Here are a few things I told a Young Professionals Council

Last month, I was the featured speaker in a regular CEO series hosted by the Young Professionals Council of the Chamber of Commerce of Greater Philadelphia.

More than 40 people kindly came out to hear me be interviewed. We talked about Technically Media, tech and impact trends and journalism. (Yes, there was an Amazon HQ2 question: I said I was betting on the D.C. market but thought Philadelphia had a strong enough offering that I refuse to be surprised if chosen).

Below I share a few other thoughts I shared, mostly prompted by audience Q&A.

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Watch my interview on ‘The Blind Entrepreneur’ podcast

Be more explicit with your team when you’re offering an opinion, a recommendation or stating a direct ask. Otherwise, a teammate might not know whether you’re sharing an idea or a demand.

It’s something I’m still learning and something I shared when I was interviewed on a podcast called ‘The Blind Entrepreneur.”

Host Johnathan Grzybowski helpfully has fuller show notes on the site here, where you can watch the episode. Find it below too.

Continue reading Watch my interview on ‘The Blind Entrepreneur’ podcast

Why it took 8 years for me to become CEO of my own company

I’m a first time entrepreneur, having cofounded a niche publishing company. For more than eight years, I have been among those most responsible for the organization’s longterm strategy. For most of those years, I played the role of public face, among the first to serve very nearly all the roles we now have. We have a team of more than 20 and invoiced for nearly $1.7 million in 2016, all of which I feel responsible for supporting and growing.

But only today did I take on the title of CEO.

No one had ever held the title at our organization before. In an era championing entrepreneurship and fetishizing the young and the innovative, we are quick to anoint untested first time founders as chief executives. How many one person or four person companies do you know with a first-time CEO? It’s meant to offer clarity and it’s a great resume line. I am going to tell you why I think that’s a mistake. It’s also why it took me eight years to feel comfortable calling myself an organization’s CEO.

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Newsrooms: be Accurate, Relevant and Productive

You won’t find a reporter who questions the importance of accuracy. It’s chief among the journalistic creeds.

Many, too, would understand the importance of relevancy to the craft — choosing to share what fits their publication’s audience and voice (though it takes some savvy to make those decisions consistently).

But what remains still foreign, even controversial, is the idea that reporting should be done with productivity in mind. A journalist should be able to say why they’re pursuing a story: what goals will be reached because of it?

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With $1.67M in 2016 income, here’s what I learned with Technically Media

Harvard University’s Nieman Lab journalism trade publication profiled last week Technically Media, the digital media company I cofounded, for the first time since 2012 (that year we got both a profile and an expansion look).

This new profile, which you should read, seemed like a grand opportunity to revisit the check I made in 2015 when we surpassed $1 million in revenue for the first time. So to supplement my professional accomplishments of last year, I wanted to share a few notes included in the Nieman Lab report I find important.

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I use these 8 web tools more than any others at work

One good way to better understand your own process is to evaluate what tools you most often use.

In my function as something like a small publisher, my roles span business development and account, program and project management to strategy development and, still, limited tactical efforts on editorial, events and product creation and maintenance. That means my workflow roughly resembles what our digital media company looks like across the board.

Take a peek into my workflow below.

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Technically Media moved into new headquarters: here are some lessons

We at Technically Media moved into our new headquarters in May.

It was a triumphant moment — after months of construction and negotiation and planning. Depending on how you count it, this was either the third or fourth office our company ever had in Philadelphia. More importantly it’s our first proper private offices, a true headquarters for a growing digital media company.

Here are some lessons I learned about getting here.

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Be a leader, not a founder

The truest goal for starting a company is to grow it to a stronger place of stability.

To battle a generational low point in business incorporation, we’ve built a solid drumbeat celebrating entrepreneurship. To complement this charge, we need a serious dialogue about transitioning founders into leaders, from the one who started a company to the one who is growing it.

As a cofounder of 25-person publishing company Technically Media who has interviewed hundreds of founders and CEOs along the way, I am experiencing this transition myself. To give yourself the best shot at success in business, you must know what your goals are. One of them should be looking for opportunities to make this transition from founder to leader.

That was the focus of a lecture and workshop I led at the second annual Fearless Conference, held by the precocious Melissa Alam, who has developed a wonderful community of (mostly) young women aspiring to build businesses of their own. Below I share my slides, some notes and reaction to my talk.

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