From evolving audience expectations to the enduring power of print, Moseley reflects on the challenges and opportunities in a rapidly shifting landscape.

Give us a sense of life at Good Housekeeping with a relatively new Editor-in-Chief?
 It’s been busy, and there’s so much to be excited about. Jane (our Editor-in-Chief) has completely reinvented how the team works since she came in September, so that it really is a digital-first operation. We now have a daily 10am meeting, and the way we think about how we distribute content, and the type of woman we’re creating it for, is much more like how a newsroom would operate than how a magazine traditionally would.  We can see the impact with our UK digital traffic, which has doubled year on year (2025 vs 2024), month by month, and is still accelerating. Our brand re-design launched in April and I’m so pleased with how its landed with GH women, coming straight after our ABC and paid membership growth last year.  

How does Good Housekeeping stay relevant to advertisers and media agencies today? And can you share any examples of great advertising partnerships?   
While GH is the market leader – and growing – we are working to refresh the positioning of the brand, to think about the women that GH is serving today. We serve an intergenerational audience, and whether they’re in their 30s or in their 90s, what we’ve found from our Gentelligence research is that attitudinally they’re very alike. So, when we talk to advertisers and media agencies, that’s the thing we really have to explain. We don’t have to limit ourselves to very narrow definitions of what women are interested in or motivated by when they in for example, midlife. Women don’t pigeonhole themselves like that so media brands shouldn’t either.   

There have been so many brilliant partnerships, but one that I particularly like was with JD Williams, where we shot real women, styling them with Gok Wan, for the cover. These sorts of things would be totally off the table in the previous versions of this brand, but GH women are highly brand-literate, completely savvy, and very comfortable navigating between different types of editorial content.

When speaking with clients, what’s been the biggest surprise, the biggest excitement, and the biggest challenge?   
The breadth of the audience is always the biggest surprise, and I think the challenge is that people still come to the table with a predefined expectation of the women that GH serves. When we pitch up and show the demographic chart, people are surprised – and interested – by how broadly we skew.  

Clients are particularly excited about the GH Kitchen which we are building inside House of Hearst, and the creation of a live event space. It creates really interesting product placement opportunities for commercial partners, and a way for us to curate a deliciously perfect store cupboard full of amazing ingredients and household essentials. 

 How are you ensuring the brand remains a truly intergenerational one?   
Through its editorial positioning. Jane is a genius at this. She’s just one of those editors who has a strong instinct for what makes people tick. We know things like cooking and recipes, decluttering and Good Housekeeping Institute product reviews are relevant to everybody, but we’ve also found that certain topics deemed generation-specific really aren’t. For example, we’re doing a lot of work right now on dementia care, which you might say is an ‘old person’s thing’. But dementia affects everybody in a family. If you get the tone right, you’re delivering information that resonates across the board. That’s what you get with a great editor, there’s that deftness of touch.

How have you approached membership in 2025 and what opportunities does that loyal following give advertising partners?  
We’ve always had a massive subscriber base, but 2024 was the first time in a decade that GH saw year-on-year growth in direct paid memberships. We try to treat members in a way that makes them feel special at every touch point. We’re building a really lovely community with our GH VIPs, who we bring together physically through things like our monthly Book Club and VIP lounge at GH Live. We have regular interaction with them and they’re very vocal about what they want. They’re also incredibly useful, because they test for us at the GHI! They’re a hugely engaged, growing group who offer endless opportunities to our commercial partners. 

How has GH influenced purchase behaviour, and can you give some examples?  
82% of consumers are more likely to buy a product if it bears the GHI’s approval logo. The uptick is significant. We have a huge e-commerce business at GH, and we can see clearly that the GH logo is the biggest predictor of a customer’s likelihood to purchase, even more so than price-points or discounting, because GH women are looking for quality, and our endorsement is the biggest signifier of that. We’ve also just launched our Sleep Awards, and we can see just from monitoring our articles – the best-performing mattresses, mattress toppers, sleep masks – we’re looking at three, four, sometimes fivefold in terms of conversion on GHI-ranked and rated products.

How important is providing trusted content on platforms that work for consumers? How has GH done that?    
Increasingly important. We all know that when you’re in the wilds of the internet, you can’t necessarily trust the review or five-star rating that you’re seeing. We have a lot of fun at the GHI, but we’re very, very serious about the testing. It’s the one thing that you can’t cheat or cut a corner with. In fact, we quite often repeat whole tests if scores come through and don’t calibrate correctly, just to make sure we’re getting everything right, because that is our brand, and people trust us, and they’re spending their real money on these big-ticket items, and life is expensive.  

After 100 years of innovation with the GHI, what’s the secret to maintaining consumer and client trust?  
I think having an instinct for what people will want next. We’re not just testing and double-checking and cross-checking the best products out there today, our experts are always thinking about what’s coming next. They have a knack for thinking not just seasonally, which is obviously important, but also about the next phase of innovation for each product category.  That’s an important part of why we’re able to move at pace, and why, when consumers become aware of an innovation or new trend on the market, they can turn to GH for advice. 

What opportunities do live events with magazine brands offer for advertising partners and also customer engagement?   
It’s well-known that post-Covid, customers are hungry for live events and physical interaction. GH events don’t have to cost partners a fortune, because we only tend to work with partners whose products are themselves interesting and valuable to GH women. Of course, if clients want to go big and build a spaceship in the middle of GH Live, we’re here for it. But there are lots of ways that we try and work authentically with brands to integrate their content and storytelling inside a show that we’re already building, and because GH is all about product recommendations, it doesn’t jar. People come to GH Live to shop. They come to get product recommendations. We want to ensure that we create content integration packages for our partners that knit that in organically.

What’s the next big thing for Good Housekeeping and its advertising partners?   
The next big thing – besides Christmas, which is always big at GH, is the incoming government legislation around less healthy foods, which will ban TV and online advertising of foods high in sugars, fats, salts, etc. While you can still advertise in print or out-of-home campaigns, so it’s a big change for a lot of brands and an opportunity for GH.  

It will make accreditation a more important part of their marketing mix, as will working with us editorially in our live events or in-print. We’re really trying to be flexible and adaptable and as creative as we can be, now that these brands are in planning mode, so that we can help them grow.