{ "schemaVersion": "deck-intelligence.v1", "id": "019dd923-622c-750b-8b9d-40442a8d99ca", "slug": "e20db4b3cafd", "title": "The Walt Disney Company (DIS)", "subtitle": "Nelson Peltz · 2024-03", "author": "Nelson Peltz", "date": "2024-03-01 00:00:00", "pageCount": 133, "kind": "activist-deck", "orientation": "landscape", "aspectRatio": 1.3333334, "targetCompany": "The Walt Disney Company", "targetTicker": "DIS", "document": { "id": "019dd923-622c-750b-8b9d-40442a8d99ca", "slug": "e20db4b3cafd", "title": "The Walt Disney Company (DIS)", "rawTitle": "Trian Disney TMT Trian Disney Presentation Mar 2023", "authorId": "06_Trian_Partners", "authorName": "Nelson Peltz", "authorDisplay": "Nelson Peltz", "kind": { "slug": "activist-deck", "label": "Activist deck" }, "sourceType": { "slug": "activist_investor", "label": "Activist investor" }, "fileName": "2024-03-Trian-Disney-TMT-Trian-Disney-Presentation-Mar-2023.pdf", "sourceUrl": null, "sourceDate": null, "presentationDate": "2024-03-01 00:00:00", "ingestedAt": "2026-04-23 08:18:47+00", "status": "ready", "pageCount": 133, "orientation": "landscape", "aspectRatio": 1.3333334, "targetCompany": "The Walt Disney Company", "targetTicker": "DIS", "metadata": { "local_root": "/tmp/legacy-images/e20db4b3cafd", "activist_firm": "Trian Partners", "origin_corpus": "contrarian", "extraction_seconds": 189.49422097206116 } }, "coverage": { "pageCount": 133, "pagesIndexed": 6, "pagesWithImages": 6, "pagesWithMetadata": 6, "imageCoveragePct": 4.5, "metadataCoveragePct": 4.5, "componentCount": 34, "chartCount": 4, "metricSlides": 0, "toolMatches": 4, "documentToolMatches": 4, "frameworkMatches": 5, "arcMatches": 1, "beatMatches": 3, "loopMatches": 2, "patternMatches": 0, "storymakersMatch": false, "scoreAvailable": false, "reviewAvailable": false, "activistThesisAvailable": true, "pitchdeckMetadataAvailable": false, "pitchdeckProfileAvailable": false }, "blocks": [], "matches": { "arcs": [ { "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "matchId": "9f419f99-91a6-4266-abb3-a4f2bf562a29", "evidence": "The sequence starts with a problem statement, followed by agitation through peer comparisons and highlighting complications, aiming for a solution by replacing or changing the board.", "isPrimary": true, "confidence": 0.8, "extraction": { "at": "2026-07-16 22:04:05.469983+00", "model": "or:meta-llama/llama-4-scout", "runId": null, "seconds": null, "promptVersion": "doc-narrative-v1" } } ], "beats": [ { "to": 4, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 4, "name": "Problem", "beatId": "35cc6907-5594-45e2-9613-4fbbb4804fe2", "matchId": "9f419f99-91a6-4266-abb3-a4f2bf562a29", "beatType": { "name": "Problem (Identify pain)", "slug": "problem-agitate-solution-problem-identify-pain", "status": "active", "canonId": "019dd9b8-0e78-74bb-b8f6-54348367a131", "version": 1, "description": null }, "evidence": "The presentation begins with 'What Is This Proxy Contest About?' indicating a clear problem statement.", "position": 0, "isPrimaryArc": true, "parentBeatType": { "name": "Complication", "slug": "complication", "status": "active", "canonId": "019dd9b8-0275-7709-b2d6-4f77c3fc7579", "version": 1, "description": "The point in the narrative where the audience should feel discomfort. Required for argumentative arcs." }, "alignedBlockIds": null, "matchConfidence": 0.8 }, { "to": 22, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 10, "name": "Agitate", "beatId": "83364743-c0ce-4893-b8bd-065c7932ee38", "matchId": "9f419f99-91a6-4266-abb3-a4f2bf562a29", "beatType": { "name": "Agitate (Make it worse)", "slug": "problem-agitate-solution-agitate-make-it-worse", "status": "active", "canonId": "019dd9b8-0f5a-71dd-bae7-8fadb0d09456", "version": 1, "description": null }, "evidence": "Slides highlighting peer gap, expose contradiction, preempt rebuttal, and further expose contradiction agitate the situation by emphasizing Disney's poor performance and board's failures.", "position": 1, "isPrimaryArc": true, "parentBeatType": { "name": "Development", "slug": "development", "status": "active", "canonId": "019dd9b8-0332-7008-b3aa-11b0840a57b1", "version": 1, "description": "The middle stretch in arcs that have one. Often where length problems creep in." }, "alignedBlockIds": null, "matchConfidence": 0.8 }, { "to": 133, "arc": { "name": "Problem-Agitate-Solution", "slug": "problem-agitate-solution", "status": "active", "bestFor": "Sales pitches, urgency-driven, competitive displacement", "canonId": "019dd956-5ec6-70f9-9fd8-fdbaaff39acf", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Problem (Identify pain) -> Agitate (Make it worse) -> Solution (Provide relief)", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 133, "name": "Solution", "beatId": "cc1febd7-58ba-4ccf-91ff-0ab347d647b1", "matchId": "9f419f99-91a6-4266-abb3-a4f2bf562a29", "beatType": { "name": "Solution (Provide relief)", "slug": "problem-agitate-solution-solution-provide-relief", "status": "active", "canonId": "019dd9b8-0fee-73e9-9ae5-799c7f3895cd", "version": 1, "description": null }, "evidence": "Though not directly provided in the given slide titles, the implication is that Trian offers a solution to the agitated problems, likely presented towards the end or conclusion of the deck.", "position": 2, "isPrimaryArc": true, "parentBeatType": { "name": "Resolution", "slug": "resolution", "status": "active", "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b", "version": 1, "description": "How the deck ends. Required in 19/20 arcs. The exception (Sparkline) ends with new bliss which is functionally a resolution." }, "alignedBlockIds": null, "matchConfidence": 0.8 } ], "loops": [ { "to": 20, "from": 13, "loop": { "name": "27_cost_of_inaction", "slug": "27-cost-of-inaction", "status": "active", "bestFor": "Urgent budget requests, compliance, risk mitigation", "canonId": "019dd956-70d1-7395-a15b-857ba858b394", "version": 1, "bodyDocId": "019df22a-2420-77be-bc41-ded96d08cb21", "structure": "The Status Quo -> The Hidden Costs Accumulating -> The Future State of Inaction -> The Tipping Point", "description": "Quantify what happens if the audience does nothing", "familyLabel": null, "categoryName": "Urgency", "categorySlug": "urgency" }, "matchId": "05d8da32-ca7a-4621-8e9b-e872e7b8d5f6", "evidence": "Buying Disney Stock Over the Last 10 Years Has Been a Losing Proposition, and The Board's Succession Failures Have Created a Leadership Void, an Inconsistent Strategy, and Organizational Dysfunction.", "position": 0, "objective": "To highlight the cost of inaction by Disney's board.", "confidence": 0.7, "extraction": { "at": "2026-07-16 22:04:05.6072+00", "model": "or:meta-llama/llama-4-scout", "runId": null, "seconds": null, "promptVersion": "doc-narrative-v1" } }, { "to": 22, "from": 10, "loop": { "name": "40_mece_breakdown", "slug": "40-mece-breakdown", "status": "active", "bestFor": "Problem structuring, ensuring completeness, strategic analysis", "canonId": "019dd956-763c-765e-8b68-6ee3ae1ef184", "version": 1, "bodyDocId": "019df22a-2420-77be-bc41-ded96d08cb21", "structure": "The Whole -> Category A (distinct) -> Category B (distinct) -> Category C (distinct) -> Complete Coverage", "description": "Divide a complex topic into mutually exclusive, collectively exhaustive categories", "familyLabel": null, "categoryName": "Consulting Framework", "categorySlug": "consulting-framework" }, "matchId": "cb18e639-a187-4bd1-9ad3-2450370fc1f9", "evidence": "Disney's massive revenue scale is not translating into competitive EBITDA margins compared to its peers. The Board Has Overseen Poor Shareholder Returns.", "position": 1, "objective": "To break down Disney's performance into comparable parts.", "confidence": 0.6, "extraction": { "at": "2026-07-16 22:04:05.641345+00", "model": "or:meta-llama/llama-4-scout", "runId": null, "seconds": null, "promptVersion": "doc-narrative-v1" } } ], "tools": [ { "tool": { "name": "Before/after framing", "slug": "before-after-framing", "status": "active", "bestFor": "For turnaround / reform proposals", "canonId": "019dd9e1-528b-72ec-a563-e5dcb9410f67", "version": 1, "bodyDocId": "019dd9a1-80bf-72e9-980b-ccd1c0cd3488", "description": "You visualise two futures side by side: the trajectory the target is on\ntoday, and the trajectory under your proposed intervention. The reader\nhas to see the delta to feel the stakes.\n\nIt's the rhetorical cousin of the peer-gap — same visual grammar\n(comparison), but across **time** instead of across peers.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "c2178b44-233b-4370-8af6-609cdd944c52", "evidence": null, "pageRefs": null, "priority": null, "whenToUse": "For turnaround / reform proposals", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- It **quantifies the opportunity cost** of inaction. \"Doing nothing\"\n becomes a concrete, visible path, not an abstraction.\n- It **makes the Answer tangible**. The prescription isn't a paragraph;\n it's a trajectory the reader can point at.\n- It **pre-empts the status-quo defence**. Management usually argues \"we\n have a plan\". Your chart shows what their plan looks like vs. yours.\n- It **satisfies both the Architect** (math adds up) **and the Storyteller**\n (emotional delta between two futures).", "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "CEO quote contradiction", "slug": "ceo-quote-contradiction", "status": "active", "bestFor": "When management credibility is the lever", "canonId": "019dd9e1-52e9-717f-8454-93e627563ed6", "version": 1, "bodyDocId": "019dd9a1-8296-720d-8f51-da76937f9415", "description": "You reproduce management's own words — verbatim, with source and date — and\nthen place them next to the outcome that contradicts them. The CEO built\nthe rope; you put it around their own neck.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "54341608-11aa-4bbb-a317-5d5305b18400", "evidence": null, "pageRefs": null, "priority": null, "whenToUse": "When management credibility is the lever", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- **Maximum credibility**: no adjective you could write is as damning as the\n target's own prior statement.\n- **No rebuttal path**: management can't argue they didn't say it.\n- **It forces accountability onto a person**, not an institution — even if\n you aren't explicitly naming a villain elsewhere.\n- **Reporters amplify it**. A CEO-quote-contradiction slide is quotable,\n which means it lands in WSJ/FT/Bloomberg coverage.", "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "Peer gap chart", "slug": "peer-gap", "status": "active", "bestFor": "When relative underperformance is the core argument", "canonId": "019dd9e1-54f1-775a-94a1-d5cf3bb75abf", "version": 1, "bodyDocId": "019dd9a1-8653-7748-9050-807f067196c3", "description": "A single visual that benchmarks the target against its best-in-class peers on\na single quantitative KPI — and shows the target losing. The gap is the\npunchline.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "aa1ada95-d579-4eb9-a842-be832883c32f", "evidence": null, "pageRefs": null, "priority": null, "whenToUse": "When relative underperformance is the core argument", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- It's the **most credible claim in the deck** because it's arithmetic, not\n opinion.\n- It's immediately **actionable** — close this gap and value accrues.\n- It **pre-empts the \"context is different\" defence** by pitting the target\n against direct peers in the same category.", "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "Villain naming", "slug": "villain-naming", "status": "active", "bestFor": "When governance or specific decisions are the core thesis", "canonId": "019dd9e1-55a4-74db-9314-0ced4cd46cd2", "version": 1, "bodyDocId": "019dd9a1-88f1-72ad-8f4e-56ec29d7b369", "description": "You identify a **specific person** responsible for the target's underperformance\nor the behaviour you want changed — and name them. Not \"management\" or \"the\nboard\". A named executive or director with a specific failure attributable to\nthem.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "document", "agents": null, "matchId": "f2da683d-437a-492d-b092-9990cddb11f7", "evidence": "Disney Board (WITHHOLD targets: Michael B.G. Froman and Maria Elena Lagomasino); broader critique of Robert A. Iger's tenure and successive Board tenures", "pageRefs": null, "priority": null, "whenToUse": "When governance or specific decisions are the core thesis", "confidence": null, "extraction": { "at": "2026-04-29 12:07:50.267697+00", "model": "unknown-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": null, "whyItWorks": "- **Accountability needs a face.** Voters (shareholders, regulators,\n journalists) act faster against people than institutions.\n- **Credibility rises with specificity.** \"The CFO has repeatedly missed\n guidance\" > \"Management has missed guidance\".\n- It **pre-empts evasion**. An individual can be removed; an abstraction\n cannot.\n- It **forces the target to respond personally** — and their defensive\n response usually generates more attention for your thesis.", "antipattern": null, "cardinality": null, "narrativePurpose": null } ], "frameworks": [ { "matchId": "25262ba8-78df-4a85-a79b-21f9bf83fb4c", "evidence": "Visual connection between high revenue and low margin bars", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 21:00:36.199+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 10, "frameworkName": "before-after-bridge" }, { "matchId": "beadeb51-195b-47e6-9a48-71524e6ee81f", "evidence": "Visual contrast between red (losing) and grey (winning) dots to emphasize the negative performance.", "framework": null, "confidence": 0.009, "extraction": { "at": "2026-05-02 21:00:36.623+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 13, "frameworkName": "contrast-principle" }, { "matchId": "ad26f5e3-7e4f-4644-aac8-a883d05b508c", "evidence": "The slide uses a structured criteria-based assessment to diagnose board failures.", "framework": null, "confidence": 0.8, "extraction": { "at": "2026-05-02 21:00:39.179+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 17, "frameworkName": "diagnostic-test" }, { "matchId": "033b6c1d-0b4a-45c3-a069-50dbd91d551b", "evidence": "Chronological sequence of events leading to organizational failure", "framework": null, "confidence": 0.8, "extraction": { "at": "2026-05-02 21:00:40.553+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 20, "frameworkName": "causal-chain" }, { "matchId": "9b0d2b79-5f86-4279-9530-4e3f0b611b39", "evidence": "Direct comparison of director tenure vs market performance", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 21:00:39.495+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 22, "frameworkName": "comparison_frame" } ], "patterns": [] }, "storymakers": null, "score": null, "review": null, "activistThesis": { "tone": "adversarial", "notes": "Filename says 'Mar-2023' but the cover reads 'March 2024' and the content (FQ1'24 references, 2024 proxy statement) confirms March 2024 — treated filename date as a typo. 'Restore the Magic' is the campaign brand with custom hand-drawn logotype paired with Trian's institutional typography. Key rhetorical devices: (a) Report Card with graphic 'FAIL' rubber stamps across six Board responsibilities (p17); (b) 2,333-red-square waffle visual showing 93% of the last decade's trading days underwater (p13); (c) 8-panel succession timeline narrating the Iger/Chapek saga (p20); (d) director-level relative TSR table naming Lagomasino and Froman in red (p22). Trian explicitly frames collaboration with Iger ('working alongside CEO Bob Iger') even while running a contested proxy — mixed but overall adversarial posture. No explicit sum-of-parts or DCF shown in sampled pages; valuation framed almost entirely through Netflix peer-margin benchmarking. Stake disclosed in dollars ($3bn+) not percent.", "kpisCited": [ { "detail": "-401% vs. Media Industry Proxy Peers and -168% vs. S&P 500 through 10/06/23", "metric": "10-year relative TSR" }, { "detail": "Disney 7% vs. Paramount 8%, NBCUniversal 9%, Netflix 22%, WBD 24% — ~900bps gap to peers", "metric": "Media EBITDA margin vs. peers (CY23)" }, { "detail": "$9.8bn to $4.9bn (-50%); conversion 17% to 6%", "metric": "Free cash flow FY18 vs FY23" }, { "detail": "$7.08 to $3.76 (-47%); GAAP EPS -85%", "metric": "Adj. EPS FY18 vs FY23" }, { "detail": "0.9x to 1.9x (+110%)", "metric": "Net leverage FY18 vs FY23" }, { "detail": "$200bn in M&A, CapEx and content spend — nearly equal to market cap", "metric": "Capital invested since FY18" }, { "detail": "$14bn accumulated on over $22bn of run-rate revenue", "metric": "DTC cumulative operating losses" }, { "detail": "$71bn; ~67% of pro forma EBITDA from linear TV; ~$8bn of India impairments", "metric": "Fox acquisition" }, { "detail": "$1bn cumulative vs. Disney TSR +37% and S&P 500 TSR +206%", "metric": "NEO compensation since FY13" }, { "detail": "Exceeded 100% of target in 10 of 11 years; FY19 peak 181%", "metric": "Annual NEO bonus payouts" }, { "detail": "5.6% (below Disney's ~9% WACC); FY23 actual 5.7%", "metric": "FY23 ROIC target for 100% payout" }, { "detail": "Revised -17% from $6.61 to $5.48", "metric": "FY25E EPS consensus since Feb-23" }, { "detail": "2,333 of 2,519 days (93%) a Disney buyer would be underwater", "metric": "Trading days underwater (last 10 years)" } ], "closingAsk": "Vote the BLUE proxy card FOR Nelson Peltz and Jay Rasulo and WITHHOLD on Disney nominees Michael B.G. Froman and Maria Elena Lagomasino, and all three Blackwells nominees.", "extraction": { "at": "2026-04-23 08:18:47+00", "model": "unknown-legacy", "runId": null, "seconds": 189.49422, "promptVersion": null }, "scqaReward": "Restoring Netflix-like 15-20% DTC margins on a forecast $33bn revenue base would unlock material earnings power and re-rate the multiple; closing the 900bps media-margin peer gap compounds the upside.", "thesisTypes": [ "governance_board", "operational_turnaround", "management_change", "undervaluation" ], "top3Reasons": [ "Disney's 10-year relative TSR trails proxy peers by 401% and the S&P 500 by 168% — root cause is a Board lacking focus, alignment and accountability.", "Disney's media business generates the largest revenue base in the industry ($56bn) yet earns only 7% EBITDA margins vs. 22% at Netflix and 24% at Warner Bros. Discovery.", "$71bn Fox acquisition was strategically flawed, $14bn of DTC losses accumulated, NEOs paid $1bn since FY13 despite TSR badly lagging — all while the Board rubber-stamped." ], "scqaSituation": "Disney is the world's most advantaged diversified media company — iconic IP, a 100-year brand, globally scaled Parks & Experiences that generate 70% of EBIT, and a commercial flywheel no peer can replicate.", "thesisSummary": "Trian's 133-page proxy deck argues that Disney — owner of unrivaled IP, a 100-year brand, and Parks & Experiences that generate 70% of EBIT — has squandered a 'winning hand' under a Board that lacks focus, alignment and accountability. Over the last decade, Disney's relative TSR trails proxy peers by 401% and the S&P 500 by 168%; segment operating income, EPS and free cash flow have all declined versus FY18; streaming has accumulated $14bn of losses; and the $71bn Fox acquisition, which Trian calls strategically flawed, has stressed the balance sheet without delivering synergies. Peltz and Rasulo, who collectively own $3bn+ of stock, would work alongside CEO Bob Iger to fix a botched CEO succession, align executive pay with performance, form a Finance & Strategy Committee, and insist on 15-20% Netflix-like DTC operating margins by 2027.", "primaryDemands": [ "Elect Nelson Peltz and Jay Rasulo to the Disney Board (vote the BLUE card) and WITHHOLD on Michael B.G. Froman and Maria Elena Lagomasino", "Run a thorough external CEO succession process ahead of Bob Iger's 2026 retirement", "Commit publicly to a 15-20% DTC operating margin target by 2027, Netflix-style", "Form a Board-level Finance & Strategy Committee to oversee long-term strategy", "Realign executive compensation: set positive FCF targets, raise the ROIC bar to the cost of capital, reduce discretionary 'Other Performance Factors' weighting from 30% to 10%", "Review the creative engine (studio operations, IP flywheel) under Board oversight", "Explore strategic partnerships for non-Sports linear assets; insist on a clear digital ESPN plan; add return targets to the $60bn Parks CapEx" ], "scqaResolution": "Elect Nelson Peltz and Jay Rasulo, form a Finance & Strategy Committee, run a real CEO succession before Iger's 2026 retirement, realign executive compensation, and commit publicly to a 15-20% DTC operating-margin target by 2027.", "thesisOneLiner": "Disney's world-class IP is being squandered by a complacent Board: elect Peltz and Rasulo to fix succession, restore Netflix-like DTC margins, and close a 401% TSR peer gap.", "precedentsCited": [ "Wendy's CEO succession (Todd Penegor to Kirk Tanner, 2024)", "Unilever CEO succession (Alan Jope to Hein Schumacher, 2023)", "Janus Henderson CEO succession (Dick Weil to Ali Dibadj, 2022)", "P&G CEO succession (David Taylor to Jon Moeller, 2021)", "Sysco CEO succession (Tom Bene to Kevin Hourican, 2020)", "GE CEO succession (John Flannery to Larry Culp, 2018)", "Pentair / nVent spin-off (Randall Hogan to Beth Wozniak, 2018)", "Mondelez CEO succession (Irene Rosenfeld to Dirk Van de Put, 2017)", "BNY Mellon CEO succession (Gerald Hassell to Charlie Scharf, 2017)", "Netflix streaming margin trajectory (4% in 2016 to 24% guided 2024)" ], "scqaComplication": "Over the last decade Disney relatively underperformed the S&P by 168% and proxy peers by 401%; media margins are 7% vs. Netflix's 22%; $14bn of DTC losses and a $71bn Fox deal revealed a Board that lacks focus, alignment and accountability.", "narrativeInterest": 5, "notableSlidePages": [ 4, 10, 13, 17, 20, 22 ], "peerCompaniesCited": [ "Netflix", "Paramount", "NBCUniversal / Comcast", "Warner Bros. 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