The New York Times

With syndication became obsolete, The New York Times Licensing Group reimagined its value—transforming from a content provider to a trusted intelligence partner. The result? 30% revenue growth, 50+ new partnerships, and 10 million new users. This wasn’t just a pivot; it was a reinvention

The New York Times Licensing Group faced a stark challenge: its syndication model no longer resonated in a world flooded with free content. Businesses questioned the relevance of syndicated stories. The task wasn’t just adaptation—it was transformation. The Times needed to evolve into a critical, indispensable resource in an industry demanding more than journalism.

30% Revenue Growth: Unlocked new monetization opportunities and tailored offerings for emerging markets.

50+ New Partnerships: Expanded into untapped industries, solidifying The Times’ role as a trusted advisor.

10 Million New Users: Amplified audience reach through innovative white-labeled content strategies.

Stronger Engagement: Transformed the platform into a go-to intelligence hub, fostering deeper loyalty with decision-makers.

By combining The Times’ heritage of trust with actionable insights and differentiated strategies, we repositioned the Licensing Group as a business enabler. This wasn’t just about delivering more content—it was about providing tools and intelligence that inspire action, create measurable impact, and sustain growth.

This transformation helped cement The New York Times’ role as an indispensable partner, redefining what it means to deliver value in a crowded landscape.