DIGIDAY, June 22, 2017. Often, founders’ talents aren’t well-suited to a company when it goes from being a rapidly growing startup to a steadier and more mature business, said longtime media adviser Peter Kreisky of the Kreisky Media Consultancy. “A lot hang on too long,” he said. “That’s where a lot get into trouble because they’re still trying to run the company as if it were a go-go startup.” At its worst, frenetic early-stage growth pace can lead to cultural problems that may be tolerated in a private company but not a public one, as evidenced by Uber’s recent meltdown.

THE MORNING CALL, June 21, 2017 The company today claims to engage more than 100 million customers worldwide through targeted products and services across all channels, including magazines, books, online, mobile, e-commerce, direct-to-consumer, social, video and events. But the company's transition to digital amid declines in print advertising revenue has been tumultuous. The company was struggling to discover the "holy grail" of getting readers to pay for digital content, especially with more media competing for their attention, Rodale said in October. Peter Kreisky, of Kreisky Media Consultancy in New York, said Rodale and other media giants have been competing in an arena that has also included "unfamiliar competitors" from the digital era. "Unless Rodale can find access to capital, they're going to have a difficult time staying afloat," Kreisky said.