Takeaways:

• Louise White emphasizes the significance of community engagement and data-driven insights in transforming Sift's business model.
• The decision to cease the paid subscription service reflects Sift's strategic shift towards enhancing event-driven revenue streams.
• Effective pricing strategies are crucial for profitability, as they serve as a primary lever for business growth and sustainability.
• Louise White advocates for understanding customer needs to provide tailored solutions, fostering long-term relationships with clients.
• Sift's events business has experienced a remarkable growth trajectory, showcasing the value of personalized engagement with vendors and attendees.
• The importance of continuous transformation in business emphasizes building value through strategic decisions and innovative service offerings.

Takeaways:

1. The evolution of Morning Brew's consumer business is a striking example of successful adaptation in a competitive media landscape.
2. Devin Emery emphasizes the importance of aligning creator partnerships with the core values of the Morning Brew brand.
3. The transition from a newsletter-focused strategy to a multimedia approach has presented unique challenges and opportunities for Morning Brew.
4. Understanding audience engagement metrics is crucial for maintaining the integrity of the brand amidst a rapidly changing media environment.
5. Morning Brew's strategic focus on first-party data is a key differentiator in enhancing advertiser relationships and generating insights.
6. Maintaining the essence of the brand while expanding into new content areas is essential for sustainable growth and audience retention.

Jacob sits down with Craig Fuller, founder and CEO of Firecrown — a media holding company built around legacy print brands including Flying, Boating, Trains, Model Railroader, and Astronomy, alongside the B2B data powerhouse FreightWaves. In a candid, wide-ranging conversation, Craig pulls back the curtain on the bruising lessons of rapid M&A, the founder's rock-bottom moment that changed everything, and why he believes owning audiences — not renting them — is the ultimate media business model.

What We Cover

1. How Firecrown was born — Craig's journey from launching FreightWaves as a venture-backed freight data company to spinning out its media arm and rolling it into a print magazine empire
2. The 2025 reckoning — What happened when Craig did 20 acquisitions in 3 years and the infrastructure cracked under the weight
3. The marine business miscalculation — How buying Active Interest Media's marine portfolio the week before a 20% revenue drop forecast exposed deep operational blind spots
4. Going "founder mode" — The Saturday Craig didn't get off the couch, and how a podcast with his dad snapped him out of it
5. The $9.2M cost cut — How Craig got ruthless from July onward and slashed nearly $10M in expenses in the second half of 2025
6. Why salespeople tied to brands — not companies — is a massive problem in media roll-ups
7. The Sonar data business — Why FreightWaves is "the Bloomberg of freight" and what it will take to get to a $50–100M ARR exit
8. The "Bloomberg Option" — The clever deal structure that keeps FreightWaves media and data separate but reversible for future buyers
9. Path to $1B in revenue by 2030 — The compounding math behind Firecrown's acquisition strategy and why Craig's family office financing is a cheat code
10. AI in media — but not where you think — Why the real opportunity isn't content generation, it's back-office automation
11. Vibe coding as an operational superpower — How Craig's team built an internal contributor management app in a week using Replit, saving $1.8M annually
12. The secret teaser: a "Landman for trucking" — Craig hints at a Hollywood-style freight drama series in the works

Key Takeaways

On acquisitions without a playbook: "We were opportunistic, but we didn't have a system for buying businesses and integrating them. We let these businesses run on their own. That creates a lot of cultural problems and resentment."

On working in vs. on the business: "All too often we work in the company and not on the company. You're afraid of admitting your business has problems. You have to get outside of it and realize it."

On AI and media: "Everyone talks about AI replacing editorial. I don't think that's where the opportunity is. The opportunity is in the back office — the operating systems that encompass all these technologies."

On the unit economics of scale: "At $2M in revenue, the best case is you pay yourself. You don't start to get economies of scale until about $10M top line."

On patient capital: "The limitation is ultimately: can we execute, and can we finance it? Those are the only two things that hold any business back from growth."

About Craig Fuller

Craig Fuller is the founder and CEO of Firecrown, a media holding company that owns enthusiast print and digital brands across aviation, marine, trains, and astronomy. He is also founder of FreightWaves, a B2B freight data and media company often called "the Bloomberg of freight," and its flagship data product Sonar. Craig has built Firecrown from $9M to $60M in revenue in roughly two years through aggressive M&A, and is targeting $1B by 2030.

Links & Resources

1. A Media Operator — amediaoperator.com
2. Firecrown — firecrown.com
3. FreightWaves — freightwaves.com
4. Sonar (FreightWaves data product) — sonar.freightwaves.com
5. Flying Magazine — flyingmag.com

Timestamps

1. 00:00 — Introduction: Craig's origin story and the FreightWaves pitch that started it all
2. 02:06 — What is Firecrown? The print roll-up thesis explained
3. 06:32 — 2025: The year the wheels came off
4. 08:46 — The marine business acquisition that went sideways immediately
5. 12:14 — Going founder mode: Craig takes a no-prisoners approach to costs
6. 14:04 — The M&A trap: inheriting old problems plus your own
7. 16:58 — Consolidating sales teams and why individual brand-tied reps kill efficiency
8. 43:23 — The emotional toll: "It was a brutal year"
9. 45:41 — Lessons from Mark Zuckerberg and Peter Thiel on founder control
10. 47:18 — The FreightWaves / Sonar split explained
11. 56:07 — The "Bloomberg Option": structuring a reversible transaction
12. 01:05:07 — How Sonar built its proprietary freight data moat
13. 01:08:23 — Sonar's exit path: why $50–100M ARR is the target
14. 01:10:36 — Firecrown's path to $1B: compounding through M&A
15. 01:11:03 — AI in media: the back-office opportunity nobody's talking about
16. 01:17:02 — Vibe coding: how Craig's team built a $1.8M savings app in a week
17. 01:23:50 — Founder advice: working on your business, not in it
18. 01:28:36 — The big tease: a Hollywood freight drama series

Become an AMO Pro member for deeper analysis and access: amediaoperator.com

During this episode, we talked about a lot, but a few things jumped out to me…

On consistency vs. hits

For many studios, the goal is to create a hit. They create a few big projects every year with the hope that when one is released, people will flock to it and it’ll be an economic success.

That’s not Meet Cute’s approach. Instead, the team strives to consistently deliver on its proposition: a 15-minute romcom audio episode. It doesn’t deviate from consistently delivering that product to people.

The benefit here is that the listener builds a relationship with the Meet Cute brand while the company is less dependent on any one piece of content being a savior of the business. I like the consistency over hits approach.

On IP and monetization

The easy road for monetizing would be throwing a quick ad in the beginning of an episode. But for a 15 minute show, a 30-60 second ad eats up a lot of time.

Instead, they are looking at all the IP they’re creating as an opportunity to monetize down the line. Consider opportunities like merchandise tied to specific characters. As people fall in love with them, they’ll want to represent those characters.

Another opportunity is taking these audio stories and turning them into videos. Could they take their IP and partner with Netflix to create a movie or limited series? When you own valuable IP, your means of monetization are endless.

On using data to inform decisions

While there is definitely a limited amount of data in audio, some of what they look for is how far into an episode a user got, how many actually completed the full episode, and how many went on to additional episodes.

With that limited data, they are able to push that back into their writing flywheel. For example, if they’ve found that cliffhangers often work, that might become part of their strategy going forward.

On building membership

The membership product at Digiday started primarily as a print product. As Friese explained it, people were comfortable paying for a magazine, so that’s what they sold. And despite costing nearly $200 for four issues, it sold.

But as time went on, they started adding other features to the membership, including member-only content and then the metered paywall until now, it’s a much more expensive product at the company.

The lessons they’ve learned has been applied to the other verticals where now Glossy and ModernRetail actually have more robust membership offerings that the original at Digiday.

On equal numbers of buyers and sellers at events

A solid number of Digiday’s events are hosted buyer events, where the buyers typically come for free. In exchange for that, the sellers get guaranteed meetings with decision makers.

According to Friese, this boils down why people really want to attend events. They’re looking to do business. It’s about meeting your contemporaries.

This is also how they think about verticals over all. If you can clearly define the buyers and sellers in an industry, you’ve got the potential for something.

On their structure of verticals

Friese has a different approach to the various franchises than other vertical media companies. Each publication has its own writers, editors, marketers and sales people.

This is different than how others have done it where the editors and writers are unique to the publication, but everything else is centralized with services spread across all the verticals.

In Friese’s mind, each brand has its own very unique image, so he believes it’s important for the majority of the people working on it to be focused exclusively to those brands.

In this show, we discussed a variety of important topics, but a few things jumped out...

On quarterly, not monthly pricing

This was an important topic to me. The Plug's membership is sold quarterly or annually, but not monthly. As she said, this runs counter to the habit so many of us have formed paying for subscriptions every month.

In her mind, though, a month is just not a long enough time to form a relationship. By extending it to a quarter, she feels that The Plug has enough opportunity to demonstrate value to a reader.

It's an important distinction because if we look at when most subscribers churn, it's after the first month. By extending to a quarter, you have more time to form a habit with them and, ideally, keep them engaged for much longer.

On not charging a CPM

For most media companies, charging a CPM is how they do things. But in niche media, it's harder. As Dorsey explained, because they don't have scale, they need to price things based on value.

Whether it's their podcasts, newsletter sponsorships or other content initiatives, they try to determine how valuable a sponsorship is worth to a partner and then work on pricing from there.

On being diversified

Although we didn't explicitly talk about this, The Plug generates revenue through advertising, events, membership fees and has received grants to create new content initiatives.

This embodies a core ethos of successful media companies. Those that are overly reliant on a single source—or a single property—carry more risk than those that are well diversified.

While The Plug has gone on to raise some money, it's clear in our conversation that Dorsey continues to think very diligently about not overextending the business and ensuring there are multiple streams of revenue.

In this episode, we talked about a wide variety of topics that you'll find informative and interesting.

In this episode, we discussed quite a few different topics, but a few things jumped out to me...

On program managers vs. product managers

A big mistake that media companies make is that they hire product managers because they need someone to "get stuff done." But as Julia explained, "everyone can get stuff done."

What companies are actually looking for is a project or program manager. This is a person who is very focused on the delivery of certain features or initiatives getting out the door.

Product management is more expansive. These are people that sit at the intersection of competing business interests: user needs, commercial interests, editorial vision and resources. Product managers synthesize all of these ideas and figure out the best thing to do.

On building a revenue optimization system

I call this a revenue server and Julia calls it a revenue optimization system, but they are effectively the same thing. How can media companies look at their users and determine the right way to monetize each visitor?

Bloomberg is in the early stages of this and it's pretty manual. A few of her people meet with the subscriber and advertising sides in a meeting called "Project Needle" because they are trying to thread the needle of maximizing revenue on both sides.

This refocuses the conversation from RPM (revenue per thousand) to the lifetime value of a user. It's not just about understanding how much a single page makes, but how much a user across the website generates for the business.

On advice from Jeff Bezos

Soon after Bezos acquired The Washington Post, they were discussing a product that was being preinstalled on Kindle Fire devices across the country. They mentioned that they were going to bring the product to user testing.

Bezos’ response was, “hey, that’s great and you should obviously get that user feedback, but you also want to think about, do we love it? Do we love this product?”

This goes against everything taught in product school, but the lesson Julia has taken to heart is, “if you deeply, deeply understand your customer and get in the mindset of your customer, you’re a good barometer of what the right thing to do is for the business.” 

We discussed a lot about what goes into building these solo products, but a few things jumped out to me...

On building a referral system

The referral system in newsletters has become a favorite way to grow audiences; however, for Substack writers, it doesn’t exist. Packy decided to go around that and build his own, hacked together version of it.

The way it works is straight forward… They use a system called GrowSurf that is plugged into a Webflow landing page. GrowSurf manages the whole process of giving unique codes to everybody.

When people sign up, he has to download a CSV of the email subscribers and upload them into Substack so they can start receiving the newsletter. So, as Packy says, it’s a manual process.

On going ads vs. paid subscription

Most people who have launched newsletters over the past year have gone all in on subscriptions. I, too, have leaned heavily into subscriptions. Packy, though, opted not to go that direction.

Instead, Packy does what a lot of media companies do and sells advertising. He has a couple of different products that range from sponsorships in newsletters to outright, dedicated sponsored content emails.

His logic? He wasn’t sure if an audience would be able to justify expensing his newsletter and he preferred seeing the list grow faster with the free newsletter. And so far, he’s been very pleased with the results.

On staying focused on your passion

Early in his attempts at building Not Boring, he tried to lean heavily into community. But what he found was this wasn’t the right play for what he was trying to do because he didn’t enjoy it. He preferred to focus on the business strategy side of things.

His advice for others is to be very specific about what you want to focus on and continue leaning into this. It allows for more informed conversations with readers and allows you to meet a lot of new people, which is integral to these one-person operations.

However, he also advised creators to experiment with different things. There are a variety of ways your specific focus can manifest itself, so be comfortable with those different potential options.

In this episode, we discussed a variety of topics, but a few things jumped out to me…

On ad strategy at Dotdash

We all have been to that website that causes the fans on our laptops to go into overdrive. Whether it’s popups, pre-rolls, interstitials… You name it, we’ve likely all experienced it.

Dotdash bet that by reducing the number of ads on the site—2/3rds of what their competitors might have—that the sites would load faster and that would make people happier. That, in turn, would result in people engaging with the content and ads more.

The other part of the strategy is focusing in on contextual advertising. An example Neil shares is if someone is coming for the site on July 2nd and looking for BBQ recipes, they know exactly what type of advertising to deliver to them.

On creating great content & SEO

There is no denying that Google drives a decent percentage of traffic to the various Dotdash sites, though Neil qualified that it’s no more or less than most other publishers on the web.

However, the way he sees it, the only real “secret” to SEO is doing exactly what Google wants: delivering the absolute best content out there. That’s Google’s business. And so, Dotdash invests millions in creating the absolute best content.

But it’s more than just that… In his mind, creating great content is fundamental to the quality of the brands they’re building. I wrote about this on Friday, but because of the quality of the brands built on the great content, he believes people would miss the brands if they went away.

On not chasing the shiny things

Some of the biggest mistakes that they made early on at Dotdash was seeing what other people were doing, knowing that it was the wrong approach, but still trying to do them anyway.

The advice that Neil has for prospective operators is to stay focused on what you know works. It’s easy to get distracted by the shiny things and the press other people are getting, but it’s about staying focused on what works. 

In this episode, we went through the many different facets of the business, but a few things jumped out to me…

In this episode, we discussed quite a few topics, but a few things jumped out...

Where media went wrong

Jarrod got his start in media at The Huffington Post, working on products to help the business be, well, a business. One of the early products that they launched was digital native content.

While HuffPo ultimately sold to AOL for a successful exit, one of the things Jarrod talked about was that the story of media got screwed up. It was no longer about building a great brand, but rather, about being the first and fastest to get a story out, irrespective of outcome.

Additionally, many of these media companies saw the scale that platforms were getting and assumed that was the only way to grow and succeed. Since then, of course, that narrative has changed.

On record labels & media companies

The ease in which individuals can launch their own business is becoming easier than ever before, but we still operate in a very black and white world. You either work for a media brand or you are on your own.

In Jarrod's opinion, media companies need to start thinking about themselves as record labels, which should focus on brand, distribution, services, etc. Rather than letting talent walk away to start their own thing, partner with them.

It's a different notion for media companies to come to terms with. However, in the current state, media companies are acting like factories where they help a journalist build their brand and then that journalist starts anew (see Politico Playbook writers leaving).

On the renaissance creator

In that same breath, this idea that all the very best writers are going to suddenly quit their jobs and go solo is not actually a reality. The reason? It's actually a lot of work.

The promise of going solo is that you can focus on writing what you want to write. That sounds great. However, you also have to edit, design, do audience development, track finances, etc. All the things a media company typically did.

The real benefactors of this new era will be the renaissance creator: an entrepreneurial operator that also wants to create. These are people that understand building a business and then opt to build a creative entity.

In this episode, we discussed a ton, but a few things jumped out…

On expanding into new markets

Industry Dive has a specific playbook that they use to determine what verticals they want to expand into it. It starts with a very simple question: does this fit the business model?

Because Industry Dive is marketing driven, it needs to find industries with high capital spend. That means the executives are buyers that control budgets. A mistake Sean sees many operators make is that they in industries that don’t have this.

The other very important question they ask is whether the industry is being disrupted by technology or regulation. What they’re trying to identify is whether people’s jobs require them to keep up to date on what’s going on day-to-day. If that exists, you’ve got something.

On media’s sweet spot with content studios

Industry Dive recently acquired the content studio from NewsCred in what appears to have been a match made in heaven. NewsCred was moving away from its content studio business while Industry Dive was doubling down on it.

What this reinforces is the sweet spot that media finds itself with regarding to producing content for partners. As Sean explains, any agency can create great content. That’s not the hard part.

They might even be able to create great content and distribute that content to an audience (though not as easily as a media company can.)

Only a media company can take it a step farther and consult their clients on when the narrative has shifted. Industry Dive was able to tell its partners, “hey, the audience is moving away from covid-related coverage” far faster than an agency ever could, which allowed their partners to start creating new content in the new narrative.

On data being the most important thing

Sean offered his big piece of advice for prospective media operators and it’s something that I whole heartedly agree with as well.

Operators need to start collecting user data immediately. You’ll never feel bad having a better understanding of who your audience is. More importantly, the sooner you have it, the better it’ll be when you decide to use it.

And using it doesn’t have to mean advertising products. Having better user data can also mean making better product and editorial decisions.

In Sean’s opinion, too many media companies wait to determine their user data strategy and they’d be smart to start sooner.

A few things we discussed in this episode...

On revenue shares

When a user signs up for the Everything bundle and after all the fees are taken out, Everything sends a survey to the subscriber to ask them what newsletter was the primary reason they signed up. Whatever the answer is dictates which newsletter writer gets paid for that newsletter subscriber.

From there, each writer has their own agreement. Some are licensing deals whereas others are built entirely within the network. So, the revenue shares might be different depending on the situation.

The plan is to then resurvey the subscribers and determine whether the primary newsletter has changed. If it has, then the money gets allocated to this new newsletter. This way, the writer is rewarded for keeping the subscriber subscribed. 

On writing & audience development

Both Dan & Nathan agree that one of the most important things they can do is create the best possible writing possible. In their words, this is the best way that they can help create a successful publication.

They also see the current newsletters as a good way of helping to incubate different newsletters that may join the newsletter. An example, Shipper explained, could be adding a new productivity newsletter to the bundle. Superorganizers could then drive audience to it with the goal of getting people to convert.

Where it goes from here

The future looks a lot like where they are now, but with many more newsletters in the bundle. They could expand into industry verticals, such as waste management or space (their examples) to job roles (marketing and product management) and to newsletters focused on specific companies.

What they are also trying is finding the people that have that "twinkle in their eye" about a very specific topic. The idea is that, even if they don't write, they can be paired with great writers. It's unknown if it works, but the idea is that the team of expert/writer could create a great product.

Ultimately, they want to try and figure out ways to identify some of the "best business knowledge that's locked inside people's heads."

In this episode, we discussed a ton, but a few things jumped out…

Niche can scale

Under normal circumstances, you wouldn’t expect to see a media company in Y Combinator, an accelerator for traditional tech startups. However, for a variety of reasons, they decided to have Snigdha join the program.

One of the things she said that resonates with me is that niche can actually scale. We think of niche as small, but these verticalized media companies have the potential to really grow into something robust. Part of the way to think about that is about content appearing in multiple places, including on the website, newsletter, podcasts, video & TV deals and various other opportunities.

A classic example that she used is BET, which serves a specific community. Viacom bought BET in 2001 for $3 billion. It was a niche play, but that didn’t hold it back from reaching incredible scale.

On lifetime subscribers & Thursday customer calls

Unlike many media companies, The Juggernaut offers the option for people to purchase a lifetime subscription. For $249.99, you will never not have access to The Juggernaut. It’s an interesting experiment and one that Snigdha is really a fan of in a limited sense.

As she explained, these are the most die hard of supporters. They’re people that really care about the brand and what it stands for. They’re also people that she sometimes uses to bounce ideas off, whether that’s sharing content ahead of time or perhaps taking a look at the upcoming app.

The other part of this is her ritual of taking 5-10 customer calls every Thursday. She wants to hear from people and get their thoughts on how The Juggernaut is doing; the good and the bad.

Audience development with Instagram

I teased this out on Twitter, but I am a big fan of The Juggernaut’s Instagram strategy. Using a tool called Link.bio, they are effectively able to create a clone of The Juggernaut’s Instagram page. Every time they share a new photo, they include three paragraphs of text and then a “link in bio.”

That link in bio is a link.bio URL that then shows all the same images the user had seen previously. This time, though, when a user clicks one of those images, it takes them to the individual story page. It’s a great way to distribute content on a platform that is otherwise not very friendly with distributing content. 

In this episode, we discussed a variety of topics, but a few things jumped out.

On pivoting post Covid

Events were a big part of the business, accounting for half of the revenue in 2019. It was expected that it'd be another major component in 2020, but due to Covid-19, it was forced to pivot.

The company had already started introducing TV-quality content from its studio in Tennessee. It shifted its event to fit within the TV experience. The majority of the sponsorship dollars were absorbed into commercials on the show. On the attendee front, FreightWaves was able to keep the majority of its revenue by shifting them all to research subscriptions.

Ultimately, FreightWaves was able to give sponsors exposure to nearly 100,000 viewers rather than the 2,500 that they expected to have at the physical event.

On being valued as a data company

More than half of the revenue at FreightWaves comes from traditional media sources: advertising on the site and video and subscriptions. However, the company has been able to raise tens of millions of dollars because FreightWaves is also in the data business.

When investors look at the business, they see the entire community across media, data and events and were willing to value the business much higher than if the company had just been a traditional media company. Data multiples are higher than media.

That has then allowed FreightWaves to play a bit of an arbitrage game where it can acquire smaller pure-play media companies at lower multiples compared to the multiples it raises.

On media creating negative net CACs for data

Customer acquisition costs (CACs) is effectively the amount of money that a company spends to acquire a new customer. For traditional SaaS companies, these can be incredibly high, but it's worth it because the retention is high enough that returns accrue over time.

However, FreightWaves has a new metric it tracks called net CACs. Because users are being monetized with the media business before they get a subscription to the SaaS data platform, FreightWaves actually generates strong cash flow while also earning free advertising for its data products.

This is the unique opportunity that a media/data blended company can offer that a true SaaS company can't. The media brings the audience in, FreightWaves monetizes with traditional advertising and then it also promotes the data business to those same users.

On the differences between the newsletters

In the early days (and still to this day), the Morning Brew team was incredibly focused on the growth of the number of subscribers and fanatical about the open rates. As Austin explains, he doesn’t know any newer media company that has thrived without an obsessed audience.

However, with the vertical newsletters, they dive much deeper into the numbers. They don’t just want to know that a lot of people are opening, but are specific about understanding who is opening.

Additionally, they see these vertical newsletters as an opportunity to dive much deeper in the types of offerings they provide to readers and advertisers.

On the future of Morning Brew

Morning Brew has changed quite a bit over the years, from being a single newsletter to now sporting a podcast and multiple verticals. The company intends to expand into a couple of additional verticals over the next year, but Austin made it clear that they’d only expand if they could cover something to the utmost degree.

Looking forward, Austin also sees Morning Brew being a hub with a variety of different spokes across podcasts, newsletters and subscriptions. He expects users that fit within their target psychographic to come to Morning Brew to choose what they want: marketing, personal finance, podcast, newsletter.

On creators being sheep following the herd

Austin has been unabashedly outspoken about the fact that too many creators are sheep following the herd when it comes to subscriptions. What he’s most excited about is operators turned creators building businesses that rely on models that work for their brand versus just trying to slap on a subscription.

One of the main points that Austin did mention is that the best products that do launch will come from people that used to work within the industry they write about—operators that understand how to run a business. They come with a baked in network of people that can help with the early growth of the product. 

In this show, we discussed a variety of important topics, but a few things jumped out.

On building for a prosumer audience

The business of sports as a core topic is a multi-billion dollar business, but there are so many adjacent industries that intersect with sports. This intersection is where Adam believes his company is able to excel the most. Additionally, there are so many job functions outside of core sports that his audience comes from because of a general interest in sports.

This opens up an opportunity for Front Office Sports to generate revenue from more than just endemic and non-endemic b2b advertisers; specifically, he's talking about brand advertisers. In one deal, Anheuser-Busch sponsored one of their awards shows, which would likely never have been heard of from a b2b publication.

The Politico of sports

One of the reasons Adam believes this is the right approach is because he believes he can build the Politico of sports. If you look at Politico's business, it has 100 million people visiting its website, but only about 30,000 are paying subscribers. The secret is that each of those subscribers is incredibly high priced.

The same hopes to be true for FOS. Presently, it hopes to serve this broader audience that works around sports. But at some point in the future, it might identify a new product opportunity that could benefit from a high priced subscription. However, as Adam said, if that's just slapping a paywall in front of their content, he'll be disappointed.

Young startups need to constantly fight for a dollar

We discussed a great story about how FOS launched a podcast that had a crypto advertiser. It had a football player who was a fan of bitcoin that was supposed to be the host. At the last minute, the player backed out of the project, so Adam had to take over because it was a high ticket sponsorship that the company couldn't afford to lose.

Looking at the Anheuser-Busch deal, Adam talked through the execution for the Rising 25 sponsorship that included creating their own soccer team with original kits. The flywheel of media is such that any dollar you bring in ensures that you can reinvest it back into producing better content for your audience, so they’ve had to consistently be creative with their opportunities.

While Covid-19 has certainly had an impact on the business (sports did shut down after all), the business is still expected to grow revenue by 100%. And depending on how Q3 and Q4 goes, it should be profitable.

In this show, we discussed a variety of important topics, but a few things jumped out.

Having an advisory committee

As Brian explains it, the acquisition of MobiHealthNews was something they hoped would happen, but was certainly not a given. Multiple times he and his co-founder would go out to lunch with executives from HIMSS, but it was only after a few years that the conversations turned more serious.

One thing that Brian admits would have helped was having people that he could call on to help him out. Having people that could relate to the situation would have made things simpler when going through the exercise of getting acquired.

By and large, a tight network of advisors can be invaluable for discussing ideas and getting a gut check on whether an idea is good.

Pricing for subscriptions

The blend of art vs. science for pricing subscriptions was certainly alive during this discussion. The way he did it was straight forward: what were other people charging for similar content? By finding comparable rates, he knew he was in a good place.

One thing Brian doesn't offer that I do is a monthly rate. His logic makes sense: the value of his market research is too high to let someone access it for a month for only $20 and then unsubscribe immediately afterward. At $200 a year, it's still a good value.

What comes next with an idea toward bundling

There are two potential paths he has thought about taking...

The first is that he could go the route of replicating the success he has had with Exits & Outcomes and expand into other verticals outside of digital health. That would require bringing on additional writers and effectively taken a script from FierceMarkets and Industry Dive.

The second (and more likely course) is to find more niches within digital health. Healthcare is a huge industry, so there are plenty of niches within that. It's a more likely way to go that he could continue operating as a solopreneur without needing to bring other people on board.

This second approach would result in a sort of bundle for his subscribers, providing multiple different high-quality digital health insights that would keep his subscribers from leaving.

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