Blue Lucy
FOUNDER & CEO Julian Wright
FOUNDED 2008
EMPLOYEES 25
HEADQUARTERS London
hat does Blue Lucy do? In 2017, Blue Lucy stopped consulting to focus on
philosophy are built for the same thing. Hundreds of reusable microservice packages built against a common SDK mean new capability can be added quickly and with low risk. Typically, projects start by solving a single operational problem, which demonstrate value quickly and expand from there. What industry problem does its flagship solution solve? At Banijay Rights, the company orchestrates the delivery of more than 1000 hours of content a month to Amazon Prime Video Direct alone, across a catalogue of over 200,000 hours. For the distributor Off The Fence, a workflow was created that enabled on-demand and automated creation of VOD-ready assets from the broadcast masters that saves hundreds of effort-hours each week – again through configuration only. This enabled a new revenue stream to be created, at very low cost, from their existing inventory. What do the next five years look like for Blue Lucy? More consumer platforms. More specialist production tools. More cost pressure. The need for properly integrated systems and real orchestration is essential, not a luxury. If anything, AI will amplify the need for integration and oversight, introducing new workflows and dependencies faster than most organisations can map them. In addition, Blue Lucy is taking what it’s learned solving this for media operations and applying it more widely, without losing the depth that makes it useful to content-heavy businesses in the first place.
» Tech is only valuable when it produces a measurable outcome – hours saved, revenue unlocked or risk removed «
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its own platform and address a simple issue: media operations don’t necessarily need more technology to realise business value; they need the technology they have to be properly integrated. Today it works with major names including Banijay Rights, BBC Studios, VSI and Blue Ant Media. How does the company’s mission guide its work? Technology only counts as valuable when it produces a measurable outcome – whether that’s hours saved, revenue unlocked or risk removed. That belief shapes how Blue Lucy builds. The team have tried to reframe it with the Connected Value Audit, launching at IBC. It’s a practical methodology, with verifiable data points, for scoring exactly how much value an organisation’s technology estate is delivering today and identifying where the real opportunity for improvement sits. What are Blue Lucy’s USPs? First: Improvement doesn’t have to mean replacement. Rip-and-replace is expensive and disruptive and it’s rarely the only option. Blue Lucy connects and orchestrates the systems that operators already run, even the ones that might traditionally be seen as competitors. And because that connection runs both ways, adding a new AI service or platform in the future is a case of plugging it into the workflow, not re-architecting around it. Second: The platform architecture and implementation
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