If The Trade Desk were to sign up a platform, and I know it's been years, I'm not asking for any privileged information. Roku, for instance, has $4.5 billion in revenue. How many different providers do you think they have under that? If you were to make an educated guess. If The Trade Desk signs a platform, I'm sure they'd initially get unfavorable economics just to gain access to someone's platform and to make inroads somewhere. But is that first deal a $100 million revenue deal, is it $1 billion, or is it $10 million? I know this is a rough estimate, and you haven't been there in years. And that's exactly my point. If you were there recently, I wouldn't even ask. But conceptually, how would you estimate this on the back of an envelope?

Ultimately, I believe Jeff Green's strategy is less about building a massive business around these devices and more about using them as a strategic tool. If asked, he likely wouldn't have a specific sales target for these devices by 2027. Instead, his goal appears to be positioning The Trade Desk as a key player in reshaping the CTV ecosystem. By demonstrating an alternative approach to conducting CTV business, he can influence operating systems and publishers. Essentially, he's saying, "You can work with us to do things differently, and if you don't, that's fine, but we're showing that there's another way to shape the CTV market."

If The Trade Desk were to sign up a platform, and I know it's been years, I'm not asking for any privileged information. Roku, for instance, has $4.5 billion in revenue. How many different providers do you think they have under that? If you were to make an educated guess. If The Trade Desk signs a platform, I'm sure they'd initially get unfavorable economics just to gain access to someone's platform and to make inroads somewhere. But is that first deal a $100 million revenue deal, is it $1 billion, or is it $10 million? I know this is a rough estimate, and you haven't been there in years. And that's exactly my point. If you were there recently, I wouldn't even ask. But conceptually, how would you estimate this on the back of an envelope?

There is significant friction in the CTV space between platforms, publishers, and OEMs. It's a zero-sum game, with each party vying for dominance over revenue and user control. Take Roku, for example. Publishers often find working with Roku incredibly frustrating because Roku competes directly with them. They take inventory, demand revenue shares, and even launch channels that compete with the publishers' own offerings. This creates tension, as publishers see these platforms as necessary evils.