Kim Portrate’s exit as CEO of ThinkTV marks a significant moment in the Australian television industry. Her tenure saw both triumphs and challenges, reflecting broader shifts in media consumption. Under her leadership, ThinkTV initially thrived, advocating for broadcast television through groundbreaking research and campaigns. However, recent departures of key stakeholders and internal conflicts have weakened the organization’s effectiveness. This transition period highlights the need for a new strategy to address the rise of streaming platforms while promoting the unique advantages of traditional TV.

The Rise and Challenges of ThinkTV

In its early years, ThinkTV made substantial strides under Kim Portrate’s guidance. The organization successfully marketed the benefits of television to advertisers, ensuring it remained a top priority in marketing plans. Despite global trends showing a decline in TV viewership, Australia managed to hold its ground, partly due to ThinkTV’s efforts. During the pandemic, lockdowns provided a captive audience, offering one last surge of success for the medium. However, the departure of original stakeholders and internal discord began to undermine ThinkTV’s efficacy.

ThinkTV faced numerous challenges during Portrate’s tenure. Initially launched in 2016, the organization aimed to unify the competitive TV networks against digital disruption. Key figures like Russel Howcroft, Kurt Burnette, and Michael Stephenson played pivotal roles in this endeavor. However, over time, these leaders moved on or were replaced, leading to fractures within the organization. Foxtel’s resignation in 2023 and the subsequent launch of a rival rating system further destabilized ThinkTV. Internal conflicts between Seven and Nine, along with budget cuts, left ThinkTV struggling to maintain its influence and share vital audience data.

Navigating the Future of Television

With Kim Portrate’s departure, ThinkTV must redefine its mission to stay relevant in an increasingly digital world. The challenge lies in promoting the strengths of linear TV without appearing defensive about the rise of streaming services. The three remaining stakeholders—Seven, Nine, and Ten—must unite to find a new direction that aligns with evolving consumer preferences. This involves balancing the unique qualities of broadcast television with the growing importance of ad-supported streaming platforms.

Moving forward, ThinkTV needs to develop innovative strategies to highlight the value of television in today’s media landscape. The organization must adapt to changing market dynamics and find ways to collaborate effectively despite past tensions. With reduced resources, ThinkTV will need to operate more efficiently, ensuring that its efforts reflect the current challenges faced by the industry. Ultimately, the future of ThinkTV depends on its ability to evolve and communicate the enduring relevance of television in an era dominated by digital alternatives.