Planning Ahead

We’ve all had those editors for whom an editorial calendar might as well be the liner for the bird cage. The editors who call up the freelancer or the newsroom to tell them they need 1,500 words on XYZ by Friday. Do what? More often than not, those are the least effective editors.

Jill Geisler at the Poynter Institute recognizes this and wrote about it last week with “What Great Bosses Know about the Joy (and Agony) of Planning.”

Some of her advice:

Here are five times when plans really matter.

  • When plans inspire. Planning can demonstrate a vision for success and the beginning of a road map that others join in to complete.
  • When plans smooth the way. Colleagues along the workflow process benefit from knowing the big, projected picture as early as possible. Think of the last person who might touch a project before completion. How could front-end information benefit that person?
  • When the planner has subject matter expertise. The expert can kick start the whole team by laying out the problem and solution, assigning support roles and responsibilities, and encouraging people along the way.
  • When others on the team aren’t adept at planning. If you have the strongest talent for planning, or if others are just too busy, take the lead. Just make certain you get their input.
  • When plans help demonstrate progress. Having a plan with benchmarks lets a team show the status of its work, which can be important to higher-ups and funders.

But here are five warnings for those who love to plan.

  • Planners can become controllers. Planners sometimes assume that because they do the organizing work, they get more votes than others on the team. Even when you’re the boss doing the planning, people are more likely to be engaged if they have a voice in the project.
  • Planners can resist change. The parent of any plan sees its path more clearly than everyone else and may want to drive to the finish line on that route only. Suggested alternatives can seem like criticisms. The more you love planning, the more you need to recognize your need to be flexible.
  • Planners can button things up too early. Remember the value of people who aren’t like you. Folks who aren’t born planners are often born innovators and adapters. The reason they don’t keep lists and beat deadlines by a mile isn’t because they’re lazy, it’s because they keep their options open while they think — and often add great value to a plan in progress.
  • Planners can get the blame if things go astray. If your name and yours alone is on a plan that fails, your reputation may suffer. Being a collaborative planner builds both buy-in and shared responsibility.
  • Planners can get work dumped on them. You can become the “planning nanny” for people who know it’s a lot of work and are happy to let you do it. Train others to help so you don’t become the default planner for all projects.

Our advice: plan ahead. It is worth the extra effort.

We Grow Media: In-the-Trenches Help

By Maureen Alley

Business-to-business editors often feel pulled in many directions in order to meet deadlines, often leaving the Web ignored. But Dan Blank, founder of We Grow Media, is looking to change that. Blank wants to bring back passion into the media world, and help us learn from each other – across all industries. The company was officially launched in December 2009, but started to take shape the third week of April.

“I talked to b-to-b editors, publishers, family and friends, and the common thread was that people felt overwhelmed,” Blank says. “These are really smart experts, and I want to help them leverage tools to create meaning, drive careers and fulfillment.”

Blank adds that too often those in the media have been reacting instead of creating. Instead of creating a YouTube channel because you feel like you have to, Blank says, b-to-b editors need to look at what the ultimate goal is. And We Grow Media is there to help determine what the goal should be, and how to accomplish it.

We Grow Media provides tips, in-the-trenches information, and works directly with individuals. In addition, the company will offer virtual courses: structured courses and one-on-one work. Blank wants to personalize what people need.

“Not just learn, but create. What are we creating?” Blank says. “I know they are overwhelmed and burned out, but they believe in what they’re doing. This is an opportunity for you as an editor. So many are reacting; what are your goals?

We Grow Media has a blog and daily newsletter discussing “in-the-trenches” information. For more information on the company or to contact Blank, e-mail him at or call (973) 981-8882.

Webinar: Ten Trends that Could Make (or Break) Our Editorial Careers

Today’s editors are in a rare position: We have the chance to help shape a new media platform. Among other things, that means we ll have to work to retain journalistic standards, even as we create a new type of media presence. And of course, we ll have to learn to put aside our assumptions and make use of multiplatform communication and interaction.

Join ASBPE’s next webinar on Thursday, April 29, to hear Jim Sulecki, director of e-media at Meister Media Worldwide, describe 10 trends that could make or break our editorial careers. In this webcast, he ll have advice on how to make sure these trends do the former.

Among the 10 trends to be covered:

1. We and our publications will be measured.
2. Our content will become co-creative with our audiences.
3. Editorial content will focus predominantly on analysis and exclusives.
4. We are in the entertainment (and information) business.
5. We (not publishers) will be the primary marketers of our content.
6. No one will pay us or our publishers directly for our content.
7. The fading bright line between editorial and sales may grow dimmer.
8. Content will be read on mobile devices as often as on computer screens.
9. Print content will go the premium route.
10. The Millennials will want our content, but in different packages.

Event details:
Date: Thursday, April 29th, 2010
Time: 12:30 to 1:30 pm EST
Location: Your desktop computer.
Cost: $20 for members, $45 for non-members

To register:

Option 1: Pay online. Use the web form at to pay online via credit card or PayPal. Instructions for obtaining webinar access will be emailed to you once you have paid.

Option 2: Use PayPal via email. Go to PayPal and use the Send Money tab to send the proper amount to Instructions for obtaining webinar access will be emailed to you once you have paid.

Option 3: Pay by check or pay for multiple registrations at one time (regardless of payment method). Fill out the registration form posted at and return it to Holly Lundgren with your payment by April 28. Webinar access info will be provided once you have registered.

Questions? Contact Steven Roll at

About Jim Sulecki
Jim Sulecki has more than 25 years of editorial, publishing management and sales/marketing experience in business-to-business and consumer media. Currently he manages Meister Media Worldwide s 20 brand and custom websites, 12 branded e-newsletters, custom e-media, webinars, and online video/audio, crafting sales and marketing strategies and developing online content and search engine optimization programs. He was named Innovator in Business Media: Online Executives by BtoB Media Business magazine in June 2009.

20 High-Value Blog Posts Offer 143 IdeasYou Can Use

By Tonie Auer

  • How can your publication succeed online?
  • What points should a social media policy address?
  • What challenges will face us as we convert our magazine from print to digital only?

Answers to these questions — and quite a few others — are in these 20 high-value posts from the ASBPE National Blog.

We combed through posts from the blog’s three-plus years of existence to compile some of the best. In choosing these posts, we had specific criteria in mind. We wanted to highlight posts that provide actionable, “how-to” material in an easy-to-use format (blogs with bullet lists and checklists were favored). We also wanted the posts, as a group, to cover a variety of topics.

With those considerations in mind, here are 20 of the best ASBPE National Blog posts, roughly in reverse chronological order.

The ASBPE National Blog’s value never stops. We have ongoing discussions scheduled on plenty of hot topics. And take advantage of the opportunity to express your own view via a follow-up post. Email me at

Sound Off Now About Daunting Editorial Workload

By Howard Rauch

Ask any editor about their current workload and you’re sure to get an earful. Tales of woe usually focus on the unfairness of triple-threat job descriptions involving print, web and digital publications. Individuals are quick to add that job descriptions have expanded in the face of staff cuts and salary freezes.

The truth is … nobody (yes, that includes top management) is happy about the situation. Further, the publishing industry is not alone in being walloped by the economy. The typical editor’s problem in making the case for relief is an inability to describe existing job functions quantitatively. In other words, how long does each facet of your job take to complete from start to finish in a given month?

This is no easy task. Different functions of a typical editorial job load may be spread out across several days into small time components. Melding the parts into a whole is challenging, to say the least.

Well … we really can’t wait any longer. A time-oriented performance study is long overdue. So I’ve decided to give it a shot. The objective of this study is not to bemoan our circumstances. Instead, we need to seek possible shortcuts that will speed job fulfillment. And I am inviting you to participate in a two-phase study that’s just begun.

Phase I involves completion of a questionnaire asking you to analyze your work schedule. Most of the 15 questions are easily answered. Others will require that you put on your thinking cap. For example, question (7) asks you – on the basis of 100 percent – to estimate the time component breakdown for print vs. web. Question (8) challenges you to create a multicategory job description for the web portion. In a preliminary meeting between me and ASBPE webmaster Martha Spizziri, we came up with a dozen possible categories. Now we’re interested in comparing notes with you. Question (11) is the toughest to tackle. Here is where you prioritize the list created in question (9) from most time-consuming down to least time-consuming. If you’re up to the challenge, we can work through the questionnaire together. Later on, in Phase II of the study, we’d have a follow-up interview to make sure everything’s been covered.

Here are other things you ought to know about this pioneer project:

(1) The results will be presented June 17 at an ASBPE webinar I am cohosting with fellow consultant John Bethune.

(2) Survey participants will receive a special tailored summary of study results.

Interested? For more information or to receive a copy of the questionnaire, call me at (201) 569-7714 or e-mail

Don’t Have Formal Ethics Guidelines Yet? Here Are Two Ideas

By Howard Rauch

B2B editors unhappy with the state of ethics at their companies have yet to create written policy statements covering their concerns. Arising disputes are handled from scratch, on a case-by-case basis. For those of you seeking a better way, here are two approaches I found during some recent research.

Computerworld posts its policy online. Yep, you can’t miss the “Code of Ethics” link on the Web site’s “About Us” page. Visitors who connect see a modified listing of ten principles excerpted from a more detailed internal policy:

1. Computerworld’s first priority is the interest of its readers.

2. Editorial decisions are made free of advertisers’ influence.

3. We insist on fair, unbiased presentation in all news and articles.

4. No advertising that simulates editorial content will be published.

5. Plagiarism is grounds for dismissal.

6. Computerworld makes prompt, complete corrections of errors.

7. Journalists do not own or trade in computer industry stocks.

8. No secondary employment in the IT industry is permitted.

9. Our commitment to fairness is our defense against slander.

10. All editorial opinions will be labeled as such.

“The issue is not the code itself but how it is interpreted for a type of publishing that wasn’t in existence when it was written,” says Computerworld editor-in-chief Scot Finnie.

Before moving on to my next example, here is some additional advice about complaint-handling policy. In my preconsulting days, when I was VP/editorial of a leading B2B multipublisher, proper complaint handling was accorded high priority. We had a written policy in place. What’s more, periodically we would run a complaint-handling workshop for new editors and/or salespeople. The session usually was led by our executive vice president. Here are a few policy excerpts specifically directed to editors:

  • If you receive a complaint via telephone, take down all the information – and make the caller aware that you are doing so. Do not argue, and don’t constantly break in to pass the buck to your printer, the advertising department or anyone else. For the moment, you are the magazine to the complaining party – and that party expects results from you.
  • The very same day, a letter should be sent to the aggrieved party confirming the conversation, offering a solution, or indicating a deadline by which you will get back to that person with a solution. If appropriate, attempt to resolve the problem by offering to print a prompt correction, a letter to the editor or “compensatory editorial” in an early issue.
  • Your readiness to resolve the complaint may in itself be the ticket to neutralizing the anger of the person at the other end of the line. Before you end the call, always ask the complaining party whether there are any other concerns that should be addressed.
  • If the complaint is serious to the point that you can’t arrive at a solution, try bumping the matter up to your boss. Attention from a superior often scores points with the complainant.
  • A conciliatory approach may make a friend and avert a crisis!

Eight issues to consider when a proposed article involves an advertiser

Here is an interesting list I came across that at one time had been used by an association publication.

1. Where did the proposed story originate? If from the advertising department, is the motivation to inform the reader or to curry favor with the advertiser?

2. Is the article’s subject legitimate news or information regardless of who originated the idea?

3. Assuming the article is journalistically valid, is the editorial department free to pursue it independently regardless of where the story leads? Will the advertising department have any voice in determining sources to be interviewed? Will the advertising department have any censorship powers over the final version once the article is written?

4. Will publication of the article benefit one advertiser primarily or competing advertisers generally?

5. Will publication of the article give the appearance of weakening the editorial credibility of the publication? Can competing magazines use the article against you as evidence of a sell-out? Can competing advertisers claim foul or unfair influence?

6. Will publication of the article adversely affect morale among your own staff?

7. Taking all of the above into consideration, is there a way the article can be published that both the editorial and advertising departments can live with? Can the editorial focus be shifted in a way that permits editorial independence and still gives the advertising department something to take back to the advertiser?

8. Using your best journalistic training, experience and judgment, does publication of the article “feel right?”

If you have interesting examples of ethics policy statements that you are able to share with other ASBPE members, please give me a call at (201) 569-7714 or e-mail

Look Into the Numbers

By Maureen Alley

Journalism and new media experienced a front-end collision in the last few years. Social media, faster news cycles and increased demand from all angles are driving journalists to report more at faster rates. And with more to do with less time to do it, journalists often fall to the numbers.

What do I mean by falling to the numbers? Simply: Quickly posting content that cites statistics because they sound interesting. People love stats, and love to cite stats to back up their beliefs. And knowing this, you grab the articles that have numbers and post them. You’ll increase your traffic and user engagement. However, you may be hurting the very people you’re trying to report to.

During my time as managing editor for Website Magazine, I quickly learned that any headline with statistics would drive huge traffic numbers to the website. It would increase retweets on Twitter and ultimately discussion. And isn’t this all what it’s about? Well, not really.

Anyone who is a close follower of politics knows that it’s easy to sway stats in your favor. And anyone who attended journalism school knows it’s important to look at all the numbers to really know what they mean.

So while we need to report and provide the information our readers want/need, we also need to remember our journalistic foundation. You could be providing information to your readers that is inaccurate or doesn’t take into account the whole story. It might take a little longer to report the story, but you’ll know you’re reporting accurate information. Your readers will recognize it, and so will your advertisers.

Maureen recently left her job at Website Magazine to move closer to home in Madison, Wis. She’s currently looking for a new writing/editing gig, so give her a shout at if you know of anything in that area.

Promoting the Work of Guest Writers

By Rosalie Donlon

When you publish B2B content you often rely on professionals for articles sharing their expertise or insight. My authors are attorneys and other professionals who write for a nonlegal audience. It has always been a challenge getting them to write for our journals and share their knowledge for glory instead of cash.

In the current economic climate, I find that professionals are more aware of the importance of getting – and keeping – their names in front of potential purchasers of their services. I used to have more success with senior associates or junior partners who were trying to build up their practices than with senior or name partners. Recently, I’ve found that professionals at all levels understand the value of contributing to B2B publications, and their firm’s marketing department often helps encourage them to publish articles. I’ve gotten to know the directors of marketing for several professional firms and they do a great job of finding authors. They also nudge the professional for you many times, which has been a big help. In the last year, I’ve had marketing directors contact me asking about publishing articles or other content from their firms.

I’ve found a related problem with professional authors that can be difficult to deal with. Often, a professional will commit to writing an article, but miss the deadline because of the demands of billable work, which always comes first, especially in 2010. One solution we’ve tried is to turn the planned article into an interview. The professional is more willing to give us an hour of time to share his or her expertise than to sit down and write from scratch. If the professional’s time is really tight, we’ve e-mailed a list of questions, received answers, then followed up by e-mail and finally by phone. Our authors also help us find other professionals, either in their firms or among their colleagues.

To help promote the professional’s article, we usually offer a limited number of free reprints and permission to post the article on the firm’s website (with attribution, of course). In certain circumstances, we allow the professional to use the article as part of a handout for seminar or conference materials (again with attribution). We find that this encourages other professionals within the same firm to contribute to our publications and it helps us by keeping the publication’s name in front of potential subscribers. In the current economy, we’ll use whatever channels are available to promote our authors’ contributions and our publications.

Rosalie Donlon is an acquisition editor with Wolters Kluwer Law & Business, focusing primarily on corporate compliance and employment law issues. A graduate of the University of Toledo College of Law, Rosalie has worked in the business and professional publishing industry for more than 20 years. She can be reached at

Why New Publishers Need Quality-Driven Editorial Agenda

By Howard Rauch

You may have noticed that I am now chairing ASBPE’s ethics committee. As part of an orientation program, I read copies of all ethics guides posted in our site’s Industry Links section. What most guides have in common is an initial emphasis on a mandate to consistently deliver the highest possible level of editorial quality.

Reading through the guides, I was reminded of the reality that quality is more easily achieved when publishers enthusiastically endorse that goal. In today’s tough market, there clearly is concern that such support has been waning. So editors must take positive steps to re-enlist publishers, especially those new to the position, in a vital cause.

One possible solution materialized during a recent consulting assignment. My client and I had been discussing how to provide guidance for new publishers with relatively little editorial background. In those cases where a newly appointed publisher has such background, the supervisory challenge is easily met. But suppose we’re talking about a star salesperson with limited involvement on the other side. What then in terms of making appropriate decisions regarding matters of editorial content and/or performance? Sometimes the issues involved prove elusive even for experienced editorial managers.

After some additional mulling, I submitted a list of challenges – an editorial agenda of sorts – that could be followed, no matter what the new publisher’s background:

  • Maintain or increase the frequency with which authoritative content appears. In this case, “authoritative” includes statistical reports. Also explore possibilities for conducting more Q&A interviews with top authorities from all industry segments (yes, that includes advertisers). Organize executive roundtables at conventions where publisher and/or editor functions as moderator.
  • In conjunction with the editorial staff, create at least one A/V presentation that can be delivered at important conventions or during executive sessions at advertiser/agency premises.
  • Write a regular column that is authoritative in its own right. The column should be totally different in direction from the editor’s page. However, it must reflect an excellent grasp of industry issues that stems from insider contact with leading movers/shakers.
  • Explore possibilities for additional special projects in the form of quarterly supplements, one-shot white papers and/or webinars.
  • When it comes to e-news, resist the temptation to load up with all the obligatory vendor-sourced stuff that has traditionally burdened many print sections. Web visitors are looking for the highest-value, insider-like reporting. That means plenty of originality and enterprise, elements that seem to be missing from many sites.
  • Last but not least, defend the editorial budget so that efforts to maintain existing high-quality content are not discouraged.
The points raised here are merely the tip of the iceberg in a very complex area. One implied strategy is that salespeople should become more involved in editorial matters well before any sudden promotion to the publisher ranks. Of course, by the same token, editors should become more clued in on marketing strategy in the event they become the next choice for publisher responsibilities. It could happen!

Howard Rauch is president of Editorial Solutions Inc., a consultancy focusing on B2B magazines. Rauch is the 2002 recipient of ASBPE’s Lifetime Achievement Award.

10 Trends that Could Make (or Break) Our Editorial Careers

By Jim Sulecki

Rare is the opportunity to see the beginning of a new media platform, and rarer still to be in a position to help shape it. Yet in the digital age, this is precisely the fortuitous place that we early 21st-century journalists occupy. As was the case with the pioneers of television, many of the approaches we take today to online media will no doubt be refined over time but they also will help to define this completely new way to view and describe the world.

This portends great things for B2B editors and writers, and especially for those who can retain their journalistic backbone while shaping a whole new outer identity. Like early TV journalists trained in radio who first merely read the news to the eye of the camera before discovering television’s potential for visuals, we must put aside our own print assumptions and adapt the online medium as a new and unprecedented means of multiplatform communication and interaction.

Here, in no particular order, are 10 trends – currently in various stages of adoption – that have the potential to make or break our editorial careers, depending on how well we adapt.

1. We will be measured. Gone are the days when we as print journalists could proclaim an article a success if we received a handful of favorable calls and letters or emails. Today the online brand with the most opens, unique visitors and pageviews wins. And this will be true for individual writers and articles as well. Audience response is not everything – there always will be room for the important story that absolutely must be published – but metrics increasingly will be how the money people keep score.

2. Our content will become “co-creative” with our audiences’. That is, we’re going to share more and more of the authorship of our media products with the people who consume them. Article comments and online polls have been joined by sparks of dense, peer-to-peer interactions in online communities and growing numbers of blogs by industry experts – natural descendants to magazine columns. Coming now or soon: far more audience-supplied text, images and video, which itself will spin off more audience interaction. And how long will it be before our B2B sites begin true crowdsourcing – issuing “open calls” for collective, problem-solving contributions from our communities? B2B media historically has published articles identifying pressing industry challenges; now we can become instrumental in their very resolution.

3. Editorial-produced content will focus predominantly on analysis and exclusives. I think we’re in the middle of a long-term decline in the need for what used to be called “news of record.” Major company and people announcements, meeting news, and tradeshow coverage become commoditized when they hit everyone’s websites at the same time. Remember too that we’re not alone in using Twitter, Facebook, LinkedIn, etc. to follow the slipstream of daily developments. In the future we’ll spend less time and attention on non-exclusive news reporting and more of our efforts on (a) expert analysis of the meaning of and likely reverberations from breaking developments, and (b) editorial presentations that our brands alone are known for – rankings of companies and people, expert predictions, exclusive columns and blogs, etc. A deeper and more expert knowledge of our markets than often has been true in the past will be needed for us to do this.

4. We are in the entertainment – as well as information – business. B2B media historically has been resistant to much of the entertainment value of consumer media, but in an online realm where disparate worlds can and do collide, we may be at liberty – in fact, compelled – to discard some of our businesslike soberness in order to remain relevant. Some marketers already have discovered the great value of using humor in viral video, such as Blendtec and its faux-retro “Will It Blend?” series. Prediction: video and audio scriptwriting is in your future; in fact it already is reality in some corners of Meister Media, where we recently constructed a video production studio. Likewise, the very graphic presentation of B2B websites will evolve, as Flash and other forms of animation come to the editorial webpage as surely as consumer-like 4/c forms chased cover-to-cover b/w from our magazine pages. Editors increasingly will work with designers and web developers in “directing” animated presentations.

5. We (not publishers) will be the primary marketers of our own content. Posting our content, once the coda of our work, now is setting off a secondary step of “placing” links in social media; monitoring metrics; and modifying story angles, headlines, ledes, etc. in a gambit to reap more pageviews. Again, this duty will fall on the individual journalist as surely as the work of crafting the very story itself.

6. It’s nearly certain that no member of our audience is going to pay us or our publishers directly for our content. The Wall Street Journals of the world notwithstanding, the vast majority of the media will have little to no success turning around the deeply ingrained expectation for free content online. It’s been estimated that as few as 5% of online users will pay for digital news. As is the case with controlled circulation magazines, this reality will require editors to continue working with their publishers and their advertising community to attract commercial support that pays the freight.

7. The fading “bright line” between editorial and sales may get even dimmer. Publishers and salespeople are as challenged by the transition to online as editors are, with the famed “print dollars to digital dimes” devolution reducing revenue and profit margins for many media outlets. Publishers need audience engagement like never before. Web metrics are like nonstop readership studies – they’re conducted year-round, year in and year out. In order to generate more pageviews and, hence, ad impressions, the editor’s creativity and knowledge of audience needs and behavior will be in even more demand, sometimes directly in the service of the advertiser. This is not necessarily a bad thing – in fact, it’s probably good for the longer-term employment prospects of the editor – but emerging discussions about online ethics are very timely, as the differentiation between editorial and advertising is not always as distinguishable online as it is in print.

8. In just a few years our content will be just as likely to be read on mobile devices as on desktop and computer screens. In fact, as I wrote this, a report in min predicted that mobile will overtake desktop web in three years. Text for smaller screens must be pithier and more useful on the go, and its development even faster – nearly instantaneous. Graphic images must be more workmanlike and immediately useful, less ornamental. And video played on handhelds is on the verge of a breakthrough.

9. Print content will go the premium route. In a web-first environment our online content often will be priority one on a day-to-day basis, but that doesn’t mean print will go by the wayside. In my view, print publications will be developed for a more select audience worthy of the additional costs of printing and distribution. To coexist in an online world, print content will need to improve overall and reassert its unique value. I envision a return to larger trim sizes, higher-quality paper, and more lavish editorial and graphics – but again, for a more select audience, and likely at a less-than-monthly frequency.

10. The Millennials will want our content, but in different packages. I recently wrote in my emedia blog about my college-age daughter’s disinterest in newspapers. But a rejection of the medium doesn’t necessarily equate to a rejection of the content. Example: the Beatles are more popular now than they have been in years, in part due to Rock Band’s popularity with the iGeneration. The Millennials of course will demand content that is relevant to their specific needs – a challenge for every generation of journalists – but what they consume must be served in a context that they like and are used to: far from reliant on paper; mobile (of course); entertaining and irreverent (think Nickelodeon, their cable channel of preference growing up); interactive (think Facebook); and customizable (think iGoogle).

As a media platform the web already has been around for 15 years or more, so isn’t it funny that we should still be talking about how to adapt our content for its uses? I don’t think so. The early 2010s for emedia are roughly analogous to the early 1960s for TV, which is to say: the infrastructure has been laid, the technological novelty (and intimidation) is wearing off, the audience is reaching a critical mass – and attention now turns to the quality and value of the contents that are pulsing through this pipeline rather than on the technical marvel of the pipeline itself. For anyone involved in the creation of content, it’s an adventurous time to be alive.

Jim Sulecki has more than 25 years of editorial, publishing management and sales/marketing experience in business-to-business and consumer media. Currently he manages Meister Media Worldwide’s 20 brand and custom websites, 12 branded e-newsletters, custom e-media, webinars, and online video/audio, crafting sales and marketing strategies and developing online content and search engine optimization programs. He was named “Innovator in Business Media: Online Executives” by BtoB Media Business magazine in June 2009.