One problem many newsrooms face centers on how they bring new users into content products and what they invite those users to do first. Propensity modeling often uses signals such as repeat visits, time on site or article depth to estimate future action or value and to surface prompts like newsletter sign-ups or subscription offers. These signals work well for timing and targeting. However, they rarely point to actions that help a person express interest, claim a preference or begin personalizing the experience. As a result, first interactions often involve reading a story, scrolling and leaving with no clear path to in shaping what they see next or necessitate a repeat visit.

Why early user choices shape retention

This matters because people naturally look for ways to organize information around their own needs. Across digital products, consumers consistently choose tools that let them save, follow, collect or personalize content in small ways that feel useful and self-directed. When those options are missing or delayed, audiences move through content as passive visitors rather than active participants. They consume what is in front of them, but they do not signal what matters most or establish a reason to return.

Designing the first action that makes news feel personal

Audience retention improves when content products give people an early chance to make a deliberate, personal choice that reflects interest, identity and preference. When a person follows a topic or builds a reading list tied to a personal interest, they have something they want to come back to. A single action turns a visit into a relationship because the product now reflects what the person cares about, not just what they read. When newsrooms design for these moments, something personal begins to live inside the experience.

To better engage and retain audiences, focus on creating a first interaction that feels personal and meaningful. These early, identity-driven choices lead to more return visits and stronger retention. This helps grow a larger and more loyal audience that is more likely to subscribe or become members. Rather than prompting new visitors to read more or subscribe right away, guide them toward a small action that anchors interest, such as saving a story, joining a focused newsletter, or engaging with a local beat or community space.

The New York Times has reported that visitors who sign up for a newsletter are twice as likely to become paid subscribers, and that newsletter readers show higher retention over time. This supports the value of offering a simple and intentional first step that deepens the relationship early. I have previously outlined how content organizations that focus on self-directed engagement tend to create products that are more relevant, easier to return to, and more closely aligned with the daily interests of their audience.

Some publishers already design these first actions into the earliest moments of the experience. Axios developed an “Add Axios on Google,” option as a simple step that lets someone designate the outlet as a preferred source. That one action helps ensure Axios appears more often in Google Discover and search results for that reader, while giving the user a steady stream of stories without having to seek them out. It is a small choice, but it creates continuity, reinforces preference, increases likelihood of repeat exposure and helps turn an anonymous visit into an ongoing relationship. 

Each of these examples invites an early, voluntary action that lets a user claim preference before the product tries to convert them. Other first actions include simple reflection prompts that help users connect a story to their own lives. For example, asking “Why did this story matter to you?” and offering quick, selectable responses such as:

• It affects my community
• It affects my family
• It affects my vote
• I had not seen this reported before

You can also invite small, self-directed steps like selecting a topic tag or choosing areas of interest that reflect how they think about local or national issues. Each of these actions is fast, personal, and intentional, helping users see themselves in the experience from the very beginning.

These fit neatly into existing propensity models as a deeper layer of signal. Rather than relying only on baseline behaviors, the model now incorporates choices users actively make to shape what they see next. That balance between prediction and participation produces stronger signals, supports healthier personalization and contributes to better outcomes over time, including higher retention and more durable long-term engagement.

Where audience retention really comes from

People come back to a news site when they do something that makes it feel like it belongs to them. The encouraging reality is that many organizations already do this well, especially as cookies have faded and familiar personalization tools have lost strength. Retention now grows from the choices people willingly make inside a content product, where identity, personalization and a sense of ownership align with everyday relevance and usefulness.

Across audience development, subscriptions, membership and retention, the same pattern shows up again and again. Products perform better when they invite one clear, personal action early on, rather than relying only on recommendation loops that surface similar stories. Discovery still matters, but relevance deepens when users can signal what they care about and see that choice reflected back to them in practical ways.

This moment matters more than ever. Audiences navigate an endless stream of content across platforms, formats and devices, and attention follows experiences that feel purposeful and personal. The next phase of audience and product development depends on designing for these single-step moments that turn passive visits into active relationships. Over time, this reduces one-and-done visits and increases how often people return within a given week. When teams do this well, they create better experiences, generate clearer signals and build stronger connections without compromising trust.

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Understanding the why: evaluation

I’ve spent a lot of time studying how readers engage with news content, not just as consumers but as participants in a broader cultural ecosystem. In earlier decades, a newspaper or broadcast station was more than a source of information. It was part of daily life that blended local and national updates, insights, and experiences that helped people feel connected. People didn’t just pay for access to facts. They invested in a shared identity that reflected their values, routines, and sense of belonging. That relationship between value and identity continues to shape the future of media and its products. What excites me most is how the media’s current focus on product development gives us the freedom to create new models that honor both the integrity of journalism as a public good and the creativity to build products that people invest in.

To get this right, media leaders need to step back to view content through the lens of “product.” Product thinking brings clarity, focus, and a more objective sense of value. We’re in a hyper-digital consumer era, where every choice, every interaction, and every piece of content lives within an ecosystem of constant evaluation. Certain social and economic forces still support journalism as a public good grounded in truth and trust; However, there’s a growing expectation of transactional value. Audiences assess everything from experience to convenience to relevance. That makes the creation of media as a product both a significant challenge – and opportunity.

Testing assumptions: validation

Media teams now apply a product mindset to evaluate goals with intention and clarity. The process asks clear, purposeful questions:

• Is there a real problem or opportunity, and can it be defined?
• What is the hypothesis, and how does it align with the organization’s main mission or north star?
• What does the current environment reveal, and where might there be room for adaptation or improvement?
• How can the idea be tested quickly to bring sharper insight and direction?
• What would success look like, and why?
• What milestones matter most along the way?

From there, the focus turns to research and practicality.

• Does a market already exist for something similar?
• What resources would the concept require, and what is the expected return on investment?

This dynamic reveals something timeless about market fit and audience need. At its height, news media succeeded because it offered both utility and identity, a practical product built on trust and relevance. As the industry rebuilds, we’re returning to those roots with a modern sensibility. We rediscover how journalism can serve as a true resource in people’s lives. It reflects renewal, not nostalgia. 

This is the time to test as many assumptions as possible, measure real behavior, and make informed adjustments that strengthen product-market fit. Propensity modeling plays a big part here because it helps identify early signals of interest and likelihood of engagement. By studying data patterns and connecting intent to action, organizations understand not only what audiences say they want but what they actually do.

What matters most is that validation gives you proof, not just possibility. It’s how we separate assumptions from evidence and shape news and media experiences that reflect the true behavior and expectations of the people we serve. When done well, it transforms journalism into a living resource that meets audiences where they are while guiding them toward what they need next.

Building for people: amplification

Every interaction, whether through newsletters, video engagement or social participation, offers clues about how people move through the experience. Those insights allow teams to refine quickly and stay adaptive to the needs of the moment. Authenticity remains the constant thread, especially as visual and social storytelling become even more influential. Video, personality, and voice all shape how audiences connect and return.

This process helps organizations build experiences that feel personal, intuitive, and essential. Every insight becomes a chance to fine-tune the relationship between audience behavior, editorial vision, and product design. It reinforces that product work is more than features or clicks. It’s about designing systems that anticipate needs, remove friction, and deepen value with every interaction.

This is why propensity modeling matters. It offers one of the most practical ways to understand how people connect with content and how their actions reveal what truly matters to them. Propensity modeling uses patterns in data to identify the likelihood that someone will take an action, such as subscribing, donating, or returning to engage again. It helps teams recognize not just what people do, but why they do it.

A product-centric approach guides media innovation

When combined with thoughtful product development, propensity modeling can transform how media organizations serve their audiences. It shows how often people engage, what keeps them returning, and what causes them to drift. With that understanding, teams create user journeys that feel natural and affirming, inviting people deeper into the ecosystem.

This approach builds an ongoing feedback loop. Each iteration becomes a chance to learn more, improve relevance and strengthen the experience in meaningful ways. It’s not about volume; it’s about resonance. By pairing data with empathy, organizations design products that feel human, responsive and alive. That’s the kind of innovation that keeps journalism connected to the people it exists to serve.

The post The next media revolution isn’t editorial. It’s product. appeared first on Digital Content Next.

I’m sure I’m not alone in turning to television, film and books to articulate the ways in which AI may play out in our industry. In this case, my mind goes straight to Star Trek. Data and the Borg offer two starkly different visions of what AI can become. The character Data was built to learn from and with humans. Data is curious and evolving, committed to understanding and serving the people around him. The Borg, on the other hand, are designed to assimilate. Their goal is not growth through understanding but domination through absorption. One AI is shaped around growth and human relationships. The other is built for control.

It is my belief that AI  – developed with purpose – can enhance human understanding, much like Star Trek’s beloved Data. At the other extreme, it will indiscriminately devour information, similar to the formidable antagonist Borg. It would yield results that erase our humanity, putting technology and efficiency above helping communities better engage with news media and understand the world around us.

AI design for good news

Audiences now expect access to large volumes of data and information delivered at high speed. What they’re looking for now is clarity and understanding to make sense of what they’re reading and seeing and how it connects to everyday life. Whether it’s a school policy or a change to housing codes, people are beginning to rely more on AI-synthesized insight and summaries pulled from whatever is most available, statistically frequent, and easy to read. That doesn’t always guarantee the information is complete, useful, or meaningful. And over time, these easy (often incomplete) answers shape how people view institutions, public decisions, causes, beliefs and even journalism.

When developers design AI tools to support clarity and accuracy, journalists can focus on the parts of their work that deepen understanding. They can focus on the work of the journalist: asking thoughtful questions rooted in real life, connecting facts in meaningful ways, and highlighting stories that help people see why something happened and what it means next. With the right tools, they amplify voices that often go unheard, raise questions absent from the record, and draw a clear throughline between past events and current developments—showing how decisions take shape, how systems evolve, and how stories gain meaning over time.

AI, much like the character Data, possesses a remarkable ability to process vast quantities of information with incredible speed. AI tools can deliver a clarity that propels opportunities for thought and innovation to move forward. We’re already seeing this in newsrooms today. AI can effortlessly summarize dense material, identify patterns that might otherwise go unnoticed in large datasets, and eliminate some of those tedious manual steps that often slow us down, like transcribing interviews or sifting through public records. This gives journalists more opportunity to delve deeper into their work and operate with heightened focus. Intentional AI design is truly about augmentation, providing a powerful partner rather than a replacement for human ingenuity.

Developing AI tools that serve the audience

Pew Research finds that people continue to view local journalism as absolutely essential. Audiences place their trust in local reporters to deliver accurate information. Many media organizations aim to reduce the workload for (or even the need for) journalists. However, some are beginning to build agentic AI that directly serves audiences. The prospect of creating tools that empower individuals to make everyday decisions with confidence is exciting. It directly builds on that trust. 

These tools don’t need to be all-encompassing. They simply have to be useful and intuitively reflect the ways people already seek out information. By design, these AI tools would deliver task-oriented insights, much like explanatory journalism, but do so in an interactive and personalized way.

For instance, newsrooms are already experimenting with tools that help residents visualize how a proposed school budget might impact classroom sizes at the schools closest to them or how a specific zoning decision could influence traffic and housing prices in their very own neighborhood. Another tool might, for example, transform a public health message into something clear and easily understandable. Even better, it might adapt to how an individual comprehends language or processes information.

Wise AI tool design

On the contrary, we must think carefully about how we use AI tools. If we apply them solely to speed up output or increase volume, we risk reinforcing the same pressures that have already strained the industry—pressures that replace depth with summaries and bury real insight in the shuffle. When systems treat all inputs the same, they strip away context and diminish quality.

The value of journalism comes from knowing what questions to ask and why the story matters. AI might spot a spike in illness at a local hospital. However, if a reporter doesn’t dig into who is affected, why it’s happening, and what it means for the community, the human story—and its impact—won’t come through. AI tools can support better access and make the work more efficient. But their impact depends on how they’re guided and who is behind the questions.

We’ve seen before how technology built for efficiency can still deepen harm when no one questions its impact. The cotton gin made cotton production faster, but it also fueled the expansion of slavery across the South. That outcome wasn’t baked into the machine, it emerged through systems that used speed and scale without regard for justice.

Similarly, today’s AI tools generate articles, prioritize content, and process vast datasets in ways that appear productive on the surface. But without human judgment, AI tools fail to explain why something matters, who is being left out, or what risks might follow. The strength of journalism isn’t in speed or volume. It’s in knowing which questions to ask, what stories need depth, and how to connect the facts to people’s lives.

AI is a powerful accelerant for journalism, not a replacement for the invaluable human element. As of today, It excels at streamlining certain tasks, which can allow journalists to dedicate more time to the core of the profession. This has and will remain human-centered storytelling, nuanced interpretation, and the exercise of sound editorial judgment. AI can efficiently surface the foundational “who, what, when, and where.” However, it is the unique human capacity for critical inquiry, lived understanding, and ethical reasoning that uncovers the “how” and “why,” transforming mere facts into meaningful narratives. 

The future of journalism hinges on intentionally integrating human ingenuity with technological tools. We can leverage AI for efficiency while unequivocally prioritizing human traits like interpretation, accountability, and narrative depth. These qualities remain paramount in helping audiences not just receive information, but truly comprehend its significance.

The post Putting AI to work for news audiences by design appeared first on Digital Content Next.

Right now, both for-profit and nonprofit news organizations are pulled in multiple directions, sometimes in ways that feel conflicting. There’s the urgent pressure to meet short-term revenue and development goals. There’s also the equally critical responsibility to build a scalable, high-quality content product that earns long-term trust and engagement. On the surface, separating those efforts can seem logical, even principled. Many media organizations intentionally silo revenue from editorial to protect independence, maintain credibility and avoid the perception of influence.

But here’s the problem: That separation, while well-intentioned, often leads to organizational disconnect, inefficiency, and even burnout. Editorial teams operate without a clear understanding of audience needs or funding realities. Revenue teams chase dollars without being fully connected to the mission or the product value that fuels those relationships. When these efforts are misaligned, the result isn’t integrity. It is inertia.

The most resilient and forward-moving organizations are the ones that challenge that separation. These media companies don’t treat building an audience and driving revenue as separate (or even competing) goals. Instead, they invest in infrastructure and culture that make it possible for product-led and sales-led strategies to operate in sync. They build systems that allow each side to inform and strengthen the other without compromising editorial independence. It is a deliberate tactical shift and a shift in mindset reset that has become essential in today’s climate.

Leading with product or sales

While coaching organizations through infrastructure strategies, I repeatedly run into a familiar question: In an early startup environment, how do you appeal to potential sponsors when your audience is incredibly valuable but statistically small? 

It’s not quite a paradox, but it does expose a frustrating contradiction at the heart of early-stage media revenue and audience growth. It strikes a nerve and speaks directly to the false binary of whether an organization should be focused on building or selling. The truth is, you can–and should–do both. When the entire team is grounded in the heart of your mission and has a clear understanding of who you are and what you offer, it actually becomes easier to move forward confidently on both fronts.

A product-led approach focuses on the quality of the news product, including its content, features and the consistent delivery of value to the audience. It helps media companies drive growth and can convert into revenue through subscriptions, memberships or recurring giving. This strategy emphasizes seamless content design, audience segmentation and member benefits, using clear calls to action to increase engagement and improve retention. Success requires research, surveying, behavioral analysis and continuous assessment. While typically slower and more intentional, product-led growth is essential for long-term sustainability.

What I’ve learned and often emphasize is that sales is not a mad scramble. It is a system. It is an opportunity to design and execute a strategy where effort, decision-making and influence come together to create real value for partners. Strong sales strategies lead to stronger sponsorships, better partnerships and long-term retention. Just like product development, this requires time, intention and strategic alignment. 

Understanding the nuances of both models and how product-led and sales-led growth can operate independently as well as together is critical. A dual-engine model that integrates both allows organizations to be nimble and intentional at the same time while building something sustainable, scalable and mission-aligned.

Leading with product and sales

We see this logic applied in the tech world. Companies known for product-led growth, especially in the startup space, don’t shy away from integrating a sales function. A product-led approach drives user acquisition and early traction, much like how a news organization might use free content or limited-access models to grow engagement. According to McKinsey research from 2023, companies that pair product-led strategies with traditional enterprise sales often outperform peers in both revenue growth and company valuation. That hybrid model, often referred to as product-led sales, allows organizations to serve both individual users and high-value institutional clients at the same time.

This shows something very clear. Building and selling are not competing forces. In reality, they are most effective when aligned through shared infrastructure. They are like marbles in a well-designed marble run. Each follows its own track with different curves, drops and timing. But when the system is aligned, all the marbles arrive at their destination together. That kind of coordination, guided by clarity and discipline, allows organizations, especially in news media, to grow with intention instead of remaining stuck in cycles of reactive decision-making.

When a newsroom builds systems that allow both models to operate in sync, everything becomes more intentional, more measurable and more resilient. A robust CRM connects audience data with donor and sponsor relationships. Strong analytics make it possible to track which content is performing and which audience segments are most engaged. Brand development provides both editorial and revenue teams with a shared language and a clear point of alignment. 

When this kind of integrated infrastructure is in place, product-led strategies such as newsletter personalization and loyalty programs help surface warm leads. At the same time, sales-led efforts like sponsorship pitches and donor stewardship can be guided by real user behavior and remain connected to the overall product experience.

The landing point

Too many for-profit and nonprofit mission-driven media organizations are being forced to choose between building a content product that earns trust or hustling for revenue that keeps the lights on. That false choice is costing more than just money; it is costing momentum. When product-led and sales-led strategies operate in silos, teams burn out, missions stall and infrastructure cracks under the weight of missed expectations.

A hybrid growth strategy, anchored in infrastructure, is sustainable, scalable and adaptive. It helps organizations become more responsive to opportunity and less reactive to disruption. By definition, marble runs help us explore how forces interact to influence motion, momentum and timing. They offer a powerful visual for how systems can be designed to create coordinated outcomes. That is exactly the kind of growth news media needs right now. This is not just about generating revenue or building an audience. It is about creating alignment so that every team, every strategy and every mission-driven decision moves with purpose and arrives exactly where it is meant to, together.

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Journalism drives action when it delivers clear, relevant, and accessible reporting that meets people where they are. Strong reporting builds trust, deepens engagement, and empowers communities to make informed decisions. It shapes public opinion, sparks movements, and creates change that leads to accountability, policy shifts, and meaningful progress.  

Having led audience development initiatives for some time, I’ve seen firsthand the tangible benefits that can come when journalism makes complex topics accessible. Meeting people where they are means delivering information in clear, relatable ways that demonstrate its real-life impact, which fosters trust, engagement, and community connection. 

This does not just apply to journalism. This approach is also relevant to conversations with editorial leaders about balancing journalistic integrity and audience engagement. Again, we cannot assume they know as much as we do and must make our expectations and the tools and strategies available to execute on these expectations clear.

Editorial leaders face the dual challenge of maintaining its responsibility to inform while engaging audiences who demand greater transparency, accessibility, and relevance. Addressing this requires rethinking how stories are communicated to bridge divides by focusing on shared values rather than exacerbating polarization. Strong storytelling drives dialogue, encourage discussion, and help rebuild trust with audiences who feel divided or doubtful. 

Get to know (and grow) your audience 

To grow audiences and increase engagement, editorial leaders need to adapt strategies to match how people consume and trust information today. No, this doesn’t simply mean on mobile and social. “Finding audiences where they are” is not enough. You need to actually get to know your audience before you can effectively serve their needs.  Getting to know them is an essential piece of figuring out where information-gaps exist and how to fill them, for example.

Start by surveying audiences, conducting listening sessions, analyzing traffic patterns across onsite, organic, and social channels, and reviewing subscriber feedback to assess brand perception and visual identity. Use those insights to refine tone and language, showcase endorsements or visible metrics, update the “About Us” section, highlight journalist profiles, segment audiences for targeted communication, incorporate verifiable callouts, and maintain consistency in published content. 

Reflect your audience to build trust 

Growing audiences also requires addressing the structural causes behind audience disconnection. Ideological divides and algorithm-driven echo chambers make it harder to build trust and keep audiences engaged. To counter this, clearly communicate the value of your content by showing how your organization challenges the status quo, reinforces its mission, and provides direct solutions. Frame your message in a way that naturally encourages advocacy from like-minded audiences. Ensure representation reflects audience diversity, and tailor content delivery to match how people prefer to engage with information. 

Trust grows when actions align with the audience you serve, but first you must understand who they are and meet them where they are. Consistency builds credibility and strengthens brand identity, turning one-time visitors into loyal audiences. For news organizations, especially in their early years, this means committing to a clear identity shaped by audience insights and reflective of their needs. Affirm your strategy’s success through sustained engagement by measuring retention, conversion, and repeat traffic. Use these insights to determine whether your strategy is deepening loyalty, increasing audience investment, and driving long term growth. 

Data-informed insights & digital delivery 

Balancing data-informed strategies such as tracking which topics attract first-time readers versus repeat visitors, adjusting publishing cadence based on audience activity peaks, analyzing reader pathways to identify engagement drop-offs, and testing different story formats to improve retention drives audience growth. Understanding audience motivations through behavioral data matters as much as recognizing local societal dynamics and adapting to shifts in engagement patterns. These factors aren’t always consistent or easy to pinpoint, and responding to them requires time, testing, and iteration. 

No single strategy will engage everyone in your audience, and content will not always resonate with everyone all the time. Audience development is not an exact formula and some critical stories may miss the mark when they fail to reflect the priorities or lived experiences of the people they’re trying to serve. Sustainable audience growth depends on continuously improving approaches that attract, retain, and strengthen connections over time.  

A key question in growing audiences is whether to focus on serving your current audience or to tap into new demographics with new content opportunities. Expanding reach and strengthening existing relationships are both viable paths. Start by identifying your total addressable market and assessing how its behaviors, interests, and demographics compare to your current audience. Determine what percentage of that market is realistically interested in your coverage. Evaluating whether potential audiences already have media sources that meet their needs helps avoid targeting oversaturated spaces. 

It is equally important to understand conversion rates based on industry benchmarks. If a new audience segment fits a specific niche, analyzing how they consume content, their engagement habits, digital preferences, and preferred formats helps shape outreach strategies. In many cases, the available market is smaller than expected but also more precisely defined, making growth efforts more focused and effective. 

Mind the gaps and make connections 

At the same time, content gaps or overlooked opportunities may exist that were not initially on your radar but align with your existing approach. Identifying these unmet needs allows you to serve an audience that lacks a dedicated media outlet, providing coverage that fills an information gap. 

Bridging the gap for practical and effective audience growth is a distinct challenge and a responsibility that requires breaking from outdated assumptions. It means rejecting the idea that audiences share the same knowledge and context as those working in journalism. Industry insiders often take their expertise for granted, leading to content that fails to connect. Audiences bring different experiences, perspectives, and levels of understanding. Trust and engagement grow when news organizations listen, adapt, and present information in ways that reflect the realities of the people they serve. 

Audience development is about making journalism accessible through collaboration, research, a deep understanding of the reader base, and a thoughtful storytelling approach. Strong reporting bridges divides, challenges misinformation, and gives people something worth investing in.  

If we assume that others already know what we know in journalism, we fail to recognize the gaps in understanding that weaken trust and engagement. Our job is not just to inform but to bridge those gaps and meet audiences where they are – to help get them where they want to be.  

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He was asked about the macroeconomics of Hollywood, particularly how streaming has affected the subjective quality of content compared to decades ago. Damon explained how DVDs once generated huge revenue, allowing studios to take more creative risks because they could rely on profits from DVD sales after a film’s theatrical release. He shared an example from a studio executive who explained that making a movie would, in theory, cost $25 million, with another $25 million for print and advertising. Gross box office receipts are then split with theater owners, who typically keep about half. This structure means the film would need to earn around $100 million just to break even or beginning to even discuss profit.  

Safe bets versus experimentation and adaptability

This hit me close to home, even though I’m in a different industry. It made me think about how the news media industry has also undergone drastic changes due to technology, shifts in audience consumption habits, and declines in traditional revenue streams like print subscriptions and classified ads. Both industries now take fewer risks in unpredictable environments, arguably leading to a drop in content quality and diversity. While exceptional work is still produced, the shift toward safer, commercially viable content is evident. Yet the evolving landscape hints at a future that demands a more integrated and adaptive approach.  

Hollywood content creation, as Damon suggests, centers on box office hits that drive significant revenue in their theatrical run. In news media, revenue reliance is on digital ads, subscriptions, and paywalls.  

Damon’s discussion of the economics of film made me wonder: What’s the new “DVD-sales” for the news media industry? What will create sustainable revenue beyond conventional methods? As technology advances, I believe the solution is in building new models that effectively leverage current tech and audience trends to offer long-term financial stability. 

While traditional news content remains important, it’s clear that audience expectations constantly evolve. Technology unlocks new possibilities which organizations must experiment with to master. At the same time, communities and influencers are reshaping how audiences connect with news. To stay relevant, news media has to adapt to these changing consumption patterns and provide deeper engagement. It’s time for journalism to meet these evolving demands, focusing on the key areas that will define the future of news and become the industry’s new “DVD-sales.” 

Diverse and individualized identity in media 

As audience preferences evolve, identity and self-representation are becoming central to media consumption. People no longer want just content—they want content that reflects their values and creates a sense of belonging. Subscriptions, affiliations, and donations have become extensions of personal identity, allowing individuals to support causes, movements, or news platforms that align with who they are or aspire to be. This shift is empowering. It fosters deeper connections between the audience and the media. However, it requires representation and relatability.  

Audiences increasingly seek a voice in the content they engage with. Community-led journalism and immersive experiences meet this demand by offering behind-the-scenes access, deeper insights into investigative reporting, and platforms for expressing concerns and successes within communities. These media-driven town halls—both in-person and virtual—create spaces where passion and substance shape the conversation. Historically, community-led journalism has also empowered underserved groups. It gives them ownership of their stories, fosters empathy, and reinforces a sense of identity as individuals see themselves reflected in the content. 

Mission-driven partnerships 

As audiences seek media that reflects their authentic selves, corporations and philanthropic organizations are aligning with news outlets that share their values to forge impact-driven partnerships that open new revenue opportunities for news media. These partnerships—particularly with philanthropic foundations, renewable energy companies, and organizations focused on health and sustainability—fund journalism with shared societal goals. Rooted in corporate social responsibility, they empower journalism to deliver objective reporting while driving meaningful social change.  

 By supporting investigative journalism, documentaries, and projects that resonate with consumers’ values, these partnerships enhance engagement and create a sustainable, mission-driven funding model. And companies that invest in media that align with their core values forge deeper connections with consumers who see these efforts as an extension of their own identities. This trend could shift news revenue models from short-term advertising to long-term, scalable partnerships, offering a significant and exciting opportunity for the future of news media. 

Transformative role of technology 

While sticking with the tried-and-true tactics may seem like the safe bet, the industry will need to reinvigorate its spirit of innovation and risk to best connect with ever-evolving audience expectations.  Technology has empowered today’s audiences to be more authentic by providing quicker access to information and more immediate ways to explore their interests. Information access helps people understand themselves and the world around them with greater speed and depth.  

Newsrooms can harness this shift by embracing immersive reporting through interactive experiences like AR and VR, which allows individuals to step into different perspectives, fostering empathy and engagement. These immersive technologies, from placing reporters on the front lines to using interactive learning platforms, enable audiences to connect more deeply with content, helping them refine their views and consider how they want to contribute or enact change.  

The real breakthrough, however, is in AI’s role in driving personalized engagement. AI allows news organizations to deliver hyper-personalized content based on individual habits and preferences, a process once manual and time-consuming. With AI-enhanced data insights, organizations can understand their audiences at a granular level, offering timely, relevant, and highly customized content. This deeper connection with consumers anticipates their needs and creates impactful experiences, potentially transforming how news is consumed and delivered. 

The road ahead for media revenue

So where is this all leading, and how does this become the new “DVD-sales” for news media? The answer lies in a transformative, identity-driven, community and tech-powered ecosystem where audiences help shape the content. This approach will foster loyalty and create scalable, sustainable revenue beyond traditional ads and subscriptions. By leveraging the combined power of community and technology, news organizations can form partnerships with purpose-aligned entities, redefining how journalism is funded and experienced. 

I envision a digital platform where users actively participate, voting on story ideas or contributing content in an environment that tackles local and global issues. With AI and data-driven personalization, users can receive tailored content and news organizations can create high-demand immersive experiences like virtual town halls. 

 If you’re wondering how these ideas translate into reality, take a look at City Bureau in Chicago, which is already putting some of them to work. This journalism lab is reimagining local media by equipping communities to address information inequity. Their Documenters program trains and pays residents to cover local government meetings, boosting transparency and citizen involvement.  

This concept upholds journalistic integrity, ensures accuracy and drives meaningful community involvement. It integrates the community into the editorial process without compromising professional standards. The approach builds authentic connections and strengthens trust, which is crucial for attracting corporate sponsorships and philanthropic partnerships. No, it does not come in a handy book-sized package like the DVD. However, this is a model that puts the audience at the center to build a sustainable model through experimentation in how the news is made, delivered, and funded.  

The post Redefining media revenue: the search for new ‘DVD sales’ appeared first on Digital Content Next.

A Spring 2023 Harvard Youth Poll reveals that young Americans prioritize economic concerns like inflation, healthcare, housing, and job availability, alongside social justice and environmental issues like reproductive rights, climate change, and immigration. This focus mirrors global trends. However, traditional media coverage often falls short on these topics. The rise of “alternative platforms” and the demand for short, relatable, and authentic content signals a broader shift in news consumption. Furthermore, Gen X’s declining interest and the perception of traditional media content as distant, pedantic, and delivered on outdated platforms underscore the need to completely rethink how we deliver news.

Despite the challenges, a bright future awaits news media built on growth and audience engagement. The key lies in a shift towards hyper-local coverage. This doesn’t mean abandoning national and global news. Rather, it means prioritizing content that resonates with the local audience. Imagine relatable journalists delivering stories on local issues through engaging formats like social media posts, listicles, explainers, and high-quality video content. This focus has demonstrably built loyal readership and increased audience size for news organizations around the country.

A decline in news interest among Gen X and Millennials, as reported by the Pew Research Center, and a growing preference for authenticity in news presenters, according to Reuters 2022 Digital News Report, paint a clear picture of the current news consumption landscape. Addressing these audience preferences and tailoring content to local issues can foster greater trust and engagement with news media.

The solution seems straightforward: connect the dots between state or regional events and their impact on local communities. However doing this effectively is harder than it seems. News outlets must transition from high-level reporting to a more responsible and objective approach. This means translating complex issues into clear, concise explanations that highlight the specific impact on people’s daily lives. For example, a national story on rising gas prices might be tailored locally to show how much transportation costs have increased in your city and how residents are coping.

Take, for instance, the Miami Herald’s recent spring climate change article on sea levels rising.  This article uses multimedia storytelling to explore the rising sea level’s impact on Miami, a city particularly vulnerable to coastal flooding. The article features data insights from local scientists and researchers and explains how climate change is affecting the city’s infrastructure and communities. By connecting the global threat of climate change to the specific challenges faced by Miami, this article highlights the urgency of addressing sea level rise. This focus on local impacts can potentially empower younger audiences to engage with the issue in their city, and “actionability” is something that is particularly resonant with this group.

As we navigate the evolving media landscape and changing news consumption habits, traditional media must redefine its role. It should not only inform, but also serve as a vital resource for today’s and tomorrow’s generations. This shift is crucial for both local and national news outlets as they strive to bridge the generational gap and earn trust.

Younger audiences increasingly seek news that offers practical and useful information for their daily lives. This demand highlights the need for journalism to evolve beyond reporting. News organizations must provide guidance and resources on various topics, offering actionable insights that empower readers.

The challenge lies in transforming news into actionable resources that not only inform but also empower and engage audiences. Organizations like NPR have shown the way by expanding their coverage to include comprehensive guides and interactive tools on topics like financial planning and mental health resources. These resources equip readers to make informed decisions and take meaningful action based on factual reporting.

By providing practical resources alongside factual reporting, news organizations can empower readers with deeper understanding and the tools they need to take action. This ensures content remains informative while upholding journalistic integrity. In an era where accessible knowledge and meaningful impact are highly valued, this approach fosters informed decision-making and strengthens audience engagement.

Embracing hyper-local coverage and authentic storytelling will enable news organizations to bridge the chasm that separates them from Gen X and Millennials. Focusing on issues that directly impact these audiences’ daily lives fosters a sense of relevance and connection. Authentic voices, relatable formats, and clear explanations that empower readers with actionable insights will cultivate trust and engagement. This also translates to a more valuable audience for advertisers, potentially leading to increased revenue streams.

In essence, a focus on local issues and a commitment to genuine storytelling that makes issues personally relevant represents a strategic investment in the future of news. By prioritizing content that resonates with younger generations, news organizations can not only ensure their long-term sustainability but also cultivate a more engaged and informed citizenry. A future where news is relevant, sustainable, and fosters meaningful connections between audiences and journalists is entirely within reach.

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The experience also helped me understand how important it is to break the cycle of complacency that stands in the way of radical transformation. This mindset – and need for change – applies to the media industry too.

As I recently wrote, I believe that restoring our confidence, our faith in the power and promise of the media industry is the first step towards transformation. Confidence in the news media industry means embracing change, listening to our audience, and delivering information that serves the greater good. It’s a challenge, but one we must confront to remain a relevant and trusted sources of information.

To rebuild trust, we must immerse ourselves in understanding our audience’s needs and concerns. But, while surveys and feedback loops offer insights, they’re only effective if we act upon them. We can’t rely on old slogans or assume we know what’s best for our audience. Instead, for true transformation, the media industry must evolve, adapt, and truly engage with those we serve.

Thinking through the challenges we face in rebuilding confidence as the news media – and trust in the news media – it’s clear that aligning traditional journalistic values with evolving consumer expectations is no easy task. Nowadays, people are inundated with information from various sources, making them more discerning (or even polarized) about what they believe. They’re not just looking for facts; they want information that validates their worldview. This presents a daunting hurdle for journalists. However, it’s crucial that we remain steadfast in our commitment to truth and integrity. While we must evolve to meet the needs of our audience, we must also stay true to our core principles.

Action is essential for media transformation

A crucial step in rebuilding trust and confidence in news media involves identifying community issues and presenting potential solutions. While journalism informs us about various issues, there’s an opportunity to go beyond sensationalism and focus on actionable steps towards resolution. This approach not only empowers our audience, but also fosters advocacy and drives real change within society.

Throughout history, news media has played a pivotal role in catalyzing social change. For example, the Montgomery Advertiser, a local Alabama paper that documented and supported the year-long Montgomery Bus Boycott. Their coverage empowered the Black community, brought national attention to the issue of segregation, and ultimately played a part in desegregating public buses. This is the legacy we must strive to uphold.

It’s essential to recognize this power we hold as media and leverage our platform to continue advocating for truth and altruism. By rebranding ourselves as agents of positive change, dedicated to objective reporting and proactive problem-solving, we reaffirm our commitment to serving the public good and recapture our confidence. However, to achieve this vision, we must embrace a dual mindset. We need to evaluate our existing practices critically while fostering a culture of innovation and adaptation.

As someone who values the importance of taking risks, I believe that stepping out of our comfort zones and embracing innovation is essential. By doing so, we can develop products and processes that resonate with today’s audiences, delivering value in impactful ways. It’s time to redefine our approach, embrace change, and chart a course towards a vibrant and sustainable future for news media. Though the challenges may be significant, the potential rewards of a thriving, trusted news industry are immeasurable.

Trust and transformation

Just as a willingness to tackle a basement project unlocked surprising potential, fostering a culture of innovation within news organizations will help us find the way forward. Media transformation starts with leadership—creating an environment where fresh ideas can flourish, not wither under the weight of tradition. This culture of innovation isn’t just beneficial; it’s essential for our long-term sustainability and profitability.

I’ve witnessed firsthand how a lack of openness to new ideas stifles growth and innovation within organizations. Despite overflowing with potential revenue streams, some organizations remain stagnant due to a resistance to change. However, by creating committees dedicated to exploring new possibilities, encouraging brainstorming sessions that welcome even the most “out-there” ideas, and fostering an atmosphere of trust and respect, organizations can unlock their full potential.

Without this culture of innovation, organizations risk stagnation and irrelevance. They risk losing valuable assets—both in terms of talent and revenue opportunities—to competitors who embrace bold strategies and innovative thinking.

Explore new frontiers

Here’s where innovation gets exciting. Imagine news content that isn’t just informative but truly engaging because it leverages new storytelling techniques. Consider multimedia formats such as data visuals, video, podcasts, and other interactive audience components. These approaches don’t just make for an engaging experience; they can make complex issues accessible to a wider audience.

Furthermore, fostering a culture of innovation allows us to humanize the journalists behind the stories. By featuring stories or even more personal or longer bios about the dedication and passion of those who strive to deliver accurate information, we can rebuild trust and connect with our audience on a deeper level. People want to know the faces and stories behind the news. Showcasing the human element of journalism can go a long way in fostering trust.

We must also find ways to showcase the true impact of journalism. By highlighting investigative reports that led to positive change, we can demonstrate the power of journalism to make a difference in society. When audiences see real-world examples of how journalism has improved lives or held powerful institutions accountable, it strengthens their understanding of the vital role the news media plays in a healthy democracy.

Proactively communicate media transformation

To thrive in the ever-evolving landscape of news media, we must flood the market with our message. Message saturation will define our success in the coming decades. If we don’t take ownership of our narrative, others will shape it for us, potentially in ways that don’t reflect our values or contributions.

It’s crucial to convey that news media is not the enemy; we play a vital role in society’s development, understanding, information and speaking truth to power. By articulating our role, we position ourselves for growth and progress on our terms. This foundation is essential for restoring confidence, as it shapes public perception of who we are and what we stand for. While we may already know our identity and purpose, the sheer volume of information available today requires us to actively engage with our audience. We must strike a balance between confidence and visibility to maintain our relevance and influence in the marketplace. Otherwise, we risk being overshadowed by the constant influx of information.

Navigating the complexities of rebuilding trust and relevance in the news media industry, one thing remains clear: confidence is key. It’s not just about embracing change or asserting our importance; it’s about believing in our ability to make a difference.

By fostering a culture of innovation, embracing new storytelling techniques, and actively engaging with our audience, we can reaffirm our commitment to truth, integrity, and the greater good of democracy. With confidence as our cornerstone, we can chart a bold course toward a vibrant and sustainable future for news media. Though the challenges may be daunting, our belief in the power of journalism to inform, inspire, and empower will propel us forward.

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My grandmother’s home was built in the early 1900s and it bore the marks of time, including structural issues and flooding. Amidst the turmoil and events following my parents’ divorce, I yearned for a project to occupy my mind and hands. Armed with carpet, paint, screws, and lumber, I set to work, determined to transform the basement into a sanctuary of sorts. My goal was simple: to bring a smile to my grandmother’s face.

In retrospect, that time holds a mix of emotions. While the project provided a temporary escape and a sense of purpose, I now recognize its limitations. Despite my efforts, the temporary facelift I offered couldn’t mend the home’s deeper issues. Over the following 25 years, the house fell into disrepair, succumbing to floods and neglect after my grandmother’s passing.

Reflecting on this experience, I can’t help but draw parallels to the state of the news media industry. We, too, seem focused on mourning a historic structure that is no longer sound. While it is better to take some action than none, we can’t restore news media revenue through superficial updates. It’s high time we find the confidence to undertake a radical remodel.

The news media’s confidence gap

Despite producing valuable content and abiding by high journalistic standards, trust in the news media has eroded in the face of rampant misinformation. In the wake of this decline, consumer engagement plummets, subscriptions struggle, and advertising revenue dries up. This is underpinned by a stinging irony. We possess the potential to be bastions of truth, yet our message lacks resonance with both subscribers and advertisers because of a fundamental question: Do we truly believe in our own value?

A recent study by the Pew Research Center paints a concerning picture. Public trust in news media is declining, mirroring a broader trend of declining trust in institutions. Several factors contribute to this erosion, including the rise of misinformation online and a shift in news consumption habits. Consumers are bombarded with information from various sources, making it difficult to distinguish fact from fiction.

However, the study also offers a glimmer of hope. People are more likely to trust news outlets they feel a personal connection with. This highlights a crucial strategy for the news media to rebuild trust: fostering a sense of community and focusing on local stories that resonate with readers.

Here’s the crux of the matter as we seek to rebuild news media trust and revenue: confidence is the missing piece. We can’t project strength externally if we doubt it internally. We resemble a once-grand home, its foundation weakened, its purpose in some ways forgotten. It’s time to rediscover our core values and embark on a comprehensive renovation, one built on a foundation of unwavering confidence.

It is time for the news media to take action

Throughout my tenure in the industry, I’ve noticed a pervasive tendency to operate solely on the defensive. However, a recent insight from an editorial leader resonated deeply with me: it’s time to stop playing defense and start playing offense.

This call to action struck a chord because it underscores our urgent need to break free from conventional approaches. Too often, we find ourselves caught in the whirlwind of day-to-day operations, constantly putting out fires and mitigating losses. This reactive mindset inevitably leads to painful layoffs and compromises the quality of our journalism.

My grandmother’s basement would have fallen into dilapidation even faster if I hadn’t taken action. And it helped me regain some of my personal confidence at a challenging time because action breeds confidence. As an industry, going on the offense will help us seize control of our destiny.

This proactive approach requires us to move beyond simply reacting to challenges. It demands we undertake a strategic shift that empowers us to stop only playing defense and start playing offense. We must confront issues head-on and unlock the full potential of revenue strategies that lie dormant within our news media organizations.

Revenue experimentation and diversification

One strategy that has captured my attention in rebuilding revenues is sponsored content. When executed effectively, sponsored content can be a powerful tool that serves audiences and the bottom line. For example, partnering with local businesses to sponsor informative content about financial literacy or health generates revenue and provides valuable, niche content to our audience. That in turn builds trust and strengthens our community focus. Sponsored content should be clearly labeled and adhere to strict editorial guidelines to differentiate it from traditional reporting. This transparency illustrates our commitment to ethical journalism and further builds trust with audiences.

Going on offense also means consistently communicating the narrative of what we represent to our core audiences, to our communities, and to democracy itself. We are the watchdogs, the truth-tellers, the vital link that empowers citizens with the information they need to participate. This is a story we need to tell consistently and with unwavering conviction.

The same proactive approach applies to our role as advertising partners. Sponsors aren’t just a revenue stream – they’re potential partners in progress. By demonstrating the engaged demographics we reach and the lasting impact advertising can have within our platforms, we become trusted allies in achieving their marketing goals. This shift in perspective – from passive recipient to active collaborator – is key to forging mutually beneficial relationships.

This type of strategy should also lead to increased audience engagement, positive feedback on content, and a rise in subscriptions or memberships – all indicators that we’re moving in the right direction to improve news media trust and revenue. Ultimately, we can measure success through our ability to regain public trust, elevate our journalistic standards, and secure a sustainable future for our organization.

Reflecting on my grandmother’s home, I can’t help but feel a sense of regret for what could have been. Yet, I’m reminded that in our industry, we have the chance to make a real impact, to enact change, and to revitalize our role in American society.

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Coaching and consulting with burgeoning media leaders have opened my eyes to the intricate dance between revenue strategies and editorial excellence. Unfortunately, it is often awkward. But it doesn’t need to be. In fact, from what I’ve seen in successful media organizations, both sides showcase their individual skills when they perform in a smooth and elegantly choreographed routine that they perform together.  

Through my work as a coach, and the conversations I have had with brilliant leaders on both sides of the business, I have identified four distinct insights that may help steer future conversations around how content and revenue leaders collaborate and strategize on sustainable revenue growth. These insights illuminate areas where our traditional practices and a legacy perspective might still create a barrier to progressive momentum. 

Though I admit that it’s not as widespread a problem as it once was, the relationship between revenue and editorial can have contentious undertones. The good news is that collaboration has become more commonplace, particularly when all parties embrace and acknowledge our industry’s challenges, share a common organizational mission, and understand each other’s perspective. 

Tighten your internal ties 

Before delving in, I want to emphasize my understanding of, and respect for, the delicate balance between journalistic integrity, advertising, and revenue. I’ve built a career steeped in strong newsroom relationships, bridging the gap between editorial and advertising without encountering stark divides. However, I’ve always noticed a subtle barrier that, with experience and perspective, may unlock significant revenue opportunities. Rather than erode boundaries, I propose fostering stronger internal relationships. 

For example, forming a revenue and content growth task force can lead to healthy collaboration on new formats, series, or projects involving editorial, advertising, and marketing teams. This approach provides editorial leaders with a comprehensive perspective on contemporary revenue development strategies and imparts a strong understanding of journalism practices for revenue personnel. 

Cross-departmental collaboration promotes a shared purpose and mutual respect. Sales personnel gain pride in achieving revenue goals, all while learning to better appreciate editorial’s role and objectives. All leaders begin to understand the teamwork required for resource acquisition. Collaboration fosters empathy and understanding and promotes the overarching goal of effectively serving the community. When the entire team brings their skills to bear on revenue ideas, everyone wins.  

An opportunity for creative business solutions 

Balancing content and revenue generation poses challenges for leaders across various domains, particularly impacting news media startups that have largely been shaped by editorial approaches. While logic, fact-finding, research, and creativity are shared between revenue and editorial leaders, transitioning from an editorial to a revenue focus requires a significant mental adjustment. The unwavering dedication of editorial leaders to top-notch journalism often clashes with the different mindsets essential for effective revenue generation. Even when editors are committed to revenue development, navigating the intricacies of revenue may feel less natural. 

In my coaching experience with smaller news organizations, the critical need to balance between revenue and content discussions became starkly apparent. However, it’s important to note that, especially at the start, not all news organizations have personnel dedicated to revenue development. 

If the business side of the organization has not been fully developed at startup, consider contracting or hiring revenue or sales development support. Interestingly, supporting the development of the business side in this way can provide a constructive framework for collaboration. You can emphasize the importance of bridging the gap between editorial and revenue development. Rather than focus on the creation of traditional silos, teams can be built that work together on a common goal from the outset. This adaptability is increasingly vital to speak with a unified voice and navigate industry challenges seamlessly, accommodating both editorial and revenue progression. 

Unpack the guilt and cynicism around revenue  

Discussing the intersection of journalism and revenue unearthed a range of emotions among the editorial leaders I coached. What really stood out was editorial feeling some guilt around revenue, or sense of revenue representing a necessary evil. 

To combat these feelings, emphasize the role of revenue in sustaining a media organization’s mission and the value of fostering community partnerships. It helps to acknowledge the historical context (cases in which the line between quality content and the demands of advertisers were blurred), but it is ok to reject this as a blanket concept.   

Encourage editorial leaders to recognize sponsors and readers as integral to the community and the organization, deserving of respect and appreciation. The authenticity of relationships with sponsors and subscribers is crucial. If this connection is inauthentic or superficial, it may compromise trust and hinder revenue, growth, brand awareness, and stunt progress.  

Revenue is… donations, subscribers, advertisers and more  

I’ve observed a growing interest in donation-based reader revenue models, within non-profits and some for-profit organizations. However, there are potential limitations in these models’ longevity, growth, and expansion. While I recognize the strategic value of reader-support, particularly for non-profits, the term “one-time donation” inherently implies a finite nature. This can suggest hesitancy or lack of confidence in the long-term sustainability of the mission. 

In fact, recurring or regular donation cycles are critical to support the ongoing health of a media endeavor. For these appeals, it is essential to reiterate and communicate the news organization’s benefits and impact and emphasize its significance for the audience within the community.  

Encourage and invite audience support, not just for sustainable journalism as an abstraction, but as an investment in the local news organization in order to benefit the entire community. This shift relies on building the belief in reciprocity, where the news organization consistently communicates its impact, showcasing changed lives and areas for improvement. Aligning values, mission, and community outlook facilitates a more feasible and strategic transition to ongoing support, over one-time donations.  

Explore sponsored content versus traditional display 

In almost every organization I’ve had the privilege of coaching or consulting with, the initial conversation often concerns the need to understand better or develop media kits and rate cards. What remained consistent, particularly in working with editorial leaders, was a belief that the rate card and media kit were essential for revenue generation. This is true – to an extent.  

However, it was intriguing that a majority of editorial leaders either held a slight contempt or outright rejected many traditional display advertising norms associated with standard news websites. I understood concerns about balancing reader experience and advertising. However, the challenge wasn’t developing tools; it was a lack of confidence in securing enough sponsorship opportunities compared to competitors due to reluctance toward traditional display advertising. 

In some cases, where organizations already had a media kit or rate card, I observed that much of the information focused solely on the publication itself. While this approach is common and traditional, a more nuanced strategy is more effective in communicating how a media organization can collaborate with advertisers for success. Yes, it is important to describe the mission of a publication, its demographics, and importance to the community. But what will stand out to advertisers is that the entire organization is comfortable with, and will collaborate on, branded or sponsored content campaigns.  

This approach highlights editorial leaders’ skill in identifying and seizing opportunities, especially concerning the balance between engaging readers and attracting revenue. Sponsored or branded content opportunities illuminate a path forward in which editorial works with sponsors that align with the news organization’s mission and can serve as valuable resources for the audience. Leveraging content for sponsored opportunities can be positioned as offering a guiding resource for the audience. And anything that truly serves the audience is key to resilience, retention, and sustainable revenue growth— which often differs from traditional display advertising. 

Build sustainable media revenue through collaboration 

While revenue and editorial teams have distinct focuses, collaboration can unlock new opportunities and positive change. Recognize the challenges and thought processes of these differing roles while also focusing on their shared narrative and objectives.  

News leaders contribute to a greater mission within our communities. But we face significant hurdles in building revenue solutions that will sustain these valuable resources. As I work with news startups, as well as established media organizations, it is clear that there are sparks ready to ignite. And it is good to know that I’m not alone in this journey, ready and excited for what lies ahead.  

About the author 

Richard E. Brown is a recipient of the News Media Alliance Rising Star award. He previously served as the director of renewals and digital sales strategy at LPi and held the position of director of digital operations and sales at the Milwaukee Journal Sentinel. Recently, he was the head of digital subscriber churn for Gannett | USA Today Network and is currently the senior director of retention for The Daily Beast. Additionally, Brown is a member of the board of directors for the Wisconsin Newspaper Association Foundation, a monthly columnist for Editor & Publisher magazine, a contributing writer for Digital Content Next, a revenue sustainability coach for Local Independent Online News (LION Publishing), and the owner of RE Media Holdings, LLC. 

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