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FilmMagic
There’s an ever-widening gap between company performance and CEO pay at Warner Bros. Discovery, the media giant that just voted to merge with Paramount Skydance in a $110 billion deal.
WBD’s revenue fell in 2025 for the second year in a row, while the company generated less than $1 billion in profit on more than $37 billion in revenue — the latter being down 5% from the prior year. The company is also still carrying a heavy debt load, with ongoing cost cuts that have included multiple rounds of layoffs. Even so, a new regulatory filing shows that CEO David Zaslav’s pay more than tripled last year to $165 million — a stark counterpoint to the company’s recent performance.
To put that pay figure in context, that means Zaslav made more last year than Paramount CEO David Ellison ($63.2 million), Disney’s Bob Iger ($45.8 million) and Comcast’s Brian Roberts ($35.1 million) combined.
Much of the pay increase Zaslav saw came from roughly $110 million in one-time stock options tied to a now-scrapped plan to split up the company. While that plan never materialized, the CEO pay tied to it remained.
This also means that in 2025, the compensation gap at WBD saw Zaslav earn roughly 1,378 times the $119,748 earned by the company’s median employee. Put another way, the CEO’s pay for a single day was nearly quadruple what the median WBD employee earned for the entire year.
Media industry watchers, of course, need no reminding that 2025 was a seminal year for WBD — which began entertaining acquisition offers from suitors including Netflix and Paramount.
It’s also worth rewinding the clock a few years to get the full picture of how things got to this point for WBD.
When Zaslav engineered a merger of his Discovery Inc. with Warner Bros. back in 2022 to form WBD, he inherited a massive debt problem. The years that followed were defined by cost-cutting and an ongoing effort to get the debt level under control. That limited what WBD could realistically do next — nudging Zaslav toward bigger moves like exploring a breakup and, eventually, a sale.
The search for a buyer led to the current Paramount Skydance deal.
WBD shareholders overwhelmingly approved the merger (which still needs regulatory approval), with nearly 99% voting in favor, but they rejected Zaslav’s golden parachute in a non-binding advisory vote. In a statement after the vote, Zaslav called the WBD-Paramount merger “a key milestone” toward creating a next-generation media company.
“Over the past four years, our teams have transformed Warner Bros. Discovery and returned the company to industry leadership,” Zaslav said in a company release, defending the merger as one that would “deliver exceptional value” to shareholders.
The Warner Bros. logo, displayed on a water tower in Burbank, California.
Getty Images
“We will continue to work with Paramount to complete the remaining steps in this process that will create a leading, next-generation media and entertainment company.”
Shareholders, meanwhile, have pushed back more than once on Zaslav’s pay in advisory votes (another coming at WBD’s annual meeting in 2025), even as they signed off on the merger with Paramount. In other words, they’re on board with the strategy — just not necessarily with how much the CEO stands to make from it.
To be fair, though, WBD does have some wins it can point to by way of defending Zaslav’s compensation.
Its streaming business is growing, and subscriber numbers are up. The stock has also bounced back during the process of selling the company to Paramount.
From the board’s perspective, Zaslav delivered where it mattered. WBD’s stock surged heading into the merger, and the company’s overhaul helped kick off a bidding war with Netflix that drove the deal to around $110 billion.
Still, core challenges remain. Content is as expensive as ever, and the path to consistently profitable streaming isn’t exactly a smooth one. After years of restructuring — including the proposed breakup and eventual sale — it’s probably fair to ask whether Zaslav’s plan all along was ever going to result in building something durable. That, in hindsight, maybe the only viable path forward for WBD was always going to be finding the right moment to sell.
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