Selma Stern is a strategic advisor helping media leaders transform their organizations for sustainable growth, drawing on 15+ years of experience in consulting and global news media. In particular, Selma bridges the gap between high-level strategy and the messy reality of execution, helping publishers fix the internal structures that hold them back.
In this article, Selma shares 5 recommendations for surviving in this gap as a subscription leader:
- Accept your real job: consensus builder, not decision maker
- Master internal storytelling
- Build cross-functional infrastructure
- Invest in human chemistry
- Give away the credit
If you are a digital subscriptions leader, you probably face a paradox every day: all the accountability, almost none of the control.
Having led subscription businesses at two US media companies, and now advising publishers on subscription growth in Europe, I see this everywhere, all the time. The head of subscriptions holds the P&L responsibility. But they rarely hold the assets—the CTO controls the dev queue, the Editor-in-Chief controls the headlines, and the CPO controls the UX. If the head of subs is lucky, they control email marketing and customer success.
If that’s you: To get anything done, you cannot just decide—you have to barter.
Because subscriptions sit at the exact intersection of business, product, editorial, and data, you are an elite player in a game of extreme cross-functional collaboration.
Here’s the playbook for surviving in that gap.
