DIGIDAY, June 22, 2017. Often, founders’ talents aren’t well-suited to a company when it goes from being a rapidly growing startup to a steadier and more mature business, said longtime media adviser Peter Kreisky of the Kreisky Media Consultancy. “A lot hang on too long,” he said. “That’s where a lot get into trouble because they’re still trying to run the company as if it were a go-go startup.” At its worst, frenetic early-stage growth pace can lead to cultural problems that may be tolerated in a private company but not a public one, as evidenced by Uber’s recent meltdown.

THE MORNING CALL, June 21, 2017 The company today claims to engage more than 100 million customers worldwide through targeted products and services across all channels, including magazines, books, online, mobile, e-commerce, direct-to-consumer, social, video and events. But the company's transition to digital amid declines in print advertising revenue has been tumultuous. The company was struggling to discover the "holy grail" of getting readers to pay for digital content, especially with more media competing for their attention, Rodale said in October. Peter Kreisky, of Kreisky Media Consultancy in New York, said Rodale and other media giants have been competing in an arena that has also included "unfamiliar competitors" from the digital era. "Unless Rodale can find access to capital, they're going to have a difficult time staying afloat," Kreisky said.

CRAINS NY BUSINESS. March 1, 2017. "They're still locked into the fate of print," said Peter Kreisky, a digital publishing strategist who was a Time Inc. adviser. "Despite the fact that they've made a number of very dramatic changes, it isn't clear they've turned the corner." He added that unlike The New York Times, which has a fast-growing digital subscription business, Time Inc. is still largely dependent on advertising revenue, and its circulation revenue is dropping.

THE STREET.COM February 18, 2017. "What we're seeing in real time is the massive consolidation of the magazine industry," said Peter Kreisky, founder of Kreisky Media Consultancy. This long-term trend has accelerated due to the "economics of the industry," as print continues to lose advertising share to digital offerings dominated by Facebook (FB) and Alphabet's (GOOGL) Google, Kreisky continued. "They need to change the cost structure of these brands," he said, referring to publishers. By consolidating, magazine owners also can reduce the cost of business to "publish vibrant high-quality titles," as well as leverage each other's technology to better adapt to the digital age, Kreisky explained. It's important for them to find a home that will help them continue to produce superb content, he said. Another solution for the companies is to diversify with additional businesses, such as extending further into digital media, hosting consumer events or shows, creating apps, offering experiences and getting into e-commerce, according to both Kreisky and Phillips.

TheStreet: November 9, 2016. Potentially more sweeping for media companies is the notion that spending on advertising for television and print could slide if uncertainties about Trump's fiscal and trade policy destabilize the U.S. economy. "There will be a major reassessment of marketing commitments," said Peter Kreisky, a longtime consultant to media companies in New York. "There will be a great hesitancy on the part of advertisers to commit to major expenditures until they see what happens to the economy. If we head straight into a recession, clearly that will have a big impact on advertisers."