Comcast SpinCo Officially Named ‘Versant’: Inside the Media Giant’s New Corporate Identity

Comcast SpinCo Officially Named Versant

Comcast’s long-anticipated spinoff of the majority of its NBCUniversal cable network portfolio has officially been named “Versant,” the company announced Tuesday. The name, pronounced like the root of the word “conversant,” brings to an end a months-long process to select a corporate identity for what had previously been referred to simply as “SpinCo.”

According to Chief Executive Officer Mark Lazarus, who spoke in an interview about the announcement, the name Versant was chosen to emphasize the company’s versatility and its familiarity with multiple subject areas—a nod to the diverse content portfolio it will manage across news, entertainment, and sports.

Lazarus emphasized that the new name isn’t meant to be consumer-facing, stating, “We’re going to focus on the individual brands that we have, not the corporate name. This is a holding company name. It’s going to be used for business-to-business purposes.” This approach positions Versant as a house of brands, with each individual asset interacting directly with consumers rather than the parent entity.

What Versant Will Own: Network and Digital Portfolio

Versant will house a significant portion of Comcast’s media empire, taking ownership of several major cable networks and digital properties. The portfolio includes prominent television networks such as USA Network, CNBC, MSNBC, Oxygen, E!, SYFY, and Golf Channel. This television lineup spans news, sports, and entertainment, giving Versant a diverse content offering across multiple genres.

Beyond traditional cable networks, Versant will also own several valuable digital assets including Fandango (the movie ticketing and streaming rental service), Rotten Tomatoes (the influential film and TV review aggregator), as well as golf-focused digital businesses GolfNow and GolfPass, and the youth sports platform SportsEngine.

The remainder of Comcast’s NBCUniversal portfolio, including the NBC broadcast network, Peacock streaming service, Universal Studios, the company’s theme parks, and the Bravo cable network, will continue to be owned by Comcast. This division creates two distinct media entities with different growth profiles and business strategies.

Versant’s Business Strategy and Growth Plans

The emphasis on versatility in Versant’s name selection reflects the company’s approach to navigating the rapidly changing media landscape. Lazarus will need to construct a compelling growth narrative for Wall Street investors once the company begins trading publicly, and that strategy appears to extend beyond traditional media operations.

According to Lazarus, approximately 20% of the company’s revenue already comes from digital sources, indicating that Versant is not solely dependent on traditional cable network distribution. Rather than launching its own streaming service to compete in an already crowded market, Versant will rely on its individual brands to develop their own digital strategies tailored to their specific audiences.

Lazarus cited Golf Channel’s acquisition of GolfNow, a tee-time reservation company, as an example of how the brands can expand beyond traditional linear TV and streaming to build profitable businesses. “Most people don’t know that GolfNow is even part of our company,” Lazarus said. “We are not going to be purely a collection of linear and digital media assets.”

Potential Acquisition Targets and Expansion Areas

While Versant’s initial asset portfolio is substantial, the company is already exploring potential acquisition opportunities to strengthen its position in the market. Lazarus indicated that some of these acquisitions may step outside pure media plays, focusing instead on businesses that complement and extend the company’s existing brands.

For CNBC specifically, Lazarus mentioned the possibility of acquiring personal finance or fintech platforms that align with the network’s focus on business and financial news. Similarly, for MSNBC, he revealed that preliminary conversations have already taken place regarding the potential acquisition of podcasts that cater to Democratic audiences. However, he clarified that such content would operate as a separate business unit rather than being integrated into MSNBC’s on-air programming, with the cable network serving primarily as a marketing funnel.

The acquisition strategy appears selective and focused on enhancing existing strengths rather than simply accumulating more traditional media assets. Lazarus expressed little interest in taking on additional debt associated with low-growth properties, though he did leave the door open for cable network acquisitions if they came with associated businesses offering better growth prospects.

Behind the Naming Process: How Versant Was Selected

The process of selecting the Versant name was extensive and methodical, involving marketing employees from each of SpinCo’s brands. The naming initiative began in late December with a series of meetings aimed at identifying potential corporate identities. Within a few weeks, the team had generated more than 1,000 potential names for consideration.

Initially, employees were directed to focus on names that drew upon connections to New York, cable television, or made passing references to 30 Rockefeller Center, NBCUniversal’s iconic headquarters. The extensive list of names was then carefully filtered through legal and trademark reviews to eliminate options with potential infringement issues or other problems, such as negative connotations in various languages.

To assist with the naming process, Comcast hired three marketing agencies to help generate additional name options and to help cull the extensive list. After thorough legal review, only 43 of the initial names cleared the legal hurdles—a testament to the challenges of finding available trademarks in today’s crowded corporate landscape.

From the 43 legally viable options, the team further narrowed the list to approximately a dozen finalists, which were then presented to the decision-making committee. Lazarus and his marketing team made the final selection of “Versant” within the past few weeks.

The word “versant” has another meaning beyond its connection to versatility—it can refer to “a region of land sloping in one general direction.” With characteristic optimism, Lazarus joked that an uphill slope reminded him of “a rising stock price,” hinting at the company’s aspirations for growth once it begins trading publicly.

Future Outlook and Timeline for the Spinoff

According to Lazarus, Versant remains on track to be spun out from Comcast before the end of 2025, maintaining the timeline previously announced. The assets that will comprise Versant generated approximately $7 billion in revenue last year, making it a substantial media entity even as a standalone company.

As reported by CNBC in November, Versant is likely to return money to shareholders via dividends once it begins operating as an independent company. This strategy aligns with the company’s positioning as a mix of established media brands with reliable cash flow combined with growth-oriented digital businesses.

The creation of Versant represents a significant restructuring in the media landscape, as Comcast separates its traditional cable network business from its other entertainment assets. As the media industry continues to evolve rapidly in response to changing consumer behaviors and technologies, Versant’s versatile approach—reflected in its very name—may provide it with the flexibility needed to navigate these challenges.

With a diverse portfolio spanning news, entertainment, sports, and digital services, Versant enters the market as a substantial player with established brands and the potential to evolve beyond traditional media models. As 2025 approaches, industry observers will be watching closely to see how this new entity positions itself in the competitive media landscape.

Disclosure: Comcast is currently the parent company of NBCUniversal, which owns CNBC. Upon completion of the spinoff, Versant would become the new parent company of CNBC.