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Interviews

So What Do You Do, Isaac Mizrahi, Fashion Icon and Creative Director?

The consummate Seventh Avenue showman describes his new reality show and the joys of blogging

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By Diane Clehane
Diane Clehane is a New York Times bestselling author and award-winning journalist who has covered the British Royal Family for over two decades, with bylines in Vanity Fair, People, Forbes, and Newsweek. She is a regular commentator on CNN and NBC News about the royals.
16 min read • Originally published February 7, 2024 / Updated March 31, 2026
Admin icon
By Diane Clehane
Diane Clehane is a New York Times bestselling author and award-winning journalist who has covered the British Royal Family for over two decades, with bylines in Vanity Fair, People, Forbes, and Newsweek. She is a regular commentator on CNN and NBC News about the royals.
16 min read • Originally published February 7, 2024 / Updated March 31, 2026

Isaac Mizrahi is a man of many talents: he’s headlined his own one-man off-Broadway show, makes a mean roast chicken, wrote a series of comic books (Sandee the Supermodel), designed costumes for Broadway (The Women, for which he won a Drama Desk Award) and the New York Metropolitan Opera (Orfeo ed Euridice) and just happens to design two of the most talked-about women’s collections of the year.

The man who helped make Target the capital of high-low chic, is currently having a moment. His eponymous line shown during New York’s Fashion Week garnered rave reviews, his first collection for Liz Claiborne has just hit stores, and everyone from Michelle Obama to savvy and newly price-conscious socialites are stepping out in his sunny, cinema-inspired looks.

Mizrahi’s personal story is just as compelling as one of those “fabulous” black-and-white films starring Joan Crawford or Carole Lombard that he can (and will) recite, line by line. Born in Brooklyn, he spent much of his childhood staging puppet shows in his backyard and designing clothes for his mother’s friends. He went on to study at The High School of Performing Arts and Parsons School of Design before launching his own business in 1987.

Mizrahi became a pop cultural phenomenon — and a household name — when he made the 1995 documentary Unzipped, which offered a hilarious and unvarnished look at his life behind the seams in fashion. While his own star continued to rise, his company faltered, and in 1998 backer Chanel shuttered his business.

But Mizrahi came back in a big way in 2003 with his trailblazing line for Target and the launch of several licensed brands. Now newly installed as the creative director for Liz Claiborne, Mizrahi is determined to revive the brand that was a staple of the working woman’s wardrobe in the 1980s with his signature mix of bold brights, whimsical accessories, sunny prints, and public relations savvy.

He’s off to a good start: Just last month, it was announced that Seventh Avenue’s renaissance man would be helming a new reality show on Bravo called — what else? — The Fashion Show. As host and “head judge,” Mizrahi’s presiding over a team of aspiring fashionistas looking for their big break. The show is scheduled to premiere May 7.


Name: Isaac Mizrahi

Position: Creative director, Liz Claiborne, and host of The Fashion Show on Bravo

Resume: Designer, television personality and first-time author (How to Have Style, Gotham Books 2008). Joined Liz Claiborne as creative director last year after a successful six-year run with Target. Winner of four CFDA awards, including a special award in 1996 for Unzipped. Hosted two television series — for Oxygen and the Style Network.

Birthdate: October 14, 1961

Hometown: Brooklyn, New York

Education: Parson’s School of Design

First section of the Sunday Times: “The obituaries. It feeds the morbid side of me that wants to know about people who just died. It also feeds my obsession with my own death. But the first thing I read every morning is the horoscope in the New York Post.”

Favorite TV show: “I love Ugly Betty, The Ghost Whisper and Ace of Cakes on the Food Network and Top Chef.”

Guilty pleasure: “Eating. My addiction is food. I love to cook.”

Last book read: I read a lot of different things at one time. I just read Doris Kearns Goodwin’s No Ordinary Time and Secret Ingredients, a compilation of all the great food writers from The New Yorker. It’s really, really good. There’s this thing in there on casseroles that I loved.”

You’re one very busy man who just got busier. How did the new show come about?

I was talking to Andy Cohen [Bravo’s senior vice president of production and programming], who I think is the most charming, fabulous person on Earth, and we were talking about one project, and he came back and said, ‘What about this?’ I had even more enthusiasm for this idea than the one we had been talking about. A few weeks later, he came back with an offer and here we are. I can’t refuse him anything. Actually, that’s the best part of this relationship — I do adore the Bravo people so much. They’re so smart — smarter than the average network executive.

They certainly are committed to marketing their shows in a big way.

Yes! They’re really taking over — this [fashion reality show] genre belongs to them.

When did this all happen?

Recently — in December. And to all you deal-makers out there: Unless something happens quickly, it’s not going to happen. Unless it takes 10 years. Things either take two months or 10 years.

What can you tell me about your role on the show?

I’m the host and kind of like the head judge. The first day of work was the day after my collection [premiered], and I was so exhausted. It was a day of blocking and I was like, I am not going to make it through these five weeks. I don’t sleep well usually, but I ended up going home after that first day and slept for like 20 hours or something scary like that, and I found myself in the most divine position. I felt like, ‘Oh my God, this is the most fun, engrossing job in the world because when you take away all your preconceived notions about it and get that this is a bunch of struggling young designers who are really trying to prove themselves, the drama of that, at least to me, is irresistible. After almost every elimination, I feel like sobbing. It’s very, very sad for me.

I don’t know how they are going to edit it. They may edit it where I’m telling [the contestants] all the bitchiest, meanest things, but I do think they need to hear that. They do need to rise above the whole personal thing and play it like a game, but it’s tricky. At the same time you’re encouraging them to make it the end-all, be-all of their lives — like, ‘Unless this is completely attached to your ego, don’t bother.’ This is totally personal and not personal at all. Do you know what I mean?

When Unzipped came out, people stopped me in the street and said, ‘That was such a lesson about tenacity and not listening to anyone and just doing what you want and I was so inspired…’ Artists, lay people — all kinds of people were stopping me on the street. I think this is going to inspire people. The message to me, so far, is you have to completely attach yourself and completely detach yourself at the same time. On top of that, you need to enjoy your life. Do something out of a place of joy and fun, otherwise don’t bother. This is what we keep coming back to on the show.

You’re hardly someone who sits home doing nothing to begin with. How are you fitting this into your already jam-packed schedule?

(Laughs) Honestly, I don’t know. I have 10 days of work and one day off. So there’s one day of the week which is quite calm — or really every third day I get a half day of shooting, so I take care of a lot of business on those days. I have a day off every 10 days and a lot of it gets done then. And, I work at night because I don’t really sleep that much.

How many hours a night do you need?

Four. I don’t need a lot. Then, occasionally, I’ll sleep for like 20 hours.

It seems as if Bravo’s plan is to have your show fill the void left by Project Runway. What do you think?

I’m sure strategically that’s part of what the network is thinking. Also, it’s thinking, ‘Hello, we created this genre and somewhere along the line, they took it away from us.’ Of course, I don’t know what critics will think, and I don’t know if Project Runway is totally a beloved thing, but I don’t really see it at all as competing with that show. It’s just a fashion competition show. There should be more than one. There are so many food competition shows on every channel — not just the Food Network. I think it’s just a really entertaining form of reality television.

One big advantage working with Bravo is that you’ve got NBC Universal behind you. Are there promotions or cross-overs with the network planned? I noticed you did the Oscar fashion post-mortem on Today.

Probably. I’ve worked for the Today show a lot. I used to do segments for them.

I know you’ve done some red carpet reporting. The infamous Scarlett Johansson boob grab comes to mind…

That was for E!, actually. (Laughs) Can you refer to it as the ‘underwire grab?’ — because I so was not grabbing her boob. It was more like the ‘underwire feel.’

Speaking of the red carpet, I thought the fashion at this year’s Oscars was bad. And those few women who did look fabulous ditched the red carpet and went in the back door. Bad news for fashion all around. I thought it was dreadful.

Honestly, so did I. There was no color and nothing daring. Nobody took any risks. It’s getting worse and worse that way.

I know you’re a huge television fan. What were your favorite shows growing up?

There were so many. I’m really a television person. Because of the insomnia, I never shut it off. It was always like my best friend. At some point, my parents thought that maybe it was the TV that was keeping me up, so they tried to get rid of it. I threw such a fit, they couldn’t do that. Honestly, it ended with this really bad scene with my mother throwing the TV set on the floor. (Laughs) It was not pretty at all, but I ended up getting my way.

I loved reruns of I Love Lucy. It’s such a typical, trite answer, but I love watching it. It’s not on TV Land anymore — I think it’s on the Hallmark Channel. I happened to see it the other day — it doesn’t matter how many times I’ve seen an episode, I was screaming. It’s the funniest damn thing on television.

I grew up watching talk shows — I loved Merv Griffin, I loved Mike Douglas, I loved Johnny Carson. I was an addict for those. It seemed like people actually talked. When I did my talk shows on Oxygen and Style [Network], I tried to actually talk — I really didn’t just want to promote movies. I wanted to talk about people’s thoughts, and I didn’t want it to be so pre-produced. If I go back to talk television, I’ll do something like that. Just come on because you feel like talking about something.

You’ve always seemed to gravitate toward television in a big way. You’ve been on Oprah and every talk show imaginable, you’ve had your own shows and appeared on Sex & The City and Ugly Betty. You’ve even been on Jeopardy. Why are you so drawn to the medium?

It is true that I gravitate towards it. It’s part of who I am because I’m a ham. I like talking. I like to express myself in many, many ways. I like a lot of things. I don’t just like designing clothes. I’m very inspired by all different forms of expression. I read a ton. It’s not enough just to design clothes. I don’t know what I’ll ever be remember as — if I’ll be remembered. I don’t know what I’ll be remembered for — Unzipped or my clothes or my cabaret act. I have to say a major part of the joy of my life is not knowing that and not looking over my shoulder and wondering why I’m not doing more of one thing and less of another thing.

If people think of it as me reinventing myself, I’m glad. If that’s a good lesson for people, it’s good, but more than anything it’s about me not feeling bored. It’s me being engaged in the moment. I don’t mean to be arrogant about stuff. I used to sew a lot as a kid. When I look at a sample and the pattern maker says, ‘I can’t do any better’ I say, ‘Well, you’re fired because I can do better.’ When I go to a restaurant, I think, ‘This is a roasted chicken? You’ve got to be kidding me!’ There are some things you become really good at, but that doesn’t mean you have to spend the rest of your life roasting chickens. You know what I mean? I do feel at this age — I’m 47 now — I can walk into a room and say to a television executive, ‘I think this is a really good idea.’

Unzipped is arguably the high-water mark for depicting what really goes on in fashion in a very accurate and entertaining way. Fashion is such fodder for movies and television — how do you think the industries have affected each other? Is there any downside to it at all?

I don’t think there’s a downside. I think it’s a paradigm that is continually shifting. The more we portray fashion as something that’s over the top, the more we’re going to sell over the top clothes. There’s the Shakespearean other to side to that coin too, which is the more over the top things there are in the world, more of the opposite of that exists as well. I think the more you shine the light on fashion in the form of entertainment, the better it is for our industry. Unzipped was probably my most important life’s work, unfortunately. No matter what I do as a designer, it will never be as potent as what I did with Unzipped because it made fashion work in that format.

You’re also opening yourself up in much of the same way on your web site and seem really into that. How much time do you spend on that?

Every single day there’s a new reason to log on. Either it’s a three-minute segment or a new video blog or some bit that’s new. We spend three long, full days a month taping. Then I tape my video blog two or three times a week. We also take pictures with my video blog camera, and I put stuff up almost every single day. Of all the things I do, it’s probably my favorite because it’s more personal. It’s really like a scrap book. It’s what I do instead of a talk show now.

Now that the show has added commitment, will you be scaling back your involvement with it?

No. We have shoot dates planned for April. With daily blogging, I’m trying to do what I can in my dressing room. It’s fun. It’s too delicious to give up. (Laughs)

There’s probably no bigger fashion star right now than Michelle Obama. What do you think she’s going to do for American fashion?

I think she’s going to be an unbelievable ambassador for fashion. I love her — especially because she loves clothes. She has such a young take on the whole thing. Young, yet proprietary. She’s kind of like the Carrie Bradshaw of the next 10 years.

You were one of the first proponents of ‘high-low’ style. These days everyone is having to consider what that means. How do you think that phenomenon is going to affect the fashion industry long-term?

Even more than the economy, I think the Obama family is going to affect it. [Michelle Obama] is the perfect example of high-low because she values the J.Crew sweater as much as she does some ensemble by Isabel Toledo. I just think that speaks volumes about the direction everyone has been going in for a number of years.

The acceptance of design at different levels is remarkable now. To me, the greatest luxury is the right thought or the right idea. That could cost very little — the right thinking at the right time. So more and more, as people get conscious of budget, I don’t think ‘fast fashion’ will be as trendy. I think actual design will be valued.

[Michelle Obama’s] choices, for the most part, haven’t been at all mainstream.

That’s true. It’s for the love of something. It’s not because she sat with a million stylists and they said, ‘You should do this or that.’ It’s like someone actually had some passionate feeling for something. And, it’s very politically correct that she wore Isabel Toledo [for the inauguration].

Do you think it’s harder to break into the fashion business now than it was 10 year ago?

(Pauses) No. My answer is no, I don’t. It was so hard breaking into the fashion industry 20 years ago. If you ask Calvin Klein how hard it was breaking into the fashion industry 40 years ago or Ralph Lauren how hard it was 50 years ago … it’s always really hard. It doesn’t get any easier. Every generation thinks, ‘Oh my God, it’s never been so terrible,’ but it has.

Speaking of hard times, your costar Fern Mallis told me not too long ago that she thought the coverage in WWD and other publications has focused too heavily on gloom and doom of the economy — there wasn’t enough cheerleading for the fashion industry and all the negativity almost becomes a self-fulfilling prophecy. What do you think?

I don’t know that people are that gullible anymore. I think WWD is right on. I love the idea of telling it like it is. When I was a kid growing up, it was much less about that. It was kind of like propaganda — ‘Oh, no, everything is great!’ and then you’re out of business. I was once having lunch with Joan Collins and she was in a revival of some Noel Coward play. I said to her, ‘How are tickets selling?’ and she said, ‘Lousy!’ I thought, ‘Wow, imagine, you’re in this play, and you are so fabulous and you can say, ‘I’m sorry the ticket sales suck.’ I wish I was in an industry like that, where you could just say, ‘Business isn’t good right now.’ So I’m a champion of telling it like it is.

Your collections and certainly your attitude toward the business in general have always been very optimistic. How significant a part has that played in your career and your desire to keep trying new things?

I’ve trained myself to think a certain way. For me, there’s nothing in life but bravery. There’s nothing in life but looking at the thing you’re most afraid of and doing it. That, to me, is all. You can see it in my clothes. The clothes for Liz [Claiborne] are so optimistic. If you go and just wear black for the rest of your life now because there’s a recession, the circumstances have won. They’ve won out. You have lost the big hard battle. It just like what President Obama was saying: Now is not the time to lose the battle, now is the time to see all the gray areas and try to work within those areas. I want you to think about a pink print. You take one step at a time, one belt at a time, one shoe at a time, and you’ll get there.

Despite having had some bumps in the road, you’ve continued to do try new things and reinvent yourself in some interesting news ways. What’s the secret to your longevity?

I don’t see this as reinvention, I see it as living my life every single day and not being bored to death. I don’t reinvent anything, I just do what I think is right and seems amusing. I only do things I’m excited about.

What the best piece of advice you could offer to someone looking to get into the business?

(Pauses) Don’t listen to anybody. Do exactly what you think is right, and you’ll find your moment and your audience.

What would you consider your greatest success at this juncture?

Probably the Target thing. Having made that ‘masstige’ [prestige for the masses] thing happen.

What about your biggest disappointment?

Wow. (Pauses) My partnership with Chanel.

How would you say you’ve gotten to where you are?

The way I’ve gotten to where I am was not thinking about getting anywhere. I really mean this — I don’t think about where things are going. I think about where I am and how much I am engaged in what I’m doing. That’s one of the early lessons I learned after 10 years in business: If you feel put upon or if you feel like you have to do something you’re never going to be good at, you’re never going to do it well. The lesson I learned is unless everybody is doing exactly as they please, it’s not going to work. I’ve learned that in hiring and working with people that unless they’re doing exactly as they please and what they feel they are good at and feel challenged in doing, then you’re not going to get good work out of them. Get someone who really needs the thing you want them to do.

Do you have a motto?

I don’t have a motto, but I have this thing that I made up about style: Style is knowing when not to have any.


Diane Clehane is a contributing editor to FishbowlNY and TVNewser. She writes the ‘Lunch’ column.

This interview has been edited for length and clarity. Mediabistro regularly interviews creative professionals who have accomplished amazing things in their careers.

Topics:

Interviews
Advice From the Pros

So What Do You Do, Nicholas Sparks, Bestselling Romance Novelist?

Sparks explains his process and why he hates the label 'romance'

nicholas-sparks-feature
By Jeff Rivera
8 min read • Originally published October 15, 2015 / Updated March 31, 2026
By Jeff Rivera
8 min read • Originally published October 15, 2015 / Updated March 31, 2026

He’s been called the “King of Romance” but he rejects the title. People deemed him the “Sexiest Author Alive,” yet he’s a happily married father of five who is equally faithful to his small, North Carolina hometown.

He’s been called a sappy, saccharine writer, yet with 16 bestsellers to his credit, he is undoubtedly the go-to guy whenever Hollywood wants a love story. (The Notebook, anyone?). But who is the real Nicholas Sparks and how did he go from pharmaceutical salesman to multimillionaire? Having met the Safe Haven author and his wife a couple of times, I think the reason for his success is simple: likeability.


Name: Nicholas Sparks
Position: Novelist
Resume: Wrote The Passing as a freshman in college, but never published it. Followed with The Royal Murders in 1989, which received numerous rejections. Worked odd jobs in everything from real estate and restaurants before starting a business manufacturing orthopedic products. Co-authored Wokini with Billy Mills, sold orthopedic business, and entered pharmaceutical sales. Decided to give writing one last serious try in 1994 and penned The Notebook, which was sold to Warner Books for a cool million. Scored 16 more New York Times bestsellers, including six film adaptations.
Birthdate: December 31, 1965
Hometown: Toronto
Education: University of Notre Dame
Marital status: Married


You worked for years as a traveling pharmaceutical salesman before striking gold with your first novel, The Notebook. How did you stay motivated to continue writing during that time?

I suppose the biggest challenge was the simple fact that, at 28-years-old, I had realized I didn’t want to move my family every couple of years. I also knew at the same time that I didn’t want to be a pharmaceutical rep for the rest of my life.

So, I had an epiphany. I said, “Okay, I’m going to give writing another shot” and you know, I came up with the story for The Notebook, and I had two small children at that time. I had from 9 pm to midnight to work and so I did, three or four days a week. Six months later, I had finished the novel. Three years prior to that, I hadn’t written a thing.

You’ve said that you consciously chose the love story genre because there was little to no competition. What is the most challenging aspect of writing the modern day love story?

The most challenging aspect of the genre in which I work is that it deals primarily with internal conflict, and internal conflict is extremely challenging to make as interesting as external conflict. Internal conflict is just hard to write. There’s a big difference between reading a book where suddenly the bad guy appears outside the window holding a knife. Whereas mine deal with ‘will he love me?’ ‘Do I love him?’ ‘Is this the right decision?’ It is much more challenging to make a page-turning novel based on internal conflict.

What other genres do you feel are untapped and might be good for aspiring writers to enter?

I think there’s always room for a great historical fiction. It is a very challenging genre because in a different way it requires a little bit more research than something like mine would, because you have to, of course, get the historical period accurate. But it’s a genre in which I’ve read a lot of interesting novels.

For instance, The Alienist by Caleb Carr was a great historical fiction or Gates of Fire by Steven Pressfield. I think there’s always room for quality writers in that genre.

You have over 16 bestsellers, many of which have become blockbuster movies. How do you choose your storylines so that they cross over well into films?

In the end I don’t know, to be quite frank, so I just try to write the best novel that I can. I have been fortunate in Hollywood; there’s no mistaking that, and you can chalk that up to working with really great producers who made really great films. I have had more than my fair share of luck. But it’s a general rule [that] whenever I conceive of a story, it is primarily as a novel.

Certainly some novels that I was sure would sell didn’t sell in Hollywood — The Guardian or The Choice, for example. I was sure those two would sell but they didn’t. So, you take the good with the bad, and you just keep writing your novels.

You’re also a father of five, including twins. What tips do you have for writers who are juggling family life and their dreams?

You have to set aside time. I mean, you can have plenty of time for both. You just have to give up something else. You might have to give up television or reading the newspaper or things like that, you know. If you’re serious about writing, there’s enough time. If you take away, let’s say, nine hours of working and commuting and eight hours of sleep — and not everyone even gets eight hours — you still have seven hours left in a day to eat and exercise.

Even if you’re down to five or six, you can spend time with the family. You can still squeeze in time to write. For instance, I did it when my wife was going to bed early. You can also get up very early and write before you go to work.

Do you ever incorporate anything from your own romantic life into your books? Where do you get your inspiration?

You know, not necessarily. Some of my stories have been family stories but as far as my own romantic life, I guess the closest you can say about that is that most of the women characters in my novels are very similar to my wife in a lot of ways.

What is your writing process like, and how do you create your characters?

Well, I usually start with a series of “what if…?” questions, and I look back on the work that I’ve done, and I try to find an area that I haven’t covered before. It could be an age group, because every age group faces different dilemmas. And once I have a good idea of what I want, every character needs a character arc whether it’s redemption or hope or loss or death. Then you just start filling in the details.

The one thing I’ve learned about writing is there is no correct way to do it. Stephen King swears he doesn’t know the end to his novels before he starts writing them. I can’t imagine writing that way. John Grisham does a 50-page outline. I don’t outline -– not one page. It can take anywhere from two weeks to two or five months to come up with not only the characters, but every element in the story, and to know every arc of every story and every character and how these things will play off each other.

And all of that’s done in my head.

What is it specifically about the “romance” label that bugs you? You infamously refuse to write storylines about infidelity. Why did you make that decision, and how do you balance writing about your own interests with those of your audience?

In any love story you need a conflict, something that keeps the characters apart. And, without any conflict at all, there’s no drama in the story. So the easiest conflict, the reasons why a couple of characters can’t be together is one or the other is married to someone else. Well, that’s an easy conflict; I find no challenge in that. It’s been done on television, in the movies, in other novels — The Bridges of Madison County or The Horse Whisperer — and there is just no challenge in that.

That’s number one, and number two, I just don’t want to glamorize it. It’s my own personal decision. I certainly would not be happy if my wife had a torrid affair, so why would I try to glamorize it?

It’s an error; that’s what bothers me. It’s like saying two plus two equals five. It just bothers me for that sake and the simple fact that it’s wrong. It’s not what I write in any way. I haven’t written a single book that could even be accepted as a romance novel. I mean, there’s a completely different voice. They’ve got very specific structures; they’ve got very specific character dilemmas; they end completely differently; and they’ve got certain character arcs that are required in their characters — I do none of those things.

It’s like you might as well say, ‘Why have I been bothered by not being called a thriller writer?’ Because I’m not –- that’s not what I write.

Most writers will face rejection at some point. How can they tell when their work is really good and when it’s time to move on or scrap an idea?

When that happens, you have to realize that some ideas just don’t work. I mean, it’s an instinctual thing. I think that comes from writing a lot and reading a lot and knowing what will work and knowing what will not. I mean, I have a very specific criteria for an idea, and if it doesn’t seem to be reaching the level that I think it will, I’ll scrap the idea.

I will do that both in the mental process prior to writing or I’ll throw away a novel that’s 200 pages, which I did just last year for instance. I started to write Saying Goodbye. I was 200 pages in and I said, ‘This isn’t working,’ so I wrote Safe Haven instead.

That novel will probably be buried with me. Most likely, it will never come back, but elements of that novel will. And the different elements will appear in various novels that I write in the future.

This interview has been edited for length and clarity. Mediabistro regularly publishes interviews with top media personalities who have made a dent in the universe. 

Topics:

Advice From the Pros, Be Inspired, Interviews
Advice From the Pros

So What Do You Do, Tucker Carlson, Editor-in-Chief, The Daily Caller?

Carlson dishes on operating a 24-hour 'cult-like' news site and responding to media backlash

tucker-carlson-feature
By Betsy Rothstein
5 min read • Originally published October 19, 2015 / Updated March 31, 2026
By Betsy Rothstein
5 min read • Originally published October 19, 2015 / Updated March 31, 2026

Tucker Carlson prefers not to pull a comb or brush through his hair.

It’s among his pet peeves.

So when Mediabistro visited with him in his downtown Washington, D.C. office on a recent weekday, it wasn’t too surprising that his thick wavy hair was awry or that he had donned washed out jeans, sneakers and a preppy red-striped golf shirt for the occasion. As editor-in-chief of The Daily Caller, the always-energized Carlson was busy moving into his new digs.


Name: Tucker Carlson
Position: Editor-in-chief, The Daily Caller
Resume: Started as an editorial staffer at Policy Review, a national conservative journal then published by the Heritage Foundation. Then, moved on to the Arkansas Democrat-Gazette where he was a reporter. Broke into television in 1997 as co-host of CNN’s Crossfire. Followed that with stints at PBS (Tucker Carlson: Unfiltered) and MSNBC (Tucker). Launched The Daily Caller in January 2010. Has also contributed to Esquire, The Weekly Standard, TNR, NYT Magazine and The Daily Beast.
Birthday: May 16, 1969
Hometown: La Jolla, Calif.
Education: Trinity College
Marital status: Married to Susie Andrews Carlson
First section of the Sunday Times: A Section. “I’m pretty linear.”
Favorite TV show: Breaking Bad
Guilty pleasure: Copenhagen snuff
Last book read: Prospecting for Trout, by Tom Rosenbauer. “Highly recommended.”
Twitter handle: @TuckerCarlson


How did you come up with the name of your publication and what were alternative choices?

Oh, I can’t even remember. Every URL in the world is taken. We had all kinds of lunatic ideas. Daily Caller was crisp. It sounded like a newspaper, and best of all, it was available.

When you were contemplating your initial hires, who came to mind?

The very first person was [The Weekly Standard‘s] Matt Labash, who has a good job, but I thought he’d make a fantastic opinion columnist. In general, we found young, desperate people make great reporters, and they have vast reserves of energy.

How do you discuss the delicate issue of money when making a hire?

We’re very up front that we promise long hours and low pay in a cult-like environment. We also let people know that we might move to Guyana and start an agriculture cooperative. We are highly blunt in the interview process. But yes, we’re looking for cult members.

What are the basics of your day — when do you wake up, hit the office…?

I wake up at 6 and try to get some exercise in. Everyone meets here at 8:30 five days a week for a meeting. We go around the room, and we assign stories. It’s very useful. We assigned 11 stories this morning. We try to bang that meeting out in 30 minutes. This is a 24-hour operation.

We’re like L.L. Bean, we won’t shut the doors. We have a permanent overnight position. We have a lot of people here until midnight. We have a pretty good sense of the news. We want to succeed — bad. I scan 30 to 40 sites in the morning.

What is your managerial style? You don’t strike me as being too much of a micromanager.

Screaming. No, I’ve never yelled at anyone. I’m not a yeller. I’m not very self-aware, so I’m not sure what [my style] is. I try to be as direct as possible. I hope I am.

I understand you have a free-for-all attitude in your newsroom as far stories go. I heard reporters don’t have specific beats. How do you make this work? Aren’t reporters at each others’ throats?

No. There is a free-for-all atmosphere. I believe in individual initiative. I think in a year we will have reporters on beats, but I want to let that evolve. I also think that beats can be a problem because people become too [blinded] to the things they see. The tradeoff is you get reporters who don’t know as much. But in general, [having beats] dulls people. They get so inside they forget what readers may be interested in.

How did you make the jump from print to television?

Accidentally. I was a magazine writer and wound up doing a lot of cable news and the next thing I knew, I woke up one morning and was doing it full time. I never intended to do it.

Do you ever think about trying to return to television?

I don’t know. I like what I’m doing now. I go on Fox News a lot. It’s very fun to do — it’s different. It’s harder than it looks, at least for me. Fox has been really nice to me. TV requires you to figure out what you think and to state it clearly.

Do you think having a recognizable figurehead is important in launching a new online venture?

Well, the site isn’t about me. It’s not TuckerCarlson.com, The Carlson Post or the The Tuckington Post. I hope and assume it’ll run long after I’m gone. It’s not a vanity project, that’s for sure.

When you look at the kind of sites that do what you do, what do you think works and what do you think doesn’t work?

I’m amazed by how much more traffic we get from original reporting than aggregate reporting. I’m pleased to report that the market rewards original reporting. I didn’t necessarily think that would be true.

What’s the ratio of aggregated content to original content?

The front section is mostly original. We have a lot of reporters. Certainly the majority of the front page is original reporting.

How are you defining success for The Daily Caller down the road?

We’re well-read, influential and profitable. Like any business, if we’re here in five years, we’ve succeeded; if we’re not, we haven’t.

What do you hope to ultimately accomplish by having the The Daily Caller publish the Journolist emails?

I’ve never had a job outside journalism, and I’ve always defended the business against those (conservatives, mostly) who claim it’s fundamentally corrupt. The things I’ve read on Journolist make it harder to mount that defense. Conventional reporters from established news organizations, some of whom I know pretty well, were colluding on the most effective way to carry water for Democratic politicians. That’s not journalism. It’s repulsive.

Is there anything you’ve said on-air or in a story that you’ve regretted, and why?

Yeah, many things. I wrote a story one time about Sen. Bill Cohen that was so mean I can’t even think about it. He was fundamentally a nice person. I was cruel. I got carried away. I found his poetry — a lot of it was dedicated to his first wife. I see him every year [in Maine]. I always wince, and he’s very nice to me.


This interview has been edited for length and clarity. Mediabistro enjoys bringing you stories of successful and interesting media personalities. Maybe our next interview will be with you!

Topics:

Advice From the Pros, Be Inspired, Interviews
Advice From the Pros

So What Do You Do, Hoda Kotb, Co-Anchor, The Today Show?

Hoda talks career, Today, and why Kathie Lee is 'completely insane'

hoda-kotb-feature
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By Diane Clehane
Diane Clehane is a New York Times bestselling author and award-winning journalist who has covered the British Royal Family for over two decades, with bylines in Vanity Fair, People, Forbes, and Newsweek. She is a regular commentator on CNN and NBC News about the royals.
13 min read • Originally published October 20, 2015 / Updated March 31, 2026
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By Diane Clehane
Diane Clehane is a New York Times bestselling author and award-winning journalist who has covered the British Royal Family for over two decades, with bylines in Vanity Fair, People, Forbes, and Newsweek. She is a regular commentator on CNN and NBC News about the royals.
13 min read • Originally published October 20, 2015 / Updated March 31, 2026

Don’t tell Hoda Kotb you can’t get a job in television. Not unless you’ve lived in your car for weeks traveling cross country in the same interview suit to find one like she did, that is. “I do think if you are tenacious, somebody will hire you,” she says.

Kotb speaks from experience: The Today show anchor who now sits alongside Kathie Lee Gifford for the show’s female-centric fourth hour was so ” in love” with the news business, she endured 27 rejections before landing her first on-air gig for a CBS affiliate in Greenville, Miss. in 1988. She was a woman on a mission: “I was literally driving around the country in my mom’s car in the same outfit. I slept in that car,” Kotb recalls.

“I had one job interview in Richmond, and the news director watched my tape and said, ‘I’m sorry, you’re just not good enough for Richmond.’ That had not dawned on me that I was not getting that first job. As I was leaving, the guy said, ‘I have a buddy of mine in Roanoke, Virginia who will hire you. Drive there tonight and you’ll catch him.’ So I drove to Roanoke that night, and I met the news director there and he said, ‘I’m sorry. but you’re not ready for Roanoke.’ I thought, ‘Who in the hell is not ready for Roanoke?’ Apparently me. As I was leaving that place, he said, ‘I’ve got a buddy of mine who is hiring in Memphis, but you’ve got to catch him in the morning. So I drove across Tennessee. I met that news director the next morning and he put my tape in and said, ‘No.'”

But then, Kotb says, she got lucky: “As I was driving home, I got lost and I wound up in the Panhandle and there was a television station with a sign — you know how they say, ‘God gives you a sign?’ It said, ‘Greenville, our eye is on you,’ and it had the CBS eye. I walked in there and I gave the guy my tape, and he watched this horrible, terrible tape. He looked at me, and I’ll never forget what he said: ‘I like what I see.’ I burst into tears and he hired me that day. If it wasn’t for that guy on that day, I’d be in PR. I was at the end, out of gas, and I’d done everything I could. When they asked us to bring somebody on the Today show who changed the course of our life, I brought on Stan Sandroni, that news director from Greenville, Mississippi.”


Name: Hoda Kotb
Position: Co-anchor, the Today show’s fourth hour
Resume: Joined Today in August 2007; correspondent for Dateline NBC since April 1998. Began her broadcast career in 1986 with CBS News as a news assistant in Cairo, Egypt. Landed her first anchor gig at WXVT-TV, the CBS affiliate in Greenville, Miss., in 1988. Worked at various local stations in Florida and Illinois and anchored the 10 p.m. news at WWL-TV, the CBS affiliate in New Orleans, from 1992-1998.
Birthdate: August 9, 1964
Hometown: Born in Norman, Okla., “but I grew up in Alexandria, Virginia.”
Education: Virginia Tech: BA, Journalism
Marital status: Divorced
First section of Sunday Times: “‘The Week in Review.’ I usually read Maureen Dowd and all those guys in the back, and I work my way around.”
Favorite TV show: “Law & Order — all of them.”
Guilty pleasure: “Pop Tarts.”
Last book read: “I just finished Elizabeth Berg’s new one, Home Safe, where her husband died and she’s out on her own. She’s a writer teaching writing classes and she’s trying to get back on her feet teaching writing again. I like her writing.”


Fresh out of school, you were a news assistant in Cairo, and now you’re on the Today show chatting with Kathie Lee. How would you characterize your career path?

I think a lot of it was just timing and luck along with hard work. A lot of people work hard, but I think I got lucky with timing. While I was working in a place, I fell in love with that place. I wasn’t about, ‘What’s the next place?’ When you fall in love you really connect, so when I was in Greenville, Miss., I was in.

I read all the local papers, I went to the local haunts, I made good friends. I enjoyed it when I was there, and then when I got my next job in Illinois, it was the same thing. I felt like I became part of the fabric of the place. When that happens, you’re more into your stories and you get better.

There are people who work and think, ‘I gotta get out of here. What am I doing here?’ If you live like that, you’re not going to put out good stories or anything for your reel.

But I do think a lot of it is luck and timing. I was working in New Orleans when Elena Nachmanoff, who is one of the vice presidents here [at NBC], saw some of my work and asked me to come up for an interview. You just get lucky sometimes.

Did you always know you wanted to be in television?

Yeah. I started off just wanting to do it because I liked the live element. I always thought newspapers were yesterday, and I like the current. I wasn’t one of those people who thought, ‘I’m going to be at the network by the time I’m 30.’ I just lived where I lived, took the next step, and moved on.

What did you watch growing up? Anyone on television that caught your eye and made you think, ‘I want to do what they do?’

My dad used to grill us at the dinner table about current events and out of sheer panic, you start learning things. Because of that, I became more interested in learning things. In college I covered an election, and I thought that was interesting. I watched all the great broadcasters, like Barbara Walters. I remember when she interviewed Anwar Sadat and I thought, ‘She’s interviewing the president of Egypt, and it seemed like a conversation.’

I thought that was so cool. There were a lot of women who were breaking barriers, and they made you think, ‘If they could do it, why can’t I?’

Back in the ’80s when you were starting out, there wasn’t a lot of diversity among broadcasters. As a woman who had an unusual last name and didn’t fit the blonde news babe stereotype of the era, what sort of obstacles did you encounter?

My parents are Egyptian, and they came here from Egypt and were so into assimilation. Everyone was to assimilate if you were an immigrant. It wasn’t ‘us and them.’ My parents made us red, white and blue when I was young. You know your name is funny and your hair is frizzy and you look a little weird, but you don’t know it’s because of that.

So throughout my career when I was rejected so many times, it wasn’t because of my background. It was because I wasn’t good. I knew that. I never dawned on me maybe they don’t want me because of ‘X.’ It’s not a racial thing for me. I didn’t see the world that way. So when things didn’t go my way, I just assumed I’m going to get mine somewhere else.

I don’t want to be all Pollyanna about it, but that wasn’t how I saw it. I just kept doing my thing. I’m not lugging that baggage around, which makes your life so much easier when you’re not searching for the answer to ‘Why didn’t I…?’ — because there are going to be a thousand reasons why.

I read in the clips that you were a member of the Delta Delta Delta sorority, which makes sense because when I watch you and Kathie Lee you remind me of college roommates that spend an awful lot of time together.

(Laughs) I was the pledge trainer! Throughout my college years, I lived in the Tri-Delt letters. Some people think sororities are silly, but you learn so much about managing people and learn about all different kinds of women. I loved it. I cried when I left college because of that. It was my thing.

So you and Kathie Lee are like grown-up sorority sisters.

(Laughs) With Kathie Lee, she’s insane — completely insane. She’s funny as all get out. She comes out with stuff and you think, ‘Where on Earth did that come from?’ We get along on the air, and we hang out off the air. For a lot of anchor teams that’s sort of a rare thing — you clock in and clock out.

I liked her when I first met her because she has this sense that she just doesn’t care.

She’s not going to be safe.

I spent my whole life being safe in journalism. I stayed within the margins; I read the prompter and followed what was written. Suddenly, to be set free of that — just her and me sitting there — can be scary because you have to be with some who is not afraid to push the margins, otherwise it’s dull. There has to be trust; otherwise, you can’t let go. There’s a trust factor there.

Are you guys still doing your once-a-week Broadway thing on Wednesdays? What else do you do together?

Yeah, but we’re taking a break now because we’ve seen everything. We do Michael’s usually or some kind of a lunch on Wednesdays and then see a show. I spent Fourth of July at her place in Nantucket. I went with her a few weeks ago to her place in Florida. My mom and I went to her house in Greenwich for Thanksgiving, and her mom was there. It’s really easy with us.

The fourth hour of Today is devoted to much lighter fare than you’d done in other jobs. Do you ever miss doing ‘hard news?’

I get to do Dateline, which is my other job. We did lots of hours of Michael Jackson coverage — because I have that, I still get to have my hand in the pot. I need it. I did nothing but hard news throughout my whole career, so in the last year and a half, it’s sort of switched.

I’m still interested in all of it. When there’s a big story, I want to be on it.

You disclosed your battle with breast cancer a few years back and documented a lot of what you went through for broadcast. How did that feel being the story as opposed to covering it?

I was reluctant to do it. A producer friend of mine said, ‘Why don’t you document it and then do what you want with the tape?’ We documented it, and the whole ordeal was surreal.

When you’re healthy and you don’t see anything coming, and someone tells you something and the next thing you’re talking about is major surgery, a mastectomy, reconstruction and post-treatment — You just can’t believe they’re talking about you. It’s like someone hit you with a baseball bat.

It was one of those things. I journaled. The camera was with me — and sometimes you don’t want to burden someone, so it was nice to just get it out. It was a really hard time. I just pushed through. In my journal, after every entry, I wrote the word ‘forward’ because I kept thinking just, ‘One more day.’ At the end, you’re out of the weeds.

I still remember the day I realized there was a mini silver lining. I was in bed, and I was jolted out of it when I realized these four words: You can’t scare me. I remember thinking, ‘That’s what I get from this whole thing.’ It changes your perspective on things.

It also made me more fearless professionally to ask for things. I usually waited until I was noticed. This was one of the first times I stepped out and said, ‘I’d like to host the fourth hour.’ I just went and saw Jeff Zucker and Steve Capus and just asked.

So when this job came up you approached them?

Yes. It was all after the surgery. I’ll be honest — I think I would have waited for them to come to me otherwise. They may not have. Suddenly I thought, ‘Why not?’ You get one bite of the apple. It was a weird empowering thing in the end.

How does having something like this happen to you affect the way you deal with people who are coping with difficult situations? Do you feel like you’ve become more empathetic?

I think once you’ve been on your knees — once you know how it feels to be that vulnerable, you can’t help but deal with people in a more sensitive way. I thought I was sensitive before, but I don’t think you realize before it’s you.

Ann Curry interviewed me [about having breast cancer], and I remember being really scared being that person putting your trust into someone else’s hands. It’s a scary thing to do. Once I realized just how vulnerable you are sitting there, it raised the sensitivity level for me when I’m interviewing other people. It was there already, but not enough.

You’re a Virginia Tech alum and you spoke at their commencement. What was that like for you?

To be asked to speak at your college commencement is astonishing. It was a huge stadium filled with parents and kids. It was a year after the shooting. I just wanted to do right by them because it was my house. I remember what it was like to be sitting there, and I just wanted to leave them with something. When I was graduating, I don’t even remember who my speaker was. Who remembers?

So I kept thinking, ‘Just give them something to take away.’ It kind of unburdened me a little bit. I talked a little bit about the massacre, but in a healing way.

These kids were going out to a scary world, so I told them my job search story. It was great to be back on that campus. In that huge stadium filled with a zillion people, the bleachers were full and in the front row there was this kid who was totally dead asleep. (Laughs) I couldn’t take my eyes off that kid.

Everything quickly snaps into perspective.

What the best advice you have for someone to get into the business now?

Because it’s so tough, people are going to drop out because they get discouraged. But if you are in love with this profession — and I do think it’s important to find something you’re in love with — the job is going to be there.

In 1987, there was a stock market crash; no one was working, so it was kind of the same thing — not as severe. When I was driving around looking for jobs, most people would have quit after the fourth or fifth rejection. I was stubborn and stupid and kept going showing that bad tape over and over again.

I promise you, I could put a graduate in a car, send them across the country, and if they drove everywhere, someone would hire them. It’s just about how far you’re willing to go. And if you’re not willing to go that far, then you’re probably not going to be that good at the job anyway.

Let people drop out; you stay in.

What would you say has been your greatest success?

Oh Lord, I don’t know. I guess it was the day I was in New Orleans, and I got the phone call from Elena [when] she said, ‘You got it.’ I said, ‘Put it in a sentence for me’ because I wanted to remember the moment. She said, ‘You are a correspondent for Dateline NBC.’

I just freaked. I called my mom, who sat in the same cubicle at the Library of Congress for 25 years, and she stood up and said, ‘My daughter is working at NBC!’ People were all clapping. I remember thinking, ‘This is the best moment ever.’

And your biggest disappointment?

Since both happened at the same time, the end of my marriage and the illness.

They both happened in the same month.

The same month? That must have been really hard. How long were you married for?

Yeah. I knew him for 10 years, and we were married for two. I think sometimes when you have two really big things to deal with in your life, you only have so much grief to go around.

Sometimes when you have to share the grief, it sounds odd, but it feels a little less burdensome because you can only give so much to worrying about your illness if your marriage isn’t right, and you can only think so much about your marriage dissolving if you’re sick.

How would you say you’ve gotten to where you are?

Tenacity and a lot of luck, and just really fortunate timing. So much of it is the stars aligning.

Do you have a motto?

I’m not important enough to have my own motto. (Laughs) ‘You can’t scare me’ has sort of become my mantra. I think that’s it.


This original interview has been edited for length and clarity. Mediabistro regularly features media career interviews with people who have built meaningful careers in the industry.

Topics:

Advice From the Pros, Be Inspired, Interviews
NYC

Bunny baskets and Seder staples: New York's Easter and Passover trends

By Stacker Feed
5 min read • Published March 31, 2026
By Stacker Feed
5 min read • Published March 31, 2026

aerogondo2 // Shutterstock

Bunny baskets and Seder staples: New York’s Easter and Passover trends

When Easter and Passover arrive, shopping carts transform — filling up with chocolate bunnies, fresh florals, and time-honored holiday staples.

This past year, Easter and Passover overlapped, creating one of the busiest and most festive shopping periods of the spring season. Instacart took a look at what customers in New York and across the country added to their carts during Easter week (April 14-20, 2025) and the week leading up to Passover (April 7-13, 2025) to see how Americans celebrated.

Here’s an overview from Instacart of what hopped to the top.

Key Takeaways:

  • Reese’s Peanut Butter Eggs are the undisputed basket MVP. They ranked as the top-selling Easter candy nationwide for the fourth year in a row, leading Instacart’s Top 10 list.
  • Jelly beans have their Easter moment. Jelly beans surged 863% above their yearly average during Easter week — one of the largest candy spikes of the season.
  • Easter weekend doubles as a spring reset. Gardening categories like soil (up 128%), mulch (133%), annual plants (157%), and fertilizer (124%) all saw significant lifts, showing that many people use the holiday as a launchpad for spring refresh projects.
  • ​​Easter décor dominates the holiday surge. Easter décor, including items like Easter baskets, grass, and plastic eggs, skyrocketed 2,742% above its yearly average during Easter week, making it the single biggest seasonal spike.
  • Passover prep is rooted in tradition. In the week leading up to Passover, matzah jumped 1,239% above its yearly average, while gefilte fish (742%), and matzo ball mixes (673%) also surged.

Instacart

Easter Week: Candy, Lamb — and a Side of Mulch

During the seven-day period ending on Easter Sunday, several categories surged far beyond their typical share of sales throughout the year.

Easter dinner centerpieces had a major moment, alongside candy-filled baskets and playful toys. As families headed outdoors for egg hunts after a long winter, gardening supplies also surged, signaling the unofficial kickoff to green thumb season.

Instacart

Easter baskets went big

It’s good news for the kiddos. The spike in sidewalk chalk and bubble wands signals that backyard season has officially begun.

Instacart

The Top 10 Easter Candies in America

When it comes to Easter basket-building, one candy reigned supreme.

During Easter week, Reese’s Peanut Butter Eggs ranked as the top-selling Easter candy by item share for the fourth year in a row.

Chocolate clearly dominates carts, but the presence of Sour Patch Kids, Starburst Jelly Beans, and Nerds shows that sour and fruity favorites still hold their own.

Instacart

Reese’s Dominates — But Not Every State Agrees

Perhaps unsurprisingly, when we mapped the top-selling Easter candy by item share in each state, Reese’s Peanut Butter Eggs topped the charts in 38 states, including New York, reinforcing its status as the undisputed MVP of Easter baskets.

However, 11 states (plus Washington, D.C.) opted for something else.

The Milk Chocolate Loyalists

States along both coasts as well as the Dakotas showed their love for Hershey’s Milk Chocolate as their top candy:

  • California
  • Connecticut
  • Delaware
  • Maryland
  • Nevada
  • New Jersey
  • North Carolina
  • North Dakota
  • South Dakota

The Bunny Believers

In Hawai’i and Maine, customers favored the seasonal classic Lindt Gold Bunny Milk Chocolate.

The Cup Crowd

And in Washington, D.C. and South Carolina, customers preferred Reese’s Peanut Butter Cups over the popular Easter egg-shaped version. Either way, it’s clear Reese’s peanut butter perfection is key for holiday enjoyment. 

Where Jelly Beans and Chocolate Bunnies Shine

Beyond overall top candies, we also looked at how strongly certain Easter staples over-indexed in each state compared to the national average, and two classics stood out: jelly beans and chocolate bunnies.

Instacart

The Jelly Bean Belt

Jelly beans surged nationally during Easter week, up 863% above their yearly average, but some states embraced them even more enthusiastically.

New York ordered 11% less jelly beans as a share of candy items compared to the national average, ranking as the #6 least among all states.

The biggest jelly bean fans were concentrated in the Midwest and Upper Plains:

  • Iowa (39% over national average)
  • North Dakota (37%)
  • Minnesota (37%)
  • Vermont (35%)
  • Wisconsin (35%)
  • Ohio (31%)
  • Michigan (30%)

In these states, jelly beans made up a significantly larger share of candy purchases than the national average, reinforcing their status as an Easter essential.

Meanwhile, states like California (21% below the national average), Hawai’i (22%), and D.C. (39%) purchased jelly beans at notably lower rates than the national average.

Instacart

Chocolate Bunny Strongholds

Chocolate bunnies also saw clear regional differences. New York ordered 9% more chocolate bunnies as a share of candy items compared to the national average, ranking as the #18 most among all states. The biggest chocolate bunny enthusiasts included:

  • Hawai’i (68% above national average)
  • Vermont (55%)
  • Rhode Island (50%)
  • Maine (50%)
  • New Hampshire (31%)

In these states, chocolate bunnies made up a significantly higher share of candy purchases compared to the national average.

One of the more surprising findings was Hawai’i topping the country for chocolate bunny purchases. The state typically under-indexes on highly seasonal purchases, so seeing it lead on such an iconic Easter item really stands out. What makes the trend even more interesting is that Hawai’i ordered jelly beans less often than average — suggesting that in the Aloha State, chocolate bunnies are in and jelly beans are out.

On the other end of the spectrum, Utah (31% below the national average), D.C. (30%), and Nevada (25%) ordered chocolate bunnies the least often, showing that while bunnies may be iconic, they are not equally beloved everywhere.

Utah’s chocolate bunny demand also caught attention. The state is usually at the forefront of seasonal shopping trends, so its lower-than-average demand for chocolate bunnies is a notable departure. For a state that often embraces holiday moments, the inverse this year stands out.

Instacart

Passover Prep: Seder Staples Surge

Looking at the week leading up to Passover (April 7-13, 2025), traditional Seder essentials rose sharply compared to their typical yearly share with matzah (+1,239%), matzo ball mixes (+673%), gefilte fish (+742%), and horseradish root (+1,120%).

Purchases of these key Passover staples follow a sharply seasonal pattern, with their most significant surge of the year occurring in the week leading up to Passover. Compared to their typical baseline, demand for these items skyrockets during the holiday, far outpacing any other point in the calendar year. While smaller lifts appear again around Rosh Hashanah and Hanukkah, those increases are modest in comparison, underscoring Passover as the clear peak moment for these traditional foods.

Baskets, Blooms and Seder Tables Await

With both holidays fast approaching, customers are leaning into the traditions and seasonal favorites that define spring.

This story was
produced by
Instacart
and reviewed and
distributed by Stacker.

Topics:

NYC
Careers & Education

The B2B digital marketing playbook for growth on autopilot

By Michelle Drennan for Apollo
16 min read • Published March 31, 2026
By Michelle Drennan for Apollo
16 min read • Published March 31, 2026

A collage of hands, laptop, and business graphics symbolizing B2B digital marketing on a teal paper background.

ImageFlow // Shutterstock

The B2B digital marketing playbook for growth on autopilot

Companies that make their marketing strategy a central part of their growth strategy grow faster than those that don’t.

A 2023 McKinsey study in which researchers conducted a survey, consulted industry groups, and spoke with more than 100 people in C-level growth roles, found that companies that invest in marketing are over twice as likely to grow at over 5% per year. And that’s growth that actively builds on itself, as you earn new customers, build a stronger domain, and strengthen your brand reputation.

Today, the practice of “marketing” is becoming increasingly synonymous with digital marketing. From social media platforms to search engine optimization, there are quite literally unlimited ways to capture buyers’ attention online and speak to them where they are with messaging they care about.

But where do you start? And how do you break through the noise amid a wave of AI and shortened attention spans?

Apollo did some research and spoke to paid acquisition experts to understand the scope of digital marketing today, the strategies you can use to scale, and the tools to help you do it. Read on to learn their findings.

What is digital marketing?

Digital marketing is the use of online channels to reach customers, build brand awareness, and drive business growth.

And digital’s attracting more marketing dollars for good reason. Paid advertising puts you in front of potential buyers. Content marketing attracts high-intent customers. And community building grows a tribe of advocates willing to go to bat for your business.

“Growth doesn’t happen by accident; growth leaders need to actively choose to grow and intentionally create strategic distance from their peers,” said Marc Brodherson, senior partner at McKinsey & Company.

To set you on the road to marketing success, here are insights from the best of the best — starting with the “why?”

The business impact of digital marketing

The whole point of marketing is to generate interest, but digital marketing goes far beyond demand generation. It’s about really understanding your buyers — their pain points, behaviors, and motivations — and using that knowledge to keep your pipeline full, shorten sales cycles, and ultimately drive more meaningful, long-term growth.

When you invest in your business’s digital presence, it gives you a few unique advantages.

1. You get to know your buyers — inside and out

Every business owner and founder thinks they know their customers and buyers. But the reality is, everyone has blind spots. Pushing a product, service, or message that buyers don’t want or have a need for is actually the quickest way to fail.

Digital marketing can help you understand precisely what buyers want because each interaction leaves a digital footprint.

  • What ads are catching your buyers’ eyes? Digital marketing tracks impressions, clicks, and conversions so you know exactly which ads perform best.
  • What content resonates with your buyers? Engagement metrics like time on page, shares, and comments show you what content keeps your audience interested.
  • What problem statements and messaging trigger engagement? A/B testing and click-through data reveal which messages spark action and align with your audience’s needs.

The more you know about your buyers, the clearer your path to conversion.

2. It keeps your sales pipeline full

Page views, social media followers, and list sizes are good indicators, but make no mistake — the ultimate goal of digital marketing is revenue.

As for how much revenue or pipeline marketing should contribute. The answer’s complicated because it depends on a bunch of factors.

The simpler your sales cycle, the more pipeline marketing can create. Market maturity matters, too.

3. Good marketing cuts the sales cycle

B2B buyers no longer follow a predictable, linear process. Instead, they perform stages concurrently and nonsequentially.

The modern B2B buying journey is so complex that former Gartner executive Brent Adamson once described it as a “big bowl of spaghetti.”

If buyers are jumping forward and looping back across the buying journey, you can’t maintain a clear marketing-sales split. Instead, both teams need to collaborate through the entire sales cycle, sharing everything they know about buyers.

Better understanding drives better touchpoints. You can deliver targeted content and tailored nurture campaigns. Prospects power through buying stages faster than ever, reducing friction and time to conversion.

4. You learn the channels that work

With the right tracking in place, digital marketing gives you data on every interaction, click, and conversion.

Tracking engagement reveals what marketing activities motivated action — the social ad that convinced someone to click or e-book that piqued a buyer’s interest.

Use a marketing attribution model to add rigor to your analysis. The most popular options include:

  • First touch. This credits the first touchpoint where a prospect engaged with your brand. It’s best for awareness-focused campaigns. It shows what sparked initial interest and helps you understand which top-of-funnel activities are working.
  • Last touch. Crediting the final touch point a buyer made before they took action, is ideal when your priority is conversions.
  • Multitouch. This offers a balanced view of the entire customer journey by assigning equal credit to all touchpoints. It’s great for nurturing-focused strategies.
  • W-shaped. Gives 30% credit to the first touch, lead creation, and opportunity creation, with 10% distributed across other touchpoints.
  • Time-decay. Distributes credit across touches, but gives more weight the closer a touchpoint is to conversion. This model works well in fast-moving funnels where momentum near conversion matters most.

Choosing the right model depends on your objectives. Early stage or brand-building? First touch helps for early stage or brand-building. Time-decay or W-shaped offers better visibility for deal acceleration.

With attribution monitoring in place, you can clearly track the flow of leads through your funnel. Double down on what’s working, refine what’s not, and confidently align your marketing with real outcomes.

5. Marketing works while you sleep

Digital marketing can often run by itself after setup.

Teams that use marketing automation can boost leads by 80%, according to a report conducted in 2021 by Ascend2, a research-based marketing firm. It does this through:

  • Retargeting ads that bring back visitors who have bounced.
  • Behavior-based emails that continue the conversation and nurture trust.
  • Chatbots and enriched forms that automatically qualify inbound leads and book meetings on your homepage.

While you’re tucked up in bed, these channels are still engaging prospects, scoring leads, and moving them through your funnel.

Building a B2B digital marketing strategy step-by-step

First, define what success looks like

What are you trying to achieve? And why does this matter to your organization? Without clear answers to both of those questions, you’ll end up developing digital marketing plans that pull in the wrong direction.

Create big-picture goals that set the direction for your marketing strategy — increasing lead generation, establishing thought leadership, or accelerating your sales cycle.

Then underpin each goal with contributing objectives. Here’s an example for lead generation.

Goal: Increase lead generation

Objectives:

  • Implement targeted account-based marketing campaigns that generate 15% more marketing-qualified leads (MQLs) within six months.
  • Optimize the company website with industry-specific landing pages that improve lead conversion rates by 25% by Q3.
  • Launch a content marketing strategy that produces 5 high-value gated assets per quarter, resulting in 200-plus new leads.

It’ll feel tempting to chase every goal from day one, but when everything is a priority, nothing is. Focus on one or two priorities per quarter and attack them with laser focus.

Then, map the buyer’s experience

Think like your ideal customer. Map their daily challenges, understand their silent frustrations, and decode the unspoken motivations driving their business decisions. Using these sources can help you get a better idea.

Primary research sources

  • Marketing and sales performance data
  • Customer experience surveys
  • Customer interviews and focus groups
  • Competitor research

Secondary research sources:

  • Company reports like earnings calls
  • Trade publications
  • Media and news reporting
  • Market research reports

Analyze the data for commonalities and trends. Those patterns will start to form the basis for your buyer personas — or a representation of your ideal customer.

Buyer personas guide every marketing effort. They feed your messaging, determine where and how you deliver ads, and influence your outbound work.

Use them as litmus tests for future strategies. If an idea doesn’t serve your buyer persona, it goes in the bin.

Build stronger sales and marketing collaboration

Marketing and sales should be the ultimate power couple, each helping the other in pursuit of the same goal — revenue. Companies with strong sales and marketing alignment grow 19% faster and are 15% more profitable, according to Forrester data published in 2020.

“Marketing strategies work best when both marketers and sellers collaborate on messaging,” said Cameron Thompson, director of paid acquisition at Apollo.

But more often, they feel like a marriage on the rocks. Sales complains that marketing sends unqualified leads. Marketing gripes that sellers barely follow up with potential buyers. It’s like they’re speaking different languages.

But how do you bring together two departments that tend to drift in opposite directions?

Invest in what actually drives revenue

The economic outlook has changed a lot in the last few years — high inflation, recession fears, trade restrictions, the list goes on. The result is that companies have fewer marketing dollars to spend.

If campaigns underperform, react quickly. Cut spend, reallocate your resources, and bet on opportunities that deliver revenue growth.

Sometimes, this may mean outsourcing your marketing function. Is it right for you? Or should you try to build it in-house?

Here are some pros and cons to consider.

In-house marketing

Pros:

  • It gives you a deeper understanding of your company
  • Offers direct communication and faster decision-making
  • Lower long-term costs
  • Provides more control over execution

Cons:

  • Limited expertise and skill gaps
  • Potential resource constraints
  • Slower learning and adaptation
  • Requires continuous training investment

Outsourced agency

Pros:

  • It gives you immediate access to specialized expertise & broader perspectives
  • Allows you to scale resources without hiring
  • Often includes advanced tools and technologies

Cons:

  • Higher per-project costs
  • Less intimate knowledge of your company
  • Slower communication
  • Potential misalignment with internal priorities
  • Less day-to-day control over execution

Digital marketing strategies and channels that deliver

You need the right marketing channels. The key is choosing a mixture of strategies that, first, you can afford, and also ones that match how your unique buyers make decisions.

Here’s a clear look at what each strategy involves, what it takes to do it well, and when it’s worth investing in.

Paid advertising

Paid ads allow you to get in front of buyers quickly; it’s ideal for driving short-term pipeline and bottom-of-funnel leads.

There are a few different tactics:

  • Paid search: Placing a paid entry alongside organic search results on Google, Bing, and other search engines.
  • Display ads: Integrating visual advertisements into third-party websites.
  • Retargeting: Using past user behavior (for example, knowing someone has looked at a particular product) to deliver highly personalized ads based on their known interests.

The real power of paid advertising lies in its hyper-specific targeting. You can use demographic data (age, education, job title), behaviors (online browsing history, previous purchases, content consumption), technological insights (device, software, tool use), or intent data (search terms, content engagement, email opens) to create targeted messaging.

Tool suggestions

  • Ad management platforms (Google Ads, Bing Ads, LinkedIn Ads)
  • Retargeting services (Google Ads, LinkedIn Marketing Solutions)
  • Analytics tools (Google Analytics, Hotjar, etc.)

Account-based marketing (ABM)

ABM flips traditional marketing on its head.

Instead of reaching out to one-off buyers, you build a “target account list” of high-value potential accounts and run bespoke marketing and sales campaigns for the right people within those companies. This includes personalized content campaigns, account-specific landing pages, and executive engagement programs.

While effective, AMB does require a lot of resources. It’s a sales and marketing VIP lane. You can only afford that level of service if your average contract value is high enough.

Tool suggestions

  • Data and intelligence (6sense, Zoominfo)
  • Engagement (Demandbase, Outreach)
  • Analytics (Google Analytics, Marketo Measure)

Content marketing

Content marketing is a long-term strategy for building trust, authority, and demand.

Focus on creating solution-driven content — like guides, videos, case studies, and whitepapers — that addresses real customer problems. Use formats like podcasts, educational resources, and thought leadership pieces to engage your audience across channels. The goal: Attract and convert the right buyers by being genuinely helpful, not just promotional.

Unlike paid tactics, content builds compounding value. Blog posts and podcast episodes can generate leads years after publication.

Tool suggestions

  • Content management systems (WordPress, HubSpot, Webflow)
  • Content optimization (SEMrush, Clearscope, Surfer SEO)
  • Design tools (Canva, Figma, Adobe)

Email marketing and lead nurturing

Despite what you might have heard, email isn’t dead, but it has evolved. Today it’s all about intentional outreach based on prospect action and intent.

Apollo’s Thompson looks at buyer signals as opportunities to reengage and guide prospects forward.

“If you have a prospect who downloads a white paper but doesn’t engage with it, a targeted email follow-up effort can help move them through the sales cycle,” he said.

New AI technology makes it easy to spin up granular email campaigns — welcome emails, onboarding sequences, nurture campaigns, the list goes on — and inject hyper-personalized elements.

Tools suggestions

  • Email marketing platforms (Mailchimp, ConvertKit)
  • Marketing automation platform (HubSpot, ActiveCampaign)

Social media and community building

Social media for B2B isn’t about likes. It’s about positioning your brand as a leader in your market.

Platforms like LinkedIn offer great opportunities to showcase expertise, engage with professionals, and attract potential clients. Focus on thought leadership: sharing insights, participating in discussions, and creating content that provides real value.

Community building typically goes hand in hand with social media marketing. Create spaces that support genuine dialogue and offer value to your community members. Think: professional development, peer learning, and gated resources.

Tool suggestions

  • Social media management (Hootsuite, Sprout Social, Sprinklr)
  • Social listening and analytics (Brandwatch, Mention, Talkwalker)

SEO and organic traffic

Search engine optimization (SEO) is your digital real estate strategy. By optimizing your online presence, you earn visibility where potential customers are actively searching for solutions across Google, Bing, and other search engines.

“It’s not enough to drive traffic through SEO or organic content—you need a way to follow up. Without lead nurturing, valuable prospects can slip through the cracks,” Thompson said.

When you’re competing against giants, don’t focus on high-competition keywords. Instead, focus on long-tail keywords, create authoritative content, and build a technically sound website.

The beauty of SEO is that it’s always on. Once established, organic traffic generates leads continuously without ongoing ad spend.

Tool suggestions

  • Keyword research (SEMrush, Ahrefs)
  • Technical SEO audit (Screaming Frog, Deepcrawl)
  • Analytics (Google Analytics)

Virtual events

Virtual events are powerful because they are so interactive. Attendees can ask real-time questions, suggest topics, and actively participate in the building of your brand and business.

Event marketing covers a wide range of tactics like conferences, awards, webinars, and workshops. The right format depends on your resources.

For example, if you want to develop your customer base into power users — but you’re on a budget — a webinar is an accessible option. If you’re hoping to create community and have a team to do it, creating a community Slack channel or hosting a Q&A with a panel of experts can foster engagement and loyalty.

Tool suggestions

  • Video conferencing (Zoom, Teams, GoToWebinar)
  • Virtual event management (Hopin, Cvent, Bizzabo)
  • Attendee engagement (Slido, Mentimeter, Kahoot!)

Key metrics to track for B2B digital marketing

Effective marketing requires a near obsession with tracking. Looking at the right metrics helps you spot early signals, course-correct quickly, and prioritize what moves the needle. Without it, you’re flying blind.

Here are the questions every marketing team should be asking and the metrics that can answer them.

Impact: Is your marketing generating profit?

Metrics to track

  • Marketing-sourced revenue. This measures the profit directly attributed to marketing activities. In mature B2B organizations, marketing typically contributes between 25% to 30% of the total sales pipeline.
  • Customer acquisition cost (CAC). The value derived from a customer should be at least three times the cost of acquiring them.
  • Return on advertising spend (ROAS). This is revenue generated for every dollar spent on advertising. While there’s no “right” answer, a common ROAS benchmark is a 4:1 ratio — $4 revenue to $1 in ad spend.

Awareness: Are your strategies generating interest?

Metrics to track

  • Impressions. This metric counts how often your content is displayed to users and indicates potential audience reach and initial visibility.
  • Traffic by channel. Analyzing the volume of visitors from specific marketing channels (social, organic, paid, email) helps identify the most effective sources and optimize resource allocation. For instance, measure paid marketing contributing to a 1% increase in traffic.
  • Search engine rankings. This is your website’s position on Google (and other search engines) for key industry search terms. Higher rankings mean more visibility, which increases the chance of attracting organic traffic without paid spend.
  • Click-through rate (CTR). The percentage of people who click on your content after seeing it should sit between 2% and 3%.

Consideration: Are you helping customers make informed decisions?

Metrics to track

  • Time on site. Measures the average duration visitors spend on your website. B2B websites typically see an average session duration of around 82 seconds, according to a 2021 Contentsquare report that analyzed over 20 billion individual user sessions in 2020. If you’re seeing drastically less than that, consider improving your content quality, messaging, or web layout.
  • Content engagement. Measures how your audience interacts with your content — through shares, comments, downloads, and more. High engagement signals that your content is resonating, relevant, and prompting action.
  • Demo or call requests. How many prospects are asking to speak with sales? This is one of the clearest signs of buyer intent and marketing effectiveness.
  • Lead quality. Involves scoring leads based on their likelihood to convert, helping prioritize the most promising prospects. Effective lead scoring models can increase ACV by 10% or more.

Decision: Are you driving deals towards the finish line?

Metrics to track

  • Conversion rate. What percentage of your marketing leads become paying customers? In B2B SaaS, for example, the average lead-to-customer conversion rate typically ranges from 1% to 5%.
  • Cost per conversion. This tells you how much you’re spending, on average, to get someone to take a desired action — like signing up or making a purchase. Calculate it by dividing your total marketing spend by the number of conversions.
  • Retention rate. This is ultimately a customer satisfaction metric, but it also tells you how well you’re targeting the right people. Best-in-class B2B companies typically achieve a gross revenue retention rate of 85% to 87%.
  • Customer lifetime value (CLV). This measures the total revenue you expect to earn from a customer throughout your relationship. Aim for a number that’s at least 3 to 5 times higher than the cost of acquiring that customer.

Four trends reshaping B2B marketing

On your journey to building a B2B marketing machine, you may notice that many traditional lead generation tactics are delivering diminishing returns. Buying processes have grown more complex and buyer expectations more sophisticated.

Take these trends into consideration as you shape your strategy — not to just follow the crowd, but to build something that’s responsive to how people buy in 2025.

1. Hyperpersonalization at scale

Hyperpersonalization is about treating each prospect like a unique person and tailoring your messaging to their individual wants, needs, and challenges.

“Today, everything is customized. It’s unique pain points, personalized approaches, and bespoke messaging,” said Thompson.

Advanced data analytics, AI-driven insights, and sophisticated tracking enable marketers to understand prospects at an unprecedented depth. That includes microsegmentation that goes beyond industry and job title. Modern martech lets you craft messages so precise, they’ll feel like they were written in a one-on-one conversation.

By using AI prompting for research, you can find in-depth information on prospects in seconds and feed it straight into your outbound messages.

2. Always-on engagement for the modern buyer

Modern buyers do a ton of pre-purchase research before contacting potential vendors. In fact, one 2024 report from 6sense suggests that they’re typically two-thirds of the way through the buying journey by the time they reach out to a company.

When a buyer actually contacts you, they want something immediately. Not in a couple of hours or days.

Conversational marketing can transform your online presence from a static billboard to a live communication hub. Chatbots and AI assistants work 24/7, answering questions, qualifying leads, and creating human-like interactions that never sleep.

3. Smart automation is raising the bar for marketing efficiency

Routine tasks that used to eat up hours can now be handled by automated workflows, giving teams more time to focus on strategy, testing, and growth — and less on the grunt work.

Here are a few areas where automation is already delivering real impact:

  • Campaign messaging. AI can generate first-draft copy in seconds, helping teams get to stronger ideas faster without starting from scratch every time.
  • Churn prediction. By analyzing product usage and buyer signals, AI can flag at-risk customers early, so teams can act before it’s too late.
  • Automated tests. A/B tests, that run multiple variations of your messaging across a pool of recipients, allow teams to quickly launch experiments, monitor results in real time, and optimize messages based on what resonates with people best.

4. Interactive experiences instead of static content

Thompson likes to take a step back to look at the full picture of consumer behavior.

“Look how B2C consumer behavior has evolved over the last couple of years,” he said. “Voice with Alexa and Siri, more video, AI assistants. B2B marketers need to evolve as buyer behavior catches up.”

Not to mention that no-code tools are transforming what small or one-person marketing teams can achieve.

For marketers, it’s never been easier to spin up interactive calculators, assessments, and immersive content in seconds. Interactive experiences are the new engagement frontier, and you don’t need to be a tech wizard to execute them.

Start smart: Build real, workable pipeline with the right tool

The question isn’t whether you should invest in digital marketing.

It’s more a question of how quickly you can start, how efficiently you can learn, and how well you use tech to your advantage.

Then, with your ideal prospects in hand, it’s about turning insights into action — and that’s where the right tools can make all the difference.

This story was produced by Apollo and reviewed and distributed by Stacker.

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Inaugural East West Bank Gold Music Lab Debuts From Gold House and East West Bank to Accelerate Rising Asian Pacific Artists

By Media News
3 min read • Published March 31, 2026
By Media News
3 min read • Published March 31, 2026

LOS ANGELES, CA / ACCESS Newswire / March 31, 2026 / Gold House, the cultural platform shaping global opportunity, and East West Bank, the largest independent bank headquartered in Southern California, today launch the East West Bank Gold Music Lab – a first-of-its-kind fund dedicated to advancing the next generation of independent Asian Pacific musicians.

Made possible through the generous support of East West Bank and its Foundation, the initiative will provide targeted assistance to help emerging artists expand their reach and accelerate their careers. The program reflects the Bank’s continued commitment to strengthening the entertainment ecosystem and amplifying diverse voices across the music industry.

Even as global fandom grows, Asian Pacific artists, especially those outside of the K-pop genre, remain underrepresented in the music industry and on mainstream U.S. charts – highlighting the need for stronger industry infrastructure and investment to support emerging talent.

Building on the momentum of Gold House’s broader artist development platform, the East West Bank Gold Music Lab will provide select artists with support from Gold House and industry partners at pivotal career moments – from debut releases to headline tours – designed to break through and break out.

"Supporting the creative economy has long been central to East West Bank’s commitment to creating pathways for growth and opportunity. Through the East West Bank Gold Music Lab, we are proud to invest in emerging Asian Pacific artists by providing the resources, connections, and visibility they need to help them reach further," said Dominic Ng, Chairman and CEO of East West Bank. "Our continued partnership with Gold House reflects our shared goal of expanding opportunity across the music industry and beyond, and we are excited to build on this momentum to empower the next generation of artists."

"This program is about more than just audible visibility – it’s about deploying our cultural platform’s full capacities to ensure artistic success: from funding to career-making access to center stage promotional opportunities," said Bing Chen, the CEO and Co-Founder of Gold House. "East West Bank has been instrumental in providing key access and opportunities for artists, and we are thrilled to support emerging musicians through this program."

To learn more about the East West Bank Gold Music Lab, contact Maiqi Qin at maiqi@goldhouse.org.

About Gold House

Gold House is a platform where culture shapes global opportunity. Operating with the heart of a nonprofit and the reach of a world-class enterprise, Gold House brings people together through cultural experiences, entertainment, and entrepreneurship. We believe culture is the foundation for change: it forms who we are, who we know, how we love, what we build, and what becomes possible. Visit GoldHouse.org.

About East West Bank

East West Bank provides financial services that help customers reach further and connect to new opportunities. East West Bancorp, Inc. is a public company with total assets of $80.4 billion as of December 31, 2025. The Company’s wholly-owned subsidiary, East West Bank, is the largest independent bank headquartered in Southern California, and operates over 110 locations in the United States and Asia. The Bank’s markets in the United States include California, Georgia, Illinois, Massachusetts, Nevada, New York, Texas, and Washington. For more information on East West, visit www.eastwestbank.com.

SOURCE: Gold House

View the original press release on ACCESS Newswire

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Farrington Capital Group Announces Integration of Raspberry Pi Compute Modules to Power "AI Health Buddy" for Near-Infrared (NIR) Medical Technology

By Media News
2 min read • Published March 31, 2026
By Media News
2 min read • Published March 31, 2026

MIAMI, FL / ACCESS Newswire / March 31, 2026 / Farrington Capital Group (FCG) and Near Infrared Imaging, Inc. (NII) today announced a major technical milestone in their strategic partnership to advance near-infrared (NIR) medical technology. The collaboration will now utilize high-performance Raspberry Pi compute architecture as one of the primary delivery vehicle for the AI Health Buddy integration, ensuring that advanced vascular diagnostics are affordable and accessible to the worldwide community.

This integration is overseen by Remergify, the partnership’s Lead Administrator, which is responsible for managing the daily operations and the critical synergy between NII’s hardware expertise and FCG’s artificial intelligence engine. By handling the operational synchronization of these two entities, Remergify is ensuring the successful build-out of a medical AI game changer that leverages industrial-grade "edge computing" to deliver sophisticated clinical workflows at the point of care.

The integration of Raspberry Pi into the AI Health Buddy system provides several key advantages:

  • Edge AI Processing: Allows for the immediate, on-device analysis of 1920 x 1080 FHD video to identify difficult targets like the cephalic vein with zero latency.

  • Mobile Versatility: Supports the partnership’s mission to deploy algorithms across Android and Apple smartphone interfaces via the Vein-Eye EMS system.

  • Global Scalability: Utilizes a globally recognized hardware standard that simplifies maintenance and updates for international distributors.

  • Advanced Safety: Powers the "AI Health Buddy" safety suite, providing real-time alerts if medicine or blood begins to leak into surrounding tissue (infiltration).

"Our goal has always been to provide the highest quality medical solutions at a price point that serves everyone, from high-end surgical suites to mobile medical units in underserved regions," said Alfred Farrington II, Managing Member of Farrington Capital Group. "With Remergify managing the synergy of our collective assets, we are able to deploy our proprietary AI Development Engine in a compact, energy-efficient, and highly scalable format that brings ‘intelligent sight’ to the point of care."

This technical shift aligns with the partnership’s focus on the commercialization of high-value medical workflows, including ophthalmic diagnostics and post-surgical monitoring.

About Farrington Capital Group:

Farrington Capital Group (FCG) serves as the AI Development Engine for the next generation of medical diagnostics, specializing in proprietary algorithms for automated bleeding detection and tissue analysis.

About Near Infrared Imaging, Inc.:

Near Infrared Imaging (NII) is the Hardware & IP Partner for the Vein-Eye platform, providing patented FHD near-infrared technology designed to improve patient outcomes in vascular access.

About Remergify:

Remergify serves as the Lead Administrator, coordinating daily operations, managing contract compliance, and overseeing the administrative roadmap for the partnership’s global initiatives.

Media Contact:
Stuart Fine
CEO, Remergify
stuart@remergify.com

SOURCE: Remergify, Inc.

View the original press release on ACCESS Newswire

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CORRECTION FROM SOURCE: CIO 100 Awards & Conference Announces 2026 CIO 100 Honorees, Recognizing Enterprise-Scale Technology Leadership

By Media News
5 min read • Published March 31, 2026
By Media News
5 min read • Published March 31, 2026

(This release corrects the release that posted on Monday, March 30, 2026 to update the list of award winners and inductees)

CIO honorees and executive IT leaders to convene August 17-19, 2026, in Frisco, Texas

SAN FRANCISCO, CA / ACCESS Newswire / March 31, 2026 / Foundry’s CIO®, the executive technology brand serving senior IT and digital leaders, today announced the 2026 CIO 100 Award winners and CIO Hall of Fame inductees. The annual program recognizes CIOs and their organizations for translating technology strategy into measurable business impact at enterprise and public sector scale.

The 2026 honorees will be recognized at the CIO 100 Awards & Conference taking place August 17-19, 2026, at the Omni PGA Frisco Resort & Spa in Frisco, Texas. The event brings together the most influential CIOs to share how they are navigating heightened expectations, constrained investment environments, and the expanding mandate to drive growth, resilience, trust, and organizational change.

"The CIOs we’re recognizing this year aren’t just keeping the lights on, they’re driving the business," said Richard Smith, Head of Event Content, CIO 100 Awards & Conference. "AI, data, security, cloud; it all lands on the same desk now, and the best CIOs have stopped treating them as separate problems. The 2026 class shows what it looks like when you get that right."

The CIO 100 Awards celebrates over 40 years honoring organizations and teams that demonstrate excellence in using technology to deliver outcomes such as operational efficiency, innovation, business value, and long-term competitiveness. Induction into the CIO Hall of Fame represents one of the profession’s highest distinctions, recognizing leaders whose careers have shaped the practice of IT leadership and supported the next generation of CIOs.

Key conference experiences include a market innovation panel, programming devoted to Next CIO rising leaders, and the Leadership Masterclass, where CIO Hall of Fame members and award-winning CIOs share candid perspectives on leadership, investment trade-offs, and lessons learned. Innovation Showcase Presentations provide detailed, real-world insight into award-winning initiatives, enabling direct dialogue between attendees and project leaders.

Topics on the 2026 agenda include:

  • Practical Insight into CIO-Led Transformation

  • Proven Models for Responsible AI at Scale

  • Strategies for Disciplined Investment and Measurable Outcomes

  • Leadership Perspectives That Extend Beyond IT

Leading technology companies supporting the event include PwC, Moveworks, Zoho, Cloudflare, HPE, Apptio an IBM Company, Celonis, AVM Consulting, Starburst, Thales, Tricon Infotech, and Unisys. Learn more about sponsorship opportunities here.

Please visit cio100.com to learn more about the conference and to register.

Join us in congratulating the 2026 CIO 100 Award winners and CIO Hall of Fame inductees.

CIO 100 Winners

7 Brew Coffee

ABB Inc.

AbbVie

Academy Sports + Outdoors

Accelirate Inc

Accenture

AdventHealth

The AES Corporation

Aetna – CVS Health

Akin Gump LLP

Albertsons Companies

Ally Financial

Applied Materials

AstraZeneca

AT&T

Automation Anywhere

Avnet Inc

Axos Bank

Bank of America Merrill

Belcorp

Boston Consulting Group

BRE Hotels & Resorts

Bristol Myers Squibb

Camelot Secure

CBRE

Centria Healthcare

The Christ Hospital Health Network

Cisco

City of Scottsdale

Cognizant

Cohesity

Constellation

Dairyland Power Cooperative

Deloitte

Deluxe Corporation

Dollar General

Dow

Eastman

Elanco Animal Health

Experian

Expion Health Inc.

EY

FedEx Corporation

FICO

First Student

Gap Inc.

Grand Valley State University

Guardant Health

Harris County Universal Services, Harris County

Industrial Refrigeration Pros

Intel Corporation

JLL

Johnson & Johnson

JPatton

Keck Medicine of USC

Kyndryl

Lenovo

Main Line Health

Management Controls

Maryland Health Benefit Exchange

Mastercard

Mead Johnson Nutrition

MITRE

Morgan Stanley

MSIG USA

Nationwide

Oceaneering International Inc.

OHLA USA

Oshkosh Corporation

Penn Medicine – University of Pennsylvania Health System

PepsiCo

PITT OHIO

PwC US

Qualcomm Incorporated

Rackspace Technology

Regeneron Pharmaceuticals

RelaDyne, LLC

Rockwell Automation, Inc.

RS Integrated Supply

S&P Global

Sanofi

Southern Methodist University

Stanford Health Care

State of Tennessee

Tata Consultancy Services (TCS)

TIAA

T-Mobile

Travelers

Tubi

U.S. Department of Transportation

University of Miami Health System

University of Montana

Unum Group

UPS

Verizon

Vituity

Wellmark Blue Cross and Blue Shield

Wesco

Wyndham Hotels & Resorts

Zuora

Hall of Fame Inductees

Mike Anderson, Chief Digital & Information Officer, Netskope

Andrea Ballinger, Chief Information Officer, RPI

Dani Brown, SVP & CIO, Whirlpool Corporation

Monica Caldas, EVP & Global Chief Information Officer, Liberty Mutual Insurance

Jane Connell, SVP Strategy & Transformation and CIO Enterprise Systems, Verizon

Motti Finkelstein, Former CIO of Global IT, Intel Corporation

Jennifer Hartsock, Chief Information and Digital Officer, Cargill

Kumud Kalia, Chief Information Officer, Guardant Health

Kathy Kay, Executive Vice President and Chief Information Officer, Principal Financial Group

Antonio Marin, Chief Information Officer, NorthStar Memorial Group

Sean McCormack, Chief Information Officer, First Student

Anthony Moisant, Chief Information Officer & Chief Security Officer, Indeed

Deepa Soni, Executive Vice President and Chief Information Officer, New York Life Insurance Company

About the US CIO 100 Awards:

The annual US CIO 100 Awards celebrate 100 organizations and the teams within them that use IT in innovative ways to deliver business value, whether by creating competitive advantage, optimizing business processes, enabling growth, or improving relationships with customers. The award is an acknowledged mark of enterprise excellence.

Coverage of the 2026 US CIO 100 award-winning projects will be available online at cio100.com

About the US CIO Hall of Fame Awards:

The US CIO Hall of Fame was created in 1997 to spotlight 12 outstanding IT leaders who had significantly contributed to and profoundly influenced the IT Discipline, the use of technology in business and the advancement of the CIO role. Ten years later, in 2007, CIO inducted its second class of honorees into the CIO Hall of Fame during CIO magazine’s 20th anniversary celebration. The CIO Hall of Fame induction ceremony continues to showcase this elite group of CIOs – now numbering over 200.

About CIO:

CIO focuses on attracting the highest concentration of enterprise CIOs and business technology executives with unparalleled peer insight and expertise on business strategy, innovation, and leadership. As organizations grow with digital transformation, CIO provides its readers with key insights on career development, including certifications, hiring practices and skills development. The award-winning CIO portfolio provides business technology leaders with analysis and insight on information technology trends and a keen understanding of IT’s role in achieving business goals. CIO is published by Foundry. Company information is available at foundryco.com Follow CIO on X, LinkedIn and Facebook @CIOOnline & @CIOEvents.

About Foundry:

Foundry helps companies bring their visions to reality through a combination of media, marketing technologies, and proprietary data on a global scale. Our platforms are powered by data from an owned and operated ecosystem of global editorial brands, awards, and events, all engineered and integrated to drive marketing campaigns for technology companies.

Foundry is one of the world’s leading tech media, data, and marketing services companies, and is the proud owner of the global tech sector’s most revered media brands including CIO, CSO, Network World, InfoWorld, PC World and Macworld.

To learn more about Foundry, visit foundryco.com.

CONTACT:
Debra Becker, VP, Marketing & Event Strategy
debra_becker@foundryco.com

SOURCE: Foundry

View the original press release on ACCESS Newswire

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One Creator With 34,000 Followers Generated 100 Million LinkedIn Impressions Last Year. Most Media Companies Can’t Come Close.

Three creators with proven reach explain what publishers keep getting wrong and how to fix it with a newsroom you already have.

linkedin playbook for building post impressions and traffic
Miles icon
By Miles Jennings
@milesworks
Miles Jennings is CEO of Mediabistro and its parent CognoGroup. He previously founded and led Recruiter.com through its NASDAQ listing, executing more than 10 acquisitions over nearly a decade as CEO and COO.
15 min read • Originally published March 30, 2026 / Updated March 31, 2026
Miles icon
By Miles Jennings
@milesworks
Miles Jennings is CEO of Mediabistro and its parent CognoGroup. He previously founded and led Recruiter.com through its NASDAQ listing, executing more than 10 acquisitions over nearly a decade as CEO and COO.
15 min read • Originally published March 30, 2026 / Updated March 31, 2026

A creator with 34,000 LinkedIn followers generated over 100 million impressions in 2025. The average media company page, backed by a full newsroom, didn’t come close. The gap isn’t about resources or content quality. It’s structural, and it starts with how LinkedIn’s algorithm decides who to trust.

Media companies have something most LinkedIn creators don’t: newsrooms full of original reporting, deep industry expertise, and brand recognition built over decades. So why do individual creators routinely outperform major publishers on a platform built for professionals?

Because LinkedIn was designed that way.

LinkedIn’s algorithm in 2026 is built to reward credibility signals from real people, not logos. Personal profiles generate far more engagement than company pages. The platform’s AI-driven feed evaluates your work history, your credentials, your consistency on a topic, and the quality of the conversations your content sparks. A polished brand page with no human trust signal is playing the game on hard mode from the start.

We asked three LinkedIn creators with proven, outsized organic reach to diagnose what publishers keep getting wrong and to lay out, in specific tactical detail, what they should do instead. Between them, they’ve generated well over 100 million impressions, worked directly with LinkedIn’s creator programs, and consulted for startups and brands on social strategy.

Their answers were practical and pointed toward consensus, making their advice harder to ignore.

The Diagnosis Every Creator Gave Independently

All three sources landed on the same core problem without coordinating.

Gigi Robinson, founder of Hosts of Influence and the Creator Etiquette podcast, is a creator who generated over 100 million impressions from a LinkedIn following of just 34,000 in 2025 and called it a missed “transformation” opportunity.

“One of the biggest missed opportunities I see with media companies on LinkedIn is that they treat the platform as a distribution channel instead of a transformation channel,” Robinson said. “They already have the hardest part solved, which is original reporting and access to information, but they often fail to translate that into platform-native content. Simply reposting headlines or linking out to articles doesn’t work on LinkedIn because the platform rewards perspective, not just information.”

Jennifer Dwork, co-founder and CEO of Bummed and a former TV producer at Bloomberg and CNBC, offered an even blunter version. “Most media companies treat LinkedIn as a corporate channel, for PR and hiring, rather than a storytelling platform,” Dwork said. “As a result, the content loses emotional connection. The more polished and designed the post, the less it tends to resonate. Posts featuring real people or reposted from employees’ accounts outperform because they feel human.” Her diagnosis in four words: media companies “post headlines, not humans.”

Gabby Beckford, a Creator Economy Expert, a four-year LinkedIn Top Voice, and three-time LinkedIn Creator Partner who has generated over 2.2 million impressions in the past year, explained why the algorithm itself punishes this behavior.

“LinkedIn’s algorithm rewards credibility signals, not just content signals,” Beckford said. “What that means in practice: the platform looks at your work history, credentials, and consistency in posting on a topic, and uses those factors to decide how widely to distribute a given post.” She said she learned the importance of a complete profile while working with LinkedIn on their first influencer campaign together.

The problem, Beckford said, is that most social teams are “optimizing the post but ignoring the profile. They’re posting from a brand page with no work history, no human expertise signal, no demonstrated track record on a topic. A journalist with a fully built-out profile posting the same story will outperform the company page almost every time because LinkedIn has many more signals to verify their credibility on a subject.”

How Robinson’s Format Strategy Compounds Reach

Robinson’s impression-to-follower ratio is extraordinary, and it isn’t accidental. She has been posting on LinkedIn since 2016 and joined the LinkedIn creators program in 2021. She posts four to seven times per week, but was emphatic that frequency is secondary to format strategy. “It’s not just about frequency, it’s about format strategy and narrative consistency,” she said.

“Video is my primary distribution driver because LinkedIn is heavily prioritizing it, especially when it’s tied to timely, relevant conversations,” Robinson said. “I use video for commentary, analysis, and thought leadership because it allows me to communicate nuance and build trust quickly. Carousels are reserved for more structured, educational content that people can save and revisit, such as frameworks or step-by-step breakdowns. Text posts are used more sparingly and are usually tied to personal reflections or storytelling moments that don’t require visuals. The key is that each format serves a specific role within a larger content ecosystem, rather than being used interchangeably.”

Robinson’s process for capitalizing on trending topics is where the strategy becomes especially replicable for publishers. “Every morning, I check LinkedIn News and scan for stories that intersect with my niche, which includes the creator economy, personal branding, AI, and digital marketing,” she said. “I am not looking for any trending topic. I am looking for the ones where I can add a unique, credible point of view. Once I identify a story, I quickly evaluate whether I have something meaningful to say based on my own experience. If I do, I move fast.”

She pulls key data points from the article, uses tools like ChatGPT to organize information and sharpen her angle, and records a video within hours. “Speed matters here, but clarity matters more. The goal is not to recap the news, it’s to interpret it. I position myself as the person explaining what this means for creators, founders, or marketers in real time. That’s what gets picked up by the LinkedIn algorithm, including the trending video tab, and that’s what drives outsized reach relative to follower count.”

For publishers who already have newsrooms producing original reporting daily, this should be the easiest play in the book. The reporting already exists. The missing step is the interpretation layer, someone on the team willing to say what the story means, not just what happened.

The Anatomy of a 190K-Impression Post

Beckford broke down two of her recent breakout posts, each hitting over 190,000 impressions with very different approaches. “Which tells you something important,” she said. “Format follows feeling, not formula.”

The first was about the Cloudflare outage earlier this year, posted in real time while it was still happening, with a practical take aimed at small business owners and creators: own your audience, diversify your platforms, email lists matter. “The hook was important because it was direct and situational: ‘Cloudflare is down globally right now,'” Beckford said. “It met people exactly where they were that morning, confusion and frustration, and gave them something useful.” LinkedIn’s news team picked it up as a trending story for the day, which gave it additional reach.

Her second breakout was a personal story about winning a scholarship at 17, not because she was the most qualified, but because only 12 people applied for 14 available slots. “The hook: ‘I was 17 when I learned how to get into the 1%,'” Beckford said. “It was a specific, true, human story that landed on a universal truth: showing up beats being perfect.”

Neither post followed the same formula, but both shared structural elements. “A first line that stops the scroll, a clear point of view, and a CTA that leads to a comment section I take the time to engage in,” she said. “LinkedIn’s own team has told me directly, comments are the metric that matters most. LinkedIn wants people to stay on the platform, and people stay where the conversations are.” Beckford also noted that she responded to comments on both posts, “which fed the algorithm and kept the post circulating for days.”

“It’s important to note that neither post had a link, a sell, nor was a press release,” she said. “Both were just me, talking like a human being with something to say.”

LinkedIn Is a Platform of Lurkers (and That’s Not a Bad Thing)

One of the most counterintuitive insights came from Beckford’s description of how LinkedIn audiences actually behave, and why low engagement rates mislead publishers about whether their content is working.

“People are on LinkedIn with a specific intention,” she said. LinkedIn users are most often on the platform because “they’re job hunting, looking for leads, or building their professional reputation. And because their colleagues and managers can see what they comment on or share, they’re way more passive in terms of engaging here than they’d be on Instagram or X.” She called LinkedIn “a platform of lurkers,” but said that’s not a red flag. “That’s just the nature of the audience.”

The passivity doesn’t mean content is underperforming. “I’ve built real connection and real inbound opportunities on posts that looked quiet on the surface,” Beckford said. “The impressions, the DMs, the people who bring it up in meetings, that’s the LinkedIn ROI that doesn’t show up in your engagement rate. Publishers need KPIs that actually reflect how this platform works, or they’ll keep underestimating it.”

Dwork reinforced this from the metrics side. “On LinkedIn, connection matters more than follower count,” she said. “Aside from looking for job opportunities, people use LinkedIn to connect with other humans. Impressions, engagement, and click-throughs are much better indicators of whether your content is resonating. People don’t want a feed full of corporate posts. They want content that feels relevant and human. You can also track which posts actually drive traffic to your articles to gauge what kind of content resonates on LinkedIn versus on other channels and optimize from there.”

Build Through People, Not Pages

If there was one consensus recommendation, it was this: your biggest asset on LinkedIn is your people, not your brand page.

“Build through individuals, 100%,” Beckford said. “I’ve lived both sides, and on social media, the human connection is always the strongest differentiator.” She described the algorithmic reason in structural terms: “LinkedIn’s algorithm is explicitly designed to amplify credible, authenticated expertise. A company page has no work history, no subject matter authority, no human trust signal. It’s much harder to build credibility to, especially for smaller companies. An editor who covers climate policy, with a complete profile and a consistent posting history on that topic? LinkedIn will push their content to other climate-focused professionals across the platform.”

Beckford laid out a specific operational model for making this work. “Identify three to five journalists or editors who are willing to post,” she said. “Give them a simple content framework: one take per story, written in first person, hook in the first line. Have someone on the social team lightly coach them without ghostwriting. Authenticity is the point. You can use the company page to amplify their posts, but the source of reach should be human profiles.” The company page becomes a hub, not a broadcast channel.

“Your biggest asset on LinkedIn isn’t your brand account. It’s your people,” Dwork said. She recommended that publishers show their commitment through action. “I would show employees that as a media company you are serious about highlighting the people who work there and their own experiences. Encourage employees to post, reshare their content, and highlight and reward the posts that drive the most engagement.”

Dwork also drew on her years producing at Bloomberg and CNBC to describe how the structure should work. “Start with clear editorial and brand guidelines, just like a newsroom, but don’t over-control it,” she said. “Similar to how editors, reporters, and anchors can infuse their own personality into a broadcast, the LinkedIn strategy should reflect that same diversity of voices.”

Who’s Actually Doing It Right

When asked to name publishers that are executing well on LinkedIn, Beckford started with a caveat that doubles as strategic advice. “Honestly, it depends on your KPIs, and I think that’s the first thing any publisher needs to get honest about,” she said. “Chasing a massive following on LinkedIn for its own sake is a mistake. LinkedIn is a niche community of professionals of every kind, and your social team should know exactly why they’re there and be dedicated to one clear goal, especially at the beginning and especially with a smaller team.”

With that framing, she named The Economist and TED Conferences. The Economist, she said, uses “short text that creates intrigue, simple, shareable images, and stories framed around what a professional can actually do with the information, not just what happened.” TED Conferences uses a variety of native formats (image carousels, surveys, video clips) to start conversations rather than broadcast content. “Both publishers treat LinkedIn like a conversation platform, not a headline aggregator,” Beckford said.

“But the more instructive examples are honestly the individual journalists inside organizations who post their own take and show up in the comments,” she added. “That’s where the LinkedIn magic is. The institutional voice doesn’t work on LinkedIn. The expert human voice does.”

LinkedIn Is Not Instagram With Text

Robinson, who cross-posts across TikTok, Instagram Reels, and LinkedIn, was emphatic that each platform demands its own approach. “When I work with startups, one of the first misconceptions I have to correct is that LinkedIn is not Instagram with text,” she said. “It is not an aesthetic-first platform, and it is not driven by trends in the same way TikTok or Instagram are. LinkedIn is a credibility platform.

The primary function of the content is to build trust, authority, and professional identity. That means the content needs to answer a question, provide insight, or shift perspective. Founders often underestimate how powerful this is. When done correctly, LinkedIn becomes a direct pipeline to inbound opportunities, whether that’s hiring, partnerships, press, or revenue.”

For Robinson, TikTok and LinkedIn are “complementary rather than competitive.” She described using TikTok as a rapid testing ground. “TikTok is where I test ideas quickly and see what resonates at scale,” Robinson said. “It’s a rapid feedback loop for storytelling, hooks, and concepts. Once I identify something that works, I adapt it for LinkedIn by adding more context, more structure, and more professional relevance.”

She creates most of her content off-platform using tools in the Adobe Suite, including Premiere Pro, Adobe Express, and Adobe Acrobat, and always tailors the framing and caption to the platform. “What works on TikTok as entertainment becomes, on LinkedIn, a piece of insight or analysis.”

Robinson also openly acknowledged the extent to which AI tools have become part of her workflow. “I use AI tools all the time in my workflow, especially on LinkedIn,” she said. “The tools I use are ChatGPT, Claude, Gemini, Microsoft Copilot, Fireflies, Otter AI, and Wispr Flow to help me write, transcribe, and generate a lot of the content I produce.” She also uses Zapier, Slack, and ClickUp to connect her systems. For publishers with stretched social teams, this is worth noting: the creators outperforming you are using AI to move faster while still bringing original perspective to every post.

Dwork offered a startup-versus-publisher comparison that illustrates the strategic difference. “For Bummed, LinkedIn is about trust, awareness, and partnerships, driven through my account and my co-founder’s,” she said. “As a new brand, we’re leveraging our existing networks to open doors we otherwise wouldn’t have access to, especially in the digital health space.”

Most media companies, she said, “default to repurposing content from other channels, and highlighting corporate initiatives. Instead, they should build a LinkedIn-specific content strategy that includes amplifying employee voices and optimizing for engagement.”

Cadence: Why Posting Daily Without a Strategy Hurts You

Robinson was direct about where the floor is. “For most media brands, the minimum viable cadence is two to three posts per week, but those posts need to be intentional and differentiated,” she said. “Posting daily without a clear strategy can actually hurt performance because it dilutes the signal of what the brand stands for. LinkedIn is not a platform where you can flood the feed and expect results. It’s a platform where consistency, clarity, and relevance compound over time. Every post should feel like it contributes to a broader narrative or expertise area, otherwise it becomes noise.”

Dwork agreed, and emphasized flexibility. A content strategy that commits to a set number of posts per week, she said, “should include flexibility if there is not a compelling LinkedIn post.” Skipping a day because you have nothing worth saying is a better strategy than posting filler to hit a quota.

The Vulnerability Line: How Personal Is Too Personal for a Professional Platform?

Dwork’s top-performing post was about navigating maternity leave while launching a startup, a deeply personal topic for a platform that people access under their professional identity. It’s the kind of post that makes social media managers at media companies nervous. Her framework for where to draw the line was clean and portable.

“If it’s personal and connects back to how you lead, build, or make decisions, it belongs on LinkedIn,” Dwork said. “If it doesn’t meaningfully tie to your work, it probably doesn’t. If you have to stretch to make the story relevant, it’s likely oversharing. If it’s something you wouldn’t want your boss to see, then it also doesn’t belong on LinkedIn.”

For media brands weighing whether to encourage their journalists and editors to share personal reflections alongside their reporting, this is a useful filter. The stories that resonate are the ones where personal experience illuminates a professional insight.

The 5-Hour-a-Week LinkedIn Playbook for Media Companies

For publishers running lean (one person, five hours a week dedicated to LinkedIn), Beckford offered two concrete paths, starting with a provocative first instruction: “Don’t touch the company page for the first month.”

Path one: the human route. Identify two or three journalists who already have LinkedIn profiles and some following. Spend an hour a week with each of them helping turn their existing reporting into a single first-person LinkedIn post. “Go beyond the article,” Beckford said. “Their actual take. What surprised them, what most people get wrong, what they’d tell a colleague over coffee, how it felt to write the piece.” The remaining two hours: engage. “Comment thoughtfully on posts in your coverage area. This builds the algorithm signal that your organization is a credible voice in a specific space.”

Path two: the LinkedIn newsletter route. “Unlike posts, every new connection automatically gets an invitation to subscribe,” Beckford said. “Your audience compounds structurally, not just algorithmically. And once someone subscribes, you have a direct line to them that doesn’t depend on any given post performing well that week.”

After 30 days of either approach, she said, “you’ll have more data, more traction, and a much clearer case for investing more resources.”

Then the closing shot: “The media companies that are winning on LinkedIn figured out that their journalists, their humans, are the content strategy. The ones still losing are the ones scheduling RSS feed posts from a brand page or reposting their press releases, and calling it a LinkedIn presence.”

What This All Adds Up To

Robinson summed up the overarching principle: “LinkedIn is not about attention for the sake of attention, but is about building credibility that compounds into real-world outcomes. The reason I’ve been able to translate impressions into brand partnerships, speaking opportunities, and consulting work is because the content is not just visible to the audience, it is useful and applicable. And in a saturated content landscape, usefulness is what wins community over and leads to higher conversions.”

The creators in this piece are proof that follower count is one of the least useful metrics on LinkedIn. Robinson generated 100M+ impressions in 2025 on 34K followers. Beckford hits 190K+ impressions on individual posts. Dwork generates meaningful business results from roughly 3,400 followers.

What they share is a strategic clarity that most media brands have yet to develop: they know exactly who they’re talking to, deliver a genuine perspective in every post, and treat the comment section as the whole point.

The playbook for media companies is sitting right in front of them. They have the reporting. They have the expertise. They have newsrooms full of credentialed professionals whose LinkedIn profiles carry exactly the kind of authority signals the algorithm is built to amplify. The only missing piece is permission: letting those humans show up as humans on a platform that was designed to reward exactly that.


 

A big thanks to our sources for this post for their expertise and their work with Mediabistro. Mediabistro regularly features media career interviews from top personalities in the industry. Gabby Beckford is a four-year LinkedIn Top Voice and three-time LinkedIn Creator Partner who generates 190K+ impressions on individual posts with 22,500 LinkedIn followers. Gigi Robinson is the founder of Hosts of Influence and generated over 100 million LinkedIn impressions in 2025. Jennifer Dwork is the co-founder and CEO of Bummed and a former TV producer at Bloomberg and CNBC. 

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