Print-Digital P&L Division

A modern approach to managing print and digital media businesses by treating them as separate P&Ls, based on insights from Preston Holland's experience running Flying Magazine and other publications.

Core Philosophy

• Shift mindset from "print magazine with a website" to "digital is its own product"
• Split P&Ls between print and digital operations
• Make print a product rather than the core business
• Maintain print presence for legitimacy and brand perception

Print's Strategic Value

• Creates perception of longevity and legitimacy
• More credible than digital-only competitors
• Valuable for advertisers and audience trust
• Example: Dwell magazine feels more legitimate than "architecturalblogxyz.com"

Distribution Strategy

• Strategic print placement in high-value locations
  • Distributed to private aviation terminals (FBOs)
  • Mix of solicited and unsolicited distribution
  • ~1800 locations with formal distribution agreements
• Print creates unexpected high-value connections
  • Real estate project collaborations from FBO readers
  • Hard to quantify ROI but creates valuable opportunities

Business Model Evolution

• Started as traditional print business
• Transformed into multi-channel media company
• Uses print as customer acquisition tool
• Leverages print credibility to build additional revenue streams

This framework represents a modern approach to managing legacy print publications while building digital businesses, maintaining the benefits of print while treating digital as its own profit center.