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Please tell us a little bit about yourself and give us some insight into your career
path in the news media industry.
I am the co-founder and president of Second Street. Second Street works with over
2,800 media partners across North America in the area of online promotions. We
specialize in providing private label solutions around contests, deals, email and
more. I also teach a course in Entrepreneurship at Washington University in St. Louis.
Prior to co-founding Second Street, I was the co-Founder and CEO of SportsHuddle
Inc. a national high school sports network in partnership with over 200 of the largest
newspapers in the United States. I began my career in media technology at Pulitzer
Technologies as Director of New Business and Product Development. After graduat-
ing from Connecticut College with a degree in Government, I spent time managing
political campaigns, working for political consulting firms and for a consumer food
and health advocacy organization. It was during my time in DC that I stumbled upon
the internet in the mid-nineties and wrote my first plan for a digital business. Tip
O'Neill famously said "All politics is local" which was the lens that I saw the online
opportunity and as a result my plan was for a series of online city guides. I was very
fortunate to have Pulitzer embrace my vision and bring me on board to be part of
their early digital team which introduced me to the local media industry.
I am a proud native of Rhode Island and live in St. Louis with my wonderful wife,
Emily, and our three sons Will (12), Henry (9) and Noah (5).
Thoughts on LMA and your aim for involvement as a Board member?
In the early years of Second Street, LMA was one of the first conferences I attended.
I have immense appreciation for the talents and commitment of LMA's members, lay
leadership and fantastic staff so joining the board feels like coming full circle and a
chance to give back.
The media industry has been going through tremendous transformation as audi-
ences move to digital platforms. Clearly, this is a challenge but I prefer to focus on the
tremendous growth potential for newspapers instead of the downside. I have a passion
for helping our industry take advantage of these enormous opportunities in the digital
space in the years to come and know the LMA can be a channel for that mission.
I am also hopeful that I can play a small role in continuing to strengthen the partner-
ship with LMA members and R&D board members. Now more than ever, I believe R&D
partners must play a critical role in the industry's next stage of growth and that LMA
must tap into the incredible expertise and passion that they have.
What do you think are the absolute essentials for a community newspaper to be doing
in the digital arena?
Newspapers need to be focusing their efforts on building and owning email and social
databases in their markets. A goal of owning some digital communication channel into
80% of the adults in your community is something for every paper to strive for and will
be a key measurement of company's valuations going forward.
When talking to advertisers about digital, newspapers need to take advantage of all of
their platforms - online, print, email, social - as solutions to be able to serve the needs
of their advertisers. The ability to reach audiences on several platforms is a competitive
advantage of newspapers.
At Second Street, we're clearly passionate about online promotions - contests, deals
and email. There is a huge shift that is taking place as marketing dollars move from
advertising to online promotions - and the media industry is in a fantastic position to
grab its fair share if it focuses on it.
Please share a current best practice from your
At Second Street, we set and measure goals
as a company every six months. These goals are
aligned across the company - from the company
level, to departmental and ultimately to the
individual level. Some of our goals are certainly
driven by revenue and growth metrics but many of
them are focused on "continuous improvement"
from our entire organization. These goals usually
bet on our future but they always seem to pay
off for us. We set our goals on a six-month basis
because we find things are moving so quickly that
12 months is simply too long a horizon. We have
to be nimble enough to make adjustments and
refocus our efforts where they can be realistically
measured and have the greatest impact.
Newspapers need to be focusing their efforts
on building and owning email and social databases
in their markets. A goal of owning some digital
communication channel into 80% of the adults in
your community is something for every paper to strive
for and will be a key measurement of company's
valuations going forward.
LMA Board Member Profile:
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