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Hearst Magazines adopts 'One Hearst Europe' structure to drive collaboration

Hearst Magazines adopts 'One Hearst Europe' structure to drive collaboration

Hearst Magazines is unifying its European teams to better unlock talent across the group.

The magazine brand boasts 25 titles in the US and 300 international editions, including Cosmopolitan, Marie Claire, Elle, Bazaar, and Men’s Health but is hoping to derive benefits from bringing European entities closer together.

It has announced strategic changes to better align operations across UK, Italy, Spain and the Netherlands, in what it calls the ‘One Hearst Europe’ model. Its top European minds will butt heads to create cohesive strategies in three key commercial pillars: digital acceleration, revenue diversification and growing print share.

Teams are structured by function, rather than nation. While not fully desiloing its national boundaries, it has created four new divisions that span them. Central operations will be led by Claire Blunt, chief financial and operations officer. She moves to the chief financial, operations and data officer (CFODO) role.

The content and consumer (B2C) wing will be led by Giacomo Moletto, chief executive of Western Europe, he moves to chief operating officer (COO).

The people team will be led by Surinder Simmons, chief people officer UK, whose role expands across all of Europe.

The B2B side will be handled in the interim by James Wildman, president of Hearst Europe.

Wildman said: “I am beyond proud to be leading Hearst Magazines Europe into this exciting new decade. I’m also delighted to unveil a new organisational structure that will underpin our future success across the region. By aligning our exceptional talent across our markets, we will become even more innovative and effective.”

Back in August, in the UK, it restructured its sales and marketing teams as a means of simplifying the media buying process across its portfolio. Yet another restructure shows that the organisation is not resting on its laurels as it fortifies its business model against industry-wide declines in print and lower-than expected ad-yields.

The business is on the hunt for new lucrative income streams.

As well as developing products with IMG at a global level, particularly for Cosmopolitan and Esquire, it is looking to get closer to brands and developing new solutions.

In its London HQ, Hearst created a brand showroom space for prospective partners and high-interest brands to meet its editorial and showcase products to influential figures in the media company.

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