Sammy Preston was appointed as the head of shopping at Are Media just a few months ago, but she is already making huge inroads in transforming data-driven shopping content strategy.
Preston spearheads the development and execution of this vision, aligning the efforts of the Shopping team with Are Media’s vertical content teams. Focussed on elevating content across digital platforms, Preston is already at the forefront of Are Media’s vision to enhance content capabilities.
Sitting down with B&T as part of B&T’s Women In Media, presented by Are Media, Blaze Your Trail content series, Sammy shared her journey. insights into content commerce and her vision for the future of women in the industry.
B&T: Can you share your journey to your current role at Are Media and any significant challenges you’ve faced as a woman in the industry?
Preston: I started as an arts and culture writer before joining a few fast-paced, high-performing digital teams as an editor. In digital, I was highly motivated by strategy and audience insights – what we could know about our audience and how we could serve them better. And so eventually, content commerce became my happy place – leading me to Are Media where I oversee commerce content across our incredible stable of iconic media brands.
Moving through that timeline, I had the privilege of working with some incredible female leaders who lifted me up, helped build my confidence, and were genuinely invested in my success. That experience feels especially unique to the female leaders in my past.
B&T: What’s Exciting About Content Commerce At Are Media?
Preston: Are Media is primed to own this space. Content commerce works best when it is a natural or organic extension of what brands are already producing for their audiences. The stable of iconic, legacy media brands at Are Media are the original influencers – over the decades, these brands have been guiding purchase decisions for women through the pages of magazines. Now, we are doing the same online and there’s so much opportunity for us to mean more to our audiences in this space.
B&T: What Are Your Plans For 2025?
Preston: We have a lot of learnings behind us – and so much to achieve out in front – so I am looking forward to 2025. Without giving away all our secrets, how we reach our audiences is changing rapidly, especially under the influence of third-party algorithms, and our strategy will evolve to follow that.
How we develop and engage with a shoppable audience is also evolving, as is how people shop online. We are seeing great results via our owned channels (newsletters) and plan to explore how we can play a larger role in the multi-touch path to purchase across our social channels.
CPC networks like Linkby have proved how engaged our audiences are and we’ll be looking to expand on that success. Next year, we’ll also follow green shoots we see in major categories like travel, working strategically with key accommodation partners where we are already seeing impressive conversions. We’re also introducing new performance metrics to better understand the value of our shopping audiences, growing the team new and adding core skills that will allow us to evolve with changes to deliver on our goals.
One area we’re leaning into is community-driven engagement, particularly the power of online word-of-mouth – think platforms like Reddit, where recommendations hold significant sway. In beauty, where we’re one of the biggest voices in Australia, we see tremendous potential. Through Beauty Crew and Beauty Heaven, alongside Marie Claire and ELLE, we deliver the most trusted and curated beauty content in the market, engaging a loyal and passionate community. Next year, we’ll break down silos between these brands, creating cross-platform review opportunities to amplify our trusted voice and make it easier for audiences to access and act on our recommendations.
Across all our brands, we serve a large and diverse audience of Australian women. In 2025 will be about deepening that connection – listening to what they want and delivering the content, experiences, and opportunities they value most.
B&T: What Role Does Trusted Editorial Play In Driving Purchasing Decisions Within A Content Commerce Model?
Preston: One of the consumer trends we are aware of now is this sense of overwhelm. Consumers are less confident about making purchases and more wary of making the wrong decision. It’s the classic Netflix-style choice paralysis playing out – we almost need someone to cut through the noise and make the informed decision for us. Our superpower at Are Media is our trusted brands and editorial authority – we have done the hard yards researching and testing, so our readers can make informed shopping decisions.
B&T: How do you balance maintaining authentic audience engagement while optimising content for commercial outcomes?
Preston: The best content commerce is built out of an audience first approach. And with Google’s latest algorithm update, which places even greater emphasis on high quality, human-centric content, that idea is more important than ever.
It starts with understanding that authentic engagement comes from delivering content that resonates deeply with your audience’s needs and interests. This means ensuring that our content is always rooted in purpose – providing value, insights, and solutions to our readers – while seamlessly integrating commercial elements. The goal is to integrate commerce in a way that enhances, rather than interrupts, the audience journey.
By putting the audience first and maintaining authenticity, we create trust and loyalty, which ultimately drives better commercial outcomes. Authentic engagement is the foundation for sustainable success in content commerce.
B&T: How does your approach to content commerce differ across various platforms and how do you tailor content for each audience segment?
Preston: Insights from our latest Heart of Influence Research, we know Australian shoppers typically use up to five channels before committing to a purchase. Recognising this, we tailor our approach to align with where audiences are in their purchasing journey. Whether they’re actively searching for something specific using generative AI, deal-hunting via apps like Carted, ready to purchase during major sales like Black Friday, or casually influenced by trends on TikTok, we meet them where they are.
Our approach is omnichannel – this means creating integrated ecosystems across platforms. In print, we feature curated shopping guides written by trusted editors and journalists, which transitions seamlessly online for customers to shop directly on our websites with affiliate links, promo codes and live, dynamic pricing to reflect real-time deals. Through social shopping executions, email marketing, and personalized messaging, we engage audiences one-on-one during key shopping events.
Ultimately, we aim to close the loop between content and commerce, ensuring a unified, omnichannel experience that drives meaningful results.
B&T: I’d like to get your thoughts on the future of women in media, and what changes or support would you like to see for the next generation of female leaders?
Preston: Beyond some of the big ticket wishes, like more female leaders/CEOs, closing the pay gap, and more support for parental leave, I’d love to see the next generation enter the industry with more confidence that they deserve to take up space. I’m very inspired by the up-and-coming female leaders on my team at Are – I think they’re already making waves as skilled and fierce shopping editors – proving to me that confidence is already a part of the next generation.
B&T: And finally, what advice would you give to young women aspiring to enter the media industry, particularly on finding their voice and overcoming challenges?
Preston: Be ready and willing to change. Being able to adapt swiftly, learn new things, and maintain a positive outlook as you go is absolutely the ultimate superpower in media.
