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Trust and transparency: Building a media brand for the TikTok generation
Hugo Travers built a 20M-strong news audience by prioritizing accessibility, trust, and transparency, offering leadership lessons for the digital age....
Hugo Travers, who built a 20-million-strong daily audience from scratch, explains why trust, transparency, and accessibility sit at the heart of his model.
Like any good entrepreneur, Hugo Travers, better known under the pseudonym HugoDécrypte, spotted a gap in the market.
As a politically engaged student at Sciences Po in Paris, he saw a disconnect between traditional media and the way his generation consumed news. In 2015, he set out to close that gap by launching a YouTube channel designed to make current affairs accessible to younger audiences.
Eleven years later, backed by a team of more than 40 journalists and creatives, his platform reaches over 20 million subscribers daily across YouTube, TikTok, and Instagram. According to the Reuters Digital News Report 2025, it reaches nearly a quarter of French under-35s each week – more than Le Monde, Libération, and Le Figaro combined.
How did he build that reach – and what can business leaders learn from it?
Start before you’re ready
In traditional organizations, leaders begin with a clearly defined vision and strategy: where to play and how to win. But in fast-moving environments like social media, Travers argues that experimentation beats perfect planning. He was “naïve” enough to start, learn, and adapt as he went.
“Most of social media you have to do it yourself to understand what is valuable and what makes sense,” he said.
Having spent five years on YouTube as a user, getting started felt natural, even if the early output was far from perfect. “I had so many content creators saying, you have to publish 100 videos before it starts getting good,” he recalled. “By the time you have finished those plans, things have changed – social media is not the same anymore, the algorithm has changed.”
Traditional media struggled to speak to his generation - particularly those without deep historical or political
context.
Accessibility is a strategic differentiator
Travers’ guiding principle is simple: make complex topics accessible, whether in a two-minute video or a two-hour interview. The idea is rooted in his early experience. When he launched his channel in 2015, the war in Syria dominated headlines, yet he felt traditional media struggled to speak to his generation – particularly those without deep historical or political context.
That same philosophy now shapes both his content and his editorial approach. As his platform has grown – bringing him face-to-face interviews with figures ranging from Volodymyr Zelensky and Emmanuel Macron to Billie Eilish and Timothée Chalamet – Travers has put clear rules in place to protect credibility. Interviewees do not receive questions in advance or review content before publication. At the same time, he is careful not to operate like a traditional broadcaster chasing exclusives at any cost.
“We’re not a TV channel fighting for an exclusive interview,” he said.
Instead, the priority is clarity, not access. “The core goal of the channel is to explain things and make sure they are accessible,” Travers explained, so that someone can grasp a topic whether they are encountering it for the first time or have been following it for months.
He also believes it’s important to listen to audience feedback but stay anchored in a clear purpose and strategy.
Travers, whose name is synonymous with the brand, has had to shift from creator to leader - delegating responsibility while staying anchored in a clear editorial
vision.
Transparency builds trust
For Travers, transparency is not just an editorial principle; it underpins his entire business model. His content remains free, supported by advertising and branded content produced by a dedicated commercial team of 10 people.
Crucially, he works with a wide range of partners rather than relying on a single major backer. This diversification protects his independence and ensures no political or corporate “big power” can exert undue influence over his content.
“Trust is something that you can lose so fast and then it’s extremely difficult to rebuild,” he says. “Our job is a long-term thing; we are trying to build something big that is trusted by all our followers.”
Scaling means learning to lead, not just create
As the organization has scaled to more than 40 people, maintaining that trust has also meant learning to let go. Travers, whose name is synonymous with the brand, has had to shift from creator to leader – delegating responsibility while staying anchored in a clear editorial vision.
“When you launch a YouTube channel, part of me was hoping it was going to work, but I couldn’t imagine a team of 45 people,” he says.
One key test was whether audiences would remain engaged if he was not the face delivering the news. In practice, he found that trust extends beyond the individual presenter to the format and editorial approach.
“Today, I am not shooting the daily news video format. I’ll present the news tomorrow. There will be no impact on views,” he notes.
That same principle applies internally. When TikTok launched in 2020, Travers admits he felt out of his depth. The most effective ideas came from the youngest members of his team; those closest to new platforms and evolving user behaviors.
His lesson for leaders: trust younger talent, give them ownership, and let expertise emerge from where it naturally sits.
In an AI-driven, misinformation-rich world, helping audiences distinguish between what is credible and what is not is increasingly central to the mission.
AI: Opportunity and risk
Like all media organizations, HugoDécrypte is experimenting with AI—from fact-checking to research. But the technology also poses a growing threat.
Travers’ voice has already been cloned and used in fake content circulating on social media, highlighting how quickly misinformation can spread.
In this context, critical thinking becomes essential. In an AI-driven, misinformation-rich world, helping audiences distinguish between what is credible and what is not is increasingly central to the mission.
Expanding the model
What began in France is now scaling. HugoDécrypte has launched local channels in cities such as Marseille, Lyon, and Quebec, focused on politics, culture, and sport. International expansion is also under consideration.
Despite the rise of digital-native competitors, Travers’ model remains unusual: a media brand that started on YouTube, raised no external funding, and remains 100% founder-owned.
Rather than competing with traditional media, he increasingly sees them as partners. Collaborations with France Televisión – spanning interviews and documentary series broadcast on both TV and YouTube – reflect a complementary model built on different audiences and distribution channels.
Travers’ journey suggests that in a world of constant disruption, clarity of purpose, transparency, and trust can be leadership imperatives as well as editorial principles.
Authors
Expert
This article is inspired by a keynote session at IMD’s signature Orchestrating Winning Performance program, Lausanne (2026), which brings together executives from diverse sectors and geographies for a week of intense learning and sharing with IMD faculty and business experts.
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