You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

In the media business and as a creative executive, if you don't take risks, you're dead in the water. Calculated risk-taking is essential for success.

I think that the strategy around FYI is really a corporate strategy, and that's that every one of our brands that we invest in have to matter and that we need to commit to building brands and investing in those brands, or we need to get out of that business.

We have to take a really close look at making sure that we are more surgical and more tailored in dealing with the production community and our producing partners.

Celebrating failure is key. Half of what we do fails, at least.

There is a lot of content out there for the female demographic.

I'm enormously proud that I can do a deal with the National Women's Soccer League to showcase the power and passion of women athletes as positive role models, not only for my daughter but also for my son.

Taking action against a show because of one individual's behavior could put hundreds of jobs in jeopardy.

It doesn't make any sense for us to do a scripted series if it's not going to be big, so we have to be really disciplined about them.

I'm not a very patient person.

At our core, we are a content company. That content has to be the very best. You can't be a company of this size and be doing what everybody else is doing.

We've learned that you can't just put your promos up in a digital environment and expect the consumer will accept that as shortform content. It needs to have a unique point of view and style and execution that is tailored to that platform.

A lot of people make hay about 'American Idol's ratings and 'Empire.'

When you look at the increase in the number of scripted series and the number of unscripted hours, the pool of producers hasn't grown at the same rate. So I think there's a bit of a creative tax on the system.

When I think about too much content out there, one of the things that comes to mind for me is just the volume of really outstanding creators there are.

TV is our window on the world. It's a powerful medium for great stories that become part of our very, very personal journey.

Obviously, there needs to be parity. I think as more women get to the top, we need to make sure that is the case. It is our responsibility.

In the media business and as a creative executive, if you don't take risks, you're dead in the water. Calculated risk taking is essential for success. No one said it was easy.

Personally, I feel a strong responsibility to make sure that we have women equally represented in our executive suites and that we employ women in front of and behind the camera and in our writers' rooms.

It's an honor to be the only woman in the room a lot of times, but I wish I weren't the only woman in the room. I still have to think in a calculated way about how to speak and what to speak about.

I'm a very goal-oriented person, and work is really rewarding. It's how I take care of my family, and ultimately, I'm never going to let that responsibility fall to anybody but myself.

I'm not a very patient person. I'll take those quick risks to see if it's going to work versus taking the long and tortuous road of trying to guarantee myself that something will work. That's like self-mutilation to me.

It's not enough just to put great television shows out anymore.

If we can be changing some lives along the way, that's the holy grail on television.