A B2B approach
In addition to shifting its format, The Post is targeting a different audience.
Rather than mass consumer events, the new experiential strategy will focus primarily on business-to-business audiences, particularly senior decision-makers in Washington and beyond. The publisher sees a significant opportunity to convene executives across sectors like business, innovation, health and wellness, style, food, travel, and policy—audiences that are increasingly core to its growth strategy.
“Clients often come to The Post when they’re looking for that intersection of business, politics, and policy,” said Watford. “We have an outsized role to play in those conversations.”
While sponsorships remain the main monetization vehicle, live events now also function as anchors within larger 360-degree advertising deals, which can bundle content, display, and custom experiences together. About 33% of The Post’s event sponsors return for additional partnerships, with 75% of them participating in three or more events, according to Watford.
Building recognizable event franchises will take time and investment, according to Fleming, who pointed to Time’s success with its Time100 franchise as an encouraging model.
“This probably won’t be profitable right away,” he said. “It takes years to build awareness, secure big sponsorships, and create the kind of moat you need for these events to stand out.”
Still, both Watford and Fleming said the pivot aligns with broader trends in media and advertising. As publishers compete for attention in a saturated event landscape, companies that can offer distinctive, high-touch experiences—tied to their core editorial missions—are best positioned to succeed.
“There’s no replacement for the serendipity of in-person experiences,” Fleming said.
