In his first detailed conversation with us as CEO of iTV Network, Abhay Ojha opens up about his vision to transform the media house into a digital powerhouse. From identifying systemic gaps to bringing in high-calibre talent like Akshansh Yadav as Chief Product & Technology Officer, Ojha is clear-eyed about the road ahead — one defined by AI, Gen Z audiences, a product-first mindset, and other things that range from rebuilding digital from the ground up to taking on legacy mindsets. Ultimately, Ojha is positioning iTV for a future where innovation and credibility will drive impact, and not just ratings.
With decades of experience with giants like Hindustan Unilever and launching HBO, Cartoon Network, and CNN in Central India with Turner Broadcasting System, to leadership positions at Star TV Network and ZEE, and building home shopping formats at Shop CJ India, Ajay Ojha brings stellar professional leadership to his role as Group Chief Executive Officer overseeing TV, Print, Digital, and Sports League businesses at iTV Network.
As a leadup to his playbook to empower both, the iTV Network and the Television and News industry in India, we began our chat on what inspired him to join the iTV Network, and the shared vision that drew him to its leadership.
As a professional,” Ojha says, “I’ve always taken on difficult roles—right from my HUL days, where I was the first to start service-based initiatives. I later pioneered the home shopping business when supply chain systems were underdeveloped. I believe in taking up the most challenging tasks,” he adds.
He credits the entrepreneurial spirit of Kartikeya Sharma, (Owner and promoter of iTV Network) as a strong influence in his decision to join iTV. “When it comes to iTV Network, it’s a top brand and the Number One channel. Kartikeya is an entrepreneur who built this business from scratch, and has a lawmaking background. That was very inspiring.”
Ojha says, “I’ve seen the industry transition from traditional broadcasting to digital. I witnessed this while managing multiple portfolios at Star. I realized that iTV had a major opportunity — Digital.”
That’s where he says he knew he should begin to “add value. Now, with AI being the next leap, I knew we needed someone who could lead this transformation—and that’s why I brought in Akshansh. He’s a seasoned professional, and in just three months, he’s helped us achieve phenomenal results.”
iTV building AI-first platforms and scaling Digital
On the subject of AI and digital transformation, Ojha highlights some recent milestones enabled by a new leadership mindset and platform innovation. He says, “We’ve launched a state-of-the-art Connected TV (CTV) application with its own AI recommendation engine, which personalizes content based on user behavior. It already includes nine news channels and was launched during the NXT event, inaugurated by Prime Minister Modi.
“The app,” he informs, “is live across all smart TVs, PlayStation, and connected devices.”
On the impact of revamping digital news properties, Ojha explains, “We also revamped and relaunched two key digital properties—InKhabar (Hindi) and NewsX World (English).” NewsX World, he says, focuses on international news, while InKhabar focuses heavily on hyperlocal content.
On the tangible results his efforts have garnered, Ojha shares, “We’ve seen a 5,000% growth within a month. We aim to grow 100% month-on-month.”
Touching upon the key driver behind the acceleration, Ojha says it is a combination of Gen Z talent and an AI-powered CMS. He explains: “A major driver is our Gen Z team and the AI-based CMS created by Akshansh (Yadav, Chief Product and Technology Officer at iTV Network). It speaks the same language as modern platforms like Google’s Gemini. If your system doesn’t talk to Google’s AI, you’re already behind.”
How iTV Network is aligning GenZ talent with business innovation
Regarding the talent that now powers iTV Network and the broader question of hiring in today’s dynamic industry landscape, Ojha says that simply hiring young talent isn’t enough—companies must rethink how they work to unlock Gen Z’s potential.
He continues, “Hiring Gen Z and expecting them to work in a 1990s-style office won’t work. We had to change the entire work pattern. I don’t mandate fixed hours or rigid routines. We assign tasks and let them figure out how to complete them,” Ojha said.
According to Ojha, the real challenge lies not with the younger generation, but with outdated organizational mindsets. “The issue isn’t with Gen Z. The issue is that companies haven’t changed their thinking.
“Gen Z,” he says, “is digital-native. If we give them outdated processes, we can’t expect fresh results. For instance, we created a Gen Z-led content team and gave them complete freedom. Their content reflects how they consume and communicate.”
How iTV is prioritizing credibility and a global voice in news
Journalistic integrity for Ojha isn’t just a principle; it’s a daily practice. Elaborating on this, he recalls, “In my three and a half years at Zee, we had zero defamation or legal cases. That’s because I insisted on verified, clean news—no fake stories or rushed reporting. I told my team: it’s okay to be late by a few seconds, but don’t get it wrong.”
Reflecting on a critical moment when the network stood out for its responsible coverage, he says, “During the India–Pakistan conflict, an I&B report showed that we were the only network that didn’t run any misleading content.
“Legacy broadcasters,” he claims, “had 75–80 fake reports in just one day.”
Why the race to break news is hurting credibility
“Credibility,” Ojha says, “is the first change we’re making.” “The second,” he says, “is global expansion.” He continues, “During the NXT launch, Prime Minister Modi inaugurated NewsX World—our top priority. There’s a vacuum in Indian-origin global news. Within two months, we expect 80–90% distribution in the U.S. This channel will represent India’s voice to the world.”
Reflecting on the current state of the television news ecosystem, Ojha points to the pitfalls of prioritizing speed over accuracy in the pursuit of breaking stories. “Everyone wants to be the first to break a story, which leads to mistakes. I believe in taking a moment to verify. If it’s true, publish it. If not, skip it. Accuracy over speed—that’s our approach,” says Ojha.
Ojha aims to lead by example in a fractured industry. While acknowledging the broader challenges faced by the industry, he says, “As an industry leader, I can’t control what others do, but I can ensure my team leads by example. If others follow, that’s great. But the change starts with us,” Ojha noted.
Abhay Ojha on why BARC’s measurement system is outdated and what needs to change
When asked about the important and long-standing industry need for a comprehensive upgrade of BARC measurements to include a 360-degree sweep and approach, Ojha says, “I’m going to say something controversial: BARC is an old system that has not yet adapted. My content is viewed digitally, across different devices and in various places, because Advertisers are paying for only 20% of all that.” He continues, “BARC has already started shrinking the channel because their capability doesn’t extend further.”
“Content,” he says, “is viewed in multiple places, so I should be getting fair revenue based on distribution across all platforms, not just the traditional, orthodox platform that BARC measures and which is only partially where I am seen. My revenue shouldn’t be defined solely by that.”
Ojha says, “I’ve heard they’ve been promising CTV and other updates for many years now, but nothing substantial has happened. (So) The problem is with the ratings agency — that’s the biggest issue.
“I’ve had many conversations with BARC in the past, even during my Zee days,” he says, adding, “I will never be fully happy until they upgrade their system. But if they do upgrade, I’m happy to be on BARC.”
Ojha says, “There should be a 360-degree approach; it can’t just be 20% or 30%, or only one platform… BARC should open their blinkers and consider all content distribution comprehensively. Once they do that, the whole news industry will get its fair share, which currently it is not getting.”
Akshansh Yadav on iTV Network’s future-ready CMS
Moving on to the technical side of the business that’s shaping iTV Network, we brought Akshansh Yadav, its Chief Product and Technology Officer, into the conversation, to tell us about the CMS overhaul at iTV Network.
Yadav shares how a ground-up approach is enabling smarter editorial workflows and real-time insights. “Many media houses still use outdated CMS platforms like Drupal or Kentico, which don’t support Python—the core language for AI. Some rely on off-the-shelf CMS-es, which are not built for the complexity of a news organization.”
Explaining the key features of iTV Network’s CMS, Yadav says, “We built our own AI-powered CMS. It integrates Google Trends, tracks how competitors are covering stories, and presents insights directly in the CMS dashboard. It also automates SEO—adding keywords, tags, mobile URLs, and optimized headlines.”
Boosting productivity and speed
With the new system in play, Yadav says, “Writers simply input an article and headline. Everything else is handled automatically. This boosts productivity and lets us operate with a lean team, unlike other publishers who need large SEO and research teams.”
Sharing more on the operational gains from implementing the new CMS across iTV Network, Ojha says, “We’ve eliminated the need for a separate research team. About 70–80% of non-productive time—tagging, meta descriptions, etc.—has been removed. Our system suggests everything in real time.”
Highlighting the impact of automation on speed and scale, he says, “A story can now be filed in 90 seconds—something no one else in the industry has achieved. From 10,000 to 5 million views—we know the base was low — but these results speak for themselves.”
AI not a job threat at iTV Network
On the role and impact of AI at iTV Network, Ojha says, “AI’s role at iTV Network is to enhance talent, not eliminate jobs.”
He says, “Today, AI is enabling more jobs. Earlier, young people aged 17–25 couldn’t find opportunities because they were seen as inexperienced…. Now AI allows them to be productive from Day One.”
Ojha says, “Experienced professionals can level up, and Gen Z can step in. It’s not about replacing people—it’s about giving jobs to those who are truly suited for them.” He says it is important we see technology as an enabler, not a threat.
Ojha shares a clear call to action for media leaders across the board: “The new era isn’t coming—it’s already here,” he says, adding, “We’ve been talking about digital for 20 years. Now, we need to act like it. Every field — from Media to Medicine — needs to be AI-led. If old-school thinkers can’t adapt, bring in those who can. Trust Gen Z. Give them time. They’ll deliver.”
