For the first time in the history of the Adventist Church’s General Conference sessions, more than 250 communicators from around the world are gathered in a single space to tell the stories of the Session. This is the experience of the Global Newsroom, an integrated, multilingual news operation in the media suites of the America’s Center Convention Complex in St. Louis, Missouri.

An Unprecedented Model of Collaboration

In previous sessions, communications teams worked in a fragmented manner, with separate offices and output for each region, media outlet, or platform. However, GC Session 2025 marks a decisive change: for the first time, all communications professionals from the church's divisions, unions, and media entities are physically together, working as a single team.

This integrated effort is more than a logistical breakthrough. It is a living representation of the principle of unity in diversity that sustains the Adventist identity. Here, cultures, styles, and ways of communicating converge, but all with a common purpose: to share stories that strengthen the mission.

The Evolution of a Concept

At the 2022 Session in St. Louis, the pandemic forced a hybrid model with approximately 80 communicators distributed between digital platforms and some in-person offices. That experience demonstrated that it was possible to work in a coordinated manner, even if the teams were dispersed.

Now, in 2025, the Global Newsroom goes a step further, not only concentrating the team in a single space but also strengthening the production of multilingual content, simultaneous event coverage, and distribution across various digital and traditional platforms.

Coordination, Challenges, and Lessons Learned

For Alyssa Truman, General Conference news director, leading a team of more than 250 communicators in a single space has been a long-held dream. 

“Since I started this job, I’ve always wanted to find a way to unite the world, to bring us closer in a more real sense, because I don’t think we can fulfill our mission working in isolation,” Truman said.

The organization has been complex, especially since this is the first time something like this has been done. “The biggest challenge has been figuring out the logistics: how to integrate, how to allow each entity to maintain its autonomy while still working truly collaboratively,” Truman said. Despite the difficulties, she emphasizes that the team has shown an admirable willingness to find solutions. “There has been a beautiful connection and genuine collaboration among everyone,” she affirmed.

The logistical challenges have not been minor. “We faced Wi-Fi issues that affected the instant transmission of photographs from the event floor, something we had carefully planned for,” she said. “We had to improvise with cables and adapt to new work routes to ensure content delivery, even if it was a little slower.”

One of the key learnings has been the need to plan stories in advance and find practical ways for communicators to stay organized. “We went through several tests until we finally created a collaborative board on a digital platform, although it was more complex than we expected,” Truman said. “At first, there were unassigned stories and photographers without a clear route, but by the second day, we were running more smoothly.”

For Truman, this experience has made a substantial difference compared to previous sessions. “Before, everyone did their own coverage. You could find the same article written by 10 different people for 10 different divisions. Now, we've learned to centrally create content that can be adapted locally. This reduces individual effort and empowers collective work.”

The news director emphasizes the impact this methodology has on the global church. “We're sending a unified message to the world. Every story now has the same focus and priority. This helps us consolidate our identity as a church and moves us toward a unity that is, in itself, a missional priority.”

What has surprised Truman most in this process has been the team's response. “I prayed for this for a year. I thought there would be resistance, but I found a generation of communications leaders eager to break with traditional molds and collaborate. This is something the church has needed for a long time.”

For Truman, this collaboration not only responds to a personal dream but to a shared longing: “God has raised up leaders with a deep desire to serve the mission and unite the church. This project is possible thanks to them. One can have a vision, but if others aren't willing to join in, it doesn't work. What has moved me most is the team's willingness to dedicate their best talents to the church and support their brothers and sisters around the world. Although this was what I had hoped for, seeing it realized has been beyond my ability to express. It has been a deeply moving experience.”

Continuous and Multilingual Work

The dynamics of the newsroom are intense. Teams work in shifts to cover activities from the beginning of each day to the last program meeting. News, photographs, live broadcasts, and social media content are produced in a variety of languages, including English, Spanish, Portuguese, French, and more.

The technical challenge is enormous. Coordination between editors, photographers, designers, video producers, streaming technicians, and platform administrators requires precise synchronization.

“One of the keys was to study the topics and agenda to be voted on in advance, so we could generate content accurately and quickly. We created a centralized space where all collaborators could see and share the content being produced. What made the Global Newsroom possible is teamwork and collaboration.”

For more coverage of the 2025 General Conference Session, including live updates, interviews, and delegate stories, visit adventist.news and follow ANN on social media.