The current structure reflects a concentration of senior leadership drawn largely from similar professional backgrounds, which has contributed to a leadership approach that feels disconnected from both the organisation’s audience and its internal teams. This has resulted in a top-heavy model that sits at odds with the needs of a youth-focused publisher.
High workloads, limited support, and a lack of effective response to staff feedback have contributed to ongoing turnover. Accountability is perceived to sit unevenly across the business, with decision-making and responsibility often misaligned.
Commercial teams operate with significant autonomy but limited oversight, and persistent underperformance against targets has not been clearly addressed, despite comparatively high levels of remuneration. This has created frustration and eroded trust across teams.
Editorial functions remain constrained by legacy processes and formats, and the brand has struggled to evolve at the pace of the wider media landscape. As a result, it has not consistently adapted its voice, product offering, or strategy to meet the expectations of a rapidly changing audience.
