The Daily TitanBusiness Manager

Background: The Daily Titan, an independent student newspaperserving the Cal State University Fullerton community, was founded in1960, and operates as an independent, non-profit organization. 6,000copies are published and distributed 4 times a week and a Web site,www.dailytitan.com, is updated daily. In 2005, the California CollegeMedia Association named the Daily Titan the second best college dailynewspaper.Job Summary: The Business Manager oversees all businessoperations and manages the advertising staff. This is a 30 hour perweek, professional position.Location: Cal State Fullerton campus, College Park Building, 2600East Nutwood Ave., Suite 660, Fullerton, CA 92831.Reports to: The College of Communications Department Chair.

Key Responsibilities and Accountabilities:

• Manages and handles the personnel functions for a staff of morethan 30 paid employees. This includes hiring, training andsupervising a part-time Advertising Manager, and workingclosely with the Editorial Adviser and Editor-in-chief.

• Creates and oversees a budget of more than $325,000.• Supervises the operations of the student newspaper and its Web

site. This includes developing policies for distribution, marketing,advertising sales and production.

• Negotiates and maintains contracts with staff, advertisers andoutside vendors.

• Represents the organization in its contractual relationship withthe University, including financial, logistical and proceduralmatters.

• Coordinates with accountants and attorneys to ensure legalcompliance with the organization's bylaws and otheragreements.

• Works with student and professional media organizations topromote the Daily Titan, including attending annual conferencesand overseeing award entries.

• Manages alumni relations and develops strategies to buildscholarship fund.

• Maintains office network/server for both Mac and PC computers.• Assists in training staff for the student business office, including

day-to-day operations, computer software, media marketing andleadership development.

• Develops business and operational plans, including monthlystatements, training guides, and overviews of staff and salesproductivity.

Qualifications:

• Master’s degree and at least 20 years' professional workexperience in a related field.

• Faculty, College of Communications• Experience in managing publications, advertising sales and

negotiating contracts.• 5 years supervisory experience in a non-profit University

organization.• Experience in fiscal planning and handling multiple complex

tasks at once.• Excellent written and verbal communication skills.• Experience with PC and Mac platforms; networking experience a

plus.• Experience with computer applications, including email and Web-

based systems, spreadsheets, and accounting and publishingsoftware.

Compensation:

• Competitive salary based on experience.• Excellent health insurance, disability leave and life insurance• Vacation and sick leave plus paid holidays• Retirement and tuition benefits

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To Whom It May Concern,

Over the past two years, I have had the privilege to work with Professor Robert Sage as an account executive and now national sales executive for the Daily Titan. Everyday I am able to see him not only work as the business manager for the Daily Titan, but as an advertising professor for the college of communications.

Professor Sage brings not only a solid background in the field of advertising, but also professional experience that is invaluable to college students seeking the next crucial steps in their careers. His open door policy allows students to take advantage of his knowledge of the field and also his knowledge of the university.

The relaxed atmosphere he provides in the workplace allows each accountexecutive and staff member to grow not only as a student but also as abusinessperson. Sage encourages a competitive nature, as he says “competitionbreeds success.” He asks for the best out of each of us everyday, but does comealong side us with positive words of encouragement to help get through thedifficult days.

As a professor, his class recently won $5,000 for the college of communicationsby putting together the second best college marketing campaign for the HondaInsight. Sage’s success speaks volumes of the type of person he is and the type ofwork ethic he attains daily. Because California State University Fullerton is acommuter school, he tries to unify the staff in every way possible and alwaysallows room for questions and an ear to listen to our academic concerns thatextend beyond the duties of our advertising positions.

With great admiration and pride I would like to nominate Professor Robert Sage for California Newspaper Business and Managers Professional/Adviser of the Year. His hard work in the advertising department, College of Communications, the university, CCMA and the CNBAM organization should be recognized.

Sincerely,

Katie HennesseyNational Sales Executive & Promotions DirectorThe Daily TitanCalifornia State University Fullerton

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To Whom It May Concern,

It is a great honor and pleasure for me to nominate Professor Robert L. Sage forthe College Newspapers Business and Advertising Manager’s Adviser of theYear award.

As former Managing Editor of the Daily Titan, I always found a strong voice ofwisdom and knowledge in Professor Sage. His “no-nonsense” attitude oftenmotivated me to continue working hard, and I knew he was someone I couldalways count on when I needed help or advice. Professor Sage, or just Sage, as heprefers to be called, has a way of motivating his staff and students that manyother professors do not have. He is strong-willed and leads by example.

When our editorial staff was in dire need of new multimedia equipment, I knewSage was the person to turn to. His hard work and persistence allowed us topurchase thousands of dollars in new equipment so that we could continue tobuild and improve upon the Daily Titan. He was also the motivating factor behindour 50th Anniversary Special Edition and the main reason why we were able topublish the publication. He is the mastermind behind the development of ournew Daily Titan iPhone Application and the reason why multiple Daily Titanprojects have been successful. Without his dedication and hard work, which oftengoes unnoticed, the Daily Titan would not be the paper that it is now.

Sage has been incredibly influential on my life both in and out of the Daily Titan.When my time as Managing Editor was up, he motivated me to broaden myknowledge of newspapers by moving into the advertising department. This movehas made me appreciate the news business even more because I can see bothaspects of how to build a successful paper. Without his help and encouragement Iwould have never been able to achieve all of the things that I have as a student ofCal State Fullerton.

Sage’s determination to make the Daily Titan the best publication it can be is onethat inspires every student that walks through the doors of the paper. He is alwayswilling to listen, give advice, and most importantly he is always honest. I canthink of no one more deserving of this award.

Sincerely,

Monzerrath Gonzalez

Former Managing Editor and current Account Executive

Daily Titan

California State University Fullerton

Robert L. Sage II

Personal Management Philosophy

My personal management philosophy is fundamentally grounded in thebelief that students will achieve superior learning outcomes when they areoffered a reasonable balance between theory and practical application.Emphasis, on practical.

I try to make the advertising “war room” supportive, interactive and fun.With many years experience on Madison Ave. plus senior managementexperience in advertising sales, magazine and newspaper publishing, I amin a enviable position to mentor the ad staff as they master their ability tosell advertising.

In addition, I teach an Advertising sales course which is principallystructured to accomplish two overarching goals:

1 . The first goal is to learn to “sell yourself.” The theory is…if you cansell yourself you can sell anything. Each student is required to makeeight PowerPoint presentations that are structured around the book“What Color is Your Parachute.” The learning outcome is that self-realization and focus are powerful tools in the student’s job-huntingarsenal .

2 . The second goal is to learn how to sell advertising to real businessentities. This is accomplished by assigning each student to a salesaccount executive who works for the Daily Titan. For one day everyweek each student is required to learn all the steps necessary toresearch, qualify and close a sale. They are required to maketelephone sales as well as face-to-face sales in the marketplace.Over the period of one semester we’ve had one student sell morethan $2,000 in advertising, and one group sell more than $5,000;proof positive that student learning is alive and well.

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PROFESSIONAL ADVISOR OF THE YEAR

CHRISTY HARRISON

YOURSELF

To Whom It May Concern: I have had the privilege of working with Christy Harrison for nearly two years, over which time she had shown me what it means to be a wonderful advisor. From support to encouragement, and coaching to incentives, she has proven to be a fantastic role model for myself as well as the rest of the Vidette staff. I can easily say she is one of the reasons behind my success as a marketing consultant. Christy is always willing to help students, often without them even asking for help. When I began at the Vidette in summer 2008, I had no previous sales experience, and was completely terrified. Picking up the phone and dialing my first number, I also heard my first no. I responded to the no by saying “thank-you” and hanging up the phone. Christy quickly picked up on my struggle without me even asking for help. She helped me work on overcoming objectives and reminded me it’s ok to ask why someone said no. That simple conversation has stuck with me and I still remind new marketing consultants of that same thing. On numerous occasions I have seen Christy work with the staff to help everyone become better salespeople. There have been numerous occasions when the staff has arrived in the morning to find articles in their mailboxes with topics related to print media. Everything ranging from over coming objections to why a business should increase advertising in a recession, Christy always seems to find the relevant articles for what the staff is struggling with at that time. Perhaps the best thing about Christy is her ability to go above and beyond for the Vidette staff, from glowing recommendations to staff motivation she always finds a way to outdo what one expects of an advisor. One of the best examples of this came with a visit challenge we had, which consisted of going on 20 visits in approximately 3 weeks. The first few days of the contest began slowly and Christy took matters into her own hands. She added an extra incentive of a surprise outing for the three people with the most visits. This extra incentive gave most of the staff the added motivation to not only meet the 20 visit goal but exceed it. Three of the girls on staff had the most visits and were all rewarded with manicures and pedicures. This is just one example of Christy going above and beyond for her students, rewarding them with her personal funds and her individual time. On a personal level Christy has been a wonderful role model, giving me guidance with a tough client or a high five for closing a sale. I have found that I can go to her with help on anything, work related or not, and she always has a great answer. I can truly say Christy is the kind of advisor I can only hope to be someday and thus my recommendation for CNBAM Advisor of the Year. Sincerely, Nicole Kuniej

January 22, 2010

Dear CNBAM Board,

Christy Harrison is the ideal recipient of the Advisor of the Year award. It is Christy’s devotion, energy, and support of her students that has propelled the Daily Vidette to flourish into one of the most sought after jobs on the Illinois State University campus. It was in my senior year of college and after my third attempt at securing one of these coveted positions that I became one of the newest employees of the Daily Vidette, a position that has undoubtedly launched my career in the Marketing field. I am where I am today because people like Christy Harrison walked into my life and took the time to help me grow professionally. As an advisor, Christy creates an exciting and relaxed atmosphere where students can learn first hand what sales and marketing truly is about and a place where creativity has no boundaries. No matter what challenge the day may bring, Christy is there giving one-on-one attention to her staff and inspiring them to think outside the blue lines. In addition to be an outstanding advisor, Christy has become an amazing friend. When I received my first job offer after college, Christy was the first person I called; she was also the person I turned to for advice when debating if I should leave that same job just six months later. Webster defines an advisor as "one who provides guidance and counsel," but to me, Christy Harrison is so much more than that; she is a mentor, a source of inspiration, and ultimately, my friend. Any university would be lucky to have an advisor like Christy, but not every university does; I am glad I chose the one that did. If I can be of further assistance please feel free to contact me directly. Thank you in advance for considering Christy Harrison for Advisor of the Year. Sincerely, Kristy Torbik Sales Representative Daily Vidette '07 708.334.3119

January 15, 2009

When my former business adviser left the university, I saw an opportunity to change the sales culture among our students. Together, he and I had locked ourselves safely into “The Vidette Way” of doing business. And we had grown stale.

Clearly, the opportunity was at hand four years ago not only to change personnel, but also to find the right person to re-define and to re-energize our business operation.

As I began to explore the “who” to bring into our Vidette family, I received a valuable piece of advice. “What you need is NOT someone like Christy Harrison at Purdue; what you need is to hire Christy Harrison from Purdue!” Turns out, this is precisely what I did.

During the interview process, I told Christy that I did not want her to come work FOR me, but, instead, to come work WITH me. I wanted her to absorb and to learn from our purist approach to a student-led media. But in return, I wanted her to teach us how to improve our sales tactics and our outreach not only to our clients, but also to our campus. I brought Christy to Illinois State and presented her with the autonomy she needed to do her job. In return, I got much more than I could have imagined.

Christy has transformed our business area with her personality and her passion as well as with her sales and business acumen. It is impossible to measure the spirit and the energy which permeate our sales department. The numbers are good and getting better. We have won multiple CNBAM awards under her tenure. Christy, herself, served two years on the CNBAM national board, planning and executing the San Antonio convention. This year, our advertising sales manager has been selected as the student representative on the CNBAM board.

Christy is the consummate professional. She is a mentor and trusted adviser to our students. Christy is a smile and a positive attitude when things are not going as well as we would prefer. She is a quick song and soft-shoe dance when we are on top of our game.

Each Monday morning, Christy leaves her home, her husband and cats in W. Lafayette, IN, and drives two hours due west to The Vidette building. I do not know how she is able to balance her life, but I do acknowledge her work with the students she develops and sends out the door to achieve their own successes. On top of all the above, Christy will complete her master’s degree in College Student Personnel Administration this spring.

I am delighted to nominate Christy Harrison of The Daily Vidette at Illinois State University for CNBAM Adviser of the Year.

Respectfully,

Rick Jones, General Manager

Challenge and Support Christy Harrison My advisory – and my personal philosophy – can be summed up in a single phrase: challenge and support. With the right balance of both, people grow and develop. Too much support, and we’re not pushed to stretch; too much challenge and we tend to retreat or give up. There are, of course, exceptions to this rule, but after 11 years working in student media, I find myself using this philosophy frequently with myself and the students I work with. In my personal life, I am currently challenging myself. Pursuing a graduate degree in college student personnel part-time (while working full-time) for the last three years has certainly been a challenge. This challenge has been compounded by the fact that I work 120 miles from my husband and home. I commute every Monday morning from West Lafayette, Indiana to Normal, Illinois to have the privilege of doing work I love in an environment that supports me. I maintain an apartment in Normal where I stay during the week and then commute back home on the weekends to be with my husband. Is this the ideal setup? No, but I have found that life is rarely ideal. When extenuating circumstances become the challenge, one must push through them to achieve the desired result. For me, the desired result is a graduate degree that enables me to pursue more responsibility at the Daily Vidette. Without it, I could not interview for the general manager position in the future. For me, the work environment I desired did not exist close to home, so, with the support of my husband, other family members and the staff at the Vidette, I work where the organizational philosophy is in line with my own. As a professional advisor, I challenge and support students and co-workers on a daily basis. An example of challenge would be talking with students after I overhear them take a “no” on the phone and doing a role play with them so they can practice asking the tough questions necessary to unearth – and then overcome – the objection behind the “no” they just heard. It makes them uncomfortable and I know they hate doing it, but it is the only way to help them learn how to face this obstacle in the future. And, I personally believe it is a more supportive way of helping them learn than just throwing them back out to the wolves. The financial quotas I set have been both challenging and supportive at different times. When the economy was tanking, the organization took proactive spending cuts. This enabled us to lower student sales quotas a bit. This, in turn, kept them challenged but not to the point where they would throw up their hands and say, “I’ll never achieve this, so why bother trying?” As the economy has improved, sales quotas have increased again, to constantly challenge the staff to make cold calls, go on visits and upsell with color or alternative products. I’ve also challenged my student staff with a paradigm shift. Every year, students come to the work for the Vidette thinking that they are just selling space in the paper. Then, when I introduce new products for them to sell (puzzle sponsorships, online ads) they struggle. It is only when I remind them that they are not selling black and white ink on a piece of paper, but rather they are selling the Illinois State

market, that the lightbulb turns on and they have that “aha!” moment. For all the professional sales and marketing classes they take, they still walk through the door of the Vidette thinking they are only selling a tangible product. It takes constant reminders to drive home that they are selling the buying power of our readers to our clients. I try to support my staff in a myriad of ways, both large and small. After a visit challenge, I treated the three winners (who happened to be all female) to manicures and pedicures using personal funds to do so. On a daily basis, I try to listen to as many phone calls and client interactions as possible so that I can give feedback and encouragement. My door is always open to students and professionals alike, and they frequently pop in to get my advice or opinion. This availability, I believe, fosters a supportive environment where no one is afraid to ask questions or ask for my help. The students love to listen to music in the office and I have been known to walk out of my own office, singing and dancing to whatever they’re playing. I don’t believe an office setting needs to be boring and quiet to be productive. As long as I can see and hear that work is being done, I want the Vidette to be a fun place to work and a place the students want to hang out even when they aren’t fulfilling office hours. Another way I try to be supportive is with school and family issues. I have told many students that their health, family and school come before the Vidette. Emergencies happen. People get sick. Group projects run amok. As long as the work is getting done (and I’m not getting excessive excuses) I try to be understanding and supportive when things come up. All in all, I believe I have created a business environment where students are learning far more than they do in the classroom and are being challenged to try new things while knowing there is a safety net and a cheerleader behind them. When students make mistakes they are usually far more upset about it than I am. “You’re here to learn” is what I frequently remind them and we talk about how they will do things differently the next time. I truly love my job on most days, and have sacrificed a lot in my personal life to continue to do what I love every day. It’s funny, when my boss, Rick Jones, called me at the Purdue Exponent to ask when I was going to interview for the job at the Vidette, I gave him a million reasons why I could not possibly work here. And then I heard a quote that made me rethink the conversation: “Opportunities are seldom perfect, but I’ve learned if you’re not ready for them they may never come again.” I’m glad I took the challenge to pursue this opportunity and am grateful for the support I receive day after day to continue doing it.

APPENDIX

Daily Vidette Business Adviser and Assistant General Manager Job Description

1. Qualifications: The business adviser shall have demonstrated experience in business administration, with experience in print media preferred, and shall have an appropriate University Degree. Other minimum qualifications shall include supervisory and managerial abilities, and knowledge of advertising sales. Other qualifications for the position will be determined and publicly advertised by the general manager and the Board. The business adviser will be a member of The Daily Vidette Management Council. The business adviser will be appointed by the Board and will serve at the pleasure of the Board. As the senior professional staff member, the business adviser shall serve as the assistant general manager and as acting general manager in the absence of the general manager.

2. Job Description: the business adviser’s primary responsibility will be advising and assisting the advertising sales manager and his/her staff on all aspects of advertising sales. The business adviser shall provide direction and advice for the student staff in the areas of bookkeeping and accounts receivable as well.

The business adviser also shall:

Prepare the annual budget for advertising sales revenue, and expenses related to advertising and business staffs

Present financial proposals

Prepare all financial reports

Supervise, assist or advise in the preparation of business correspondence

Maintain financial records and appropriations

Review and recommend changes in internal operation procedures

With the general manager, act as liaison with the University’s comptroller’s office, purchasing office and budget office

Advise and assist the general manager on budget and other financial problems

Assist the business manager and advertising manager in recruiting, training and organizing the business department staff

Assist the advertising manager in the formulation of short and long-range goals

Productivity Records

Things I have changed, expenses I have cut and revenue found for the Daily Vidette.

All told these changes equal $13,540.

Eliminated assistant ad manager position (position that dummied the paper) and

saved $2,720 annually.

This position was not a learning position, but rather more of a clerical type of job. The

assistant ad manager had very little interaction with other students and worked

approximately 30 minutes per day. Responsibilities for bluelining the paper everyday have

now been shifted to myself and the student ad manager. Not only has this saved the

Vidette the $80/week salary ($2,720/annually) but it also puts myself and the ad manager

in constant contact with reps who may be trying to enter ads late, and gives us more

control with color orders (which, while difficult to quantify at this point, I suspect we were

purchasing color plates needlessly due to poor training of the assistant ad managers in

previous years).

Changed quotas from “inches” to “dollars”.

When students were responsible for selling “x” inches, they, I believe, were needlessly

handing out discounts to clients. By switching the quota to dollars (which is what we need

to run the organization – not inches) the students now have incentives to upsell (sell color,

sell frequency, sell different types of advertising like online, ad racks and puzzles/games)

but they also have gained a better understanding of the revenue necessary to operate the

organization.

Assumed responsibility of the student business manager position for 8-10 week and

saved the Vidette $1,200- $1,500.

When we discovered that the student business manager had an internship opportunity

and would need to leave the Vidette for several weeks, I volunteered to cover all

responsibilities of this position. I felt this was necessary for many reasons. First, and

probably most importantly, it gave me the opportunity to brush up on the position and re-

aquaint myself with all the accounting functions of the organization. Not only does this

help me train future business managers, it enables me to evaluate their work. Second, it

eliminated the necessity of hiring and training a new student that would only work for 8-

10 weeks, and then would lose the position once the business manager returned. Finally,

by assuming these responsibilities, we saved the weekly salary of $150 ($1,200 - $1,500

total) while the business manager was gone.

Eliminating Billing Manager positions starting June 2010 for a savings of $2,720

annually

Because I now have the opportunity to do the work of the student business manager, I see

the need for eliminating the two student billing manager positions. Much like the assistant

ad manager position, these positions are clerical, not learning positions. The current billing

manager barely has enough work to fill one hour per day, and frequently makes errors

when processing deposits. Furthermore, the billing manager is here so infrequently they

don’t interact with other staff members often. It makes sense for the business manager to

process the deposits and close the paper every day, not only to minimize errors and

expenditures but because the business manager has a better handle on what is going on

with each account.

Discontinued participation in the housing fair with the Off-Campus, Non-traditional

and Parent Services office, and increased revenue by $4,300.

Started in 2006, the housing fair was an attempt to earn more revenue through booth

rental as dozens of other student newspapers across the country do. However, we lost

revenue as a result of the necessity to purchase prizes and decorations and t-shirts,

provide house advertising and through the dozens of hours lost by the student

production manager and student ad manager to design ads and run the fair. By contrast,

in fall 2009 (the first year we did not partner with Off-Campus, Non-traditional and Parent

Services office and co-host the housing fair) we earned more than $4,300 in advertising

from that office.

Assumed responsibility for National Advertising clients/agencies with a savings of

$2,300 in commissions to date.

I took over the national agency accounts for two reasons: the agencies like to have a

consistent contact year after year (since they do business with hundreds of media outlets)

and because, again, the student entering the national agency ads was simply an order-

taker. Previously, the “student national sales rep” would pop in the office two or three

times a week, for 30 minutes or so to enter ads and sign flats. They were not on a team,

they were not required to come to meetings and they didn’t meet or get to know anyone

else on the staff. I argued that it was costing us potential valuable national dollars when an

agency would send insertion orders to a defunct email address belonging to a student

that had graduated.

Being a “Videtter” by Christy Harrison

(originally submitted in Spring 2009 for student organization contest)

The Daily Vidette is an award winning student-run newspaper housed in a comfortable, easily accessed building. There are many windows and natural light and grass and trees outside. There is a parking lot next door. Every semester the general manager purchases temporary passes for this lot to make it more convenient for students to do their jobs, especially the advertising representatives that make many visits to clients during business hours. This semester a bike rack was added, as the general manager noticed that several students were choosing to pedal instead of drive.

But the Vidette is more than a nice building with convenient parking. It is a place where students learn and grow. The culture is one of family, and this theme is reinforced publicly and internally. All students sign the “Daily Vidette Family” poster each fall during another Vidette tradition, “Pizza Friday”. Usually President Bowman and Vice President Adams join us for this annual event and sign the poster as well.

Being a Videtter means making friends for life. The students that work here forge relationships – sometimes marriages! – that stand the test of time. They learn how to solve complex business problems, how to write stories about controversial issues, how to build relationships with the community in which they live and they learn it all together.

Videtters earn awards and national recognition in ad design and reporting. It is a point of pride for these students to be at conventions and conferences and know that they represent a quality product. Students are also rewarded for their hard work internally, where monthly awards are a badge of honor, hung on the walls for all to see.

Another Vidette tradition, Family Day, was inspired by the parents of a former Videtter,

Brent Fuller. Brent died in a car crash his senior year. He had only been a sports reporter for a brief time, but his parents knew how much this place meant to him. When they came to the office to clear out his desk, they met Brent’s co-workers and the general manager. It was then that the general manager decided that the families of all Videtters should have the chance to visit the place that means so much to the students that work here. Family Day was born, along with the Brent A. Fuller scholarships.

After 120 years of publishing, The Daily Vidette is an integral part of the student culture at Illinois State University. Thousands of students have unlocked their personal potential and found future careers by working for the newspaper as reporters, sales people, designers, photographers and web designers. Being a Videtter means more than just working at a student-run newspaper – it means being part of a family and tradition that transcends the brief time a student is in college.

CHRISTINA (Christy) HARRISON

2714 Grosbeak Lane West Lafayette, IN 47906

765.714.1668 cs.harrison@yahoo.com

SKILLS

Student Advising – utilizing development theory, counseling and student culture coursework to challenge and support college student employees while helping them indentify and meet their goals; act as a resource for personal and professional growth

Business Management – P/L responsibilities, budgeting, multi-year planning, payroll

Staff Management – employee evaluations, training, direct supervision of all business and advertising sales

functions

Sales – tangible and intangible/product and service sales PROFESSIONAL EXPERIENCE

Assistant General Manager and Business Adviser The Daily Vidette, Illinois State University; Normal, IL August 2006 - present One of three professional staff members working with 100+ students in a multi-media organization publishing a 5x per week newspaper and a daily website that serves the Illinois State University community.

Utilize student development theory in providing challenge and support to college students as they learn to balance work with school.

Complete all financial reporting including income statements, bank reconciliations and profit/loss statements.

Manage and lead an award-winning advertising staff with annual sales exceeding $900,000 Decreased spending in advertising department by $10,000+ Provide General Manager with annual advertising revenue and expense budget. Manage 31 students in advertising and business departments. Implement new products to increase market share. Launching new development program to tap Vidette alumni for support. Act as liaison between national advertising agencies and the newspaper.

Intern, Internal Campaign Office University Advancement, Illinois State University; Normal, IL July 2008 – June 2009 A new department created in University Advancement at ISU to specifically target development efforts toward faculty, staff and retirees for donations to the Gladly We Give Annual Fund.

Created and coordinated all training of 40+ Gladly We Give volunteers to serve as Ambassadors to campus. Planned and executed Homecoming Faculty and Staff Appreciation lunch for 900+ attendees. Part of creative team that developed all Gladly We Give collateral: brochure, donation form, video and web

presence. Made presentations to faculty and staff to encourage participation in annual fund.

Executive Board CNBAM (College Newspaper Business & Advertising Managers) March 2007 – March 2009 Provide leadership for trade organization of students and professionals working with the 150 largest advertising departments in college and university newspapers across the country. Positions held include convention planner and public relations.

Planned and executed four-day convention for nearly 400 attendees. Created conference agenda and secured appropriate keynote and session speakers. Coordinated trade show logistics with hotel and drayage company.

Managed publicity and advertising for event and member communications.

Advertising Director Purdue Exponent, Purdue University; W. Lafayette, IN August 1999 – July 2006 One of seven professional staff members working with 150+ student staff members in a multi-media organization publishing a 5x per week newspaper and a daily website that serves the Purdue University community

Recruited, interviewed and trained advertising representatives. Advised and taught college students how to sell advertising for college newspaper and website. Managed 2 professional staff members and 24 students in advertising department. Provided annual $1.8 million advertising department budget to publisher. Acted as liaison between national advertising agencies and the newspaper.

Advertising Coordinator Gold and Black Illustrated; Lafayette, IN July 1997 – July 1999 Boutique publishing house dedicated to the coverage of Purdue University sports.

Sold for three publications: football and basketball game programs, football and basketball yearbooks and the weekly Gold and Black Illustrated tabloid.

Increased personal client base by 15% in first year. Implemented college internship program to give students interested in sports marketing opportunities for

out-of-classroom learning. Assisted publisher with all special event organization and implementation, including tailgate functions

and basketball and football kick-off lunches and dinners. Provided customer service to subscribers; managed all office functions.

EDUCATION Master of Science, College Student Personnel Administration; Illinois State University, Normal, IL; May, 2010 Bachelor of Arts, Public Relations, Minor in Supervision; Purdue University, West Lafayette, IN; May 1990 PROFESSIONAL AFFILIATIONS AND AWARDS Recipient, Marcia Hickrod Scholarship for Non-Traditional students, November, 2009 Vice President: Earlhurst Condominium Association, 2004-2005 Volunteer: Marketing Committee and Fund Development Committee, Family Services, Inc., 1998-2005 Programming Co-Chair: Association of Advertising and Marketing Professionals, 2003-2005 President: Association of Advertising and Marketing Professionals, 2001-2002 ADDY Co-Chair: Association of Advertising and Marketing Professionals, 2000-2001

4520 S. Rockport Rd.Bloomington, IN 47403

812-593-4116

Greg Menkedick

Experience• Oversee the daily production of advertising and

marketing materials for all print and online publications• Mentor student designers and teach graphic design• Advise advertising, creative and marketing students

on revenue-generating ideas and marketing strategies• Direct the design and development of online

advertisements and Web sites• Maintain open and continuous communication

with local advertising clients

• Designed advertisements through collaborationwith sales staff and clients for daily newspaper

• Developed training manual, trained and interviewedfellow design employees

• Completed tasks of pre-press and digital productionof daily newspaper

• Fascilitated the design of Web advertisementsand ongoing development of the Web site

• Defined a clear vision for company Web site throughcollaboration with radio hosts

• Designed and created logo for the company trademark• Developed and designed company Web site

• Collaborated with business owners in design of logoand the creation of their corporate identity

• Participated in design of exterior business billboard

• Created a promotional flyer for the School of Fine Arts• Oversaw the production of the promotional flyer• Managed and monitored students in a sculpture room

Education• Bachelor of Arts in Fine Arts with an emphasis

on graphic design• Telecommunications Minor focused on production

and Web design

Awards and Honors• Supervised and directed the design of many national and local

award winners between 2003 -2009 at the Indiana Daily Student - Columbia Scholastic Press Association: 5 - first places, 6 - second places,

4 - third places and 2 - certificates of merit

- Associated Collegiate Press: 3 - first places, 2 - second places, 2 - honorable mentions

- College Newspaper Business and Newspaper Managers: 2 - best of categories, 14 - first places, 6 - second places, and 10 - third places

- Indiana Collegiate Press Association: print advertising publication of the year from 2005 - 2009

IU Student MediaCreative Director/Adviser

Bloomington, Ind.August 2003 - Current

IU Student MediaCreative/Marketing Designer

Bloomington, Ind.June 2002 - August 2003

Comedy Talk RadioFreelance Web Designer

Bloomington, Ind.Winter 2002

Summer Set PointFreelance Graphic Designer

Osgood, Ind.Spring 2000

School of Fine ArtsFreelance Designer

Bloomington, Ind.Fall 1999 - 2002

Indiana UniversityBloomington, Ind.

1998 - 2003

Portfolio& References

Available upon request

Indiana Daily Student Creative Director/Adviser POSITION SUMMARY:

This position recruits, trains and advises the creative/marketing staff on the design and production of all advertising and marketing materials for IU Student Media print and online editions. It manages work flow of daily newspaper’s advertising while working with students on long-term projects. It ensures accuracy of information in advertising and quality of reproduction of work through proper oversight and training of student staff. It also serves as an adviser to the student sales staff on the design and reproduction of clients’advertising materials. DUTIES AND RESPONSIBILITIES:

Oversees the daily production of advertising and marketing materials for both the print and online editions of Student Media. Ensures deadlines are met and quality is maintained. Oversees students in the design, production, proofing and electronic transfer of our organization’s advertising and marketing. Trouble-shoots with personnel from printer as needed. Ensures the set-up (dummying of pages) and completion of advertising portion of pages of newspaper and magazine, so they are ready for editorial night design staff. Teaches design and advertising staffs how to work under daily production deadlines by supervising the workflow of projects. Troubleshoots communication problems between staffs. Ensures the accuracy of advertising and marketing materials. Teaches graphic design for both print and online – provides training in advertising design, photography, typography and Web design. Produces training manuals and sessions to fulfill our mission of empowering students to put out a quality daily newspaper on deadline and within budget. Provides feedback and inspiration to student staff to ensure growth of students’ understanding of design, advertising/marketing concepts and technical skills. Keeps abreast of current software and design trends. Advises students on revenue-generating ideas – works with the advertising, creative and marketing students to brainstorm new sources of revenue through the use of spec advertising, promotional campaigns and Web development. Serves as an ambassador of the organization in meeting clients and participating in the community. Works with advertising advisers to meet revenue goals to ensure financial stability of our learning lab. EDUCATION AND EXPERIENCE:

Bachelor degree in graphic design, journalism, communications or related field. A minimum of three years of experience in student media, advertising and/or graphic design production work. Person must be proficient in desktop publishing, photo reproduction/correction and prepress preparation. He/she must be able to trouble-shoot between various publishing platforms and software under the pressure of a daily deadline. Management experience preferred.

January 25, 2010

CNBAM Awards Contestc/o Sara Judd, VP/AwardsWashington, University Student Media, Inc.1 Brookings DriveCampus Box 1039Saint Louis, MO 63130

RE: 5d - Professional/Advisor of the year

Dear Ms. Judd and Judging Committee,

My goal with each student that comes through the creative department at the Indiana Daily Student is to help them learn, grow and ultimately become successful as they move forward in their own careers and life. To achieve this they are given a great opportunity in a learning lab environment to better themselves and the student media organization. Each student comes into the creative department with unique life experiences and their own ideas on success. I use this to create an environment built around sharing this knowledge and making the team grow. I try to create an atmosphere that welcomes continuous and open learning, where the students are encouraged to share their experiences, knowledge and opinions. When successful, there are no weak links because everyone has something to offer.

Encouraging collaboration through the use of critiques from other professional staff members, the students’ peers and myself is something I feel if essential in the students' development. This allows a greater sharing of a much larger knowledge base. Rather than tell them the answer or tell them how I want it done, I pose questions and offer suggestions to lead them to their own inquiries and insight. This allows them to become more resourceful and helps to further the team environment.

In an effort to help the students open their eyes to the world around them I post ideas, samples and successful designs on the walls and bulletin boards. By surrounding them with new ideas and concepts at work, I believe the students will be more perceptive to the things around them during daily routines. This opens up conversations, which allow us to set goals and discuss the newest trends. I hope to instill in the students, that those who sat in their exact seats have gone on to excel in successful careers. I try to share in their discussions and steer them in a way that maintains a meaningful and professional work environment.

Empowering the students to make their own choices is an essential part of my philosophy. When they feel strongly about an idea or design, I will ask them to justify their thinking, while offering my own opinions to guide them to a better understanding of differing perspectives. I am of the mindset that there is no “right design” and “wrong design,” just different ways of thinking. If they can utilize basic principles and design theories they pick up in classrooms and from sample works, they are in a position to make the ultimate choice

of how to present the information in an appealing manner.

Through a sharing of knowledge and ideas and a willingness to look at everything around them, I believe the students can further change our industry and the way it is perceived. When I started as a student I learned the paste-up process, but I quickly moved into the current digital age. Since that time I have seen changes every minute of every day. We live in a world filled with online Web sites, mobile devices, file sharing and social media. Getting today’s students to embrace and utilize these new technologies, while respecting our newspaper’s rich history will help them grow as individuals as well as bolster our industry. They have to constantly learn to evolve and adapt in every day life and incorporate that idea into their work to become successful. If we can embrace these ideas, I believe that we will continue to find ways to solidify our readership and bring in new revenue streams to combat the perceived decline of an industry, while at the same time create new and bright talent to be sent out into the working world.

Sincerely,

Greg MenkedickCreative Director/AdviserIndiana Daily Student812-855-6491gmenkedi@indiana.edu

January 21, 2010

CNBAM Awards Contest c/o Sara Judd, VP/Awards Washington University Student Media, Inc. 1 Brookings Drive Campus Box 1039 Saint Louis, MO 63130 Re: 5d-Professional/Advisor of the Year Dear Ms. Judd and Judging Committee, At the Indiana Daily Student the Creative and Advertising Departments work hand in hand. Greg Menkedick our Creative Director consistently goes above and beyond to help our advertising staff in many different aspects. As a member of our team he is not only a great leader for our student advertising executives but an extremely valuable resource for our department. In our weekly business meetings, attended by all the managers, Greg provides innovative ideas and is always prepared to meet challenges head on. Greg also meets with our advertising reps on a daily basis to help assist them not only in creative design but as a part of on-going training, sales pitches and provides constructive guidance. He is instrumental in providing our staff the resources we need to achieve our goals and be a successful advertising department.

As the Creative Director, Greg assists the advertising reps in developing attractive marketing campaigns to meet the client’s needs. He works closely with students to ensure that each advertising executive has explicit knowledge of the creative design process so our staff is prepared for any situation. He will regularly participate in advertising team meetings and monthly training meetings to lend a hand with new sales ideas we develop. He also came up with the idea to have student designers accompany advertising reps on client calls to offer further assistance and expertise. This was something we hadn’t practiced in the past and proved to be very successful in helping close with prospective clients.

At the beginning of the fall semester Greg was the one who identified the growth potential in our online sales. After the redesign of our website ad positions had been unclear and sales were down. As a team we agreed we needed to change our rates from a flat weekly, monthly, or semester cost to rates based from amount of impressions or CPM. Greg created an analysis of what we could charge as a special introductory rate that would ensure at the very least we would sustain our online sales, with the goal of increasing revenue. He was able to determine that in September we sold 256,000 impressions with an average CPM of $1.20. We also had 800,000 impressions from Google ads at $.90 CPM and 1,167,000 unsold impressions. The bottom line is our September, revenue was $2,105 and nearly 2/3 of our impressions were unsold.

page 2

With the feedback from the ad reps Greg and I developed a sales flyer with prices that reps could negotiate and give as big as a 50% discount from the listed price and still grow our revenue. With this discount we would still be above $1.20 per CPM, where we were in September. This was an innovative idea that we had never tried before. It gave the ad reps the freedom to set the price based on the specific client and their reaction to the sales presentation. This new approach was more successful than we could have hoped. It motivated reps, brought in a number of prospective clients and within two months we doubled our online revenue. In November we sold 1,302,000 impressions for $5,783 and our average CPM was over $4.00. My experience with Greg is that he is always available to provide support to our department. As an advertising manager I know that anything we need Greg will deliver.

Aside from the creative design aspect of Greg’s job he regularly will sit down with an ad rep to offer direction with sales pitches and presentations. While he supervises our creative design staff, not an hour goes by that he’s not in the advertising room working with our staff to offer support in some form. When an ad rep is close to making their monthly sales goal he frequently joins the brain storming session to push that rep the extra mile and surpass their goal. This semester, more than ever before, there has been a focus on creating new revenue generating products. Greg created a new sponsorship ad section around our online polls, an area no one else had even considered. He also was the one who pushed for video ads in online ad space. Within the first week the first video ad up had a click through rate was 10 times higher than their previous ad. When the advertising staff committed to a “sales blitz” of our online advertising Greg came to our training meeting to help provide clarity of our new system. After the meeting he offered to have each ad rep meet with him individually to create pitches for their prospective online clients. There is nothing Greg won’t do to help the advertising staff reach our goals and this why I am honored to submit this letter of nomination for him to be CNBAM’s Professional/Advisor of the Year.

Sincerely,

Adam Diskey Advertising Sales Manager

January 25, 2010

CNBAM Awards Contestc/o Sara Judd, VP/AwardsWashington, University Student Media, Inc.1 Brookings DriveCampus Box 1039Saint Louis, MO 63130

RE: 5d - Advisor of the year

Dear Ms. Judd and Judging Committee,

The Indiana Daily Student is a student-run organization comprised of students from a variety of locations and backgrounds. It is our mission to let the students be the focus and structure of our operations. However, without a firm foundation, the Indiana Daily Student would not be where it is today. The professional staff is our foundation. They support the students as experienced professionals who advise and aid in significant decisions. Additionally, they guide us in our pursuit of excellence in all aspects of student media. With a favorable set of guiding principles and an ongoing dedication to his staff, Greg Menkedick is a model adviser and an inspiration to future designers at the Indiana Daily Student.

I have worked at the Indiana Daily Student for over four years and have had the pleasure of working with Greg from the beginning. Because of this I have had the chance to get to know Greg and his professional methods very well. Right from the beginning Greg establishes professional relationships with all his new hires. He has a special way of easing designers into their new positions, making sure not to overwhelm them. His methods of training are modest and very effective. New hires are first paired with veteran employees with the purpose of learning the ins-and-outs of their position. After a couple of weeks when they have become comfortable with their new environment, Greg assigns the new employees to work on a specific weekly responsibility. These responsibilities usually consist of organizing and designing various directories and weekly publications. These training methods give the new staff a more comprehensive understanding of the various requirements of the creative department, but it also gives the new employees a feeling of purpose and indistinguishable value within our organization.

As a group we are pushed to be excellent designers. Greg does not believe in premature closure. He is always critiquing our work in a way that requires us to elaborate upon and evaluate our original ideas. Greg is a wonderful adviser, because he never works in absolutes. Instead he recommends multiple improvement options and helps stimulate alternative design channels. One method of doing this includes initiating team interaction and consultation. Bouncing ideas off one another is strongly encouraged within the design room and an excellent way to find inspiration.

Greg’s professional attitude is integrated into his relationships with other professional staff members. He is respected by the others in the building because of his passion for design and his loyalty to the Indiana Daily Student. In addition to this, his stance as a leader is an important asset to the Indiana Daily Student. Not only is Greg an adviser to our creative department, but he is also an adviser to the entire organization. Each week, as creative manager, I am permitted to attend the professional staff meetings, and Greg’s contribution to these meetings is invaluable. Greg’s comprehensive knowledge and experience make his input valid and respected in all areas of business discussions.

Much of Greg’s success as a professional and as an adviser can be contributed to his exceptional problem solving skills. These abilities go beyond rational thought, providing our creative staff with unique and satisfying solutions. The most impressive characteristic about Greg is that he will not quit until the problem is solved. His endless pursuit of knowledge and a focus on problem solving makes our creative staff as a whole a stronger unit. In addition to his emphasis on problem resolution, Greg always strives for perfection within himself and his design team. He has instilled in his creative staff this mindset. Regardless of the extent, Greg and the rest of the staff will take all measures to correct mistakes or imperfections. He has taught us to take pride in the Indiana Daily Student. On top of everything, he has educated us all about the importance of producing a quality product.

As creative director, Greg is given a very demanding workload. However, this never seems to affect his ability to successfully coach his staff and be a responsible and trustworthy adviser to the students. I speak on behalf of my fellow employees when I say that there is truly no substitute for what we have learned professionally during our experiences at the Indiana Daily Student. Much of that education can be credited to our adviser and his methods. As a leader, Greg always has his staffs’ best interests in mind, and I cannot think of a better role model for inspiring professionals. For these reasons, I believe Greg should be honored as the advisor of the year.

Sincerely,

Matt Simanski Creative ManagerIndiana Daily Student812-855-6491mjsimans@indiana.edu

January 26, 2010

CNBAM Contest Entry 5DProfessional/Advisor of the YearRE: Letter of recommendation for Greg Menkedick

The nationally recognized Indiana Daily Student employs approximately 200 students and 11 professional advisors. While attending Indiana University, our students produce a self-supporting newspaper five days a week that is read by more than 90% of the student body. The business staff is responsible for raising approximately $2 million through the efforts of our editorial, advertising, creative and marketing student teams working together. Greg Menkedick serves as our creative director and advisor for the advertising, design and marketing staffs. During his six years as a member of the professional staff, Greg has taken the lead in our expansion into the online realm of advertising and marketing.

While most of the professional staff struggled to find the time and energy to embrace the new wave of technological and communication changes, Greg does ongoing research and invests the time learning how to use the new tools. He mentors the marketing and creative student staffs on how to design for the Web and how to utilize social media. He was the driving force in putting together our marketing and sales materials for online advertising. After learning the sales staff did not feel comfortable selling online advertising, Greg led training sessions on interpreting online audience patterns and numbers. He has gone out on client calls to help close the deal. Finally, we are seeing some success in selling local advertisers on our Web site.

In order to make our Web site a more unified site, Greg has helped bridge the gap between the edi-torial staff and the business side. He prepares a monthly summary of online statistics for the entire staff which the organization has utilize in prioritizing projects. All of our online advertising direc-tories are being overhauled under his guidance. Greg is a positive role model for our student staff. His work ethic, attention to detail and willingness to tackle whatever task is necessary contributes to our ongoing success. Expansion on Facebook and advertisements on Twitter are his latest charg-es.

Having worked on the advertising design staff as a student, Greg has great empathy for the students he now mentors. He understand their frustration in having the raw concepts but not the computer knowledge necessary to execute their design vision. He has invested in himself and the organiza-tion by striving to stay abreast of the evolving technology and means of communication and then turning around to share his knowledge with our students and professional staff. It is with pleasure that I recommend Greg Menkedick for the CNBAM professional/advisor of the year.

Sincerely,

Rachel M. KnobleAssistant Director/Operations IU Student Media(812)856-5875 rknoble@indiana.edu

December 2009 Web Statistics – Changes and Trends idsnews.com The total number of pages being visited this month in comparison to the same month last year saw an increase of nearly 80% or more than 246,000 page visits. This marks the sixth increase in the last thirteen months. It is also the fifth month in a row to see an increase, which will hopefully carry throughout the coming month and semester. Unique Users For the fifth straight month, as opposed the previous twelve months, idsnews.com saw unique users increase in comparison to last year. We have continued to exceed 200,000 unique users for four consecutive months. Traffic We continue to see increases in local traffic. This month local users were up approximately 27,500 local users over last year. This is the fourth large jump in as many months.

Bloomington 08 = 23.95% or 25,755 U. users vs. Bloomington 09 = 26.25% or 53,145 U. users Day Statistics We are at 4 min. 47 sec. during this month. This has rebounded from the previous month. Benchmark data from Google shows newspapers of similar size average 4 min. 50 sec. per visit.

Year Visits Growth 2009 557,585 79.16% 2008 311,224

Unique Users Year Number Growth 2009 202,456 88.27% 2008 107,536

Traffic Patterns % Coming

From % Coming

From % Coming

from Bloomington Indy Indiana

26.25 5.76 46.59

Most Avg. Time Viewed Per Visit

Day 2nd, 467,784 4 min 47 sec

Web Statistics for the News Room The feature statistics can be read as follows. A visit is each time a user actually visits a feature or an entire photo album. A view is each time a user views different pages/photos within that feature/photo album. Views Visits

*All the sports blogs have seen a drop in numbers, due to the introduction of HoosierHype last semester. So far the impact of HoosierHype has been unable to receive the numbers that the Basketblog used to achieve, nor the number of comments. Previous sports blogs continue to see traffic, due to the numerous redirects in place. Other non-sports related traffic held steady or saw minor decreases due to lack of traffic and content over the winter break. Weekend Watchers continues to see large amounts of traffic, leading the way for our non-sports blogs.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

HoosierHype Basketblog UndertheRock Blog Sample Gates Blog Multimedia Live Buzz Weekend Watchers Mobile Web Story: IU Junio Phi Psi member dies… Story: IU fans …. Challenge … Calipari Story: Hoosiers can’t keep up w/ Kentucky... Story: Glass answers question on Freitag… Story: IU professor fatally stabbed… Story: Fans show support, yell profanity… Story: Sex and the City 101 (written 2002)

175,423 49,579 27,101 46,608 10,366 52,369

127,349 26,294

7,882 6,716 4,526 4,379 3,830 3,769 3,637

48,209 18,379

3,630 10,533

5,735 19,814 44,747

9,356

6,984 6,467 4,267 4,033 3,553 3,528 3,503

IDS Local Online Advertising 09-10I N D I A N A D A I L Y S T U D E N T

Imagine that your advertising was visible 24 hours a day and seven days a week.

By placing your ad online with idsnews.com, you reach students, their families, IU sports fans, alumni, faculty, staff and Bloomington residents. Online advertising helps round out your marketing mix for the extended IU community.

Ernie Pyle Hall 120 • 940 E. Seventh St. • (812) 855-0763 • fax (812) 855-8009ads@idsnews.com • www.idsnews.com

Friends, family members and visitors to IU and Bloomington generate more than $258 million in spending annually. Make sure your online ad is available for them to see before they hit town.

Online Ad Specifications

Monthly page views - more than 5.6 millionDaily visits - more than 13,000Monthly unique visitors - more than 140,000 • More than 41,000 Bloomington visitors • More than 73,000 Indiana visitors

• All files should be sent to the IDS in .gif, .jpg or .swf file formats.

• When using an animated .swf file, we will need the original .fla file. We will add code to the file that will be used for linking and tracking your ad.

• Contact your account executive or e-mail ads@idsnews.com for more details.

• All files should be no larger than 100 K.

I N D I A N A D A I L Y S T U D E N T

Call or e-mail for more information and to reserve space.

10,000

25,000

50,000

75,000

100,000

Page views Cost CPM

Medium Rectangle and Skyscraper

$110

$175

$200

$250

$300

$11.00

$7.00

$4.00

$3.33

$3.00

Ernie Pyle Hall 120 • 940 E. Seventh St. • (812) 855-0763 • fax (812) 855-8009ads@idsnews.com • www.idsnews.com

10,000

25,000

50,000

75,000

100,000

Page views

Horizontal Banner and Skybox Button

Cost CPM

$100

$125

$150

$175

$200

$10.00

$5.00

$3.00

$2.33

$2.00

10,000

25,000

50,000

75,000

100,000

Page views

Wide Nested Skyscraper

Cost CPM

$120

$200

$250

$350

$400

$12.00

$8.00

$5.00

$4.66

$4.00

Prices starting as low as

$2 CPMThis costs as little as

1 cent per every 5 userswho view your ad.

Offers and prices listed above are good through any contracts

signed by Dec. 31, 2009.

I N D I A N A D A I L Y S T U D E N T

Ernie Pyle Hall 120 • 940 E. Seventh St. • (812) 855-0763 • fax (812) 855-8009ads@idsnews.com • www.idsnews.com

Medium Rectangle (MR) = 300x250 pxHorizontal Banner Top (HBT) = 468x60 px

Horizontal Banner Bottom (HBB) = 468x60 pxSkyscraper (S) = 120x600 px

Wide Nested Skyscraper (WNS) = 160x600 pxSkybox Button Left (SL) = 120x90 px

Skybox Button Right (SR) = 120x90 px

Ask about placement preferencewithin certain sections of idsnews.com.

(See back for details.)

Ad positions may vary,depending on the page

and section.

(MR)

(WNS)

(S)

(HBT)

(SL) (SR)

(MR)

(S)

(HBT)

(HBB)

(SL) (SR)

I N D I A N A D A I L Y S T U D E N T

Ernie Pyle Hall 120 • 940 E. Seventh St. • (812) 855-0763 • fax (812) 855-8009ads@idsnews.com • www.idsnews.com

Who’s your target audience?

Online targeting by audience can be achieved by selecting a specific section – just like you would for print ads. Run-of-site ads, which appear on all pages of the Web site, are great if you want to reach a broad audience.

For the new audience you’re trying to reach and for the current audience you’re trying to retain, online advertising can help.

About UsAdvertising InformationArtsBusinessBusiness DirectoryCampusCity & StateClassifiedsDining SceneHappenings CalendarHealth DirectoryHoosier Hype BlogHousing GuideINSIDE

Little 500Live Buzz BlogMultimediaNation & WorldNews (Front Page)OpinionOrienterReligious DirectorySearch ResultsSportsStory PagesThe Sample Gates BlogWEEKENDWeekend Watchers Blog

(New sections are constantly available. Please ask for updates to these listings.)

Choose as many or as few as you like to create your own custom campaign.

S A L E S E X E C U T I V E S O N L Y

* If you take 50% off a Price, the CPM drops by 50%and the 1¢ buying power doubles.

(ex. $4 is now $2 and 1¢ = 2.5 users is now 1¢ = 5 users)

10,000

25,000

50,000

75,000

100,000

Page views Cost CPM

Medium Rectangle and Skyscraper

$110

$175

$200

$250

$300

$11.00

$7.00

$4.00

$3.33

$3.00

Ernie Pyle Hall 120 • 940 E. Seventh St. • (812) 855-0763 • fax (812) 855-8009ads@idsnews.com • www.idsnews.com

10,000

25,000

50,000

75,000

100,000

Page views

Horizontal Banner and Skybox Button

Cost CPM

$100

$125

$150

$175

$200

$10.00

$5.00

$3.00

$2.33

$2.00

10,000

25,000

50,000

75,000

100,000

Page views

Wide Nested Skyscraper

Cost CPM

$120

$200

$250

$350

$400

$12.00

$8.00

$5.00

$4.66

$4.00

You can go as low as

50% offAnd any ads above the linecan go for as little as $50.

1¢ = .9 users

1¢ = 1.4 users

1¢ = 2.5 users

1¢ = 3 users

1¢ = 3.3 users

1¢ = 1 users

1¢ = 2 users

1¢ = 3.3 users

1¢ = 4.3 users

1¢ = 5 users

1¢ = .8 users

1¢ = 1.25 users

1¢ = 2 users

1¢ = 2.1 users

1¢ = 2.5 users

Sales Only

Sales Only

Sales Only

Offers and prices listed above are good through any contracts signed by Dec. 31, 2009.

January 14, 2010 Dear CNBAM judges: Jon Schlitt is an adjective. Actually, he’s a string of adjectives. Enthusiastic. Energetic. Encouraging. Eager. Ethical. Earnest. And those are just some I use that begin with “e.” There’s amiable, bright, conscientious, determined, and … Well, you get the idea. I’m a fan. It’s why I hired him – on the second opportunity after passing on the first. Interestingly (from my point of view, at least), Jon was one of my first students in my first semester of teaching when I traded the newsroom for the classroom in 1996. For 34 years I was a reporter, editor and news executive with news organizations here and overseas, including the Associated Press and, for almost 20 years, The New York Times Co. As his professor in an introductory news reporting class, I recognized that news likely was not the path that Jon should be following. All those adjectives I’ve used above are good for newsies, but he just didn’t “want” it. To his credit, he saw that, too, and switched his direction to something he did want. Eight years after our first encounter, Jon shows up again, this time as an alumnus of both the KU journalism school and The University Daily Kansan. Jon was working an ad rep with the Kansas City Star applying for the open position of sales and marketing adviser at the Kansan. I passed on Jon, not because he wouldn’t have been good – he showed many of the same qualities that I’ve always admired in him – but because of his lack of management experience compared to the successful candidate. Three years later, and here comes Jon again, applying for the same position (after moving to Fort Collins, Colo., and moving into management). This time, Jon was the clear choice in a highly competitive field. And he has excelled. When he came, the Kansan had been in a slump of sorts, mostly because of the sluggish economy that enveloped us all. Jon generated an excitement in the staff that saw the numbers turn from reddish to black. But that’s not why Jon should get this award. Jon should get it because of “how” he does it. First, it relates to his tenacity in seeking out a job – his current job as sales and marketing adviser to the Kansan – that paid less than the one he was holding. Jon literally loves the Kansan, and it’s that loyalty – to the institution and the cause – that is part of his success. He does it for the students so that they will benefit from the experience as much as he did. He is patient, but tough. He listens, then offers advice, usually in the form of options to allow the students to come to the best decision. That approach most often brings about the desired results, but offers them the opportunity to make the necessary decision. It also builds confidence. Nevertheless, when the occasion demands, Jon also knows when he has to turn on his “gruff” mode and paint a crystal-clear picture of what’s right and what’s wrong.

All this points to a person who does what he needs to do to make it work, and always to the benefit of the student. Beyond the daily trials and tribulations of selling, Jon also has them looking beyond the present. He spurs them to innovate – in their approaches to selling and everything else. And Jon does it in a way that, even when it’s his idea, he ensures that the students, through his patience, persistence and gentle persuasion, think it was their own initiative. That, too, builds confidence. More importantly, it encourages even more innovation because they know that their ideas will not only be heard, but will most often become reality. For example, with signs that readership was lagging, we recognized that we needed to interact with our audience, particularly newcomers, better. Jon’s idea was to reach incoming freshman more aggressively to implant “the Kansan” into their minds as a valued part of their KU experience in their freshman years and beyond. He could have simply insisted that a plan be devised to accomplish the obvious goal. Instead, he gently lead the student leadership through a discussion of the problem and appropriate answers to it. In the end, the students were enthusiastic and creative to the approach because they took ownership of “their” idea, of “their” solution. And it’s met with great success. From that, more ideas, truly theirs, have sprung from that well, and they come because of Jon’s leadership style. Jon’s purpose to all this is singular: make them better, at what they do and who the are, as sales people, as managers, as students, and as persons. At the Kansan, as with all student-run publications, we face the difficult challenge of balancing two missions: making our numbers to ensure the ability to do what needs to be done in a highly competitive environment, and providing a meaningful learning experience. Jon balances those perfectly by allowing his charges to chart the path with his quiet, but persistent presence. And while more often than not, they succeed, he often allows them to fail, if that best serves the student. He knows that they learn from their successes, but a occasional failed effort is also a good teacher. Jon is a leader who leads most often without giving the impression of leading. That is the true jewel in his crown. It is for these reasons and many others that I offer my most enthusiastic endorsement of Jon for this recognition. And I’m quite willing, if necessary, to offer more adjectives and examples in support of this effort. Respectfully, Malcolm Gibson Journalism and African Studies General Manager and News Adviser The University Daily Kansan

Dear CNBAM Judges, I am writing to you in support of Jon Schlitt and in the recommendation of him as recipient of Advisor of the Year. In the past calendar year, the University Daily Kansan has been a top-notch organization to be a part of and work for. The guidance and leadership of Jon as advisor of the Kansan Sales and Advertising department has been the main catalyst in that success. A constant and calming presence in our office everyday, Jon has been a tremendous role model for a group of college students looking to better themselves and the Kansan on a daily basis. The relationships that Jon has forged with the students on the Kansan staff are remarkable. Everyone has tremendous respect for what Jon does on a daily basis and for his ability to seamlessly work and co-exist with students. Every student at the Kansan needs to be handled and advised differently when it comes to their job and the client they are working with. Jon takes the time to learn about each salespersons clients and how he can best help them with the issues they face. Because Jon is a former Kansan employee during his time as a student at KU, his ability to draw on his own experiences working with Lawrence businesses is comforting when getting valuable advice from him. Not only is his relationship with students on staff healthy, but he maintains a strong association with his colleagues in the journalism school and on the Kansan board as well. I had the pleasure of being business manager of the Summer Kansan this past year, and was able to partake in Kansan board meetings. His professionalism and ability to effectively communicate with his peers is something I noticed and was very impressed with. One of the most striking aspects of Jon’s ability to rally his management team was through his innovate approach during manager’s training before each semester. He brings enthusiasm and interesting examples of good and bad management from history and his own experiences. By the end of manager’s training, he had equipped his team with the inspiration and tools to move into staff training resulting in a strong and positive start to each semester. Always a fan of incorporating sports analogies into his management philosophy, he keeps his message fresh and entertaining. As an avid sports fan along with others on staff we really appreciate that. Jon’s conduct and presence in the office produces a very comforting feeling for our staff. He is a constant presence in the office and he really takes the time to interact with us as students to see how we are doing. It does not always have to be work related, but I know he is a true role model for others and myself on staff. His attitude is always positive and upbeat. He comes into the office looking to see how he can help those he advises, and is willing to take the time to brainstorm ideas on how sales reps can be successful with their clients. The thing that fascinates me most about Jon is his ability to provide an answer or solution to nearly every question or issue a student comes to him with. Its reassuring to know that if a problem arises or something is not going well, Jon will have an answer or will find a way to fix it. Not many students at KU have that experience and outlet to overcome obstacles they are facing on a daily basis. We at the Kansan are truly fortunate to have that veteran leadership and direction needed to make us the fantastic publication that we are.

While the Kansan is a fabulous newspaper to work for, we do have our fair share of hardships just like any other organizations. Jon has approached any challenge that has been thrown our way with a clear mind and open heart. Instead of panicking or jumping to conclusions, Jon identifies the problem and then asks the question, “How are we going to solve this problem?” He also always assures us that everything will be fine and that it will not be a permanent situation. It is a fact that some college students can be quick to point fingers and make assumptions before the entire issue is examined. Jon is a nice mediator when solving problems with students because he does not actually solve them; he sets students up for success and provides the tools needed for them to overcome obstacles on their own. This will go a long way later in life for students who might not be so fortunate to be in a situation where they have a manager or advisor that is as good at their job as Jon. Simply put, Jon is an incredible advisor and thinker who is always pushing the envelope when it comes to empowering the students he works for at the University Daily Kansan. His commitment to excellence is second to none, and he truly has a vested interest in the success of the Kansan but more so in the progression of its employees. Jon has had a lot of success in his short time at the Kansan. Much of that can be attributed to his strong work ethic for what he does at the newspaper. It can also be credited to his ability to inspire and challenge others around him. I heartily endorse him for Advisor of the Year, and I hope my sentiments are echoed in your decision. Sincerely, Todd Brown Marketing Manager University Daily Kansan

I, Lauren Bloodgood, would like to formally nominate Jon Schlitt as the recipient of CNBAM’s 2010 Advisor of the Year Award. I believe it is only fair that I start this letter of recommendation by saying that Jon Schlitt never even intended to send an entry for this particular nomination." It was only after serious convincing from multiple individuals, which he finally allowed himself to be nominated for such a prestigious award. There ceases to exist a single professor or faculty member that gives the time availability which Jon gives to his students. While the page limit does not allow me to explain Jon's immediate greatness, I will attempt to explain why our staff feels he is the most deserving of Advisor of the Year. Jon first proves to be worthy of this great honor by always exercising his open-door policy. While I am sure that most advisors can claim to have this same cliché policy, Jon takes the philosophy to a new level. He literally cancels and/or puts meetings on hold (including those with CNBAM officials), to make time for all Kansan staff members. When he makes time for his students, his exact motto refers to the expertise of flying a plane: "You can either wait until the plane crashes and ask: 'what happened,' or try and stop the plane from crashing by asking, 'what can we do to keep this plane from going down?'" It is this simple philosophy that has kept the Kansan focused, and quite successful, for the last three years while he has been our advisor. In these past years, he has contributed more positive construction than any other Journalism professor or faculty member ever could. It was Jon who decided that certification (our one-day process of initiating sales representatives into the field of selling), should be divided up into two separate days in order to ensure complete understanding of the sales process. He attempted to make many small changes to a training system that had been in place for many years, in order to create a significant change during a stressful economic time. In addition to his ideas for an extended sales training program, he has continuously brainstormed with the past two business managers in order to contemplate ideas for the future of the Kansan. One such idea includes our now annual, "Search for the Shirt," contest. It encourages all KU students to submit and vote on various student-submitted slogans that will be chosen to be printed on a T-Shirt available at the KU Bookstores. This T-Shirt idea was only made possible by the creative environment that Jon constantly creates for our students. Another example of this is creative environment is,”Free Pizza Fridays." Fridays, which proved to be the worst selling days for our reps, turned into "Free Pizza Fridays," when we all gathered for a free pizza staff lunch to talk about everyone's selling obstacles and objectives. It proved to be a definite method of setting a fire beneath sales reps. After the institution of this idea, the turnout of students on Fridays was up more than 50 percent and initiative for Tuesday Run of Press sales immediately showed a strong reflection. Free Pizza Fridays was not just one of Jon's fluke ideas, however. He always maintains a positive attitude by motivating the Kansan staff on a weekly basis. At weekly meetings, Jon finds an inspirational story that parallels our current selling situation and invigorates the staff to surpass even the highest of expectations. But speaking of surpassing expectations, this is Jon's specialty. As he often admits, "This simply falls under the five percent of my job title that is not in the description." What he means by this, is that when a sales manager's car stalls in the snow, his duty to help her falls under the "five percent duty that is unexplained in the job description." The intense aiding of a business manager (myself), throughout an entire semester is even more impressive. July 8th, 2009 is the day my boyfriend of almost three years passed away, which was just a month before I took the role of Business Manager at the Kansan. Obviously, Jon took on a leadership role that I could

not appropriately fulfill and did so with more inspiration and excitement than I ever could have, despite all my hardships. During a semester of intense emotional breakdowns, Jon went beyond his duties by always acting as a safe zone and allowing me to come into his office during any bad day or breakdown I had (always to prevent the staff from seeing, but also to comfort me). Jon may not mention his incredible efforts of aiding me through such an intensely difficult semester to avoid any personal recognition or credit for being the wonderful advisor he is. However, it is indeed necessary to give him such praise, as I probably would not have been able to assume the role of business manager without Jon’s help and guidance. Along with my darker days, however, Jon has also helped me to enjoy the better ones by teaching me the extraordinary benefits of working on the Kansan. In only three years' time, he helped students cultivate their ideas to initiate at least one project each semester. From, our National Championship Magazine, 110 Years of Basketball, installation of our Kansan Sales Web Site, modifying our "yearbook, to the 'Jayhawker,' the installation of the first issue of the Wave, to helping us outsource such products to printing companies that are much more cost-effective for our student-run organization, Jon has helped students ideas become realities. One of the most important features Jon recognizes in the Kansan and its incredible students is the passion and effort they put forth. The University Daily Kansan is a completely student-run organization and likewise, Jon Schlitt respects this. While he guides from his impressive resume of sales experience, he allows students to learn from their successes, but especially from their failures in order to become remarkable sales representatives which will not only treat local Lawrence businesses with class and respect, but will proceed to become the most successful executives in our future's advertising world. For most, the word "legacy," is considered to be the ultimate cliché. However, Jon Schlitt simply defines the word and as a result, his legacy, from product, all the way to philosophy, will last much longer than I can ever explain or imagine.

Sincerely,

Lauren Bloodgood

Business Manager

The University Daily Kansan

Jon Schlitt –Professional Advisor of the Year – 2009 - The University Daily Kansan – Advising Philosophy

In the Spring of 1997 I was a student at The University of Kansas sitting in a class called “Elements of Advertising”. At the time I was unsure about what exactly it was that I wanted to do with my future as I was trying to decide if I wanted to go into editorial, advertising or in the worst case pursue a career in the food services industry. The student business manager of The University Daily Kansan entered the classroom and urged all of us in the class to apply for the advertising staff on the upcoming Fall semester. I applied, was hired on and thus began quite frankly the most fulfilling experience of my college life. For the next six semesters my life and career path were given direction and focus by my fellow students on the paper, but more importantly by The Kansan’s sales and marketing advisor. I learned how to organize my time, how to create effective ad campaigns for clients, how to sell those campaigns and how to manage sales teams of my own. It was experience that was invaluable to me after graduation as I was able to work at The Kansas City Star for four years and then two years as a manager for Gannett in Fort Collins, Colorado. In the Summer of 2007 I was approached to take over as Sales and Marketing Advisor at The Kansan. It was an opportunity that I eagerly jumped at as I wanted to come back and make sure that other students would be able to realize opportunities of their own and in the process keep The Kansan as strong as possible. It is this passion for both the students and the paper that drives me every single day in my job.

The Kansan has been in existence since 1904 and in all that time been known as a student-run newspaper.

Students determine both the advertising and the editorial content of the newspaper as well as the hiring of all staff. As a student this was the same environment that I learned in and as advisor it’s an environment I’m determined to keep prosperous. I do not determine what is acceptable content in the advertising, I do not determine who is hired and fired, I do not order the students around as if I am the ad director. Instead I view my role with the students as being a partner, peer and of course advisor in the day to day operation of the paper. Rather than order the students around I work to make both themselves and the paper better.

I think one of the simplest analogies I could use to describe my philosophy on advising is that of flying a

plane. The Kansan itself is an airplane on a journey towards achieving goal. The students as the pilot of that plane may lose control from time to time and the plane may then start to fall into a descent that could threaten to do some damage to both the plane and the passengers onboard. What I oftentimes do then is jump in and help steady the plane and through training and guidance teach them how to fly the plane better and steadier for next time rather than just let the plane crash and be destroyed. If there are obstacles ahead of them that may present challenges I point them out in advance and teach them how to navigate past them so that they can be as successful as possible in their journey. From time to time they will make mistakes but they are never critical mistakes and when these mistakes happen I do all I can to help them learn from them and be better prepared for next time.

From day one that a student starts working on the paper I let them know that my door is open to them at

any time. If a student has a problem figuring out the product mix for their advertiser they know that they can come and talk with me and we’ll brainstorm solutions. If a student manager needs help figuring out how to better manage and motivate one of their account executives they know that they can come and speak with me and I’ll share my own experiences to help them with their own account executives. If a student needs help finding a job in the future they know they can come and speak with me and I’ll help them with their resume but also use my network of contacts to help them get an interview. Sometimes that open door policy extends beyond school and The Kansan as students may have a problem in their personal life, with their family, or in a personal relationship. In all of these cases I always make a point to stop what I’m doing, ignore my phone and e-mail and instead give the student the time and attention that they need to solve their problem. I relate my own experiences as both a student and as a professional so that I can give them guidance but also show them that I’ve faced some of these same obstacles in the past and found ways to overcome them. Not only does this help give them direction but a feeling that the challenge in front of them is not insurmountable.

This job is also a constant learning process for myself as well. From August of 2007 through the December

of 2008 we had enjoyed a tremendous streak of success here at The Kansan hitting goal consistently month after month. The Spring of 2009 however was a great challenge as we felt the impact of nearly $36 million in budget cut-backs throughout the University as well as the effects of a down economy. We came short of achieving our revenue

goals for the Spring so for the Summer I rolled my sleeves up, thought hard about what we needed to do differently and worked hand in hand with the Summer ad staff to put us back in the right direction. I challenged them to think about why we had fallen short for the Spring in terms of both our products but also through our chemistry as a staff. Together we were able to brainstorm new revenue opportunities for the summer as well as new ways to market the product as well. But of almost equal importance was the fact that we talked about how we needed to work better as a group and respect each other better. They responded admirably finishing at 133% to goal for the Summer. This momentum continued into the Fall where despite the aforementioned challenges of cutbacks and the economy as a staff we were able to hit budget for the semester.

I try to make all of these achievements possible by encouraging an atmosphere of innovation at The

Kansan. When an account executive or a manager comes to me with a problem we of course discuss the time-honored solutions to those problems but I also work with them to think differently then we’ve ever done before. In the past when we saw our readership begin to slip we would just run more house ads encouraging people to pick up the paper each day. This year though we made a concentrated effort to reach incoming freshmen through branding campaigns centered around merchandise and flyers at our racks across campus and were rewarded by seeing our readership remain steady as well as finding that 86% of freshmen were reading us at least once a week and hopefully for the next four to five years that they are in school as well. I challenged the students to combat declining revenues on Fridays and they responded by creating a new weekly sports publication called “The Wave” which brought in nearly $33,000 in incremental revenue. This also gave the paper greater visibility through added distribution to football fans each Saturday just outside the football stadium allowing The Kansan to start to reach businesses that were looking for an older demographic in addition to the student market. Not only have these innovations helped us achieve budget now but have better positioned us for the future as well.

The innovations that I just discussed are part of something I encourage constantly with the students. In

order to try to keep the paper as healthy as possible not only for the present but for the future as well I urge the students to develop at minimum one new big idea for each semester. For the Fall the new ideas were The Wave and targeted marketing towards freshmen. As I type this we are introducing an on-campus marketing force composed of five interns who will be tasked with branding our paper daily through guerilla marketing to keep our readership levels healthy.

When The Kansan does well many at the journalism school are quick to shower me with praise and compliments which I am always quick to deflect, instead pointing out that the praise should go to the students who are the ones who sell and design the ads every day. The flip side of that coin is that when The Kansan struggles I look inside myself to figure out what I myself can do better to help train the staff as best possible, to help them recognize and develop new products that will help them reach new revenue opportunities. If I feel that a student manager is struggling I will never call them out in public or behind their back but will instead call them into my office and suggest how I think they can improve at their job. If I feel frustrated at our paper’s performance at times I never let it show to the students but instead keep the most positive face I can on and work with the students on ways that we can work through the problems we face. If they need a bit of extra motivation I take a moment at the weekly staff meeting to give them a speech trying to find some sort of analogy that relates to Kansas basketball as that is something they universally seem to recognize and respond to. As I hope you can see this is a job that I have absolute passion for. Every day when I am here I am driven to make sure that the students learn as much and are as successful as they can be so that they have the same opportunities available to them upon graduation that were available to me when I was a student. To watch them grow from raw account executives into the future leaders of our industry is amazing to witness and to participate in. I can truly say that having this job for the last three years and being able to give back to The Kansan has been the greatest thing that I have ever done with my life. It would be a great honor to receive this prestigious award, not just for myself but for the students whose hard work each day continues to fuel my passion for this job.

Jonathan A. Schlitt 3700 Clinton Parkway, Apt. 212 • Lawrence, KS. 66047 • (785) 766-6283

E-mail: jschlitt@kansan.com

PROFESSIONAL EXPERIENCE

The University Daily Kansan, Lawrence, KS. 8/07 to present Sales and Marketing Advisor

• Advise forty college students per semester • Worked with students to increase circulation by 4% and reduce return rates on daily paper by

56% • Worked with students to increase revenue by $177,607 (116%) in first year. • Worked with students to launch new on-line merchandise web-site (www.kansansales.com)

leading to $65,000 in incremental revenue. Fort Collins Coloradoan, Fort Collins, CO 5/05 to 8/07 Retail Sales Supervisor

• Directly managed team of 10 account executives that were responsible for revenues of $4.2 million annually

• Increased revenue on key accounts category by $133,000 in first year. • Increased on-line and non-daily billings by 42% per month for team. • Helped to create new sections and revenue initiatives that led to incremental revenue increases of

over $200,000 since implementation. • Oversaw training for all incoming account executives

The Kansas City Star, Kansas City, MO 9/01 to 5/05 Retail Account Executive

• Responsible for $500,000 annual retail territory in Grandview, Red Bridge and Martin City areas Developed inactive accounts as well as maintaining and improving revenues on existing accounts to increase revenue annually. Increased revenue by minimum of 12% from 2002-2004 and by $90,000 in 2003.

• Served as City neighborhood news supervisor. Acted as liaison between editorial and advertising. Oversaw sales of ten account executives into this weekly section.

• Helped to create new “Grow” section for Yard and Garden accounts to replace previous Yard and Garden section. Led to an overall revenue increase of $61,500 for the section.

• Implemented SWOT program for City retail district to help combat overall declining revenues for district.

The University Daily Kansan 8/97 to 7/00 Account Executive

• Held numerous positions including two semesters as National Advertising Manager, two semesters as Retail Zone Manager and Sales Manager.

• Sold advertising to companies including Coca-Cola, The Los Angeles Lakers and Mastercraft. • Supervised on two separate semesters a team of five retail account executives as retail zone

manager.

EDUCATION University of Kansas, Lawrence, KS

• B.A., Journalism, Advertising Emphasis (Graduated: Spring 2001)

Jon Schlitt – Professional Advisor of the Year - Job Description

My job really begins during training. I work with the student managers in manager’s training for over a day

and a half to help them learn how to be as successful as possible. For many of them this will be their first time managing anyone directly so I pass along my experiences to them from both as a student manager and also from managing at Gannett. I help our student zone managers learn how to grow and teach their people through various exercises. They learn how to help their reps achieve goal by looking at mock client lists with revenue obstacles that I present to them. I have the student managers go through exercises where they teach me and the rest of their fellow managers how to do various things such as sell a special section, a new client, etc. These are skills that they will have to pass along to their reps so they must practice it from day one. One of my big themes with the manager is that our job is to get a person from point A (little to no experience, unsure of their abilities) to point B (experienced, skills sharpened, confident in their future).

In addition to training the management staff I work with all of the students throughout the week of training

every new semester. During this time I teach sessions such as “Selling in a Down Economy”, “Professionalism and Ethics” as well as having the new reps mock-sell to me during certification. Throughout all of these sessions I relate my own experiences as both a student and as a professional to better help prepare them for the experiences that lie ahead for them. My job continues into the semester after training as I do weekly one on ones with the student business manager and student sales manager. In these meetings we review the progress of both our sales but our staff as well. If an account executive appears to be struggling I talk with these student managers and look at the areas where these reps are struggling and we work to develop strategies that will help these reps overcome the obstacles that are in front of them. In doing this I call upon my own experiences in managing and developing my people at Gannett while at the same time keeping in mind the student perspective. Just because a certain tactic worked at Gannett doesn’t mean it will work on the collegiate level so the student managers and I discuss and find the best possible way to grow the account executives. I make myself available to students at all times to lend them advice and guidance as they need it. I also try to conduct on-going training throughout the semester. At least one Friday a month The Kansan holds “Free Pizza Fridays” where the staff gathers in the ad room for a free meal. I lead the staff through a discussion on selected problem clients so that as a group they can brainstorm solutions, discuss problems they are having with similar clients and as a group learn how to overcome their individual obstacles better. To also help with on-going training I encourage the student account executives to take me on clients calls with them. During these calls I try to observe more than anything else but am happy to chime in if needed. After the call though I always pull the account executive aside to give them some “curbside coaching”, pointing out what they did well, discuss areas for improvement and how to get there. I also try to conduct on-going training in more informal ways as well. After having the previously discussed one-one ones with the student business manager and sales manager I may often hear of certain areas that the staff may need to have there skills sharpened in. I make these a part of a speech that I often give at weekly staff meetings. In addition to attempting to motivate them I point out these areas for improvement and my own personal tips on how to improve.

Summer 2009 Kansan budget vs. final performance Month Budget Actual June 16277 21117 July 34051 45957 Back to School 45000 53500 Total 95328 120574

I worked hand in hand with the Summer Kansan managers and ad staff to reverse a downward trend after the Spring of 2009. Through new product innovations and better staff chemistry they finished the Summer at $25,246 over budget or 126%. Fall 2009 Kansan budget vs. final performance Month Actual Budget August 90,947 93349 September 112498.08 105700 October 122575.59 116497 November 90,066.60 99287 December 52479.97 51230 Total 4685567.24 466063

For the Fall I was able to work with the students to successfully achieve budget despite the numerous obstacles facing them including $36 million in state cut-backs to The University of Kansas which affected almost all of our campus advertisers.

The Kansan was facing a problem in that our Friday revenue was lagging significantly and our sales reps were having a hard time getting accounts enthused about purchasing advertising related to football. Through working together with the students we developed “The Wave”. This weekly sports product acted as a football preview in the Fall and was aided by added distribution of over 1,000 extra copies every home game day as Kansan students handed it out to fans passing through on their way to each week’s home football game. The section generated over $32,000 in incremental revenue and turned Friday from The Kansan’s lowest performing day of the week to it second highest for the Fall. The added distribution to fans who were not students also helped open new categories of revenue for the paper as The Kansan could now reach businesses looking to reach non-students as well as students. The section is now being published every Monday in the Spring as a weekly look at KU sports in general.

Kodi Wilson Appendix

JOB DESCRIPTION PRODUCTIVITY RECORDS EXAMPLES OF WORK ADDITIONAL INFO RESUME

JOB DESCRIPTION

Supervise student advertising/underwriting reps and managers

Advise student advertising/underwriting reps and managers in all aspects of sales, customer service, advertising/underwriting development, media design and production, and inter-office communication.

Act as a motivator and professional role model

Regularly conduct written/oral evaluations of each student employee in advertising/underwriting area

Regularly accompany reps on calls to assess their development and conduct training

Conduct regular training sessions both in-house and using advertising faculty and professionals to assure consistent learning opportunities for reps in all areas of advertising/underwriting. Specifically, you should cover ethics, legal and personnel issues.

Personally approve all KLSU underwriting to be sure it meets all FCC and legal requirements

Regularly critique the quality of ads and underwriting.

Regularly assess and improve communication.

Work with advisers and student managers of content units to assure quality work, good communication and resolve any issues.

Develop and monitor budget with the assistance of the Business Manager.

Set policies for advertising/underwriting

Meet regularly with student managers.

Counsel student staff in career development, motivation and professional relationships.

Handle advertiser complaints.

Develop and regularly update rate cards, policy manuals, and sales manuals.

PRODUCTIVITY RECORDS My first year as an advisor, Hurricane Katrina devastated our area, impacting the lives and livelihoods of students and their parents. We did see revenue losses that first year, however, they were not as deep as many of us expected. Since that time, I’ve never looked back… I’ve managed to exceed the highest sales revenues in the history of the department for three years running, demonstrating personal and mentoring capabilities in sales and management during a local post-disaster recovery of another local hurricane (Gustav, leaving Baton Rouge without power for six weeks) and a one of the nation’s biggest recessions impacting our economy. I’ve overcome these economic challenges. In 06-07 we beat our previous revenue record by $20,000, which was $112,000 over the 05-06 year of Katrina. 07-08 saw yet another record, increasing $86,000 over 06-07. And 08-09 surpassed yet another record, with an increase of $145,000 over 07-08, in a year when most college media groups saw tremendous losses, and many professional media groups dealt with major losses and mass lay-offs. Just to have a real comparison, and not attribute any increases to a rate increase, 07-08 was up over 8600 column inches over the previous year, and 08-09 showed an increase of 4766 column inches over 07-08.

I have lead my staff from winning 2 or 3 state awards a year prior to my arrival at Student Media, to dominating the state competition winning 14 of 19 awards in the advertising category, and our dean won’t even let us enter the state competition anymore. Regionally, we went from zero regional awards, to 2 our first year and 8 our most recent year of competing in the SUN regional awards contest. Nationally, we went from one honorable mention before I arrived, to nearly 8 national awards a year, including last year’s overall award from CNBAM for Best College Newspaper of the Year, earned by our sales, marketing and design team. Before I arrived at Student Media, my director didn’t believe in marketing, and now we’ve earned national recognition several years running for our marketing efforts, including a national magazine article about our in-house marketing team. I’d like to believe that I’ve inspired my staff to achieve at the highest level possible, dream big, stop at nothing to reach your goals and don’t let anyone tell you “you can’t”. One of the first things I overhauled when I arrived was the layout, style, and type of special section done by the newspaper. It’s no longer a pull-out section of the paper, but a vibrant, full-color, hi-brite magazine-style publication. We practically doubled our revenues in the first year, and now is it’s own line item in our budget. Online has increase drastically in the past three years with my leadership to innovate and add new products, and it now too has it’s own line item in our budget. I can’t take credit for all the increases, it’s my students who have taken the reigns and put into practice all the things I am teaching them. I am so proud of every milestone they reach, and I’ve even instituted a certificate system for them to earn certificates every time a new record is broken for them to include in their portfolio. I know how motivating this is to them, because sometimes before the final numbers are in they are inquiring about if they’ve broken a new record or not! I constantly change the “apple” in front of them so they stay motivated to reach the next level of success. EXAMPLES OF WORK Perhaps the thing I’m most proud of overhauling (other than adding the marketing team), is the overhaul I did to the training system here. I sat through the training sales people went through before the next semester began, and it was probably more “orientation” to office policies, dress codes, paperwork and procedures more than it was actual training. They did cover a few topics like cold calling and prospecting, but it was clear they hadn’t had any real leadership in actual sales training. Now the orientation happens outside of “sales training”. I have created several training topics on my own, based on my research and personal experience as a media sales professional. (I’ve notated original presentations in quotations for your reference). My training program over the past years is changed constantly to adapt to new hires and veterans, but we cover topics such as: audience-based selling, “Features vs. Benefits”, professionalism, “Sales from A-Z”, “Reaching TOMA with Frequency”, “Building Brand Awareness”, “Selling with a Spec ad”, understanding the competition (positives and negatives about all media outlets), “Personal Time Management & Organization for Sales”, customer service, “Handling Objections”, closing the sale, design, why ads fail, new commission structure, “Understanding the sales pacing chart”, employer-employee expectations, “Increasing productivity with understanding and focus on your sales numbers”, “The sales process in steps”, “Understanding public opinion polls about our products and competitors”, “The 33 Ruthless Rules of Advertising”, “Techniques of a Master Salesman”, “Creating your opening statement”, “YES! Attitude”, developing desire, “Prospecting”, “New Business Development”, Most common mistakes in selling, “Cold Calling”, Understanding Meyers-Briggs personality types & workplace communication, “Developing a great Customer Needs Analysis”, “Sales by the Numbers”. I’ve also created a “Management Summit” for new managers to learn about how to manage their peers. We cover topics like: Topics we cover include: Meyers-Briggs understanding personality types in the work environment, “Building and Developing Your Team”, “Disney’s Keys to Excellence”, “Motivation & Organization”, “Focus, Motivation & Attitude Adjustments for Sales”, discussions on adjusting the new hire process and training. Due to my work with these training programs, I’ve also been asked to host several topics at national convention on a yearly basis, as well as at the CNBAM Summer Ad Manager’s workshop for several years. RESUME

Kodi L. Wilson 16022 Batavia Ave ● Baton Rouge, LA 70817

kodilwilson@gmail.com ● (225) 279-8870 cell

Expanded Resume

More than 17 years professional management experience in retail, services, operations and media sales. Eleven years

training management principles to employees and students. Respected trainer of media sales managers and have conducted training for peer universities and national student sales manager leaders at the Student Ad Manager‟s

Workshop for CNBAM (College Newspaper and Business Managers) for two years.

Respected as a dynamic business builder, hands-on leader and creative solutions provider, delivering impressive bottom-

line impact. Thrive under the challenge of planning and managing demanding assignments. Energized by the development of entrepreneurial marketing strategies that generate maximum results. Motivated by leading others to

develop award-winning creative campaigns, advertisements, and other designed materials.

Trusted as a team player and known for being able to make the tough decisions when necessary to operate in a

financially solvent environment. Ability to use cross-departmental research, analyze data and take a hard look at the bottom-line in decision making.

Big picture thinker who can motivate employees to thrive on creativity and can lead them to innovative solution

implementation. Idea generation and strategy lead to award-winning campaigns and bottom-line results.

Strategic planning Marketing/Campaign development Sales presentations

Sales management Employee development & training Solutions sales/marketing Project management On-time and on-budget projects Development of marketing collateral

Multi-media Sales Short- and long-term forecasting Innovative idea generation Relationship-building Organizational agility Improvisational problem-solving

Streamlining processes Intrapraneurship Media sales

Multiple media operations Employee/Customer relations Contract negotiation Event planning/operations Brand management/extension The “student” market

Wichita State University, Wichita, KS 1993 – 1997 Bachelor of Arts, Sports Business Minors: Communication, Marketing

Graduated Suma Cum Laude (2 courses shy of a second full degree in Communication)

Entrepreneurial spirit, high energy, strong work ethic, organization and streamlining processes, multi-tasking, research, efficiency in Microsoft programs, creativity and brainstorming, problem-solving, quick learner, dynamic management, a

catching enthusiasm, effective trainer of employees and managers, out-of the box thinker

MANAGEMENT PROFESSIONAL, SALES MANAGER & MARKETING STRATEGIST

AREAS OF EXPERTISE

EDUCATION

PERSONAL STRENGTHS

Louisiana State University – Baton Rouge, LA

Office of Student Media Director of Advertising/Underwriting & Marketing, June 05 - present

Responsible for meeting advertising budgets of eight media properties o Set rates for advertising products o Create integrated packaging discounts and packages

Oversee all aspects of event creation, logistics, budget oversight, employee development and execution of organizational goals

Oversee layout for printing press publications and share knowledge of graphic design programs Negotiate various types of contracts for the department: printing contracts, first-run movie broadcasts, image use for

reproduction, online revenue generating agreements, contract sales forces, media accounting programs/software, student sales contracts, student delivery, event insurance, event rentals, catering, and more

Communicate regularly with editorial staff regarding content critiques, sales opportunities, and new product launches o Guide students to decision making within the law (first amendment rights, fair housing act, etc.) considering

what role personal morals play, while exercising their own balanced and fair judgment Selected Accomplishments:

Exceeded highest sales revenues in the history of the department for three years running, demonstrating personal

capabilities and mentoring abilities in sales and management during a local post-disaster recovery and national recession economy

o I had to deal with adversities following two major hurricane disasters and try to keep business afloat when students lost their homes and parents lost their supportive incomes

The year of Katrina (Aug 05), which occurred in my first few months of being an advisor, we fell short of the previous year‟s revenue by $91,000

Gustav (Sept 08) kept parts of Baton Rouge without power for nearly 6 weeks, yet we had our best year ever in revenues

o I have overcome the financial challenges in these tough economic times 2006-2007 we returned and beat 2004-2005 revenues by $20,000 and came in $112,000 over 05-

06, a new sales record 2007-2008 beat another revenue record, with an increase of $86,000 over 06-07 2008-2009 beat another revenue record, with an increase of $145,000 over 07-08

Most college media groups saw tremendous losses in 08-09 Many professional media groups also faced major lay-offs and losses in 08-09 In the face of all this loss, the sales record helped LSU Student Media end our year in the

black Comparing apples to apples and considering column inches

07-08 was up 17%, and increase in 8672 column inches 08-09 was up 8%, and increase of 4766 column inches

Won College Newspaper Staff of the Year at CNBAM 2009 (College Newspaper Business and Advertising Managers) o First time in the history of the school o Earned at the end of my fourth year of change management within the department to bring forward a new

generation of higher expectations and professionalism in the department Lead my staff to numerous regional and state accolades, teaching them elements of effective advertising and what

constitutes effective advertising, and notable multi-media campaigns Aptitude for communicating with student employees on their level, while inspiring them to achieve at a higher level of

professional expectation Receive regular e-mails from former students thanking me for pushing them beyond what they believed their

capabilities were, as my mentoring prepared them for successful post-college careers Nominated by a former editorial student for Baton Rouge Business Report‟s “40 under 40”

o Student states that although I was not her advisor, the advice she sought me out for had lead her to a

career path that she is passionate about and names me as her role model Reorganized & developed a legitimate in-house marketing agency to service all media departments

o Have won two national awards for marketing campaigns at CNBAM for marketing campaigns and overall marketing strategies for the newspaper brand

Reorganized entire sales department structure while developing a new training system for account executives and student managers

o Improvements are continuous and ongoing Created a comprehensive and ongoing management training program for student managers

o Shared upon request with over 20 other universities o Presented several topics at CNBAM national convention 2007, 2008

Been named a favorite presenter among attendees year after year Hosted a national workshop for student managers at leading universities to teach them how to develop a sales team

and how to manage their peers effectively (CNBAM Student Ad Manager‟s Summer Workshop – July 2008, July 2009)

PROFESSIONAL EXPERIENCE

o Continuous efforts to sustain their development – several students remain in contact with me and ask me for advice on a regular basis

Suggested implementation of several new media revenue streams, multi-media tools and social networking tools for editorial staff

o Additional revenue from new products will exceed $6,000 this fiscal year and might reach $10,000 o Online audience numbers have increased over the last 2 years from averaging approximately 40,000 unique

viewers a week to some weeks peaking at over 100,000 viewers Seated on the Alloy Media + Marketing national advisory board Elected to the CNBAM board as VP Convention Planning-Elect

Guaranty Broadcasting & Entertainment – Baton Rouge, LA

NTR (Non Traditional Revenue) Sales Manager, Strategic Marketing, April 04 – May 05 Was responsible for all aspects of even creation, logistics, sales packages, budget oversight, procurement of services,

insurance and execution for multiple events and promotions Developed new events for the company and expanded on previously successful events Created sales packages and sponsorship levels for company events Secured vendors and negotiated contracts for various aspects of events & sponsorships Created an intense training program for sales staff selling NTR products

Selected Accomplishments: Created the company‟s most successful annual event to date: A Taste of Tiger Tailgating

o Event grew so large in 3 years it needed a larger venue Succeeded in helping GBC become a consistent performer in the Miller Kaplan market reports regarding NTR rating,

helping the company move from a consistent third in billing & NTR dollars, to SECOND consistently in both areas as well

Clear Channel Communications – Baton Rouge, LA Market Consultant & Strategic Marketing Team, Jan 03 – Mar 04

Responsible for meeting monthly budget in sales & providing marketing expertise for all clients Assisted Strategic Marketing Team in event execution & planning Creation, organization & execution of client promotions & special events

Selected Accomplishments: In my second month, sold a $20,000 integrated package to a brand new client to the stations Managed to exceed budget by finding new clients on my own

o I was not given a billing account that actually billed or paid out while I was employed at CCBR Sold and integrated package to multiple new clients toward the end of my time here, selling the second most

packages of the whole sales team

Gracedale Sports & Entertainment (GSE) - Northbrook, IL Director of Operations & Event Management, Feb 00 – Mar 02 Company dissolved in March 02

Organized, planned, & executed all logistical details for all subsidiary branches of GSE (GSE Corporate Hospitality, GSE Sports Events, GSE Sports Agency, International Flag Football Federation (IFFF), United States Flag Football Federation (USFFF), TEAM USA Flag Football)

o Golf & spa hospitality trips & Corporate Sales incentive trips o Celebrity comedian booking o Organization & management of golf tournaments, spa treatments, dinners & special activity outings o Travel arrangements o Selection of host amenities and personalized gifts

o Corporate convention planning o Tournament production, team travel and international team hosting o Sports even hosting and set-up for NCAA events

Designed & published GSE corporate event trips & other proposals with multiple budgets Redesigned, provided updates & helped maintain www.worldcupflagfootball.com with website maintenance company

Selected Accomplishments: Spearheaded World Cup 2002 tournament that increased participation numbers by nearly 300% Redesigned and published GSE corporate event trip proposals which attracted new clients

Other Work Experience

Professional sports league promotions director; Retail sales multi-store, inventory & holiday management; YMCA sports coordinator; sports official for volleyball and basketball; television news assignment editor; collegiate athletics trainer, sports information, associate athletic director‟s office, and Shocker Athletic Support Organization

Student Staff AWARDS: 2009 College Newspaper Business and Advertising Managers (CNBAM), Circulation over 40,000 category

College Newspaper Advertising Staff of the year Online Banner ad, Best of Show Newspaper Promotion Campaign, Second place Sales Promotion Materials, Second Place Newspaper Marketing Promotion Campaign, Second place Classified Page/Section, Third place Training Program, Third place

2009 Associated College Press (ACP) Pacemaker Awards House Ad, Newspaper Category, Honorable Mention 2008 Southern University Newspapers (SUN) Awards Event or Promotion, First Place House Ad Series, First Place Special Section Issue, First Place (Freshman Orientation Guide) On-Line Ad, First Place Marketing Package/Materials, Second Place Ad Campaign or Series, Second Place Ad Campaign or Series, Third Place Rate Card, Third Place

2008 Editor& Publisher magazine Best Collegiate Website, Eppy 2008 College Newspaper Business and Advertising Managers (CNBAM), Circulation over 40,000 category Newspaper Marketing Promotion Plan, Best of Category Sales Materials, Second Place 2007 College Newspaper Business and Advertising Managers (CNBAM), Circulation over 40,000 category Color Display Ad, Second Place 2007 Louisiana Press Association (LPA) Color Ad half page or under, First Place

Color Ad over half page, First Place Black & White ad over half page, First Place Advertising Idea or Promotion, First Place Advertising Idea or Promotion, Second Place Advertising Idea or Promotion, Third Place Advertising Idea or Promotion, Honorable Mention Color Ad over half page, Second Place

Color Ad over half page, Third Place Color Ad half page or under, Third Place Black and White ad half page or under, Third Place

4,481 entries from 84 Louisiana newspapers, publications, and student publications Upon winning 14 of 19 awards in our category, our dean decided we should no longer enter this competition 2007 College Publisher Awards of Excellence Online Sports Coverage, Honorable Mention Online Advertising, Honorable Mention 2006 Southern University Newspapers (SUN) Awards Retail Color Ad – First Place Ad Campaign/Series – First Place 2006 Louisiana Press Association (LPA) Black and White ad half page or under, First Place

Black & White ad over half page, First Place Color Ad half page or under, First Place Color Ad half page or under, Second Place Color Ad half page or under, Third Place Color Ad over half page, Second Place 4,451 entries from 83 Louisiana newspapers, publications, and student publications

PUBLICATIONS 2009 SUN “Sunspots” Newsletter, August 2009, “LSU Training Program“ by Kodi Wilson 2007 Marketing staff featured in Media Magazine (MediaPost), March 2007 “Give „Em Credit for Asking” by Liz Tascio 2005 – 2009 Shared original presentations/seminars with over 30 schools around the country as requested by topic

SEMINARS/WORKSHOPS PRESENTED (original materials & presentations listed in quotes) 2009 College Newspaper Business and Advertising Managers (CNBAM) National Convention, Charlotte, NC “Sales A-Z”: What it takes to make it in sales, doing a good customer needs analysis, how to get the appointment, making the presentation, closing the sale, and good customer service “Focus, Motivation & Attitude Adjustments for Sales”: Finding focus in goal-setting, time management, motivational tips, deeper understanding of what motivates, and attitude –where it comes from, how to change it, and finding adjustments for success 2009 College Newspaper Business and Advertising Managers (CNBAM) Summer Ad Manager‟s Workshop, Chicago, IL “Building and Developing Your Team”: Hiring, staffing, interview “red flag” questions, how to build and effective team, employee delegation & development, goal-setting, termination, and role-play on how to effectively deliver feedback. 2009 University of Oklahoma, Summer Sales Training, Norman, OK 2009,08 Louisiana College Papers Fall Joint Training Summit (LSU, Loyola New Orleans, U. of New Orleans), Baton Rouge, LA & 2007,06,05 LSU Student Media Enhanced Training Summit Training Summit‟s are hosted twice a year and usually cover topics like: audience-based selling, “Features vs. Benefits”, professionalism, “Sales from A-Z”, “Reaching TOMA with Frequency”, “Building Brand Awareness”, “Selling with a Spec ad”, understanding the competition, “Personal Time Management & Organization for Sales”, customer service, “Handling Objections”, closing the sale, design, why ads fail, new commission structure, “Understanding the sales pacing chart”, employer-employee expectations, “Increasing productivity with understanding and focus on your sales numbers”, “The sales process in steps”, “Understanding public opinion polls about our products and competitors”, “The 33 Ruthless Rules of Advertising”, “Techniques of a Master Salesman”, “Creating your opening statement”, “YES! Attitude”, developing desire, “Prospecting”, “New Business Development”,

Most common mistakes in selling, “Cold Calling”, Understanding Meyers-Briggs personality types & workplace communication, “Developing a great Customer Needs Analysis”, “Sales by the Numbers” 2009,08,07,06,05 LSU Student Media NEW Manager’s Summer Training Summit Created a training and development program for students placed in management. Hosted every semester as needed for students new to management positions, and yearly refresher courses for veteran managers. Topics we cover include: Meyers-Briggs understanding personality types in the work environment, “Building and Developing Your Team”, “Disney‟s Keys to Excellence”, “Motivation & Organization”, “Focus, Motivation & Attitude Adjustments for Sales”, discussions on adjusting the new hire process and training 2008 College Newspaper Business and Advertising Managers (CNBAM) National Convention, San Antonio, TX “Sales A-Z”: What it takes to make it in sales, doing a good customer needs analysis, how to get the appointment, making the presentation, closing the sale, and good customer service “Motivation & Organization”: Developing successful work habits, motivation, team vision & purpose, measuring the work of employees, delegation, time management and productivity 2008 College Newspaper Business and Advertising Managers (CNBAM) Summer Ad Manager‟s Workshop, Chicago, IL “Building and Developing Your Team”: Hiring, staffing, interview “red flag” questions, how to build and effective team, employee delegation & development, goal-setting, termination, and role-play on how to effectively deliver feedback. “Disney‟s Keys to Excellence”: the importance of your character of a leader and example you are setting, developing your department‟s

vision, getting staff involvement in the vision, crafting a pre-employment message to avoid the revolving door. “Motivation & Organization”: Developing successful work habits, motivation, team vision & purpose, measuring the work of employees, delegation, time management and productivity “Sales A-Z for Managers”: professional sales tips, simplifying the sales process for your staff, vocabulary to avoid, determining viable prospects, client communications, new business development and customer service MEMBERSHIPS, COMMITTEES, BOARDS College Newspaper Business and Advertising Managers (CNBAM), member school newspaper (2005 – present) Alloy Media + Marketing National College Advisory Board, 2008-present CNBAM Vice-President Convention Planning-Elect, 2009 CNBAM Convention Scholarship Committee, 2009 SUN Convention Awards Advisory Chair, 2009 CNBAM Convention Awards Disqualification Committee, 2008

Kodi Wilson Personal Management Philosophy

My philosophy as a manager is really three-fold through motivation, mentoring and thorough training I will: 1. Get

bottom-line results from my team, 2.Prepare my students for the next step into the “real world”, and 3. Help my

students find jobs post-graduation.

MOTIVATION

Well if there was a magical solution for this, I’m sure every advisor would hang on to it for dear life. My tenure in

Student Media has taught me that change is constant. What motivates one staff might be completely different than

what will excite my staff, sometimes the very next semester. So my philosophy here has been to reach out to my team

often with small and personal rewards, with larger team rewards, and to provide opportunities for them to offer

feedback on what THEY want as their rewards. The team gets all the more excited when they work towards a goal they

get to select themselves and they motivate each other to achieve it.

When possible, I reach out to my former students in their current careers and ask them back to talk about how Student

Media helped them land where they are now, and just what they got out of the experience. Nothing speaks louder than

a recent alumni speaking of their current success and crediting Student Media for that. This motivates those who are at

a crossroads to push through the tough times to find the reward that will be waiting for them at the end.

This past year I bought a “BIG SALE” bell, like that you could find on a ship. Anyone can ring it when they turn in a sale

worth $500 or more! When the bell rings, everyone in the office has to stop what they are doing and yell “Show me the

money!” I hear the newer reps talk about getting their chance to ring that bell… like some sort of initiation into our club

of salespeople I hear the veterans talk about how often they want to ring that bell, and they challenge each other to

ring it the most!

We set goals as individuals and teams, so students have more than one way to earn a secondary reward for hard work.

They each have a say in where those goals are set, and I set them slightly above what they believe they can personally

achieve. We talk about our progress or falling areas of sales, and we adjust our goals to ensure we make up for any

losses. The entire team is aware of where we are, and where we need to be. Each one of them has a personal

responsibility to contribute to the team. They receive regular and ongoing feedback about their weekly call logs and

performance.

To further motivate my staff, I try to lead by example. When sales have been down, I pick up the phone and start going

on calls. It speaks volumes to them that I am willing to be a part of the team and pitch in to help when we need it. Plus

it’s very motivational, as most sales reps don’t want to be pulling their own weight when they see their own boss is

pitching in! They also are aware of my personal battles with a dying son at home, and it helps them keep everything in

perspective and keep a positive outlook on things, even when the chips are down. They see me come in with a positive

attitude every single day, knowing I could spend all day crying about my situation if I wanted too, but I CHOOSE to not

let my circumstances rule my outlook on life or my day.

PREPARATION FOR THE “REAL WORLD”

It is my philosophy that these students ARE in a professional job, and I hold the same expectations as if they were

working for a professional media group. They are doing the same work, only on part-time hours, and I have the same

expectations for them. Of course they do get a few perks regarding leniency around school work, tests, and projects…

however the expectation is the same as if they were not in school when it comes to job performance. I believe that if I

am not teaching them good employee habits now, then I have failed to prepare them for expectations in the real world.

Not having class that day does not equal not coming to work. We are not a staff of student filers, phone answerers and

coffee-makers… we are a staff of professionals who happen to be students too.

Our office standards meet or exceed what you will find at a professional media group. My students will leave Student

Media well-prepared to walk into their first job as a seasoned professional, not an entry-level graduate stumbling to find

their way around corporate America.

I developed a year-round training program for my staff that includes weekly lessons from sales trainers and

professionals, week-long intensive enhancement training around school breaks, and training for those entering

management positions. All too often people are promoted because they are good at what they do, not because they

would be good at managing others, so I provide students with potential the opportunity to learn how to manage others

through problem-solving, team development and delivering effective and ongoing feedback.

POST-GRADUATE JOB PLACEMENT

This is my greatest measure of success. If I am helping to get students placed in jobs over their collegiate peers post-

graduation, then I know I am doing my job in preparing them for those jobs. I’m proud that my students who have

graduated years back still reach out to me for networking when they are ready to make a change, and most often, I am

able to accommodate them with knowledge of a job opening or provide them with a personal contact who can lead

them in the right direction. I feel like I accomplish things with them as they make a name for themselves in this world,

because I invested my time in them earlier to encourage a path of future success. Granted, sometimes it’s hard for them

to see the future benefit when I am pushing them out of their comfort zone, but I find it funny how many of them call

me a few years later to thank me for pushing them that way, and how prepared they were to deal with such career

challenges that their peers were not equipped to handle.

My students trust me with their future careers and for personal advice in a variety of life situations. They trust me

because they know I truly care about their individual success. The trust me because they know I believe in them and

what they are capable of. They trust me because I give them no reason to doubt my personal integrity. I hold them

accountable, yet I show them how to reach their personal goals, help them resolve stumbling blocks in the sales process,

and help them find solutions to complex problems.

This is my philosophy on managing my team members. I empower them to make decisions that are mine to make, but

they trust that I won’t let them make too many big mistakes, yet enough small ones they can recover from and learn A

LOT from that experience. They accept the challenge to make those decisions, and know that if their decisions to lead us

to success, I will step in and make adjustments when needed, and they are usually very receptive to that, because I first

let THEM decide.

I appreciate your consideration for this prestigious award, Professional Advisor of the Year.

Kodi Wilson

Job Description My position's responsibilities are quite diverse. I maintain and troubleshoot the network, computer equipment and software used by all the different departments in the daily operation of the newspaper. I’m expected to stay on top of current technologies and research and budget for purchases that will make the workplace more efficient while providing the students and staff with cutting-edge technology. I also manage a student staff of graphic artists and production assistants who use a variety of design software to create ads and advertising campaigns and pre-press software for getting our files delivered to our printer. In addition to these responsibilities I serve as a creative advisor to our design students. I work one-on-one with them to bring their work to an ad agency level. I offer classes that concentrate on design software, typography, hierarchy of information, copy writing and exposure to artists who portray these skills. As you can see, there's a mix of technical and creative backgrounds at play here.

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Dear CNBAM Judges

It has been said many times around the office that the most important aspect of the professional staff at our newspaper is to teach, and that our job as student workers is to learn. We may be united around a common goal to produce a great newspaper, and that happens to be a lot of what we do, but in the end, we are here to learn. It is with great confidence that I write that Sabrina Egeler is a fantastic example of a professional staff member who truly embodies this philosophy.

Sabrina truly goes out of her way to help us learn about the practical aspects of design that a university education just doesn’t give you. We have weekly staff meetings, and in these we learn about smart quotes, the difference between OpenType and TrueType fonts, and whatever elements she can see our designs are weak in. Her presentations are well-organized and thought out, and she will ask us for feedback as to whether or not it was helpful, and what parts of the meeting we’d like to see more of.

Beyond this, she has also worked to bring to us exciting creative opportunities outside of newspaper advertisements. We are just beginning our Creative Services program, which gives students the chance to work on logos, brochures, and other diverse portfolio pieces for our larger clients. In doing this, not only has she brought us new and exciting problems to work on, but she has also come up with a creative and attractive solution to declining advertising and brought in a new source of revenue for the newspaper.

She is always willing to provide helpful criticism on our designs and encourages us to work with each other and give each other criticism as well. I am proud to say that in the relatively short time I have worked in her department, my designs have improved immensely, such that I have coworkers in other departments ask me to critique their work. Furthermore, I can honestly say that working under her has taught me more about graphic design than any graphic design class I have ever taken. She approaches everything she does with the intent of an educator and the sensibility of someone who has had real-world experience with clients, and it shows in the work we produce.

If Sabrina isn’t the definition of this award, I’m not sure what is.

Ashley Kolodziej

Graphic Artist / Night Production Crew Chief, The State News

CNBAM Judges,

It is my pleasure to nominate Sabrina Egeler for CNBAM’s Professional/Advisor of the Year award. Since October of 2007, I’ve worked as a graphic artist in the production department of the State News, with Sabrina serving as the assistant production manager. I came to the State News knowing that I loved graphic design, but little else. However, with Sabrina’s guidance over the past two years, I’ve become a well-rounded, critical thinking designer. Not only do I have a thorough knowledge of design programs and the way the paper is produced, but I’ve also become a better team player and team thinker. While it is important for an advisor to be a professional in the office, Sabrina goes above and beyond this by also being a teacher and friend to all those working in her department. Most days she can be found working side by side with the designers in the office, as opposed to sitting behind her desk. She takes the time to relate to and understand her employees and uses each day as a teaching opportunity to help her employees become better designers. While Michigan State’s graphic design and creative advertising program teach theory, Sabrina has taught me how to actually design. She’s gone above and beyond to make sure that I understand the Adobe design programs and the printing process, as well as helping me understand the importance of constructive criticism. Thanks to her efforts, our production department is a place where ideas flow freely, help is never far away, and someone is always there to provide feedback and advice. Sabrina’s efforts as an advisor do not stop there. She has also set up several programs to further educate and enrich our department. On Fridays, Sabrina teaches a tutorial or gives a presentation to tackle an issue we’ve been having or to cover something the department has expressed interest in. She has also brought in local designers to share their experiences and teach us some of their techniques. Along with educational programs, Sabrina has headed up several team building activities such as a pumpkin carving contest, a gingerbread house building contest, and several “design-offs” where the designers are given certain media to work with and a project to complete using only the given media and tools. These programs and activities have created a very tight-knit department that is constantly exploring new ways to design as individuals and as a group. Another huge contribution that Sabrina has made to the department and to the paper as a whole is the creative services program that we are now offering to our clients. The economy has been hard on our paper, as it has been with all newspapers, but offering additional creative services to already existing clients and university groups has helped to keep our department active. Sabrina has done a great job managing this new service and has been there every step of the way to offer assistance to designers when creating new projects such as billboards, brochures, or banners. Most importantly, she has given us the opportunity to do agency-style work while still in school, helping to build our portfolios and giving us a comprehensive look at the journalism and advertising industries.

Sabrina has taught me so much in my few short years here at the State News. Her enthusiasm and involvement in the office and with her staff is infectious and makes working in our production department an invaluable experience. She provides opportunity after opportunity to her employees on a daily basis and has gone above and beyond to expand the services our newspaper provides. I hope you find Sabrina Egeler to be as deserving of the CNBAM Professional/Advisor of the Year award as I do. Sincerely, Jacob Cooper Graphic Artist, The State News

Dear CNBAM Judges, When I first read that I needed to write one to two pages about my teaching philosophy, the first thing that came to my mind was “leave no designer behind”. Then I laughed to myself because of how corny my president Bush reference was, but that is my sense of humor for better or worse. When I was hired at The State News, the creative advisor portion of my job was something new. They had always had highly technical and software-savvy people available to the student workers, but none with any design experience or background. So there I was with 10 student designers and a blank slate as far as what to do with them. This might have been a daunting task but I had been a “snewser” not long before that myself. I just sat down and reflected on what I loved about The State News production department and what I would have liked to have seen in addition. I started my job midway through a semester with a team I did not hire or know anything about. My first priority was to get to know each of them as well as their strengths and weaknesses. I did this by creating a getting-to-know-you questionnaire. I asked their name, major, graduation date, where they saw themselves working, favorite program /least favorite program and why, best piece of work to date and why, what would they change about it now, favorite artist. Once they completed this I had a good idea of where they were and where they wanted to be at the end of their time at The State News, as well as what inspired them. I was also coming into an environment where seniority meant you ruled the roost when it came to dibs on larger creative projects, such as promos and campaigns. Now, remember, my philosophy was “leave no designer behind” so this way of thinking had to go for several reasons. One being it kept our younger designers from participating in creative projects outside of small ads and text changes. This in return left many of them feeling intimidated and therefore not learning and honing new creative skills. It also meant many were graduating without anything in their portfolio to show for their time at The State News because they never stepped up as seniors. To bring this team together and create stronger designers and finished pieces I needed to bring all of them to the same level with equal opportunities. I started holding group meetings where I announced upcoming promos and campaigns. During these meetings they would all be asked to brainstorm ideas for the upcoming projects and then to implement a rough draft before we met again. At that time, they would each introduce their concepts and we would narrow them down to the strongest ideas. If someone had an idea that was above their artistic skills or program knowledge, I would pair them up with someone who had the skills they were seeking. This was met with some resistance at first by some of the senior designers because they were used to getting the promos they wanted and no one really steering their creative direction, as long as it was readable and printable. Once the first couple projects came back from print, many of them could see what a difference the team collaboration made and the office environment itself had become much friendlier. The benefits of this new creative environment hit home for all of them when we brought home five CNBAM awards in our design department alone. This had never been done before and brought them all a great deal of pride and a new competitive spirit. Now that I had them thinking and working as a team, I had to keep fueling their creative minds. I do this by conducting one-hour sessions every Friday on different computer, software, and design topics. I usually start with the technical knowledge, followed by its practical, real-world use, and ending with some inspiration. Sometimes I do this by introducing them to a designer and other times by showing design work that I feel represents what we discussed that day. The majority of classes are taught by myself and other times by guest speakers who can bring in a different perspective on things. We have also used this Friday time to attend visiting designers lectures on campus. They are not paid to attend nor are they required to, but the seats are always full and I’m sure to hear about it if for some reason one has to be canceled.

With all this intense learning and team activity, I had to find ways to reward them and allow them some creative fun.

I did this by having design-offs, gingerbread decorating contest, pumpkin carving contest, field day, etc. These events also allow me to bring the various departments together so each feels less intimidated by the other and they have a great time doing it. As the economy took a dive, however, and my staff was losing hours, our department morale started to suffer. I had for a long time wanted to expand their knowledge of design beyond our newpaper ads and promos. The economy gave me the perfect opportunity. Beginning in the Fall of 2009, I developed an additional source of revenue for The State News called Creative Services. It offers design-agency services to our clients which expand past their regular newspaper ad needs. This includes cross-media campaigns, departmental brochures, posters, etc. Our clients now can come to us for all of their design needs and not have to worry about the consistency of their work across mediums. The program has taken off and brought a lot of renewed excitement to our design team as well as additional revenue to The State News. The campaign work we’ve entered this year for Academic Computing and VP of Financing are products of Creative Services. Watching each team grow and exceed their own expectations is very rewarding and I can’t imagine not being a part of this journey with each of them. I am continually surprised by the leaps and bounds they each make as their confidence in their creative work grows and how bonded they all become before they graduate and move on. I hope they can always look back at their time here as some of their best and most rewarding times in college and that they continue to challenge themselves and seek out the value of a team effort wherever their creative talents take them.

CNBAM Awards Contest

c/o Sara Judd, VP/Awards

Washington University Student Media, Inc.

1 Brookings Drive

Campus Box 1039

Saint Louis, MO 63130

Dear Ms. Judd,

This letter serves to nominate Len Penix as Advisor of the Year for the CNBAM Awards Contest.

Mr. Penix is indispensible as a leader, mentor and example for the students and staff of The News

Record. His decades of experience in journalism and the classroom have helped shape our paper into what it is today.

Len created a common vision for the editorial side a few years ago, leading them to work like they

are the best paper in the country. The fruit of this was a second place finish in Region 4 of the SPJ

awards last academic year and the best editorial writing, sports coverage, design, photojournalism and collegiate newspaper website in the Ohio Newspaper Association this academic year.

Additionally, his forward thinking led to the creation of a web production studio to leverage the growth of our internet based news and advertising platform.

It is my honor to nominate Len Penix as Advisor of the Year.

Sincerely,

Sean Kardux

Business & Advertising Manager

The News Record –University of Cincinnati

newsrecordbiz@gmail.com 513-556-5902

Taylor Dungjen

222 Senator Place Apt. 14

Cincinnati, OH 45220

chief.newsrecord@gmail.com

937.416.5598

Jan. 20, 2010

To Whom It May Concern:

If I were the captain of a dodge ball team, I’d pick Len Penix first. Len has been the rock

of The News Record for the last several years. He was the driving force behind a total

overhaul of the business department and has helped the paper grow its quality and

quantity of editorial content. Since he has been advising the students of the business and

editorial departments, the quality and reputation of the organization has grown

exponentially.

Len is man with more than 30 years experience in journalism. Experience that has proven

to be invaluable to the students he has mentored. Because of his guidance, students have

gone on to work at some of the most prestigious newspapers in the country through full-

time employment and internships. Students have also gone on to have incredibly

successful careers in business thanks to Len’s advice.

Len has gone to bat for The News Record against university officials who wanted to slow

or close production. Because of his extensive knowledge of the organization’s inner

workings and the way he has been able to nurture business students and young

journalists,

I have zero reservations about nominating Len Penix for CNBAM’sAdviser of the year.

There is no better or more deserving candidate for such an honorable recognition.

Please do not hesitate to contact me if there are any more questions.

Taylor Dungjen

Editor-in-Chief

The News Record

Chief.newsrecord@gmail.com

o: 513.556.5912

c: 937.416.5598

CNBAM Awards Contest

c/o Sara Judd, VP/Awards

Washington University Student Media, Inc.

1 Brookings Drive

Campus Box 1039

Saint Louis, MO 63130

Dear Ms. Judd,

Leonard Penix is an excellent candidate for the Advisor of the Year award for a variety of

reasons. Professor Penix has gone above and beyond his duties. Our former business manager,

Nick Schneider, began his job with no knowledge of how to run the business side of the

newspaper. Professor Penix spent an entire summer working with Nick, training and researching

with him every day, in order to create The News Record's successful newspaper that now

includes four advertising representatives that work to generate revenue day in and day out.

As the director of student media at the University of Cincinnati, Professor Penix’s job

obviously consists of overseeing and working with the editors on staff at the News Record.

However, he also makes a strong effort to get to know and support each individual member of

the business staff at the student paper. Through all of his responsibilities, his office door is

always open and conveniently placed between the editorial and business offices, so that staff

members are always welcome to step in and go to him for advice.

Professor Penix has recently has been hard at work developing The News Record's web site in

order to gain web recognition, increasing the amount of revenue the paper can attain through web

advertising. His work has put The News Record at one of the top ranked college news sites in

the country, with daily views as high as 6,000. This is a huge accomplishment at a time when

web news has become more popular than print. Advertisers are becoming more and more

interested in buying ad space online, and Professor Penix works hard to cater to them.

During my seven months as the classifieds manager at The News Record, Professor Penix

was encouraging, friendly, and an uplifting, energetic person who I loved to work with. He

knows each staff member by name and checks frequently to answer any questions. He takes the

time to acknowledge even small accomplishments for the business staff, like selling a

particularly large advertisement or devising a more efficient method of organization. He seems

to work under the philosophy that when individuals are working well, they can come together

and work better as a team.

Leonard Penix deserves to be awarded for his dedication at The News Record because of his

kind, caring attitude toward his staff; his knowledge of the web and other technological

innovations in the world of journalism that ultimately help to the business staff to increase

revenue; his ability to keep spirits high and encourage staff to acknowledge each other and work

as a team; and the leadership skills that allow him to oversee and assist a team of editors as well

as a team of sales representatives.

Sincerely,

Kelly Tucker_________

Management and Business Philosophy Submitted by Leonard N. Penix, J.D.

Associate Professor University of Cincinnati

usiness advisers are teachers, not managers, and earn respect

only through the skills shared with the students that look to

them for knowledge and support. Business advisers light the

path leading to a student’s goals, but do not set the goals. They illuminate the

business options available for their students, help them analyze the

consequences of each alternative, but let them set make their own decisions.

Business advisers are role models and must practice what they preach.

They must show students that honest, hardworking people can and do excel and

nice guys can finish first, not last. They exhibit a lofty work ethic daily and let

their students recognize the benefits of diligence, courage and dedication. They

show, not tell, students what is needed to succeed in the competitive business

world. They teach students that ethics are long-term investments that pay

dividends in time. An unethical entrepreneur or manager generally enjoys only

short-term success because their clients and customers, in time, will desert them.

Business advisers show their students that good reputations are the most

valuable assets they can possess, and hard work and strong ethics are the real

secrets to success. There are no shortcuts. Although they might have to work a

little harder in the short term than a business rival who lacks ethics, a business

manager with ethics will reap larger rewards with time.

A business adviser teaches students that good managers do not

micromanage. Good managers find the best people for the jobs that they can

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provide, set goals for them, and periodically conduct performance reviews to

ensure that these goals are being met. These reviews need not be a formal

process and must always be handled with respect. Advisers show their students

that they should help, teach and support the people they manage, but otherwise

stay out of their way. They learn that firing an employee for reasons other than

fraud is more of a negative reflection on the employer than the employee. In

most cases, an honest, hardworking employee fails because the employer fails.

In conclusion, a business adviser helps students become skilled at Excel

spread sheets, financials, management, accounting, invoicing and in all matters

related to sound business practices. But that is not enough. A business adviser

sets examples allowing students to build character with courage and strong work

ethics because these are the true secrets for success.

JOB DESCRIPTION Director of Student Media: The Communications Board will employ a director of student media pursuant to Section III of the Constitution. The Journalism Director, the head of the English Department and the Communications Board will negotiate the relationship of the director of student media to the Journalism Program, but in all cases it is understood that the ultimate decision to hire, to fire and to supervise the director of student media rests with the Board in consultation with the Senior Vice president and Provost, West Campus. The director of student media shall not require advance approval of editorial content before it goes to print. The duties of the director of student media shall include: advising student editors and staff; hiring student staff; preparing weekly payroll; establishing orientation and training sessions for student staff; writing and enforcing internal policies for day-to-day editorial operation; devising and implementing Affirmative Action and awareness programs; daily critiques of the newspaper editorial and advertising content; updating the staff manual; acting as liaison between the student media and the professional media; providing internships through various university departments to provide student media experience; creating and managing student media budgets; training sales staff in sales techniques; training advertising production and sales staff in advertising design; motivating and setting goals for the sales and business staff; recruiting staff through classes and through English and Journalism professors; managing the daily accounts receivable and payable; handling accounts receivable with collection agencies and through University counsel; authorizing travel through off-campus conventions or professional development seminars; authorizing expenditures.

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VITA Leonard N. Penix, J.D. Associate Professor of Journalism Director, Department of Student Media University of Cincinnati 509 Swift Hall

P.O. Box 210135 University of Cincinnati Cincinnati, Ohio 45221

(513) 556-5914 leonard.penix@uc.edu

EDUCATION

1984 -- Chase College of Law Northern Kentucky University Highland Heights, Ky.

Doctorate in Law. 1975 -- Michigan State University East Lansing, Mich.

Earned two degrees in four years: one Bachelor of Arts in English and a second bachelor's degree in journalism.

Four-year member of Honors College, which includes only the top 10 percent of Michigan State University students.

1971 -- Capitol Page High School Library of Congress Washington, D.C.

Appointed page by U.S. Rep. John Dingell, D-Detroit, and attended high school during appointment at Capitol Page School, Washington, D.C.

EXPERIENCE AND SERVICE DIRECTOR, PROFESSOR AND ADVISER Department of Student Media University of Cincinnati September 2006 to present

Implemented business and accounting policies and procedures to restore The News Record,

the student newspaper at the University of Cincinnati, to financial health. The newspaper is projected to earn $1 million in a four-year span ending in 2010 with virtually no direct University financial assistance, which is one year ahead of schedule as called for by its five-year business plan ending in 2011. In the 2005 academic fiscal year, the newspaper earned $115,000 in revenues, lost $70,000 and was $216,000 in debt. After years of losing money, the newspaper has operated profitably and with a balanced operating budget every year that Professor Penix has advised it.

The comprehensive redesign and expansion of The News Record Web site was completed during summer 2009. The News Record Web site has ranked first and among the top five in the nation for total page views for autumn quarter 2009. The Web site became the third in the nation among 650 college newspaper Web sites belonging to the MTVu network during summer 2008 to launch a fully interactive Web site mixing videos, slide shows, text and graphics. The new site also boasts expanded venues for both

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display and classified advertising, which is expected to boost overall revenues in the future.

Society of Professional Journalists Region 6 Mark of Excellence Awards for 2007 for The New Record: second place for Best All-Around Non-Daily Student Newspaper in the multi-state region, first place for sports photography. Society of Professional Journalists Region 6 Mark of Excellence Awards for 2006 for The New Record: first place for sports writing; first place for feature photography; first place for sports photography; second place for breaking news photography; third place for editorial cartoons; third place for Best All-Around Non-Daily Student Newspaper. Note: Awards for 2008 have not yet been announced.

Conducted or organized workshops about Web editing and design, production issues, photo editing, news writing and reporting, page design and many other journalism topics; in addition, taught Adobe InDesign and PhotoShop to nearly all page editors and advertising personnel, and developed templates for all broadsheet and tabloid pages currently in use.

Assisted in the recruitment of the second African-American editor in chief in the newspaper’s 127-year history.

Implemented an all-new software and computer system in September 2007 at The News Record.

Created first-ever gift fund for The News Record, allowing it to seek charitable donations. JOURNALIST September 1978 to Dec. 31, 2007 The Cincinnati Post and Kentucky Post Cincinnati, Ohio

Editor of the Online Edition of The Cincinnati Post and A-section page designer for the print versions of The Cincinnati and Kentucky Post, which won a first-place award for Best Newspaper Web site in Ohio for 2006 from the Society of Professional Journalists and a second-place award from the Kentucky Press Association for Best Newspaper Web site for 2006 in Kentucky.

Wrote more than 6,500 articles published by The Post, and many of the stories were distributed by national wire services.

Supervisory duties at The Post have included service as editor of the Suburban Neighbors and Kentucky Life sections and as assistant metro and Sunday editor and production supervisor. These duties required the direct supervision of writers, reporters, artists and photographers.

Non-supervisory duties at The Post have included work as page designer and copy editor, columnist, bureau chief and reporter. Pagination duties required page one and other A-section layout and design. Reporting duties included coverage of suburbs, police, courts, city hall and county government for The Post.

Wrote a long-running column about interesting people in the area. TEACHING EXPERIENCE ASSOCIATE PROFESSOR OF ENGLISH AND JOURNALISM September 2006 to present The University of Cincinnati Cincinnati, Ohio

Created, wrote, coded and developed an interative model for an online textbook titled: News Writing and Reporting for the Web: Daily Journalism in the Digital Age.

Created, developed and taught an all-new journalism course in newspaper page design and editing at UC.

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Served as a member of the journalism program’s curriculum development committee, helping to develop new course offerings, and as a member of a committee studying conversion to a semester system; assisted in developing standards for program accreditation review.

Teach four different courses at UC: copyediting, page design and editing, media law and ethics, and news writing.

Wrote a 100-page technical handbook on computer pagination and page design. Wrote more than 1,200 pages of typed lectures, handouts, exercises, quizzes and examinations used by myself and other faculty members in course work.

Led an independent study on the use of podcasts on newspaper Web sites. Good-to-excellent ratings on student evaluations. Designed and paginated a news Web site for instructional use.

ADJUNCT ASSOCIATE PROFESSOR September 1998 to September 2006 The University of Cincinnati Cincinnati, Ohio Taught approximately 30 courses in English Composition for hundreds of students at the

Clermont College Branch of the University of Cincinnati. Responsible for teaching two to three courses in English Composition I, II, and III, as well as journalism workshops, each quarter, except for summer quarters, for more than nine consecutive years.

INSTRUCTOR 1991-1995 Miami University Oxford, Ohio Taught feature writing classes as well as beginning and advanced news writing courses. RECAPITATULATION OF COLLEGE COURSES TAUGHT 1991 TO PRESENT At the University of Cincinnati: 2009-2010 Autumn Copy Editing 15 JOUR 303 001 15 students enrolled Winter Copy Editing 15 JOUR 303 001 16 students enrolled 2008-2009 Autumn Copy Editing 15 JOUR 303 001 15 students enrolled Winter Copy Editing 15 JOUR 303 001 15 students enrolled Spring News writing 15 JOUR 215 001 15 students enrolled Copy Editing 15 JOUR 303 001 15 students enrolled 2007-2008 Autumn News writing 15 JOUR 215 001 15 students enrolled Copy Editing 15 JOUR 303 001 19 students enrolled Winter Copy Editing 15 JOUR 303 001 20 students enrolled Editing and Design 15 JOUR 428 001 18 students enrolled

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Spring News writing 15 JOUR 215 001 15 students enrolled Copy Editing 15 JOUR 303 001 16 students enrolled 2006-2007 Autumn Copy Editing 15 JOUR 303 001 19 students enrolled Winter Copy Editing 15 JOUR 303 001 19 students enrolled Editing and Design 15 JOUR 428 001 14 students enrolled Spring Copy Editing 15 JOUR 303 001 21 students enrolled Editing and Design 15 JOUR 428 001 15 students enrolled 2005-2006 Summer Journalism, Law and Ethics 15 JOUR 304 501 7 students enrolled Autumn English Composition I 34 ENGL 101 903 18 students enrolled English Composition I 34 ENGL 101 860 12 students enrolled English Composition I 34 ENGL 101 901 24 students enrolled Winter English Composition II 34 ENGL 102 901 24 students enrolled English Composition II 34 ENGL 102 901 24 students enrolled English Composition II 34 ENGL 102 901 21 students enrolled Spring English Composition III 34 ENGL 103 901 23 students enrolled English Composition I 34 ENGL 101 902 23 students enrolled 2004-2005 Autumn English Composition I 34 ENGL 101 901 23 students enrolled English Composition I 34 ENGL 101 902 24 students enrolled English Composition II 34 ENGL 102 902 19 students enrolled Winter English Composition II 34 ENGL 102 901 24 students enrolled English Composition II 34 ENGL 102 902 21 students enrolled English Composition II 34 ENGL 102 860 4 students enrolled 2003-2004 Autumn English Composition III 34 ENGL 103 820 25 students enrolled English Composition I 34 ENGL 101 902 23 students enrolled English Composition I 34 ENGL 101 903 18 students enrolled Winter English Composition II 34 ENGL 102 902 24 students enrolled English Composition II 34 ENGL 102 903 23 students enrolled Spring English Composition III 34-ENGL-103-903 22 students enrolled English Composition III 34-ENGL-103-902 24 students enrolled 2002-2003 Autumn English Composition II 34 ENGL 102 901 27 students enrolled English Composition II 34 ENGL 102 902 26 students enrolled English Composition I 34 ENGL 101 009 26 students enrolled Winter English Composition I 34 ENGL 101 902 24 students enrolled English Composition I 34 ENGL 101 901 26 students enrolled English Composition I 34 ENGL 101 820 15 students enrolled Spring English Composition II 34 ENGL 102 902 25 students enrolled English Composition II 34 ENGL 102 901 28 students enrolled English Composition II 34 ENGL 102 820 19 students enrolled 2001-2002 Autumn English Composition III 34 ENGL 103 901 23 students enrolled

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English Composition I 34 ENGL 101 016 18 students enrolled Student Newspaper Workshop I 34 ENGL 171 002 7 students enrolled Winter English Composition II 34 ENGL 102 009 27 students enrolled Student Newspaper Workshop I 34 ENGL 171 001 4 students enrolled Student Newspaper Workshop II 34 ENGL 172 002 3 students enrolled Spring English Composition II 34 ENGL 102 005 20 students enrolled Student Newspaper Workshop I 34 ENGL 171 001 2 students enrolled Student Newspaper Workshop II 34 ENGL 172 001 2 students enrolled Student Newspaper Workshop III 34 ENGL 173 001 2 students enrolled 2000-2001 Autumn Prep English Composition 34 ENGL 099 002 10 students enrolled English Composition II 34 ENGL 102 002 25 students enrolled Student News Workshop III 34 ENGL 273 001 1 student enrolled Student News Workshop II 34 ENGL 272 001 3 students enrolled Student News Workshop I 34 ENGL 271 001 4 students enrolled Winter English Composition II 34 ENGL 102 008 28 students enrolled Student Newspaper Workshop I 34 ENGL 271 001 8 students enrolled Student Newspaper Workshop II 34 ENGL 272 001 3 students enrolled Spring English Composition I 34 ENGL 101 001 29 students enrolled Student Newspaper Workshop I 34 ENGL 271 001 2 students enrolled Student Newspaper Workshop II 34 ENGL 272 001 3 students enrolled 1999-2000 Autumn English Composition III 34 ENGL 103 003 23 students enrolled English Composition II 34 ENGL 102 002 26 students enrolled Student News Workshop 34 ENGL 271 001 8 students enrolled Winter Student News Workshop II 34 ENGL 271 002 7 students enrolled Student News Workshop I 34 ENGL 271 001 5 students enrolled English Composition I 34 ENGL 101 003 24 students enrolled Spring English Composition III 34 ENGL 103 010 10 students enrolled English Composition I 34 ENGL 101 551 7 students enrolled Student News Workshop III 34 ENGL 273 001 2 students enrolled Student News Workshop II 34 ENGL 272 001 3 students enrolled Student News Workshop I 34 ENGL 271 001 3 students enrolled 1998-1999 Autumn English Composition I 34 ENGL 101 023 12 students enrolled Student News Workshop I 34 ENGL 271 001 12 students enrolled Winter English Composition I 34 ENGL 101 003 22 students enrolled Student News Workshop I 34 ENGL 271 001 4 students enrolled Student News Workshop II 34 ENGL 272 001 4 students enrolled Spring English Composition III 34 ENGL 103 001 10 students enrolled English Composition I 34 ENGL 101 002 24 students enrolled Student News Workshop I 34 ENGL 271 001 8 students enrolled At Miami University: 1994-1995 Autumn Introduction to news writing; 15 students enrolled Spring Advanced news writing; 12 students enrolled 1993-1994 Autumn Feature writing; 14 students enrolled

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Spring Introduction to news writing; 14 students enrolled. 1992-1993 Autumn Introduction to news writing; 15 students enrolled Spring Feature writing; 13 students enrolled 1991-1992 Autumn Feature writing; 12 students enrolled Spring Feature writing; 15 students enrolled Please note: All courses taught at UC were for three credit hours each and for an equivalent semester credit at Miami University. LEGAL/BUSINESS EXPERIENCE ATTORNEY 1985 to present Licensed by the Ohio Supreme Court for the practice of law. Handled hundreds of cases for clients in the areas of media law, domestic relations, criminal law,

corporate law and contracts. PUBLISHER Bar Association Journal Designed and published a journal for the Clermont County Bar Association. Responsible for all aspects of magazine development and publication. SCHOLARSHIP

• Named a member of the Law Committee of the College Media Advisers during the National College Media Conference held Oct. 28 to Nov. 1, 2009 in Austin, Tex. During the conference, attended the following workshops: Web Publishing with Free Content Management Systems; Story Planning for Multiple Media Writing with Soul and Sensitivity; Legal Ramifications of Online Content: What Advisers Need to Know; First Amendment Goes Online; Breaking News with Twitter and Live Blogging; Keeping Student Media Going When Budgets Decline; State of the First Amendment; Media Business Models; Avoiding the Libel Trap; Convergence on a Dime -- Student Media Migration to the Web; Copyright Primer; Setting Standards for Multimedia Content; New Media Tools for a New Media World’ Doing Ethics.

• Attended the following workshops during a five-day conference, including a day-long seminar at the Poynter Institute, hosted by College Media Advisers June 28 to July 1, 2009, at St. Petersburg Beach, Fla: Rethinking Media Operations; Marketing and Sales for Converged Operations; Organizational Issues for Converged Newsrooms; New Media Legal Issues; Media Law and Broadcasting Regulations; Impact of Community and Social Media on News Dissemination; Primer on Multimedia Presentations.

• Attended a five-day conference hosted by the Association for Education in Journalism and Mass Communication during Aug. 7-12, 2007, in Washington, D.C., attending more than 15 workshops and seminars: Issues and Challenges Facing Çampus Media; Journalism and Politics: Inside the Beltway; Numbers in the Newsroom: How Newspaper Ownership Changes Have Affected News Coverage and Editorial Independence; Citizen Journalism and the Voice of the Voiceless; Preparing Journalists for the 21st Century; The Doctor is In; Grow Your Own: Nurturing a Newsroom From Local Schools; Challenges to Authority in Media and Religion; Media Coverage of the Tragedy at Virginia Tech: Rising to the Occasion, or Sinking

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to New Lows; An Insider’s Look at the Washington Press Corps; When Self Interest and Public Interests Collide: Consequences and Effects of media Ownership; Law and Ethics of the First Amendment In and Out of the Classroom; What Do Today’s Print Readers Want?

• Attended the following legal seminars hosted by the Cincinnati Bar Association, the Ohio State Bar Association or the UC College of Law: On Oct. 5, 2008: Government Speech and the First Amendment; On Nov. 6, 2008: Annual Ethics Conference sponsored by the Corporate Law Center and the Association of Corporate Counsel. On Nov. 14, 2008; Law Alumni Association CLE Program at the University of Cincinnati; On Dec. 10, 2008: Professional Ethics; Famous Political Trials; Cyber-Sleuth, Research Strategies for the Internet, Nov. 9, 2007; Working with a Computer Forensics Expert, Nov. 15, 2007; Law and Film: Do Films Influence Law or Reflect it, Nov. 16, 2007; Mr. Taft Takes Charge, Oct. 4, 2007; Democracy, Death of Knowledge, Nov. 9, 2006; Professionalism and Ethics, Sept. 7, 2006; Estate and Probate Planning, Nov. 29, 2006; Persuasive Communications, Nov. 30, 2006; Hot Topics for Non Profits, and Patent and Trademark, Dec. 7, 2006; Famous Political Trials, Dec. 12, 2006; Time Management, Dec. 12, 2006; Bankruptcy Update, including newspapers and other corporations, Dec. 14, 2006.

• Designed and paginated most editions of The Cincinnati Post and Kentucky Post Web site that won a first-place award for Best Newspaper Web site in Ohio for 2006 from the Society of Professional Journalists and a second-place award from the Kentucky Press Association under the Best Newspaper Web site category for 2006 in Kentucky.

• Delivered a speech titled Blogging: The New Filter for more than 500 students on Feb. 15, 2007, at the Main College Auditorium of the DAPP Complex at UC.

• Discussed censorship and subpoenas issued to Enquirer reporters Sheila McLaughin and Eileen Kelley in the Liz Carroll case during a March 2007 Society of Professional Journalists-sponsored Bearcat radio broadcast.

• Served as adviser for the University of Cincinnati Chapter of the Society of Professional Journalists, assisting in the organization of five workshops where professionals talked to students about various topics in the field.

• Wrote a 100-page technical handbook, completed in October 2006, on computer pagination and newspaper page design, which is available free for Journalism students at UC.

MEMBERSHIPS

• Law Committee of College Media Advisers • University of Cincinnati Journalism Program Accreditation, Faculty and Curriculum review

committees and the University of Cincinnati Communication Board • Cincinnati Bar Association, Ohio State Bar Association and the American Bar Association law

committees • Society for Newspaper Design • American Association of Journalism Educators • Society of Professional Journalists

PUBLISHED ARTICLES

University of Cincinnati Associate Professor Leonard N. Penix, J.D., an award-

winning online news editor, has written more than 7,500 articles published in print over the course of his 30-year career in daily newspaper journalism. Many were distributed nationwide via the Scripps-Howard and Associated Press wire services.