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It has been a roller coaster week for theme parks boss Josh D’Amaro, who was named the next chief executive of Walt Disney Co. last week.

Once he officially takes the helm of the Mouse House in mid-March, he must tackle several key areas to chart the future of the 102-year-old media and entertainment giant.

For one, he’ll need to bolster Disney’s pipeline of content. As the saying goes, “content is king.”

The Burbank company already has a strong stable of franchises and stories that power its entertainment and streaming businesses, theme parks, merchandise and cruise ships, but Disney will need to keep building on that.

Strong sequels like last year’s “Zootopia 2” and live-action adaptations such as “Lilo & Stitch” — both of which grossed more than $1 billion in worldwide box office revenue — show that good stories can keep paying dividends in new ways, Moffett Nathanson senior research analyst Robert Fishman wrote in a note to clients last week.

On the bright side: This year’s film lineup has several historically strong franchise contenders, including Disney and Pixar’s “Toy Story 5,” Lucasfilm’s “Star Wars: The Mandalorian and Grogu” and Marvel Studios’ “Avengers: Doomsday.” (Marvel, however, has struggled in recent years to pump out consistent hits at the box office.)

But Disney also needs to develop new stories — which has been more of a struggle.

Disney and Pixar’s “Elio” misfired at the box office last year, as original animated movies have had a harder time bringing in the massive audiences they once did because of the drop-off in theater attendance since the pandemic.

That puts more pressure on Disney and Pixar’s upcoming “Hoppers,” an original animated film out in March. The film has gotten strong early traction in online trailer views, Fishman wrote.

The content investment also extends to scripted series, which Fishman noted are a “critical component of success and cannot become an afterthought to theatrical.” He singled out Disney-owned FX as a “prestige outlet” that can contribute to both television and streaming lineups. The network has had a number of successes, including 2024’s “Shogun,” which was one of my favorites.

D’Amaro likely will get help on the content side from soon-to-be president and chief creative officer Dana Walden, a longtime television executive who is respected in Hollywood and well-versed in the entertainment knowledge he lacks.

D’Amaro’s area of expertise is Disney’s experiences sector, which includes the theme parks, cruise line, merchandise and Aulani resort and spa in Hawaii and brings in the lion’s share of operating income for the company. In the fiscal first quarter of this year, the experiences business hauled in a record $10 billion in revenue.

The challenge there will be maintaining Disney’s market dominance in the theme park space while continuing to invest to drive growth and managing attendance in the face of ongoing competition from arch rival Universal Studios.

On the investment front, Disney is all in. The experiences business is in the midst of a 10-year, $60-billion expansion project that would add new themed lands to parks around the world, including at Anaheim’s Disneyland Resort. The company also is building a park in Abu Dhabi and added new cruise ships.

In the near term, however, are concerns about “international visitation headwinds” at Disney’s U.S. parks. The company signaled in its most recent earnings call that those foreign visitor trends could contribute to “modest” operating income growth for the experiences division in the fiscal second quarter, along with pre-launch costs for a new cruise ship and an upcoming “Frozen” land in Disneyland Paris.

To keep attendance rates up, the company shifted its marketing and promotional focus to a more domestic audience, said Hugh Johnston, senior executive vice president and chief financial officer, on the earnings call. But stock analysts — and D’Amaro — undoubtedly will be keeping an eye on international attendance rates and what that will mean for the theme parks going forward.

The part of the company with the potential to drive the most growth, analysts say, is its streaming business.

After recording billions of dollars in losses, Disney’s streaming services, which included Disney+, Hulu and ESPN+, finally reached profitability in 2024. The company’s next goal is to reach 10% operating margins in its entertainment streaming business comprised of Disney+ and Hulu — a milestone that would give investors confidence in its vision.

To get there, continued investment in local language content will be a key priority to increase international subscriptions, as well as bolstering the tech that powers the platforms and provides recommendations.

In short, D’Amaro faces a choice.

“Some investors are thinking, ‘Will he choose to be the same? Or can he start a new era?’” asked Laurent Yoon, senior analyst at Bernstein.

At least one former Disney CEO has weighed in.

“My advice to Josh is continue Bob Iger’s strategy that creativity will handle profits, always protect the brand, and keep close the words of Walt Disney: ‘We love to entertain kings and queens, but the vital thing to remember is this — every guest receives the VIP treatment,’” Michael Eisner posted on social media last week.

But D’Amaro’s own words provide an idea of what he’s thinking. At a global town hall meeting with Disney employees last week, D’Amaro spoke about the company’s legacy — and its path forward.

“We are 100 years old, but we’re 100 years young as well, willing to embrace new technology, new creators and new markets,” he said. “That willingness to change and take risks is what keeps the brand going, and it’s something I intend to continue to push on.”

Stuff We Wrote

Film shoots

Number of the week

Post-apocalyptic horror film “Iron Lung” has grossed $34.3 million in worldwide box office revenue, a remarkable number given the film’s reported $3 million production budget and self-distribution route.

Written, directed and executive produced by YouTuber Mark Fischbach, who goes by the online alias of Markiplier and also stars in the film, “Iron Lung” follows the story of a convict who sails a blood ocean in a submarine. The movie had a $17.8-million opening during the weekend of Jan. 30, placing it right behind Disney’s 20th Century Studios’ “Send Help,” which grossed about $19.1 million in its debut. “Iron Lung” picked up an additional $6 million this past weekend.

Its success reignited the debate about self-distribution and the theatrical draw of content creators.

What I’m watching

Since the Olympics started last week, I’ve been all in on figure skating, a sport I’ve watched since I was a kid who marveled at the artistry and athleticism of stars like Kristi Yamaguchi, Scott Hamilton, Brian Boitano and Michelle Kwan.

So I was supremely interested in this piece by my colleague Thuc Nhi Nguyen about the strength of the U.S. Olympic figure skating team this year, and the camaraderie between U.S. women Amber Glenn, Alysa Liu and Isabeau Levito.

After two decades and two stints as Walt Disney Co. boss, Bob Iger finally is hanging up the reins.

Disney this week tapped 54-year-old parks chief Josh D’Amaro to succeed Iger as chief executive. The handoff is set for March 18, at the company’s annual investor meeting, with Iger staying on as a senior advisor and board member until his December retirement.

The changing of the guard atop one of America’s iconic companies marks the end of an era.

History probably will remember Iger as a visionary leader who transformed Disney by reinvigorating its creative engines through a series of blockbuster acquisitions, broadening its international profile and boldly steering into treacherous streaming terrain by launching Disney+ and ESPN+ as audiences drifted from the company’s mainstay TV channels.

Iger, 74, has long been Hollywood’s most respected and inspiring studio chief, known around town simply as “Bob.”

Disney Chairman James Gorman said in an interview that Iger’s nearly 20 years in power is framed by two epochs: “Bob 1” and “Bob 2.”

After becoming CEO in 2005, Iger presided over a period of remarkable growth. Through acquisitions of Pixar Animation, Marvel Entertainment and the “Star Wars” studio, LucasFilm, the company gained blockbuster franchises and popular characters, including Captain Marvel, Baby Yoda and Sheriff Woody from “Toy Story,” to populate movie theaters and theme parks.

“Bob steadied the company and built it out,” Gorman said. “He created an absolute powerhouse.”

Simultaneously, Iger strived to preserve ABC, ESPN and the whimsical charm that spilled from founder Walt Disney’s imagination so many decades ago. Iger has treasured such animated gems as Mickey Mouse, Goofy, Winnie the Pooh, Polynesian princess Moana and more.

“The Iger era has been defined by enormous growth, an unyielding commitment to excellence in creativity and innovation, and exemplary stewardship of this iconic institution,” Gorman said in a statement on behalf of the board, adding: “We extend our deepest gratitude to Bob Iger for his extraordinary leadership and dedication to The Walt Disney Co.”

Former CEO Michael Eisner told The Times that Iger has “succeeded masterfully” at every turn.

“From ABC Sports to ABC Television Network and then at Disney, when we inherited him in the ABC/Capital Cities acquisition, Bob created success upon success,” Eisner said. “It’s why he was picked as the Disney CEO, a role that has been his greatest success … What a record!”

Iger‘s first reign ended when he stepped down as CEO in February 2020, then retired from the company 22 months later.

But that leadership handoff proved disastrous, becoming Iger’s biggest blunder — one he has since worked hard to correct.

Bob Iger passed the CEO torch to Bob Chapek in 2020.

(Business Wire)

Former parks chief Bob Chapek stepped into the big role, but he lacked stature, creative chops and support among key executives. He quickly confronted the magnitude of the COVID-19 pandemic, which shuttered Disney’s revenue machines — theme parks, movie theaters and sporting events that anchor ABC and ESPN.

Wall Street soon soured on multibillion-dollar streaming losses by Disney and traditional entertainment firms that were jumping into streaming to compete with Netflix. The company’s stock fell.

Chapek also stumbled into a political feud with Florida’s Republican Gov. Ron DeSantis, who branded Disney as “woke.” The public tussle tarnished the Burbank company’s clean image and undermined its goal of entertaining the masses, no matter their political stripes.

The board beckoned Iger back in November 2022 to quell a revolt by senior Disney executives and allay concerns among investors.

“When I came back three years ago, I had a tremendous amount that needed fixing,” Iger acknowledged during a Monday earnings call with analysts. “But anyone who runs a company also knows that it can’t just be about fixing. It has to be preparing a company for its future.”

Succession immediately became the board’s top priority with Iger then in his early 70s. But Disney’s executive bench had thinned through a series of high-level departures and the company’s expenditures had gotten out of control.

Iger restructured the company, which led to thousands of layoffs, and gave division executives financial oversight to, in Iger’s words, give them “skin in the game.”

His successor, D’Amaro, last spring recalled bringing a 250-page binder to Iger for review upon the chief’s 2022 return to the Team Disney building in Burbank. The book was stuffed with detailed updates for each component of D’Amaro’s enormous parks and experiences division.

The following day, Iger showed up at D’Amaro’s office, binder in hand.

“He pulled out one page,” D’Amaro recounted during an investor conference last year, adding that Iger said: “we have plenty of room to grow this business. We’ve got land in all of our locations around the world,” D’Amaro said. “We’ve got the stories [and] we’ve got the fans.”

That laid the seeds for Disney’s current $60-billion, 10-year investment program to expand theme parks and resorts, cruise lines and open a new venture in Abu Dhabi, United Arab Emirates. D’Amaro was put in charge of the effort, which is designed to cement Disney’s leading position in leisure entertainment. That mandate has become increasingly important to Disney amid the contraction of linear television and cable programming revenue.

Iger’s second stint as CEO wasn’t nearly as fun as the first.

He was dragged into a bitter proxy fight with two billionaire investors, who challenged his strategy, succession plans and Disney’s 2019 purchase of much of Rupert Murdoch’s 21st Century Fox. The move was controversial, with critics lamenting the $71-billion purchase price. Disney reduced its outlay by selling regional sports networks and other assets, but the deal left the company with significant debt just before COVID-19 hit.

The Fox deal gave Disney rights to hundreds of properties, including “Avatar,” “Deadpool” and “The Simpsons.”

Iger vanquished the proxy challenge, and this week, he again defended the Fox purchase, which gave Disney control of streaming service Hulu, National Geographic channels and FX.

“The deal we did for Fox, in many ways, was ahead of its time,” Iger said on the earnings call, noting the lofty bidding war currently underway for Warner Bros. Discovery.

“We knew that we would need more volume in terms of [intellectual property], and we did that deal,” Iger said, pointing to Disney’s deployment of its franchises beyond the big screen into its money-making theme parks. “When you look at the footprint of the business today, it’s never been more broad or more diverse.”

TD Cowen media analyst Doug Creutz still thinks the Fox deal was a dud, saying in a report: “There were plenty of value-destroying media deals before DIS-FOX, so we disagree with their assertion” despite the multiples being offered for Warner.

From left; James Gorman, chairman of the Walt Disney Co. board of directors; Disney Experiences Chairman Josh D’Amaro; Dana Walden, co-chair of Disney Entertainment; and Bob Iger, chief executive of the Walt Disney Co.

(Walt Disney Co.)

Iger is credited with astutely managing Disney’s image and corporate culture.

He was instrumental in resolving Hollywood’s bitter year of labor strife by negotiating truces with the Writers Guild of America and performers’ union, SAG-AFTRA, in 2023.

He has also sought to distance the company from divisive politics, albeit with limited success.

Disney agreed to pay President Trump $16 million to settle a dispute over inaccurate statements that ABC anchor George Stephanopoulos made a month after Trump was reelected. But free speech advocates howled, accusing Disney of bending to Trump.

In September, Iger led the company out of political quicksand amid an uprising of conservatives, including the chairman of the Federal Communications Commission, a Trump appointee, who were riled by comments by ABC late-night comedian Jimmy Kimmel in the wake of activist Charlie Kirk’s killing.

Iger maintains Disney made the decision to return Kimmel to his late-night perch independent of the political pressure from both sides.

Enormous challenges remain for D’Amaro, the incoming CEO.

He and his team, including Chief Creative Officer Dana Walden, must ensure Disney’s movies and TV shows deliver on the company’s commitment to quality, and that its streaming services — Disney+, Hulu and ESPN — rise above the competition.

In recent years, Disney’svaunted animation studios, including Pixar, have struggled to consistently release hits, though it has found success with sequels. Disney Animation’s “Zootopia 2” is now the highest-grossing U.S. animated film of all time, with worldwide box office revenue of more than $1.7 billion, and the 2024 Pixar film “Inside Out 2” hauled in nearly $1.7 billion globally.

The company also must maintain its pricey sports contracts, including with the NFL, to drive ESPN’s success. This week, Disney and the NFL finalized their deal for the league to take a 10% stake in ESPN.

And, as broadcast TV audiences continue to gray, Disney must evaluate the importance of the ABC network, where Iger got his start more than 50 years ago working behind-the-scenes for $150 a week.

Investors also are looking for D’Amaro to lift Disney’s wobbly stock, which has fallen 9% so far this year.

“The stock price doesn’t fairly reflect what [Iger] has done, but … it will,” Gorman said. “And he should get credit for it.”

In a statement Tuesday, D’Amaro expressed gratitude to Disney’s board “for entrusting me with leading a company that means so much to me and millions around the world.”

“I also want to express my gratitude to Bob Iger for his generous mentorship, his friendship, and the profound impact of his leadership,” D’Amaro said.

Times staff writer Samantha Masunaga contributed to this report.