Business
Aspiring screenwriters struggle to break into shrinking industry. 'It shouldn't be this hard'
Since the start of the year, Brandy Hernandez has applied to nearly 200 entertainment jobs.
The 22-year-old film school graduate, who works as a receptionist at the Ross Stores buying office in downtown Los Angeles, said that for most of those applications, she never heard back — not even a rejection. When she did land follow-up interviews, she was almost always ghosted afterward.
“I knew that I wouldn’t be a famous screenwriter or anything straight out of college,” said Hernandez, who graduated from the USC School of Cinematic Arts in 2024. But she thought she’d at least be qualified for an entry-level film industry job.
“It shouldn’t be this hard,” she kept thinking.
Since the COVID-19 pandemic triggered a widespread production slowdown, the entertainment industry’s recovery has been delayed by the dual Hollywood strikes, some of the costliest wildfires in California’s history and an industry-wide contraction.
Studios scrambling to cut costs amid the turbulence were quick to slash low-level positions that historically got rookies in the door.
“You almost feel cursed,” said Ryan Gimeson, who graduated from Chapman University’s Dodge College of Film and Media Arts in 2023, in the early days of the writers’ strike.
And while screenwriting has always been a competitive field, industry veterans attested that the conditions have rarely ever been harsher for young writers.
“In the past 40 years of doing this, this is the most disruptive I’ve ever seen it,” said Tom Nunan, founder of Bull’s Eye Entertainment and a lecturer in the UCLA School of Theater, Film and Television.
The landscape is especially dry in television writing, according to a jobs report released last month by the Writers Guild of America.
TV writing roles dropped 42% in the 2023-2024 season that coincided with the strikes, the report said. About a third of those cuts were to lower-level appointments.
It’s a far cry from the TV business Liz Alper broke into 15 years ago.
Alper, an L.A.-based writer-producer and co-founder of the fair worker treatment movement #PayUpHollywood, came up in the early 2010s, when opportunities in scripted television were still plentiful.
The CW, for instance, was putting out three original one-hour shows a night, or about 18 to 21 original pieces of programming a week, Alper said. That translated to anywhere between 100 and 200 staff writer slots.
But in the last five years or so, the rise of streaming has essentially done the opposite — poaching cable subscribers, edging out episodic programming with bingeable on-demand series and cutting writing jobs in the process.
The job scarcity has driven those in entry-level positions to stay there longer than they used to. A 2021 #PayUpHollywood survey found that most support staffers were in their late twenties, several years older than they were on average a decade ago.
Without those employees moving up and creating vacancies, recent graduates have nowhere to come in.
“I think if you have a job, it feels like you’ve got one of the lifeboats on the Titanic, and you’re not willing to give up the seat,” Alper said.
The entertainment job market has also suffered from the ongoing exodus of productions from California, where costs are high and tax incentives are low.
Legislation that would raise the state’s film tax credit to 35% of qualified spending — up from its current 20–25% rates — is pending after winning unanimous votes out of the Senate revenue and taxation committee and the Assembly arts and entertainment committee. Supporters say the move is critical for California to remain competitive with other states and countries, state legislators have argued.
Meanwhile, young creatives are questioning whether L.A. is the place to launch their careers.
Peter Gerard.
(Robert Hanashiro / For The Times)
Peter Gerard, 24, moved to L.A. from Maryland two years ago to pursue TV writing. After graduating with a data science degree from the University of Maryland, he sensed it was his last chance to chase his dream.
Within weeks of arriving in L.A. in April 2023, he landed a handful of job interviews and even felt hopeful about a few.
Then the writers guild went on strike.
“I came moments before disaster, and I had no idea,” he said.
During the slowdown, Gerard filled his time by working on independent films, attending writing classes and building his portfolio. He was fine without a full-time gig, he said, figuring L.A. would work its magic on him eventually.
Such “cosmic choreography” touched writer-producer Jill Goldsmith nearly 30 years ago, she said, when she left her job as a public defender in Chicago to pursue TV writing. After seven trying months in L.A., her luck turned when she met “NYPD Blue” co-creator David Milch in line at a Santa Monica chocolate shop. Goldsmith sent him a script, the show bought it and she got her first credit in 1998.
Goldsmith, a lecturer in the UCLA MFA program in the School of Theater, Film and Television, said she tells her students such opportunities only come when they meet fate halfway.
But hearing veteran writers mourn their lost jobs and L.A.’s bygone glory led Gerard to question his own bid for success.
“I felt sorry for them, but it also made me realize, like, ‘Wow, there’s a lot of people who want to do this, and a lot of them are much further along than me, with nothing to show for it,’” he said.
Lore Olivera.
(Robert Hanashiro / For The Times)
As the youngest staff writer in her current writers’ room, Lore V. Olivera, 26, has gotten used to her senior counterparts waxing nostalgic about the “good old times.”
“I think they’re definitely romanticizing a bit,” she said, “but there is some truth in there.”
Olivera landed her first staff writer job in 2023, a year after graduating from Stanford University. The process was straightforward: her reps cold-emailed her samples to a showrunner, he liked them, she interviewed and got the job. But Olivera said such success stories are rare.
“I was ridiculously lucky,” she said. Still, getting staffed is no finish line, she added, just a 20-week pause on the panic of finding the next gig.
Olivera is also the only staff writer in her current room, with all her colleagues holding higher titles like editor or producer. It’s a natural consequence, she said, of showrunners facing pressure to fill limited positions with heavy-hitters already proven capable of creating hits.
Olivera said she knows not every 26-year-old was getting hired a few decades ago, but even her elder peers agreed the industry has lost a former air of possibility.
“It’s definitely a slap in the face when you get here and you’re like, ‘Yeah, it’s going to be a few miserable years, and then I might not even make it,’” Olivera said. “Not even because I’m good or bad… but just because the industry is so dead and so afraid of taking chances.’”
Jolaya Gillams, who graduated from Chapman’s Dodge college in 2023, said that her class had talent in spades. But the industry hasn’t given them anywhere to put it.
Instead, studios are pouring money into remakes, the 24-year old said, even as consumers have displayed their appetite for original material.
“I hope that we move into an era of film where it’s new, fresh ideas and new perspectives and having an open mind to the voice of our generation,” Gillams said.
Until then, the filmmaker said she’ll continue to create work for herself.
During the strikes, Gillams and a production team with no budget made the short film “Sincero,” which won the audience award for short documentary at the 2023 Newport Beach Film Festival. As she continues the search for a distributor for the doc, she already has another project in the works.
Weary from the “black hole” of job applications, Hernandez said she, too, is focused on bringing her own work to life. In an ideal world, that leads to a film festival or two, maybe even agency representation. But mostly, what drives her is pride in the work itself.
“If I’m successful in my mind,” said Hernandez, “I’m content with that.”
For the trendiest tenants in Hollywood office buildings, it’s the latest fad that goes way beyond designer furniture and art: mini studios
To capitalize on the never-ending flow of stars and influencers who come through Los Angeles, a growing number of companies are building bright little corners for content creators to try products and shoot short videos. Athletic apparel maker Puma, Kim Kardashian’s Skims and cheeky cosmetics retailer e.l.f. have spaces specifically designed to give people a place to experience and broadcast about their brands.
Hollywood, which hasn’t historically been home to apparel companies, is now attracting the offices of fashion retailers, says CIM Group, one of the neighborhood’s largest commercial property landlords.
“When we’re touring a space, one of the first items they bring up is, ‘Where can I build a studio?’” said Blake Eckert, who leases CIM offices in L.A.
Their studio offices also serve as marketing centers, with showrooms and meeting spaces where brands can host proprietary events not open to the public.
“For companies where brand visibility is really important, there is a trend of creating spaces that don’t just function as offices,” said real estate broker Nicole Mihalka of CBRE, who puts together entertainment property leases and sales.
Puma’s global entertainment marketing team is based in its new Hollywood offices, which works with such musical celebrity partners as Rihanna, ASAP Rocky, Dua Lipa, Skepta and Rosé, said Allyssa Rapp, head of Puma Studio L.A.
Allyssa Rapp, director of entertainment marketing at Puma, is shown in the Puma Studio L.A. The company keeps a closet full of Puma products on hand to give VIP guests. Visits to the studio sanctum are by invitation only, though.
(Kayla Bartkowski / Los Angeles Times)
Hollywood is a central location, she said, for meeting with celebrities, stylists and outside designers, most of whom are based in Los Angeles.
The office is a “creation hub,” she said, where influencers can record Puma’s design prototyping lab supported by libraries of materials and equipment used to create Puma apparel. The company, founded in 1948, is known for its emblematic sneakers such as the Speedcat and its lunging feline logo, and makes athletic wear, accessories and equipment.
Puma’s entertainment marketing team also occupies the office and sometimes uses it for exclusive events.
“We use the space as a showroom, as a social space that transforms from a traditional workplace into more of an experiential space,” Rapp said.
Nontraditional uses include content creation, sit-down dinners, product launches, album listening parties and workshops.
“Inviting people into our space and being able to give them high-touch brand experiences is something tangible and important for them,” she said. “The cultural layer is really important for us.”
The company keeps a closet full of Puma products on hand to give VIP guests. Visits to the studio sanctum are by invitation only, though. There’s no retail portal to the exclusive Hollywood offices.
Puma shoes are on display in the Puma Studio L.A.
(Kayla Bartkowski / Los Angeles Times)
Puma is also positioning its L.A studio as a connection point for major upcoming sporting events coming to Los Angeles, including the World Cup this summer, the 2027 Super Bowl and 2028 Olympics.
In-office studios don’t need to be big to be impactful, Mihalka said. “These are smaller stages, closer to green screen than a massive soundstage.”
Social media is the key driver of content created by most businesses, which may set up small booth-like stages where influencers can hawk hot products while offering discounts to people watching them perform.
Bigger, elevated stages can accommodate multiple performers for extended discussions in front of small audiences, with towering screens behind them to set the mood or illustrate products.
Among the tricked-out offices, she said, is Skims. The company, which is valued at $5 billion, is based in a glass-and-steel office building near the fabled intersection of Hollywood Boulevard and Vine Street.
The fashion retailer declined to comment on the studio uses in its headquarters, but according to architecture firm Odaa, it has open and private offices, meeting rooms, collaboration zones, photo studios, sample libraries, prototype showrooms, an executive lounge and a commissary for 400 people.
Pieces of a shoe sit on a workbench in the Puma Studio L.A.
(Kayla Bartkowski / Los Angeles Times)
The brands building studios typically want to find the darkest spot on the premises to put their content creation or podcast spaces, Eckert said, where they can limit outside light and sound. That’s commonly near the center of the office floor, far from windows and close to permanent shear walls that limit sound intrusion.
They also need space for green rooms and restrooms dedicated to the talent.
Spotify recently built a fancy podcast studio in a CIM office building on trendy Sycamore Avenue that is open by invitation-only to video creators in Spotify’s partner program.
“Ambitious shows need spaces that support big ideas,” Bill Simmons, head of talk strategy at Spotify, said in a statement. “These studios give teams room to experiment and keep pushing what’s possible.”
The rolling robots that deliver groceries and hot meals across Los Angeles are getting an upgrade.
Coco Robotics, a UCLA-born startup that’s deployed more than 1,000 bots across the country, unveiled its next-generation machines on Thursday.
The new robots are bigger, tougher and better equipped for autonomy than their predecessors. The company will use them to expand into new markets and increase its presence in Los Angeles, where it makes deliveries through a partnership with DoorDash.
Dubbed Coco 2, the next-gen bots have upgraded cameras and front-facing lidar, a laser-based sensor used in self-driving cars. They will use hardware built by Nvidia, the Santa Clara-based artificial intelligence chip giant.
Coco co-founder and chief executive Zach Rash said Coco 2 will be able to make deliveries even in conditions unsafe for human drivers. The robot is fully submersible in case of flooding and is compatible with special snow tires.
Zach Rash, co-founder and CEO of Coco, opens the top of the new Coco 2 (Next-Gen) at the Coco Robotics headquarters in Venice.
(Kayla Bartkowski/Los Angeles Times)
Early this month, a cute Coco was recorded struggling through flooded roads in L.A.
“She’s doing her best!” said the person recording the video. “She is doing her best, you guys.”
Instagram followers cheered the bot on, with one posting, “Go coco, go,” and others calling for someone to help the robot.
“We want it to have a lot more reliability in the most extreme conditions where it’s either unsafe or uncomfortable for human drivers to be on the road,” Rash said. “Those are the exact times where everyone wants to order.”
The company will ramp up mass production of Coco 2 this summer, Rash said, aiming to produce 1,000 bots each month.
The design is sleek and simple, with a pink-and-white ombré paint job, the company’s name printed in lowercase, and a keypad for loading and unloading the cargo area. The robots have four wheels and a bigger internal compartment for carrying food and goods .
Many of the bots will be used for expansion into new markets across Europe and Asia, but they will also hit the streets in Los Angeles and operate alongside the older Coco bots.
Coco has about 300 bots in Los Angeles already, serving customers from Santa Monica and Venice to Westwood, Mid-City, West Hollywood, Hollywood, Echo Park, Silver Lake, downtown, Koreatown and the USC area.
The new Coco 2 (Next-Gen) drives along the sidewalk at the Coco Robotics headquarters in Venice.
(Kayla Bartkowski/Los Angeles Times)
The company is in discussion with officials in Culver City, Long Beach and Pasadena about bringing autonomous delivery to those communities.
There’s also been demand for the bots in Studio City, Burbank and the San Fernando Valley, according to Rash.
“A lot of the markets that we go into have been telling us they can’t hire enough people to do the deliveries and to continue to grow at the pace that customers want,” Rash said. “There’s quite a lot of area in Los Angeles that we can still cover.”
The bots already operate in Chicago, Miami and Helsinki, Finland. Last month, they arrived in Jersey City, N.J.
Late last year, Coco announced a partnership with DashMart, DoorDash’s delivery-only online store. The partnership allows Coco bots to deliver fresh groceries, electronics and household essentials as well as hot prepared meals.
With the release of Coco 2, the company is eyeing faster deliveries using bike lanes and road shoulders as opposed to just sidewalks, in cities where it’s safe to do so. Coco 2 can adapt more quickly to new environments and physical obstacles, the company said.
Zach Rash, co-founder and CEO of Coco.
(Kayla Bartkowski/Los Angeles Times)
Coco 2 is designed to operate autonomously, but there will still be human oversight in case the robot runs into trouble, Rash said. Damaged sidewalks or unexpected construction can stop a bot in its tracks.
The need for human supervision has created a new field of jobs for Angelenos.
Though there have been reports of pedestrians bullying the robots by knocking them over or blocking their path, Rash said the community response has been overall positive. The bots are meant to inspire affection.
“One of the design principles on the color and the name and a lot of the branding was to feel warm and friendly to people,” Rash said.
Coco plans to add thousands of bots to its fleet this year. The delivery service got its start as a dorm room project in 2020, when Rash was a student at UCLA. He co-founded the company with fellow student Brad Squicciarini.
The Santa Monica-based company has completed more than 500,000 zero-emission deliveries and its bots have collectively traveled around 1 million miles.
Coco chooses neighborhoods to deploy its bots based on density, prioritizing areas with restaurants clustered together and short delivery distances as well as places where parking is difficult.
The robots can relieve congestion by taking cars and motorbikes off the roads. Rash said there is so much demand for delivery services that the company’s bots are not taking jobs from human drivers.
Instead, Coco can fill gaps in the delivery market while saving merchants money and improving the safety of city streets.
“This vehicle is inherently a lot safer for communities than a car,” Rash said. “We believe our vehicles can operate the highest quality of service and we can do it at the lowest price point.”
President Trump on Friday directed federal agencies to stop using technology from San Francisco artificial intelligence company Anthropic, escalating a high-profile clash between the AI startup and the Pentagon over safety.
In a Friday post on the social media site Truth Social, Trump described the company as “radical left” and “woke.”
“We don’t need it, we don’t want it, and will not do business with them again!” Trump said.
The president’s harsh words mark a major escalation in the ongoing battle between some in the Trump administration and several technology companies over the use of artificial intelligence in defense tech.
Anthropic has been sparring with the Pentagon, which had threatened to end its $200-million contract with the company on Friday if it didn’t loosen restrictions on its AI model so it could be used for more military purposes. Anthropic had been asking for more guarantees that its tech wouldn’t be used for surveillance of Americans or autonomous weapons.
The tussle could hobble Anthropic’s business with the government. The Trump administration said the company was added to a sweeping national security blacklist, ordering federal agencies to immediately discontinue use of its products and barring any government contractors from maintaining ties with it.
Defense Secretary Pete Hegseth, who met with Anthropic’s Chief Executive Dario Amodei this week, criticized the tech company after Trump’s Truth Social post.
“Anthropic delivered a master class in arrogance and betrayal as well as a textbook case of how not to do business with the United States Government or the Pentagon,” he wrote Friday on social media site X.
Anthropic didn’t immediately respond to a request for comment.
Anthropic announced a two-year agreement with the Department of Defense in July to “prototype frontier AI capabilities that advance U.S. national security.”
The company has an AI chatbot called Claude, but it also built a custom AI system for U.S. national security customers.
On Thursday, Amodei signaled the company wouldn’t cave to the Department of Defense’s demands to loosen safety restrictions on its AI models.
The government has emphasized in negotiations that it wants to use Anthropic’s technology only for legal purposes, and the safeguards Anthropic wants are already covered by the law.
Still, Amodei was worried about Washington’s commitment.
“We have never raised objections to particular military operations nor attempted to limit use of our technology in an ad hoc manner,” he said in a blog post. “However, in a narrow set of cases, we believe AI can undermine, rather than defend, democratic values.”
Tech workers have backed Anthropic’s stance.
Unions and worker groups representing 700,000 employees at Amazon, Google and Microsoft said this week in a joint statement that they’re urging their employers to reject these demands as well if they have additional contracts with the Pentagon.
“Our employers are already complicit in providing their technologies to power mass atrocities and war crimes; capitulating to the Pentagon’s intimidation will only further implicate our labor in violence and repression,” the statement said.
Anthropic’s standoff with the U.S. government could benefit its competitors, such as Elon Musk’s xAI or OpenAI.
Sam Altman, chief executive of OpenAI, the company behind ChatGPT and one of Anthropic’s biggest competitors, told CNBC in an interview that he trusts Anthropic.
“I think they really do care about safety, and I’ve been happy that they’ve been supporting our war fighters,” he said. “I’m not sure where this is going to go.”
Anthropic has distinguished itself from its rivals by touting its concern about AI safety.
The company, valued at roughly $380 billion, is legally required to balance making money with advancing the company’s public benefit of “responsible development and maintenance of advanced AI for the long-term benefit of humanity.”
Developers, businesses, government agencies and other organizations use Anthropic’s tools. Its chatbot can generate code, write text and perform other tasks. Anthropic also offers an AI assistant for consumers and makes money from paid subscriptions as well as contracts. Unlike OpenAI, which is testing ads in ChatGPT, Anthropic has pledged not to show ads in its chatbot Claude.
The company has roughly 2,000 employees and has revenue equivalent to about $14 billion a year.
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