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How Not To Land a Job in Sports Radio

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It’s happening right now. In fact, it happens every day. But nobody is there to stop you from hitting the send button before damage is done.

In some US city every day, a radio professional or aspiring broadcaster flocks to the internet searching for their dream job or next career opportunity. They’ll browse listings on Indeed, All Access, BSM or the careers sections on various radio company corporate sites, and once they see something that captures their interest, they begin their pursuit. They’ll spellcheck their resume, look for the contact person involved with the station, if pursuing an on-air role include a sample of their hosting style, and write an introduction note they hope will help them stand out from the rest.

Once they’ve produced their email, double checked it, and attached their materials, they press send. They then anxiously await a response, hoping it will open the door to further conversations about filling the opening. If after a few days an email or phone call hasn’t been received, they might follow up with a second note, or in some cases, even pick up the phone to call. It doesn’t matter if the instructions said not to, the lack of response calls for a new plan of attack because no way is it possible that they didn’t fit what the hiring executive was searching for.

In each situation, the hiring manager has different tastes and rules. Some want an hour worth of unedited material, some want less than 5 minutes. Some will say not to call, others don’t mind if you pick up the phone to initiate a chat. Competition for these openings is intense, and those who possess the skills to fill the position, while clicking best with the hiring manager stand the best chance of getting the call.

What you don’t know entering the process is whether or not you’re going to check the boxes of the hiring manager. You have no idea who else is competing for the opening, and whether the position is a real call for help or a mandatory requirement from HR even though the job has already been promised to an internal candidate. Regardless, it’s important to make a favorable impression because it could lead to a future opportunity either with the station you’ve applied to work at or for someone else in the industry who has a need at a later time.

Speaking for myself, I rarely relied on HR to help fill an opening. I always worked ahead and listened, met, observed, and asked industry folks about certain people who may or may not be worth consideration should I one day have a vacancy. My philosophy was ‘if you want the best talent, you go out and find them, not wait for them to appear in your inbox’.

During my hiring experiences as a programmer, I saw a lot of bad decisions made by job seekers. My awareness for these situations has increased even more during the past three years while running BSM. Sports radio may be a big business but it has a small community feel. If you make a bad impression on one executive, it could affect your standing with others. Stand out in a positive way and you may be recommended to someone else when they have a future need.

I was having a discussion recently with an industry friend about some of the blunders people make when openings come up, and I thought I’d pass along eight examples of bad ideas to help you avoid putting yourself in a situation where you’re frozen out in the future.

  • It’s never a good idea to tell a programmer that they’ll be the dumbest f**k on the planet if they pass over your resume. I don’t care how good you are, most people aren’t going to want to bring someone into their operation who they consider to be a dick before they even have a conversation. You can have an ego, and believe you’re better than anyone else who speaks into a microphone, but if you can’t work with others, it’s going to be hard to convince people to trust you with an important role.
  • Suggesting a programmer ‘can’t live without you’ and should pony up whatever it takes to get you probably won’t help you land the role you desire either. A good programmer wants talented people on their airwaves, and they’ll battle for their people to earn a healthy wage, but they won’t fight for someone who doesn’t respect and value them too. An old quote I used to love sharing was ‘graveyards are full of irreplaceable men.’ Secondly, if you come across the wrong programmer, they’ll take your arrogance as a challenge to prove they can do it without you, and more times than not, they will. As a former host who learned from a poor initial approach once said to me, ‘even Michael Jordan needed Phil Jackson’. If you produce like MJ, Phil will find a way to make sure you get what you need. You’ll also discover you’re better off together than apart.
  • Applying for a job you don’t want just to get yourself in the door doesn’t often end well. If you’re a host with no desire to produce but apply for a producer opening, eventually it’s going to become a problem for the PD and Host you’re working with. That leads to people not being in your corner to push your development. Eventually you’ll exit the station once the issues reach the point of no return. It’s better to be up front about your short-term and long-term goals, and tackle the opportunity in front of you while making it clear you have other things you’d like to accomplish professionally. Most broadcast executives will give you chances to grow if you’re determined and have skill, but they won’t champion your cause if you don’t execute the role you were initially hired to do.
  • Copying a programmer’s CEO, corporate executive, and market manager on the email you sent in expressing interest in an opening creates immediate tension. Would you give 110% support to someone who was forced on you? Do you think a programmer who’s trusted to lead a brand is going to go with the flow and take a deeper liking to you when the perception is you’re trying to override them before even establishing contact? Most corporate people give their PD’s the ability to make hiring decisions in tandem with their market manager. If the room is divided on you, you’re usually going to be voted out.
  • Pretending to know the ins and outs of a company based on media reports is another foolish idea. For example, if you applied to work for a company which just underwent layoffs, it’s not a wise move to say something like ‘I’m glad you survived the cut….your company clearly recognizes talent and made a wise move dumping the others.’ Do you know if the individual you’ve applied with is thrilled to remain on the job? What if their best friend was let go? Better yet, what credibility have you gained with the hiring manager to earn that conversation? Unless you’ve worked there and have firsthand knowledge of the inner workings, and a relationship with the individual you’re communicating with, it’s better to avoid that discussion before sticking your foot in your mouth.
  • Be real, not a phony. For example, if you’re from Texas, and applying for a job in Philadelphia, don’t put in your introductory email how much you love cheese steaks, Rocky Balboa and the Eagles since the days of Reggie White, especially if you’ve never set foot in the city. Nothing is worse than the applicant who pretends to know local landmarks, sports history, and a city’s way of life based on reading Wikipedia and stuff they’ve seen on TV or social media. It’s the same crap when the east coast guy applies for a gig on the west coast or the west coast guy reaches out for the east coast opening claiming they’re in the wrong location and better suited for that particular market’s style. In some cases, candidates have applied to multiple markets, modifying their letters for each city, and PD’s have chatted and discovered it. Guess what that does? It guarantees not landing either opening.
  • Admitting to someone in a cover letter that you were an internal problem for your previous employer or you didn’t work hard at your last job is going to raise an immediate red flag to anyone reading your note. You may think you’re being honest and trying to get out in front of any blemishes on your resume but some stuff is better left to face to face conversation. If you’re putting those type of remarks in an email and the hiring manager is looking at 100 people for one opening, why would they hold on to yours versus the others with less baggage? It’s OK to go thru the interview process and admit you’ve made mistakes and want to learn from them, giving an employer an opportunity to reap the rewards for giving you a chance. But save it for later in the process. Telling someone you don’t know that you gave less than your best or created an issue that resulted in problems inside of an office isn’t likely to earn you a call.
  • Conduct yourself on social media in a way that doesn’t make a hiring manager think twice about hiring you. If you approach the space the way you do the airwaves, you’ll have less to worry about. If though this is where you bombard folks with your political views, instigate fights with trolls, share content that is offensive, and swear like a sailor, it may make someone who’s a fan of your work think twice. They have to consider how your social identity is going to affect listeners, advertisers, and fellow employees. If they feel there are too many risks, they’ll choose a safer path. The other thing I’d recommend not doing, buying followers. If you’re an aspiring host or producer with limited experience carrying 50,000 followers, it doesn’t take much work to scroll thru your posts and see what type of engagement you create. If nobody ever responds, chances are you don’t produce impact, just a false image.
  • BONUS: As a consultant who works with brands and PD’s, it’s smart to introduce yourself, provide audio, share your goals, and develop a relationship. If you only reach out when jobs are listed, it doesn’t keep you top of mind when gigs aren’t publicly displayed. Furthermore, if the only time you initiate contact is when something is posted, that’s a case of asking for a favor, not building a relationship. Why would a consultant do you a favor if they have no history with you?
  • BONUS #2: Its also important to remember, a consultant’s job is to help the station and hiring manager strengthen their department to have the best chance at future success. We direct people to folks who we feel fit what they’ve told us they’re looking for. If you don’t get a gig, it isn’t personal, nor is it because we’re determined to make sure you never work in the industry. On the other hand, blaming the consultant for your inability to find work is a convenient way of ignoring the truth that you may be doing a few things to make yourself unattractive to hiring managers.

If you possess talent, a good work ethic, conduct yourself in a professional manner, have solid industry references, and bring something to the table that’s unique, compelling, and entertaining, chances are you’ll earn a chance to discuss an opportunity. Then it comes down to whether or not you and the hiring manager connect, and if you and the brand mutually benefit one another. It’s easy for broadcasters to get blinded by the opportunity, and look past whether or not a situation is right for them. So much of developing a prosperous career comes down to both sides being fully invested in one another, which is why it’s OK if certain things don’t work out sometimes.

I’m sure if I scoured the nation and asked more folks in programming departments, I’d find plenty of other bad approaches. The goal of this piece though is to arm you with information to avoid making mistakes so you don’t become that example the next program director refers to when explaining how not to pursue a job. Instead, use it to your benefit to make sure you place yourself in a good position to land a great opportunity that helps both you and your next employer.

Good luck!

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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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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