The media company on Friday also outlined the terms of the share distribution, named the board directors for both firms and announced a $500 million stock-buyback program for the new News Corp. following the separation. In addition, News Corp. said it would take a pretax charge of between $1.2 billion and $1.4 billion in the current quarter to write down assets related to its publishing segment.

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Media giant Hearst has hired two senior execs — Demand Media’s Joanne Bradford and former Los Angeles Times CEO Jeffrey Johnson — in a significant move to digitally turbocharge and jumpstart its flagship but long-suffering newspaper, the San Francisco Chronicle and its SFGate.com website.

“They have deep publishing and new media experience and believe in the power of great content with a valued brand,” said Heart CEO Frank Bennack in a statement. “We are excited to work with them to redefine the choices for how and where readers can experience the trusted Chronicle content they depend on.”

In the new leadership, Johnson will be the publisher of the Chronicle, while Bradford will be its president. Both will report to Hearst Newspapers President Mark Aldam. Current publisher Frank Vega — an old-style publisher who has had a controversial tenure at the Chronicle — will retire, though Hearst said he will continue as chairman through the transition.

“The San Francisco Chronicle should be a shining star and use case of how to build a community and cover local news,” said Bradford in a text to me today.

Indeed. While the Chronicle and its website is the largest for local news in the Bay area, it has lagged a lot in aggressively covering key trends — such as tech — and the fast growth of the region. While the area has blossomed, the Chronicle, like many big-city newspapers, has suffered, as digital businesses of all kinds have made incursions on its business.

Its daily print circulation is now 265,000, and combined with its website it reaches close to two million people.

Getting all that a whole lot higher — and, perhaps more importantly, a lot more relevant — will be a tough job and will likely require a major reinvention of the Chronicle brand.

That is especially true since the San Francisco area, including Silicon Valley, is the world’s key digital hub, as well as a leader in a number of areas — from top-notch sports teams to having one of the most innovative food and indie cultures. After a few years of rough economic times, the city is on a bit of a roll, including being the location of some upcoming major events such as the Super Bowl and America’s Cup.

Bradford has a lot of experience in both old and new media and is well known in the online media advertising space, having had top sales and media jobs at BusinessWeek magazine, Microsoft, Yahoo and, now, Demand.

She has been at that content site, where she has been its chief revenue and marketing officer, since 2010. At Yahoo, previous to Demand, she was an SVP in charge of North American revenue and also worked on branded entertainment partnerships. At Microsoft, she was a corporate VP and chief media officer of MSN Media Network.

And, although I have known her well over many years — full disclosure: We are very good friends — I had no idea she had an undergraduate degree in journalism from San Diego State University.

Johnson is also a longtime media exec. He has recently been an operating partner at the Yucaipa Companies — owned by kingpin Ron Burkle — focusing on media investments since 2007. Previous to that, he was president, publisher and CEO of the Los Angeles Times for just a year, but had been its SVP and GM since 2000. At the Times, he was responsible for the newspaper’s digital and print operations including editorial, advertising, circulation, consumer sales and marketing, finance and technology. Johnson has also worked at the Chicago Tribune and Orlando Sentinel and has an undergraduate degree in accounting from the University of Illinois and an MBA from the University of Chicago.

The Chronicle is the largest newspaper in Northern California, founded in 1865 by Charles and Michael de Young. Its owner, the privately-held Hearst, is one of the nation’s largest media companies, with dozens of daily and weekly newspapers; has a huge group of television stations and cable network stakes, such as Lifetime, A&E and ESPN; hundreds of magazines, such as Good Housekeeping, Cosmopolitan and Elle; and many other varied holdings.

Bradford will be replaced at Demand Media by Jeff Dossett.

“The proposal from Third Point, Dan Loeb is something that we should discuss thoroughly at a board meeting and then we’ll decide Sony’s stance,” Chief Executive Kazuo Hirai said in a briefing Wednesday to lay out his strategic vision for the company. “Therefore, we are now going to start the discussion and we are still at the starting stage.”

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Joyus, the video shopping platform startup led by former top Google exec Sukhinder Singh Cassidy, said it had raised $11.5 million in a second round of funding, led by InterWest Partners and Time Warner Investments. Existing investors Accel Partners and Harrison Metal also participated.

In related news, Joyus said that Ido Leffler, co-founder of natural beauty brand Yes To, would join its board.

The San Francisco-based Joyus has now raised total capital of $19 million to push its efforts to combine video with retailing online. Along with the funding news, the company underscored the efficacy of its approach in a study it also released that it says shows “fashion, beauty and lifestyle brands can directly monetize video through direct response product sales.”

Using premium video content to flack its wares, Joyus said that it converts at 5.15 times the rate of visitors who only browse product listings on the site and that its viewers buy 4.9 times more than those who don’t watch the product videos.

“Every time someone watches a video, Joyus can measure the resulting sales revenue, creating the first ever metrics for return on investment (ROI) using online video to drive product sales,” said Joyus, which noted that on a half-dozen product areas that the average revenue per video (RPV) view ranges from 47 cents to 93 cents, meaning every thousand views of video on Joyus produces between $470 and $930 in direct sales revenue. Joyus shares a cut of the sales on its site with its merchants and provides the purchasing tools.

While others might dispute this performance and many online retailers have added video to their sales processes, Joyus CEO and founder Cassidy said in an interview that online retail has to shift from a focus on engagement statistics and monetization via brand advertising to direct product sales results.

“The data on video shopping needs to be aimed at a return on the investment rather than on just brand recognition,” she said. “We think by providing an informative and entertaining experience, where you can make purchases right away, consumers buy and that this is the direction online commerce is moving.”

As I noted in a previous post about Joyus when it launched in mid-2011: “If you think about a link-laden infomercial, you’ll get a general idea of what is being created by Joyus.”

While Cassidy did note that a comparison could be made to television shopping networks like HSN, which shows elaborate demos of its products, Joyus has its own tech stack and video platform that allows shoppers to watch in a non-linear way that is preferable online and also on mobile.

“We are aimed at those customers who are bred and born on digital, so the merchandising formula is different,” said Cassidy. “This is a shopper from 30 to 50 who wants entertainment and commerce together in a format that is convenient.”

While the tale of a print magazine embedded in a troubled media company makes for much better reading, everyone loves a listicle. So, Time has once again put out its annual countdown of the 100 “most influential people in the world, from artists and leaders to pioneers, titans and icons.”

And, as usual, global techies represent big-time on the list, including:

* Tesla and SpaceX’s Elon Musk — about whom Virgin Group’s Richard Branson wrote, “It’s a paradox that Elon is working to improve our planet at the same time he’s building spacecraft to help us leave it.”

* Instagram co-founder and CEO Kevin Systrom, who gets inexplicably feted by entertainment bon vivant Ryan Seacrest (we are down with this anyway).

* Netflix content chief Ted Sarandos (yay for Ted, who is Mr. Nice Guy, especially for Hollywood).

* Ren Zhengfei, CEO of China’s telecom giant Huawei.

* Oh-Hyun Kwon, Samsung CEO, about whom former Apple CEO John Sculley wrote, “As Samsung builds a campus in Silicon Valley, all eyes will be on Kwon to see if the CEO with a PhD from Stanford can be as successful with software as he has been with hardware.”

* Music manager and Internet talent discoverer Scooter Braun.

* Minecraft developers, Markus Persson and Jens Bergensten, whom my sons revere (and therefore are deserving of kudos!).

* OkCupid founder Sam Yagan, who is now CEO of Match.com.

* Microsoft and Apple irritant David Einhorn, who is the only hedge fund investor dude I like.

* Deservedly ubiquitous Facebook COO Sheryl Sandberg, whose “Lean In” is a bestseller.

* Apple design guru Jony Ive, about whom Bono noted, “Jony Ive is himself classic Apple. Brushed steel, polished glass hardware, complicated software honed to simplicity.”

* Coursera co-founders Andrew Ng and Daphne Koller, who are among many in tech trying to change education.

* Chinese tech investor Kai-Fu Lee.

* Google Ideas guy Jared Cohen.

* Afghanistan entrepreneur Roya Mahboob, who gets praise from Sandberg.

* Kickstarter CEO Perry Chen, about whom “Veronica Mars” star (and user of the fundraising tool) Kristen Bell said, “There’s something so smart and magical about that idea — connecting consumers with creators and letting them vote with their own money.”

* And listicle Olympian and Yahoo CEO Marissa Mayer, garnering a major feting from Google’s Eric Schmidt, who wrote: “Google was lucky to have her help us grow into what we became, and Yahoo is lucky to have her taking them someplace new.”

(Cover photo by Mark Seliger for Time)

RealNetworks said it has hired Max Pellegrini to run its mobile entertainment division, which offers a range of services to carriers and device manufacturers.

He replaces Mike Lunsford, who is leaving the Seattle-based company after five years.

In his new job, Pellegrini will also be charged with developing new consumer services for smartphones. Pellegrini comes from premium mobile Web firm Dada.net, where he was chairman and CEO. Dada was acquired by mobile entertainment company Buongiorno in 2011, which was then bought by NTT DoCoMo last year.

RealNetworks is attempting to reinvigorate its business under the leadership of its founder and chairman, Rob Glaser, who is currently interim CEO, by focusing on some core areas, such as mobile entertainment.

It reaches consumers via partnerships with carriers such as T-Mobile and Verizon, offering ring-back tones, ring tones and music on demand.

The goal is to become HBO faster than HBO can become us.

– Ted Sarandos, Netflix’s chief content officer

People like bundles. People don’t like to work for their entertainment. They’ll pay a premium if it saves them time.

– Mark Cuban

Longtime digital exec Jeff Berman is joining Hollywood production company BermanBraun as its first president.

Berman — who is no relation to BermanBraun co-founder Gail Berman — comes to the firm from the National Football League where he has been in charge of its Web, mobile, social and non-console gaming efforts. While there, he worked on several new initiatives, such as its multi-party video chat for Fantasy Football.

Several years before that, he was a top exec at social networking site Myspace, finally ending up as president of sales and marketing, where he was in charge of branded advertising, sales operations, entertainment, content and marketing. Efforts there by Berman included the now defunct Web-only series “Quarterlife,” which also had a very short life on a major network.

The Yale Law School grad was also on the board of Buddy Media, which was sold to Salesforce.com last year.

He’s an interesting person, then, for BermanBraun, which focuses on content across multiple screens, including big branded Web sites such as Wonderwall for Microsoft’s MSN and also more traditional entertainment shows. Its juicy-looking television series “Deception,” for example, is set to appear on NBC this week. It now has about 130 employees, mostly working at its Santa Monica, Calif., HQ.

“We needed an exceptional leader to manage the company,” said BermanBraun co-founder Lloyd Braun, who was once a top media exec at Yahoo. “And Jeff is someone who has skillsets in a whole bunch of areas and an emotional intelligence that is as important to what we do.”

Braun said Berman would initially focus on his area of expertise — digital — but that he would become more involved in the television and movie arenas over time.

BermanBraun — which considered raising funding last year — is at an interesting juncture in its development, trying to form a new kind of independent Hollywood media company that straddles analog and digital.

Berman said he was attracted to the opportunity there.

“I had a great job, since there is nothing bigger than the NFL,” he said in an interview yesterday. “But Lloyd and Gail have an incredible vision across platforms for entertainment.”

He added that content was just at the beginning of development online, but was finally poised to explode with the popularity of tablets, smartphones, interactive TV and other such devices, as well as social and e-commerce tools.

“The mind reels, there is so much that has happened and can happen,” said Berman. “I don’t know if there is a better time to be at such a place to create these new franchises — [BermanBraun] is a laboratory, where stuff is actually working.”

As I had previously reported, Yahoo’s key business unit — its advertising sales force — is now getting details of a reorganization by its new leader, COO Henrique De Castro.

In making the changes, just weeks ahead of Yahoo’s annual sales conference in Las Vegas on Jan. 21, De Castro is borrowing rather heavily from the set-up of the powerful ad business at Google, from whence he came.

By shifting the sales organization to a “category” model, sales reps at the Silicon Valley Internet giant will sell all of Yahoo’s ad products, as well as its search offerings, across channels in a vertical process organized around advertiser segments, such as automotive, entertainment and packaged goods.

Yahoo has long sold its advertising in a regional and tiered organization against premium and performance inventory in display and search, designed to avoid vertical conflict. Thus, the sales staff have built up advertiser relationships across many areas, which will not work in the new system.

Sources inside the company said regional leaders will now be shifted to running various verticals. There will be support specialists for those areas, too.

Mark Ellis, who was most recently VP of North American sales and global partnerships, will pay a key role in the new org, said sources. It is not clear, though, what role Peter Foster, who has headed audience advertising, will play. Another high-ranking exec, Keith Kaplan, has apparently been shifted to focus on agency relationships.

As I had previously written, there are many different ways to organize sales, but making such major change has potentially large ramifications on Yahoo’s financial performance, at least in the short term, since advertising makes up the bulk of its revenue.

According to numerous sources inside Yahoo, the changes are causing some measure of worry and confusion across the salesforce at the company, since it comes after a lot of wrenching changes over the last year.

That includes the departure of well-regarded Chief Revenue Officer Michael Barrett in mid-October, after De Castro got the COO job. He has left a large gap in sales leadership and in maintaining strong relationships with big advertisers and agencies. De Castro himself is not as well known in the ad marketplace, despite many years at Google in its sales organization.

He will likely have a more high-profile next week at the International CES, the huge annual consumer electronics show taking place in Las Vegas, along with new Yahoo CEO Marissa Mayer, who was a top product exec at Google. The pair is planning on meeting with major ad clients while there, which is their first significant outreach to marketers since taking their new roles at Yahoo.

De Castro had outlined the new ad reorg plan immediately after a multiday offsite with top sales leaders several weeks ago, and said the changes would come at the very beginning of 2013.

The ad staff at Yahoo begin to hear of the changes on Friday, so it looks like De Castro has met his deadline.

Michael Katz, one of Yahoo’s high-ranking online advertising execs, is leaving the company, according to a memo he sent out to staff on Friday.

Considered a savvy online ad player and a well-regarded entrepreneur, Katz came to the Silicon Valley Internet giant a year ago when it bought Interclick, the ad-targeting company he co-founded and headed, for $270 million.

Yahoo later used Interclick’s technology in its audience-buying platform called Genome. In a reorganization announced in January, Katz was placed in charge of sales operations and data and performance optimization for Genome.

The data unit is at the center of efforts by Yahoo’s new CEO Marissa Mayer to turbocharge its ad business.

But the Katz missive, which is below in its entirety, clearly signaled that his departure was not an amicable one, which sources underscored was part of a larger rejiggering of the ad sales staff under new COO Henrique De Castro.

“As some of you are starting to learn, my last day with the company will be today,” wrote Katz on Friday. “Leaving Y! is not the hard part — how it happened and leaving all of you is what makes this difficult.”

How it happened, said several sources, was that Katz was suddenly told by HR head Jackie Reses last week that there was not a place for him, only days before a large 12-month retention bonus was to be paid out to him for the Interclick acquisition.

While it is an unusual thing to part on willfully difficult terms with an entrepreneur, as it sends a bad signal to others considering joining the company, Yahoo’s new leadership has been playing hardball with a lot of top execs it is parting ways with, and is also limiting departure packages.

Former marketing head Mollie Spillman, for example, was suddenly let go after she was replaced by former Lockerz CEO Kathy Savitt. And, though he had wanted to leave, former CFO Tim Morse was also told of his replacement in a swift exec house-cleaning move, as was former HR head David Windley.

Of course, such moves are not unusual when a new set of leaders enters the corporate picture. That’s why many at Yahoo expect even more changes to come soon in the ad unit, with most assuming that Mayer and De Castro will bring in new staff they had previously worked with at Google.

Currently, top Yahoo ad execs include Peter Foster, GM of audience advertising at Yahoo; and Mark Ellis, VP of North American sales and global partnerships.

It will be interesting to see what happens to them and others as part of a large ad reorg at Yahoo now taking place, which will definitely include a variety of departures and arrivals. One recent notable Yahoo ad exec departure, for example, was Debbie Menin, who headed entertainment and travel sales strategy, and is now a top sales exec at hot video entertainment network Machinima.

More will come in the new year, given that De Castro has recently briefed employees on a plan to move its sales organization to a “category” model. Simply put, that means its sales reps will sell all of Yahoo’s ad products, as well as its search offerings, in a vertical process organized around advertiser segments.

That massive shift is not Katz’s to worry about anymore, it seems. Here’s his entire email to staff, which is a pretty eloquent one, as goodbye letters go:

Friends and Colleagues,

6 years ago if someone would have told me that the hardest part about building a business would be to one day say goodbye, I would not have believed them. As some of you are starting to learn, my last day with the company will be today. Leaving Y! is not the hard part — how it happened and leaving all of you is what makes this difficult. I will miss the daily interactions and will take with me the many memories. This has honestly been so much fun.

I have learned a lot along the way:

Sometimes winning looks like losing. If you don’t fail, you can’t progress and the stakes only get bigger as you go further down your path.

Be genuinely happy for those that are successful at reaching their goals. If you spend anytime wishing it were you, it will never be.

Stay humble, and never declare victory.

Approximately correct is better than definitely wrong. Do not let perfection be the enemy of excellence.

We are all human — we may make mistakes, we must forgive, forget, and move on together.

Treating people right is not an option.

Treat adults like adults and they will behave like adults. Rules are for children.

People and culture are everything. It’s about so much more than free food and parties, it cannot be forced and without it a business cannot succeed.

I consider myself so very lucky to have known a handful of loyal friends that took a chance, quit their jobs and risked a lot to build this business with me. Their loyalty and hard work helped interclick get off the ground and for that I will forever be grateful. The team they helped to build has truly made this the greatest place to work. Each and every one of you made interclick the very best company to work for.

I would like to leave you all with a reminder of what together we built:

– A company that started with $27,000 and sold for $270,000,000

– A company that redefined the way that marketers think about audience targeting and data

– A company that went public in 2009 on NASDAQ defying all odds

– A company that spit in the face of adversity early in 2011 and came out victorious

– A company whose people are the future of this organization.

So be proud of what together we achieved, look back and know you were part of something big. Then look ahead and know that this is just the beginning, we will all one day build again. For those of you that continue your career at Y!, I ask that you don’t lose sight of greatness. Remember what you are capable of and continue to make me proud.

Thank you for your loyalty, passion, dedication, and collaboration. The finish line is only the beginning of a new race.

-MK

In what will be a major shift in how the Silicon Valley Internet giant sells online advertising, Yahoo’s new COO Henrique De Castro has briefed employees on a plan to move its sales organization to a “category” model, according to numerous sources close to the situation.

Simply put, that means its sales reps will sell all of Yahoo’s ad products, as well as its search offerings, in a vertical process organized around advertiser segments, such as automotive, entertainment and packaged goods.

This is how Google, where both De Castro and CEO Marissa Mayer recently worked, conducts its ad sales efforts. (After copying free food and smartphones, staff evaluation efforts and more, What Would Google Do seems to be strategery at Yahoo these days.)

In contrast, Yahoo has long sold its advertising in a regional and tiered organization against premium and performance inventory in display and search.

The move from regional to vertical is a “seismic shift,” said one source quite accurately. That’s because Yahoo’s go-to-market efforts have been designed to avoid vertical conflict and its sales staff have built up advertiser relations across many areas. In a vertical organization, those reps will be forced to give up these long-term relationships with marketers, some of which have been built over years.

There are, of course, many different ways to organize sales — and each has its fans and detractors. But one thing is clear: Making such a major change has potentially large ramifications on Yahoo’s financial performance, at least in the short term, since advertising makes up the bulk of its revenue.

The change might also result in some attrition among the sales staff, said sources, although many at Yahoo are expecting that De Castro will bring in his own execs from outside to help with the transition. (One interesting name I heard floated was former Googler Penry Price, who was close to De Castro when they both worked there. He is currently president of Media6Degrees, an ad targeting start-up.)

De Castro (pictured here) will need all the help he can get as he overhauls Yahoo’s sales efforts. Well-regarded Chief Revenue Officer Michael Barrett left Yahoo in mid-October after De Castro got the COO job.

His departure has left a large gap in sales leadership and in maintaining strong relationships with big advertisers and agencies. De Castro himself is not as well known in the ad marketplace, despite many years at Google in sales (more on that to come).

Currently, the key ad execs at Yahoo under De Castro are Peter Foster, who heads audience advertising, and Mark Ellis, VP of North American sales and global partnerships.

De Castro outlined the new ad org plan to staff immediately after a multi-day offsite with top sales leaders last week, at which Yahoo’s acquisition options in the ad tech market were also discussed.

Sources said De Castro noted that the changes could take place as early as January 1.

De Castro is also planning to have Yahoo’s annual global sales meeting for the end of January in Las Vegas. Last March, the gathering — then set for about 1,300 advertising staffers in Florida — was cancelled due to a restructuring under ousted CEO Scott Thompson.

In addition, sources said, Yahoo is planning on having a much more prominent presence at the upcoming Consumer Electronics Show — also taking place in Las Vegas in January — in order to solidify its relationships with advertisers.

Its big weapon at the giant annual confab will apparently be Mayer, who has not yet interfaced significantly with the company’s big ad clients since taking the top job in July. At CES, sources said, Yahoo is hoping the “Marissa Halo” — i.e. excitement around the telegenic exec — will help boost its business.

In a blog post, Larry Hryb — a Microsoft spokesperson who blogs under his gamer tag, Major Nelson — reported that the Xbox 360 sold more than 750,000 consoles in the U.S. last week, easily beating Wii U first-week sales of 400,000. What’s more, it exceeds the 700,000 units Nintendo sold of the Wii U and the original Wii combined.

In some ways, however, the two numbers are not really comparable.

The Wii U, which launched last Sunday, costs between $300 and $350, and Microsoft is selling the Xbox for a number of configurations starting at half that price. Additionally, sales of the Wii U were limited by the number of units Nintendo could manufacturer, with many retailers reporting that inventory was sold out.

Microsoft said that the 750,000 consoles it sold between Sunday, Nov. 18 (when the Wii U launched) and Black Friday exceeded its internal forecasts. At that rate, the numbers are absolutely staggering, especially given the amount of pressure that phones and tablets are putting on the TV consoles as alternative gaming devices. Last month, Microsoft sold 270,000 Xbox units, making it the best-selling console in the U.S. at the time.

But access to streaming media and other entertainment is helping to drive sales of the older hardware. As Major Nelson pointed out today, Microsoft’s three-month Xbox Live Gold Subscription sales increased more than 50 percent, compared to the same week last year. On Sunday, its Xbox Live services — which include streaming video and multiplayer game play — were used by more than 14 million people, racking up more than 72 million hours worldwide. Compared to 2011, Microsoft has seen a 43 percent increase in U.S. hours logged on Xbox Live during the week of Black Friday.

I asked Sony for its sales figures for the past week, but the company has not responded to the request.

According to sources close to the situation, Yahoo is among the companies taking a serious gander at TVGuide.com, the online entertainment listings, video and news site and mobile app.

Earlier today, Deadline Hollywood reported that its owner, Lionsgate, was in “advanced negotiations” to sell the site for about $20 million to one strategic bidder.

That’s the approximate price, my sources said too, who noted that Yahoo is only kicking the tires to determine if the site would add to its online media efforts and that such a deal is not in a final state.

But TVGuide.com is right in the wheelhouse of Yahoo’s acquisition efforts under CEO Marissa Mayer. She said the Silicon Valley Internet giant was looking at smaller purchases to round out its product line, especially in the mobile area.

Thus, its M&A point person, Jackie Reses, has been looking at “everything in the world,” according to numerous sources, across a large spectrum of arenas. TVGuide.com is in the media space, obviously — another she’s looked at is Los Angeles-based Maker Studios.

Hollywood studio Lionsgate last reported that TVGuide.com has upward of 24 million unique monthly visitors, and also has almost seven million mobile app users.

Lionsgate bought the site and television network in 2009, which also is owned in part by J.P. Morgan’s One Equity Partners.

That beats box office releases this year like “Harry Potter and the Deathly Hallows: Part 2” and the “The Avengers” — based on day-one sales in the U.S.

It has been five years since the release of the wildly popular Halo 3 and 11 since the first Halo game exploded on the scene. Microsoft says that, in all, the franchise has now generated more than $3.38 billion, making it “one of the most popular entertainment franchises in the world.” Halo 4, which is sold exclusively on Microsoft’s Xbox, went on sale last week for $60.

Another videogame that can claim blockbuster status is Activision’s Call of Duty franchise. Its latest release, Black Ops II, comes out tomorrow and is shaping up to be “the biggest Call of Duty game ever.” Its last release, Modern Warfare 3, surpassed $1 billion in sales faster than the blockbuster movie “Avatar.” The game, of course, runs across all three of the major consoles, giving it substantially greater reach.

Metacritic, which aggregates videogame reviews from various game publications, gave Microsoft’s Halo an impressively high score of 91 based on 37 reviews. Metacritic has not yet rated the new Call of Duty.

Based on the first 24 hours of sales, Microsoft says Halo 4 is on track to reach $300 million in global sales during week one, making it the biggest Halo launch in history. It also said the game shattered the record for the largest number of players in history, with more than four million players in the first five days. Users spent a total of 31.4 million hours playing Halo 4, pushing the total number of gameplay hours across the franchise past the five billion mark.

But, for once, as part of announcing its fourth round of capital today, Flurry is talking about how well its own business is doing — and things aren’t too shabby.

In an interview, Simon Khalaf, Flurry’s president and CEO, said the company’s revenue is on track to hit $80 million to $100 million this year, up 300 percent over 2011. The company is also cash-flow positive, and is on track to go public as soon as next year.

Crosslink Capital led the $25 million round, with participation from existing investors, including Menlo Ventures, Draper Fisher Jurvetson, InterWest Partners, Union Square Ventures, First Round Capital and Draper Richards.

Khalaf said Flurry selected Crosslink, in part, because of the firm’s experience in taking companies like Pandora and Omniture public. In all, the company has raised $51.6 million.

While many people may not have heard of Flurry because it is not a consumer-facing product, it is crunching numbers behind the scenes of some of the most popular apps running across Android, iOS and a number of other platforms. Today, 250,000 apps use its analytics tools for free, or are tapping into its ad network, called AppCircle, which helps developers acquire new users.

Khalaf said that two things are driving the company’s growth right now: The adoption of smartphones and tablets on a global scale, and a growing number of applications that need its services. In more mature markets, like the U.S., it’s mostly the growth of tablets. “It’s the trend that’s replacing laptops and 13-inch TVs and the gaming console and the magazine rack — all at the same time. It’s infinite growth,” he said.

Today, 65 percent of the company’s revenue comes from the U.S., with the bulk of international revenue coming from Europe. Next, Flurry plans to expand to Asia and Latin America. Its advertising platform reaches more than 700 million monthly unique visitors, and with the adoption of more devices, Khalaf estimates it will soon hit more than one billion.

Currently, the bulk of the apps using Flurry’s platform include gaming, social networking and dating, but increasingly, he expects that to change, with more interest coming from the traditional entertainment industry.

While there are many opportunities for growth, the CEO admits that there are still challenges ahead — the primary one being what kind of ad formats will be dominant on mobile. Since smartphones have smaller screens, banner advertisements don’t always work as well. Khalaf said Flurry is having some luck with video advertisements, but a lot of work still has to be done in figuring out the best way to catch a user’s attention.

“We can find really cool ad units that can engage consumers,” he promises.

Here’s the full release:

Flurry Raises $25 Million Series D to Solidify Mobile App Measurement and Advertising Leadership

San Francisco, CA — November 2, 2012 — Flurry, a leading mobile app measurement and advertising platform, today announced that it has received $25 million in an oversubscribed Series D round of financing led by Crosslink Capital. The round of funding, which included full participation from existing investors Menlo Ventures, Draper Fisher Jurvetson, InterWest Partners, Union Square Ventures, First Round Capital and Draper Richards, brings the company’s total funding to $51.6 million.  Nick Mignano, Partner at Crosslink Capital, will join Flurry’s board of directors.

Flurry will use the financing to accelerate the adoption of newly introduced platform products Flurry AppSpot, its supply-side platform, and Flurry Ad Analytics, its advertising effectiveness solution. Flurry will also use funds to grow its team and expand internationally.

“Flurry is powering a new wave of digital advertising with big data for the mobile app economy in an exciting way,” said Nick Mignano, Partner of Crosslink Capital.  “The scale at which the company is operating in terms of data volume, ad serving and revenue generation impressed our team. This enables one of the most innovative uses of data for business customers since our private investment in Omniture in 2006.”

Flurry has grown significantly over the past year, quadrupling the number of data points it measures, now over 32 billion per day.  Each day, the company measures 1.9 billion application sessions across more than 250 million unique smartphone and tablet devices. Over the last year, Flurry has doubled the number of applications using its services from 120,000 to more than 250,000.  In total, more than 80,000 companies now use Flurry services across iOS, Android, Windows Phone, BlackBerry, HTML5 and JavaME platforms.

Flurry AppCircle, the company’s data-driven ad network, has grown by more than 3 times in volume over the last year. AppCircle now delivers over 120 million completed monthly advertising conversions, including first-time app downloads, user app re-engagements and completed video views.

“Flurry is excited to welcome Crosslink to our board as we expand the reach and adoption of the Flurry platform,” said Simon Khalaf, Flurry president and chief executive officer.  “Flurry is a unique, mobile-first company playing at the intersection of big data, mobile applications and digital advertising. We look forward to using this new round of funding to significantly accelerate our growth in one of the fastest growing technology markets in history.”

Another big media departure from Yahoo: David Rice, VP of media properties, has left the Silicon Valley Internet giant to take over as SVP and GM of CBS Interactive Games, according to sources close to the situation.

Rice left Yahoo Monday and starts at CBS on Monday, sources said.

Earlier this week, the head of Yahoo’s Omg! and Yahoo TV, Liz Coughlin, left to run business operations at next-gen digital content site Young Hollywood.

The media properties at Yahoo have always been its most successful and powerful units, including powerhouse sites such as Yahoo Finance and Yahoo Sports.

Which is why Rice is a great get for CBS. Hired in 2010 as part of the crew brought in by former Chief Product Officer Blake Irving, the former Microsoft exec was the key media product manager in charge of strategy and execution of Yahoo’s home page, news, sports, finance, entertainment, lifestyle, games and more.

CBS Interactive Games is a big digital division at the company, with more than $50 million in annual revenue, 32 million unique monthly visitors and one billion page views a month, according to comScore. GameSpot is its flagship site, along with GameFAQs, Metacritic, ComicVine and a variety of video streaming and eSports offerings.

Rice will be in charge of all operations at CBS Interactive Games — at Yahoo, he had only media product duties, although the many properties are all huge.

In a related move this past week, new CEO Marissa Mayer hired former Google sales exec Henrique De Castro to become COO at Yahoo. Mayer also told staff that all media units would report to him.

NBCUniversal’s digital unit has hired well-regarded HBO exec Alison Moore to be EVP and GM for its women-focused online property DailyCandy.

The move is an interesting one for Moore, who has been a key player in the premium cable channel’s aggressive efforts in digital, including its much-praised HBO Go offering. Moore, a longtime HBO exec, has most recently been the Time Warner unit’s SVP of digital products.

At DailyCandy, the longtime online newsletter and Web site focused on fashion, food and lifestyle, she will report to Nick Lehman, president of digital for NBCU’s Entertainment & Digital Networks and Integrated Media group. (NBCU is owned by Comcast.)

Moore’s job will be to turbocharge DailyCandy’s efforts on a range of platforms, and expand its user base of six million women, especially its video offerings.

She also will be working on various multiplatform programming partnerships with NBCU’s many television and digital assets, such as the Style Network.

Moore has worked for HBO since 1995, although at two different times. She left in 1999 to work on two Internet start-ups — Flooz.com and DatSat — and also at Cablevision. She returned to HBO in 2003.

“From my end, it is a huge opportunity to do something new and run a business,” said Moore in an interview yesterday. “At the same time, the user base is passionate and engaged, so it is not unlike HBO in that way.”

Moore said mobile was obviously a top priority, along with more app development and experiments with geolocation. DailyCandy already serves up a wide range of consumer information to women from cities across the U.S., including San Francisco and New York.

“I think the trick to any successful product is how do you create something with an authentic voice that consumers see value in,” said Moore. “This area is ripe for explosion, because great content is king.”

Speaking of great content, here’s a video interview I did with the charming Moore at an HBO event in San Francisco in the spring:

]]> http://allthingsd.com/20121015/top-hbo-digital-exec-alison-moore-hired-to-run-nbcus-dailycandy/feed/ 0 http://allthingsd.com/20121001/disney-unveils-new-home-page-with-entertainment-focus/ http://allthingsd.com/20121001/disney-unveils-new-home-page-with-entertainment-focus/#comments Mon, 01 Oct 2012 21:06:35 +0000 Kara Swisher http://allthingsd.com/?p=255649

The Walt Disney Company will finally be unveiling a newly refurbished Disney.com site — aimed at delivering a robust entertainment experience — which the digital division of the company has been working on for a year.

In an interview Friday, Disney Interactive co-President James Pitaro said that the new site has been built from the “ground up,” keeping in mind delivery to multiple devices, especially increasingly popular tablets and smartphones.

Making such a dramatic shift to what he called the “digital gateway to Disney” is not without risk, he said.

“The new Disney.com is a much cleaner and more elegant site and a significant change from the legacy site, and any time you make material changes to a Web experience that has a large audience, you have potential to unsettle some users,” said Pitaro, who came to Disney from Yahoo in late 2010. “That said, we take a lot of pride in the new entertainment experience we’ve created and are confident that the multi-platform site will both further engage our current Guests and bring in new ones.”

The rollout began with a video beta site appearing in May.

Pitaro said the load time on the site had been drastically improved, along with the new minimalist design, which “puts Guests first.”

(“Guests” is how Disney refers to its customers, wherever they are.)

Instead of positioning the site as the marketing vehicle it has been in the past, Pitaro said the new Web and mobile destination is much more of the entertainment experience throughout.

That has meant getting fresh content from a wide range of Disney units, from its high-profile theme parks to its television channel to its movie studio. Content from its ABC and ESPN divisions are not part of the site, but both Marvel and Pixar are included.

The new site does not mean Disney’s online efforts will be less available outside the site. The company has a large-scale relationship with Google’s YouTube, for example, as well as being partial owner of the Hulu premium video site.

“We still need to take Disney where our Guests are,” said Pitaro.

Disney’s efforts online in the past have been decidedly mixed — from its doomed Go.com portal in Web 1.0 to its highly successful Club Penguin acquisition many years later.

Thus, said Pitaro, what is now appearing today on Disney.com — a new front page, movie and music pages — is still a work in process, with more changes coming.

Here are some screenshots of the new look:

]]> http://allthingsd.com/20121001/disney-unveils-new-home-page-with-entertainment-focus/feed/ 0 http://allthingsd.com/20120924/exclusive-twitter-eyeing-media-bigs-including-hollywood-mogul-peter-chernin-for-board-seats/ http://allthingsd.com/20120924/exclusive-twitter-eyeing-media-bigs-including-hollywood-mogul-peter-chernin-for-board-seats/#comments Tue, 25 Sep 2012 03:07:10 +0000 Kara Swisher and Mike Isaac http://allthingsd.com/?p=253688 Twitter is now interviewing a series of well-known media players for its board, as the San Francisco online social communications service seeks to increase its ties to the entertainment industry, according to sources close to the situation.

And one of the top director candidates is well-regarded Hollywood exec Peter Chernin, said several sources.

He is an obvious choice, having been a top exec at News Corp. for many years. Since he left in mid-2009, Chernin has forged a successful film and television career, producing such hits as “Rise of the Planet of the Apes” and “New Girl.”

But, unlike many media execs, he has also focused on garnering much deeper digital experience.

Chernin was key to the formation of the Hulu premium online service, for example, and is also a board member of the Pandora streaming music service. He has also been making digital and media investments in Asia.

(And, interestingly, although apropos of nothing, Chernin’s former boss, Rupert Murdoch, has become an avid tweeter, too.)

Sources said Chernin has not decided if he even wants such a board seat, and Twitter management is still only in the early stages of its board effort, presumably to replace Flipboard’s Mike McCue.

The entrepreneur left the board earlier this year, after it was clear that his social media app and Twitter were on a collision course (or an acquisition one, depending how you looked at it).

But the addition of a media-savvy director — or even two — also makes sense in the context of the past year of Twitter’s evolution.

The brainchild of Jack Dorsey, Evan Williams and Biz Stone, Twitter first began as a microblogging social network.

While it did attract a lot of attention due to its celebrity tweeters — such as actor Ashton Kutcher and famebot Kim Kardashian — the management and board of Twitter is largely tech-centric in experience.

But, more recently, the service has taken its shape as a consumption-based media company, where some 40 percent of its user base read and consume content rather than create it. That is to say, they watch, but they don’t tweet.

Such a strategic direction is a natural extension for bringing in more advertising spending from outside partners, especially big media companies that have both the eyeballs and dollars that the company is hoping to attract.

Twitter is now commonly used throughout the media space in a variety of roles, from branding to audience-gauging, and also sometimes even as a plot device.

(That said, you won’t catch CEO Dick Costolo outright admitting Twitter’s media-company status; he still wants the Silicon Valley cred of being valued as a technology giant first.)

A Twitter spokesman declined to comment on any effort to bring in new directors; Chernin has not yet responded to a query for comment.

]]> http://allthingsd.com/20120924/exclusive-twitter-eyeing-media-bigs-including-hollywood-mogul-peter-chernin-for-board-seats/feed/ 0 http://allthingsd.com/20120920/digital-killed-the-radio-star/ http://allthingsd.com/20120920/digital-killed-the-radio-star/#comments Fri, 21 Sep 2012 06:59:25 +0000 Voices http://allthingsd.com/?p=252830

The idea that we have to pay them to put their music on our radio stations is absurd …

– CBS CEO Les Moonves

]]> http://allthingsd.com/20120920/digital-killed-the-radio-star/feed/ 1 http://allthingsd.com/20120913/google-welcomes-spielbergs-lincoln-but-denies-push-into-original-content/ http://allthingsd.com/20120913/google-welcomes-spielbergs-lincoln-but-denies-push-into-original-content/#comments Thu, 13 Sep 2012 15:00:28 +0000 Eric Johnson http://allthingsd.com/?p=250299 Civil War cinephiles will get a nice present later today, when the first full trailer for Steven Spielberg’s “Lincoln” debuts on Google+, followed by a live video chat with Spielberg and actor Joseph Gordon-Levitt in a Google Hangout.

The high-profile duo aren’t the first to visit Google+, but the company is taking their arrival very seriously. The video teasing their chat prominently features Google Play branding, and video of the Hangout will be broadcast live on ABC’s Times Square Jumbotron (ugh, fine, it’s technically called the “Supersign”). That’s a first for any of the site’s publicly watchable “Hangouts On Air.”

Google declined to disclose the details of the partnership between themselves and Disney (owner of “Lincoln” distributor Touchstone Pictures), but said the Hangout was an “afterthought” to the original plan of just debuting the first trailer on YouTube.

(Update: the Google spokesperson interviewed for this story says the word “afterthought” was incorrect, noting that “part of the appeal of exclusively premiering the trailer on Google Play, was the ability to also promote the trailer in a hangout”).

Layering on top of the seeming identity crisis: The video chat isn’t exactly of the people, by the people, for the people. It will be moderated by Google’s Steve Grove, and only three participants will be able to ask questions of Spielberg and Gordon-Levitt — and they have to have uploaded their own videos about “Lincoln” to YouTube and shared the event listing with their Google+ circles.

Still, it will be interesting to see if and how the association with one of the most-anticipated movies of the year will affect Google+’s image. Even without A-list celebrities on board, Hangouts are a nifty (but not so popular) distinguishing feature of the search leader’s social network.

Here’s a look at the aforementioned teaser video for the full trailer (and the Hangout), which will debut at 4 pm PT:

]]> http://allthingsd.com/20120913/google-welcomes-spielbergs-lincoln-but-denies-push-into-original-content/feed/ 2 http://allthingsd.com/20120910/toshibas-widescreen-ultrabook-head-scratching-but-good-for-multitasking/ http://allthingsd.com/20120910/toshibas-widescreen-ultrabook-head-scratching-but-good-for-multitasking/#comments Mon, 10 Sep 2012 13:00:41 +0000 Lauren Goode http://allthingsd.com/?p=248774 Let’s face it: Most Ultrabooks look alike. When browsing through rows of these tapered, lightweight laptops in a Best Buy, many consumers wouldn’t see much of a difference between models.

So, in an effort to stand out from the pack, Toshiba has introduced an eye-catching, ultra-widescreen Ultrabook. Its display is much wider than it is tall, with a 21 by 9 aspect ratio — wider than even the rectangular, 16 by 9 aspect ratio that has become standard for most HD TVs. Called the Toshiba Satellite U845W, this laptop, with its extra screen real estate, is aimed at heavy media consumers and multitaskers.

It measures 14.5 inches by 7.9 inches, and is .83 of an inch thick. At four pounds, it’s substantially heavier than the 2.96-pound MacBook Air, but in line with some other Ultrabooks. It felt surprisingly lightweight when it was open and resting on my lap.

The Satellite U845W hit the market in late July. The base model, which has a mid-level Intel chip, comes with a 500 gigabyte hard drive plus 32GB of solid-state drive and retails for $1,000. The model Toshiba sent me for testing costs $1,500, and has a faster, 256GB solid-state drive and Intel’s third generation Core i7 chip. Both machines are built with 6GB of RAM. While the Satellite U845W was designed with Microsoft’s upcoming Windows 8 operating system in mind, it’s currently running Windows 7. And, unlike some upcoming Windows 8 laptops, this one lacks a touchscreen.

Overall, it’s a solid laptop, with fast processing and boot-up speeds and terrific speakers. I did find the widescreen display to be useful for multitasking, because I was able to view a couple of Web pages side by side on the screen, such as a live video stream next to my Twitter feed.

But the design is a little too awkward for my taste. The wide screen feels lopped off at the top, and the laptop doesn’t fit some of my larger purses as well as other Ultrabooks do. Plus, I couldn’t find a ton of video content with a 21:9 aspect ratio to fully enjoy the widescreen experience.

The laptop’s color is called “midnight silver,” but it actually has a coppery sheen to it, which I liked. The chassis of the laptop is made of machined aluminum, with a thick, black, rubberized strip running along the long side, which gives it a distinguished look.

The underside of the laptop is made of a combination of polycarbonate plastic and aluminum, and is covered entirely with the same textured black rubber, for keeping a good grip on the laptop.

The keyboard is backlit, with an extra-large trackpad. Another benefit of such a wide-sized computer: My fingers had a little extra room and didn’t feel at all cramped while typing. The keys themselves were a little flat, without the kind of spring I usually prefer.

In terms of ports, the Satellite U845W has an HDMI port, three USB ports and an expandable Ethernet port, as well as a headphone port and a microphone input. It also has an SD card slot.

It does not have a DVD drive. While a lot of newer, thinner laptops are lacking optical disc drives, a drive would be particularly handy with this one — since it’s targeted at movie buffs.

The 14.4-inch, glossy display has a resolution of 1,792 by 768. While I’ve seen more luminous laptop displays, most movies and video clips looked pretty crisp, with good color quality.

I wasn’t able to watch a lot of video content optimized for this sort of screen because it’s just not widely available. I more often watched 16:9 videos, which appeared with black bars on the right and left sides of the screen because of the extra-wide display. This included shows on Hulu, a movie on Netflix and the livestream of President Barack Obama’s convention speech on YouTube.

The only full-screen media I watched was several new movie trailers that were in 21:9 — “The Hobbit,” for one — which were suggested to me by Toshiba. The few clips I found did feel a little more cinematic, but ultimately, I didn’t get a lot of out of the video-watching experience.

I found this laptop to be more useful for browsing multiple Web pages at once. I could snap two browser windows side by side and get a good-sized view of both of them, so I could monitor work email while watching a movie, or see the commentary from Twitter while watching livestreamed videos from the conventions.

Among the standout features of the laptop were its battery life and its speakers. Toshiba says this laptop has a battery life of nine hours; in my test, which involved turning off sleep mode, playing iTunes on a loop and running an email application, all while the display was on full brightness, the battery lasted just under five hours.

This is weaker than the battery life of the MacBook Air, according to our previous tests at AllThingsD, but beats out some other Ultrabooks, including the Lenovo IdeaPad U300s, the Dell XPS 13 and the Sony Vaio T13.

And, as with other premium Toshiba laptops, the Satellite U845W comes with two powerful Harman Kardon speakers that offer full, clear sound for both music files and movies.

Despite these features, the Toshiba U845W is still a niche product that, for now, will likely appeal to only true cinephiles or multitaskers.

]]> http://allthingsd.com/20120910/toshibas-widescreen-ultrabook-head-scratching-but-good-for-multitasking/feed/ 3 http://allthingsd.com/20120904/back-to-school-summer-ends-as-tech-giants-get-ready-for-device-rumble/ http://allthingsd.com/20120904/back-to-school-summer-ends-as-tech-giants-get-ready-for-device-rumble/#comments Tue, 04 Sep 2012 20:10:41 +0000 Kara Swisher http://allthingsd.com/?p=247181

Welcome back, class of 2013. Time to fire up your devices for the jam-packed fall.

As in, tech launches, of course, which is the lifeblood of the ADD-afflicted digital industry.

Perhaps prompted by Apple’s annual fall-event stylings — more on that below, of course — this week is already packed with events (all of which will be exhaustively covered by the crack team here at AllThingsD).

That includes two different smartphone unveiling events tomorrow by Motorola Mobility (a.k.a. Google) and Nokia (kinda a.k.a. Microsoft).

Amazon will take the whole next day for itself with the rollout of new Kindle formations, including what is expected to be a larger version, in the Los Angeles area.

Nintendo is up the following week on September 13, with an invite noting it will unveil how its “Wii U will change the future of gaming and entertainment” — is that all? — at an event in New York.

Today, HTC sent out an invite for a September 19 event in New York “to see what’s next.” It’s another mobile device is my guess!

And, a month later, Microsoft is the outlier of the group, with its own Windows 8 debut on October 26.

Of course, this is all due to the event Apple announced today for September 12 to introduce the iPhone 5, a fact that the tech giant was not even bothering to hide in its invite with a big 5 in the shadow of the 12.

Those clever imps at Apple are probably snickering away today at their Cupertino, Calif., HQ to see if we can figure it all out.

(We did, but are still parsing the symbols to find the location of the Holy Grail, too.)

So, as usual, Apple is at the center of the action, which others have smartly glommed onto (also as usual).

Thus, going forward forever more — and to get ahead in the consumer mindset before the holiday buying season — everyone will be required in the post-Labor Day time frame to hawk their latest goods.

Pity the poor consumers, perhaps, but get ready anyway, as there will be a pop quiz.

Speaking of back to school, here is my fave version from the under-appreciated movie musical “Grease 2”:

]]> http://allthingsd.com/20120904/back-to-school-summer-ends-as-tech-giants-get-ready-for-device-rumble/feed/ 0 http://allthingsd.com/20120823/exclusive-digital-chief-jon-miller-leaves-news-corp/ http://allthingsd.com/20120823/exclusive-digital-chief-jon-miller-leaves-news-corp/#comments Thu, 23 Aug 2012 19:00:00 +0000 Kara Swisher http://allthingsd.com/?p=244270

According to sources close to the situation, News Corp.’s Chief Digital Officer Jon Miller will soon be leaving the media giant.

It seems to be a cordial, although perhaps inevitable, parting — sources said Miller will remain an adviser to chairman and CEO Rupert Murdoch, as well as COO Chase Carey and deputy COO James Murdoch, for a year after his departure in late September.

Update: News Corp. confirmed the departure in a press release, which is embedded below.

His leaving brings into focus the fate of News Corp.’s overall digital strategy in an upcoming new structure. Miller was hired in 2009 to turbocharge the company’s long-troubled digital assets.

But I had noted in an article in July that the well-known Internet exec was not likely to continue at News Corp. in the wake of a complex transaction that will ultimately break the company apart into two separate entities — an entertainment company and a publishing one.

That’s a very different situation from when Miller was hired by the media giant to lead its tech and online initiatives and make digital a priority across its many divisions.

Not for lack of trying or access to powerful News Corp. head Rupert Murdoch — it has been a mixed bag for Miller in his tenure.

That’s due in no small part to a problem faced by many execs like Miller: The difficulty of successfully pushing digital initiatives inside a large traditional media organization.

His job has encompassed everything from a failed effort to revive its once mighty Myspace service to selling it and other properties off to working to improve its Hulu partnership, where he serves on the board.

It is not clear who will replace Miller as one of the News Corp. directors at the complexly-owned premium video service, which had been for sale and then not recently.

One of the brighter Miller accomplishments for News Corp. has been forging decidedly better relationships with key Internet companies, both large and small, as well as with venture investors in Silicon Valley and elsewhere.

That was most pronounced and visible between Apple and News Corp., which struck a number of deals to work together, some of which worked and some that had much less success.

Miller has also been active in China, working on several digital investment opportunities for News Corp. there. That included a recent $70 million investment in Bona Film Group.

He was key to a recent $45 million investment by the company and others in the company that sells the Roku video streaming device.

He also worked on various New Corp. efforts on creating channels on Google’s YouTube, including WIGS, a drama series. The jury is still out on these kinds of creative endeavors, of course, especially to a company with much more lucrative traditional film and television assets.

There was a possibility that, in his leaving, Miller might form a separate investment fund to focus on digital publishing and media, funded by News Corp. or even by the Murdoch family, who control the company.

But that has appeared not to have worked out, said sources.

Before he came to News Corp., Miller ran an investment fund with former Yahoo exec Ross Levinsohn called Fuse Capital. He also was chairman and CEO of AOL under its Time Warner ownership and was a top exec at IAC/InterActiveCorp.

Miller has remained an active angel investor, funding a range of start-ups such as Maker Studios, Voxer, Science, Solavei, Personal.com, as well many as others.

He is also chairman of OpenX and serves on the boards of Shutterstock and TripAdvisor.

Clearly, this is a world Miller will return to easily and it’s likely he’ll be starting something sooner than later. (Maybe bringing the band back together with Levinsohn?)

JonathanMillerAug23.2012

(Full disclosure: This Web site is owned by Dow Jones, which is owned — in turn — by News Corp.)

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