Myers review into Manx Radio
John Myers
A REVIEW INTO MANX RADIO, COMMISSIONED BY THE SELECT COMMITTEE OF TYNWALD ON PUBLIC SERVICE BROADCASTING.
AUGUST 2013
Myers Review – Manx Radio August 2013
Preface
In May 2013, I was commissioned by the Select Committee of Tynwald on Public Broadcasting to undertake a review of Manx Radio.
The request followed a debate, on the level of funding required to deliver the radio station’s Public Service obligations. This annual subsidy (subvention) is negotiated on a regular basis. Over the past four years, the level of subvention has reduced from circa £978,000 to the present figure of £850,000. Management at Manx Radio feel strongly that this level of funding is the minimum required to deliver its remit.
As part of the process, the Select Committee felt an independent review from an experienced radio executive would be beneficial.
My brief was:
• Examine the working practices of Manx Radio, and provide a view as to its efficiency regarding cost verses output.
• Examine the structure of the organisation and its relevance in 2013.
• Consider the output of Manx Radio against its public service remit and comment or make recommendations, where appropriate, that might improve the service overall.
• Provide feedback on ‘The Berry Proposal’ that is currently being considered as part of the wider review of broadcasting on the island.
My fieldwork on this project was conducted between Monday 22nd to Friday 26th July 2013. In addition, a great deal of time was spent prior to my visit on desk research and reading through a large number of papers provided by both the Committee and Manx Radio. As part of the process, I also spoke to a number of media executives including Ron Berry and Juan Turner from 3FM and Energy FM respectively.
This report is not intended to be a detailed analysis of the station, but instead, it is a helicopter view of its operations and its structure. My comments and recommendations are based on my long experience within the industry and a fundamental understanding of running local radio stations within a restricted cost structure. I have
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no working or private arrangements with any broadcaster or individual connected with this project.
Everyone I met, without exception, welcomed my involvement on this project, and I was given all the access required in order for me to conduct my review swiftly and without pressure or favour.
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Introduction:
1. The population on the Isle of Man is approximately 84,500 with an adult 15+ figure of 71,500. The island, rather surprisingly considering it’s size, is served by no less than three commercial radio stations, namely Manx Radio, 3FM and Energy FM. On purely audience levels alone, Manx Radio is one of just a few successful radio stations enjoying over 50% reach within the UK and Crown Dependencies, winning numerous awards for the quality of its output.
2. Economic growth in the Isle of Man has slowed over recent years, and this, alongside a limited level of available audience, means that profitability for any of the three stations on the island is a challenge, something Manx Radio itself is not designed to be. It is expected to be cost neutral, delivering a public service remit that other stations would find difficult to provide as a sustained service. Nevertheless, and quite rightly, questions are being asked if the station is doing all it can to mitigate its underlying costs, especially as public funds are being provided.
3. Manx Radio receives an annual subsidy from the Manx Government, to broadcast a range of programmes alongside a significant local news service that sits within the widely accepted description of a Public Service Broadcaster (PSB). Running such a service, which relies on content rather than music, is expensive and therefore the station also accepts commercial advertising, a unique model which does not exist in the UK. Nevertheless, it is a successful one and without this combined source of revenue, the government would have to either double its annual subvention or remove the stations commitment to extensive content and news. Neither is a good option.
4. There are a number of touch points where the station receives Government financial support including a programming subsidy of £850,000 and transmission costs of £86,700. In addition, the station is provided with rent- free accommodation on perhaps one of the most sought after locations on the island, although the running costs are included within their P&L. This is clearly a major benefit as even a cursory review of the market suggests this building could be rented out at circa £150,000 per annum. Furthermore, Manx Radio receives an extra £30,000 to broadcast the annual Manx Radio TT and the station is carrying an overdraft of some £130,000. Collectively, therefore the real cost to the taxpayer for Manx Radio amounts to:
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* Subvention 850,000 * Rent free accommodation 150,000 * Transmission costs 86,700 * Manx Radio TT 30,000
Total: £1,116,700
• This does not take into account recent capital investments to improve its building and facilities.
5. While noting the various levels of financial support, my task was to explore if the present output could be maintained for the current level of programming subvention.
6. The level of subvention is not set in stone and this, together with the nature of any commercial income, dictates that planning long term can be difficult. The pressure on commercial income increased, after the government licenced two new radio services a decade ago, namely 3FM and Energy FM. Even though the number of stations on the island trebled overnight, the commercial radio revenue ‘cake’ did not. This competition in the market and pressure on revenues meant Manx Radio has had to change its cost base. While it was reported that staff numbers decreased, the reality is personnel simply moved from a staff position to a freelance role with very little change to the overall number. A classic case of smoke and mirrors! However, it has not been totally without merit. The move in this direction has delivered real cost savings through a reduction in National Insurance and staff pension payments for example, and, as freelancers are generally on a fixed term contact, the company has certainty of costs. Having said that, it should be pointed out freelancers must be properly and legally contracted to ensure the company has the appropriate protection. While the IoM tax authorities are independent of the UK, it is worth noting that the UK has taken a much tougher stance on this area over recent years. The shareholder and the Radio board may want to satisfy itself on this particular point because if the main source of income for a freelancer comes from their duties at Manx Radio, it could be argued that the individual is not a freelancer at all, and instead they are an ‘employee’ of Manx Radio. If this is successfully argued, the company may have a significant
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liability on National Insurance payments alone. In addition, free-lancers may be able to claim staff status and the associated protection this provides.
7. Public service broadcasting, however, is not cheap. Speech is particularly expensive with news content even more so, but this is the raison d’etre of Manx Radio and without such a commitment, there is little difference between it and the other two commercial services. It is therefore essential that most of the public funding the station receives is focused in this direction.
8. Such is the success of Manx Radio, they are widely regarded as the nation’s station, especially when news or a big local story of interest breaks. You do not have to listen to the service every week to appreciate its value, but it’s important that when islanders choose to listen, they do not hear a watered down commitment to the public service remit it is committed to provide.
9. In audience terms alone, few can argue that Manx Radio is not a popular service. Indeed it is worth highlighting that the figures are not just good, they are exceptional. The very latest official audience data, published just last month, indicate 54% of the islands population tune in at some point every week. However, it is the monthly listening figures that are particularly impressive. When this is taken into account, over 74% of the population tune in (more than seven out of ten).
10. Critiquing Manx Radio may therefore appear churlish at the extreme, but there are many instances where successful stations drift into complacency, especially when a financial comfort blanket is provided. The result is that costs are not driven down, and management are convinced of the necessity for a cumbersome and expensive structure. Furthermore, technology has changed radio stations forever across the world, and savings in this area can be productive and effective.
11. While licencing three radio stations in such a small market might be seen to be a reckless act by any regulator, surprisingly, it seems to have worked to the benefit of all. The government has managed to broaden listener choice, while contributing financially to just one. While 3FM and Energy FM might struggle over time, as long as they continue to broadcast, they deliver an enviable choice on the dial compared to similar markets elsewhere.
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12. The phrase ‘it’s different here’, is often voiced by management of companies worldwide, in an attempt to explain away many of their issues, when there is often no difference between one company and another in reality. However, there is some truth to this within the Isle of Man and in particular Manx Radio. For example, the very fact it is island based, means the available talent pool on a number of levels is lower than one might expect to see on the mainland, with salaries therefore higher as a result. The station does therefore operate in a slightly different environment to stations of a similar size, and I am conscious that my view and conclusions are not clouded by the norm.
13. It should be noted that while researching this project, I have never experienced in my thirty years within media, one station that has been subjected to as many government reviews or reports as Manx Radio. Considering the public service success and impact on the community overall, I can understand the staff’s frustration and paranoia, that it is now an annual sport to kick what is effectively a national treasure to so many. It is important to morale, listeners and to the future of this station that a firm foundation is laid, for its long term funding so it can manage its affairs effectively.
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2.0 Summary and recommendations
2.1 In December 2012 Tynwald reaffirmed its commitment to Public Service Broadcasting and recognised Manx Radio as the Isle of Man’s national broadcaster. It is a service that is much sought after by the community with large and appreciative audiences and, on the whole, it is a professional, competent and well-managed operation, staffed by dedicated and experienced personnel. It provides a significant level of news and content alongside a range of popular programmes that are highly valued by the community it serves.
2.2 Manx Radio is the nation’s station. It is enormously popular and regarded by many as a national treasure. Rarely, have I seen a station generate as much loyalty and affection within a community as this one. As such, it is reasonable for any Government to want to protect this asset for the longer term and the best way of achieving this goal is to have its status and objectives confirmed within primary legislation.
2.3 The greatest risk to the stations long-term health lies in its ability to manage its own financial destiny. The subvention appears to be agreed on an irregular basis which only encourages instability and does nothing to assist long term planning and effective cost reduction. If Tynwald want a public service broadcaster then they must be prepared to fund it for the duration of each licence term, not on a short-term basis. I found little evidence within the P&L that the stations programming could be delivered more cost effectively.
2.4 Each licence term should come with a guarantee of a minimum level of funding plus CPI, so that its PSB obligations can be fulfilled. Such long term planning would allow the management structure to be revisited, with savings transferred to enhance the news and content provisions of the stations output.
2.5 I found that the current subvention of £850,000 per annum to be the minimum required to maintain the current service, however with additional savings as outlined within this report and a possible revenue gain, this should allow the station to operate effectively. This does not take into account any capital expenditure that may be required.
2.6 The station should enter into talks with The BBC about taking 5LIVE as a sustaining service late at night. If a deal could be struck, this output by The BBC would enhance the station overall, providing more speech and content,
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while at the same time widening listener choice. (The present 5Live AM service is very difficult to pick up on the island). Furthermore, as the BBC would not permit commercial airtime to be transmitted while Manx Radio aired their programmes, the BBC may (subject to terms and discussions) make a financial contribution in return. If this was agreed, such funding could either be taken into Tynwald to offset the cost of their subvention or the station could receive it to increase their content provision across the year, alternatively it can be used to fund special projects such as the cost of the TT coverage. I would urge discussions with the BBC to be taken up as soon as possible.
2.7 In the likely scenario that interest rates on the overdraft are greater than the rate received by Tynwald on their cash reserves invested, then consideration should be given to paying down the overdraft position.
2.8 There is an outdated structure in operation from the shareholder down. In 3.5, I note it costs circa c£50K a year to run, to having a Purpose Trust that is ineffective. Directors of a company providing a public service should be encouraged to receive a nominal fee and expenses only. In addition, if the company has a minimum obligation of speech and news under an agreed ‘format’, then the shareholder should have confidence that its funding is supporting the right areas of output.
2.9 A Government minister chairs the Communications Commission, which is unusual in my experience. I would normally have expected this to be chaired by someone totally independent of Government, although it should be said that there is no evidence to suggest the current position is being abused for any political gain. As it is often important for a role such as this to ‘be seen’ to be independent, it may be wise to have further debate on this particular point. Nevertheless, considering the absence of any political pressure so far, the board of Manx Radio should be able to ensure the company remains editorially independent of Government by having a properly written format as proposed in 5.4, allowing the Purpose Trust to be disbanded.
2.10 The board should introduce a formal remuneration committee, selected from within its own non-exec directors, which oversees the terms of all senior management, not just the MD. Salary, term duration and bonuses should be outlined within the Annual Report for transparency.
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2.11 It would appear that The Articles of Association have not been updated for decades, and do not reflect the demands of a modern company. This should include the requirement for the chair, to refer to the shareholder, all contracts that are not within standard working practices. This is in addition to finance, overdrafts and the right to formally approve new directors.
2.12 Programming is broadly delivering on its remit but more should be done to engage with the listener and encourage debate and interaction. The level of success and the loyalty it enjoys is very high, but it should guard against complacency and ensure it over delivers on its remit, as opposed to working within its comfort zone. In particular, full speech programming should be introduced between 7.30am and 9am, with the lunchtime debate programme having much more bite in terms of content and context.
2.13 A truly independent news operation is central to the output of Manx Radio. However, the newsroom is underfunded to deliver its remit and requires further investment in people. I believe it requires at least another two journalists. Reducing management roles, and using the savings to enhance its overall news output would achieve this. The news output is pedestrian at times, and the directors should encourage a more challenging news agenda.
2.14 The management team are professional and competent but the structure is too large and could be reduced by at least one. Any modern radio station, especially after investing in new technology, should be streamlined accordingly. Savings from this area should be transferred into the news and programming department.
2.15 The Engineering department is either overstaffed or the revenue stream attached to their third party work is under-delivering. Charges for third party work must be revised in order for the company to justify such a large staff of four personnel. This course of action should be progressed before other methods of cost control are introduced. I believe there is great potential for the engineering department to be cost neutral but a more realistic approach to how the station charges for their services must be encouraged. If revenue cannot be improved, then the number of personnel in this department is unsustainable.
2.16 Berry Proposal. I have read the proposal and discussed it with Ron Berry, his management team, Manx Radio and others. The key point to highlight is that while it offers savings for the smaller stations, the document does not offer any
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confidence that programming, and in particular the news provision, would be properly funded or protected. There is a lot of gain for others but not a lot for Manx Radio listeners, a service seven out of ten on the island clearly enjoy. There is no doubt that both 3FM and Energy are professionally managed, but I am not convinced this proposal is attractive as it stands. The Berry proposal (which Ron Berry says is more a document for discussion), suggests most of the savings come from within the heritage station.
2.17 My view is that commercial operations should work together for their own shareholder benefit. The government might encourage some areas where a coming together might help the common goal, but as Manx Radio is effectively the nation’s station, the home of local content, news and specialist programmes, any erosion of that remit would be to the detriment of all.
2.18 Manx Radio could help the community for the greater good by making their factual news clips and content available to other broadcasters should they wish to broadcast it on their own respective services. As Manx Radio is a Public Service Broadcaster, mostly paid for by the taxpayer, then their news content should be available to all, once Manx Radio has had the exclusive rights to air it first. Manx Radio should be encouraged to agree to this proposal so that the public see further added value for the subvention.
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3.0 Structure:
3.1 The appropriate structure is dependent on the goals for that organisation. Tynwald have stated publically that they are committed to PSB and, if public funds are required to achieve that objective, then a suitable structure would need to be created, that provides the right level of oversight and ensures funds are directed to the remit it is licenced to deliver.
3.2 Furthermore, as Manx Radio clearly delivers significant public benefits it would be reasonable to see this stated within primary legislation. It should come with a statutory remit to fund the company to a minimum level for the duration of its licence term in order that it can deliver its PSB commitments. In doing so, the directors would be able to plan long term, streamline management and reinvest cost savings into programming.
3.3 A company that receives public funds must be prepared to account for this at a greater level than any privately held organisation. It is just ‘part of the deal’ of accepting money from the public purse. However, there is a balance to strike between being properly accountable and operating a structure that is costly and unnecessary to run. Manx Radio therefore may have to pay a larger sum than a station of a similar size in order to provide this comfort but it could be delivered more cost effectively.
3.4 The Treasury is the shareholder. Underneath this (and to protect the station from any political involvement), there is a formal company namely Radio Manx Ltd which houses its own company board, incorporating a Chairman, four non executives and four executive officers who also run an audit committee. Outside of this, there is a ‘Purpose Trust’ that was set up to bridge the gap between government and the company to ensure the station is not affected by any political pressure or influence. The reality is that this trust is toothless and, as far as I can ascertain, serves no real purpose whatsoever. I can fully understand how and why it was proposed and from reading previous reports, it was perhaps the right idea at the time, however, that does not mean it works in practice. It is interesting to note that this small company somehow requires the auditors to be one of the world’s leading organizations, even though it appears to receive a discount on fees paid. It may be that the Government has a policy to require a high level sign off, but this is excessive for a company of this size.
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3.5 When a company is serving the wider public interest, it is not uncommon for Director’s fees to be forsaken for the common good. If a fee is paid, it is usually a nominal fee. This does not seem to be the case here. From the evidence I have seen, the structure and oversight costs are in the region of c£50,000 a year which appears excessive. This cost of scrutiny would certainly never be seen on any commercial station of this size anywhere else in the UK, even with the broader need for accountability. Furthermore, in reviewing the Articles of Association, they appear not to have been updated for many years. Everyone would benefit from a review, in particular the added requirement to inform the shareholder (Treasury) of any areas that are outside the norm of the day-to-day management of the company.
3.6 For a radio station with less than £2m turnover, the management structure appears excessive, with recent cost cutting to programming, rather than taking the opportunity to reduce the level of management. This is disappointing, cuts to output should be a last resort.
3.7 The Annual report is not as transparent as I would have expected to see, as it fails to state clearly the contract terms of key management personnel, alongside their salaries and benefits. On this particular point, the salary and full employment costs of the Managing Director was right at the top end of a company of this size. Alongside that, I was surprised to be informed that the Chairman had awarded a five-year contract to the MD, although I later understood it was not a fixed term period. Nevertheless, five years is a long time and the shareholder should satisfy themselves with the terms of this contract going forward. Whatever the exit conditions, no contract as a matter of course should contain a notice period in excess of six months for experienced and valued executives, as it places a heavy financial burden on the company as a whole. Certainly, no contract should be awarded for longer than the period of the licence it holds. In this case, the licence runs out on March 31st, 2015. It is worth noting that The Chairman of the company has no obligation to refer any contract terms to the shareholder, outside of the normal course of business, and this should be addressed. In addition, having these contracts stated within the annual report, acts as a prudent step forward in terms of accountability.
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4.0 Engineering:
4.1 On the face of it, the requirement to employ four engineers in one station of this size, could be viewed to be a luxury few could afford. The norm, is one engineer plus someone to call on for additional support when required. I could understand the need for more personnel in the past, as the studio equipment was so old, it needed constant care and attention to prevent it failing. Today, the studios are brand new and the level of daily care has been reduced somewhat. However, where the station differs to others is that it takes on a number of ‘outside’ engineering projects for third parties including The BBC, Arqiva and Tynwald. The internal belief is that this work, turns the Engineering department into a profit centre, but there is no evidence of this from within the accounts. The reality is that the total cost of staffing and freelance costs is close to £200,000, while the income is projected at £120,000, a shortfall of £80,000. This, it could be argued, is what a station might have to pay in any case for its own engineering service, across the year, but there is a risk in employing so many people, unless there was a good return to the bottom line for doing so. This is not the case, and the risk verses reward is therefore out of kilter. The remedy is not easy through its position on an island where choice and expertise is limited, but it is this very fact that should give management confidence that it can maximise its return for third party services. There are three ways this could be addressed.
* The present engineering team could depart and set up their own company. They would be free to undertake any engineering projects they wish and one of those would be with Manx Radio, to provide full time engineering support on a contract basis. There might be little difference to the bottom line of Manx Radio, but it would significantly reduce the risk of employing four people, and all the issues associated with managing third party contracts.
• The station reduces its staffing by one to bring it closer to a cost neutral position. This may be possible now that new equipment is installed and there is less daily maintenance required.
• The station reviews its charging mechanism for all their third party work. It seems to me they undercharge for this and third parties are receiving a very good deal indeed for the service the station provides.
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4.2 My own preference would be to explore the third option before any other. For all the reasons stated, the cost of providing engineering support, for any company based off the island, is significant. Yet, the fees Manx radio charge, seem to be below market value. If the station could ensure revenue is increased so that costs and income are the same, then the risk and daily management costs of four engineers would be worth continuing with. If the third party contracts cannot be increased, then the level of engineering personnel at the station should be reviewed.
4.3 Overall, while the management team is excellent, the structure is top heavy by at least one. Of course, there is a counter argument (one that has some merit), that managing up due to the constant debate about its finances takes up considerable time and resources, suggesting the present structure is required. This might be correct, but if the long term funding mechanism can be resolved, then the need for a four man management team cannot be sustained. The saving can be re-directed into news and programming where it is required
5.0 Programming and News:
5.1 As previously stated, the output provided by Manx Radio is popular. Overall, the station is clearly doing far more right than wrong and the population tunes in on mass for their output, particularly when rich speech content is provided.
5.2 From my calculations, the content in daytime takes up much of the public funding from Government, with the rest spread over specialist programming, of which a number are of high quality.
5.3 The breakfast show on FM (Mandate) adopts a one-hour speech segment that ends at 8.30am. This should be extended until 9am, especially as the audience falls away the moment the speech content ends.
5.4 Manx Radio is tasked to deliver its output under what is termed a Promise of Performance or a Character of Service. This appears to be drawn up and agreed between the Purpose Trust and the station on an annual basis. I don’t understand why this is not just part of the main licence agreement between the regulator and the station rather than having yet another layer of bureaucracy added into the mix. That said, the requirements detailed within the Promise of Performance is far too generic in my view and a more specific remit, pinning the station down to specific content should be considered as follows:
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“Manx Radio should ensure the population is served by a credible, local and national news service alongside a range of speech and specialist programmes, that reflect and promote the interests of the community at large. News and content should be editorially independent of Government. Speech content must not generally* fall below 40% of its total output between the hours of 6am and 7pm each weekday with news, at least hourly, for 12 hours a day weekdays and 6 hours a day at weekends. A news programme of at least 90 minutes in duration must be broadcast at breakfast each weekday. Regular sports coverage must also be maintained”
*Generally does not include Bank Holidays, special events such as the TT and the period between Christmas and New Year.
5.5 The station already fulfills much of the above criteria, however it could provide more within their current cost base that would be beneficial to listeners. As stated earlier in this report, one of the drawbacks of being successful to this degree is that apathy can creep in. There is some evidence of this at Manx Radio.
5.6 In addition to the Mandate breakfast programme, the lunchtime ‘Talking Heads’ show is mostly content driven but it did not, at the time I was listening, engage the listener in any real debate and is a somewhat lost opportunity that would benefit from pace, a mixed content agenda and a more creative use of social media. It is far too laid back and requires additional staffing or a restructuring of present roles.
5.7 The afternoon output was mostly music and personality driven, which has a place in a public service broadcaster, provided it links the listener to more debate and news content on the drive home. I felt this was somewhat lacking.
5.8 Just seven journalists staff the news output of the station, which is tight for a station with this content expectation. Clearly, with seven staff, each requiring five weeks holiday, it means the operation runs on practically six staff in reality. The station had to reduce staff numbers recently, however, management decided to cut back on programming and newsroom personnel rather than adjust its own structure. Considering the size of the management team, it does suggest a disappointing level of oversight from the company board
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and a willingness to accept the management recommendations without sufficient rigour. Retaining the programmes and in particular the content paid for through a subvention is a priority and one that must be protected for the common good. However, even with these challenges, it was frustrating to hear badly clipped news cuts and poorly written cues into discussion topics, alongside a news agenda that seemed to rely too much on press releases and public information.
5.9 In the week I was present, there were at least two instances where a public service radio station seemed to have missed the mark. Both related to the island games where a record number of athletes returned with gold medals. Not a single person from Tynwald attended the airport to greet their return, which many residents may have thought surprising and offensive. Someone from the Government should have been taken to task about this on the following mornings breakfast show. Nothing was mentioned, which is difficult to understand for a station that proudly boasts that it takes ministers to task on a regular basis! Secondly, while the station sent a reporter to cover the athlete’s return, they failed to get anything to air for over two hours, not even a telephone report into the afternoon programme. Not counting the station’s failure to air news quickly, this was a missed opportunity for the station to broadcast from within the community and share in the island’s success. Furthermore, as the station boasts four engineers one would therefore believe this task would have been easy to deliver. Many instances like this come from a culture of ‘coasting’ and is a trap many successful stations fall into.
6.0 Music.
6.1 Everyone has an opinion about music. It is like having 70,000 managers in the stand at Old Trafford each week. In my view, the station seems to have a policy that is far too wide and confusing. Again, I accept that I am perhaps knocking a successful station here with enormous loyalty, but not enough time and care is taken when choosing the right music for the right segment. There are too many songs played that were minor hits and I was left perplexed as to the musical choices on occasion, An audience requires familiarity, however, they also have no desire to be stuck in the past either. I would suggest the station looks at BBC Radio 2 for guidance on this point.
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7.0 Positioning statement
7.1 The station adopts the slogan “the sound of your life’ which has little impact in reality. The ‘Nation’s Station’, a phrase people have often said back to me when describing the station, seems to provide the best slogan one could ever wish to adopt. It is a moot point I suspect but I have always felt that stations should do what they say and say what they do. This is indeed the nation’s station and I would badge it as so.
8.0 Technology:
8.1 The studios have recently been updated and therefore the technology is very modern. That said, there are a number of areas that still require some investment, in particular around its newsroom. The news personnel – and programming - have started to make more use of iPhones and other mobile devices but that only works if there is a drive and desire to ensure they are used from the top down. There was a wonderful example of this kind of technology being used at the Island Games in Bermuda, when an iPhone was attached to a laptop and good quality reporting was produced for very little financial investment. The newsroom should explore this kind of technology further, so live reporting could be delivered more frequently and news cuts can be sent back to the studio more effectively.
Ends
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About the Author.
John Myers is one of the UK’s leading radio practitioners. In a career spanning 30 years, he has been an award winning presenter, producer, manager, CEO and owner, establishing the Century, Real, Smooth and Rock Radio brands. He was awarded the industries highest honour of a Fellowship in 2004, and a further award in 2009 for his outstanding contribution to UK Radio. This year John was recognised as one of the forty most influential people in UK Commercial radio over the past four decades.
In 2009, he became an advisor to the then Labour Government. He’s the author of a report on the future of local radio with many of his recommendations uplifted into the digital economy act the following year. More recently, he has written The Myers Report for BBC Radio 1, 1Xtra, Radio 2 and 6Music. Last year, he was asked by the BBC to undertake a review of BBC Local Radio. His recommendations helped save the funding required to maintain the services to local radio.
John is currently the founder and CEO of Myers Media, Chair of the Radio Academy Awards and is the Executive Chair of TeamRock, a worldwide content and delivery business based in Glasgow and London. He’s also the author of Team, It’s only Radio, a best selling book, highlighting his long career in the medium he loves.
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