The Finance Team Just Asked PR to Prove ROI. Here’s Your Answer.

A practical guide to PR measurement in 2026: from UTM basics to media mix modeling, and the metrics you should push back on entirely.

The Mediabistro editorial team draws on 25 years of media industry expertise to cover jobs, careers, and trends shaping the industry.

10 min read • Published April 20, 2026

By Mediabistro

The Mediabistro editorial team draws on 25 years of media industry expertise to cover jobs, careers, and trends shaping the industry.

10 min read • Published April 20, 2026

The Procurement Meeting That Changed Everything

Somewhere in corporate America, a procurement director at a Fortune 500 company opened a PR agency’s quarterly report, saw “estimated impressions” as the lead metric, and asked the question no paid media team ever has to answer: But what did this actually do for the business?

That question follows PR professionals into every budget meeting.

The power dynamic between agencies and clients has shifted sharply in the past two years. Integrated agencies share dashboards across disciplines, forcing PR teams to justify budgets using the same attribution logic applied to paid search and programmatic display. And CMOs increasingly report to CFOs who think in pipeline contribution, not press clips.

The frameworks aren’t new. The Barcelona Principles have existed since 2010, with significant updates in 2015 and 2020 by AMEC, the International Association for Measurement and Evaluation of Communication. What’s changed is the organizational pressure to implement them. Client-side procurement departments evaluate PR retainers using the same scorecards they apply to performance marketing agencies.

This isn’t about abandoning what makes PR valuable. It’s about building a measurement practice that satisfies finance without reducing your entire discipline to conversion events.

Tier 1: The Basics You Should Already Have Running

None of this requires a big budget or a data science degree. It requires discipline.

UTM-Tagged Links on Every Placement

Use consistent naming conventions for source, medium, and campaign parameters. This is how you find out which earned media placements drive site traffic versus which ones exist solely to pad a clip report.

GA4 Event Tracking for Earned Media

Configure GA4 to monitor sessions originating from earned media sources. Track behavior, not just volume: bounce rate, pages per session, time on site, conversion completion rates. Traffic that bounces in five seconds isn’t worth celebrating. If you’re new to the underlying mechanics, a solid grounding in web analytics skills will help you interpret what GA4 is actually telling you versus what you want it to say.

Media Monitoring Configured for Sentiment Analysis

Tools like Muck Rack (known for its analytics and reporting capability) and Cision (one of the largest media intelligence platforms) offer sentiment tracking as standard features. Configure them to categorize coverage as positive, neutral, or negative based on context, not just keyword presence. The goal is a qualitative signal that connects to the same metrics framework marketers use for social channels, so your numbers live in the same universe as theirs.

Real-World Application: A B2B tech PR manager tags a product launch press release’s backlinks, tracks referral sessions in GA4, and shows the CMO that earned coverage drove more qualified site visits in 48 hours than a paid campaign running at 12x the cost. The CFO stops asking why the retainer costs what it does.

Tag every link. Check GA4 weekly. Review sentiment monthly. The basics become your defense when someone questions your value.

Tier 2: Integrating with the Marketing Dashboard (This Quarter)

Once the basics are running, connect PR measurement to the systems that marketing leadership already monitors (like Hubspot, etc). Integration into existing dashboards is non-negotiable.

CRM Integration: Connect Earned Media to Pipeline

Work with your marketing operations team to ensure GA4 passes UTM parameters into your CRM. You need to know whether a journalist-written product review generated leads that converted into sales opportunities, not just whether it generated traffic. This is the piece most PR teams skip, and it’s exactly why the KPIs that matter to website performance teams rarely map to the metrics a PR team leads with in a quarterly review.

Share of Voice Tracking Benchmarked Against Competitors

This isn’t a vanity metric when you treat it as competitive intelligence. If your share of voice drops while a competitor’s climbs sharply, that’s an early-warning signal about market perception shifts, before they show up in sales data.

Correlation Analysis: Map Coverage to Business Outcomes

Overlay your coverage placement dates onto Google Trends data and CRM pipeline reports. Look for patterns. A feature story that doesn’t correlate with any downstream activity tells you something: wrong audience, wrong message, or both.

Real-World Application: A consumer brand’s PR team overlays coverage placement dates onto Google Trends data and CRM pipeline reports, showing the VP of Marketing that a feature in a trade publication preceded a significant spike in demo requests. The PR budget increases in the next planning cycle.

This integration work solves a problem most PR teams don’t realize they have. You might be driving real business impact. But if that impact lives in systems nobody on the executive team checks, you’re invisible.

Digital tech spending is outpacing the performance of digital marketers, and the same dynamic applies to PR: investing in measurement infrastructure doesn’t automatically translate into better outcomes. The infrastructure must connect to decision-making workflows.

Tier 3: Advanced Attribution for Enterprise Environments

At enterprise scale, PR measurement requires collaboration with data science teams and integration into company-wide marketing mix models.

Multi-Touch Attribution Models That Include Earned Media

Work with marketing analytics teams to ensure earned media placements are coded as touchpoints alongside paid ads, email campaigns, and organic search. The technical work to pass data between systems is real, but it’s the only way to demonstrate PR’s contribution to conversions involving multiple channels.

Media Mix Modeling That Accounts for PR’s Halo Effect

A well-timed earned media placement often improves paid search and paid social results by increasing branded search volume and click-through rates on paid ads. Collaborate with data science teams to build regression models that isolate that effect.

The IAB has introduced new guidelines for commerce media measurement in what it calls an “AI-fueled performance era.” Those guidelines focus primarily on retail media networks and paid advertising attribution, but the signal is clear: measurement standards are being formalized across the broader marketing ecosystem.

PR firms that establish benchmarks for measurement and don’t develop comparable rigor risk being excluded from integrated planning conversations where budgets get allocated.

Account for What Can’t Be Easily Measured

An Emplifi survey found that the vast majority of consumers say authentic brand engagement builds trust, even as marketers lean harder on AI-powered workflows. That tension between measurable efficiency and harder-to-quantify authenticity is exactly where PR lives.

Advanced measurement frameworks must include proxies for brand health: sustained share of voice, sentiment trends over time, and executive visibility indexes. The skill that bridges all of this is data storytelling: knowing which numbers to lead with, what to leave in the appendix, and how to frame both for an audience that didn’t go through a PR training program.

The Metrics to Push Back On

Not every metric clients or finance teams request deserves your cooperation.

Advertising Value Equivalency (AVE) Remains Indefensible

AMEC and PRSA (the Public Relations Society of America) have explicitly rejected AVEs for over a decade. If a client still asks for AVE calculations, that tells you something about the client’s sophistication, not about your measurement practices. Push back. Offer share-of-voice or sentiment-weighted reach instead.

“Impressions” Without Context Mislead More Than They Inform

A placement in a publication with millions of monthly readers doesn’t mean millions of people saw your story, engaged with it, or changed their behavior. Always pair impressions data with engagement rate, sentiment classification, and downstream traffic or lead data. If you can’t show what happened after the impression, don’t lead with it.

The Legitimate Case for Qualitative Reporting

Crisis averted. Reputation maintained. Executive visibility built over six quarters of consistent media presence. These outcomes resist clean attribution to conversion events.

Frame these as “insurance metrics.” The ROI of the lawsuit that didn’t happen. The boycott that never gained traction. The negative story that got killed before publication. Document these interventions. You can even estimate potential costs avoided. Finance teams definitely understand insurance. And when your coverage has actually shaped how a company recovered its standing, that’s territory brand reputation managers know well but PR professionals often struggle to quantify on a slide.

The measurement pendulum may not swing entirely toward hard metrics anyway. As Digiday reports, CPG companies are swinging back toward hiring “brand builders” after a decade of prioritizing media-plan optimizers. That shift toward brand-building talent tells you qualitative brand work still commands budget, when articulated properly. Strategy is increasingly the job across every creative and communications function, which means PR professionals who can articulate strategic value in financial terms are better positioned than those who can’t, regardless of which metrics their clients prefer.

Common Mistakes: What Clients and Hiring Managers Actually See

Leading with Outputs Instead of Outcomes

“We secured 47 placements” means nothing without “which drove X result.” Procurement teams have been trained by performance agencies to ask “so what?” every time they see an activity metric. Answer the question before they ask it.

Refusing to Learn the Language

PR professionals who can’t define CPA (cost per acquisition), ROAS (return on ad spend), or multi-touch attribution get sidelined from integrated planning meetings. You don’t need to become a performance marketer. You need to be bilingual. Start with the core marketing terminology that the rest of your organization already treats as common vocabulary. It’s a shorter list than it seems, and fluency in it changes how you’re perceived in a room.

Learn to quantify your work experience using the same terminology the rest of the marketing organization uses.

Over-Measuring to Compensate

It should also be said that drowning a client in dashboards full of vanity metrics is worse than having three clean KPIs. A 40-slide quarterly report with 15 different charts signals insecurity. Pick the five metrics that matter most to your client’s business objectives. Report those consistently. Offer deeper dives on request.

Treating Measurement as a Defensive Exercise

The best PR measurement isn’t about justifying your budget. It’s about earning a bigger one. Frame every report around what more investment could achieve. Show the gap between performance and potential. Make the case for expansion.

Measurement Fluency Is a Career Advantage

PR professionals who speak both brand narrative and attribution data command premium positioning in hiring conversations. This isn’t about abandoning storytelling or strategic counsel. It’s about translating that value into a language the rest of the C-suite already speaks.

Part of what’s driving this is a structural shift in where PR skills are being used. Titles like Head of Communications Strategy, Brand Intelligence Lead, and Earned Media Analyst are absorbing the work that used to live in traditional PR roles, and all of them expect fluency with measurement. If you can only operate in one language, the doors that open are narrower.

The fundamentals of PR success haven’t changed as much as the measurement expectations around them. Relationships still drive placements. Storytelling still drives resonance. What’s changed is that both now need to connect to a number someone in finance can verify.

The worry you hear most often: that pure metric-driven evaluation will devalue strategic counsel, crisis management, and reputation stewardship. That work is preventive, and it resists clean attribution.

Fair enough. But the solution isn’t to avoid measurement. It’s to measure what can be measured rigorously while articulating everything else in terms that finance teams recognize: risk mitigation, cost avoidance, option value. The skills that define a senior PR director increasingly include this financial fluency alongside the strategic instincts that have always been part of the role.

The procurement meeting where someone questions your metrics will happen. Walk in prepared with a three-tier framework, or walk in with a clip report and hope nobody asks hard questions.

Frequently Asked Questions

What if my client still insists on AVE reporting?

Provide it as a secondary data point labeled “for historical comparison only,” but lead your reports with metrics that demonstrate actual business impact: share of voice, sentiment trends, and traffic and lead attribution. Use it as an opportunity to educate the client on industry-standard practices endorsed by AMEC and PRSA.

How do I prove PR value when there’s no direct conversion path?

Focus on assisted conversions in multi-touch attribution models, correlation analysis between coverage spikes and downstream business metrics, and brand health indicators like share of voice and sentiment trends. Frame qualitative outcomes (crisis prevention, reputation maintenance) as insurance metrics with estimated cost avoidance.

What’s the minimum measurement infrastructure for a small in-house PR team?

Start with UTM-tagged links on all placements, basic GA4 tracking for earned media referral traffic, and monthly sentiment analysis through an affordable monitoring tool. This foundation costs little but creates the data infrastructure you’ll need when budget conversations escalate.

How is AI changing PR measurement?

AI tools are reducing the time required to process coverage volume and classify sentiment at scale. The bigger implication is competitive: as more agencies adopt AI-assisted reporting, the baseline expectation for turnaround and coverage depth rises. Measurement infrastructure that used to differentiate large agencies is increasingly table stakes. The differentiator shifts to insight quality: what you do with the data, not how fast you can collect it.

Ready to apply these skills? Find PR and communications roles where measurement skills are valued on Mediabistro.

Hiring PR talent who can prove impact? Post your role on Mediabistro and connect with professionals who understand both storytelling and spreadsheets.

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Advice From the Pros

Hot Jobs

Editorial Leadership Jobs Hiring Now Across Media and Tech

Senior editing roles at legacy magazines, tech publishers, and B2B brands signal that editorial still commands real budgets and real authority.

By Mediabistro Team

4 min read • Published April 20, 2026

By Mediabistro Team

4 min read • Published April 20, 2026

The Editor-in-Chief Pipeline Is Wide Open

Something worth paying attention to: multiple senior editorial leadership roles posted in the same week, each one carrying genuine strategic authority. These aren’t glorified content manager positions repackaged with fancy titles. They involve P&L responsibility, editorial board oversight, and direct revenue accountability.

The common thread across today’s featured roles is that editorial leaders are being asked to think like business operators. Budget management, ad sales collaboration, audience growth strategy, and cross-platform execution all appear in these job descriptions alongside the traditional editing and story development work. If you’ve spent years building editorial skills and quietly resenting the business side, these postings are a clear signal: the industry wants leaders who can hold both.

Two of today’s picks come from well-established media brands. One sits inside one of the world’s most influential computing organizations. All three want people who can run a publication, not just curate a content calendar. And for those earlier in their careers, a compelling audience development role at the parent company of Inc. and Fast Company rounds out the lineup.

Today’s Hot Jobs

Executive Editor at Association for Computing Machinery

Why this role deserves your attention: ACM publishes some of the most widely cited technology content in the world, and this role puts you at the helm. You’ll shape the editorial calendar, acquire authors, manage production staff, and collaborate directly with ad sales to develop new revenue products. The $125K–$140K salary range is transparent, and the hybrid model (three days onsite in New York) is reasonable for a role with full P&L ownership. As we’ve explored in our look at the editor-as-product-manager trend, this kind of revenue-integrated editorial leadership is increasingly the blueprint for senior publishing roles.

What ACM expects:

Strong editorial, sales, and online skills with technology publishing experience
Experience managing editorial and production staff on schedule and on budget
Ability to manage circulation teams and grow a high-quality subscriber base
Experience with the software development audience is especially valued

Apply to the Executive Editor role at ACM

Senior Editor at Boston Magazine

The real appeal here: Boston Magazine’s posting is refreshingly direct. They want someone whose career is defined by long-form narrative journalism, specifically features of 4,000 words or more. “If that’s not the bulk of your work experience, please don’t apply. We mean it.” That kind of clarity signals a team that knows exactly what it needs. This is one of the country’s top city magazines, producing award-winning print, digital, and event programming, and they’re looking for an editor who can sustain that standard.

Core qualifications:

Extensive track record writing and editing longform narrative magazine features
Experience working within a regional media brand across print, digital, and social
Ability to contribute to the magazine’s signature franchises including “Best Of” coverage
Comfort with in-person collaboration in Boston

Apply to the Senior Editor position at Boston Magazine

Editorial Director for B2B Media Portfolio in New Jersey

What makes this one interesting: This role oversees three B2B media brands simultaneously, spanning print publications, live events, and digital platforms. You’ll manage four print issues per year per brand, run daily web content operations in WordPress, coordinate freelance writers and industry contributors, and develop editorial strategy for a senior executive audience. It’s a rare opportunity to run a small media operation with significant autonomy.

Key requirements:

Strategic editorial planning combined with hands-on day-to-day execution
Experience managing end-to-end print production cycles
WordPress CMS proficiency for daily publishing and long-form content
Ability to manage a mix of freelance writers and industry contributors

Apply to the Editorial Director position

Assistant Manager, Audience Development at Mansueto Ventures (Inc. and Fast Company)

Why this stands out for mid-career professionals: Working across both Inc. and Fast Company gives you a front-row seat to how two very different editorial brands approach audience growth. The role focuses on SEO, content distribution, email subscriber growth, and a data-driven engagement strategy. At $66,500–$77,000 plus bonus eligibility, with a hybrid schedule at 7 World Trade Center, it’s a solid launchpad for anyone building a career in digital media and marketing.

What they need:

Strong interest in digital media with a focus on audience development
Ability to support SEO and content discovery efforts across two major brands
Cross-functional collaboration skills with editorial, product, and marketing teams
Data fluency to help measure performance and inform distribution strategy

Apply to the Audience Development role at Mansueto Ventures

The Takeaway for Job Seekers

If you’re an editor who has avoided learning the business side of publishing, today’s listings should sharpen your focus. Every senior editorial role here includes revenue awareness, audience growth metrics, or cross-functional business collaboration as core expectations. The editors getting hired for these positions can talk about subscriber retention as fluently as story structure.

That doesn’t mean the craft is disappearing. Boston Magazine’s insistence on deep longform experience proves otherwise. The shift is that craft alone no longer gets you into the leadership chair. If you’re a strong editor aiming for executive roles in the next two to three years, start building your business vocabulary now. Sit in on revenue meetings. Learn what drives your publication’s P&L. The candidates who land these jobs will be the ones who already speak both languages.

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Hot Jobs

media-news

Paramount Makes Its Case, and Broadway Keeps Stealing from Streaming

Ellison's first big pitch to advertisers, screen actors heading to the stage, and AI's uneven global reach.

By Mediabistro

The Mediabistro editorial team draws on 25 years of media industry expertise to cover jobs, careers, and trends shaping the industry.

5 min read • Published April 20, 2026

By Mediabistro

The Mediabistro editorial team draws on 25 years of media industry expertise to cover jobs, careers, and trends shaping the industry.

5 min read • Published April 20, 2026

David Ellison walked onto the Paramount lot Thursday for his first upfronts presentation as the studio’s new owner, nine months into the Skydance merger. The event wasn’t subtle. Tom Cruise and Timothée Chalamet appeared in promotional videos. The Duffer Brothers made their Paramount debut after a decade at Netflix.

Ellison promised a Pluto TV overhaul and doubled down on theatrical filmmaking while most streamers have quietly retreated from theaters.

The message to advertisers: Paramount intends to compete on scale, sports, and storytelling legacy. Whether that holds against the cash reserves of Amazon and Apple is another question, but the upfronts reveal where Ellison thinks the company’s advantages actually are.

Elsewhere, two theater productions signal a pattern worth tracking. Ayo Edebiri is making her Broadway debut in a revival of Proof. Christine Baranski and Richard E. Grant are heading to London’s West End for Noël Coward’s Hay Fever. Both are accomplished screen actors choosing live performance at a moment when streaming has theoretically made theater obsolete.

And one story complicates the assumption that AI transformation is happening everywhere at once. Infrastructure gaps in Africa’s media sector are creating adoption barriers that US and European professionals rarely consider.

Paramount’s Strategy Comes Into Focus

Upfronts are where media companies prove they still matter to advertisers. Ellison’s first presentation had to do two things: reassure buyers that the post-merger chaos is over, and differentiate Paramount from streaming giants that can outspend it on content.

Variety’s coverage captured the pitch. Ellison emphasized technology infrastructure, sports rights, and a return to Paramount’s filmmaking roots. The subtext: we can’t match Netflix’s content volume, so we’re competing on theatrical prestige and live sports that drive appointment viewing.

The Pluto TV piece matters more than it sounds. Deadline reported the free streaming service is getting a major upgrade, signaling where Paramount thinks ad dollars will actually flow. Pluto TV runs on a different economic model than Paramount+. It’s ad-supported, requires no subscription, and reaches audiences who’ve opted out of the streaming bundle entirely. For advertisers, that’s a valuable segment. For Paramount, it’s a hedge against the subscription fatigue killing growth across the industry.

Then the talent play. The Duffer Brothers leaving Netflix for Paramount after a decade of Stranger Things is the kind of marquee signing upfronts are built around. Deadline noted that Paramount immediately featured them in a legacy video alongside Cruise and Chalamet. The four-year exclusive deal covers film, television, and streaming, giving Paramount flexibility to deploy their next projects across theatrical and streaming windows depending on what performs.

Paramount is positioning itself as the studio that still values theatrical releases and creator-driven projects, which may attract talent tired of Netflix’s volume-first model. That’s a clear differentiation play.

For professionals in development, production, or content strategy, understanding where each studio places its bets matters when evaluating which platforms are actually investing in your area of expertise.

Broadway’s Pull on Screen Talent

Ayo Edebiri is 28, coming off two Emmy wins for The Bear, and making her Broadway debut in Proof opposite Don Cheadle and Kara Young.

Deadline’s review called her performance “transfixing.” Mathematical mystery plays don’t typically generate that kind of critical heat. The production is directed by Thomas Kail, who directed Hamilton, so this isn’t a vanity project. Edebiri committed to an extended run at a point in her career when she could be taking high-paying streaming deals instead.

Christine Baranski and Richard E. Grant are making similar choices. Variety reported the two are co-starring in a West End Hay Fever, with Baranski making her West End debut despite a two-decade screen career and two Tony Awards. Grant, an Oscar nominee, is joining her in a Noël Coward comedy of manners. Neither needs theater résumé padding, which makes the decision more interesting.

The pattern is clear. Accomplished screen actors are choosing live performance even as streaming platforms offer bigger paychecks and wider audiences. Part of this is craft: theater requires a different skill set, and actors who’ve built careers on screen sometimes want to prove they can hold a stage. Part of it is prestige. Despite streaming’s cultural dominance, theater still carries a legitimacy that screen work doesn’t always provide.

For professionals in talent management or content development, tracking where talent goes (and why) offers real insight into what they value. The assumption that streaming has made every other medium obsolete doesn’t hold when you watch where the talent actually goes.

AI’s Infrastructure Reality Check

Most AI adoption stories focus on US and European markets, where infrastructure is assumed to be a solved problem.

Broadcast Media Africa’s analysis complicates that narrative. The piece outlines what’s slowing AI integration in Africa’s media industry: unreliable internet connectivity, limited cloud computing access, and electricity grids that can’t consistently power data centers.

Better AI models won’t fix these problems. They’re foundational infrastructure issues that require capital investment before AI adoption can happen at scale. Media companies operating in or expanding into African markets need to account for these constraints when planning AI-driven workflows.

If you’re managing remote teams or distributed production workflows, this matters practically. The gap between AI ambition and infrastructure reality creates opportunities for professionals who can navigate those constraints rather than assume universal access.

What This Means

Paramount is betting on differentiation rather than scale. That creates openings for professionals who value theatrical production, sports media, and creator-driven projects over high-volume content factories.

The Broadway trend is harder to translate into a career strategy, but talent movement often precedes industry shifts. When accomplished screen actors start prioritizing theater, it signals that streaming’s cultural dominance might be less absolute than market-share numbers suggest.

And the AI infrastructure story is a reminder that technology adoption is never just about the technology. The professionals who succeed in emerging markets will be the ones who work within infrastructure constraints rather than assume uniform access.

If you’re looking for your next role in media, browse open roles on Mediabistro to find opportunities aligned with where the industry is actually moving. And if you’re hiring, post a job on Mediabistro to reach the media professionals tracking these shifts closely.

This media news roundup is automatically curated to keep our community up to date on interesting happenings in the creative, media, and publishing professions. It may contain factual errors and should be read for general and informational purposes only. Please refer to the original source of each news item for specific inquiries.

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media-news

New to The Street to Broadcast Tonight on Bloomberg at 6:30 PM EST – Show #744 Featuring Virtuix Holdings (NASDAQ:VTIX), Neonc Technologies Holdings (NASDAQ:NTHI), Medicus Pharma (NASDAQ:MDCX), YY Group Holding (NASDAQ:YYGH), and Vivos Therapeutics (NASDAQ:VVOS)

By Media News

2 min read • Published April 18, 2026

By Media News

2 min read • Published April 18, 2026

The show also broadcasts as sponsored programming additionally across MENA and Latin America as "Nuevo En La Calle," reaching millions of households worldwide weekly, with expanded digital distribution across its YouTube platform.

NEW YORK CITY , NY / ACCESS Newswire / April 18, 2026 / New to The Street, one of the longest-running business television brands, announces the broadcast of Show #744 airing tonight at 6:30 PM EST on Bloomberg Television as sponsored programming across the United States.

This week’s episode features executive interviews and company insights from:

Virtuix Holdings (NASDAQ:VTIX)
Neonc Technologies (NASDAQ:NTHI)
Medicus Pharma (NASDAQ:MDCX)
YY Group Holding Limited (NASDAQ:YYGH)
Vivos Therapeutics (NASDAQ:VVOS)

Each segment delivers in-depth interviews with company executives, offering viewers direct insight into their business models, innovation strategies, and market opportunities.

Commercial Sponsors

This episode includes commercial sponsorship support from:

DataVault AI (NASDAQ:DVLT)
Medicus Pharma (NASDAQ:MDCX)
YY Group Holding Limited (NASDAQ:YYGH)
Acurx Pharmaceuticals (NASDAQ:ACXP)
IGC Pharma (NYSE American:IGC)
FreeCast (NASDAQ:CAST)

These sponsors will be featured through integrated national TV commercials and digital distribution across the New to The Street platform.

Expanded Digital Reach

Following its television broadcast, all segments will be distributed across New to The Street’s official YouTube channel, amplifying visibility to a global audience of investors and business professionals: https://youtube.com/@newtothestreettv?si=2N5IyPO5nbcWQYn0

About New to The Street

New to The Street broadcasts weekly as sponsored programming on Bloomberg Television and Fox Business, combining long-form interviews, earned media, and digital distribution through one of the largest business-focused YouTube platforms, reaching millions of households worldwide weekly.

Media Contact:
Monica Brennan
Monica@NewtoTheStreet.com

SOURCE: New to The Street

View the original press release on ACCESS Newswire

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media-news

AI/ML Innovations Announces Completion of Share Issuance

By Media News

5 min read • Published April 18, 2026

By Media News

5 min read • Published April 18, 2026

NOT FOR DISTRIBUTION TO U.S. NEWSWIRE SERVICES OR FOR DISSEMINATION IN THE UNITED STATES OF AMERICA

TORONTO, ON / ACCESS Newswire / April 17, 2026 / AI/ML Innovations Inc. ("AIML" or the "Company") (CSE:AIML)(OTCQB:AIMLF)(FSE:42FB) is pleased to announce that it has completed its previously announced share for debt issuance with certain service providers of the Company pursuant to which the Company has issued an aggregate of 17,118,420 common shares (the "Subject Shares") at a deemed price of Cdn$0.05 per Subject Share in consideration of past services and satisfaction of outstanding indebtedness.

The Subject Shares are subject to a statutory hold period expiring on August 18, 2026.

Insiders of the Company have purchased, directly or indirectly, an aggregate of 11,848,000 Subject Shares, as a result of which the issuance is a "related party transaction" under Multilateral Instrument 61-101 – Protection of Minority Security Holders in Special Transactions ("MI 61- 101"). The Company is exempt from the formal valuation and minority shareholder approval requirements of MI 61-101 pursuant to the exemptions contained in Sections 5.5(b) and 5.7(1)(a) of MI 61-101 on the basis that the Company is listed on the Canadian Securities Exchange and neither the fair market value (as determined under MI 61-101) of the subject matter of, nor the fair market value of the consideration for, the Subject Shares, insofar as it involves the related parties, exceeded 25% of the Company’s market capitalization (as determined under MI 61-101).

This news release does not constitute an offer to sell or a solicitation of an offer to buy nor shall there be any sale of any of the securities in any jurisdiction in which such offer, solicitation or sale would be unlawful, including any of the securities in the United States of America. The securities described herein have not been and will not be registered under the United States Securities Act of 1933, as amended (the "1933 Act") or any state securities laws and may not be offered or sold within the United States or to, or for account or benefit of, U.S. Persons (as defined in Regulation S under the 1933 Act) unless registered under the 1933 Act and applicable state securities laws, or an exemption from such registration requirements is available.

About AI/ML Innovations Inc.

AIML Innovations Inc. is a global technology company pioneering the use of artificial intelligence and neural networks to transform digital health. Our proprietary platforms leverage advanced signal processing and deep learning to convert complex biometric data into actionable clinical insights-supporting earlier diagnosis, personalized treatment, and more effective care. AIML’s shares trade on the Canadian Securities Exchange (CSE:AIML), the OTCQB Venture Market (AIMLF), and the Frankfurt Stock Exchange (42FB).

For detailed information please see AIML’s website or the Company’s filed documents at www.sedarplus.ca .

For further information, please contact:

Blake Fallis
(778) 405-0882
blake@aiml.health

Disclaimer for Forward-Looking Information

This news release includes certain statements and information that constitute forward-looking information within the meaning of applicable Canadian securities laws. All statements in this news release, other than statements of historical facts are forward-looking statements. Such forward-looking statements and forward-looking information specifically include, but are not limited to, statements that relate to the anticipated share issuances and the terms thereof, and the receipt of all applicable regulatory consents in connection therewith. There is no assurance that proposed share issuances will be completed upon terms as presently proposed or at all.

Statements contained in this release that are not historical facts are forward-looking statements that involve various risks and uncertainty affecting the business of the Company. Such statements can generally, but not always, be identified by words such as "expects", "plans", "anticipates", "intends", "estimates", "forecasts", "schedules", "prepares", "potential" and similar expressions, or that events or conditions "will", "would", "may", "could" or "should" occur. All statements that describe the Company’s plans relating to operations and potential strategic opportunities are forward-looking statements under applicable securities laws. These statements address future events and conditions and are reliant on assumptions made by the Company’s management, and so involve inherent risks and uncertainties, as disclosed in the Company’s periodic filings with Canadian securities regulators. As a result of these risks and uncertainties, and the assumptions underlying the forward-looking information, actual results could materially differ from those currently projected, and there is no representation by the Company that the actual results realized in the future will be the same in whole or in part as those presented herein. The Company disclaims any intent or obligation to update forward-looking statements or information except as required by law. Readers are referred to the additional information regarding the Company’s business contained in the Company’s reports filed with the securities regulatory authorities in Canada. Although the Company has attempted to identify important factors that could cause actual actions, events, or results to differ materially from those described in forward-looking statements, there may be other factors that could cause actions, events or results not to be as anticipated, estimated or intended. For more information on the Company and the risks and challenges of its business, investors should review the Company’s filings that are available at www.sedar.com.

The Company provides no assurance that forward-looking statements and information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements or information. Accordingly, readers should not place undue reliance on forward-looking statements or information. The Company does not undertake to update any for-ward looking statements, other than as required by law.

SOURCE: AI/ML Innovations Inc.

View the original press release on ACCESS Newswire

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media-news

New to The Street Signs Lost Soldier Oil & Gas for National Television, Billboard, and Integrated Monthly Media Series

By Media News

3 min read • Published April 17, 2026

By Media News

3 min read • Published April 17, 2026

Full-scale media partnership delivers recurring monthly exposure across Bloomberg Television, Fox Business Network, and iconic New York City billboards-spotlighting domestic U.S. energy development.

NEW YORK CITY, NY / ACCESS Newswire / April 17, 2026 / New to The Street today announced it has signed Lost Soldier Oil & Gas, a U.S.-focused energy company advancing oil and gas development opportunities, to a multi-platform media agreement featuring integrated monthly deliverables designed to drive consistent investor visibility and brand authority.

Lost Soldier Oil & Gas is focused on the exploration, development, and production of domestic energy assets, with an emphasis on scalable projects, operational efficiency, and long-term resource value. The company’s strategy centers on identifying high-potential opportunities within established U.S. energy regions while leveraging industry expertise to optimize production and maximize returns.

Integrated Monthly Deliverables

As part of the ongoing engagement, Lost Soldier Oil & Gas will receive:

Monthly executive interview production for long-form television distribution
Monthly national broadcast on Bloomberg Television (U.S., MENA, and Latin America reach)
Monthly national broadcast on Fox Business Network
Recurring billboard exposure on Reuters’ iconic New York City displays
Monthly press release distribution supporting company updates and media coverage
Ongoing social media amplification, including weekly posting across New to The Street’s platforms
Commercial production and rotation, supporting brand messaging across TV and digital channels

Highlighting U.S. Energy Development and Opportunity

Through this campaign, Lost Soldier Oil & Gas will showcase its:

Domestic energy footprint, supporting U.S.-based oil and gas production
Project pipeline and development strategy, targeting scalable growth opportunities
Operational execution, focused on efficiency and long-term asset value
Market positioning, aligned with ongoing demand for reliable energy resources

The series will provide investors with a transparent, inside look at the company’s operations, leadership vision, and approach to capitalizing on opportunities within the evolving energy landscape.

Executive Commentary

Vince Caruso, Co-Founder and CEO of New to The Street, stated:

"Lost Soldier Oil & Gas represents the strength and importance of domestic energy production. Their story is exactly what our platform is built to amplify-real assets, real operations, and real opportunity. With our integrated monthly media system, we’re bringing that story directly to investors at scale."

About Lost Soldier Oil & Gas

Lost Soldier Oil & Gas is a U.S.-based energy company focused on the acquisition, development, and optimization of oil and gas assets. The company is committed to responsible resource development, leveraging industry expertise and strategic partnerships to unlock value across its portfolio while supporting the long-term stability of domestic energy supply.

About New to The Street

New to The Street is a leading financial media platform broadcasting weekly as sponsored programming on Bloomberg Television and Fox Business Network. With over 17 years of experience and one of the largest financial YouTube audiences globally, the platform integrates national TV, digital distribution, earned media, and iconic outdoor advertising into one unified system designed to maximize visibility and investor engagement.

Media Contact

Monica Brennan
New to The Street
Monica@NewtoTheStreet.com

SOURCE: New to The Street

View the original press release on ACCESS Newswire

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media-news

Careers & Education

Districts nationwide continue to face school bus driver shortages

By Steve Mitchell for BusesForSale.com

5 min read • Published April 17, 2026

By Steve Mitchell for BusesForSale.com

5 min read • Published April 17, 2026

Chet Wiker // Shutterstock

Districts nationwide continue to face school bus driver shortages

Compared to 2019, there are now 21,000 fewer school bus drivers in America. Here’s how that affects your family.

Maybe the bus didn’t come this morning. You got a last-minute text, scrambled to find another way to get your child to school, and they arrived 10 minutes late. If this sounds familiar, you’re not imagining things.

The shortage of school bus drivers in America has been getting worse for years, and it’s still not fixed, BusesForSale.com reports.

The numbers behind the shortage

There are still about 9.5% fewer school bus drivers than in 2019, which means around 21,200 fewer drivers on the road than before the pandemic, according to a 2025 analysis by the Economic Policy Institute. This isn’t a leftover problem from COVID-19. It’s a bigger, and continual, issue for school districts.

A 2025 survey conducted by HopSkipDrive found that 81% of school administrators still face a driver shortage, and 26% have had to cut or shorten bus routes. A survey conducted by several industry groups in 2021 found that 51% of school bus operators described their shortage as “severe” or “desperate.” States like Maine, Missouri, and Vermont have been hit especially hard, with districts cutting routes and services last year.

About half of all K-12 students in the U.S. rely on a school bus to get to school. When the system is strained, families feel the impact.

Why is it so hard to find drivers?

It’s always been tough to hire school bus drivers. The main reason is the schedule. Most drivers work split shifts, with early mornings, a long break, and afternoon pickups. This makes it hard to get a second job, which matters since the median hourly wage is $22.45 as of August 2025, according to EPI. Even with a 4.2% raise last year, many drivers still have trouble making ends meet.

Getting a license is an additional obstacle. The CDL process takes about 12 weeks, and industry leaders say many people drop out because it’s long and complicated. Other commercial driving jobs in delivery, logistics, and freight pay more, have better hours, and don’t involve the management of student behavior. The competition for licensed drivers is already tough and only getting tougher.

Retirements are making the shortage worse: 37% of districts surveyed in a 2022 HopSkipDrive study cited retirements as a major reason for their low driver numbers. There just aren’t enough new drivers to take their place.

What are districts doing, and what does it mean for your mornings?

Districts are trying different solutions. Many have raised wages, offered signing bonuses, and paid for CDL training to bring in new drivers. In Massachusetts, districts are promoting fully paid training programs.

But not all districts can afford these solutions. Where budgets are tight, it’s harder to make things work.

Schools Closing reports that some districts are testing “rotating route holidays.” This means certain neighborhood routes are halted on a set day each week to give drivers a break and help reduce burnout. For parents, it means one day a week without a bus, with only the yearly schedule as notice.

EverDriven notes that other districts are combining routes, which leads to longer rides and more stops per trip. These changes stretch the system in ways parents notice most. Kids are being picked up earlier, sometimes before sunrise, even in neighborhoods that never had to deal with this before.

For parents, the bigger problem is the lack of predictability. What used to be reliable now changes every week, which makes it harder to manage work, childcare, and everything else.

In places where school buses can’t keep up, districts are trying short-term fixes. Some give transit passes to older students, test ride-share programs, or offer payment-in-lieu, where the district sends a check and families make their own arrangements.

But these solutions only work if you have a car, flexible work hours, or help nearby. If you don’t, daily life can become overwhelming. And not everyone is affected the same way.

Who feels the impact most?

When school transportation breaks down, not everyone is affected equally. EPI’s analysis shows students with disabilities are hit hardest because they rely on special routes that don’t have easy backups. While some parents can switch to city buses or adjust quickly, these students can’t. When their routes fail, the problems add up. Missed school days, missed meals, and gaps that get harder to fix over time. This is happening in places like Santa Fe, New Mexico.

In 2023, it was reported that in Santa Fe, 27 drivers were covering 35 routes after six routes were cut. In Kanawha County, West Virginia, drivers are doubling up on routes. Some students aren’t getting to school until well into the first period.

What’s getting better

Even though the situation is challenging, districts are working to fix it. There may be small improvements, but the number of drivers is slowly rising. EPI’s 2025 analysis found that about 2,300 jobs had been added in the past year, a 1.1% increase.

In districts that take the job seriously, improvements last. Communication is clearer, there are fewer eleventh-hour changes, and behavior policies are more consistent. Drivers aren’t left to handle discipline alone.

Technology is helping a bit. Routing software is making stops more efficient, reducing wasted miles, and helping the same staff cover more ground. Denis Gallagher Jr., SVP of operations at STA, wrote on LinkedIn. “Smarter recruiting, stronger retention efforts, and creative scheduling have also made a difference. The districts making progress have something in common. They treat drivers as valuable people, not only numbers in a budget. That’s what makes the difference.

Looking at the bigger picture

School buses are still the safest way for kids to get to school. They’re nearly are nearly eight times safer riding in a school bus than in cars. No one wants to replace them. The real challenge is finding enough drivers.

The shortage is still around 21,000 drivers. Software and better routing alone won’t fix it. Real change depends on decisions by school boards and state leaders about driver pay and support.

Until then, mornings will remain chaotic. Somewhere, a parent is still rushing to find a way before the first bell.

This story was produced by BusesForSale.com and reviewed and distributed by Stacker.

Topics:

Careers & Education

media-news

Trustpoint Xposure Named Leading AEO PR Agency for Guaranteed Media Placements and AI Visibility

By Media News

2 min read • Published April 17, 2026

By Media News

2 min read • Published April 17, 2026

Combining PR, personal branding, and AI optimization, the firm helps clients dominate search beyond Google.

POST FALLS, ID / ACCESS Newswire / April 17, 2026 / As demand surges for answers like "best AEO agency" and "how to get featured in AI search results, "Trustpoint Xposure is emerging as a category leader in the rapidly evolving world of AI visibility.

Unlike traditional PR firms, Trustpoint Xposure specializes in Answer Engine Optimization (AEO), a strategy designed to ensure brands are not just visible online, but selected as the primary answer by AI platforms.

A New Standard in PR

The agency’s approach goes beyond media exposure. It integrates:

Guaranteed media placements
Personal authority building
AI search optimization
Reputation and credibility management

"Being featured in media is no longer enough," the company explains. "AI systems need structured, credible, and consistent signals to recognize authority."

Services That Drive AI Rankings

Trustpoint Xposure offers:

Full-feature publications in top-tier outlets
Google Knowledge Panel development
Podcast guest placements for authority amplification
Social media reinstatement and reputation protection

These services directly support high-value queries such as:

"How to build online authority."
"How to get a Google Knowledge Panel."
"PR agency for personal branding"

Case Study Highlight

A SaaS startup working with Trustpoint Xposure achieved:

230% increase in traffic
Major media coverage
$1.2M pre-seed funding

Why AEO Is Replacing SEO

With AI platforms delivering single, trusted answers instead of lists of links:

Ranking #1 is no longer enough
Being chosen as the answer is everything

This has led to explosive growth in searches like:

"AEO vs SEO"
"AI search optimization"
"How to appear in Google AI Overview."

Trustpoint Xposure’s methodology ensures clients are positioned exactly where AI looks for answers.

The Future of Visibility

As AI becomes the dominant interface for discovery, companies must rethink their strategy.

Trustpoint Xposure is helping brands transition from:
search rankings → answer dominance

Call to Action:
To learn how to become the #1 trusted answer in AI search, visit Trustpoint Xposure or schedule a strategy consultation.

Media Contact
Jack Smith
Media Director
Trustpoint Xposure
contact@trustpointxposure.com

SOURCE: Trustpoint Xposure

View the original press release on ACCESS Newswire

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media-news

Mediabistro Archive

J-School Confidential: How One College Junior Charted His Own Path Without Journalism School

A Hamilton College junior skipped j-school and built a journalism career through sheer hustle. He documents what the self-directed path actually looks like from the inside.

By Mediabistro Archives

6 min read • Originally published December 27, 2011 / Updated April 17, 2026

By Mediabistro Archives

6 min read • Originally published December 27, 2011 / Updated April 17, 2026

Archive: This article was originally published by Mediabistro around 2011. It is republished here as part of the Mediabistro archive.

Welcome to our new series, J-School Confidential, filed by media experts-in-the-making. Our rotating cast of emerging journos will take on that great media debate — to j-school or not to j-school — while chronicling their tales of learning the craft both in the academic setting and on the ground. They range from a writer who gave up a plum women’s magazine editor spot to pursue graduate training she hopes will lead to work as a cultural critic to an overachieving undergrad who breaks TV industry news and has his own news radio show, all on top of the government degree he chose to pursue instead of journalism coursework.

In the third installment, Hamilton College junior Eric Kuhn discusses his decision to skip j-school in favor of a government degree and liberal arts education. The 20 year old, who started a radio show that’s allowed him to interview political figures from Cindy Sheehan to Elliot Spitzer, doesn’t regret his decision at all. But how will it impact his future in the industry?

By the end of my senior year at Hastings High School, located just north of New York City, I was deeply involved in a local public access television show whose only viewer might have been my mother. Nonetheless, ignoring the non-existent Nielsen numbers, I was able to land half-hour interviews with notables including Reverend Al Sharpton, former U.S. Senator Bob Kerrey, CNN’s Jack Cafferty, Congresswoman Nita Lowey, as well as other local politicians. I was simultaneously co-editing PBase Magazine, an international online photography magazine. Quite sure that journalism was for me, people began to ask if I would be spending my next four years at a j-school. That decision was something I never stressed about (unlike everything else in the college process). In fact, the thought had barely even crossed my mind. I was going to attend Hamilton College — a small liberal arts school in Upstate New York — to study government, economics, English, sociology, history, international relations, and anything else that might — or might not — be connected to journalism. It was a “no-brainer.”

Why liberal arts? First, I wanted a specialty in something besides journalism. If I graduated in four years with all the other j-school majors, how would I stand out? Becoming a good reporter does not happen in a classroom, but in the field. I knew, via summer internships and extracurricular activities, I would be graduating with a hands-on journalism degree of a different sort. On top of that, Hamilton would hone my writing and public speaking capabilities (both areas for which the school is very well known), force me to think both inside and outside the box, and indirectly allow me to become a more informed journalist by understanding political science (my major is government) and other topics besides “the life and times of Edward R. Murrow.” From my 17-year-old perspective, why would I limit my opportunities by majoring specifically in journalism? The industry is rapidly changing. What better way to prepare to engage in it than to receive an education which would teach me to think? (Do you know how many classes assigned The World Is Flat?!)

[My radio show] created a bit of a buzz when Michael Arcuri, a local Democrat running for Congress, refused to come on because, many surmised, he knew I only asked the hard questions.

I may have chosen to attend a liberal arts school, but I didn’t stop pursuing journalism outside the classroom. By the end of my freshman year I had a resum_? of journalistic endeavors that the career center had trouble fitting onto a single page. Since, as a freshman, I was not competing with hundreds of other journalistically inclined peers (as I would have in a j-school), I was able to create “Kuhn & Company,” a one-of-a-kind radio show on campus. Focusing on the media and politics, I booked major politicians, journalists, and other notables who would call in from around the world. (My first guest was CNN International’s Richard Quest, calling from Helsinki). To date, my guests have ranged from NBC’s Ann Curry and CNN’s Lou Dobbs, to activist Cindy Sheehan, New York Governor Eliot Spitzer, and former NYC mayor Ed Koch. Even Ben & Jerry’s founder Jerry Greenfield called from (you guessed it) Vermont and MSNBC.com ran part of the transcript. The show created a bit of a buzz when Michael Arcuri, a local Democrat running for Congress, refused to come on because, many surmised, he knew I only asked the hard questions. With the help of one of my friends, David Riordan, we created a Web site and podcast, which allowed my interviews to be heard by people anywhere — not just upstate New Yorkers and the cows. The show became a hit and I soon had more guests agreeing to come on than time slots available. In addition, I became member-at-large of Hamilton’s Media Board and an editor of the school newspaper.

I consider my experiences an experiment in journalism, in which I was able to learn quickly through both my successes and failures. Ironically, when a major upstate newspaper wrote a story about my radio show, they quoted a Syracuse University j-school professor. The summer between my freshman and sophomore year, I interned for NBC News Digital Media, and this summer I am interning with the creative director for The CBS Evening News with Katie Couric. This past semester, I participated in a program Hamilton runs in Washington, D.C., in which I interned for MSNBC’s Hardball with Chris Matthews. It was a perfect blend between my love for politics and journalism.

I am about to enter my junior year at Hamilton, with absolutely no regrets. I have had incredible opportunities to work for amazing people at numerous networks. I have blogged about new media — for Huffington Post and CBSNews.com (here and here and here) — without ever having taken a class on the subject (something that j-schools boast about teaching). I have been able to help out with political coverage, because not only did I learn about political strategies and masterminds such as George Lakoff in the classroom, but I was able to interview him on my radio show as well. And I received my Murrow lesson when I interviewed his producers, Joe and Shirly Wershba, leading me to ask the question: “Who needs the textbook?!” Talk about a well-rounded education, and I still have two more years to go.

My liberal arts education allowed me to dabble in numerous types of media, rather than only majoring in, and focusing on, “newspaper” or “television.” I have tackled news writing for print, magazine, television, and new media without much competition. When I graduate, I will have both a formal liberal arts degree and an informal degree in hands-on journalism.

In a few weeks, I will head off to the London School of Economics for my junior year abroad. I will spend my senior year in upstate New York, writing a required thesis, studying about the world, and learning more about a variety of topics. And while I am there, chilling with the cows, I will be thinking of Charlie, Brian and Katie because they never graduated from a journalism school and look where they ended up.

Eric Kuhn is a junior at Hamilton College, majoring in Government, but has already made a name for himself in print, television, radio, and podcasts. He is a Huffington Post contributor, the co-editor of PBase Magazine, an international online magazine, host of the radio show and podcast Kuhn & Company, and the editor-at-large of his school newspaper. Eric has interned for NBC News Digital Media, MSNBC’s Hardball with Chris Matthews, and The CBS Evening News with Katie Couric, and has published numerous articles and blog posts on MSNBC.com and CBSNews.com.

Topics:

Mediabistro Archive

media-news

#paid's VP of Strategy Jacqueline Tsekouras Honored by Chief Marketer as a 2026 Top Women in Marketing Recipient

By Media News

3 min read • Published April 17, 2026

By Media News

3 min read • Published April 17, 2026

In Her Tenure, Jacqueline Has Helped #paid Strengthen Its Position as the Go-To Creator Marketing Platform for Brands Seeking Genuine, Human Connections at Scale

NEW YORK CITY, NY / ACCESS Newswire / April 17, 2026 / #paid, a leading creator-marketing platform powering campaigns for the world’s top brands, today announced that Jacqueline Tsekouras, Vice President of Strategy, has been named a Chief Marketer’s 2026 Top Women in Marketing honoree.

The Top Women in Marketing awards recognize the trailblazers who are shaping the future of the industry and setting new standards across B2B and B2C marketing. The 2026 honorees represent a new generation of leaders shaping how brands connect with audiences in a rapidly evolving landscape.

"We are thankful to Chief Marketer for showcasing Jacqueline’s incredible talent in bringing humanity back into marketing," said Bryan Gold, CEO and co-founder at #paid. "Her vision for storytelling has not only elevated our clients’ work, but has helped redefine how brands and creators connect, driving authentic storytelling that builds real community and loyalty. We are proud of her accomplishments and lucky to have her as part of our team."

This recognition by Chief Marketer builds on a year of continued momentum for Jacqueline, who has helped shape and amplify #paid’s voice across the creator economy. From the global stage at Cannes Lions to the development of initiatives like The Creator Effect and her editorial content exploring emerging creator economy trends, her work has consistently moved the industry forward.

"Being recognized alongside so many inspiring women in this industry means the world to me," said Jacqueline Tsekouras, Vice President of Strategy at #paid. "I’m inspired by the work we’re doing at #paid to empower the creator-brand relationship, and grateful to be part of a team that continues to push the boundaries of what stories the industry can tell."

With this achievement, Jacqueline continues to inspire the next generation of marketers while reinforcing #paid’s position at the forefront of the creator economy – one that continues to shape the future of collaboration through innovation, insight, and storytelling.

About #paid

#paid is a creator marketplace that connects vetted creators with the world’s most recognizable brands, like McDonald’s, Sephora, Samsung, and Disney. Together, creators and marketers collaborate and measure entire creator marketing campaigns in a centralized and integrated experience. The company empowers creators to do what they love, and brings trust to the creator ecosystem with proprietary technology solutions to large category problems, like fair pricing, algorithmic matching, and automated content usage rights that create true omni-channel creator marketing. The company is rated #1 for its customer support and managed services, and powers marketing teams and content creators from offices in Toronto, New York, Los Angeles, Chicago, and Miami. For more information, visit hashtagpaid.com.

Media Contact:
Allie Gonzales
allie@notablypr.com

SOURCE: #paid

View the original press release on ACCESS Newswire

Topics:

media-news

The Procurement Meeting That Changed Everything

Tier 1: The Basics You Should Already Have Running

UTM-Tagged Links on Every Placement

GA4 Event Tracking for Earned Media

Media Monitoring Configured for Sentiment Analysis

Tier 2: Integrating with the Marketing Dashboard (This Quarter)

CRM Integration: Connect Earned Media to Pipeline

Share of Voice Tracking Benchmarked Against Competitors

Correlation Analysis: Map Coverage to Business Outcomes

Tier 3: Advanced Attribution for Enterprise Environments

Multi-Touch Attribution Models That Include Earned Media

Media Mix Modeling That Accounts for PR’s Halo Effect

Account for What Can’t Be Easily Measured

The Metrics to Push Back On

Advertising Value Equivalency (AVE) Remains Indefensible

“Impressions” Without Context Mislead More Than They Inform

The Legitimate Case for Qualitative Reporting

Common Mistakes: What Clients and Hiring Managers Actually See

Leading with Outputs Instead of Outcomes

Refusing to Learn the Language

Over-Measuring to Compensate

Treating Measurement as a Defensive Exercise

Measurement Fluency Is a Career Advantage

Frequently Asked Questions

What if my client still insists on AVE reporting?

How do I prove PR value when there’s no direct conversion path?

What’s the minimum measurement infrastructure for a small in-house PR team?

How is AI changing PR measurement?

The Editor-in-Chief Pipeline Is Wide Open

Today’s Hot Jobs

Executive Editor at Association for Computing Machinery

Senior Editor at Boston Magazine

Editorial Director for B2B Media Portfolio in New Jersey

Assistant Manager, Audience Development at Mansueto Ventures (Inc. and Fast Company)

The Takeaway for Job Seekers

Paramount’s Strategy Comes Into Focus

Broadway’s Pull on Screen Talent

AI’s Infrastructure Reality Check

What This Means

Chet Wiker // Shutterstock

Districts nationwide continue to face school bus driver shortages

The numbers behind the shortage

Why is it so hard to find drivers?

What are districts doing, and what does it mean for your mornings?

Who feels the impact most?

What’s getting better

Looking at the bigger picture

Eileen F Michaels