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The Industry According To….Kevin LeGrett, Beasley Media Group

Keith Cunningham
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The Industry According To….Kevin LeGrett, Beasley Media Group

Thank you for checking out ‘The Industry According To’. This series runs each Tuesday, and features radio and record industry executives, managers, programmers, talent, artists, and professionals from all areas of the business world. To be considered as a future guest, email me at keithblackboxgroup@gmail.com.

Today, we check in with a radio and media veteran who has been in the boardrooms and worked at the highest levels, but can also relate to the hustle, grit and grind required to work your way up from the bottom to the top, Kevin LeGrett. Kevin was recently named Chief Business Officer for Beasley Media Group, after a long run at iHeartMedia. His tenure there included serving as President of iHeart Sports. He also enjoyed a decade-long tenure as iHeart’s Division President for the West Coast and Los Angeles market.

So, let’s dive in.

From Bear to Bull

Keith: Inside the industry, radio operators tend to be very bullish about the medium. But many advertisers still approach it cautiously. Why is there this confidence gap, and what needs to change so advertisers see radio the way insiders do?

Kevin: The “confidence gap” is largely an attribution and education gap. For too long, our industry sold on “faith” while digital sold on “data.” At Beasley Media Group, we’re bridging that by moving beyond just the spot. We are showing advertisers that radio is the original “influencer marketing” but with massive, verified scale.

The gap closes when you stop selling “reach” and start selling results. We aren’t trying to be the biggest radio, digital, or podcast company in the world. What we are is a highly trained marketing team that operates with surgical precision. While others preach national reach, a partner in Philadelphia or Boston doesn’t care about assets in Los Angeles or Chicago—they care about winning their specific city, specific zip codes, and their specific customers. We turn bears into bulls by delivering a data-driven, local-first strategy that proves we move the needle right where their business lives. That commitment and focus matters to our partners because their success is directly linked to ours.

Revenue Reality

Keith: Across the industry we see and hear about revenue pressures. How much of that is based on economic cycles? How much is a result of advertisers just reallocating their budgets across more choice?

Kevin: It’s a combination of both, but “more choice” is actually our greatest opportunity. Reallocation is only a threat if you aren’t providing a clear, integrated solution. We lean into that choice by being marketing, audio, digital and events experts on the ground in our local markets.

While economic cycles are inevitable, we mitigate that pressure by evolving into an integrated media partner. We partner with these businesses, we don’t see them as clients and therefore they don’t see us as a vendor, our team doesn’t just sell spots; we provide integrated marketing solutions that bundle our OTA, podcasts, events and digital assets including CTV/OTT to solve local problems. By maintaining strict CRM discipline and focusing on sales velocity, we stay ahead of the curve. We win because we are big enough to have the best tools and attribution, but small and nimble enough to care deeply about a partner’s success in a specific community. When you deliver results at the street level, the “macro” revenue pressures become much easier to manage.

Adults 25-54

Keith: The radio industry still largely revolves around A25-54 numbers, which has pushed many radio brands to the middle. But not every format, artist, or personality was built to live in the same box. Do you see a future where radio sales rely less on a broad demo and more on the true audience a brand actually delivers?

Kevin: The future isn’t just coming; it’s here. While A25-54 remains a standard “currency,” the most successful brands are moving toward community and consumption-based selling.

We are leaning into the “true audience”— the passionate, loyal fans who follow our talent across every platform. Think of Preston and Steve on WMMR in Philadelphia or Zolak & Bertrand and Felger & Mazz on 98.5 The Sports Hub in Boston. Their relationships with their audience is that of a ‘best friend’ – someone you trust and react to. That connection is amazing. Frankly, I worked for Mel Karmazin at CBS Radio who preached ‘content is king’ but in 2026, ‘connection is king’. Our personalities are focused on surrounding their audience with multiple touchpoints to enhance their ‘best friend relationship.’

At Beasley Media Group, our partnership focus is on delivering a specific, engaged consumer rather than just a broad demographic slice. By leveraging our first-party data, we can prove that a brand delivers a high-intent audience that traditional demos might miss. Selling the impact of the brand rather than just the age of the listener is how we avoid the “middle” and drive premium value for our partners.

Attribution

Keith: An unarguable key strength for radio is reach, but advertisers are gravitating towards attribution. Where do you think radio stands today in its ability to prove effectiveness to advertisers?

Kevin: Radio is no longer the “black box” it used to be. We’ve moved from selling on “faith” to selling on proof. Today, we can provide closed-loop reporting that tracks everything from website lift to physical foot traffic. At Beasley Media Group, we use attribution not just to prove that an ad ran, but to prove it worked. By layering our massive broadcast reach with digital tracking tools, we provide a full-funnel view that rivals any pure-play digital platform. Reach is the engine, but attribution is the dashboard that shows our partners exactly how fast they’re growing. The more of our assets a partner is connected to the higher results they see.

Immediacy

Keith: Radio still operates on a measurement cycle that may be up to a month late. That means that a February ratings book might not land until the end of March. Meanwhile, some platforms can deliver near real-time data. Does the slower loop create more revenue challenges for the broader industry when advertisers are used to seeing results almost immediately?

Kevin: The lag in traditional ratings is a legacy challenge, but it’s one we’ve bypassed by focusing on real-time internal metrics. We don’t wait for a monthly book to tell us if a campaign is successful. We monitor sales velocity and digital engagement in real-time. By the time a ratings book lands, we’ve already optimized the campaign multiple times based on the actual consumer response we’re seeing through our attribution tools. The “slower loop” only creates challenges if you aren’t using modern data to drive your daily decisions.

Downsizing

Keith: No executive enjoys downsizing, but cost-cutting has become a reality. At the same time, some worry radio may be reaching a point where there’s little room left to cut. With too many layers involved in decision making and fewer boots on the ground to create the content and drive audience loyalty through connection, there’s real concern. Do you share that worry? How do you balance financial discipline with making sure stations have the people and creative energy needed to grow in an environment that’s more competitive than ever?

Kevin: I have been involved in many reductions in workforce and expense cuts, and it’s never easy. It’s frankly tougher sitting on the side exiting, which I have experienced. Overall, it’s about efficiency, not just deficiency. Financial discipline shouldn’t come at the expense of the “boots on the ground” who create the connection with the audience. My approach is to strip away the bureaucratic layers that slow down decision-making. By being leaner at the top, we can protect the creative energy at the local level.

Giving the ‘true power’ to the leaders that are closest to the action is just not a phrase to me. It’s a strategy. We want our teams focused on two things: creating indispensable local content and delivering results for partners. When you remove the “corporate noise,” your people actually have more energy to innovate and compete.

Sports & Passionate Audiences

Keith: You spent significant time building sports platforms – and those fans are among the most passionate audiences in media. What lessons from sports media can other formats learn when it comes to engagement and loyalty?

Kevin: Sports media taught me that passion is a multiplier. Sports fans don’t just “listen”—they participate, they debate, and they stay loyal through thick and thin. Other formats can win by treating their audiences like a “fan base” rather than just a “listenership.” This means creating multi-platform touchpoints where the audience can engage with the talent beyond the 30-second spot.

Whether that’s through a podcast, a social thread, or a live event, you must give the audience a way to “wear the jersey” of your show and radio station. That approach ‘screams’ throughout the hallways of Beasley Boston where we have the largest sports station in the country, 98.5 The Sports Hub. The ecosystem they have built to serve their ‘fan base’ is unprecedented. As you can tell by my passion, I truly have enjoyed my time in Boston working with that team!

Being The Littler Guy

Keith: Companies like iHeart or Audacy can leverage enormous scale to gain the lion’s share of revenue. You’re now leading a smaller group with less mass, and fewer layers and resources. How has your approach changed related to generating and growing revenue when you have less scale to draw upon?

Kevin: I have nothing but GREAT respect for both iHeart and Audacy! Each company is great and successful in their own way/lane but I don’t see my new challenge as “less scale”. I see it as more focus. At the massive companies, you often get bogged down by national mandates that don’t translate to the local street. At Beasley Media Group, our “littler” size is our greatest competitive advantage. We are more agile, we make decisions faster, and we are more deeply embedded in our local communities with two-way communication from our leaders in the market vs. just corporate dictating strategy and the tactics to achieve their strategy NOT the market’s.

Our approach hasn’t changed regarding the fundamentals. We still prioritize our partners and audience first then a CRM discipline with data-driven sales—but our execution is faster. We can pivot a strategy in a single afternoon to help a local partner win their key zip codes, whereas a larger ship takes miles to turn. We’re not trying to out-scale the giants. We’re out-maneuvering them.

Kevin’s New Business

Keith: You’ve hypothetically left radio to start your own business and have money in your plan to spend on radio. How would you allocate the budget between spots, sponsorship, events, endorsements, social, show podcasts, etc.

Kevin: What a great question. Man, I’d love to invent a product and use audio to launch it and drive sales. First, I would build my budget around integrated influencers. I’d lead with talent endorsements and show podcasts to build immediate trust and credibility with a loyal fanbase. That’s the “high-touch” foundation.

From there, I would use OTA (Over-The-Air) spots as my frequency engine to maintain top-of-mind awareness. I’d layer in digital and social to catch the audience in their scrolling habits and events to create a physical community connection. I wouldn’t treat them as separate buckets, I’d treat them as one ecosystem. The goal isn’t to be “on the radio”. It’s to be everywhere my target consumer is, using the station’s and podcast talent as the trusted bridge to my new brand.

Looking Ahead

Keith: You’ve built a career through vision and being able to see around corners. Looking ahead a few years, how do you see radio evolving in how it serves audiences with programming and delivers results for advertisers? What advice would you give operators when trying to navigate the future?

Kevin: Radio is evolving from a “broadcaster” into a “multimodal content engine.” For audiences, the delivery will be seamless—the car, the smart speaker, the phone—but the soul will remain local and human. For advertisers, we are becoming an attribution-first medium. We won’t just tell you we have a big audience; we will show you exactly how many people took an action because of us.

My advice: Kill the “silo” mentality. If you are still separating your “digital” team from your “radio” team, you’re already behind. You need a unified, highly trained marketing force that understands data as well as they understand creative. Embrace the “grit and grind” of the local market but use world-class tech to prove your value. I have always had a fondness for ‘grinders’ who out-work, out-think and out-innovate their competition.

That Really Happened

Keith: You can be ambiguous or make up names, cities, call letters, whatever you need to do, but having overseen hundreds of brands and watching countless dollars in transactions, you’ve seen some wild things happen. Give us a story of something you still can’t believe really happened, but did.

Kevin: I’ve seen everything from high-stakes negotiations in backrooms to promotions that went sideways to live broadcasts that went off the rails in the best way possible. But one that sticks out is when we pitched a major client who was 100% convinced radio was ‘dead.’

We didn’t just bring a deck, we brought a live data dashboard showing real-time foot traffic to a competitor’s store triggered by a single flight of ads we’d run as a test as well as a major personality who electrified the meeting room with their passion and story-telling ability. Seeing the look on that partners face when they realized they were missing out on a massive, active local community—that’s the ‘wild’ part of this business. It reminds you that data doesn’t just support the story; sometimes, it is the story.”

My outlook for the future is incredibly optimistic, but it’s a focused optimism. At Beasley Media Group, we aren’t trying to be the biggest radio, digital, or podcast conglomerate in the country. We have a much more intentional mission: to be the most effective, highly trained marketing team in the local markets we serve.

We understand that a partner in Charlotte or Tampa doesn’t care about your footprint in Seattle or Houston. They care about winning their specific city and their specific zip codes. That is where we excel. By combining our dominant local reach, amazing personalities with sophisticated digital assets, attribution and a relentless, data-driven sales discipline, we don’t just offer impressions; we deliver measurable results right where our partners live and work. We are leaning into the ‘grit and grind’ of local business, backed by world-class assets, to prove that when you win the community, you win the market.

We can’t just stand still. If we want to keep growing, we need to make sure that we continue to make ourselves relevant and address forward-looking needs of our audience and our partners. I’m incredibly proud of the work this team is doing, and we are just getting started!

Barrett Media produces daily content on the music, news, and sports media industries. Sign up for our newsletters to stay updated and get the latest information right in your inbox.

Women’s History Month: How WGN Radio VP/GM Mary Sandberg Boyle Carved Her Own Path to the Corner Office

Garrett Searight
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Women’s History Month: How WGN Radio VP/GM Mary Sandberg Boyle Carved Her Own Path to the Corner Office

Mary Sandberg Boyle didn’t set out to run one of Chicago’s most storied radio stations. She just kept showing up, working hard, and saying yes. Today, she serves as Vice President and General Manager of WGN Radio — and her path to get there was anything but conventional.

Mary Sandberg Boyle climbed steadily from being the personal assistant to a radio legend to producing some of Chicago radio’s most recognizable voices. Then she attempted a pivot few in her position had tried — moving from programming into management.

No road map existed for that transition. So Mary Sandberg Boyle built one. Volunteering for responsibilities outside her role. Raising her hand at every opportunity. And speaking her ambitions out loud until the right doors opened.

She leads WGN Radio today with the same work ethic her parents instilled in her. No entitlement. No waiting for praise. Just doing the work. She has also become a vocal advocate for the next generation of media leaders, particularly women, and for the role local radio plays in keeping small businesses alive in communities across the country.

To conclude our series celebrating Women’s History Month, we asked Mary Sandberg Boyle if she ever felt as if a pathway to management existed when she started. We also asked what advice she’d give to aspiring leaders. And how an early work ethic has helped her to where she is now.

Garrett Searight: Mary, start me off by going back to the start of your career. When did you know that you wanted to be in the media business?

Mary Sandberg Boyle: When I was a little kid, when I was 9, my sister and I had a radio station, and we did fake radio shows at our house. “KMS Radio” is what we called it. It was Katie/Mary Sandberg, and the only reason why it was lettered that way is that I had to put her name first in order to get her to play radio with me.

But then, by the time, I was in high school and picking a college, I really didn’t have a lot of direction. I was a communication major and studied radio in college, and interned for Kevin Matthews. And I was a talk radio fan. I thought it was the greatest thing ever. But had no idea that I could work in radio as a career. Even though I had interned in it. I was working a regular job after I graduated, because I needed health insurance. Because, back then, once you graduated, you couldn’t just stay on your parents’ insurance.

While I was working for a food brokerage firm, Steve Dahl said on the radio that he needed an assistant. My dad heard it, and I heard it, and he said, “You should apply for that.” And I said, “I’m not going to apply to something I heard on the radio.” But I did, and I got that job, and then I was working in radio.

And even when I was working in radio, I still didn’t know that that was going to be my career. And here I am ever since. It wasn’t anything I planned for, even though I studied for it and loved it my whole life.

GS: When you first got into the business, did you feel like there was a pathway for you to be an executive in the media space?

MB: Absolutely not. I wasn’t even thinking further than what the next day brought. As I said, I interned for Kevin Matthews, and then I worked for Steve Dahl. Shortly after starting with Steve, I was hired as a personal assistant, and then he and his producer decided to part ways. And I became his executive producer very quickly after I started. I was working for a guy I grew up idolizing, pretty quickly. And I thought, “It doesn’t get any better than this! Who would want to do anything else?” That’s how I felt.

I had a meeting — my first and only employee review — a year into that job with our VP of Programming, Drew Hayes, at the time at WCKG. He told me — and I was young — “You should go into management, because you’re very good at handling talent.” I looked at him, and I thought, “This man is crazy.” Any of the managers I knew walking around were all older guys wearing suits. It seemed like no fun, not anything like the programming side. Why would I want to do that? I really liked working on the programming talent side.

So, file that away — that’s about 25 years ago. I kept working on shows and never thought about it again. I continued down the path of being on the programming side. And I went from Steve Dahl, stayed with him for quite a few years, then I was with B96, and then I worked with Steve Cochran at WGN. We also launched a morning business show at WGN called The Opening Bell. That’s when, about 10 years ago, I started thinking, “Maybe I don’t want to just always work on a show. Maybe I should be thinking about doing something more.”

That’s when I just started saying to my managers at the time, I think I might want to start doing something more. But there’s no path to go from being an executive producer to management. It doesn’t exist, really.

GS: And so you built that path.

MB: I built the path. I just kept saying it out loud, to anyone that would hear it. Not in an annoying way. I’d mention it when it would come up. I put my hand up when there were opportunities. We had a Director of News and Operations, and when she’d go out of town, I’d say, “Hey, put me down as the person that handles the call-outs if people are sick. I’ll handle the scheduling.” I could see where I was already filling in those gaps when that person wasn’t available.

Then one day, she got an opportunity and left. And I put my hat in the ring for the position. It was actually a little bit difficult for me to get that role because my career has always been in Chicago, and I knew everybody. Everyone I interviewed with for those roles knew me as always being an executive producer, and they weren’t sure if I was going to make the leap. They wanted to use someone they knew had always been more of an administrator, had already done that kind of job. So it was a longer process than it probably needed to be.

But they took the “risk” — I say that with quotes — because I think I was proven, and I adapted very quickly. A few months into that role, our company was acquired. They got rid of all of our management and made me the interim general manager, and then very quickly after that I earned the role as general manager, and then I became a vice president within the year, all earned under our new ownership.

GS: Who are the people who influenced you the most throughout your career?

MB: Well, before anything, it starts with how I was raised. My parents raised us to be really hardworking. We aren’t entitled, we expect to come to work and work hard, and we don’t do anything for praise or accolades. I think that foundation is really important when you’re setting yourself up for success, and then treating people well.

I’ve been super fortunate that I worked for the most talented people you could work for — Kevin Matthews, Steve Dahl, and then getting to WGN. Even in management, I get to work with Bob Sirott, John Williams, Wendy Snyder, Lisa Dent — just incredibly smart, brilliant broadcasters who understand how to communicate to listeners, but also treat people really well that they’re working with. And that’s something you don’t find with everybody in the business.

They also understand that there’s a business side to this. There are clients and that relationship and how important that is.

GS: When you sit down and think about the next generation of leaders in the radio space, what do you say to those who want to someday be in your shoes, who want to hold executive roles and help lead and manage brands?

MB: I get it, and I’m really excited about it. I think this is probably historically how it’s gone — management came up from the sales side. That was the track. And I think no one would argue that not a lot of general managers come up from the programming side.

I like to talk to people on the programming side about how you actually know more than you think you know — and could go up this way. But you have to be more vocal about getting involved and asking more questions about what’s going on in the sales process. Or involve yourself more and get involved with clients, so that you’re ready for the part that you need to understand in order to be a general manager.

And especially if I’m talking to young women, that part is inserting yourself. I think they’re more eager and more willing to do that work than maybe we were when we were younger, and it’s really exciting. They have better models now. There are more women in management for them to model after. And they’re also more encouraged. Networking is easier to access with social media. They can reach out to anybody they want to.

You won’t always hear back, but I answer every single person who reaches out to me on LinkedIn or Instagram. I think the world is so open that you can get a lot of feedback. That’s something that was a little more difficult 30 years ago. They’re really set up for success now.

GS: If there’s anything I didn’t ask you, or anything you want to include or share, I’ll give you the floor.

MB: Our business gets a lot of attention these days for whether the messaging is being scripted, or if there’s pressure from the people that own you to lean one direction or the other. I don’t think we get enough credit for keeping local businesses — meaning your local construction companies, plumbers, mom and pop restaurants — in business. Because we’re an affordable way for them to advertise and reach their local community.

I just don’t think people give enough credit to that part of the good that we do in our business. We keep those businesses thriving. Your local carpet cleaners, et cetera. We’re very invested in our communities that way, and I just wish that everyone recognized the importance of that. And how it’s really our pride and joy. It makes us happy and fuels us every day to see those local businesses thrive. It’s just important to us.

Barrett Media produces daily content on the music, news, and sports media industries. Sign up for our newsletters to stay updated and get the latest information right in your inbox.

Radio Can Remain Relevant Through An Industry-Wide Personality Power Play

Kevin Robinson
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Radio Can Remain Relevant Through An Industry-Wide Personality Power Play

Media companies have come and gone for decades. Some shuttered, while others were sold or merged. Clear Channel, Jacor, Infinity, AM/FM radio, Westinghouse, and countless others—all giants of media—either merged or were sold.

For decades, radio served America as a trusted companion. Spoken-word audio acted as a beacon, informing, entertaining, and connecting communities.

That’s one reason eliminating CBS News Radio off the top of the hour for more than 700 affiliates comes as a shock. The closing of a legacy institution like CBS Radio signals a corporate shift. While emphasizing the exponential growth and transformation in how audiences consume content.

Listeners have rapidly migrated to podcasts, streaming platforms (including CBS), and on-demand audio. Appointment listening has eroded, and our industry is now forced to confront fading relevance.

Here’s a snapshot of recent harbingers for our business:

CBS News Radio shutdown – May 2026

CBS News Radio, under its parent company Paramount Global, will undergo a full network shutdown on Friday, May 22. Hundreds of affiliates will be left to find another news partner, while an estimated 70 people will lose their jobs. The national radio news network will cease operations. CBS News will still provide online and television coverage of regional, national, and international news.

Cumulus Media bankruptcy – 2026

For the second time in six years, Cumulus Media filed for Chapter 11 bankruptcy protection to restructure more than $600 million in corporate debt. The company’s 400-plus radio properties across the U.S. will continue to operate, and employees will remain paid. Cumulus Media is also in a legal dispute with Nielsen over ratings pricing and Nielsen’s monopolistic hold on the ratings business.

Audacy bankruptcy transformation – 2024

With more than 230 nationwide radio stations, Audacy continues to deal with the $1.5 billion in debt incurred in 2017 when CBS Radio merged with Entercom, forming Audacy. The company has since emerged from Chapter 11 bankruptcy protection. The result included nearly a 10% reduction in force, or around 300 employees.

SiriusXM restructuring – 2025

Non-traditional platforms are not immune to layoffs. SiriusXM underwent major layoffs and internal restructuring in 2023, reportedly cutting its workforce by 8%. Then followed another round of reductions last year affecting roughly 150 positions. The company continues shifting toward an app-based and streaming model while shutting down or consolidating select satellite channels.

iHeartMedia + TikTok – TikTok Radio

Announced in the fall of 2025 and launched this month, iHeartMedia has partnered with TikTok on a three-pronged TikTok Radio product across several dozen stations. This includes broadcast, streaming, podcast integration, and TikTok influencers appearing at high-profile iHeartMedia events. Regarding workforce reductions, iHeartMedia has kept a low profile on nationwide job cuts. However, rolling staff reductions remain ongoing.

It’s clear the consolidation era is unwinding. Companies like CBS, Entercom, and Audacy are proving to shareholders and the public that mega-mergers did not solve long-term revenue decline.

Debt remains the industry’s biggest problem. Repeat bankruptcies from Cumulus and Audacy signal that high leverage, combined with declining ad revenue, continues to strain financial stability.

National radio networks are disappearing. Those of us experienced enough to remember networks like Jones, Dial Global, and NBC Radio News are likely less surprised by the demise of the CBS Radio Network. One longtime programmer noted, “what took so long”?

Tech companies are taking over content creation and programming influence. This is not TikTok’s first attempt at a broadcast partnership; its effort to scale a SiriusXM agreement never fully materialized. However, iHeartMedia offers a much wider reach with more than 800 non-subscription radio stations.

Does this signal that radio is losing its grip on new music discovery?

Beyond empty studios, fading community connections, and declining ad revenue, the true cost of consolidation is people. Some of the most creative and loyal professionals were once found in radio. Many still remain and have adapted—even flourished. The investment this platform, Barrett Media, is impressive at a time when brands are shrinking and talent is disappearing.

In some ways, certain aspects of radio have never been healthier. While large, heavily leveraged groups struggle under debt, medium and smaller markets continue to thrive and serve their communities.

With seven markets spread across northern Minnesota, CEO Bob Leighton has built Leighton Media into several community-focused, successful clusters across multiple formats. The company has also developed a digital department that rivals larger groups.

Based in Columbia, Missouri, the Zimmer brothers expanded into St. Louis radio years ago to create Zimmer Communications. They used that success to strengthen their small-market foundation. Their staff remains strong across both programming and revenue, while their in-house agency supports businesses of all sizes.

In Cedar Rapids, Iowa, a post from longtime radio programmer and former tour manager Chad Taylor caught attention last week. Taylor, a Cedar Rapids talent working with a locally rooted Iowa group—KZIA—represents a station committed to community. The cluster prioritizes local, live talent while actively expanding its digital footprint.

Chad posted the following piece last week and agreed to share it in this week’s column:

Bravo.

Barrett Media produces daily content on the music, news, and sports media industries. Sign up for our newsletters to stay updated and get the latest information right in your inbox.

The One Habit That’s Made Me a Better Radio Program Director

Peter Thiele
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The One Habit That’s Made Me a Better Radio Program Director

“Where do you get your ideas?” I get that note occasionally from other program directors and readers of this column. I have been writing these weekly musings for almost three years. I have written over 145 columns so far. Jason has yet to fire me, which is nice, because reflection has really helped my career.

Writing a column is a different challenge than hosting a talk show. Particularly a column on a narrow subject such as news/talk radio. I want to explain how I do these — not because I am an egotistical genius, but because the process has allowed me to grow as a program director, manager, and perhaps as a human being.

You are insanely busy. Radio in 2026 is a multi-dimensional job. You are likely performing the jobs that three or more people did five or ten years ago. You are stretched thin and seemingly are in the putting-out-fires club for a significant amount of time each week.

That being said, you must address certain issues before anything else. This is a time suck that keeps you from getting your job done. Perhaps the market manager or your immediate supervisor wants you to complete something immediately, and you need to shoehorn that between an air shift, a meeting with your team, production, and family commitments. You may be one of those people who get up before the chickens and go to sleep 18 hours later. Your day is filled with activities, let alone getting some downtime for yourself.

We are in a rapidly evolving media landscape, and thinking through the challenges in new and innovative ways is essential. Where do you carve out the time? Which task can you sacrifice? We must have downtime. Many of our major religions encourage us to have a day off to recover from our busy lives. For those who are not religious, most of these days are supposed to be set aside for you to connect with a spouse, kids, or other important people in your live.

I get it — if there is a big news or weather event, we get to go to work. We are very rarely completely off the grid. But it is mentally important for us to be at rest.

I have found that writing these columns allows me to focus exclusively on an aspect of our business. It gives me the opportunity to think through my philosophy, experiences, and execution of my radio station and our format. I have been doing this news/talk thing for more than just a cup of coffee, and I continue to learn and adapt. I tend to be a person who is not living in an aspirational fantasyland. Because I tend to think that everything can be done better.

Here is an example: when I started my current position, there were several issues with the automation templates on the three news/talk stations that I am responsible for. I rebuilt them all. I fixed many of the issues. But I’m not done — I am now going through them again to add some more advanced features. I didn’t rest on my laurels. It is always about what is next and what can be done better.

You may benefit from my experiences, but your knowledge and experiences may be better or different from mine. Lock yourself away and take time to reflect on an issue at your station or in your life. Write about it. If the term “journaling” drives you nuts, take time to write through a problem.

Start by admitting that there are issues. So, you have a staffer or co-worker who is just not getting it. The individual is a difference maker, and you need them to be fully engaged. There are ways to address this. As a program director, I have heard this line: “When I was hired, I was told to focus on a particular topic or way to execute a show.”

I always follow up with the question of who told them that and when. Then you hear the story of the market manager who left in 2019, telling them to do something. Your answer? That was three market managers ago — do you think the market has changed since 2019? I write through that scenario to give me answers.

Most people are myopic. They are only focused on what is in front of them. It is a tough concept to teach and even harder to understand. Look at how to improve everything on your show, your station, and in your life. We are often resistant to change. The victorious adapt. So, I work on how that person really wants to do well but has never received different orders. Or if they have, they don’t understand why it is important to change. Writing that through can really assist them and you.

I hope that my columns are a good jumping-off point for you. These ideas and concepts that I share will allow you to build on them.

I don’t have all the answers, but I hope that I am asking myself the right questions. Your knowledge and experience can lead to innovative ideas that will benefit you, your company, and your personal life.

Take time each week to write through something. It is very important for us to reflect.

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Allen Sliwa Named New Afternoon Drive Co-Host on San Diego Sports 760

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Allen Sliwa Named New Afternoon Drive Co-Host on San Diego Sports 760

iHeartMedia San Diego is reshaping its afternoon lineup on San Diego Sports 760, adding a familiar voice with strong Southern California ties. The company announced that Allen Sliwa will join Jon Schaeffer as co-host of Schaeffer and Sliwa, effective immediately.

The show will air weekdays from 3-6 p.m., strengthening the station’s local sports coverage during a key listening window.

Sliwa returns to his hometown after building a reputation as a prominent contributor on the Los Angeles Lakers Radio Network. A San Diego native and graduate of San Diego State University, he brings both national exposure and local credibility to the role.

He joins Schaeffer, who has been a fixture on Sports 760 since 2017. In addition to hosting duties, Schaeffer serves as the radio voice for San Diego State football and basketball. His established presence provides continuity for listeners as the program evolves.

Program Director Mary Ayala said the pairing reflects the station’s commitment to delivering compelling, locally driven content.

“A blend of experience, insight and connection matters,” Ayala said. “Allen Sliwa checks those boxes. When you put him alongside Jon, you create a show that can stand out in a competitive market.”

The new midday partnership aims to combine informed opinions with accessible conversation. Both hosts are expected to focus heavily on San Diego’s sports landscape while also addressing major national storylines.

For Sliwa, the move represents more than a career step.

“I love San Diego, and it’s an honor to represent it,” Sliwa said. “There’s real potential here, and I’m excited to be part of the daily conversation. Jon has built something strong, and I’m looking forward to adding to it.”

Sliwa replaces Jim Russell who stepped away from the station in December. Russell said his decision to step away from the show and the city was motivated by family considerations.

Sports 760 operates under the umbrella of iHeartMedia, which maintains a significant presence in the San Diego market. The company’s portfolio includes eight stations spanning music, news and talk formats, along with a wide-reaching digital ecosystem.

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NBC Sports MLB Opening Day Doubleheader Delivers Record Audience

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NBC Sports MLB Opening Day Doubleheader Delivers Record Audience

Major League Baseball’s return to national coverage on NBC and Peacock delivered a strong start, as Opening Day viewership reached multiple milestones across a two-game slate.

The March 26 doubleheader averaged 2.7 million viewers across NBC and Peacock. The audience marked the largest Opening Day viewership on record for a multi-game MLB presentation carried by a single network, according to Nielsen and Adobe Analytics data.

NBC’s afternoon broadcast featuring the Pittsburgh Pirates and New York Mets set the tone early. The game averaged 2.3 million viewers across both platforms. That figure stands as the most-watched Opening Day afternoon game on record.

Later in the evening, the Arizona Diamondbacks faced the Los Angeles Dodgers in primetime. The broadcast opened with a World Series banner ceremony at Dodger Stadium, celebrating Los Angeles’ 2025 championship season. The moment helped drive the game to an average audience of 3.2 million viewers.

As a result, the primetime matchup became the most-watched Opening Day night game since 2017, excluding the pandemic-affected 2020 season. It also delivered the largest Thursday MLB audience on record during the first half of the season.

Notably, the strong performance came despite heavy competition across the sports landscape that evening. Even with multiple events airing simultaneously, MLB’s return to NBC and Peacock drew significant national interest.

Looking ahead, NBC and Peacock will continue their MLB coverage with another high-profile matchup. Sunday Night Baseball returns April 5 at 7 p.m. ET, featuring the St. Louis Cardinals visiting the Detroit Tigers. Both clubs enter the game after winning their opening series. With early momentum established, NBCUniversal now turns its attention to sustaining that audience throughout the season.

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Audacy Appoints Debbie Kenyon to Regional President of Central US Markets

BNM Staff
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Audacy Appoints Debbie Kenyon to Regional President of Central US Markets

Audacy has promoted longtime executive Debbie Kenyon to Regional President overseeing its Central U.S. markets, the company announced. Kenyon, who currently serves as Senior Vice President and Market Manager in Detroit, will expand her leadership across several of the company’s most prominent stations.

In her new role, Kenyon will guide operations and strategy for major brands, including Chicago’s 104.3 The Score, Cleveland’s 98.5 WNCX, Madison’s 94.9 WOLX, Milwaukee’s 99.1 The Mix and Minneapolis’ 830 WCCO.

The move places her in charge of some of Audacy’s most influential Midwestern properties.

Kenyon brings nearly three decades of experience to the position. She has spent more than 25 years leading the Detroit market, where she built a reputation for strong leadership and deep market knowledge. Colleagues across the company have credited her with driving growth while maintaining a strong connection to local audiences.

Additionally, Kenyon has remained active in both industry and community initiatives throughout her career. Her involvement has included supporting professional organizations and contributing to philanthropic efforts tied to local outreach.

“Debbie Kenyon has been a pillar of our business for over a quarter century, and her elevation to Regional President for our Central region is a testament to her ability to drive innovation and deliver consistent performance,” said Kelli Turner, President and Chief Executive Officer of Audacy. “Her appointment supports our commitment to empower our teams and build on our unmatched presence in local markets and communities while fully leveraging our scale and reach.”

Kenyon said the opportunity reflects her long-standing passion for local radio and its impact.

“Having spent my career deeply rooted in local radio, it’s an incredible honor to step into this role and support so many talented teams across the Central region,” she said. “These markets are home to powerful brands with strong community connections, and I’m excited to build on that momentum, driving innovation, strengthening our local impact and delivering meaningful results for our audiences, partners and advertisers.”

With the promotion, Kenyon joins a group of Regional Presidents that includes Jeff Federman, Mark Hannon and Claudia Menegus, along with Chief Business Officer Chris Oliviero. Together, they oversee key markets across Audacy’s national portfolio.

Kenyon’s career includes leadership roles with Entercom, now Audacy, and CBS Radio. She advanced from Director of Sales to General Manager before becoming Senior Vice President and Market Manager.

Her work has earned consistent industry recognition. Kenyon has been named one of Radio Ink’s Best Managers in Radio for three consecutive years. She is also a five-time National Finalist for the Radio Wayne Awards. In addition, she has been recognized as one of Radio Ink’s Most Influential Women in Radio and honored by Crain’s Detroit Business as both a Most Influential Woman and a 40 Under 40 honoree.

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Dr. Ian Smith Launches ‘Black Health Unfiltered’ Podcast

BNM Staff
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Dr. Ian Smith Launches ‘Black Health Unfiltered’ Podcast

Mean Ole Lion Media is making a bold move in the podcast space. The company has launched Black Health Unfiltered, a new series hosted by New York Times bestselling author, physician, and television personality Dr. Ian Smith. It debuts April 2, 2026 — in recognition of Black Health Awareness Month.

The podcast tackles health issues disproportionately affecting Black communities, covering heart disease, diabetes, mental health, medical bias, weight loss, dermatology, and preventive care. Rather than softening tough topics, it digs into the systems shaping health outcomes — including access, history, environment, and inequity.

Dr. Ian brings in leading health experts, advocates, and voices from across the country to deliver clear, practical insights each episode.

“Health is the ultimate form of wealth, and too many people feel powerless when it comes to their health outcomes,” said Dr. Ian Smith. “This podcast is about changing that — by providing real, credible, and actionable information that people can use immediately to improve their lives.”

The show aims to close knowledge gaps, encourage proactive care, and help listeners advocate for themselves inside and outside the healthcare system. It’s designed to inform, empower, and ultimately help save lives.

Black Health Unfiltered is available starting April 2nd. The show is available on all major podcast platforms, and on the Mean Ole Lion Media app.

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CBS News Adds 5 Reporters to Investigative Team, Including Former Washington Post and The Free Press Writers

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CBS News Adds 5 Reporters to Investigative Team, Including Former Washington Post and The Free Press Writers

CBS News has announced the promotion and addition of five members to its Investigative Journalism team, including former writers from The Washington Post and The Free Press.

Joining the group is Daniel Gilbert. He previously worked at The Washington Post, The Seattle Times, and The Wall Street Journal. During his career, he’s won a Pulitzer Prize for his reporting.

Meanwhile, Gabe Kaminsky joins CBS News after previously working as a reporter on the role of money and foreign influence in politics at The Free Press. That outlet was founded by now CBS News Editor-in-Chief Bari Weiss.

“We are committed to producing more revelatory journalism every day,” said Weiss. “Our job is to tell our audience something they didn’t know that impacts their world. We’ve recently seen it with our I-Unit’s exclusive investigation into hospice care fraud, which moved Congress to act. We’re going to keep investing in and growing an investigative journalism team that’s well-resourced and can deliver eye-opening reporting to audiences wherever they are.” 

Also being elevated to the Investigative Journalism team are Laura Geller, Jake Rosenwasser, and Callie Teitelbaum.

Previously, Geller worked the crime beat for the network. She’s most recently dedicated coverage to the disappearance of Nancy Guthrie.

Rosenwasser was on the Eye on America team, covering a wide variety of topics. He joined CBS News after previously spending 17 years working at HBO, mostly with Real Sports.

Finally, Teitelbaum had previously covered politics and breaking news while working for Norah O’Donnell’s team. Her reports have aired on 60 Minutes, CBS Evening News, and CBS Sunday Morning.

“The investigative unit will produce work across the News division, with an emphasis on reaching new audiences through an array of digital platforms,” said Senior Investigative Editorial Director for CBS News Matthew Mosk. “This is just the beginning of an expansion, as we continue to search inside and outside the company for talented journalists with a hunger for eye-popping original reporting.”

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Newsmax CEO Chris Ruddy Sits Down With Israel Prime Minister Benjamin Netanyahu in First Sit-Down Interview Since Iran War Launch

BNM Staff
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Newsmax CEO Chris Ruddy Sits Down With Israel Prime Minister Benjamin Netanyahu in First Sit-Down Interview Since Iran War Launch

Newsmax has announced that a sit-down interview between its CEO, Chris Ruddy, and Israeli Prime Minister Benjamin Netanyahu will air on Monday.

The conversation marks the first sit-down conversation that Netanyahu has granted to an American media outlet since the war in Iran was launched last month.

Chris Ruddy and Benjamin Netanyahu met on Monday to conduct the discussion. The interview will center around military and political strategy in Iran, as well as the role President Trump has played in shaping the strategy and helping Israel in the process.

“This is more than an interview — it’s a rare and unfiltered look at the decisions shaping the future of the Middle East and the world,” a statement from the network reads.

According to a statement from Newsmax, the interview between Ruddy and Netanyahu will air at 5 PM ET. Ed Henry The Big Take usually airs in that window.

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