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So, I'm going from someone at Gap to Nike. I mean, it's just jump after jump. The last time I spoke to Inon, we were talking about Hot Wheels. Very quickly. Yes, it was very, very fast. Very quickly. We had a transition from MongoDB to Meta, right? From Mattel to Skydance. You mentioned today that Athleta's product director is moving to Lulu.
It was a huge turnover of staff. Yeah, and I just feel like I'm seeing these things happening at such a rate that I've been telling people about contracts. What about contracts? Ordinary contracts. This can all be arranged . Look, that person from Gap, he was recently hired there from Nike. They're collecting, they're collecting the Nike team at Lulu.
I don't know. This challenges them all . Nike, Lulu, yes. What shall we say? Yes, I know. Finally, guys, we got some kind of answer from Ellison regarding how he sees his job compared to Inon Kryze and what responsibilities they will take on. Listen. We have absolutely clear lines of demarcation. First of all, I want to say that we will do everything as true partners.
And indeed, being here today is the culmination of a three-year journey. We talked about buying Warner Bros. Discovery even before they closed the deal with Paramount because they believed it would give us scale and put us in a winning position. So this is a long-term strategic vision and strategy that I have had for 3 years.
We must give them credit for making it happen. It ended up being much more expensive than they would have liked. How much more can be done? Do you think David Zaslav didn't cover all the costs, being a very good operator himself? No, I would say he would argue, of course he did, and that it's very difficult, especially with the continuing declines in the cable industry, which he was dealing with at a rate of a billion a year, a billion, and then I think it was six or 700 million the next year.
So that's the last 3 years in terms of these falls and what they meant. And so one of the keys is, can you compensate for the drop with synergy? You know, you drain the water out of the boat on one side and it fills in on the other. Just look at this week. The Emmys are moving to Prime. The Super Bowl is coming to Disney Plus.
I'll be broadcasting there, right? I mean, it's part of this process. At the same time, look, we used to work for a company called Comcast, okay? Comcast shares have fallen 25% this year. The yield is 6.3%. Selling at a P/E ratio of 6. I mean, yeah, they have Universal, right? Who hasn't separated it into a separate company yet?
Didn't highlight it. Isn't that an indicator of what industry they are competing against? Well, they're not competing with the broadband industry . No, no, not even with broadband. I'm just saying, I'm just saying that this...I watched these stocks fall significantly. It was cruel. It was...You know.
It was...It was very cruel to them. The market is frozen, right? The formation froze. Yes, distribution and content. Disney froze. By the way, yes, when it comes to all this, it's frozen. Distribution and content, nothing looks particularly good, right? Even Netflix, of course, which we've talked about so often , which is part of this overall story, having at one time had a deal to acquire Warner Bros.
Discovery, and its shareholders are still asking, "Okay, so what's the plan?" I know. We got a message today: " Listen, they do n't have enough English-language product...I mean, as far as I know, I never knew it was important." I used to think that any country mattered, you know, "The Squid Game," there wasn't a lot of English there, and it was...
it worked really well. But this...And this is, by the way, the key to success, because they have an international presence, and that's what Ellison was talking about, which HBO Max didn't really have . Isn't there too much to watch, David? There's never too much to watch, David. No, I mean, if you were Reed Hastings, would n't you say, "Listen , the way people consume, uh, YouTube, almost..." Right, I mean, Carl, we mentioned that.
He said many years ago that people race against time, not against... Well, he said that our biggest competitor is sleep. That was that famous phrase. I, I, I overcame this a long time ago. I eat, study, and don't sleep at all. Yes, you figured it out. This is a good thing. From the old days when I stayed up on Tuesdays.
That was another way. Give me one night. Luckily, I've been experimenting with this a bit lately. I don't like it at all. No? No. Well, as Mike Wor from Sharon said, you have to get used to being tired. This is how you cope . This is how you overcome it. Thank you. Great from Deb Faber, see you all in a moment and try to ring the bell in a few minutes.
Including higher interest rates, delays in data center construction, various bottlenecks, energy issues. Yes, we hear all this, and investors are selling off semiconductors because of headlines like this. These headlines are about how long this cycle can last. But all the companies involved tell us that, as far as they can see along the value chain, demand continues to grow and exceed supply, which is a good sign for the next couple of years.
So, this...this is the tricky part. The results are great, but investors are concerned about the headlines that they believe will determine the length of the cycle. So, Stephen, in this situation—a bad day for ASML, but there are concerns about the cycle—what next critical milestone will provide the necessary optimism that this AI chip cycle will have a future?
So, I think we're entering a big reporting cycle. Gil mentioned this, and I agree with his opinion. We will see these hyperscalers. We will see familiar names: Google, Microsoft, AWS as part of Amazon. We will see Oracle Cloud Infrastructure. I expect 30 , 40, 50% quarterly growth from all these companies.
We saw Microsoft announce their new proprietary silicon just this week—Maia 300. So this is further commitment in the silicon space from these guys. I expect strong numbers from AWS on their own silicon developments. And if you look at Google with TPU, they are showing fantastic growth. So, if we look at these profits in the context of ASML, which we're talking about today, that's where this growth and projections through 2030 come from.
I agree 100% with Gil. I nodded off-screen. It's just a bad day to report earnings, even if those earnings are very good . You know, if we were talking about 55% growth, projections for the next four years, demand exceeding supply . I think if we were talking about any other company on any other day, these would be just fantastic, mind-blowing numbers.
So I sympathize with the ASML investor relations team who are forced to announce this today. But I think, answering your specific question, Marnie, I think some of the data that we'll see over the next, um, few weeks as we enter, um, reporting season, you know, look at Nvidia, look at Broadcom, look at AMD, look at Intel, look at what we're seeing from neo-clouds, from companies like CoreWeave.
You know, they have their Before I start, longer e is strong. Companies continue to sign data , such projects become is this fear that has now gripped the market. ose contracts. revenue, necessary to provide that service. it will be harder to raise loans that's why the sale is n't just about demand.
It in affordable price. And CoreWeave is no and debt needs. figure withstand harder tim chips. hardware a useful collateral. This can help companies raise funds for equipment they already own. But there is one nuance. The chip does unit of equipment has the same value. just whether the Nvidia chip has value.
And how much value it will retain. How easily can this cost be recovered? And are creditors willing to trus be under more a decline in orders . But if demand remains strong while ecision is extremely important . Well, some of the companies that have been sold off are not in the same financial position.
Qualcomm and Oracle have major funding needs. core business faces the same risks.
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