Redefining Growth: Leading TIME’s Transformation in the Age of AI
Speaker
Jessica Sibley is the Chief Executive Officer of TIME.
As CEO, Sibley oversees the global media brand which includes TIME’s iconic magazine and digital platforms that reach the largest audience in its history of 120 million people worldwide; TIME Studios, the Emmy Award-winning film and television division and the award-winning branded content division; a rapidly growing global live events business; TIME for Kids, which provides trusted news with a focus on news literacy for children; and more.
Since joining as CEO in 2022, Sibley has accelerated TIME’s digital transformation, expanded into new platforms, and revitalized the TIME brand overall—leading TIME to be named Media Brand of the Year by the Digiday Media Awards in 2024. She has diversified TIME’s revenue streams, launched new products, supercharged its global live events business, increased advertising revenue and meaningfully engaged new audiences, all while upholding TIME’s vision of covering leaders who shape the world and providing trusted guidance to its global audiences.
Prior to joining TIME, Sibley was the Chief Operating Officer of Forbes, where she led all revenue and growth initiatives for the world’s largest business media brand and achieved five consecutive years of growth from 2018 to 2022. Previously, Sibley held senior leadership positions at The Wall Street Journal, Bloomberg, and Condé Nast.
SUMMARY
Jessica Sibley shares the transformation of TIME into what she calls “Time 3.0,” a reinvention of a legacy brand into a modern, growth-driven media business. The strategy centers on strengthening the core product, journalism, while rethinking revenue through high-value partnerships, experiences, and integrated storytelling. A bold decision to remove the paywall shifted the company away from subscription dependency toward a B2B-driven model focused on relationships with global brands and executives. At the same time, TIME is embracing AI as both a distribution and product opportunity, while protecting its intellectual property and expanding into new formats and audiences. The core lesson is that reinvention requires clarity, courage, and a willingness to align mission, product, and revenue around where the business can uniquely win.
TRANSCRIPT
[00:00 – 00:01:30] The Core Question: Reinventing Without Breaking Trust The session opens with a central challenge for leaders. How do you modernize a legacy brand while preserving the trust that made it valuable?
[00:01:30 – 00:03:30] Introducing Time 3.0 Jessica Sibley describes the creation of “Time 3.0” as both a strategy and a rallying cry to guide transformation across the organization.
[00:03:30 – 00:05:30] Starting Point: Listening to Customers Instead of beginning internally, the first move was meeting with customers to identify revenue opportunities and understand market demand.
[00:05:30 – 00:07:00] Strengthening the Core The company refocused on its foundation, journalism, while exiting or integrating non-core businesses that diluted value.
[00:07:00 – 00:08:30] Balancing Growth and Cost Discipline Transformation required both identifying new revenue streams and managing costs effectively.
[00:08:30 – 00:10:30] The Bold Move: Removing the Paywall TIME eliminated its subscription model to expand reach and accessibility, recognizing it was not the right fit for the brand’s future.
[00:10:30 – 00:12:30] Rethinking Revenue: From Subscriptions to Partnerships Revenue shifted toward high-value, relationship-driven deals with major brands and executives, replacing lower-value digital monetization.
[00:12:30 – 00:14:00] Building a B2B Growth Engine The company focused on direct relationships with CEOs, CMOs, and communications leaders, creating integrated, multi-million dollar partnerships.
[00:14:00 – 00:15:30] Events as Extensions of Journalism TIME built premium experiences and communities around its editorial strengths, using events to deepen engagement and drive revenue.
[00:15:30 – 00:17:00] The Power of Integrated Storytelling Rather than selling individual products, TIME sells ideas, narratives, and solutions that connect brands with influential audiences.
[00:17:00 – 00:18:30] Entering the AI Ecosystem The company chose to actively participate in AI through partnerships, licensing, and product innovation instead of resisting the shift.
[00:18:30 – 00:20:00] AI Strategy: Protect, Partner, and Build Key priorities include protecting intellectual property, leveraging AI for distribution and product innovation, and expanding content formats.
[00:20:00 – 00:21:30] Changing Audience Behavior AI is shifting how people consume content, moving from search to answers, requiring new monetization and engagement strategies.
[00:21:30 – 00:23:00] Expanding Through White Space Opportunities Growth comes from identifying areas where TIME has authority and can create new products, such as health, longevity, and philanthropy.
[00:23:00 – 00:25:00] Leadership Focus: People and Impact TIME’s content and products increasingly center on influential individuals and their impact, strengthening relevance and differentiation.
[00:25:00 – 00:26:30] Final Takeaway: Reinvention as a Continuous Process The transformation is ongoing. Success depends on staying aligned with mission, adapting to change, and continuously evolving the business model.
