taxpayer earnings, in an attempt to avoid potentially billions in losses stemming from so-called loan fraud — otherwise known as lending to crooks. 

 As hearings before the joint select committee on artificial intelligence continue this week, retail banks betting big on generative and agentive technologies to maximise profits and shed staff have revealed they want access to confidential taxpayer earnings data to minimise billions in losses from fraudulent loan applications enabled by artificial intelligence.


Counterfeit cash is at an 8‑year high in Australia, new figures show. Here’s how to spot it



Trump lashes out at Kaitlan Collins, then wakes up angry at Fox News

Trump singled out the CNN anchor before a hostile crowd, then renewed his attacks on Fox and Jessica Tarlov


How to change the world

How do you actually change the world?

In this Funding the Future podcast, I talk with my old friend and fellow Tax Justice Network co-founder John Christensen about what 24 years of campaigning have taught us.

Our argument is simple: problems without solutions breed despair.

Campaigning cannot just identify what is wrong, explain who is responsible or make people angry. Successful campaigning has to describe what a better future might look like and then develop credible proposals for getting there…


Weaponization of Institutions

NPR: “These 6 charts show how NIH research funding has been reshaped under Trump. Trump officials have delayed or redirected billions of dollars in NIH funding, disrupting grants for universities, scientists and medical research. The NIH still has a $47.5 billion budget, but major changes have been made to which research receives funding and when. Trump officials are deciding which areas of scientific and medical research receive federal money. Delaying or cutting grants will stop studies, disrupt medical research and affect patients waiting for new treatments.”

Source – CRS Report. National Institutes of Health (NIH) Funding: FY1996-FY2026. Updated May 18, 2026.

Search Epstein Files Documents Along With Images & Epstein-data Wiki

  • Introducing Epstein-data Wiki: (epstein-data.com/wiki) – “This is an entirely automated project designed to accelerate the great work of my friends at epsteinwiki.com (Resistance Kittyand others). Claude will produce (roughly) 8-12 new articles per day by searching the Epstein Files and broader coverage, drafting, and fact-checking itself — 24 hours a day, 7 days a week. 
  • This material can then be used as the starting point for the human-gated knowledgebase at EpsteinWiki. All of the 14 names Thomas Massie recently read into the Congressional record have articles. Gary King has an article…”

See also Raw America – Jeffrey Epstein Likely Didn’t Kill Himself, New Report Likely to Find.For seven years, the official story has been that Jeffrey Epstein hanged himself in a federal jail cell. 

A professor of forensic medicine is about to test that. Michael Freeman is no small fish: he’s editor-in-chief of the Journal of Forensic and Legal Medicine and a professor at Oregon Health & Science University. He’s reviewed the New York City medical examiner’s autopsy files, which he got from Epstein’s brother, Mark. 

He’ll present his findings at University College London on November 16. Then he plans to publish the research and the autopsy files themselves. Freeman isn’t revealing his conclusions yet. But what he’s said so far is striking. Freeman told CBS News he ran a biomechanical analysis of the ligature pattern. He also reviewed images showing injuries he says the medical examiner didn’t account for. There were no photographs of Epstein’s body at the scene. 

The ligature, reportedly bed sheets, wasn’t preserved or examined. “The death can only be a suicide or a homicide,” he said. His lecture will weigh the evidence for both. Mark Epstein is less reserved. If a study like this had been done at the time, he told CBS, “they wouldn’t have come up with a suicide conclusion.” 

He says he didn’t commission the report. A note of caution. In May, a judge released an apparent suicide note that Epstein’s former cellmate claims he found. CBS hasn’t verified it. But the most notorious prisoner in America died in federal custody, and nobody photographed the body or kept the bed sheets. You don’t have to be a conspiracy theorist to want a second opinion…”



More power than Rupert Murdoch, but David Ellison faces brutal reality

More power than Rupert Murdoch, but David Ellison faces brutal reality Larry Ellison’s son is a newly minted media mogul, but faces a steep challenge after closing his $159 billion deal to bring together Paramount and Warner Bros.



The tech scion has given his combination of Warner Bros. Discovery and Paramount a new name: Skydance. Now he must make tough decisions about news, movies, streaming, sports and debt.
ImageAn illustration of a microphone labeled CNN in front of the CBS Broadcast Center.
Credit...Lincoln Agnew
By Michael M. Grynbaum
At media companies, the old saw about news divisions is that they are a small portion of revenue but a big portion of headaches. CNN is no exception.
The news network is profitable (on track to net $650 million this year), but it is also a favorite target of President Trump, who for years has accused CNN of bias and last month barred its journalists from the White House pool. Mr. Ellison moved to avoid a public debate about CNN’s editorial direction by negotiating to keep its current leader, Mark Thompson, in place.
Still, hurdles remain. CNN’s viewership has fallen behind MS NOW, and its digital offerings are still in the infancy phase. (Fox News is ahead of both.) A subscription news service, which Mr. Thompson started, is expanding to Britain and Canada, but the network has shared few details about the number of paying users. Skydance could nurture this subscription model or take a cue from David Zaslav, the former chief executive of Warner Bros. Discovery, who eliminated CNN+ just three weeks after it started.
Skeptics will also be watching to see if Mr. Ellison — who has hosted a dinner for Mr. Trump and has hobnobbed with the president at U.F.C. matches — puts a thumb on the editorial scale. For now, Mr. Ellison has walled off CNN from Bari Weiss, his pick to oversee CBS News, although that is subject to change. Ms. Weiss, a critic of the mainstream media, has been accused by several “60 Minutes” correspondents of meddling with their reports. CBS has denied those claims.
Skydance has yet to reveal the makeup of an independent editorial oversight board that it agreed to create as part of a settlement with the state attorneys general who had sought to block the merger on antitrust grounds. An independent board was installed by Rupert Murdochwhen he bought The Wall Street Journal in 2007 to protect the publication’s journalistic integrity; the paper’s editor at the time, Marcus Brauchli, left four months after Mr. Murdoch’s News Corp took over.
“This kind of structure has limited value,” Mr. Brauchli said in an email, because “so much of a modern media company falls into both the editorial and business domains.”

Quotas vs. Quality

Image
An illustration of a movie projector.
Credit...Lincoln Agnew
By Brooks Barnes

Except for news, no part of the combined company will operate within more guardrails than the movie studios. That will make one of Mr. Ellison’s hardest jobs — devising a cohesive film strategy and finding savings — even harder.

Hollywood has a familiar playbook for combining movie studios. Two sets of chairmen become one. Marketing and distribution operations combine. Slates shrink by a dramatic degree.

But Mr. Ellison agreed to release at least 30 movies annually — and after two years, 32 — to push the deal through. This year, Warner Bros. and Paramount are each on track to release 13 films in the United States, for a total of 26. If the combined company cannot meet its target number, it must pay a $30 million penalty for each film below its goal.

Movies take two to three years to reach theaters — and that is if everything goes smoothly. Case in point: In recent months, Warner Bros. pushed “The Batman Part II” and “Gremlins 3” to 2028 from 2027 because filmmakers needed more time. Mr. Ellison’s settlement with the state attorneys general also limits his ability to pad the slate with acquisitions.

“As he scrambles to meet the quotas, he’s going to have a very hard time maintaining quality — and these days, if you don’t have quality, you have almost no chance of getting people into theaters,” said Jason Squire, host of “The Movie Business Podcast” and a professor emeritus at the USC School of Cinematic Arts at the University of Southern California.

Then there is the sheer amount of intellectual property to deploy. The combined company will control top franchises including Batman, Superman, Harry Potter, the Teenage Mutant Ninja Turtles, “Game of Thrones,” “The Lord of the Rings,” “Mission: Impossible,” “Top Gun,” “Star Trek,” the Transformers and SpongeBob SquarePants. That is an enviable arsenal but also an almost certain traffic jam — expensive movies competing internally for production resources, marketing dollars and prime release dates.

Mr. Ellison has already moved to winnow the executive suite. On Friday, Pam Abdy and Michael De Luca, the joined-at-the-hip chief executives and co-chairs of the Warner Bros. Motion Picture Group, learned their services would no longer be needed at the combined company. Mr. Ellison’s handpicked Paramount Pictures co-chairs, Dana Goldberg and Josh Greenstein, will now oversee both studios.

Since they took over Paramount Pictures last year, Ms. Goldberg and Mr. Greenstein, have nearly doubled the number of movies in the studio’s pipeline, partly by going on a talent-recruitment spree to land the likes of James Mangold (“Logan”) and Jon M. Chu (“Wicked”).

Mr. Ellison’s cost cutters will have more slashing and burning through the employee ranks to do, Mr. Squire said. And those who remain will be expected to do more with less.

“It will be a very sad, even tragic, whittling away at the number of people working at these studios,” he said.

Taming an Expanded Streaming Universe

Image
A man stands in front of a wall filled with screens.
Credit...Lincoln Agnew

By John Koblin

Step one is already taken care of before the deal closes on Tuesday: Mr. Ellison elected to prioritize “HBO stability,” as Cindy Holland, Paramount’s outgoing streaming chief, put it to colleagues when she announced her abrupt resignation last week.

That cleared the field for Casey Bloys to take the top programming streaming position for a company that will soon control Paramount+, HBO Max, Pluto and Discovery+.

Mr. Bloys will confront a far bigger remit than he has tended to at HBO Max, which is part of the Warner Bros. Discovery universe. He will be in charge of Paramount+ standbys like the Taylor Sheridan universe of series — shows including “Landman,” “Tulsa King” and “Lioness” — as well as the “Star Trek” franchise. Mr. Sheridan is leaving for NBCUniversal in 2029, but Mr. Bloys still has to manage that relationship, as well as tend to the Duffer brothers, the “Stranger Things” creators who signed a big contract with Paramount last year.

Can it all mesh? Mr. Ellison said this year that “we’re absolutely going to put the services together.” That could take many months or more than a year, though. At a Bloomberg conference on Thursday, Mr. Bloys strongly suggested that HBO Max and Paramount+ would initially be brought together as a bundle, similar to how HBO Max is currently sold in a bundled package with Disney+ and Hulu.

“That would make a lot of sense,” he said.

HBO Max, of course, merged with Discovery+ in 2023, christening the bulked-up streaming service Max. It did not work. Last year, Warner Bros. executives admitted defeat, renamed the app HBO Max yet again, and began de-emphasizing Discovery’s large swath of unscripted series.

Mr. Bloys said on Thursday that executives had learned that “you have to give subscribers what they want, not what you own.” He suggested that content on Paramount+ was more complementary to HBO Max content. He also recalled that when HBO Max initially debuted in 2020, some people thought network fare from the Warner Bros. library — like “Friends,” “ER” or “The Big Bang Theory” — would never be able to coexist alongside HBO content, a concern that he said was overblown. He said he was now hearing similar skepticism about whether Mr. Sheridan’s suite of shows will fit alongside HBO series. Paramount+ also features a large number of CBS programs, though Mr. Bloys will not oversee that programming (that belongs to George Cheeks, Paramount’s chair of TV media).

Mr. Ellison will also need to confront how to handle his TV studio business. The Paramount chairman will be in control of three television studios with three separate leaders. He already has CBS’s studios — which pumps out a lot programming for the CBS broadcast network, including popular series like “Fire Country” and “Matlock” — and a smaller Paramount studio.

He will now be inheriting Warner Bros, one of the biggest studios in the business. It has some major producers on its roster — including John Wells (“The Pitt”), Chuck Lorre (“The Big Bang Theory”), Bill Lawrence (“Shrinking”) and Greg Berlanti (“Riverdale”) — and a veteran leader, Channing Dungey, a former top ABC and Netflix executive who has run the studio since 2021.

How Mr. Ellison decides to organize the studios and its leadership will have major implications in what writers and producers he keeps or scares off.

Keeping the N.F.L. Happy

Image
An illustration of a football, basketball and baseball.
Credit...Lincoln Agnew

By Ken Belson

When it comes to attracting viewers, nothing beats live sports, one of the last bastions of appointment viewing. And in the sports world, nothing draws viewers like the N.F.L.

That makes maintaining the relationship between CBS Sports and the most popular league one of the most important tasks facing Mr. Ellison. N.F.L. games attract the largest audiences on television, which helps CBS maintain the fees it charges to its affiliates and cable and satellite companies, as well as to advertisers.

“The N.F.L. is core to much of what Paramount-Warner will do going forward, live sports and streaming,” said Marc Ganis, a media adviser to sports teams and leagues.

But N.F.L. rights are some of the most expensive in sports. CBS Sports’ current deal with the N.F.L., which costs about $2.1 billion a year, expires at the end of the 2033 season. But because CBS Sports changed control when Mr. Ellison bought Paramount last year, the N.F.L. can reopen negotiations up until August. The N.F.L. could also opt out of their deal at the end of the 2029 season.
The N.F.L. has not exercised its change-of-control option. But some industry analysts say the league could seek $1 billion more per year from CBS Sports. In return, the N.F.L. would drop its opt-out option in 2029, giving CBS Sports certainty into the next decade.
Although it is difficult for analysts to precisely determine whether CBS turns a profit on its N.F.L. rights deal, it is clear the network needs the league to help promote its other programming and attract and retain streaming customers.

Mr. Ellison and Skydance also need to figure out how to reshape coverage of the college basketball “March Madness” tournaments. Currently, CBS Sports and Warner share the broadcast rights. The merger will solidify their venture, which runs through 2032. But the size of the tournament could change if the N.C.A.A. expands the number of play-in games or creates an even larger bracket.

CBS Sports will hang on to many of its marquee rights, including the Masters, PGA Championship and PGA TOUR, which offer the company a chance to entertain clients. Paramount has the rights to UEFA Champions League, and it may seek other soccer rights, analysts said. Paramount is in the midst of a seven-year, $7.7 billion deal to show U.F.C. fights, which has helped boost streaming subscriptions.

Analysts also expect the combined company to expand its portfolio of sports broadcast rights, even at the expense of entertainment programming.

“Sports is a huge driver of the entire ecosystem,” said Robert Fishman, a media analyst at MoffettNathanson, a research firm.

A Mountain of Debt

Image
An illustration of hands framing a $100 bill.
Credit...Lincoln Agnew

By Benjamin Mullin

Though Mr. Ellison is now a king in Hollywood, his crown did not come cheap.

To win Warner Bros. Discovery, Mr. Ellison made an escalating series of bids to knock out Netflix. By the time it was all over, the price tag was $111 billion, over $30 billion more than the initial offer.

For Mr. Ellison, the central challenge will be the same one his predecessor at Warner Bros. Discovery, David Zaslav, faced. He will need to replace the profits from cable TV, a still profitable but declining industry, while building a streaming business to rival those of Netflix and Amazon. And he will have to do it while servicing a titanic pile of debt — $82.5 billion, according to CreditSights.

Mr. Ellison has pledged to find $6 billion in cost savings over the next three years — which will most likely result in layoffs to the company’s combined work force of around 50,000 people. Servicing the debt will cost about $6 billion annually, according to CreditSights — money the company will not be able to invest in new acquisitions.

“It’s like doing maintenance on a moving vehicle,” said Jeff Bewkes, who ran Time Warner for a decade before selling it to AT&T in 2018, where it was renamed WarnerMedia. (In 2022, Mr. Zaslav engineered the merging of his media company, Discovery, with WarnerMedia to create Warner Bros. Discovery.)

Last quarter, Paramount made $41 million on $6.9 billion in revenue, while Warner Bros. Discovery earned $149 million on $8.7 billion in revenue. For both companies, a major share of that revenue and profit came from traditional TV, a business that is ebbing.

Mr. Ellison needs that cash from the networks to help pay down the company’s debt, and Paramount is betting that content from the cable channels can be recycled to bolster the company’s streaming services.

Even if Mr. Ellison pulls that off, other challenges loom. It will need to find tens of millions of new subscribers to catch up to Netflix, Amazon and Disney in the streaming wars.

Mr. Bewkes likened the competition to the development of the American auto industry. “General Motors, Ford and Chrysler may have been called the Big Three, but it mattered which one of those you were,” he said. “The bigger one has better economics.”
Michael M. Grynbaum writes about the intersection of media,
 politics and culture. He has been a media 
correspondent at The Times since 2016.