Andrew Ross Sorkin's best sources are often "jilted" individuals—bankers who lost a deal, executives passed over for promotion, or spurned partners. These sources have nothing to lose and are motivated to talk, providing reporters with a powerful, albeit biased, starting point for a story.

Large media companies are slow to adopt new platforms like Substack. However, once one major player makes a move (e.g., Bloomberg launching Substacks), it triggers a "fast follow" reaction from competitors. This predictable herd mentality creates strategic windows for creators on those platforms to pursue acquisitions.

Contrary to the belief that costly journalism is subsidized by lifestyle products, the NYT CEO asserts that hardcore news is the most economically value-creating part of the business because it generates a massive audience and brand authority.

The NYT's audio strategy succeeds by creating intimate, personality-driven shows that feel like a friend explaining the news. This approach makes complex stories accessible, opening up entirely new engagement patterns and audiences beyond traditional readership.

Instead of waiting for an external threat, dating-app giant Match Group is funding a potential competitor launched by the original founder of Hinge, an app it now owns. This is a sophisticated strategy to incubate and control the next wave of innovation within its own market, effectively hedging against disruption.

Revenue from engaging lifestyle products like games and recipes directly enables the NYT to invest in high-cost, low-click investigative journalism, such as covering the war in Sudan, fulfilling its public service mission without direct commercial pressure.

Personal newsletters are resurging as a sanctuary from the exhaustion of social media. Creators crave a space for deeper context away from performative platforms, while audiences seek intentional, high-value content that respects their attention, leading to a boom in personality-driven newsletters.

Despite declining viewership, legacy media institutions like The New York Times and Washington Post remain critical because they produce the raw content and shape the narratives that fuel the entire digital ecosystem. They provide the 'coal' that other platforms burn for engagement, giving them unrecognized leverage.

The NYT CEO sees the widespread belief in the need for shared facts, even among political opponents, as a powerful market driver. This demand for independent reporting creates a durable business model, despite low overall trust in institutions.