The media and communications company is understood to be exploring opportunities in Europe as it looks to expand a strategy built around investing in and operating media assets.
Omri Hurwitz Media (OHM) is exploring an expansion of its media acquisition strategy into Europe, according to people familiar with the company’s direction, as the fast-growing media group looks to extend a model it has already pursued across digital publishing, television and other media properties.
No transaction has been announced, and it remains unclear which publications or markets OHM may ultimately target. However, people familiar with the company’s thinking say European media properties have increasingly come onto its radar.
The potential move would represent the next stage of an unusual strategy that has increasingly separated Omri Hurwitz Media from conventional public relations agencies.
Rather than operating exclusively as an intermediary between companies and journalists, OHM has spent recent years investing in the infrastructure surrounding media itself.
Founder Omri Hurwitz has publicly discussed the company’s strategy of acquiring stakes in media properties and attempting to modernize their business and distribution models. OHM has described its interests as spanning publications, television, podcasts and social platforms.
The approach was recently examined by HackerNoon in a profile of what it called the “Omri Hurwitz Media Machine”, which looked at how the company combines traditional communications work with media ownership, distribution and a broader network of media assets.
The thesis is straightforward: as traditional publishers face pressure from declining referral traffic, fragmented audiences and changing advertising economics, valuable media brands and distribution networks can become attractive strategic assets for companies willing to rethink how they operate.
Europe could provide fertile ground for that approach.
The continent retains a large collection of respected technology, business and vertical publications, but many operate in a difficult environment. Audiences have increasingly shifted toward LinkedIn, X, newsletters, podcasts and AI-powered discovery platforms, while the economics supporting traditional digital publishing have continued to evolve.
Hurwitz has previously argued that successful modern media properties increasingly gravitate toward two broad models: highly accessible, digitally native publishing inspired by companies such as Axios, or premium information products built around specialized reporting and subscriptions.
Under OHM’s approach, acquiring or investing in an existing publication is therefore only the beginning. The larger objective is to rethink how the publication distributes its journalism, develops individual journalists as recognizable media personalities, builds direct audiences and ultimately becomes economically sustainable.
That strategy has become increasingly important as OHM expands beyond its original roots in public relations.
The company now describes itself as a broader media engine combining earned coverage, owned media, television, social distribution and Generative Engine Optimization, or GEO — the emerging practice of influencing how companies and individuals are represented across AI-powered information and discovery systems.
That creates another reason for owning media infrastructure.
As consumers increasingly ask systems such as ChatGPT, Gemini, Claude and Perplexity questions they once typed into Google, credible published information is becoming an important component of how brands establish digital authority.
OHM’s bet is that media distribution therefore becomes more valuable, not less, in an AI-dominated information environment.
Hurwitz’s move into media ownership initially ran against conventional wisdom. In previous interviews, he has described encountering skepticism when he began investing in media properties rather than focusing exclusively on the agency business.
The strategy has since become a defining part of the company’s identity.
A recent Rolling Stone profile of Hurwitz and the company explored that evolution from media operator to media owner and investor, including Hurwitz’s thesis around building a portfolio spanning publications, television, podcasts and social media.
The company increasingly resembles a hybrid between a communications business and a media network — a model designed around controlling more of the infrastructure through which stories, executives and brands reach their audiences.
A European acquisition push would substantially expand that thesis.
Rather than simply opening another PR office or hiring additional account executives, OHM could establish a physical stake in the European information ecosystem itself — particularly across technology, cybersecurity, venture capital and business media, where the company already has significant commercial exposure.
