univision

Earlier this year,  Univision Networks Group president Ignacio Meyer‘s role was expanded to include oversight of the Hispanic media giant’s portfolio of 35 owned-and-operated radio stations, nearly 300 affiliates, its Uforia streaming app, live-events business and networks group. The promotion empowered Meyer to fully execute his longheld vision for a streaming-era business strategy. In the wake of Univision’s $4.8 billion 2022 merger with Televisa, his division would operate as part of a global, vertically integrated multimedia company where content created by different units can move freely between countries and platforms, including VIX, the company’s growing streaming enterprise.

That content includes music, and Meyer says he’s focused on fortifying its strength as one of the “pillars”— in addition to drama and sports — of the TelevisaUnivision brand.

For the company’s consumers, “Calling music a passion point is an understatement,” the dapper, Madrid-born executive says. As a result, “The entire company is behind it.”

Meyer, who is known for booking music artists himself on Univision shows and sending personal thank-you notes afterward, is well-loved by the industry, and his office is decked out with signed gold records, awards and other memorabilia. His walls will inevitably become more crowded, given his plans to return Univision to the music business. In the early 2000s, Univision Music Group operated as a label, which was sold to Universal in 2008 (before Meyer joined the company). And in 2016, Univision’s Fusion Media Group division signed a multiyear, multiplatform deal with former Calle 13 member Residente, which is no longer active.

Meyer spoke to Billboard about those plans, as well as his strategy for harnessing the power of music to Univision’s advantage.

How has your job changed since your promotion?

The big difference is we’ve become a platform-agnostic, content- and audience-first company. We’re fortunate enough that, over the years, our ownership has invested in all the platforms. We have TV stations, local and national networks, radio stations, top digital destinations — whether it’s web- or social media-based — and now we have a dedicated streaming platform, VIX. This year, for the first time, we deployed a global content investment strategy and looked at every content investment for profitability and distribution purposes, regardless of platform or country. That’s new and different because we realize that the strategy of having the consumer at the forefront is not about pulling them to a particular platform. It’s about making sure we are everywhere they are and that they can flow freely.

How does music play into that?

Music is a passion point for U.S. Hispanics. We feel strongly that Latin music is mainstream today, and we need to follow that mainstream consumer everywhere they are. So we’ve made structural changes to allow music to travel more seamlessly throughout our ecosystem.

If you look at the history of Univision, there are isolated pockets of success with music. What was missing is the connective tissue. We’re eliminating the barriers between calling something a “radio product” or an “audio product” or a “national” product or a “local” product. It’s intellectual property. It’s music, it’s a song, it’s a brand, it’s an artist.

Can you give me an example?

This year, we treated Premio Lo Nuestro [an annual awards ceremony that recognizes achievements in Latin music] as a platform-agnostic event. It was simulcast on streaming and we had events [tied to] fashion and social with some brands. We decided to light up YouTube and social media before we aired the show, so we did our version of off-air awards and the pretelecast on digital networks. And it was all supported by audio-first talent that represented different genres. For example, we featured talent from our [Mexican musicfocused] radio show, El Bueno, la Mala y el Feo. Just as we lean into our [TV] consumer brands, we’re going to lean into our radio show brands and elevate those shows. And we’re crosspollinating. TV host Alejandra Espinoza, for example, is now also part of our Los Angeles morning radio show.

Awards show viewership in general has declined. How do you make yours profitable?

We found a way to make money because we studied the ecosystem. It’s not just a TV show. We’re communicating, we’re editorializing, we’re telling a story, and we’re using music to do so — across all of our platforms. It creates more inventory for brands to get more deeply involved. Ratings define and validate the commercial side of ad sales, but it’s not the only measure of success. Total impressions, total reach, influence — that is success.

How else are you expanding Univision’s music presence?

We are looking at entering the music business again through strategic alliances. That is new. I don’t have the format a hundred percent. I don’t know if it’s a record label, but by virtue of this vertical, content-first approach, I am going to be getting back in touch with the industry. We want to be a more regular part of the music ecosystem. It could be a strategic alliance with a particular artist, a distribution deal with an artist, a management company, a publishing company or the distribution and promotion of music. I will generate content with you. I will generate social currency. We will make money by participating in a revenue share or license fee of the actual revenue streams we generate.

Some companies are not as convinced about the viability of music as a revenue driver.

We are. We demonstrate it day in and day out with our properties, and we know we could do more with it. So that’s where the investment comes in. Could we have done it as a company 10 years ago? I think the answer is no. Structurally, we probably weren’t set up for it. The power of music is it travels with no borders. Now we have the platforms. You can consume via audio, video, streaming.

Does Univision have any music-driven shows  in the pipeline?

There will be announcements made, likely at the upfronts [in May]. But our approach is holistic. For example, you’re going to see a lot more radio shows like El Flow and El Bueno, la Mala y el Feo — which are also podcasts — on TV or on VIX. We are no longer taking a TV-centric approach to business. We will have music properties, but it’s not going be a one-show-fixes-all. Scripted is still a huge vehicle for music, for example. And we have a publishing business with over 100,000 copyrights here that I’m also managing.

What really drives fans to tune in to music-adjacent programming?

Storytelling and pop culture. Music has become a synonym for lifestyle. And it has a lot to do with social media and the way artists interact with their fans. Permanence in any kind of show all year is the most important. Also, there is a lot more being done in scripted than we are getting credit for as a music industry. There are so many storylines, documentaries, entertainment shows that are in and around music. How do we get people to engage? The most successful reality shows on television today have more hours of digital content than they do of [regularly scheduled] linear content. Because there are multiple platforms, they are “always on.” The Latin market is diverse, and we are more than a media company. We are a cultural representation of the Latins who live in the U.S. and of the way we live in the U.S.

This story appears in the April 19, 2025, issue of Billboard.