Save Newsweek.com!

While high-level print editors were taking sleek black towncars to and from the office (and everywhere in between, including, on at least one instance, from DC to New York), this was a staff who slept on grimy couches while reporting on the road; forking out their own funds, at times, just to produce good work. The disparity in work hours, in pay, in resources—it was comical. And it was only telling that not so long ago—let’s say five years—one high-level company executive had to be corrected about the Website’s URL: no, Newsweek.com wasn’t the same thing as the internal Newsweek intranet.

Newsweek.com may have always remained an ugly stepchild to its print grandparents, who were too busy burning money to notice. But it was a team who—despite top-level management turmoil that resulted in a whopping seven editors over the past four years; in the face of wildly-inconsistent business priorities, three redesigns and three different content management systems—consistently produced high quality journalism and multimedia, drawing in audiences far larger than its print counterpart, and double that of the Daily Beast. Over the last five years, Newsweek.com has received dozens of honors for its enterprise reporting, including several ASME nominations. It earned the first Emmy nomination of any U.S. magazine, in 2008. And over the past year, with a staff that’s now just just 18 (read it again: eighteen) editorial employees—that means writers, editors, photo and video—Newsweek.com has managed to bring in at least a dozen awards.