Seeing the Telegraph's hub-and-spoke newsroom in action is impressive - a huge round table at the centre of a series of desks spiking out across the vast office, with its vaulted ceiling and multiple giant screens showing everything from CNN, Sky Sports and, of course, Telegraph.co.uk.
As the clock strikes 11am, all the spoke editors gather around the "hub" to decide on tomorrow's newspaper - and today's digital - stories. There is a true buzz in the air, as you would expect of a national newspaper newsroom.
And now it is all going to be replicated upstairs, on the commercial floor, and executive director Dave King seems as pleased as punch. It's the culmination of months of planning that sees the birth of Telegraph Media Solutions, an integrated sales operation to mirror the editorial restructure last year.
It's a project close to King's heart, as he was instrumental in the formation of Emap's cross-selling operations as managing director of Emap Advertising.
It's clear to see how the lessons he learnt there, working with Emap's multiple platforms at a time when such a thing was something of a rarity for media owners, have translated to his current role.
Matter of time
Having arrived at a time when the paper was still very much "the paper", it wasn't immediately possible for him to put his cross-selling evangelism into action. But, King intimates, he knew when he took the role that it was only a matter of time.
"It was a challenge to come into the newspaper market as was," he admits. "What was fantastic was to come in as they were about to go through a huge change.
"I was happy at Emap, but what the Barclay brothers and Murdoch [McLennan, the Telegraph's chief executive] told me about their plans was too exciting to miss, so I jumped with both feet."
What followed was a rolling out of the multiple platforms that have enabled the radical shift both in editorial and sales structure - vodcasts, podcasts, Telegraph.pm, mobile activity and, most recently, a venture into television with the launch of Telegraph TV.
While every newspaper group in the country - if not the world - is struggling to divine the best way to survive in a future of fragmentation and digitisation, King is confident they have got it right. "The news- paper model was flawed - circulation and revenue were in decline and advertising revenue was drifting online. The question was, what were we going to do about it?" he says.
"We're taking a fantastic brand that has such fantastic values - it's trustworthy, people are very loyal to it - and not damaging that, but taking it down all these new channels. It's refreshing to work with traditional newspaper people who've really seen the future."
But while the Telegraph staff may well be forward-thinking innovators eager to embrace change, some question the logic of such innovations for a brand associated with a more traditional, older readership. Are the cord-wearing gentlemen of middle England ready for Telegraph.tv?
Absolutely, believes King. And even if they're not, there is a host of potential Telegraph customers out there who are. "A competitive marketing director said recently 'what's going on; they're trying to make their readers younger'. That totally missed the point," he says with exasperation. "What we've done is make the brand more accessible to more people on the channels available."
The average age of customers is indeed lowering, but he says this is because it is now reaching them in different ways.
"Eight million people a month now touch our brand - that's an incredible number," he says. "People come to us for sport, for business - all types of people want to consume news and newspapers in a different way."
Demanding more
It's not just the consumer who's demanding more, of course - advertisers, and consequently their agencies, are also asking for more integration. This demand, along with the multi-platform offering, acted as a catalyst for the creation of Telegraph Media Solutions.
It is a move mirrored on the agency side itself - both Carat and Universal McCann have rejigged to offer more "integrated solutions". King believes it could be a sign of the shape of things to come.
"To affect change in any marketplace you have to have critical mass in any one direction," he reflects. "We have a groundswell moving in the right direction, so we will help each other."
An ex-agency man himself, King is unequivocal about the relationship between media owners and agencies and insists that, no matter how closely he works with clients, agencies will never become obsolete.
With his new sales team in place, how does King feel about the future of an industry facing so many challenges?
"We have a tough job to continue over the next three years," he concedes. "But we're fighting fit compared to where we were."
CV
2004: Executive director, Telegraph Media Group
2001: Managing director, Emap Advertising
1999: Sales director, Emap Advertising
1997: Broadcast director, Carat
1995: Business development director, Carat
1983: TV planner/buyer, Yershon Media
1980: Sales executive, Granada TV
1978: Sales executive, Ulster TV.