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When Andrew Morse joined The Atlanta Journal-Constitution (AJC) as CEO in 2023, he inherited a legacy institution at a crossroads. Once the dominant news source in the South, AJC had the backing of Cox Enterprises, but faced the same structural challenges that have hollowed out local journalism nationwide. His response has been to reject the retrenchment that plagues much of the industry and pursue growth, tapping a reported war chest of $150 million to do so. Under his leadership, AJC has been executing a multi-year growth plan to rebuild its business for a digital era — an approach Morse describes as playing offense rather than defense. The company is investing heavily in technology, marketing, and new editorial franchises to make AJC not just the leading news source for Atlanta, but for the entire region. For Morse, the thesis is clear: Local news can thrive, but it needs to embrace risk. “You can’t stand still,” he said. “You have to jump, even if the fall could kill you.” The Print Exit—and What Comes Next AJC’s boldest move came this summer when it announced it would end daily print publication by the end of the year, an almost unthinkable decision for a paper of its size. Morse said the call reflected not a bet on the future, but an acknowledgment of the present. Print revenue had long subsidized AJC’s operations, but readership and ad demand were declining too quickly to justify the costs. The company chose to reallocate resources toward digital growth rather than managing decline. Though the shift means parting with a meaningful revenue stream, AJC is betting that a fully digital focus will accelerate subscriber growth and strengthen long-term sustainability. Still, Morse hasn’t ruled out occasional print products for specific audiences, like dining guides or high-school sports coverage. “Everything has to have a strategic purpose,” he said. Building a Digital Business From the Ground Up Transforming a 157-year-old newspaper into a digital-first company required more than a new business plan. Morse first rebuilt AJC’s technical and organizational foundation, hiring product engineers, growth marketers, and data analysts to create a modern operation. Only then did the company expand its editorial strategy, launching a series of audience-focused franchises. The new UATL vertical celebrates Atlanta’s Black culture; AJC Varsity focuses on high school sports; and Access Atlanta delivers entertainment and lifestyle coverage. Each franchise is designed as both a content product and a community touchpoint, offering opportunities for audience engagement and brand partnerships. Digital subscriptions have grown 33% year-over-year, surpassing 80,000 digital subscribers and 120,000 overall, according to Morse. The company’s goal remains 500,000, though the timeline has shifted. “It’s taking longer and costing more than we hoped,” Morse said, “but the pace of growth is exceptional for a local outlet.” Video, Creators, and the Modern Media Mindset In Morse’s view, AJC is a media brand, not a newspaper. That reframing has guided the company’s investment in state-of-the-art video studios, podcasts, and digital franchises that extend beyond traditional beats. The goal is to make AJC’s journalism visible across every platform where Atlantans consume media. That includes leaning into a creator-driven model in which journalists serve as recognizable personalities. Reporters like political correspondent Greg Bluestein and columnist Ernie Suggs already command devoted local followings, and AJC is building on that strength. The company is also experimenting with external contributors — local chefs, musicians, and public figures — to broaden its audience base. “Local news organizations need to think like local media companies,” Morse said. Navigating AI and the New Audience Landscape As search and social traffic decline, AJC is rethinking how to reach and retain readers. Morse described the company’s audience model not as a funnel but as a loop, with multiple entry points — newsletters, events, corporate partnerships, and paid group subscriptions through universities and major employers. The approach reduces acquisition costs while deepening loyalty. AI presents both a threat and an opportunity. Morse said AJC has held exploratory conversations with large language model companies about partnerships that could enhance discoverability, but he’s wary of one-off licensing deals. The company’s long-term value, he said, depends on protecting direct customer relationships. “If we sign away what gives our brand value, we’ll have mortgaged our future for quick cash,” he said. Reintroducing the Brand—and Setting a Blueprint As AJC’s business evolves, so too is its brand identity. The company recently launched a new campaign positioning itself as “the substance and soul of the South,” following an earlier community-focused effort called For the Greater Atlanta. The rebrand reflects AJC’s broader goal of reframing its image as a dynamic, digitally driven institution rather than a legacy paper in decline. It also fits into a larger trend of publishers increasingly launching brand-marketing campaigns — many for the first time. Cox Enterprises has supported the effort with significant long-term investment, which Morse said has been critical to sustaining transformation at a realistic pace. But AJC’s ultimate success depends on having a credible plan and the right team to execute it. “You need talent, culture, and time,” he said. “We’re lucky to have all three.”
