Corporate Information

Tell us about the formation of JVC Media.

We started in 2009. I had the opportunity to buy two stations on Long Island from an owner that was retiring. I remember sitting down with Northwood Ventures, a private equity company, and they really believed in the story. They believed in the mission, they believed in radio, they believed in me, and it was nice to have a partner who loved radio in private equity.

We started with two stations and the economy was tough, but we grew tremendously because we were small, nimble, and quick. We weren’t relying on national business — we were relying on making cash registers ring and putting people in seats. That’s what we were good at: getting results.

How important is it for a CEO to know all aspects of radio operation?

It’s extremely important. I understand how important capital investments are in equipment. Your transmitter is the lifeblood of your station, and too many people overlook facilities. My experience as an engineer helps me in sales, because when I do engineering, I’m not just throwing money at problems — I’m finding new ways to operate efficiently. That perspective has helped JVC tremendously.

You operate in markets that are well represented by larger radio groups. How do you compete with them?

Long Island is hard because you’re up against New York City stations. But we’ve built something local — the only Country station, the only Spanish station, the only Oldies station, and the only Dance station. We filled every niche. People listen because we offer something they can’t get anywhere else.

In Orlando, we compete directly with Entercom, Cox, and iHeart. Everyone in radio there is fighting for share. We focus on being local — community events, local voices, and direct relationships with listeners. That’s what makes the difference.

You don’t subscribe to Nielsen in all markets. How do you compete without those numbers?

We subscribe in Orlando and Ocala, but not Long Island. Long Island is unique — it’s not a good measurement. We have Class A signals, and Suffolk County is huge. We rely on direct relationships with clients instead of agency buys. We prove our value with measurable results, not ratings points. We’ve never lost a Long Island client who measures ROI.

The company is a proponent of using FM translators. How has that helped your growth?

We have translators on Long Island and in Ocala. They allow us to extend coverage and target unique communities. It’s a creative way to serve more listeners without losing localism. Translators keep FM viable for smaller operators and expand our footprint in meaningful ways.

How important is being live and local for the company?

It’s everything. There’s always someone live at JVC. We answer phones, we show up at events, we care. Our talent connects with listeners personally — that’s the heart of the business. Being live and local will always be our competitive advantage.

Tell us about the company’s event division.

Long Island Events runs a 7,000-seat outdoor amphitheater. We produce everything from concerts to community festivals, sponsorship activations, and charity events. We also work closely with Live Nation and our radio group to bring top national artists to Long Island. What began as NTR has evolved into a production company hosting over 300 events a year.

What are the company’s plans for future growth?

We’re always looking for the right opportunity — whether that’s acquiring more stations or expanding what we already do well. The focus right now is to operate efficiently and continue strengthening what makes JVC unique: our people, our partners, and our commitment to live, local broadcasting.