Business

Digital Media Companies Group Nine and Refinery29 are Planning to Merge

Published

7 years ago

March 25, 2019

Digital media companies Group Nine and Refinery29 are planning to merge, three close people aware of this news revealed. As most of the digital ad share is going to Google and Facebook, so a lot of venture-funded digital media companies are planning to merge. Such speculations are in new since the last few months. However, there is no clear message from the heads of both the companies namely, Group Nine and Refinery. Even the heads of both the companies said earlier this year that they only believe in the acquisition.

Although a lot of companies are planning to merge, which is not an easy task. Any type of merger involves a lot of challenges which both the merger companies need to tackle. Similar to this, the merger between Group Nine and Refinery doesn’t seem to come in the near future. Both companies need to understand the values of each other before coming together to make their merger successful. However, in the case of these two companies, investors namely, Discovery and Turner have to agree on terms as both of these backed Group Nine and Refinery.

As the two companies belong to different cultures so it is hard to combine and if it happens, then it would be a challenging task. One of the possibilities that experienced media mergers and acquisitions suggests is that both the companies could combine in a stock deal without changing money from one hand to another. However, if this merger happens, the chances for the growth of both companies would increase manifold. There is a huge demand for digital media and hence the responsibility for digital footprint also resides on the shoulders of both the companies. Reacting to this merger news, both Group Nine and Refinery representative said they have not decided anything about the merger. They said they are discussing the opportunities to merge with their peers.

The nature of the two companies, Group Nine and Refinery29 are the same, as the two make videos for the audience. Out of the two, Group Nine makes more profit, although the industry watchers don’t consider this fact. The relation between the two companies is on the grounds of links between investors. Group Nine CEO Ben Lerer joins the team of Lerer Hippaeu, which has made an investment in Refinery.

Group Nine, which is a product of Nowthis, The Dodo, Thrillist, and Seeker. It got started due to the $100 mn investment of Discovery Communications and post this, discovery continued to invest more money into it. In order to diversify, it is planning to sell its video studio output and branching out to e-commerce. On the other hand, 2005 founded company, Refinery is a women’s lifestyle publisher. Refinery gets its revenue from advertising and organizing other events. The company is planning to increase its profitability by expanding its live events and selling high-quality video for streaming services globally.

The companies are talking about a merger because these venture-backed digital media are not getting enough money out of their business and hence their profitability is not very high. One way to get profit is to get cheap distribution on Facebook. But Facebook has refused to allow free distribution and the major part of advertising is going into the hands of Facebook and Google. Hence, companies are only left with the option of mergers so that they could remove redundant staff to increase their profitability.

Business

Click for Counsel: YesLawyer Wants to Make Lawyers as Accessible as Wi-Fi

Published

6 days ago

April 1, 2026

Matthew Wiles

Photo Courtesy of: YesLawyer

Byline: Andi Stark

For many people facing a legal problem, the most difficult part is not understanding their rights but finding a lawyer willing to speak with them in the first place. Long wait times, unclear pricing, and administrative hurdles often delay even the most basic consultations. YesLawyer, an AI-enabled plaintiff firm operating across all 50 states, is testing whether technology can shorten that gap.

Founded in 2024 by 25-year-old entrepreneur Rob Epstein, the platform offers free intake, automated screening, and, in many cases, same-day conversations with licensed attorneys. The idea is simple: reduce the friction between a client’s first request for help and an actual legal discussion. In this interview, Epstein explains how the system works, where artificial intelligence fits into the process, and what problems the company is trying to address in the broader legal system

Q: When you say you want lawyers to be “as accessible as Wi-Fi,” what does that mean in practical terms?

A: It’s a way of describing speed and availability. Someone dealing with a workplace dispute, a serious injury, or an immigration issue should be able to move from an online form or phone call to a real conversation with counsel in hours, not weeks. YesLawyer is structured so that a client begins with a free case evaluation, goes through automated conflict checks and basic screening, and, in many instances, speaks with a lawyer the same day.

Q: How does the process work once someone contacts the platform?

A: We use a structured workflow. It starts with a short questionnaire and an initial conversation to capture basic facts. That information feeds into conflict checks and internal review. The system then proposes a match with a licensed attorney and provides a calendar link for a virtual consultation, often within 24 hours. After the meeting, the client receives a written legal plan outlining next steps, deadlines, and estimated fees.

Q: Where does artificial intelligence fit into that process, and where does it stop?

A: AI is used for organizing and routing information, not for giving legal advice. It helps with conflict checks at scale, case categorization, and structured summaries so attorneys can focus on the substance of the matter. Every consultation is conducted by a licensed lawyer, and all decisions about strategy or next steps are made by humans.

Q: What problem is this model trying to solve in the current legal system?

A: Delay and cost are still major barriers. Many civil plaintiffs face long waits just to get a first appointment, along with high retainers and hourly billing that make early legal advice risky. We try to respond with faster consultations, flat-fee options, and financing. The idea is to remove administrative friction so lawyers spend less time on logistics and more time speaking with clients.

Q: Some critics say platforms like this blur the line between a technology company and a law firm. How do you describe YesLawyer?

A: We describe ourselves as a national, AI-enabled plaintiff firm that connects clients with independent attorneys. That structure does raise regulatory questions, especially around responsibility and oversight. We focus on licensing verification, attorney-written case plans, and clear communication about fees and services.

Q: You’ve said the main bottleneck is “systems” rather than people. What do you mean by that?

A: The issue isn’t that lawyers don’t want to help more people. It’s that the systems around them make it hard to scale their time. Intake, scheduling, and document handling take hours. Automating those parts means attorneys can handle more matters without being overwhelmed by repetitive tasks.

Q: Does this model risk favoring only the most profitable cases?

A: That’s a real concern in legal technology. Automation often works best for repeatable, high-volume disputes. Our view is that lowering administrative cost can actually make it easier to take on smaller or more complex cases that might otherwise be turned away. Whether that holds over time depends on the data.

Measuring Impact Over Time

YesLawyer’s attempt to compress the timeline between inquiry and consultation reflects broader changes in how legal services are being delivered. As artificial intelligence becomes more common in administrative work, firms are experimenting with new ways to reduce wait times and clarify costs.

The company’s early growth suggests that many clients value faster access to an initial conversation, even before considering long-term representation. Whether this platform-based model becomes widely adopted or remains one of several emerging approaches will depend on regulatory developments, lawyer participation, and measurable outcomes for clients. For now, YesLawyer’s experiment highlights a central question in modern legal practice: how quickly can help realistically be made available to the people who need it.