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The B&C 2013 Next Wave of Leaders

The rising industry executives on our annual list use everything at their disposal to put the viewer first 6/24/2013 12:01:00 AM Eastern

RELATED: Next Wave of Leaders Alums: Where Are They Now?


Excellence in the television business tends to stand out. It
is often quantifiable, revealing itself in everything from a spectacular
quarter to a killer debut season to waves of success that no one saw coming.

What is often a lot more subtle than excellence -- and yet
also more crucial to identify and nurture in the constantly evolving industry
-- is an ability to lead. And we don't mean in the traditional top-down sense
of CEO leadership. No, we're talking about the class of prime movers of the
business who are just now emerging and asserting their abilities and potential.
Therein lie both the challenge and the satisfaction of our annual Next Wave of
Leaders issue, culled from virtually all industry corners -- digital, local
stations, advertising sales, programming, marketing and more.

We have been doing this for enough years now that we have
been able to shine a light on a range of folks who keep leading and keep
climbing. But no matter where they end up tomorrow, the 2013 Next Wave of
Leaders has plenty to tell us about the business of today.

Cheng_Albert
Connolly_Justin
Felenstein_Scott
Levine_Gary
McCarley_Mike
McDaniel_Angelica
McKillop_David
Medin_Milo
Oslund_Kerry
Richman_Amanda
Ryan_Shannon
Sgrizzi_Frank
Steinlauf_Jon



Albert Cheng

Executive VP/chief product officer, digital media, Disney/ABC Television Group

Cheng_AlbertAlbert Cheng led an industry milestone in May with the launch of the Watch
ABC app. It marks a new high point for efforts by broadcasters to capitalize on
the massive consumer adoption of mobile devices and fend off threats from
companies such as Aereo. It also shows why Cheng merits a spot on B&C's Next Wave roster.

The app is designed to make complete streams of local ABC
affiliates -- including national, local and syndicated programming -- available
to subscribers of multichannel operators that have inked TV Everywhere deals
with Disney/ABC. The streams are currently only available from ABC's owned
stations in New York and Philadelphia but are scheduled to expand in coming
months.

"There has been a lot of debate about mobile advertising going
too slow, but with Watch ABC we are monetizing every piece of viewership on
mobile very effectively," with a dual revenue stream of multiplatform
advertising and fees from operators, Cheng says. "It is an important milestone
in our overall video roadmap of driving toward TV Everywhere."

The creation of the Watch ABC app isn't the first time
Cheng's tech and developer teams have been riding new trends to keep Disney/ABC
a leader in the digital space. In the time since Cheng assumed his current role
in fall 2005, ABC became the first broadcast network to put full ad-supported
episodes available for free online; the first to put full episodes available
on-demand on a mobile platform; the first to stream episodes in HD; and the
first to launch live streams of entertainment networks with its Watch Disney
and other apps.

Throughout, Cheng has run a lean in-house operation that is
something of a model for rapid innovation inside a very large media and
entertainment giant. But the breakneck, five-week launch schedule for Watch ABC
involved a lot more than technical innovation. To launch a 24/7 feed from a
local station, many different divisions of the company as well as cable
operators and syndication partners had to be involved. "Literally every part of
the company was touching this to get it done so quickly," Cheng says.
--George Winslow
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Justin Connolly

Senior VP, College Sports Networks, ESPN

Connolly_JustinAs the key architect of long-term carriage deals with Time Warner Cable
and Comcast, Justin Connolly has spent much of his time making sure viewers
never lose their favorite sports network. Last December, after spending 10
years overseeing all of Disney and ESPN Media networks' negotiations and
carriage agreements, Connolly moved over to the content side as senior VP of college
sports networks. He now leads programming efforts for the Longhorn Network, a
joint venture between the University of Texas and ESPN (for which he secured a
national deal with Verizon), as well as the upcoming SEC Network.

Since joining ESPN in 2003, Connolly has served as director,
ESPN strategy and operations; VP, distribution strategy; and his most recent
senior VP gig. "There are a whole lot of things that are common for the two
areas," Connolly says of moving from business to content. "Probably first and
foremost is just problem-solving."

Connolly will use those particular skills as he works to get
carriage for the SEC Network, which as of presstime only had charter affiliate
AT&T on board. The Longhorn Network, meanwhile, has struggled to get carriage
since its August 2011 launch, but Connolly sees improvement on the horizon. "We
continue to have conversations with [distributors]," he says.

The SEC Network will present more than 1,000 events annually
including football, basketball and Olympics-style sports, with 450 on
television and the balance on digital platforms. "Putting that content on a
single network and making it available to broad audiences across the country is
really the fuel behind the fire here," he says.

Connolly does not label himself as a micromanager but
instead believes that it's a people business: Hire the right crew and
everything works out in the end.

"[It's] about putting together a group of people with
functional expertise and allowing them to do what they do best," says Connolly.
It's that group of people that he leans on as he continues to learn the ropes
of his new gig. "It's been a great opportunity for me," he says, "and a
tremendous learning curve."
--Tim Baysinger
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Scott Felenstein

Executive VP, ad sales, Discovery Communications

Felenstein_ScottWhen Discovery Communications reorganized its ad sales teams in
February, Scott Felenstein was assigned to the male-skewing channels:
Discovery, Science, Velocity, Destination America and Military Channel. It made
sense. Earlier in his career, he sold sports at CBS. At home, he has three
sons. "I live in a heavy testosterone environment," says Felenstein, who earned
a promotion to executive VP in the reorganization.

The SUNY at Albany graduate knew early on he wanted to get
into advertising and wallpapered his room with rejection letters from ad
agencies and media companies. He almost got his dream job, as assistant account
manager for Madison Square Garden, working with the Knicks and the Rangers, but
the entry-level position went to another candidate with two years' experience.

Eventually Felenstein got a job at Young & Rubicam,
where he learned the basics, then decided he'd be more suited to sales. "So I
took a job at CBS and I kept moving forward," he says.

As he has moved up, "the focus becomes less about you and
more about putting together a strong team and putting them in situations where
they can be empowered to be successful," he says. "Because the reality is, as a
leader, you're only as good as the strong team around you."

Over the last few years, Felenstein's team at Discovery has
been working to develop creative ways to get its client brands closer to the
content. "That's what they've been asking for," he says. "The advantage that we
have is that we own all of our own content. It gives us a unique position to be
able to weave our partners into the story lines."

In one recent example, Discovery worked with Volkswagen to
turn a Beetle into a fully operational shark observation vehicle for Shark
Week. "They were trying to attract more men to the Beetle. And actually it was
their best sales month ever," Felenstein says.

Discovery has also been doing more live programming, with
projects such as Gold Rush Live and a
live episode of Fast and Loud.
Felenstein says his background in sports has helped advertisers take advantage
of the more engaged audience that turns out for live events.
--Jon Lafayette
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Gary Levine

Executive VP, original programming, Showtime Networks

Levine_GaryThere's a fair amount of cajoling, guiding and pleading with producers,
writers and actors that comes with the job of a creative TV executive. But Gary
Levine, head of original programming at Showtime, says he has been served well
by keeping his role in perspective.

"I like to think that I do my job with my ego firmly in
check. I think that has been a key to the people who work for me enjoying it,
and also to get the best out of the writers and producers that we work with,"
he says. "If they feel that it's all about the work and not about you, I think
people just are much more receptive."

Levine is responsible for the development and creative
oversight of all Showtime original series, documentaries, miniseries and
specials, including Dexter, Homeland, Shameless, House of Lies
and the upcoming drama Ray Donovan.
He says the freedom afforded by pay television eliminates a lot of the reasons
mistakes get made at most networks -- "the margin for error goes way down" -- and
has aided his success as an executive.

Before joining Showtime in 2001, Levine did a stint in the
freewheeling Web 1.0 era as president of Icebox, an Internet entertainment
company that created original webisodes. He calls the experience of being
entrepreneurial and breaking all the rules "great training" for premium cable.
"There is a subversiveness to creating shows for the Internet that translated
beautifully to coming to Showtime," he says.

And though his track record of success at the network
certainly qualifies him as one of television's leading creative executives,
Levine says frankly that he doesn't aspire to the headache of budgets and
personnel charts that higher management positions bring.

"Is there a way to ride a wave and just keep riding it? I'm
exactly at the height of where I want to be, where I'm still purely creative,"
he says. "The next job up can be creative, but it also brings with it enormous
management and administrative responsibilities and headaches. I have
steadfastly stayed just under that level my entire career."
--Andrea Morabito
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Mike McCarley

President, Golf Channel

McCarley_MikeSince Mike McCarley was named president of the Golf Channel,
the network has put some impressive scores on the leaderboard. Two consecutive
years of record ratings. A first quarter of 2013 that was the network's most-watched
ever. And status, per Nielsen, as the fastest-growing network among those with
at least 80 million U.S. homes.

His secret: thinking big.

"It's not just a television product, it's also a lifestyle,"
says McCarley, who touted his channel's digital efforts as a main driver of
viewership. "A lot of our digital products are focused on instruction."

With golf, McCarley argues, viewers really can play just
like the pros -- or at least try to. "[After] watching a baseball game, you're
not going to go out the next day and try to hit a 95 mph fastball," he says.

Prior to being named president in February 2011, McCarley
teamed with former NBC Sports chairman Dick Ebersol to shepherd extraordinary
growth and success during an 11-year tenure at NBCUniversal. One major feather
in McCarley's cap was NBC Sports' highly successful "Big Event" strategy.

"I really brought and borrowed [the strategy] from what I
was doing from a marketing standpoint at NBC Sports" to Golf Channel, he says.

McCarley oversaw the creation of the interview program Feherty, a showcase for commentator
David Feherty, one of the sport's most recognizable personalities. Feherty's premiere became Golf's
most-watched original ever.

McCarley is quick to dole out accolades to his Golf Channel
team for the network's success.

"On a day-to-day basis you get everyone rallied around a
singular vision and create a culture of collaboration," McCarley says. "On days
when you don't have live golf, creating compelling programming and expanding
those franchises to make them appeal to broader audiences is significant."
--Tim Baysinger
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Angelica McDaniel

Senior VP, daytime, CBS Entertainment

McDaniel_AngelicaAs senior VP of daytime, Angela McDaniel has breathed new life into
CBS' lineup of The Young and the Restless,
The Price Is Right, Let's Make a Deal, The Talk and The Bold and the
Beautiful
by giving time-honored favorites the digital treatment.

"The challenge on those iconic shows is to try new things
and to think beyond what we've always done," McDaniel says. "We're always
pushing to do things different, to tell a story, to get people talking, to
engage our viewers, to add technology. But," she adds, "you still have to be
respectful of the history."

A longtime fan of soap operas, McDaniel knows that history
as well as anybody. She is the product of a "large, extended Latin family with
big, boisterous personalities," who learned early on that the only way she
would get noticed was to "learn to tell a good story." That lesson led her to
television.

Before joining CBS in 2010 as director of daytime
programming, McDaniel handled social media strategy for syndicated shows such
as TMZ, Extra and The Tyra Banks Show.
McDaniel rose to VP at CBS in 2011 and launched the Emmy-nominated The Talk, the show for which she still
starts each morning brainstorming news topics of the day.

The vision behind The
Talk
, McDaniel says, was to make viewers feel like they were catching up
with friends. And CBS' social media outreach has made that even more possible.

In addition to giving the daytime programming block its own
Twitter handle -- @CBSDaytime -- McDaniel has invited viewers to choose topics
for The Talk, created an all-Twitter
episode of Let's Make a Deal and
hosted weekly live Twitter chats with CBS stars and executives. She most
recently held pre-Emmys chats the week of June 10 with soap stars, The Talk's Julie Chen and The Bold and the Beautiful executive
producer Brad Bell.

And viewers have taken notice. BlueFin Labs says CBS is the
most social network in daytime, and The
Talk
is daytime's most social talk program.
--Alicia Barber
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David McKillop

Executive VP and general manager, A&E Network

McKillop_DavidIf a sure endorsement of good leadership is a promotion,
then A&E's David McKillop just got a big one this month in his elevation
from executive VP of programming to head of the network.

Under his predecessor, Bob DeBitetto, A&E experienced
nine straight years of growth, with hit series such as Storage Wars, Bates Motel
and Duck Dynasty, the latter of which
is cable's top unscripted series, averaging 8.4 million viewers. Now McKillop
is tasked with continuing that growth in a landscape where the way people are
watching TV -- and the way they are being measured -- are rapidly changing.

McKillop approaches the challenge with a leadership style
characterized by setting a vision, getting his team to understand it, then
empowering them to implement it. "I've worked with many teams, and the most
successful have been the ones that realize they are part of something bigger
than themselves," he says.

McKillop also believes in the mantra that success is a lousy
teacher, noting that so many TV shows are derivative because people are nervous
to take big swings. "We build a culture where we want to take risks, where
failure is an option," he says. "Some of the finest moments we've had are when
we look at the overnight numbers and say, 'Wow, did that bomb.' We usually
celebrate, [but] we can't be right every time."

Prior to A+E Networks, and before that, Discovery
Communications, McKillop worked as a sound man, a production manager and owner
of a production company, posts he says gave him the necessary respect for
producers. "Without good relationships with the whole production community,
you're really at a disadvantage," he says.

McKillop credits his mentors -- most recently DeBitetto and
A+E CEO Nancy Dubuc, who he worked for at History -- with helping him "perfect
my executive self." He believes it is equally important as a leader to maintain
a circle of people who will tell you the truth. "The higher you get, the less
people tell you what you should be hearing," he says. "Being humble and honest
and being able to take criticism is another important piece of leadership."
--Andrea Morabito
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Milo Medin

Executive VP of access services,
Google

Medin_MiloGoogle's point man in the expanding rollout of Google Fiber, Milo Medin
joins the Next Wave for the innovative role his teams have been playing in
enabling blazingly fast 1 gigabits per second (Gbps) TV service.

Those speeds are fast enough to download entire TV seasons
in a few minutes. Over time, they could significantly change the way people consume
video and prompt massive changes in the way Americans think about healthcare,
education and working from home.

A long-time veteran of the Internet development community,
Medin was one of the cofounders of At Home (also known as Excite@Home or
@Home), a forerunner in launching the first high-speed Internet services in the
1990s.

Today, Medin's work to find economical ways to roll out new
superfast broadband connections is particularly important. The U.S., which
pioneered broadband technology in the 1990s, now ranks 16th on an Organisation
for Economic Cooperation and Development study of broadband speeds. As Medin
asserted in a May 30 speech hosted by Fiber to the Home Council, "We used to be
a leader, and now we are mediocre at best."

Some caveats are in order, however. The potential impact of
Google Fiber on the cable industry has been much overhyped, with many tech
writers ignoring the ability of cable's existing hybrid fiber coaxial
infrastructure to handle very high speeds. During the recent Cable Show,
CableLabs demoed 6 Gbps downloads using the upcoming DOCSIS 3.1 specification
over cable plant.

Google's efforts are already bearing notable results.
Medin's strategy of working closely with local governments and pre-registering
potential customers has reduced the cost of rollouts and created a model for
future deployments now being copied in markets including Seattle and Chicago.

Most importantly, the work is pushing other operators to up
their game. Both AT&T and CenturyLink have announced plans for 1 Gbps
trials, and there are now about 20 1Gbps rollouts that have been completed or
are in the works. As Medin says: "Don't be satisfied with mediocrity."
--George Winslow
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Kerry Oslund

VP of digital, Schurz
Communications

Oslund_KerryDiscussing digital media with Kerry Oslund is like watching a science
fiction movie or sitting in on a grad school philosophy class. Overseeing
digital for Schurz's TV stations, cable systems and newspapers, Oslund sees
traditional media as the "thesis," the future of media as the "antithesis" and his
role as the "synthesis guy" -- tasked with "managing the friction" between the
two.

For the B students seeking a simpler metaphor: "We're
building bridges to the future," Oslund says. "There are a lot of bridges,
because we're not sure what the future looks like."

Oslund considers station websites to be traditional media,
with the mobile apps local broadcasters are bullish on being not that
newfangled either. With an eye always on the future, he's deploying everything
from Big Data analytics to venture capital investments in the field to cutting-edge
transactional technology to extend Schurz's reach -- and revenue. He speaks of
leveraging "billable events" -- giving Schurz's media outlets the tools and
technology to monetize unique content. Oslund offers an extreme example: A
station securing a modern-day Zapruder film and offering it to premium
subscribers before sharing it with the public. "It could be a live interview
with a singer who's coming through town, or a live concert that is streamed,"
he says. "What is the best way to make money or share revenue from it?"

Reporting directly to CEO Todd Schurz, Oslund looks well
beyond the company roster to find groundbreaking innovation. Schurz's Venture
Fund, which falls under Oslund's digital group, places bets on technological
innovations around the U.S. and awards "Innovation Prizes" at Notre Dame,
Indiana University and Purdue, tapping the brightest young minds to help Schurz
solve, as Oslund puts it, "real world problems."

The former VP of new media at Gannett, Oslund is also
applying Moneyball-style Big Data to
several aspects of Schurz's business -- such as analytics that show when
consumers are most likely to subscribe to cable, or cut the cord. "That makes
Schurz a little different," Oslund believes. "It puts us in a class of company that
punches above its weight."
--Michael Malone
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Amanda Richman

President, investment and activation, Starcom USA

Richman_AmandaAmanda Richman, president for investment and activation at Starcom for
only five months, is now hip-deep in the video upfront in which dollars may be
moving from traditional TV to online. From her background in digital, Richman
says she has developed a greater appreciation for the negotiation strategies in
non-digital channels. "It's interesting to see how we might strike that balance
of the speed and creativity of digital along with the depth of relationships
and rigor that exists in other channels," including TV, she says.

Richman started her career at ad agency Young & Rubicam
and worked on Time Warner's interactive Full Service Network in Orlando, Fla.,
before working at a series of digital agencies.

In her new role, Richman says there's an opportunity to
demonstrate a commitment to change that goes beyond simply shifting dollars to
online. "Having a digital background helps bridge connections between content,
data and new technology, and helps integrate those opportunities into our
agency agenda and everyday client conversations," she says.

Other areas that are becoming increasingly important parts
of her portfolio are content and mobile. "Content and mobile are two areas
where we need to make a bigger impact on our clients' business," Richman says.
"Content fuels experiences, it powers social. And we need to understand how to
create and distribute content in a more addressable world. With mobile, where
you are will be as important as who you are from a messaging standpoint -- and
that requires a shift from mobile as a channel to mobile as a connector."

Richman sees this as a fascinating time in the industry.
"I've been fortunate to have my career align with a time when change is
constant," she says. "As the digital lead at MediaVest, my role was focused on
agency integration and bringing digital perspective to our clients. In my
expanded role at Starcom, there's an opportunity to make a broader impact not
only on the total marketplace but in shaping the agency for the future. To
continue to push for a more seamless marketplace, and be at the intersection of
what's next is enough to keep me excited for the next few years."
--Jon Lafayette
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Shannon Ryan

Executive VP, marketing and
communications, Fox Broadcasting


Ryan_ShannonAs television networks jostle in a crowded environment, it
has become more important than ever for marketing executives to know how to
cope with all the noise. Shannon Ryan, who leads Fox Broadcasting's media
strategy and publicity efforts, has been a key part of making the network heard
above the din.

For this year's upfront, Ryan drew upon a lesson she learned
when the net launched Glee in 2009 and
New Girl in 2011: get the message out
early and often. She developed Fox's first "FanFront," which gave lucky viewers
a sneak peek of Fox's upcoming season and a chance to mingle with series stars.
Footage from the successful event is currently being cut for an on-air spot.

Early engagement has long been key at Fox. As with Glee, the pilot of New Girl was put online in advance of its premiere -- a strategy
Ryan says has become so mainstream that "it seems like everybody puts out their
show beforehand. But [at the time], it was a risk."

Ryan is no stranger to risks. Many decried the Kevin Bacon
drama The Following as being too
violent. But the network's atmospheric campaign for the drama drew such
curiosity, and its own following, that it finished the season as the No. 1 new
show among adults 18-49. Ryan also developed Fox's "Set Your DVRs" campaign,
which helped The Following and other
series gain catch-up viewers. "[The
Following
] had some interesting challenges along the way in terms of
marketing, but...that it was able to break through was very exciting for us,"
Ryan says.

Ryan started out in PR but gradually added responsibilities
to her purview before gaining her current position in 2011. She says she
"essentially grew up at Fox," having begun her career there as an assistant to
now-COO Joe Earley (who made B&C's
Next Wave list in 2009, when he was executive VP of marketing). Along the way,
Ryan has seen the marketing and publicity worlds change as fast as the network.

"It's sort of a challenging time, with audience
fragmentation and increased competition and the erosion of linear viewing,"
Ryan says. "But it's a very exciting time to be in TV."
--Lindsay Rubino
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Frank Sgrizzi

Executive VP, ad sales, TBS and TNT

Sgrizzi_FrankFrank Sgrizzi says digital is changing his job and affecting the kinds
of people he is recruiting.

"As your responsibility increases, it becomes less about me
and more about the folks in the organization," says Sgrizzi, a Turner lifer who
was promoted early last year to his current position of executive VP, TB S and
TNT ad sales. "When you think about the impact technology is having and how our
business is changing, how challenging it is for advertisers to do what they
have to do, you do need the best and smartest people. And it's about
surrounding yourself with really motivated, intelligent, well-informed people
who are like-minded."

Sgrizzi says he finds himself spending more time at industry
functions talking to people with technology backgrounds. "I think you're going
to see more of that. It's not just about hiring folks who are in the
traditional TV marketplace. You're always going to need that aspect of it. That
is still at the core of everything we do. But this influence of technology is
going to impact ultimately the type of talent you want to recruit as a
company," he says.

The focus is on maintaining Turner's innovative spirit.
"Technology is changing the way consumers consume content and how advertisers
reach them," Sgrizzi adds. "It's still about finding solutions for advertisers,
and the technology allows you to do that to a greater extent. But it does make
it more complicated."

Turner has been investing heavily in programming, building
up its original content on networks including TNT and TBS. The company has also
spent the last few years ramping up multiscreen offerings and developing apps.
"This is evolving rapidly," Sgrizzi says. "You go to CES and you're just wowed
at the impact that this technology's had, and it's a challenge for folks in my
position. You need to always be in the mode of learning and being on the
forefront."

But now that Sgrizzi is in the senior management ranks,
"It's really about the achievements of the team overall and seeking ways for
Turner to continue to stake out its claim as a leader in the industry," he
says.
--Jon Lafayette
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Jon Steinlauf

Executive VP of sales, Scripps Networks Interactive

Steinlauf_JonHe doesn't cook or decorate, but Jon Steinlauf tries to watch a couple
of hours of Food Network, HGT V and Travel Channel programming on weeknights
and weekends. As executive VP of ad sales for Scripps Networks Interactive
since November 2011, Steinlauf oversees the strategic direction of the ad sales
and integrated marketing efforts for Scripps Networks' brands.

"We have 200 original series in production at any given
time. That's a massive amount of content," Steinlauf says. "So, something I
always preach internally is you've got to watch the shows. As a media
professional you've got to know our content so you can position the content and
these talents for our advertisers."

While the content expands, the way it's being consumed is
changing. Scripps is making deals that let viewers watch when they want and on
new devices. Right now, "we have the kinds of channels that they like to watch
like they watch sports, which is live, but we can't assume that's always going
to be the case," Steinlauf says. "So we talk a lot about the delayed-view
marketplace or the alternative device marketplace. And as things change you
have to be competitive, not just on the linear side. You've got to be competitive
in the other windows of the business, which is DVR, video-on-demand,
streaming."

Steinlauf says a lot of advertisers are checking in with the
company to find out what its strategy is for fragmentation and technology.
Original content is a big part of that strategy, be it full-episodes streaming,
creating short-form content for viewers, calling on Scripps for tips on
recipes, building projects or getaways. Steinlauf expects to serve advertisers
by making marketing messages as relevant to the consumer as the content is.

"Scripps ad sales will be even more focused on
leveraging our brands to create integrated content for our clients," Steinlauf
says. "We've always been active in this area, and have developed great
expertise. Now, we have more opportunity than ever to produce custom video for
our clients, as their marketing needs grow on digital/social platforms."
--Jon Lafayette
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October