If you’re reading this site, you know who all of these folks are. But just for formality’s sake:

Jason Kilar is CEO of Hulu, the video joint venture co-owned by Comcast, Disney and News Corp.’s broadcast TV units. The site has been a huge hit with viewers and subscribers, who have put it on pace to generate $500 million in revenue this year. But its owners aren’t quite sure what to do with it: They put it up for sale this summer, then decided to hang on to it after all. This will be Kilar’s first major public appearance since that tumult, so we’ll have plenty of questions.

Dick Costolo is CEO of Twitter, which has moved from Web oddity to a service used by more than 100 million people a month. Twitter’s founders didn’t like the notion of turning their baby into a media company, but that’s exactly what Costolo is trying to do now; he is ramping up efforts to attract more eyeballs and sell more ads. And he’s leaning heavily on big media companies — especially TV networks and movie distributors — to make that happen.

Martha Stewart is the founder of Martha Stewart Living, the multimedia empire she built from scratch, which now includes magazines, TV shows, a Web site and multiple lines of branded goods; her newest coup is a big-dollar deal with J.C. Penney. She’ll be joined onstage by Lisa Gersh, the president and chief operating officer Stewart brought in from NBC Universal nearly a year ago. At NBC U, Gersh had overseen the acquisition of the Weather Channel, among other duties; she had previously been chief operating officer at Oxygen Media.

They’ll join a lineup that includes ESPN President John Skipper, YouTube CEO Salar Kamangar, Viacom CEO Philippe Dauman, New Yorker editor David Remnick, Warner Music Chairman Edgar Bronfman Jr., News Corp. Chief Operating Officer Chase Carey, Clear Channel CEO Bob Pittman, Legendary Pictures head Thomas Tull and Vevo CEO Rio Caraeff. And we may still have a surprise or two between now and the end of January.

All Things Digital’s first-ever media conference runs Jan. 30 and 31 at the Ritz-Carlton in Laguna Niguel, an hour south of Los Angeles. See you there.

Disney CEO Bob Iger tapped Skipper to take over his company’s most important asset just a week ago. But Skipper, who had been ESPN’s content boss, has been a rising star there for years, hopping from print (!) to the Web to TV programming. We’ll have his first onstage interview in his new role.

At a time when the value of Big Media’s content is in flux, ESPN’s lock on sports — DVR-proof, pirate-resistant programming that draws mass eyeballs in a niche age — is more valuable than ever. Can Skipper keep it that way?

We’ll ask him in January, as he joins a lineup that includes: YouTube CEO Salar Kamangar, Viacom CEO Philippe Dauman, New Yorker editor David Remnick, Warner Music Chairman Edgar Bronfman Jr., News Corp. Chief Operating Officer Chase Carey, Clear Channel CEO Bob Pittman, Legendary Pictures head Thomas Tull and Vevo CEO Rio Caraeff.

All Things Digital’s first-ever media conference runs Jan. 30 and 31 at the Ritz-Carlton in Laguna Niguel, an hour south of Los Angeles. See you there.

Hollywood and Google have been circling each other for years, as each side tries to figure out what to make of the other. Now they’re finally starting to link up in a serious way, via YouTube’s new “channels” strategy.

Which means it’s a perfect time to hear from YouTube CEO Salar Kamangar. And if you’re at D: Dive into Media in January, that’s what you’ll be able to do, as one of the world’s most important Googlers joins us onstage.

Getting Kamangar out of Mountain View and into the public eye would be a big deal under any circumstances, because — while he keeps a very low profile — he has enormous clout: He’s one of Larry Page’s most trusted lieutenants, a position he has earned by joining the company as hire No. 9 in 1999, then helping to build the AdWords product that has generated a vast majority of Google’s revenue.

Kamangar has been formally running YouTube for the past year, but in reality he had been overseeing the world’s largest video site for some time. Kamangar is also in charge of Google’s broader video plans, including Google TV, which is now making a second stab at inserting itself into the world’s living rooms.

So there’s going to be plenty to talk about when Kamangar joins a lineup of media heavyweights Jan. 30 and 31 at the Ritz-Carlton in Laguna Niguel, an hour south of Los Angeles. Previously announced speakers include Viacom CEO Philippe Dauman, New Yorker editor David Remnick, Warner Music Chairman Edgar Bronfman Jr., News Corp. Chief Operating Officer Chase Carey, Clear Channel CEO Bob Pittman, Legendary Pictures head Thomas Tull, and VEVO CEO Rio Caraeff.

We’ll announce more in the weeks to come. If you want to make sure you get a seat, you should sign up now.

Google won’t comment on his promotion, and people I’ve talked to who know about the site’s org chart aren’t sure whether it’s formally considered a promotion. But here’s the gist: Kyncl, who used to report to Global Head of Content Dean Gilbert, now reports directly to YouTube CEO Salar Kamangar. Chris Maxcy, who handles music partnerships and deals like Google’s linkup with Vevo, now reports to Kyncl instead of Gilbert.

Gilbert is still onboard, but I’m told his role is now more “operationally focused.”

Meanwhile, for a quick summary of what Kyncl has been up to over the last 12 months, see last month’s rollout of YouTube’s “channels” strategy, or today’s Disney tie-up.

That number is in line with some of DiClemente’s peers, but it’s still notable for two reasons:

• If it’s true, it means the video site’s revenue has now synced up with the price Google paid for it five years ago.
• Much more important, by DiClemente’s estimate, it means YouTube commands a staggering 80 percent of Web video revenues — he figures the whole market is worth $2 billion.

It’s possible that DiClemente’s numbers are a bit off. Hulu has said it will do more than $500 million in 2011, with the majority of that coming from advertising. So if both of those numbers are accurate it would mean that there was essentially no other video ad spending anywhere in the world in 2011, which seems like a bit of a stretch.

[UPDATE: Barclays analyst Perry Gold clarifies that the $1.6 billion YouTube estimate is a global number, but the $2 billion figure is its estimate for the U.S. market video market. Gold suggests that the global video market may be $2.5 billion to $3 billion, which would make the math a little easier to digest. But the other wildcard here, as some readers have noted, is that YouTube's revenues come from both video ads and display advertising, which means we're not comparing apples to apples.]

Still, point taken: YouTube is finally a big business that makes serious money. Perhaps it’s even profitable!

And if that’s the case, why is it pressing ahead with this Hollywood/“channels” strategy?

The big idea behind that one, after all, is to create stuff that advertisers will be happy to pay a premium for. But if YouTube is already generating $1.6 billion a year for non-premium stuff, why bother?

One possible answer: The channel strategy is a big focus for YouTube, but it doesn’t mean the site is abandoning what’s already working.

And while people who type stuff like to mention the $100 million YouTube is investing in the project (guilty!), bear in mind that the number is almost meaningless to Google. In fact, Google has already spent close to double that in the first nine months of this year — $173 million — on “content acquisition costs … primarily related to content displayed on YouTube,” and I’m reasonably sure that number doesn’t include the channel deals, most of which were only recently finalized.

So while the channels plan may augur Google’s intention to “take on TV” and “disrupt cable” and other storm-the-barricades metaphors, right now it’s just a toe-touch for YouTube head Salar Kamangar and his team. Turns out that what they’re already doing could be working just fine.

Levy relates that Sundar Pichai (the recently appointed SVP of Chrome who has been leading Google’s software projects for years) spiked Google’s GDrive storage service just prior to launch because he thought it was out of line with the cloud-based future. (Both Pichai and GDrive leader Bradley Horowitz spoke to Levy directly for his book.)

Google was about to launch a project it had been developing for more than a year, a free cloud-based storage service called GDrive. But Sundar had concluded that it was an artifact of the style of computing that Google was about to usher out the door. He went to Bradley Horowitz, the executive in charge of the project, and said, “I don’t think we need GDrive anymore.” Horowitz asked why not. “Files are so 1990,” said Pichai. “I don’t think we need files anymore.”

Horowitz was stunned. “Not need files anymore?”

“Think about it,” said Pichai. “You just want to get information into the cloud. When people use our Google Docs, there are no more files. You just start editing in the cloud, and there’s never a file.”

…Eventually they won people over by a logical argument–that it could be done, that it was the cloudlike thing to do, that it was the Google thing to do. That was the end of GDrive: shuttered as a relic of antiquated thinking even before Google released it. The engineers working on it went to the Chrome team.

In another longer section, Levy describes how Google product manager Wesley Chan, who had pushed for the company’s GrandCentral acquisition and was leading development on Google Voice, concocted and executed a plan to block Google from buying Skype, which it was seriously considering. (The timing and order of these events isn’t made explicit, which is a recurring issue through the book, but I’m a niggler for those details.)

Chan apparently bragged directly to Levy about his machinations:

With [Salar Kamangar and Sergey Brin] on board, Chan devised a plan to kill the Skype purchase. As he later described it, his scheme involved “laying grenades” at the executive meeting where the purchase was up for approval. Chan tricked the business development executive who was pushing the acquisition into thinking that he was in favor of the deal: he had even prepared a PowerPoint presentation with all the reasons Google should buy Skype. Chan says that halfway through the presentation, though, the trap sprang. Brin suddenly began asking questions that the deck didn’t address. “Who’s going to run this?” he demanded. “Not me,” said Kamangar. Craig Walker said he had two kids in school and wasn’t about to make regular runs to Eastern Europe. “What are the regulatory risks?” A lawyer said it might take months to get approval. Finally, Brin looked at Chan and asked why Google would want to take the risk to begin with. Chan dropped his defense entirely and began explaining why Google had no need for Skype.

“At that point,” recalls Chan, “Sergey gets up and says, ‘This is the dumbest shit I’ve ever seen.’ And Eric [Schmidt] gets up and walks out of the room. The deal’s off.”

Ruthless! Which of your darlings have you killed today?

Until now, business operations has been managed by Shona Brown, who had also once run “People Operations,” as human resources is called at Google.

More recently, HR has been run by VP Laszlo Bock, who initially reported to Brown and later directly to former CEO Eric Schmidt.

He will now report to Pichette, sources said.

Brown will narrow her duties to leading Google’s philanthropic efforts, via Google.org. She takes over from new business development VP Megan Smith (please see disclosure below), who has run “Dot Org” on an interim basis as its general manager since the departure of its initial high-profile Executive Director Larry Brilliant in 2009.

Google declined to comment on personnel matters.

Brown has been with Google since 2003 (which was well after Larry 1.0; Eric Schmidt became CEO in 2001). Here’s how my colleague John Paczkowski described her role last week:

Before she came to Google, Brown spent a decade consulting for McKinsey and is widely credited with optimizing Google’s internal structure.

But Page is not a McKinsey guy and he’s obviously not a big fan of Google’s current management organization anymore.

That might not bode well for the legendarily sharp-elbowed Brown who most sources describe as highly strategic but also as extremely difficult to work with.

Still, if Page is tinkering with the way Google is organized, Brown might also be the one he turns to to find a new structure.

That said, he seems to be fine doing it on his own and some suggest Brown will move to another role within the company rather than leaving.

Not all agree.

Said one source: “I wouldn’t be shocked to see Shona go. Frankly, I’m surprised she survived as long as she did, but then I didn’t think Rosenberg would last this long either.”

But, said another about Brown, who has previously taken time off from Google and returned: “I’d never count Shona out.”

Page’s big reorg aims to make the 12-year-old company he co-founded faster and more innovative to fend off the stagnation of middle age. The first step was removing long-time product chief Jonathan Rosenberg, followed by the elevation of seven long-time product leaders to senior vice president of their respective domains: Sundar Pichai (Chrome), Vic Gundotra (social), Andy Rubin (mobile), Salar Kamangar (YouTube), Alan Eustace (search), Susan Wojcicki (ads) and Jeff Huber (local and commerce).

And as for the newest big winner, Patrick Pichette? Unlike many of the others in Page’s inner circle, Pichette is a more recent Googler. After spending seven years at Bell Canada, Pichette replaced the retiring George Reyes in 2008.

Pichette has been a regular presence on Google quarterly earnings calls, the next of which is this Thursday at 1:30 PT. While whatever Google did in the first quarter of 2011 was surely interesting, the call should be the first public comment on the new Page regime. It will be a big test for Page, who notoriously loathes the public eye.

Meanwhile, Google’s management bio page should be sent packing to the Internet Archive any day now.

While it’s only a week out of date–my, how things have changed.

(Full disclosure: Smith is married to All Things Digital Co-Executive Editor Kara Swisher.)

Things are sure shaking over at Google, since the sudden departure on Monday of Jonathan Rosenberg, Google’s head of product management and one of its most senior executives.

While his exit was portrayed as friendly all around, sources with knowledge of the dicey situation said that was definitely not the case.

Instead, moving aside Rosenberg was newly installed CEO and Co-founder Larry Page’s first parry at remaking the search giant in his own image.

Moving management chairs around is one of the tried-and-true way new leaders often try to effect that kind of dramatic change and several sources said Page has been tossing them about rather than just rearranging them.

That was certainly clear in last night’s knighting of six new SVP titles upon a group of execs, all very close to Page.

The promoted in new business units: Sundar Pichai, SVP of Chrome; Vic Gundotra, SVP of social; Andy Rubin SVP of mobile; Salar Kamangar SVP of YouTube and video; Alan Eustace SVP of search; Susan Wojcicki SVP of ads.

Of them, Eustace was previously an SVP, in charge of engineering and research, and Wojcicki had recently held the title SVP of product management.

It’s all the next step in Page’s overhauling the company’s management structure, as I reported in this column earlier this week was in the works.

As I wrote:

The main theme that seems to be emerging: An elimination of Google’s more centralized functional structure–where Rosenberg was one of several manager kingpins–to one in which the individual business units and their engineers, such as its most independent Android division, rule more autonomously.

Reimagined like this, Google would become an ambidextrous organization with more powerful unit line execs, mostly engineers, doing what needs to be done to succeed, less burdened by the need to vet every little effort through various managers of Google’s powerful operating committee.

This, of course, brings into focus that fates of several other SVPs on the formal management structure list on Google’s Web site and still serving on that OC.

Leaving Eustace off, since he has a new SVP title, they are: Nikesh Arora, SVP and Chief Business Officer; David Drummond SVP, Corporate Development, and Chief Legal Officer; Shona Brown, SVP, Business Operations; and Patrick Pichette, SVP and Chief Financial Officer.

How their roles evolve or do not–all might stay as is, of course–will be the next interesting part of what I am calling PageYank:

Nikesh Arora:

In a widely read column earlier this week, investing gadfly Eric Jackson argued that Arora is probably the most vulnerable of all the senior executives at the company.

The high-profile Arora is well known both inside and outside the company as both highly ambitious and consistently pugnacious.

While that is not necessarily a bad thing to be, that style has garnered him some criticism and he is often referred to as “Darth Vader” among detractors (and even some supporters).

Still, Arora has been a consistent producer of results over his tenure, which might be all that matters. In fact, it might also make him an attractive candidate for a CEO job outside Google.

But, perhaps most important right now though, is that Arora is “definitely not part of Larry’s inner circle,” said one source, adding “and that’s a very important place to be right now.”

Incidentally, that inner circle currently seems to consist of many of those promoted last night–Kamangar, Rubin, Pichai and Gundotra–as well as search leads Udi Manber and Amit Singhal and, of course, Co-founder Sergey Brin.

And not, it seems, Arora.

David Drummond:

With Kent Walker recently promoted to an SVP title, along with being Google’s general counsel, does the company need a Chief Legal Officer or does it need to winnow down another layer of management?

As one source told me, “Why do you need a Drummond, when you’ve got a Walker?” It’s a fair point.

While also in charge of both public policy and corporate development, Drummond has been known more for benign absence at Google than for aggressive presence.

Some also suggest that the affable exec, who has been at Google since early on and is presumably very wealthy, might also not want to sign up for the long-term commitment that Page now expects of his top managers.

Shona Brown:

Before she came to Google, Brown spent a decade consulting for McKinsey and is widely credited with optimizing Google’s internal structure.

But Page is not a McKinsey guy and he’s obviously not a big fan of Google’s current management organization anymore.

That might not bode well for the legendarily sharp-elbowed Brown who most sources describe as highly strategic but also as extremely difficult to work with.

Still, if Page is tinkering with the way Google is organized, Brown might also be the one he turns to find a new structure.

That said, he seems to be fine doing it on his own and some suggest Brown will move to another role within the company rather than leaving.

Not all agree.

Said one source: “I wouldn’t be shocked to see Shona go. Frankly, I’m surprised she survived as long as she did, but then I didn’t think Rosenberg would last this long either.”

But, said another about Brown, who has previously taken time off from Google and returned: “I’d never count Shona out.”

Patrick Pichette:

He’s not going anywhere, as far as I can tell. The friendly and erudite Pichette is widely admired at the company and by Page–the most important admirer of all at Google these days.

He’s also been a smart and stable presence on earnings calls and does a job with Wall Street analysts and investors that Page is pretty much uninterested in and–more to the point–completely incapable of doing well.

Let’s be honest about the socially awkward CEO: Page’s frequently prickly and robotic style makes Facebook’s Mark Zuckerberg look like Cary Grant.

Pichette stays.

As for everyone else, as Page reaches even further down into the organization at Google, it will be interesting to see where the next chair will fall.

One thing is clearest of all: Page is positioning himself as the centerpoint of the entire company.

Because make no mistake, these new autonomous divisions all report to him, in a system that mimics Apple and its legendary leader Steve Jobs.

A tough act to follow, to be sure.

PREVIOUSLY:

• Google’s Page Begins Major Reorg: Engineers, Not Managers, In Charge
• Product Chief Jonathan Rosenberg to Leave Google
• Larry Page as CEO: Steve Jobs or Jerry Yang?

“When you think about the impact cable had, we think we’re in a position to have a similar impact for video delivery, like what cable has done with broadcast….What’s amazing is that the Web enables you to build a kind of channel that wouldn’t have made sense for cable, in the same way cable enabled you to build content that wouldn’t have made sense for broadcast. You couldn’t have done CNN with the broadcast networks; you couldn’t have done MTV with the broadcast networks.”

– YouTube CEO Salar Kamangar, interviewed by the Mercury News, giving us a pretty good sense of the ambition and strategy guiding Google’s video giant.

The move will be a formal acknowledgment of a practical reality: The video site is already under the day-to-day control of Google veteran Salar Kamangar, and industry insiders have been speculating that Hurley would step out for more than a year. Hurley himself told TechCrunch’s Robin Wauters that he’s been a de facto advisor for the past two years.

Hurley’s departure means that all three of YouTube’s co-founders have moved on. Jawed Karim had left the company before Google acquired it for $1.65 billion in 2006, and Steve Chen left his spot as chief technology officer in the fall of 2008. No word on what Hurley’s next full-time gig will be.

UPDATE: Hurley’s official statement, released via Google tonight, reiterates what he’s already said onstage–”For the past two years, I’ve taken on more of an advisory role at YouTube as Salar Kamangar has led the company’s day-to-day operations. I will continue to serve in an advisory capacity and am excited to witness the next phase of YouTube’s growth.”

Here’s Hurley and Chen in what still may be my favorite YouTube video, shot shortly after they sold their start-up: