#e4mExclusive:  JioStar returns to traditional structure, splits TV and digital sales

JioStar has once again recalibrated its revenue strategy by formally separating its television and digital sales functions and simultaneously moving back to its earlier channel-based television sales structure. The twin shift marks a decisive move away from the Large Customer Sales and Small and Medium Business segmentation introduced during the merger phase. It signals a broader realignment as the company navigates scale, complexity and evolving advertiser expectations across platforms.

The restructuring comes as the merged entity settles into its second year of operations following the November 2024 integration of Reliance Industries-backed Viacom18 and Disney Star. At the time of integration, the combined network had unified television and digital sales under a single framework. 

It had also adopted a model that divided teams by client size rather than by channels or clusters. Under that structure, some handled large clients, some managed agency relationships and some oversaw SMBs. Sales cut across all properties instead of being channel specific. This was a significant departure from the traditional television sales system, where channels or clusters are sold by a dedicated sales head to all clients, without segregation between large and small advertisers.

The LCS and SMB structure was introduced during the merger phase when Ajit Varghese was Head of Revenue for Entertainment.

Following Varghese’s move to Madison in July 2025, Mahesh Shetty was elevated as Revenue Head for Entertainment.  Recently, the company dismantled the LCS and SMB segmentation and reverted to the earlier television sales structure that has existed in the TV business for decades.

Under the current setup, Shetty’s team includes Anuradha Mathu, Prashant Shetty, Milred Royan (South) and Pavithra KR, now firmly aligned within the linear television structure.

Parallel to this structural shift on the television side, the company has also separated digital sales into a dedicated vertical. JioStar has onboarded Bhaskar Ramesh to head digital sales for entertainment. Ramesh is set to report directly to Kevin Vaz, Chief Executive Officer, Entertainment at JioStar. The move effectively splits responsibilities that were previously consolidated under a single revenue leadership.

Until recently, Shetty was overseeing revenue across both television and digital for entertainment. Having joined JioStar in November 2024 as the merged entity began taking operational shape, he was initially entrusted with leading large customer relationships. In July 2025, following internal changes in revenue leadership, he was elevated as Head of Revenue for Entertainment, expanding his remit to include both linear television and digital monetisation. In that capacity, he continued to report to Kevin Vaz and was responsible for driving cross-platform sales synergies that had been envisioned at the time of the merger.

The original intent behind the unified structure was to present advertisers with a single window for buying inventory across linear television channels and digital streaming platforms. By combining inventory from broadcast networks and digital platforms, the company positioned itself as a one-stop destination for both reach and engagement. Large properties such as cricket tournaments demonstrated the value of combined offerings, with advertisers able to access mass reach on television while extending frequency and targeting on digital. Bundled deals also provided greater leverage in rate negotiations and inventory structuring, as television and digital inventory could be priced and positioned together.

According to industry experts, television continues to command scale and appointment viewing through marquee properties and general entertainment programming, while digital offers targeting, measurable outcomes and incremental reach. By bundling the two, JioStar could simplify media buying for advertisers, create unified packages across screens and strengthen cross-platform monetisation.

However, they also note that television and digital operate in fundamentally different commercial languages. Television sales discussions revolve around gross rating points, cost per rating point, sponsorship integrations and long-term inventory blocks. These negotiations are relationship-driven, high-touch, and often high-stakes, particularly around tentpole programming. Digital sales, on the other hand, focus on impressions, targeting parameters, optimisation metrics and performance outcomes. They require technical fluency, analytics-driven planning, and a different cadence of engagement with agencies and brands.

Senior executives in the industry believe that expecting a single sales team or leader to be equally adept at both disciplines can stretch focus. Television negotiations demand sustained attention to yield management and sponsorship alignment, while digital monetisation requires agility and constant optimisation.

An agency executive said that separating the two could improve margin management and pricing discipline from a broadcaster’s perspective, as each platform can be positioned independently. From a brand standpoint, however, integrated selling had simplified buying and ensured unified reach delivery. When television and digital were bundled together, JioStar had the ability to structure packages that maximised its overall portfolio strength.

There are also divergent views within the market about the long-term implications of such separation.

One industry observer described the previous structure as ambitious but difficult to sustain, adding that while managing both television and digital under one leadership can be challenging, splitting them entirely could create internal competition unless intent and incentives are aligned. Digital is currently being pushed aggressively across the industry, and if teams operate in silos, there is a possibility of overlapping pitches or competing priorities, said a senior industry expert, adding that the ultimate impact will depend on how coordination between the two verticals is maintained at the top level.

Whether this return to a traditional channel-based television structure, alongside a sharper digital focus, leads to clearer value propositions and stronger monetisation or introduces fresh complexity for buyers will become evident over the coming quarters.