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Chairwoman of the Board / SNI Vice-
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Gloria Fletcher | Sound Publishing, Inc.
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Clifford Richner | Richner Communication, Inc.
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Gordon Borrell | Borrell Associates
Suzanne Schlicht | The World Company
Matt Coen | Second Street, Inc.
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John Humenik | Wisconsin State Journal
Roy Biondi | This Week Community Newspapers
Henry Bird | Community Newspaper Holdings, Inc.
Robert Brown | Swift Communications
Brandon Erlacher | The Elkhart Truth
Kevin Kampman | Winston-Salem Journal
Terry Kukle | Metroland Media Group Ltd.
Chris Lee | Deseret Digital Media
Peter Newton | Gatehouse Media
Mark Poss | Red Wing Publishing
Ben Shaw | Shaw Media
Kim Wilson | The South Bend Tribune
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AN OFFICIAL PUBLICATION OF
CEO, Maine Today Media
From Digital Native
I want to dig into your leadership philosophies and prac-
tices especially as they relate to your historic involve-
ment in the digital side of newspaper publishing but first could
you please give us a thumbnail of your professional pathway to
There’s a common thread that runs through all of my pre-
vious employers. It’s the word Boston. My career history
includes time at Boston Magazine, the Boston Phoenix, boston.
com, and The Boston Globe. After more than 25 years of work-
ing for publishing companies focused on Boston, we packed
up and moved two hours north where I’ve started a new thread
working for MaineToday media.
The early years of my career were spent on the marketing side
where I was responsible for both consumer and B2B market-
ing. My first experience in leadership was as general manager at
Boston.com when the site was managed independently from The
Boston Globe. I definitely have a short attention span so I like
the responsibility of overseeing the entire operation. Every day I
learn something new.
You joined the Boston Globe and its digital arm Boston.
com two days after the site launched in 1995, making you
a true digital native in many respects. You’ve now ascended to
the top position of Maine’s largest media company. Tell us about
some of the influences your digital upbringing has had on your
leadership and business practices today, especially as they relate
to maintaining a strong print franchise amidst the demands of
growing the digital side of the business.
With all of the experience I’ve had in digital, in the media
business it all comes back to one thing – quality journal-
ism. You build and retain an audience by offering quality, cred-
ible, news and information readers can’t get anywhere else. And
you must publish that information across all the platforms where
your readers want it. Your customer experience (connecting
print and online accounts) must be seamless.
As the publisher of the newspapers, it is critical that I am vis-
ible in the community and accessible to readers. As a life-long
extrovert, that’s the easy part of my job.
Clear and consistent communication to the staff is also one
of my management tenants. Going back to the early days of
boston.com, I had monthly staff meetings where we updated
everyone on key initiatives and celebrated successes. I do the
same at MaineToday media with monthly email dispatches to
the staff and company meetings with updates on key priorities. I
MaineToday media is the largest media
company in Maine. They publish the Portland
Press Herald and the Maine Sunday Telegram;
also the Kennebec Journal which serves the
Augusta region, Maine’s state capital; The
Morning Sentinel, their daily paper in Waterville,
Maine. They also publish the Coastal Journal
which is a free weekly serving Maine’s mid-coast.
MaineToday.com is a stand-alone website
that covers Maine’s vibrant arts and
also am very transparent with our financial progress so every employee
can connect their role to our overall strategy.
You’ve been CEO of Maine Today Media for a little more than a
year and a half. Can you tell us about some of the lead initia-
tives you are working on so far?
I arrived at MaineToday media about 10 months after new
ownership was in place. The team had already started on the
strategy that is at the foundation of what we are doing today and that is
to focus on quality journalism. We are one of a handful of newspapers
in the country aggressively investing in journalism.
Our strategy is a bit counter to what people would think someone
with my digital experience would lead. In fact, the pressmen at our
printing facility refer to me as the “digital lady” and I think they’ve even
been surprised at how print-centric our strategy is. Our strategy is
focused on growing Sunday print subscriptions.
We have hired new reporters, editors, online producers, a video
reporter and other key newsroom positions to create exclusive, multi-
platform quality content that you won’t find anywhere else in Maine. So
while we are publishing content on all platforms, we do it for the benefit
of our home delivery subscribers. They are our target audience and all
offerings are positioned to add more value to their subscription.
In April, we launched a new print section called Source. The sec-
tion, which we believe is the only one of
its kind in the country, is all about
eating and living sustainably in
Maine. It publishes every
Sunday in the Maine Sun-
day Telegram and is also
distributed in our two
papers in Central Maine. It
covers the vibrant local food scene in
Maine and also offers coverage of Mainer’s
pursuit of living a more sustainable lifestyle.
Source is a strategy to attract both new readers and new
advertisers. With so many young families focused on raising healthier
children or farming at home, Source is great resource.
Do you utilize paywalls or any form of metering for news con-
sumers? If yes, please elaborate if no please share underlying
reasoning for why not?
Later this spring, we are rolling out newly designed websites for
the Press Herald and the central Maine newspapers. The sites
are being built in responsive design so the experience will be optimized
for all platforms.
CONTINUED ON PAGE 14
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