My deep experience in news leadership—including coverage, newsroom management and product development—as well as software development and production and distribution hardware will help you achieve your goals.

I've been chief operating officer of team that built four online media properties, ranging from a tightly focused email energy newsletter to a rich accountability journalism website. I've also been a consultant on the launch of a major middle eastern website.

In my 20’s, I went to work for The Associated Press, a company that’s all about integrity in journalism and business dealings. I stayed for more than 31 years because the company had great values and there was always an exciting new challenge to tackle. I’ve been a reporter, an anchor, a writer, an editor and an executive. I’ve written a book and many computer programs. I’ve built newsrooms and businesses. How can I help you succeed?

I “speak” journalism, technology and strategic planning; by meshing all three, I find ways to create new products and bring in new revenue while always, always safeguarding editorial standards.

I help train people – whether it is mentoring an up-and-coming manager or working with someone on their writing or on-air delivery. I find ways to do things more efficiently without messing up the quality. I help set up systems to make sure people know their business, so they can make intelligent decisions. I can give people the 30,000-foot view and I can dig into the details, because that’s where projects succeed or fail and that’s where budgets get met (or not).

I thrive on using all of the skills I sharpened over my various experiences as an entrepreneur, as the editorial leader of one of AP's main news divisions, and in my life as a reporter, writer, and news anchor.

I love being enthusiastic and hate being bored. Give me an intimidatingly complicated challenge and I’ll set about breaking it down into small pieces that we can tackle together. Show me a new technology and I’ll figure out how a media company can use it profitably. I’m as comfortable in the world of fiber and streaming video and audio codecs as I am in the world of pro forma financials and operating budgets. More than that, I like touching all of those worlds in my work: it enables me to see things holistically. When I get up in the morning I want something exciting to look forward to, to pour my energy and creativity into – that’s what makes a job fun.

Services in Detail

Identifying New Revenue Opportunities

Among the projects Kalbfeld helped launch while at AP was GraphicsBank, the first online database of television graphics. He identified the revenue opportunity and validated it by surveying local television stations through one-on-one conversations and quantitative market research. He was also responsible for all revenue for AP’s custom video services within North America, and in that role led the development of revenues from service contracts as well as spot event coverage.

Identifying Potential Partners

Kalbfeld worked with a variety of partners during his tenure at AP, including Microsoft and Conus Communications. As one of the leaders who drew up plans for various businesses, he identified the strengths and weaknesses of various potential partners and evaluated businesses ranging from satellite service providers to production houses.

Clearly identify the operating and capital costs

Budget performance was one of Kalbfeld’s key responsibilities as Managing Editor of AP’s Broadcast division. He wrote the television and radio news operating and capital budgets for more than 20 years and implemented significant cost controls in tough economic times, such as the period after 9/11. He gained extensive experience in finding ways to get things done within a carefully drawn budget, and in identifying trade-offs that allowed AP to lower costs without reducing quality. His budget experience includes text, audio and video production and technology.

Plan improvements in your content workflow

Kalbfeld led AP’s efforts to transform its text-and-audio Broadcast newsroom into a fully integrated video-audio-graphics-text operation. He led four transitions over two decades: the merger of the text and radio newsrooms; the addition of graphics to that operation; the addition of a 24-hour all-news radio network; and the reinvention of the newsroom to fully integrate video newsgathering and production. He analyzed the existing workflow, designed changes, explained to top management the business and operational case for those changes, and implemented the changes.

Draw up a financial pro forma

Kalbfeld has extensive experience in writing pro forma financial forecasts, including revenue, expense and operating costs. He wrote such plans for AP projects including GraphicsBank, the Online Video Network, All News Radio and various custom services. This kind of document is a financial model that enables analysis of the financial risks and returns for various assumptions about costs and revenues. They are an invaluable tool in understanding the financial dynamics of a proposed business, and where the resource limits should be.

(Note: Kalbfeld is not an accountant or financial professional. The benefit of his work in this area is the clear documentation of costs, revenues and assumptions involved in a business or project proposal.)

Negotiate terms of agreements

Kalbfeld was involved in negotiating many agreements during his tenure at AP. He worked with company attorneys as well as outside counsel to ensure that the terms of the agreements, as well as the specific language, reflected AP’s business and editorial goals. He worked with various partner businesses and vendors to obtain the terms AP required. In addition, Kalbfeld has extensive experience in negotiating and implementing collective bargaining agreements, having been AP’s point person on Broadcast-related labor relations for more than 20 years.

Coach managers in leading the transformation

As a member of the team that launched AP’s management mentoring program, and a two-time mentor himself, Kalbfeld has extensive experience in helping managers to improve their skills and to manage change, having led the Broadcast news management team at AP for more than two decades. His experience in leading change within the Broadcast division enables him to share real-world stories with leaders who are about to embark on a similar journey. Kalbfeld was also a primary trainer of new sales and executive employees within AP’s Broadcast division, teaching them about AP’s products and how to communicate their value to customers and prospects.

Identify the skills that need to be added to your newsroom

During the course of his AP career, Kalbfeld led a number of changes in workflow and desk operations in the Broadcast newsroom. The operation evolved as the marketplace, members’ needs and technological capabilities changed. As a result, the entire Broadcast management team has extensive experience in identifying service needs and how they match with existing skills on the news desk, and in targeting the skills that needed to be added, those that were no longer critical to the success of the business, and those that remain central to a credible, objective news report.

Identify staffers with multimedia skills

The news management team in AP’s Broadcast division was continuously monitoring the performance of the editorial staff and newsroom managers. Kalbfeld was part of a company-wide team that drafted a new performance appraisal system for bureau chiefs. He established standardized criteria for assessing the on-air performance of reporters and anchors.

Design and conduct group training

Kalbfeld implemented a program to train the broadcast editors posted in AP bureaus across the country. He established national training retreats for these editors, supervising the drafting of the syllabus and conducting some of the training sessions himself. He also designed and conducted regional meetings with bureau chiefs and broadcast editors and was the lead executive in designing and conducting AP’s first national video training seminar for non-video staffers.

Train individual staffers

One-on-one coaching is sometimes the most effective way to teach someone or help guide their advancement. In addition to his work as a mentor to up-and-coming managers at AP, Kalbfeld worked with a variety of staffers on their writing, editing, producing and on-air presentation.

Monitor performance and provide period status reports

A key part of effectively running a business or business unit is to understand the workings of that business and to establish metrics – means of measuring performance. Kalbfeld introduced a series of programs to measure the performance of AP’s Broadcast news operation, including quality, productivity and budget performance. It is equally important to recognize those areas of performance that cannot be quantified, but instead rely on the subjective editorial judgment of a company’s news leaders. Regardless of whether the measures are quantitative or qualitative, they can be reported, and Kalbfeld oversaw the systematic analysis of AP’s broadcast content as well as competing services. He also established systems for monitoring progress and reporting to top management on the execution of new product rollouts.

Design a comprehensive implementation plan

Kalbfeld led or played a key role in a number of major projects, including product rollouts, at AP. He has experience in managing all of the elements of a launch, from internal communications to training to marketing materials to rehearsals to final implementation. This experience has given him the skills to draft a thorough plan and help you implement it.


Digital technology allows you to supplement the revenue you get from your one-way traditional platform with revenue from new two-way (interactive) distribution channels. By using your existing investment in gathering and producing content to provide material for your new interactive products, you can diversify your revenue streams without adding tremendous new operating costs.

Interactivity can help:

Principal Brad Kalbfeld has experience in each of these areas, having played a key role in the conception, business planning and execution of various new products at The Associated Press and Packard Media Group. His holistic approach to business planning means all aspects of your proposed strategy will be planned in a coordinated way.

The shift to interactivity means the newsroom needs to learn new skills. In addition to the changes in workflow, individual staffers will have to add to their abilities to satisfy the needs of the new distribution platforms the company has added. Whether you are adding video and audio to a print operation or adding print to a broadcast newsroom, the staff will be asked to handle a broader range of formats while holding firm to the company’s core values.

Interactivity can help:

Principal Brad Kalbfeld has experience in each of these areas, having played a key role in training the Broadcast staff of The Associated Press in gathering and producing video and audio as well as writing and editing broadcast copy. As a member of the team that launched AP’s management mentoring program, he’s experienced in coaching managers. In addition, he led the effort to train AP’s national network of broadcast editors in editorial standards and style as well as customer service.

Don’t underestimate the cultural change a newsroom goes through when it moves from serving one platform to serving many. Part of the change is training the staff. Another critical element is changing the daily workflow, from story planning to field coverage to production and transmission of the final product. All of these elements must be coordinated.

Interactivity can help:

  • Analyze the existing workflow to identify critical tasks and those that can be adjusted to enable multimedia operations. This includes observation of the newsroom’s operations as well as discussions with staffers and news executives. SEE OUR QUALIFICATIONS TO DO THIS
  • Suggest specific workflow changes to the news management team or design a new workflow for the team’s consideration. SEE OUR QUALIFICATIONS TO DO THIS
  • Design an implementation plan including communications, training and execution to ensure a smooth changeover from old workflow to new. SEE OUR QUALIFICATIONS TO DO THIS
  • Design group training sessions to communicate the goals and teach the principles involved in the new workflow. Conduct the training if desired. SEE OUR QUALIFICATIONS TO DO THIS
  • Coach managers leading the transformation to the new workflow. SEE OUR QUALIFICATIONS TO DO THIS

Principal Brad Kalbfeld has experience in each of these areas, having led the transformation of the Broadcast newsroom of The Associated Press to a full video-audio-graphics-text newsroom. His experience in analyzing and redesigning newsroom workflow and technology, and inaugurating those changes as part of a fully integrated business plan, can help your company make significant changes smoothly and effectively.


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About Brad Kalbfeld CLOSE THIS PANE

Brad has been a writer, reporter, editor, and news executive for more than 45 years, 22 of them as managing editor/broadcast for The Associated Press.

His skills are a unique blend of journalism, technology and business. His experience includes field coverage, news writing and editing, news production, strategic planning, product launches, labor relations, technology management (having led the design and construction of two multimedia newsrooms and supervised the Broadcast Engineering department) and budget management.

He was chief operating office of Packard Media Group and the Washington Guardian, two internet startups that provided news updates via website, email, audio, and video.

At AP, he played a leading role in the launch of such products as the Online Video Network, GraphicsBank (the first interactive database of television graphics), SoundBank (the online archive of AP’s millions of audio sound bites) and television feed services such as APTN Florida. He was responsible for AP’s broadcast wire, audio and domestic video operations and led the news agency's broadcast coverage such major events as 9/11, the wars in Afghanistan, Iraq and the Persian Gulf, the impeachment and trial of President Bill Clinton, two space shuttle disasters and five presidential elections.

He is author of the AP Broadcast News Handbook, used in newsrooms and journalism courses across the country.

He provided input for the design of AP’s first management mentoring program, AP Colleagues, and was a mentor in the inaugural year of the program. He and his protege were cited as examples of how the mentoring relationship can be successful. He was invited back to be a mentor in the second year and is proud of the record of both of the talented AP staffers he advised.

As a foreign correspondent, Kalbfeld covered the travels of Pope John Paul II to such places as South Korean, Papua New Guinea, Thailand, Canada and Poland in the midst of the anti-Communist Solidarity labor movement. He also covered the Versailles summit, the British end of the Falklands war, the re-election of Margaret Thatcher as prime minister of Britain, the funeral of Indira Ghandi, the funeral of Princess Grace of Monaco, U.S.-Soviet nuclear disarmament talks, the arrival of the U.S. Marines in Lebanon and U.S. Middle East shuttle diplomacy.

About Brad Kalbfeld

Brad has been a writer, reporter, editor, and news executive for more than 45 years, 22 of them as managing editor/broadcast for The Associated Press.

His skills are a unique blend of journalism, technology and business. His skills are a unique blend of journalism, technology and business.


What can I do to help your newsroom become more successful?

Please contact Interactivity with any questions or requests you have.