Lewis made major strides last year toward reinventing the Times as a national newspaper. Along with chairman Arthur Sulzberger Jr., whose family still owns a controlling interest, Lewis coordinated a $1 billion plan that, among other things, introduced color. The two also transformed the paper into a six-section daily, opened printing plants in Washington, D.C., and Boston to improve northeastern distribution, and pushed the national edition into dozens of new markets. Revenue grew 2.5 percent to almost $3 billion.

路易斯（Lewis）去年取得了令人瞩目的成绩，他使纽约时报重新成为全国性报纸。与主席小亚瑟?萨尔兹伯格（Arthur Sulzberger Jr.，其家族手中掌握着该报的控制权）一起，路易斯协调了一项10亿美元的计划用于引进彩色印刷及其它许多项目。另外，两个人将报纸变成了每天六部分，并在华盛顿特区和波士顿建立了印刷厂以促进西北部的发行工作，还将国内版打入了许多新市场中。其年收入增涨了2.5 %，达到近30亿美元。

Business philosophy: "The collective intellect and industry of a group yields greater results than any one individual."

生意哲学：“群体的智慧和劳动所取得的成绩永远大于任何个人。”

Headaches: A slowdown in traditional newspaper advertising. The proliferation of media choices, especially the Internet, threaten to cannibalize both readership and prestige.

最头痛的事：传统报纸广告量下降。随着越来越多的媒体出现在人们面前，尤其是随着因特网的发展，报纸的读者群及影响面都有不同程度的下降。

True story: While on active duty as a National Guardsman delivering U.S. mail during a postal strike, he secretly gathered information for a Times story. Narrowly avoided court-martial but won a National Publishers award.

真人真事：在一次邮政大罢工中，路易斯作为一名国民警卫队士兵执行任务，负责投递邮件。他秘密地为纽约时报报道搜集信息，结果事后险些被送上军事法庭，不过却赢得了国家出版人大奖。

Management Style: "I'm more interested in making sure we have the right people in the right places than in telling people what to do."

管理风格：“我最关心的是我们是否有适合的人选处在适合的位子上，而不是不断地告诉人们应该做些什么。” Strength: Getting people with different styles, ideas, and backgrounds to cooperate.

优点：聚集了许多不同风格、拥有不同思想及背景的人在一起合作。

Weakness: Untested in standing up to the Sulzberger family during crisis or recession.

弱点：在危机或衰退中不知能否象萨尔兹伯格家族那样经受住考验。

Habits: Out the door by 6:15 a.m. Prefers face-to-face meetings to E-mail or phone calls.

习惯：每天早上六点十五分出发。与使用电子邮件或电话相比，更喜欢面对面的交流方式。 <