“In two cases, women asked for and were promised the opportunity to interview for executive-level positions for which they were qualified, only to see Spanfeller hire one of his former colleagues.”
published stories about his rocky early days at the company and he became aware of the reporting process for this story about his hiring practices), that same VP was given what management called a promotion, which Spanfeller noted in his responses to Deadspin, saying that she “has been promoted to VP Marketing under Bruce Rogers with wider responsibilities.”
Asked for a response to the latter allegation, Spanfeller responded, “That is absurd. I am a father of three wonderful woman. Two are now successfully navigating careers in the digital advertising space. The other is still in college.” Spanfeller described the situation differently. “I hired Katie who accepted the job,” he wrote. “The next day she refused to join me in communicating our plans to Susie. I found this troubling but was okay with it given the circumstances. Katie then refused to assume the HR lead role around other wider layoffs at the company. It became clear that she was not a good fit for this position and we both agreed on this. I was disappointed.
What Spanfeller says is “normal” is, of course, a reflection of his own values, which evidently rank transparency, diversity, and inclusion as secondary concerns to financial success.Since Spanfeller took over G/O Media in April, more than a dozen people have left the company voluntarily, in addition to the 25 people who were laid off. Employees across editorial, sales, and tech have left, but many of these positions, even mission-critical ones, have not been filled. Laura M.
“I never changed my mind. The JW Player was an interim step,” Spanfeller said. “[...] While it is what we did at Forbes that has nothing to do with the reason to do it here. Having done it at Forbes, I simply knew it could be done quickly and with incremental value to the company.” In addition to poor planning and communication around the video player, multiple sources say Spanfeller wouldn’t allow the tech team to implement video tracking analytics on JW Player, so no one had any idea how many views videos were getting. One theory was that Spanfeller thought implementing analytics would take developer resources away from building the new video platform and player, though employees said implementing analytics is a relatively easy fix.
A fourth source, a former senior staff member at The Daily Meal who worked with Spanfeller, confirmed his temper issues and the “dysfunctional” nature of the workplace. “From a woman’s perspective, I did feel very belittled. And he made sure to make it clear that I just didn’tit in his mind ... that I just didn’t get this whole digital thing,” she said. “[He] wasn’t interested in hearing what someone with 20 years of experience would say.
“I think the thing that’s most strange about it is that they didn’t coordinate with the editorial side of the business. At least have everybody well briefed on ‘this is what we’re doing and this is what we’d like to learn from it,’” Reibstein said. “The appropriate thing to do would be to talk to the editorial side of the business and have a clear objective for the survey.”
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