MEDIA SUPERPOWERS Podcast

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Megan SchertlerManaging Director, In Real Life Media

Media Superpower: Transforming creative vision into sustainable publishing systems while helping publishers build magazines deeply rooted in culture and community.

Origin Story

Megan Schertler’s journey into publishing began long before she ever held a magazine job.

Growing up in a small Maryland town after her family left New York City, magazines became her portal to another world. Megan used publications like New York Magazine, Time Out New York, and The Village Voice to stay connected to the city she felt belonged to her.

“I literally use them as my portals everywhere,” she said.

Like many future media leaders, her path wasn’t linear. She pursued writing, studied in London, and immersed herself in independent magazine culture before discovering that a career in magazine operations even existed.

That realization led to opportunities at Marie Claire, Fantastic Man, Document Journal, Interview Magazine, Hypebeast, and Highsnobiety.

Along the way, Megan witnessed firsthand the industry’s rush toward digital-first strategies. She watched publishers invest heavily in platforms and traffic while losing the authenticity that made audiences care in the first place.

“The promises of digital kind of not play out in the way that we thought,” she reflected.

Instead of abandoning print, Megan became increasingly convinced that magazines remained one of the most powerful ways to preserve culture, community, and lived experience.

Today, through In Real Life Media, she helps publishers build sustainable businesses around that belief.

Lessons & Strategies

1. Root Yourself In Culture—Don’t Just Leverage It

One of Megan’s strongest convictions is that publishers must actively participate in the communities they serve.

“You can’t be a culture magazine without participating in the culture that you’re documenting.”

Audiences can quickly detect when a publication is disconnected from the people and experiences it claims to represent.

2. Build Around Your Unique Lane

Megan sees many publishers chasing trends and copying competitors.

Her advice is simple:

“If you own your lane, there’s no competition.”

The strongest publications are not trying to become the next version of someone else’s success. They become indispensable by serving their own audience in their own way.

3. Focus On Systems That Support Creativity

Throughout her career, Megan discovered that her role wasn’t to be the creative visionary—it was to help visionaries succeed.

“I think I’m really great being the systems creator to a creative.”

Whether building workflows, staffing teams, or creating sustainable business models, operational excellence creates space for better journalism and storytelling.

Why This Matters

Megan believes magazines are more than media products.

They are archives of human experience.

“I really see magazines as a detailed and dynamic archive of lived human experience.”

Her mission is ambitious: help stabilize the medium of print itself so future generations never have to wonder whether magazines have a place in culture.

Instead, they can focus on creating the next chapter.

Collaborate

Get in contact or collaborate with Megan Schertler:

* LinkedIn: https://www.linkedin.com/in/mwrays/

* Web Site: https://www.inreallife.media

Join the Movement

* Subscribe for more stories at https://subscribe.peopleofmedia.com

* Be a guest! Take the publisher survey at https://survey.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create:

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

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Brian FeisterFounder, CEO & CTO, Meet Near Me

Media Superpower: Turning fragmented local information into meaningful human connection by helping people “find their people” through events.

Origin Story

Brian Feister’s journey began long before Meet Near Me.

As a child, he fell in love with stories. By fifth grade he had already read The Hobbit, captivated not just by the adventure but by the worlds authors could create. That fascination with storytelling eventually merged with another passion: solving complex problems.

“Technology is always changing, but amidst the flux, the art of working with people is timeless.”

Throughout his career, Brian found himself repeatedly drawn to the challenge of helping people discover what matters most to them. As one of the founding engineers behind a WordPress events platform with millions of downloads, he became obsessed with a question that never left him:

How do people find the right event, community, or opportunity when information is scattered across countless websites?

Years later, while balancing leadership responsibilities at Salesforce and raising a young family, Brian began waking up at 4 a.m. to build the answer.

That answer became Meet Near Me.

What started as an event-discovery platform evolved into something much bigger: a mission to combat isolation and help people reconnect with their communities.

“The best problem to solve is the one you can solve from your guts because it’s your problem that you feel.”

Lessons & Strategies

1. Fall in Love With the Problem

Brian has spent more than fifteen years thinking about event discovery. The persistence matters.

“If my main goal was to make money, I probably would have started a different company.”

Publishers can learn from this mindset. Sustainable innovation often begins with problems you genuinely care about solving.

2. Use Technology to Strengthen Human Relationships

Many technology products pull people deeper into digital experiences. Brian wants to reverse that trend.

“I’m trying to create a space where you can discover all kinds of niche communities.”

For publishers, local events represent more than content. They are opportunities to become facilitators of real-world relationships.

3. Community Is a Competitive Advantage

As AI changes search and content consumption, local connection becomes increasingly valuable.

“The local connection is something that people need more than ever.”

Brian believes publishers have a unique opportunity to become community hubs by combining trusted local audiences with personalized event experiences.

Collaborate

Collaborate with Brian Feister

* LinkedIn: https://www.linkedin.com/in/brianfeister/

* Web Site: https://meetnear.me

Join the Movement

Subscribe for more stories at: https://subscribe.peopleofmedia.com

Be a guest! Take the publisher survey at: https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel:

slack.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

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Jason MartinVP & General Manager, Alaska Business

Media Superpower:Jason Martin helps people feel seen, heard, and empowered by blending humor, curiosity, and collaborative leadership into every conversation and business relationship.

Origin Story

For Jason Martin, humor was never just entertainment. It was connection. Long before he became the VP and General Manager of Alaska Business, he was the class clown, theater kid, and improv performer chasing moments that brought people together. Over time, that playful instinct became a leadership philosophy.

“Every day I wake up and I try to think of what the funniest thing is that day,” Jason shared. “We’re only here for just a moment in this vast universe… just absolutely making the most of that time we have.”

That mindset eventually shaped not only his personal life, but the culture of Alaska Business itself.

Jason originally joined the publication as a graphic designer, admittedly “doing the minimum to get by.” But his trajectory changed through both life and loss. After stepping away to become a stay-at-home father, he returned to the magazine following the passing of his father. He stepped into leadership during a season of grief and uncertainty.

Instead of recreating a rigid corporate hierarchy, Jason and longtime business partner Charles Bell chose a different path: collaboration.

“We wanted a much more collaborative group,” Jason explained. “We didn’t want a publisher who was in charge of everything and telling everybody what to do.”

Drawing heavily from improv theater principles, Jason helped cultivate a culture where every team member contributes, experiments, and shares ownership of the mission.

Lessons & Strategies

1. Connection Starts With Better Questions

One of Jason’s favorite lessons came from a child psychologist who challenged parents to stop asking kids, “How was your day?”

Instead, ask different variations of the question — a new variation each day, such as: “What was the funniest thing that happened today?”

That simple shift transformed his family conversations and reinforced a bigger leadership truth: curiosity creates connection.

“Most people want to connect,” Jason said. “There’s more risk in not taking that plunge and not connecting.”

2. Collaboration Beats Control

Jason believes great organizations function more like improv teams than command-and-control businesses.

In improv, performers rely on the principle of “yes, and” — accepting another person’s contribution and building on it together. That mindset became foundational inside Alaska Business.

“We share the spotlight,” Jason explained. “Everybody has different strengths… so you have all those superpowers around the boardroom.”

3. Growth Happens Through the Storm

Jason frequently references the framework: “Form, Storm, Norm, Perform.”

Conflict and discomfort aren’t signs of failure — they’re part of building authentic teams and communities.

“The growth takes place in that place of fear,” he said. “Once you push through that fear… you’re a better person for that.”

Collaborate

Get in contact or collaborate with Jason Martin

* LinkedIn: https://www.linkedin.com/in/jason-martin-ak/

* Web Site: https://www.akbizmag.com

Join the Movement

* Subscribe for more stories at https://subscribe.peopleofmedia.com

* Be a guest! Take the publisher survey at https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel: slack.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

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Ben Kinney, Publisher, Business North Carolina, SouthPark Magazine, Eastbound MagazineMedia Superpower: Building trust by connecting people, stories, and communities across diverse media brands.

Origin Story

Ben Kinney didn’t set out to be a publisher—he planned to be a history teacher. But during student teaching, something felt off. “It was a lot of ‘here’s what you’re doing, you better do it,’” he recalls. “Creativity was stifled.”

A part-time job at a newspaper changed everything. Sales clicked. “It was easy to talk to people… and learn how their businesses worked.” That curiosity became his edge; and ultimately his path.

After a decade in advertising sales, Kinney joined Business North Carolina, a company his father had acquired. Then came a defining moment: a sudden leadership loss forced him into the publisher role overnight. “I didn’t want to do it—but I had to… I was a history major. I didn’t know anything about a balance sheet.”

What followed was trial by fire! Learning accounting at community college, leading through crisis, and stabilizing the business. That experience shaped his leadership philosophy: survive, adapt, and keep moving.

Today, he leads a portfolio of publications, including the recently launched Eastbound Magazine, built to tell the overlooked stories of Eastern North Carolina. “We are kind of the town hall for these areas,” he says.

Lessons & Strategies

1. Lead with curiosity and listen firstKinney’s sales philosophy still drives his leadership. “If you take a listen… down the road, it’ll pay off.” Instead of chasing quick wins, he invests in relationships; trust that compounds over time.

2. Build with community at the centerThe early successes of Eastbound came from identifying a gap and honoring place. “There was nothing really encompassing everything … our job is to shine a light on that.” For publishers, relevance starts with representing real communities.

3. Stay nimble—survival is a strategyIn a volatile media landscape, Kinney keeps it simple: “Be nimble … my key to leadership is survival.” From recessions to AI disruption, he prepares for multiple scenarios and adapts quickly.

He also embraces tools like AI pragmatically. But he draws a clear line: efficiency belongs to AI, storytelling belongs to humans.

Collaborate

Get in contact or collaborate with Ben Kinney

* LinkedIn: https://www.linkedin.com/in/ben-kinney-a59209/

Join the Movement

* Subscribe for more stories at https://subscribe.peopleofmedia.com

* Be a guest! Take the publisher survey at https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel: slack.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

[I originally published this interview on my Superpower Quest platform, but republished it here because of its relevance to publishers as small/midsized business owners]

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Name: Jonathan LiebertCompany: Better Business Bureau of Southern ColoradoTitle: CEO, Author of Thought PartnerIndustry: Nonprofit Leadership, Social Entrepreneurship, AI Education

Core Drive: ProgressPower Words: Visionary, Integrative, Strategic, Adaptable, Impact-driven

Three Main Takeaways

* Purpose and profit belong together. Social entrepreneurship proves businesses can generate revenue while advancing meaningful social impact.

* AI is a multiplier, not a replacement. It amplifies either shallow thinking or deep wisdom depending on how it’s used.

* Adaptability is essential. In a rapidly shifting economy, those who learn quickly and think critically will lead.

Journey

Jonathan Liebert’s path reflects a growing conviction that business can be more than transactional. As CEO of the Better Business Bureau of Southern Colorado, he operates at the intersection of trust, leadership, and community impact. His work extends beyond traditional nonprofit models into a hybrid space where mission and margin work together.

Over time, Jonathan recognized a deeper calling: equipping leaders to navigate change. His exploration of social entrepreneurship revealed that businesses could serve both economic and social purposes. That insight expanded further with the rise of artificial intelligence. Rather than resisting it, he leaned in, learning how to think with AI, not just use it.

Today, Jonathan teaches social entrepreneurship and AI literacy, helping others adapt to what he describes as a new economic age. His journey is marked by curiosity, courage, and a commitment to helping others step into meaningful, future-ready work.

Calling & Ideal Collaborators

Jonathan serves small business owners, nonprofit leaders, and emerging entrepreneurs who want to create real impact without sacrificing sustainability. He is especially passionate about those who feel stuck between making money and making a difference.

Through education, consulting, and community leadership, he helps them build models that do both—equipping them to thrive in complexity while staying anchored in purpose.

Big Dream

Jonathan envisions a world where business becomes a primary force for good. He aims to:

* Empower leaders to integrate purpose and profit seamlessly

* Equip communities to use AI ethically and effectively

* Build systems where economic success fuels social transformation

Collaborate

Connect with Jonathan and explore his work:

* Website: https://www.bbb.org/local-bbb/bbb-of-southern-colorado

* LinkedIn: https://www.linkedin.com/in/jonathan-liebert-96918112/

* Book: Thought Partner: https://www.amazon.com/Thought-Partner-Fusion-System-Collaboration/dp/B0GB2NZ83S

Join the Movement

Subscribe for more stories at: https://subscribe.peopleofmedia.com

Be a guest! Take the publisher survey at: https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel: slack.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

*INITIAL NOTE: We are talking about Daybreak, a new product from Broadstreet. You don’t have to be a current paid user of Broadstreet to use this Daybreak. It’s free for users and non-users.

Hero Profile: The Builder of Daybreak

Kenny Katzgrau, CEO of Broadstreet and Publisher of Red Bank Green

Media superpower: Seeing simple opportunities others overlook—and turning them into scalable systems that help publishers create revenue, confidence, and momentum.

The Origin of Daybreak: A Product Built From Publisher Reality

Daybreak didn’t start as a product! It started as a pattern.

Kenny Katzgrau noticed something surprising while running Red Bank Green: the easiest advertisers to close weren’t the ones his team chased. They were the ones who raised their hands first.

“The people who came inbound were already sold,” Katzgrau said. “I didn’t even really have to do the sale.”

That insight became Daybreak, which is a simple inbound opportunity form designed to identify businesses already aligned with a publisher’s mission.

The idea sounds almost too obvious. Which is exactly why many publishers hesitate.

“We’re so used to it being such a pain…just to get a sales conversation,” Katzgrau explained.

But the early results suggest something deeper than just a tool. Since launch, hundreds of publications have adopted Daybreak, generating hundreds of new advertiser conversations.

At its core, the product reflects a bigger question that has guided Katzgrau’s career:

“What is it that we can do to help small publishers win and keep advertisers so they don’t just go to Google and Meta?”

Why It Sounds Too Good To Be True (And Why It Works)

The skepticism around Daybreak is predictable. Can something this simple really move revenue?

Katzgrau believes the doubt comes from industry conditioning.

“It is simple. Do it,” he said. “We’re so used to thinking it has to be hard.”

The real insight isn’t the form. It’s what comes before it.

Publishers who succeed with Daybreak tend to already be investing deeply in their communities. By the time a business fills out the form, trust already exists.

“You’ve already deposited so much into the bank of goodwill,” Katzgrau said.

In other words: Daybreak reveals demand moreso than creating it.

Lessons From Daybreak: Philosophy Before Product

1. Opportunity compounds when publishers make it easy to say yes

Sometimes growth comes less from new strategy and more from removing friction.

2. Community credibility is still the ultimate sales advantage

“The advertisers who work well…see it as a partnership,” Katzgrau noted.

3. Serving first creates unexpected scale

Daybreak also connects to Katzgrau’s long-term vision to serve 10,000 publishers—not just through paid products, but through access to opportunity.

“I’m going to put out as much value as I possibly can,” he said.

Collaborate And Get Daybreak

Get in contact or collaborate with Kenny Katzgrau:

* LinkedIn: https://www.linkedin.com/in/katzgrau/

* Web Site: https://broadstreetads.com/daybreak/

Join the Movement

Subscribe for more stories at: https://subscribe.peopleofmedia.com

Be a guest! Take the publisher survey at: https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel: slack.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

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Barney FonziPublisher, Diablo Publications

Media Superpower: Building enduring community connection through positive leadership and win-win partnerships.

For more than 40 years, Barney Fonzi has helped shape what it means to be a regional publisher—not just producing a magazine, but stewarding a community institution.

Origin Story

Barney didn’t set out to become a publisher. He started pre-med at University of California, Los Angeles before pivoting to economics. After graduation, he spent seven to eight years at Bank of America, including a stint in marketing and advertising.

But something was missing.

“Banking… was pretty straightforward and boring,” he admits. “I had to get into something more sales and creative.”

A friend connected him to a startup regional magazine looking for a sales manager. There was little money. Just opportunity. Barney took the leap.

“I gave three weeks notice … and that was 40 years ago.”

Six months in, while sitting in an MBA class at San Francisco State, it clicked:

“If I had a business … I would absolutely use Diablo Magazine to advertise.”

That realization sparked a deeper belief in the product. The mission became personal.

Lessons & Strategies

1. Lead with Win-Win

“I’m a big believer in win-win,” Barney says. “If you’re just looking at bottom line… you’re missing the point.”

For Barney, the greatest thrill isn’t closing a deal himself. It’s helping his team create one. “Biggest thrill is when I see someone on our team have wins.”

Publishers note: culture compounds. A team built on shared wins creates long-term stability that short-term transactions can’t.

2. Stay True to Your Core

In an industry pressured to pivot constantly, Barney offers steady clarity.

“I don’t think you can let your eye off the ball in terms of what your core competency is.”

Despite digital noise, print remains Diablo’s anchor. “Even whether they’re 75 years old or 35 years old, they’re still asking for that.”

Innovation matters! But not at the expense of your strongest value proposition.

3. Get Back in the Room

Post-pandemic, one insight stands out:

“We’ve really got to get out there face to face a lot more.”

Emails are easy. Presence is powerful.

As a local publisher, Barney sees relational equity as a competitive advantage. “They want to know you’re part of their family.”

Community trust isn’t automated. Trust isn’t easy to scale. It’s built handshake by handshake.

4. Play to Your Strengths

With four decades of perspective, Barney’s advice is distilled and clear:

“As you get older, you realize… there are probably a narrow window of things that I’m the best at. Stick to that.”

And perhaps most important:

“You never stop learning.”

For emerging publishers, that’s the playbook: humility, clarity, and constant growth.

Collaborate

Get in contact or collaborate with Barney Fonzi:

* LinkedIn: https://www.linkedin.com/in/barney-fonzi-2223614/

* Web Site: https://www.diablomag.com

Join the Movement

* Subscribe for more stories at: https://subscribe.peopleofmedia.com

* Be a guest! Take the publisher survey at: https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel: slack.peopleofmedia.com

*I use AI in the production/refinement of written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

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Colin BakerPublisher & Founder, Akron LifeMedia Superpower: Relentless persistence paired with deep local knowledge that turns community trust into sustainable innovation.

Origin Story

Before he was a publisher, Colin Baker was a race car driver.

“I started really little and that’s all I ever thought about doing,” he says. He and his brother raced competitively, fueled by “seat time” and sibling rivalry. “We would just race round and round and round… some of it’s just seat time — doing it over and over again.”

That mindset, which encompassed persistence, comfort with risk, and learning through repetition, became foundational.

When his father proposed launching a business magazine in Akron, Colin pivoted. “My dad, my brother and I literally drew straws … one of us was going to be in sales. And I got sales.” He cut his teeth cold-calling from the back of the phone book. “Everybody calls from the front… so we started at Zs.”

The business publication struggled post-9/11. Instead of folding, they asked the community what it wanted. A focus group revealed a gap: there was no existing city magazine in the region. They scraped together funding for a single issue in late 2002. “If we can find some success after one issue … we’ll continue.”

By March 2003, they were monthly.

A guiding phrase from Colin’s father still anchors him: “Whatever you do, just keep publishing.” Through economic downturns and COVID, when revenue streams “were just gone overnight,” that principle held. “There’s highs and lows… we just keep moving forward.”

Lessons & Strategies

1. Persistence Compounds

“In racing, there’s only one winner. Everybody else loses.” That reality built Colin’s tolerance for failure. He doesn’t romanticize it, but he’s not paralyzed by it either.

For publishers: consistency is strategy. Keep publishing. Keep showing up. Markets cycle. Trust accumulates.

2. Stay Neutral. Know Your Community Deeply.

Akron Life does not run political ads in the magazine. Instead, Colin built a separate digital arm — BMG Digital — to offer programmatic display, video, streaming, and addressable geofencing for local campaigns.

“We’ve stayed out of picking sides … I don’t want to be involved in wins and losses. I want to provide a really good service.”

Their edge isn’t national scale. It’s hyperlocal intelligence. Judges, sheriffs, mayoral races. “We have this kind of deep knowledge of our community … the ins and outs of zip codes.”

For publishers exploring political revenue: understand your lane. Not every race is yours to win.

3. Innovation Comes From Proximity

Colin didn’t study a playbook. He walked next door to a campaign office.

“They were like, ‘I know Akron Life… I love the magazine.’ So it became warm.”

Innovation wasn’t theoretical. It grew from relationships and credibility. By partnering with mail houses and list providers, they layered digital targeting onto traditional campaigns — creating new revenue that didn’t cannibalize existing advertiser budgets.

“Nobody seems to be offering what we’re offering,” he says. That insight came from listening.

Collaborate

Get in contact or collaborate with Colin Baker:

* LinkedIn: https://www.linkedin.com/in/colin-baker-akron

* Web Site: https://www.akronlife.com

Join the Movement

Publishers shouldn’t have to navigate shrinking resources and shifting technology alone.

* Subscribe for more stories at https://subscribe.peopleofmedia.com

* Be a guest! Take the publisher survey at https://survey.peopleofmedia.com

Affirmations

Were you inspired? Don’t keep it to yourself. Give an affirmation in the MDR Slack Channel. It matters when you take the time. It can be as simple as just tagging the person and adding three adjectives that describe them. Or saying something that encouraged or inspired you.

Sign up or Enter the Slack channel: slack.peopleofmedia.com

*I use AI in the production/refinement of some written content. See my boundaries for ethical AI usage in the content I create: https://datajoe.substack.com/p/ai-policy

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

This general concept has been done in many markets, but shout out to Coastal Virginia Magazine and Paul Brannock for having the entrepreneurial fortitude to come to DataJoe with this idea many years ago, and execute it consistently since then.

A Familiar Case With an Overlooked Angle

I’ve seen this one before.Annual professional lists run on an annual schedule. Revenue comes in from ads, plaques, maybe events. Solid. Predictable. But predictable doesn’t always mean optimized.

Keep the Core Engine Untouched

The standard Top Doctors list stays exactly as it is.Same cadence.Same advertising programs.Same plaque sales.Same event opportunities.

No disruption. No retraining. No added friction.

The Missed Opportunity Lives in the Archives

When you run research year after year, you accumulate something valuable: history.

Multiple appearances. Repeated peer validation. Consistent excellence.

Instead of treating each year as a reset, this model treats longevity as a signal.

Introducing Top Doctors All-Stars

The All-Stars list is built from historic data.Set a clear benchmark. Three years or more. Five if you want to be stricter.

What you get is a sub list that tells a different story.Not one time winners, but doctors who rise to the top again and again.

That changes perception and creates prestige.

Why Exclusivity Changes the Math

A typical Top Doctors list might include 300 to 500 winners.All-Stars usually lands between 50 and 150.

That compression creates gravity.

* Fewer names.

* Higher prestige.

* Luxury positioning becomes natural instead of forced.

Timing Is the Quiet Multiplier

Publish the All-Stars list later in the year. Give it its own section and moment. This separates it from the main list and unlocks a second revenue window without cannibalization.

De Risking the Experiment

New sections need justification. That’s where predictability matters.

We added a premium “All-Stars” plaque concept. Higher price point. Historically steady conversion around ten percent.

That stability helps offset risk and makes forecasting easier.

The Operational Layer Matters

DataJoe provides the research logic, marketing program, and project management.Sales teams are not burdened with new complexity.Execution stays clean.

The 20 Percent That Drives 80 Percent of the Yield

Here’s an article summary that follows Pareto’s principle — the 20% of this content that drives 80% of the results.

* Exclusivity increases perceived value faster than scale. Compressing a 300–500 winner list into 50–150 All-Stars naturally supports luxury pricing.

* A second publishing window creates new revenue without cannibalization. Timing separation lets the same dataset generate profit twice.

* Predictable plaque conversion stabilizes new experiments. A premium All-Stars plaque offsets risk and improves forecasting confidence.

* Repeatability is the real win. Once proven on one list, the model rolls cleanly across every annual professional category.

Final Thought

Test this on one professional list.If it works, it rolls easily across Top Lawyers, Dentists, Realtors, and beyond.

* Low risk.

* High leverage.

* Repeatable upside.

Drop your favorite revenue detective (me) a line some time.

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit datajoe.substack.com

Hi all,

I recorded this episode for one of my other platforms: Workplace Delight, a podcast that equips employers with a radical focus on employee wellbeing.

I found this to be highly relevant to the media space, so I’m releasing it here!

[See original episode] Recently, I got to sit with Audrey Kerchner, Chief AI Strategist, Olympic weightlifter, and one of my favorite AI geniuses. We wanted to talk about a People-First Approach to AI. This interview honestly put things into words that have been rolling around in my guts for months now. I realized something: To get to the right answers with AI, we need to be asking the right questions.

Common Questions Around AI

How can I use AI to make more revenue?

Wrong question.

How can I use AI to cut costs?

Wrong question.

Which people can I replace with AI in the future?

Wrong question.

I ‘m not saying that if you’ve ever asked any of these questions, you’re bad or wrong.

I’ve asked a few myself. I am saying that the questions reveal some things about the assumptions upon which the questions stand. In many cases, our questions reveal our priorities.

Maybe there are better, more compelling questions to be asked. And maybe we need to check to see if the questions we are asking are in line with our true priorities.

The Go-Giver Mindset

One of the most influential business books I’ve ever read is The Go-Giver by Bob Burg and John David Mann. The premise is simple: If you want to be successful, learn how to add ludicrous value to others. The first “law” of the Go-Giver is the Law of Value:

“You’re true [professional] worth is determined by how much more you give in value than you take in payment.”

If this principle were to govern my approach to AI, what kinds of questions might it drive me to ask? Maybe:

* How can I use AI to drive insane value for my clients?

* How can I use AI to make the lives of my employees exponentially better?

See the difference between these questions and the first set?

Revelations

That application of The Go-Giver to AI didn’t come to me beforehand. It surfaced in the middle of the conversation, when Audrey said something that came to me like a song:

“In business, you can only cut costs to zero. But if you stay growth and abundance focused, there is no limit to how far you can grow.”

Some serious lights went on for me in this conversation, and I hope they do for you as well.

Why This Conversation Mattered

This conversation mattered to me because it surfaced a healthier way to think about AI at work. Most AI conversations I hear are dominated by efficiency, cost cutting, or replacement. What often gets lost is how deeply AI decisions affect the people inside an organization. This interview was an opportunity to slow that conversation down and ask better questions about employee experience, trust, and long-term health.

Why Audrey Was the Right Voice for This Topic

Audrey Kerchner works primarily with small to mid-sized businesses that are trying to grow without losing their soul. What stood out to me is that she consistently treats AI as a practical support system for people, not a blunt instrument for restructuring teams. Her orientation is toward helping employees do their work with more clarity, less friction, and significantly less burnout.

Drawing a Clear Line Around People First AI

One of the most important things Audrey shared was her refusal to work with companies whose primary goal is replacing people with AI. She was direct about this. Mindset matters. Leaders who frame AI as a replacement tool create fear before implementation ever begins. Leaders who frame AI as a support tool create hope, buy-in, and trust.

A Story That Changed the Frame for Me

I shared a story from a Best Workplaces event where a CEO told me he would never fire an employee because of AI. He said he would only use AI to make his employees’ lives better. The conviction behind that statement struck me. It revealed what sat at the top of his priority pyramid. People came first. Profit followed.

What Leaders Often Miss

Many leaders feel tension between growth and care. They want to scale, but they refuse to sacrifice culture or burn out their best people. What this conversation made clear is that those goals are not opposed. When AI is introduced with the right intent, it can relieve pressure instead of increasing it and create capacity instead of anxiety.

Abundance Creates Better Outcomes Than Reduction

Audrey shared a simple insight that stuck with me: you can only cut costs to zero, but growth has no ceiling. Leaders who approach AI with a reduction mindset limit what’s possible. Leaders who ask how AI can help them grow value for clients and employees unlock far better outcomes.

Burnout Is a Leadership Responsibility

Burnout came up repeatedly, especially among high performers. AI can play a meaningful role in removing repetitive, draining, or mentally exhausting work. Used well, it protects energy instead of consuming it. That protection of energy is one of the most tangible forms of employee delight.

Who Actually Thrives With AI

Audrey emphasized that the most important trait for thriving with AI is not technical skill, but a desire to add value. Communication, problem solving, and critical thinking can all be supported with tools. A heart to contribute cannot be manufactured. Leaders who recognize and invest in value-driven people see the greatest return.

Practical Practices Leaders Can Apply

Leaders can start by restoring capacity at the top of the organization. When leaders are overwhelmed, they cannot care well for their teams. AI should remove draining work before adding anything new. Involving trusted employees in shaping AI workflows builds ownership and reinforces trust rather than fear.

Lessons I Took Away

People-first AI builds trust faster than policy ever will. Burnout can be reduced when tools are used wisely. Abundance focused questions consistently lead to healthier workplaces.

A Final Reminder

Employee delight is attainable. It is built through small, intentional decisions that compound over time. Leaders who genuinely care about their people are not alone. Ask the right questions.

People are screaming about how AI is going to change the world, eliminate jobs, maybe destroy the world. They spread fear by saying things like, “AI won’t take your job, but someone who knows AI will.”

But really, AI is only a tool to be wielded within the confines of company culture. Your approach to AI isn’t separate from the work you do every day to take good care of your people and try to create a happy and fulfilling place for them to work.

Companies with bad, transactional culture will use AI to further devalue workers. Replacing jobs, creating more leverage through fear.

But how will good companies use AI? What amazing things might be possible when the tool is wielded for the joy and benefit of the people we get to build with every day?

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