Today marks two years since the Western Standard was reestablished and returned to publication. It has been a wild ride and has succeeded far beyond my expectations..In August 2019, I began putting together a business plan for a new media company that would speak for Western Canadians who do not see themselves reflected in the priorities of the large legacy media outfits. I wanted to build something that would carry the mantel of the old Western Standard and the Alberta Report before it..I consulted with some of the best in the business, and while their advice was critical to launching us on a solid footing, the outlook for success was far from certain..As the plan began to come together, the opportunity presented itself to purchase the rights to the old Western Standard brand from an employee of the original company, Matthew Johnston. The Western Standard was far-and-away my favourite magazine to read between Marxist theory classes while I attended Carleton University in the mid-2000s. I remembered Mark Steyn’s back-cover columns forcing me to the ground as I rolled in laughter..We had a name at least, even if it had been forgotten by many..Media is a hurting industry in Canada. Even with a generous $600 million bailout subsidy from Ottawa, legacy media are struggling to keep their heads above water. Newsrooms across Canada are a macabre, pale reflection of their former glory. How would we break into an already dying industry and succeed without accepting the federal cash? It was a daunting prospect..The one good thing going for us was that, unlike many other businesses, an online media company could get started with remarkably little upfront capital..With a few thousand dollars and dozens of hours of YouTube tutorials, we managed to put together the basics of the technology required..With no other capital available, we needed an innovative way to pay reporters, columnists, and other contributors. So instead of paying a salary, wage, or for each submission from writers, the decision was made to pay them based on a combination of revenues generated by the company, relative to how many readers each received on their contributions..Those revenues wouldn’t be very significant for some time to come. We had no investors. We had no advertisers. We couldn’t put in place a paywall and expect people to pay for something that they knew nothing about. For the first while, it would take reporters and columnists willing to do this as a labour of love..On Oct. 23, 2019 we launched. It was just two days after the federal election that saw Justin Trudeau re-elected with a minority government. Westerners were incredulous that a self-righteous woke Liberal could be returned to power after a flood of pictures showing him in racist blackface was made public. Overnight, the WEXIT movement caught fire as many Westerners — especially Albertans and Saskatchewanians — began to believe Canada was a futile project designed to serve the interests of the East. With particular insight into what was driving these people — and who these people were — the Western Standard was in pole position to cover the movement..Within our first week, Dave Naylor joined the team as news editor. It was a fateful moment for our growth as an organization. Dave brought with him 30 years of experience as a respected newsman at the Calgary Sun. From there, he built a small but mighty news division in the organization that would break a disproportionate number of exclusive stories and put the Western Standard on the map..By January 1, 2020, we were already on track to be one of the most-read media platforms in Alberta, with promising signs that we could replicate this in the other Western provinces..2020 was a long, hard year for us. We continued to slog away at delivering a high-volume of news and opinion content, but on a shoestring budget. We were still too new and unproven to attract major advertisers, and we had only a voluntary donation option to receive support from readers. Reporters, columnists and other contributors were all chronically underpaid, we worked from home, and had little in the way of a budget to professionalize our operations.. staff-photoSome of the Western Standard staff in the Calgary office on Sept. 28, 2021 .All of this began to turn around in December 2020. Advertisers began to take notice of the Western Standard. Readership reached new heights. And investors began to show interest..March 2021 was the decisive month when the Western Standard began to move from a scrappy startup, to a professional media platform capable of challenging some of the biggest players in the Western media market..Firstly, we implemented a soft paywall for readers. That is, we allowed readers to continue to consume a high volume of Western Standard content, but would eventually require those readers to pay if they read a lot. We were extremely hesitant to do this. There was no way that we could grow to where we wanted to be without asking readers to contribute towards our editorial work, but we wanted to keep our content open to as many readers as possible. That’s why we settled on a “soft-paywall.” The results were incredible. Readers signed up in huge numbers, and we reinvested every dollar back into professionalizing our editorial and operational capacities..Those operational capacities included investments into our website (ending the constant crashes whenever we posted big breaking stories), renting sufficient office space, and building a professional studio to provide high-quality video and podcasts..Investment in our editorial capacity was also significant. Staff and freelance contributors were actually paid fairly for their work. This incentivized them to provide content of a higher quality, and at a higher volume.. image-1Daily Readership, October 2019-September 2021 .The result was a continuing increase in Western Standard readership. In the period between January 1 and Sept. 30, 2021, the Western Standard had 9.5 million readers, triple that of the same period in 2020..Much of this is driven by our focus on issues and angles that are too often ignored or not understood by the older legacy media. Our news division is professional and includes several veterans of the industry, but it looks at stories from perspectives not shared by a majority of reporters..Probably the most obvious example of this is in our coverage of the COVID-19 pandemic. Legacy media have almost exclusively taken the view that governments must — as a default — exercise extraordinary powers to eliminate the virus through the imposition of lockdowns, forced-masking, vaccine passports, and other coercive measures. Those concerned with retaining their liberties are portrayed as a bunch of cranky, conspiracy theorist hillbillies..The Western Standard took a different approach. We have taken COVID-19 seriously and covered government and medical pronouncements as fairly and objectively as we can, and we have had a zero-tolerance policy for giving credibility or a platform to conspiracy theories. But we have also not drank the Kool-Aid of accepting everything the government tells us. We have applied a critical lens to government actions and their justifications for them. We have done our very best to provide readers with a perspective that simultaneously takes the science around COVID-19 seriously, as well as the protection of life, liberty, and the pursuit of happiness..As we complete our second year of operations, I’m immensely grateful to our staff, freelance contractors, advertisers, and individual members who have allowed us to get this far. We have gone from an idea on a piece of paper in 2019, to a well-read garage startup in 2020, to a professional media outlet that we can all be proud of in 2021..We have big plans for 2022, and I hope that you will be a part of that journey with us..Derek Fildebrandt is Publisher, President & CEO of Western Standard New Media Corp.
Today marks two years since the Western Standard was reestablished and returned to publication. It has been a wild ride and has succeeded far beyond my expectations..In August 2019, I began putting together a business plan for a new media company that would speak for Western Canadians who do not see themselves reflected in the priorities of the large legacy media outfits. I wanted to build something that would carry the mantel of the old Western Standard and the Alberta Report before it..I consulted with some of the best in the business, and while their advice was critical to launching us on a solid footing, the outlook for success was far from certain..As the plan began to come together, the opportunity presented itself to purchase the rights to the old Western Standard brand from an employee of the original company, Matthew Johnston. The Western Standard was far-and-away my favourite magazine to read between Marxist theory classes while I attended Carleton University in the mid-2000s. I remembered Mark Steyn’s back-cover columns forcing me to the ground as I rolled in laughter..We had a name at least, even if it had been forgotten by many..Media is a hurting industry in Canada. Even with a generous $600 million bailout subsidy from Ottawa, legacy media are struggling to keep their heads above water. Newsrooms across Canada are a macabre, pale reflection of their former glory. How would we break into an already dying industry and succeed without accepting the federal cash? It was a daunting prospect..The one good thing going for us was that, unlike many other businesses, an online media company could get started with remarkably little upfront capital..With a few thousand dollars and dozens of hours of YouTube tutorials, we managed to put together the basics of the technology required..With no other capital available, we needed an innovative way to pay reporters, columnists, and other contributors. So instead of paying a salary, wage, or for each submission from writers, the decision was made to pay them based on a combination of revenues generated by the company, relative to how many readers each received on their contributions..Those revenues wouldn’t be very significant for some time to come. We had no investors. We had no advertisers. We couldn’t put in place a paywall and expect people to pay for something that they knew nothing about. For the first while, it would take reporters and columnists willing to do this as a labour of love..On Oct. 23, 2019 we launched. It was just two days after the federal election that saw Justin Trudeau re-elected with a minority government. Westerners were incredulous that a self-righteous woke Liberal could be returned to power after a flood of pictures showing him in racist blackface was made public. Overnight, the WEXIT movement caught fire as many Westerners — especially Albertans and Saskatchewanians — began to believe Canada was a futile project designed to serve the interests of the East. With particular insight into what was driving these people — and who these people were — the Western Standard was in pole position to cover the movement..Within our first week, Dave Naylor joined the team as news editor. It was a fateful moment for our growth as an organization. Dave brought with him 30 years of experience as a respected newsman at the Calgary Sun. From there, he built a small but mighty news division in the organization that would break a disproportionate number of exclusive stories and put the Western Standard on the map..By January 1, 2020, we were already on track to be one of the most-read media platforms in Alberta, with promising signs that we could replicate this in the other Western provinces..2020 was a long, hard year for us. We continued to slog away at delivering a high-volume of news and opinion content, but on a shoestring budget. We were still too new and unproven to attract major advertisers, and we had only a voluntary donation option to receive support from readers. Reporters, columnists and other contributors were all chronically underpaid, we worked from home, and had little in the way of a budget to professionalize our operations.. staff-photoSome of the Western Standard staff in the Calgary office on Sept. 28, 2021 .All of this began to turn around in December 2020. Advertisers began to take notice of the Western Standard. Readership reached new heights. And investors began to show interest..March 2021 was the decisive month when the Western Standard began to move from a scrappy startup, to a professional media platform capable of challenging some of the biggest players in the Western media market..Firstly, we implemented a soft paywall for readers. That is, we allowed readers to continue to consume a high volume of Western Standard content, but would eventually require those readers to pay if they read a lot. We were extremely hesitant to do this. There was no way that we could grow to where we wanted to be without asking readers to contribute towards our editorial work, but we wanted to keep our content open to as many readers as possible. That’s why we settled on a “soft-paywall.” The results were incredible. Readers signed up in huge numbers, and we reinvested every dollar back into professionalizing our editorial and operational capacities..Those operational capacities included investments into our website (ending the constant crashes whenever we posted big breaking stories), renting sufficient office space, and building a professional studio to provide high-quality video and podcasts..Investment in our editorial capacity was also significant. Staff and freelance contributors were actually paid fairly for their work. This incentivized them to provide content of a higher quality, and at a higher volume.. image-1Daily Readership, October 2019-September 2021 .The result was a continuing increase in Western Standard readership. In the period between January 1 and Sept. 30, 2021, the Western Standard had 9.5 million readers, triple that of the same period in 2020..Much of this is driven by our focus on issues and angles that are too often ignored or not understood by the older legacy media. Our news division is professional and includes several veterans of the industry, but it looks at stories from perspectives not shared by a majority of reporters..Probably the most obvious example of this is in our coverage of the COVID-19 pandemic. Legacy media have almost exclusively taken the view that governments must — as a default — exercise extraordinary powers to eliminate the virus through the imposition of lockdowns, forced-masking, vaccine passports, and other coercive measures. Those concerned with retaining their liberties are portrayed as a bunch of cranky, conspiracy theorist hillbillies..The Western Standard took a different approach. We have taken COVID-19 seriously and covered government and medical pronouncements as fairly and objectively as we can, and we have had a zero-tolerance policy for giving credibility or a platform to conspiracy theories. But we have also not drank the Kool-Aid of accepting everything the government tells us. We have applied a critical lens to government actions and their justifications for them. We have done our very best to provide readers with a perspective that simultaneously takes the science around COVID-19 seriously, as well as the protection of life, liberty, and the pursuit of happiness..As we complete our second year of operations, I’m immensely grateful to our staff, freelance contractors, advertisers, and individual members who have allowed us to get this far. We have gone from an idea on a piece of paper in 2019, to a well-read garage startup in 2020, to a professional media outlet that we can all be proud of in 2021..We have big plans for 2022, and I hope that you will be a part of that journey with us..Derek Fildebrandt is Publisher, President & CEO of Western Standard New Media Corp.
