At a time when news publishers around the world are leaning into paywall models, The Guardian in the U.K. has taken a very different approach.

During this week’s Webinar, INMA members heard from Liz Wynn, its chief supporter revenue officer, about how the publication has found significant reader support without implementing a paywall.

“It’s quite remarkable [because] in the space of about eight years, we’ve gone from having practically zero direct digital reader revenue to smashing through the hundred million pound barrier last year,” Wynn said.

The company now boasts 1.3 million global supporters and she noted that this model has allowed The Guardian to build a close bond with (and understanding of) its readers.

As part of the Subscription Masters Series presented by INMA’s Readers First Initiative and hosted by Greg Piechota, Wynn offered insight into how The Guardian was able to achieve such success and how that has gained momentum.

Jumping the paywall

The Guardian’s success lies in a unique model that combines contributions and subscriptions, allowing readers to support the Guardian's mission-driven journalism. It also helps that readers know their journalism is not for sale: “We don’t have a billionaire owner,” Wynn said.

“We’re supported and backed by the Scott Trust, whose purposes to sustain The Guardian in perpetuity and all of our independent fearless journalism, high-quality investigations and whatnot — that is what we’re about.”

Before developing this approach, The Guardian relied on “a small but nascent subscriptions business” and a healthy advertising model to fund a free open Web approach. Inspired by non-profit models in the U.S., it initially decided to start asking people to help with that mission. A “small collaboration” between editorial and the commercial team led to creating the now-signature “epic,” which is a direct ask for support.

“It explains who we are,” Wynn said. “It says how vital and valuable reader funding will be to sustain what we’re doing.”

The Guardian posted the epic on the Web site and at the bottom of articles, and it worked “brilliantly” — to the surprise of many, she said.

“We had suddenly found a formula whereby we tapped into a whole new revenue stream and a whole new set of motivations within our audience that somehow the classic premium digital subscription hadn’t been reaching,” Wynn explained.

The Guardian has since optimised these epics by testing and adapting things like language, length, and design based on performance and current events. But certain elements are evergreen, she said, and typically include:

• A “read count” (how many articles a user has accessed). “It reinforces for the reader the value and importance that they are attributing to the journalism from the Guardian.
• A fundraising goal or progress indicator. “It gives a sense of common purpose, social norming: ‘other people are supporting, therefore I would like to support, too.’”
• A personalised pitch for support and an explanation of what a difference reader support makes.
• A call to action with options for monthly, one-time, or annual support.

There’s even a “remind me later” option, which Wynn said is also strategic. “That button is incredibly valuable,” she said, noting that it creates an e-mail relationship that can later be cultivated into regular support.

Knowing its audience

Over time, The Guardian has identified distinct audience segments based on user behaviour and motivation, Wynn said. They fall into one of three categories:

1. Mission-driven supporters. These readers value The Guardian’s role in protecting press freedom and democracy. They often choose one-time or recurring contributions and request no additional benefits.
2. News enthusiasts. Highly engaged readers who want enhanced experiences. For them, a premium subscription with app access and ad-free reading is most appealing.
3. Lifestyle-oriented readers. Drawn to specific verticals like the Feast cooking app, these users are less driven by mission and more by utility or interest-based content.

The platform’s reach allows it to communicate with a broad range of readers and meet them on their terms. That creates more opportunities to reinforce the reasons to support The Guardian and emphasise the need to invest in high-quality, fearless journalism.

“The truth is, it’s a very strong upsell machine,” Wynn said. “In effect, we allow our audience to select the product which works for them and meets their needs.”

All of this happens whilst The Guardian continues making content available for free. Over time, people who are accessing the free content often are compelled to offer financial support, either through a one-time contribution or through supporting a campaign or upgrading to a subscription.

“We’re able to make our Web journalism available to everybody, but it’s also quite carefully thought out in terms of how it works as a subscription model overall,” she said.

Web vs. app

The Guardian operates both an open Web site and a premium mobile app. However, not only is the user experience different on each platform, but the offers available differ as well.

On the Web, users encounter a three-tier model, which features a low-cost regular contribution of £4 per month with no added benefits; a digital subscription of £12 per month, which includes ad-free reading and app access; and a premium subscription of £27 per month that bundles print and digital.

The app, however, relies on a metered paywall. Users get 20 free articles, after which they are prompted to subscribe through a standard in-app purchase option (e.g., $15/month or $110/year).

“Our app is a premium format,” Wynn explained. Whilst the Web site stays open, the app is monetised more directly: “We make our journalism open on the Web, but that’s not to say that we can’t have premium products.”

This dual strategy allows The Guardian to offer flexibility while still maximising value from highly engaged users. Wynn said that despite public perception, The Guardian’s model includes subscriptions — just not exclusively.

With over 1.3 million active digital supporters and ambitious plans to grow further, The Guardian is doubling down on its core strategy. Wynn’s top priority now is to increase the direct e-mail base from its current 6 million readers to 10 million.

“That’s the cornerstone of everything we’re doing, because that opens up that direct channel communication,” she said. “It opens up the potential to promote the high value actions we talked about in terms of engagement through the very best of our journalism and the best of our product.”

Whether users give once, support monthly, or subscribe for the app, The Guardian makes room for them all. And that kind of flexibility is appealing to readers, allowing them to build trust and keep them engaged.

Giving readers what they want and need is fundamental to keeping them coming back, and that can change the long-term outcomes, Wynn said: “Once you’ve nailed the motivations, the next most important thing to drive support is engagement.”

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