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Going Through Changes

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In life, people are creatures of habit. We prefer routine and being comfortable. Everything from when we wake up, shower and grab a cup of coffee, to making our commute into work and listening to a radio show to provide us a mental distraction from the chaos that lies ahead.

IMG_4815While the individual is always in control of their sleep, shower and coffee schedule, the same can’t be promised when it comes to listening to a radio show or working in the radio industry. That’s because the media business is faced with change on a regular basis. It’s not much different than professional sports. Remember, Brett Favre, Peyton Manning, Joe Montana and Jerry Rice all wore different jerseys at some point in their careers.

I raise that example because it’s one of the unavoidable situations that comes up when you work in this business. Anybody who works in programming knows that we’re in the business of generating ratings with the audience. Expectations are set, strategies are created, talent are secured and it’s all done to hopefully generate excitement with an audience and regular tune-ins each day. If all goes according to plan, the ratings will grow and advertising dollars will follow.

change-nothingBut what happens when the ratings don’t grow? Or when they rise for 2-3 shows on your radio station but not for one of your other shows? That’s where the most feared word in media comes into play – “change“!

It’s easy to say “give a show time” and that’s always been my mentality when crafting shows. I believe that most programs need 18-24 months to become consistent with an audience. In some cases I can tell much quicker that the show isn’t going to work but when I hire a show I go in with the mindset that it’ll take some time to win over the crowd.

However, just because you give something time, doesn’t mean it will reach the level that you need your brand to ascend to. If the show isn’t able to perform to the level that you’ve determined is going to be needed to justify continuing it, then at some point whether it’s easy or difficult, you’re going to have to deal with making changes.

changekeyI’ve told some of my producers over the years that if I lose them at some point in their careers, I want to lose them to bigger career opportunities. It feels great to know you’ve worked with someone and helped them grow and as a result, another company wants to invest more in them and give them bigger responsibility. The worst part is having to cut ties with someone because they haven’t performed or delivered the necessary results.

You’d be amazed at some of the situations that come up and require parting ways from people. From people stealing lunches out of the refrigerator to people showing up late and sleeping on the job to people lying and undercutting their peers to countless other stupid things that cause a person to lose respect and opportunity from an employer. While sports radio may be fun and a labor of love for many who work in it, people still are human and poor decision making happens to all of us at some point.

When it comes to on-air talent, the leash is usually longer. A lot of executives will put up with a lot of headaches if a talent is delivering ratings and revenue. Even things that are unacceptable in many other professions often get swept under the rug for someone who can be a difference maker in this industry.

Speaking for myself, before I cut bait with a host or show, chances are given and conversations are had. I’ll go through numerous things from changing the content direction of a show to changing the clock to conducting listener focus groups to asking for feedback from the host(s) about why they believe they’re not delivering ratings and what we can do better to be more successful. Once those avenues are explored, then it’s my job to promote the program and support the people doing it and it’s their job to execute and help us generate stronger audience numbers.

changeisgonnaWhile all involved may have the best of intentions, sometimes even after those discussions and adjustments, shows still don’t connect. When they don’t, nobody beats themselves up over it harder than I do. I’m sure many fellow programmers can relate. The last thing you want to do is tell somebody they have not performed to the level that’s required and as a result a change is necessary. But when you sign on to run a radio station, this is part of the job description. You can’t be a leader and have success if you’re afraid to deal with adversity and change.

When these situations occur, blame goes all the way around. The PD instantly becomes the bad guy and everyone inside and outside the building has their opinions on what’s going on. It becomes the companies fault, the ratings systems fault and everyone else’s fault and listeners will often react negatively due to the fact that a change is happening.

etuYou can’t as a host or programmer blame the audience and ask “why didn’t you listen more“? You can’t blame the advertisers and ask “why didn’t you spend more“? You can’t blame Nielsen and ask “why didn’t you provide more meters to people who like what we do“? You can only do one of two things, pick yourself up off the ground and find the next opportunity and make your last employer regret letting you go or sit in sorrow and blame the world for what happened.

I went thru this myself back in 2008. I programmed a radio station 590 The Fan in St. Louis which had a great thing going on when I arrived in 2006. The Cardinals reaching the WS that year certainly didn’t hurt business either. Over the next few months, budget cuts, employee dissatisfaction and lack of corporate support would lead the radio station down the drain and I’d become the fall guy for it because after all I was the face of the franchise.

changefearIt was hard to accept that back then because I believed in my abilities and my desire to win but in the grand scheme of things, we were beaten before we ever hit the airwaves. I didn’t see that when I accepted the job but I did after I stepped back, removed my emotion from the situation and figured out how I’d learn from it going forward.

When I received my next opportunity as programmer of 101 ESPN in St. Louis, I made sure I knew I’d have better corporate support and a General Manager who believed in me and the confidence that was instilled in me allowed me to focus on what I do best and fortunately thanks to hiring a lot of smart and talented people and supporting them, the station became a smashing success. The product became #1 for sports radio listening in the market and reached a level of being the 2nd highest rated sports station in the country during one particular month in 2010.

Today I sit in San Francisco where I program 95.7 The Game. In this market, my brand is the underdog taking on a heritage sports radio brand that has the Giants, 49ers and Warriors games on their air and they’ve rode the success of play-by-play to the top spot in the market for well over 20 years. When we built this station, we didn’t launch with the expectation that we’d beat our competitor in the ratings in the first couple of years. We launched with the mindset of hiring dynamic talent and building a strong and viable brand that in time could work it’s way up towards the top.

changeSetting realistic expectations is important because you don’t overtake strong brands in 1-2 years just because you’ve arrived and presented talent and a vision that you believe is superior than the competitor. If it was that easy and that formula worked that fast, I’d have already retired. You have to have a strong strategy, know where opportunities lie in the market, create a plan that will consistently show growth and establish what makes you unique to the market. When you go from 25th to as high as 6th in the span of 3 years, that’s a sign that you’re on the right track.

Since I’ve been here, we’ve shown that we will not be afraid to introduce new talent, take risks and change course if things aren’t working. One thing I always enjoy is hearing our current listeners criticize or compliment the work previously done by Brandon Tierney, Eric Davis, Sean O’Connell, Ric Bucher, Aubrey Huff and The Rise Guys. A few years ago these were foreign names to Bay Area sports radio fans and had we not taken a chance to put them on the air and introduce them, people would not have had opinions of them. Clearly they all had tremendous talent and whether the feedback on them was good or bad, it showed that new voices with strong talent, can connect in a market like San Francisco.

While one could play devil’s advocate and criticize us for not being consistent, the fact of the matter is that when you’re in the driver’s seat in a market, it’s your job to keep a winning product consistent and lock up the things that are most important to your success until you’re forced to adapt. In our case, we’ve got to keep growing to eventually cause bigger disruptions and change long-term listening habits. If that requires adjusting as we go, then that’s what we’ll do. During the past 9 months our radio station has had its highest ratings run and had we not made changes I’m not sure if that would be the case. That can certainly be debated but in a business that is judged by results, the numbers don’t lie.

changesextraChange is never easy for people but it’s a part of life (especially the media business) and I often find that I work best when I’ve got my back up against the wall. I think that you learn a lot about people in this business when the pressure is on and decision making is critical. It’s in most people’s nature to try and find a way to return to a place of comfort rather than enter foreign territory but sometimes you’ve got to be willing to gamble and put your ass on the line in order to create bigger opportunities for your brand.

When I look across the sports radio landscape, I see tons of stations who have not been afraid to take risks and as a result, have been rewarded for it. From The Score in Chicago to 710 ESPN in Seattle to 680 The Fan in Atlanta to Arizona Sports 98.7 FM in Phoenix. All made changes and continue to perform strongly. The same can be said for 101 ESPN in St. Louis, The Fan in Dallas, WEEI in Boston and The Fanatic in Philadelphia. All of these stations have continued to thrive despite dealing with change and there are plenty of others who could easily be on this list.

stephenabaylessLook at sports television and you’ll see the same. Over the past 5-10 years Monday Night Football switched from a 3-man booth to 2-man booth, First Take went from rotating hosts to using Stephen A. & Skip, Jerry Rice, Emmitt Smith and Michael Irvin left ESPN while Chris Carter, Keyshawn Johnson and Ray Lewis signed on and Football Night in America lost Tiki Barber, Jerome Bettis and John Madden but added Hines Ward, Tony Dungy, Rodney Harrison and Chris Collinsworth.

Some may see making changes as showing a lack of consistency and that’s fair, but some also believe it’s necessary to stay ahead of the curve. From where I sit, I’d much rather take risk and fail trying to be great than stay complacent and wait to be picked off. It certainly seemed to work out ok for Favre, Manning, Rice and Montana!

Barrett Blogs

Would Local Radio Benefit From Hosting An Annual Upfront?

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How many times have you heard this sentence uttered at conferences or in one of the trades; radio has to do a better job of telling its story. Sounds reasonable enough right? After all, your brands and companies stand a better chance of being more consumed and invested in the more that others know about them.

But what specifically about your brand’s story matters to those listening or spending money on it? Which outlets are you supposed to share that news with to grow your listenership and advertising? And who is telling the story? Is it someone who works for your company and has a motive to advance a professional agenda, or someone who’s independent and may point out a few holes in your strategy, execution, and results?

As professionals working in the media business, we’re supposed to be experts in the field of communications. But are we? We’re good at relaying news when it makes us look good or highlights a competitor coming up short. How do we respond though when the story isn’t told the we want it to? Better yet, how many times do sports/news talk brands relay information that isn’t tied to quarterly ratings, revenue or a new contract being signed? We like to celebrate the numbers that matter to us and our teams, but we don’t spend much time thinking about if those numbers matter to the right groups – the audience and the advertisers.

Having covered the sports and news media business for the past seven years, and published nearly eighteen thousand pieces of content, you’d be stunned if you saw how many nuggets of information get sent to us from industry folks looking for publicity vs. having to chase people down for details or read things on social media or listen to or watch shows to promote relevant material. Spoiler alert, most of what we produce comes from digging. There are a handful of outlets and PR folks who are great, and five or six PD’s who do an excellent job consistently promoting news or cool things associated with their brands and people. Some talent are good too at sharing content or tips that our website may have an interest in.

Whether I give the green light to publish the material or not, I appreciate that folks look for ways to keep their brands and shows on everyone’s radar. Brand leaders and marketing directors should be battling daily in my opinion for recognition anywhere and everywhere it’s available. If nobody is talking about your brand then you have to give them a reason to.

I’m writing this column today because I just spent a day in New York City at the Disney Upfront, which was attended by a few thousand advertising professionals. Though I’d have preferred a greater focus on ESPN than what was offered, I understand that a company the size of Disney with so many rich content offerings is going to have to condense things or they’d literally need a full week of Upfronts to cover it all. They’re also trying to reach buyers and advertising professionals who have interests in more than just sports.

What stood out to me while I was in attendance was how much detail went into putting on a show to inform, entertain, and engage advertising professionals. Disney understands the value of telling its story to the right crowd, and they rolled out the heavy hitters for it. There was a strong mix of stars, executives, promotion of upcoming shows, breaking news about network deals, access to the people responsible for bringing advertising to life, and of course, free drinks. It was easy for everyone in the room to gain an understanding of the company’s culture, vision, success, and plans to capture more market share.

As I sat in my seat, I wondered ‘why doesn’t radio do this on a local level‘? I’m not talking about entertaining clients in a suite, having a business dinner for a small group of clients or inviting business owners and agency reps to the office for a rollout of forthcoming plans. I’m talking about creating an annual event that showcases the power of a cluster, the stars who are connected to the company’s various brands, unveiling new shows, promotions and deals, and using the event as a driver to attract more business.

Too often I see our industry rely on things that have worked in the past. We assume that if it worked before there’s no need to reinvent the wheel for the client. Sometimes that’s even true. Maybe the advertiser likes to keep things simple and communicate by phone, email or in-person lunch meetings. Maybe a creative powerpoint presentation is all you need to get them to say yes. If it’s working and you feel that’s the best way forward to close business, continue with that approach. There’s more than one way to reach the finish line.

But I believe that most people like being exposed to fresh ideas, and given a peak behind the curtain. The word ‘new’ excites people. Why do you think Apple introduces a new iPhone each year or two. We lose sight sometimes of how important our brands and people are to those not inside the walls of our offices. We forget that whether a client spends ten thousand or ten million dollars per year with our company, they still like to be entertained. When you allow business people to feel the excitement associated with your brand’s upcoming events, see the presentations on a screen, and hear from and interact with the stars involved in it, you make them feel more special. I think you stand a better chance of closing deals and building stronger relationships that way.

Given that many local clusters have relationships with hotels, theaters, teams, restaurants, etc. there’s no reason you can’t find a central location, and put together an advertiser appreciation day that makes partners feel valued. You don’t have to rent out Pier 36 like Disney or secure the field at a baseball stadium to make a strong impression. We show listeners they’re valued regularly by giving away tickets, cash, fan appreciation parties, etc. and guess what, it works! Yes there are expenses involved putting on events, and no manager wants to hear about spending money without feeling confident they’ll generate a return on investment. That said, taking calculated risks is essential to growing a business. Every day that goes by where you operate with a ‘relying on the past’ mindset, and refuse to invest in growth opportunities, is one that leaves open the door for others to make sure your future is less promising.

There are likely a few examples of groups doing a smaller scaled version of what I’m suggesting. If you’re doing this already, I’d love to hear about it. Hit me up through email at JBarrett@sportsradiopd.com. By and large though, I don’t see a lot of must-see, must-discuss events like this created that lead to a surplus of press, increased relationships, and most importantly, increased sales. Yet it can be done. Judging from some of the feedback I received yesterday talking to people in the room, it makes an impression, and it matters.

I don’t claim to know how many ad agency executives and buyers returned to the office from the Disney Upfront and reached out to sign new advertising deals with the company. What I am confident in is that Disney wouldn’t invest resources in creating this event nor would other national groups like NBC, FOX, CBS, WarnerMedia, etc. if they didn’t feel it was beneficial to their business. Rather than relying on ratings and revenue stories that serve our own interests, maybe we’d help ourselves more by allowing our partners and potential clients to experience what makes our brands special. It works with our listeners, and can work with advertisers too.

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Takeaways From The NAB Show and Six Days in Las Vegas

“I’m certainly not afraid to be critical but my enthusiasm for the NAB Show was elevated this year.”

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Six days on the road can sometimes be exhausting. Six days in Las Vegas, and it’s guaranteed. That was my world last week, as I along with more than fifty thousand people headed to sin city to take in the 2022 NAB Show.

The event didn’t draw as many as it had in the past, but after two years of inactivity due to the pandemic, it was good to be back. Judging from some of the vendors I talked to, the sessions I attended, and the feedback I received from folks I met with, though far from perfect, it was a solid return for an important event. Seeing people interact, celebrate others, and talk about ways to improve the business was a positive reminder of the world being closer to the normal of 2019 than the normal of 2020-2021. The only negative from the week, the consistent failure of Uber to appear in the right place at the right time. But that had zero to do with the NAB.

It feels like whenever I attend industry conferences, there are two different type of reviews that follow. Some writers attend the show and see the glass half full. Others see the glass half empty. I’m certainly not afraid to be critical but my enthusiasm was elevated this year. Maybe it was because BSM was a media partner or maybe it was due to the show not happening for years and just being happy to be among friends, peers, and clients and operate like normal. Either way, my glass was definitely half full.

For those who see events this way, it’s likely they’ll remember the numerous opportunities they had to create and reestablish relationships. They’ll also recall the access to different speakers, sessions, products, and the excellent research shared with those in attendance. The great work done by the BFOA to recognize industry difference makers during their Wednesday breakfast was another positive experience, as was the Sunday night industry gathering at The Mayfair Supper Club.

Included in the conference were sessions with a number of industry leaders. Radio CEO’s took the stage to point out the industry’s wins and growth, credit their employees, and call out audio competitors, big tech, and advertisers for not spending more with the industry. When David Field, Bob Pittman, Ginny Morris and Caroline Beasley speak, people listen. Though their companies operate differently, hearing them share their views on the state of the business is important. I always learn something new when they address the room.

But though a lot of ground gets covered during these interviews, there are a few issues that don’t get talked about enough. For instance, ineffective measurement remains a big problem for the radio business. Things like this shouldn’t happen, but they do. NBC and WarnerMedia took bold steps to address problems with TV measurement. Does radio have the courage to take a similar risk? That’s an area I’d like to see addressed more by higher ups.

I can’t help but wonder how much money we lose from this issue. Companies spend millions for a ratings service that delivers subpar results, and the accountability that follows is often maddening. Given the data we have access to digitally, it’s stunning that radio’s report card for over the air listening is determined by outdated technology. And if we’re going to tell folks that wearables are the missing ingredient for addressing this problem, don’t be shocked if the press that follows is largely negative. The industry and its advertising partners deserve better. So too do the reps at Nielsen who have to absorb the hits, and make the most of a tough situation.

Speaking of advertising, this is another one of those critical areas that deserves another point of view. Case in point, I talked to a few ad agency professionals at the show. Similar to what I’ve heard before, they’re tired of hearing radio leaders blame them for the industry’s present position. This has been a hot button topic with executives for years. I often wonder, do we help or hurt ourselves by publicly calling out advertisers and ad agencies? How would you feel if you ran an agency which spent millions on the industry and were told ‘you don’t do enough’? I’m a champion of radio/audio, and am bullish on spoken word’s ability to deliver results for clients, but having attended these shows for nearly seven years, it might be time for a new approach and message. Or maybe it’s time to put one of our CEO’s with one of theirs and have a bigger discussion. Just a thought.

Of the sessions that I attended, I thought Erica Farber’s ‘What Business Are You In?’ was excellent. I especially liked Taja Graham’s presentation on ‘Sharing Your Truth’. I also appreciated Eric Bischoff’s tips on ways to monetize podcasts, and am curious to see how Amazon’s AMP develops moving forward. My favorite session at the show though was “A GPS Session For Your Station’s Car Radio Strategy” led by Fred Jacobs. The insight shared by Joe D’Angelo of Xperi and Steve Newberry & Suzy Schultz of Quu was outstanding. Keeping the car companies on our side is vital to our survival, and how we position ourselves on the dashboard can’t be ignored. Other tech companies and audio operators take it seriously. We must too.

Sessions aside, it was great to check out the VSiN and Blue Wire studios, connect with a bunch of CEO’s, GM’s and Market Manager’s, and visit with Kevin Jones, Joe Fortenbaugh, Jeremiah Crowe, Jon Goulet, Bill Adee, Q Myers, Mike Golic Jr. and Stormy Buonantony. The NFL’s setup for the Draft, and the light show presented at the Bellagio was without a doubt spectacular, plus Stephanie had a chance to say hello to Raiders owner Mark Davis who was inside the back room of a Westgate restaurant where we were having a business lunch meeting. The personal tour we received at the Wynn showed off some of the best suites I’ve seen in Las Vegas, and I was finally able to witness Circa’s Stadium Swim in person, and meet owner Derek Stevens (heck of a suit game). What an outstanding hotel and casino.

Altogether, it was a productive trip. As someone who knows all about building and executing a conference, I appreciate the work that goes into pulling it off. This event is massive, and I have no idea how the NAB makes it happen so flawlessly. This was the first time my head of sales, Stephanie Eads, got to attend the show. She loved it. Our only negative, going back and forth between convention halls can get exhausting. Wisely, Stephanie and Guaranty Media CEO Flynn Foster took advantage of the underground Tesla ride to move from the North hall to the West hall. I wasn’t as bright. If that’s the worst part of the experience though, that’s pretty solid. I look forward to returning in 2023, and attending the NAB’s NYC show this fall.

Additional:

You’ve likely seen posts from BSM/BNM on Facebook, Twitter and LinkedIn promoting a number of open positions. I’m adding crew to help us pump out more content, and that means we need more editors, news writers, features reporter’s and columnists. If you’re currently involved or previously worked in the industry and love to write about it, send a resume and few writing samples by email to JBarrett@sportsradiopd.com.

With that said, I’m excited to announce the addition of Ryan Brown as a weekly columnist for BSM. Ryan is part of ‘The Next Round’ in Birmingham, Alabama, which previously broadcast on WJOX as JOX Roundtable. The show left the terrestrial world in June 2021 to operate as its own entity. Ryan’s knowledge and opinions should provide a boost to the site, and I’m looking forward to featuring his columns every Tuesday. Keep an eye out for it tomorrow, and if you want to check out the guest piece he previously wrote for us, click here.

Demetri Ravanos and I have talked to a lot of people over the past month. More additions will be revealed soon. As always, thanks for the continued support of BSM and BNM.

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Barrett Blogs

Six New Contributors Join Barrett Media

“These latest additions will make our product better. Now the challenge is finding others to help us continue growing.”

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Building a brand starts with a vision. Once that vision is defined, you identify the people who fit what you’re creating, lay out the game plan, and turn them loose to execute. If the product you’re creating is original, fills a gap in the marketplace, and the work turned in by your team is consistently excellent and promoted in the right locations, more times than not you’ll build an audience.

As you grow, the focus turns to studying what your audience wants, needs, and expects from your brand. Certain things you expect to be big turn out small, and the things you saw limited upside in create opportunities you never saw coming. It’s critical to be open minded and ready to pivot while also examining where and when people consume your product, which pieces of content do and don’t matter, and then use that information to direct your team to give folks more of what they value and less of what they don’t. Team members should want that feedback too. It tells them what is and isn’t worth spending their time on.

As I lay all of that out it may sound like I’m talking about a radio station or television operation. These are the things programmers do frequently to make sure the talent, shows, and brand is satisfying the expectations of an audience. But what I’m actually referring to is the brand you’ve made a choice to click on to read this column, Barrett Media.

I’ve mentioned many times on this website how I started this operation by myself, and didn’t expect to have a team of writers involved in it. I was focused on consulting sports stations, sharing my programming views on this website, and as I cranked out content consistently, I discovered others loved the business like I did and had a desire to share their insights too. Rather than sticking to my original plan, I pivoted and increased our content offerings. In return, the audience grew, clients grew, and it’s led this brand to grow beyond my expectations. Now we cover sports AND news media, we run an annual conference, feature a membership program, create podcasts, deliver a daily 8@8 and three times per week BNM Rundown newsletter, and work with various brands and companies across the broadcasting industry. I’m extremely fortunate to be in this position and don’t take it for granted.

But with growth comes change. We’ve been blessed to have a lot of talented people contribute to this site over the years, and as they produce quality work, and others across the industry recognize it, they earn interest for their services. That then leads to some having to sign off for bigger opportunities. I see that as a great positive for the brand. Would it be nice to have more consistency and keep a crew together for years? Of course. I know it’d make Demetri’s life a lot easier. If we’re losing people for the right reasons though, and they’re landing opportunities that help them advance their careers, I’m going to be happy for their success, and trust that we’ll find others to keep us moving forward. The success of our team helps make what we do more attractive to others because it shows that if you do good consistent work here, you can put yourself in a position to attract attention.

Over the past two months, I have challenged Demetri Ravanos to invest more time talking to people about writing for us. Expanding our Barrett News Media roster is a priority. So too is adding quality people to help us improve Barrett Sports Media. BSM has had just under seven years to earn trust with readers. BNM has had less than two. We’ve put out ads on our website and newsletters, social posts, an ad on Indeed, and we’ve reached out directly to people who we’ve felt may be able to add something interesting to our brand. Most of my time is spent listening to stations and talking with clients, but my eyes are always roaming looking for content, and my mind is always thinking about what we can create next to make an impact.

I don’t judge our brand’s success based on clicks, shares, breaking news before other outlets or showing up in the top three listings on Google. I care more effort accuracy, timeliness, passion, consistency, storytelling, insight, and being fair and non-agenda driven. We’ve found our niche being able to tell stories about broadcasting professionals, relaying news, and offering expert knowledge to serve those involved in the broadcasting industry. If we continue to excel doing those things consistently, I’m confident our audience will reward us by reading and sharing more of our content. It’s why we never stop recruiting to keep things fresh.

Having said that, I am excited today to reveal six new additions to the Barrett Media staff. Peter Schwartz is a name and voice many in New York sports radio circles are familiar with. Peter has spent three decades working with various outlets and I’m thrilled to have him writing weekly feature stories for us. Brady Farkas is a talented host and former programmer who now works for WDEV in Burlington, VT. Karl Schoening is a play by play broadcaster who has worked in San Antonio sports radio and has had the added benefit of learning the industry from his talented father Bill who calls Spurs games. Each of them will produce bi-weekly feature stories for the brand. Jason Ence is in Louisville and has written about sports betting for Twin Spires while also working for ESPN 680. He’ll be writing sports betting content for us on a weekly basis. Jasper Jones will help us by adding news stories on Friday’s. He’s presently in Philadelphia learning the business working for Audacy. Last but not least, veteran author, Brewers writer, and former radio professional Jim Cryns comes on board to help us with features on news media professionals.

These six additions make us stronger, and I’m excited to have them join the team to help us add more quality content to the website. That said, we’re not done yet. Demetri and I are still talking with others and I expect to make a few more additions in the weeks ahead. As I said earlier, we want to improve the news media side of our operation and continue adding people to help us make a bigger dent in the sports media space. Broadcast companies invest in us to help them, and I believe it’s important to invest back.

If you’ve programmed, hosted a top rated show, worked in measurement, led a cluster as a GM, sold advertising, represented talent or have worked in digital and feel you have knowledge to share, reach out. I can’t promise we’ll have room but we’re always willing to listen. I’m not worried about whether or not you’ve written for professional publications. Passion, experience and unique insights matter much more than a resume or journalism degree.

I appreciate everyone who takes time to read our content, like and share it on social, and all involved with this brand who help bring it to life each day. The latest additions of Schwartz, Farkas, Schoening, Ence, Jones and Cryns will make our product better. Now the challenge is finding others to help us continue growing.

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