As a result of the unification strategy ASingleGlobo, started in 2018, as of January 2020, TV Globo, Globosat, Som Livre,, Globoplay and DGCorp will come together to form a single new company which will bear the name Globo.

As of January 2020, TV Globo, Globosat, Som Livre,, Globoplay and DGCorp will come together to form a single new company which will bear the name Globo.

Announced by Executive Director Jorge Nóbrega, the new integrated organizational structure is the result of Globo’s digital transformation strategy, initiated in 2018 with a unification program called UmaSóGlobo (ASingleGlobo).

This marks a major transformation for the group. Focused on the direct relationship with and deep knowledge of its consumers, the program UmaSóGlobo combines state-of-the-art technology and high-performance data processing to deliver the highest-quality content in a variety of formats, thus expanding customer experience on a wide-range of platforms.

While maintaining its firm belief in the power of television, the company works relentlessly towards also becoming one of Brazil’s key players in the delivery of digital products and services through D2C strategies.

In its new operational structure, Globo will continue to produce content of great competitive advantage, achieved by using the best principles and techniques available in the industry for digital products, linear TV and advertising. But it will go even further: it will keep all content creation and production in one place, separate from the channels and services.

The idea is to house, process and manage all the digital business in one centralized system, in this way concentrating corporate expertise in competency clusters which will be able to provide support to the whole company, at the same time that it will seek partnerships and strategic alliances to explore new businesses related to different ecosystems.

“The Globo brand as it is known today, a synonym for free-to-air TV, will now give name to an entirely new company, an expanded and integrated undertaking aimed at exploring new challenges and opportunities. We are currently undergoing a business transformation, as well as developing new ones. The digital experience has significantly changed the way people consume content and services, and we are changing with the times. The massive investment we have made in new technologies and business models does not mean that we will abandon our traditional strengths. Our strategy amplifies the power of television by bringing new digital opportunities to our free-to-air and pay-tv services, always putting customers at the core of our businesses”, said Jorge Nóbrega.

In this new organizational structure, Paulo Marinho, head of ‘Canais Globo’ (Globo Channels), will command TV Globo, managing the network’s affiliated broadcast stations and portfolio of its pay-tv channels.

‘Content Creation & Production’ will be led by Carlos Henrique Schroder, who will be in charge of the creation and production of content (entertainment, news and sports) on all platforms.

The company’s editorial journalistic guidelines and values will continue to be under the supervision of the Globo Group Editorial Board, of which Ali Kamel, Director of Journalism at Globo, is a member.

‘Digital Products & Services’, will be in the hands of Erick Bretas, who will manage the portfolio of our digital initiatives, such as Globoplay, G1,, Gshow,, Cartola, as well as new products and services to be launched in the near future.

The advertising sales, concentrated in the ‘Advertising Integrated Solutions’ area and under the supervision of Eduardo Schaeffer, will monetize the inventory of linear and digital advertising, in which the mission is to maximize the company’s advertising income, through the offer of opportunities for brands and advertisers, leveraged considerably by the use of data intelligence, in this way generating even further results measurable for clients.

The acquisition of various rights necessary for the production of audiovisual content, especially those related to sports and entertainment, will also be under a new area, ‘Acquisition of Rights’, which will be managed by Pedro Garcia.

Led by Rossana Fontenele, the area of ‘Strategy and Technology’ will address the company’s long-term strategic plans, strategic alignment and partnerships. ‘Technology’, an essential asset in Globo’s transformation into a media tech company will also be under Rossana’s leadership.

Sergio Valente will head ‘Brand & Communications’; ‘Finance, Infrastructure and Legal Affairs’ will be led by Manuel Belmar; Claudia Falcão will be in charge of ‘Human Resources’; Paulo Tonet will command ’Institutional Relations’; and Marcelo Soares will be responsible for ‘Som Livre’ – accumulating this function with the management of ‘Sistema Globo de Rádio’ (Globo Radio System).

‘Editora Globo’ (Globo Publishing House), under the supervision of Frederic Kachar, will maintain managerial independence from the new structure, however reporting back to Jorge Nóbrega.

Roberto Marinho Neto will be leaving the command of the Sports segment and taking over ‘Globo Ventures’, where he will be in charge of all direct investments in new businesses by shareholders, further strengthening a close relationship and coordinated actions between them and Globo.

“The business model we present is a very important step in our transformation journey. We have chosen to organize ourselves with a focus on products and services – linear, digital and advertising – instead of content genres, thus enabling us to work with the concept of a multigenre and multiplatform portfolio. As a result, the Sports segment will no longer be structured as a vertical business. The creation and production of sports content will be integrated to the ‘Content Creation & Production’ area, and all other activities will be distributed into the other areas of the company. The gains achieved with the integration of the Sports segment in 2016, were fundamental for us to be able to take this great leap forward today. Under the supervision of Roberto Marinho Neto, we not only made history with the coverage of the Olympic Games and the World Cup, but we also led the way in integrated management of broadcasting rights and knowledge of Brazilian supporters, proving the potential we have for working together in an integrated manner”, says the Executive President of Globo.

The changes will start to be implemented in January of 2020 and the development of this first stage of Globo’s organizational restructuring will be described in detail within the next months following the rollout, as part of the developments of the UmaSóGlobo unification program.

“We have a unique position in the world. We have in Globo the very best talents and now a fully-integrated business, connecting with more than 100 million Brazilians that tune into our screens every day. We have prepared ourselves to relate directly with them through intelligence and the deep knowledge that the enormous engagement and relevance of our content provides us. To maximize the value of our business as a whole, we are going to gain greater efficiency with integrated structures, to maintain the quality of our content, aggregate technology that allows us diversified experiences of consumption and incorporate data-consumer analyses to feed the creation of new content, identify target audiences, improve services and advertising. In a short time we will be a media tech company with more flexible solutions, varied options for people to consume our exclusive content through digital means or in the way that they want. This new Globo that will be born in January is a unique company, with two hearts, one in the differentiation of its content and the other in the technology and opportunities that it will bring,” says Jorge Nóbrega.