Media Business Planners Ride Waves of Change
Digital and data create new media options for advertisers, presenting opportunities and pitfalls for planning execs
Digital and data create new media options for advertisers, presenting opportunities and pitfalls for planning execs
Media planners say they are getting more information about consumer
behavior, and that's changing the way advertising dollars earmarked for television will be spent in the future.
Why This Matters
Decisions by the top media planners and strategists affect how millions of advertising dollars get spent-and the shape the future of TV and video takes.
Broadcasting & Cable reached out to
some of the top planners and strategists
at the major media agencies in order to
identify the industry's key issues and the
people that will be sorting them out.
The planners—who decide the best
ways for brands to connect with consumers—are increasingly willing to
reach customers via video content on new platforms
as broadcast TV ratings wane. But digital
technology is providing new ways to both enhance
the TV experience and measure its effectiveness.
The surface has only barely been scratched on interactivity,
addressability and t-commerce.
The changes are coming at a furious pace, and the
planners say a key part of their job is to keep up.
While the newly available data is needed to satisfy
client demands for more precise measurements of the
returns on their media investments, it also satisfies the
curiosity of a group of professionals whose job is to
be obsessed with new insights into human behavior.
Here, B&C business editor Jon Lafayette polls the
industry's top planners on some of the media business'
big questions. An edited transcript follows.
ratings eroding again last year, how comfortable are you substituting cable for
broadcast TV in your media plans?
Eric Blankfein, Horizon Media: Cable television has answered the bell
with quality original programming that is delivering broadcast-size rating,
making the migration of dollars easier. Without question, our strategies
have found opportunities to use more and more cable programming, and it's not
just because of ratings erosion. We find the synergies of both environment and
brand fit to be an increasingly powerful reason for us to migrate client funds
toward cable programming.
Andrea Cardamone, PHD:
The paradigm started to shift a few years ago so I don't think it will necessarily
be a dramatic change from broadcast to cable. Most apprehension will be around
shifting TV dollars to other platforms and devices where content is distributed
and accessible such as online and mobile video, streaming services and VOD.
Tara Cioffi, Maxus:
Cable is a dynamic arena that is
consistently challenging traditional broadcast and because of this, I was
comfortable with substituting cable and I continue to be comfortable. But in my
mind, it's less about broadcast vs. cable and more about viewer engagement and
interest. With niche networks, cable provides a larger opportunity to speak to
clients via endemic content.
Mac Hagel, Zenith:
In its simplest form, my job is to find the most effective audience for the brand
and subsequent product/campaign I represent. Audience is attracted to content
and cable now represents the most diversified and compelling content available
with an ability to align and in some cases partner with by developing specific
programs that help drive greater brand engagement. From a strategy standpoint,
cable performs well for the clients I manage.
Optimedia: Cable has been a big
part of our buys for many years. But ratings are only part of the reason. When
you consider the most talked about content on TV, cable accounts for upwards of
60%. We would rather be where the conversations are happening, not chasing
Richard Hartell, MediaVest: Our total market activation strategies are about content, and
through tracking consumer behavioral changes, we can best identify the message
vehicles, including cable, to deliver best against brand KPIs [Key Performance
Initiative: When building our media plans we are more focused on the quality of the
content and the opportunities it offers our clients to engage with their core
consumer. While we certainly pay attention to ratings, our thought process is
not bogged down in broadcast vs. cable, but rather which network brand or
program delivers the right audience for our client's product-in my case autos.
Jaime Hukkanen, J3: Within most of our plans, we find
it effective to maintain a balance of broadcast and cable. Within cable, there
are of course varying degrees of quality programming, but many of which are
comparable to broadcast. Some first-run cable programs command the same viewing
attention, following and buzz from certain audience groups as many of your
notable broadcast shows. What's most important when planning TV is identifying
its role in your communications plan and planning accordingly.
Mediacom: We already use a significant amount of cable in our plans, given
the efficiency and incremental reach it provides. Adding even more cable
will not make up for the loss in ratings from network TV, particularly if we
are looking at a constant budget.
Mindshare: We don't really think about it as broadcast vs. cable. It's more
about finding quality programming that delivers our target, is a good fit for
the brand and has a strong social quotient. My core interest is in figuring out
how we can effectively position ourselves across longtail cable networks,
attaining additional exposure against an untapped audience for increased reach.
Furthermore, as technology on the [Original Equipment Manufacturer] and
[Multiple System Operator] side advances, we are thinking about how cable can
serve as a possible gateway to T-Commerce, transforming the First Screen to the
Diane Weeks, OMD:
It really depends on a client's
specific objectives. I don't think they are completely interchangeable. In
general cable continues to prove itself with breakthrough programming across
genres, with hits like AMC's Walking Dead. However, for many of our
national advertisers we still need to rely on the environments, impact and fast
reach that broadcast offers, particularly around premium events such as the
Academy Awards. Cable is becoming more and more a viable alternative to broadcast,
particularly when specific environments are required to reach a niche audience.
Ellie Williams, Starcom: Our
recommendations are fueled by how consumers engage with the content and which
types of programs are best at driving the client's business. For our client
Best Buy, we focus on content that works hardest to drive critical business
metrics such as in-store and online transactions, in addition to indirect
business metrics such as search queries, positive social chatter and digital
interactions with the brand. Currently there is an abundance of video content
being produced by broadcast, cable and online media as well as companies like
Netflix; performance drives their inclusion on plans, not the distribution
What will it take
to make you comfortable shifting a large share of your clients' dollars from
traditional television to digital video?
Blankfein: I think that our proprietary
research, as well as various syndicated sources have all shed light on the fact
that digital video has become a large part of consumers' lives. Brands have
eagerly adopted our thinking around moving what is typically referred to as â€˜TV'
money into all video platforms,
including mobile, cinema, broadband and place-based video. The catch for
keepers of both strategy and investment like us is to make sure performance
metrics and business analytic methodologies keep up with the evolving consumer
consumption landscape to include these fast-growing video destinations. At the
same time, the industry desperately needs a standard form of video ratings
measurement and the lack of scale and the amount of quality video available as
of now is still a concern.
Cardamone: I do
think there will be a continued and steady shift in investment towards digital
video but it still comes down to scale. Recent HBO campaigns, such as a recent
one for Game of Thrones, prove you
can achieve greater reach and recall by orchestrating your assets and creating
synergy across both TV and digital platforms. We have to reframe our mindset so
that we are considering tactics that enhance the type of experiences we are
trying to create for the consumer within any environment. We are slowly moving
away from the â€˜TV vs. Digital Video' conversation and making advances toward
considering a more â€˜video neutral'
approach to make an emotional connection with an audience that is not
necessarily platform agnostic.
Cioffi: Measurement for digital video is in its infancy
right now and as a result clients are hesitant to use it to make large-scale
decisions. Clients need to feel comfortable in decisions regarding their money,
and having an ample amount of data-using a currency that they can compare to
existing measurement-would allow them to do so.
Hagel: We think
of video as fluid and have been making a large shift to online video over the
past few years. From an engagement standpoint it outperforms linear TV across
metrics, demos, content genres and ad verticals. It's proven to have a reduced
clutter environment in terms of competitive advertising and unit load, and
provides an abundant amount of data and measurements. In my opinion,
reallocating a larger portion of dollars to online video builds higher quality
and more effective reach, but that said, we will have to continue to watch this
space develop as more and more investment pours in.
Harrington: For premium video, we're making shifts, as it's
less about the platform and more about associating with the right content. Unfortunately,
the majority of digital video lacks the quality, scale or experience most
consumers would regularly choose over TV content. If more digital video was
built around the social and interactive nature of its platform, it might be an
experience worth choosing over TV and ad dollars would follow.
Hartell: Money is
earmarked for content that resonates and engages our consumer. Our total market
conversations go back to what's best for each brand's communication goals, and
convergence: the connected experience across screens. At MediaVest, we believe
our role in convergence is to recognize the changing behavior and connect
consumer experiences across screens, distribute content across paid, owned and
earned channels in real time and then measure the impact on consumers and our
Hernandez: We have already
been using a holistic approach to video for quite some time now and don't have
these battles of â€˜shifting money from TV to digital video.' Both media have
their place in the marketing mix and the decisions on where to place money have
more to do with the goals we're trying to accomplish and audience we are trying
to reach. For major national advertisers the need to plan and invest in both
television and digital video options is not an and/or choice. If you're not in
both places you're missing opportunities for your client.
We are already comfortable doing this. Although arguably, we are often times more
comfortable than our clients. In order to gain greater consideration within the
â€˜TV landscape,' digital video sites, especially the big ones-like Hulu, ABC.com,
etc.-are going to have to start providing greater flexibility in allowing media
agencies to buy program-specific programming.
an agency level, many of our clients have greatly benefited from shifts to
digital media, taking advantage of hyper-targeting to generate lower CPMs [cost
per thousand viewers] and decreased waste. For the brands I manage, we've
generally approached this by taking things in incremental steps; there will be
no wholesale move into digital video. We evaluate our brands' targets, their
use of digital video relative to other vehicles, the cost, and most importantly
the efficiency of the acceptable content within digital video. For those brands
where it makes the most sense we will then add it as one piece of our overall
plan. Of course we have to deal with the issue of â€˜like for like' GRPs. We have
to solve for that. And the fact that Nielsen charges extra to measure this on a
brand-by-brand basis and it is not part of their standard measurement package
is causing issues for brands.
Walters: It will
take two things to make me more comfortable with shifting significant investment
from traditional TV to digital video: 1) More comprehensive cross-channel
measurement, and 2) Fluid investment models with networks that have
multiplatform distribution, allowing us to optimize across TV and digital
properties based on performance. American Express has a video-first mentality,
so we're already striving to evaluate our plans by the number of â€˜views' vs.
GRPs [gross ratings points]. The challenge to date has been establishing
the value of a â€˜view' on one platform vs. another.
Weeks: Three areas need to improve in order for
digital video to see sizeable shifts from traditional TV: reach/scale, common metrics
and guaranteed brand safety. Reach/scale and common metrics have been topics of
discussion for a long time now. Once we have comparable reach/scale and common
metrics such as GRPs across mediums, the discussion becomes more focused on
environments and measurability, which will bode well for digital video. Guaranteed
brand safety is a critical area that needs to be sorted at the industry level
in order to give advertisers the comfort of shifting large shares of investment
Williams: Based on the
premise that not all impressions are created equal, three years ago we started
to re-evaluate video content based on impact and effectiveness. Today we have a
custom measurement strategy that supports growth in video investments across
all devices: TV, PC, mobile and connected TVs. Best Buy is already heavily
invested in digital video, so our particular focus is to gain a deeper
understanding of how people consume video on these digital platforms. We are
working to enhance the consumer experience on these platforms through unique
content and interactivity. Another proof point for digital video is watching my
60-plus-year-old parents who live in a small town in Texas stream content on
their tablets. Mass adoption is close, if not here.
What sorts of
metrics or analyses are clients asking for that they didn't seek five years
Blankfein: Clients are seeking engagement-flavored
metrics more and more. We term this broadly as â€˜stickiness,' regardless of the
channel. We have also seen a larger appetite for performance metrics around
more granular forms of media like unit length and high record-rate programming.
It's being driven by an appetite to be more cost effective, less wasteful, and
most importantly, more immersive.
ecosystem is so much more complex than it was five years ago. The connected
consumer makes non-linear decisions. Because of this, cross-platform media
measurement and attribution are hot topics. Clients not only want to better
understand the relationship among paid, owned and earned media but they want to
quantify it as well. The fusion of â€˜digital video' with traditional TV GRPs is
something we also might not have considered five years ago-like oil and
water-but here we are.
Cioffi: ROI. ROI
on everything: attribution to sales, media synergies, on threshold and
saturation points, online vs. offline. The traditional metrics of GRPs, reach
and frequency, effective reach, share of voice, etc. are now secondary to "Is
my media investment moving my business?" Even now, ROI as a metric is morphing
into something new and evolving as paid, owned, earned and shared become a
truer reality. Linking in other "outcomes" such as viral reach to the existing
outcomes such as "transactions" is going to be exciting.
Hagel: Five years
ago, media reporting was conducted in somewhat of a vacuum with different
solutions for each media channel, while today, clients are challenging us to
deliver holistic exposure and metrics across all media types, effectively
moving closer to one uniformed channel currency. In addition, engagement
measurement and first-party client data targeting now drives how we plan and
buy media focusing in on content alignment and
syndication while tying media performance back to our specific
customers/prospects vs. our standard buying demo. It's becoming an ever
expanding cycle where we continue to evolve by creating data enhanced sub
segment targets successfully focusing as well as augmenting our qualified
questions haven't really changed. Clients still want to know the ROI. What has
changed is our ability to answer the question more effectively through
attribution modeling, media mix/econometric modeling and improved capabilities
in data gathering and analysis.
consumer behavior and an evolved media ecosystem call for new measurement
solutions. It's about measuring and trading on more than viewership-focusing on
each client's KPIs and ultimately measuring behavior and real business results.
Hernandez: Brand health measures five years ago rarely
tied back to specific media, and most of the measurement we were getting in the
media space was all around digital metrics. As advertisers expand the number of
media platforms within campaigns, clients are looking to cross media
effectiveness studies to understand how each media type independently and
holistically delivers on consumer attitudes and perceptions. In addition,
multi-touch attribution modeling is allowing clients to understand how exposure
to other media impressions, including TV, contribute to advertisers' key
performance drivers and website traffic.
Hukkanen: Let me say that
there are no metrics that are still in play from five years ago, and that
anything we measure today wasn't even a discussion five years ago. Media has
reinvented itself many times over in the past decade and metrics and analyses
are a huge part of that. For everything we do, we ensure that we can measure its
contribution to the business.
the time frame for reporting has been one of the biggest changes. As we spend
more in digital media, reporting is expected to be delivered in real time with
much more granular levels of detail. That means a greater focus on analysis rather
than just data collection-we need to be able to disseminate what it all means
for the brand's business. An overall view on how media elements are working
together is becoming more critical. In the past, we could issue separate
reports for TV, print, radio, digital, search and so on. Now there is a need to
review how the combined elements are working in tandem to deliver these
results. Finally, we're thinking about ways to look at results beyond just at
the brand level and instead across multiple brands, ensuring that we can help
our clients determine where to invest their next dollar.
doing a lot in the advanced TV space. American Express launched a 24/7-365
Interactive TV brand channel with distribution to over 58 million households. Visitors
have come to the channel in droves, staying for substantial lengths of time to
be entertained and learn about Amex. To level the playing field and instill
accountability, we've begun evaluating â€˜time spent' and â€˜cost per 30 seconds
spent interacting with brand content' across channels. This enables us to look
at the net-effective cost for driving a viewer to our brand channel, compared
to engagement for a TV spot, a banner that drives consumers to our website, the
brand's YouTube channel, an interactive ad, etc.
Weeks: As media has become more accountable and is now an area of focus
throughout the C-suite, we have seen clients task us with broader business and marketing
related challenges. The types of analyses that we have seen and increase around
are: real-time reporting/analysis, predictive modeling and long-term brand
"ask" is similar to what it was five years ago: Prove that the investment is
driving the business. However, the metrics and data available to answer those
questions have improved, although they're still not perfect. Starcom has
created a client-specific, custom analysis to understand the convergence of all
media and its influence on other media channels, consumer actions such as
search, social conversations, and online traffic, as well as Best Buy sales.
Our analysis supports similar findings in a marketing mix model, which gives
our team the confidence these decisions are right for today's marketplace and
our business goals. As the analytics continue to improve, we are better able to
tailor our measurements so that recommendations can be altered and adjusted in
real time to ascertain changing consumer behavior and evolving client
How is big data
affecting the way you do the business? Has it provided any insights that
contradicted conventional wisdom and change the way you do business?
Blankfein: You can't stuff
this genie back into the bottle. Advanced analytics are now enabling us to
identify key marketing and non-marketing factors that contribute to our client's
business. It certainly differs from case to case, but we have learned through
our own data analytics and supplied insights that channel mix recommendations
are now being influenced to more timely and accurately reflect how people are
living their lives, engaging with messaging and sharing information and
opinions in this fragmented media landscape. As we get smarter on the data
side, we have to remain nimble enough to use the data intelligently and fold in
the insights to focused communication tasks. The biggest opportunity is to
synch data directly into our planning, buying and performance optimization
tools. That's a huge effect, yes.
data has enhanced how we identify, connect and engage with our existing and
potential consumers. It has enabled us to go well beyond â€˜traditional' demo
buying and gain deeper insights through more complex segmenting and targeting
across multiple platforms. While I don't think it has necessarily altered
conventional wisdom, it has given us a
lot more to think about. With an abundance of data out there that can be
measured and analyzed every which way, the real challenge is determining which
data actually matters. Asking the right questions and then determining the best
application of that data -- based on client priorities -- can impact results in
a meaningful way.
Cioffi: At Maxus, we have a process called â€˜relationship
media.' Big data is anchored at the beginning and the end. Big data gives us insights
at the beginning. One of its beauties is that we can see patterns with clarity
without the bias of an assumption and it gives us accountability at the end. Is
the plan working? How well? Where is it falling short? What can be optimized? The
granularity of big data is amazing. We can disaggregate a consumer base into
many meaningful segments-and track their changes. This is truly amazing vs.
just a few years ago.
In terms of
contradicting conventional wisdom is the idea that one uniform plan is working
equally well in a host of local markets is not true. No matter how well
reasoned the R/F/flighting/media mix logic you have on paper, markets are
unique in how the consumers who live there react at the register. A lot of what
I do is utilize big data on a DMA level and create plans based on that.
Hagel: At Zenith
our mantra is â€˜Live ROI' and we strive to reach, resonate and react in live
time which is powered by big data or as we call it, using data as a weapon. It
allows us to be quicker, smarter and cheaper in how we approach media on behalf
of our clients. It moves us away from syndicated tools towards targeting off of
actual live customers/prospects, which in turn enables us to knock on doors vs.
mass media communication. The common question I receive from the industry is,
What's your planning demo/target? My answer: Our target evolves daily.
plays a major role. We are actively moving beyond Nielsen as a decision making
tool. Tapping into other data sources like social, set-top boxes and search, we
have uncovered many insights that have resulted in identifying both competitive
advantages as well as overlooked, undervalued programming.
Hartell: We are
using data to inspire and personalize how we build experiences for our clients.
We've actually moved from optimizing and reporting at the end of the process to
inspiring at the beginning of the process.
Hernandez: Data has helped to fundamentally change the
way we work on behalf of our clients especially in the auto space. More than ever,
we have the ability to gauge -- sometimes in real time -- how effective our
campaign strategies are for a client or product and adjust when needed. The
data provides a deeper look into how consumers behave and helps us shape future
campaigns. This allows us to be more focused and ultimately deliver the ROI all
Hukkanen: Big data has become the
foundation to all of our media plans actually. Despite the fact that we've only
been working with it for the past few years, I almost can't remember planning
without it, and I know for certain that our plans wouldn't be as sound without
McAteer: This is
a fascinating area of our industry right now. While it holds a lot of promise
for uncovering insights, it also takes a commitment in terms of resources to
make it a reality. We are undertaking an in-depth project for one of our
brands right now, and while the project is being explored with a specific goal
in mind, we really won't know the results until we uncover them and test them
out in the market. We fully expect to find some surprises, but not
anything that would fundamentally change the way we do business. However, with
the size of some of our brands' businesses, even a small win can have a big
impact to the bottom line.
Leveraging data to advance our work has become table stakes in media and
advertising, particularly as a means for extracting insights and strengthening
our communications plans. However, the biggest pitfall is that it should not be
viewed as the end-all-be-all...data is not a replacement for instincts, nor does
it take the place of unique and compelling storytelling. I liken it to book
smarts vs. street smarts...the most successful strategists I work with strike a
balance between the two, combining science -- learnings gleaned from data -- with
art -- discovery around human behavior -- to tap into consumer passions.
Weeks: Big data helps us make smarter decisions. It
has changed the way we do business in that often times the media agency is at
the intersection of tremendous amounts of data-campaign related data,
proprietary client data, and publisher and third party data. This means the
typical account management structure no longer works, but rather, account leads
need to be linked closely with business intelligence people that can best manipulate
and interpret this data to come up with the best insights.
Williams: Data is
affecting our business through multiple facets. Growth of data and improved
analysis has become increasingly useful in campaign development around defining
the business opportunities, gathering deeper audience insights and delivering
more personalized messaging to our consumers. This approach is quite different
from a few years ago when data collection focused on measurement at the
conclusion of a campaign. Today, clients assume data should provide a
quantitative answer for all questions. Media historically has been a business
that fuses art and science, but the abundance of data available is tilting the
client's expectations that all decisions are supported by quantitative
Consumers are changing at a hyper pace and predicting their
behaviors is still not pure science. The gathering of data allows us to better
understand performance of past decisions, but it does not necessarily drive
innovation. I believe that being innovative in the current marketplace requires
going back to some â€˜old fashion' business basics, and building strong
partnerships and relationships with key media partners. We work closely and
upstream in our planning process with partners like Google/YouTube, ESPN,
Twitter, Microsoft and YuMe to ensure that media buys are not just a commodity,
but allow us to try new things that will work for our clients and stay ahead of
It is said the
media business will change more in the next five years than it did in the last
50. What can you do to make sure you have the skill set to take advantage of
the opportunities the new media world will present?
Blankfein: Listen. Learn. Apply.
five years...more like next five days! It is moving faster than ever. Staying
educated is important but being able to adapt is critical. As a planner, having
both foresight and flexibility primes you for those roads less traveled. We
need to think about our clients' business and the media landscape a few years
down the road so we can anticipate change and create new opportunities because
Cioffi: At Maxus, our motto is â€˜Lean Into Change.' And
by accepting these changes, it means we need to be prepared to walk away from
the old. Maxus is a media agnostic environment steeped in collaborative teams. We
learn from each other, push each other's professional boundaries. This gives me
exposure to people on the forefront of new ideas and experts in the field. This
is an opportunity to grow professionally, as well as provide a platform that
allows my clients to grow.
Hagel: Set the
pace! Don't silo yourself but rather engage with and understand all media-know
enough to be dangerous-be a sponge whenever and wherever possible, put yourself
in the best position to take an action at all times-there is knowledge and opportunity
around every corner-and make sure to write everything down. Challenge the
industry, challenge your agency and challenge your clients to take a qualified
Celebrate change as an opportunity to do bigger and better things, never stop
learning and adopt a digital and social mindset to everything you do.
Hartell: As an
industry, our role is to understand changing behavior, and I believe the future
of our industry will be shaped by screens. Regardless of platform and
technology, whether Twitter, Facebook, Instagram, mobile or myriad other
services and devices reshaping media, I believe in learning by doing. Be an
early adopter and more importantly, an early user.
Hernandez: With the amount of
media fragmentation we're seeing it will be critical that a media planner have
a strong understanding of all the various platforms advertisers will need to
reach consumers. Getting this type of knowledge requires time and persistence,
meeting with companies, pairing out what is a scalable opportunity against a
passing fad. Making smart strategic decisions will require having a strong team
around you and subject matter experts who are immersed in these areas. This is
how I approach my own team to ensure we don't miss the next big opportunity or
place the wrong bet on a new platform. It's my job to make sure the team is
exhausting options across the entire spectrum and using them in concert
whenever possible to deliver the best results for our clients.
Hukkanen: I think that to
be successful in the future media world, it's less of a skill set as it is a
mindset. As I tell everyone who comes into our organization...there are two key
characteristics that will make you successful in this ever-changing media
landscape: curiosity and passion.
McAteer: This is what I love most about this
business. You don't have to change assignments to learn and grow, since
the consumer-and, therefore, the industry-is always changing. Yes, technology
is accelerating the pace of change, but change has always been an integral part
of the business. In terms of keeping pace, I attended [the Consumer Electronic
Show] this year, as well as many other industry forums. Both MediaCom and
GroupM host several sessions throughout the year on emerging trends for
clients, employees and partners. And of course, the blogs, news feeds and
articles in the trades make my commute on public transportation a great time to
connect every day.
Generalists need to be adept at synthesizing complex information from experts
so that they're able to have a conversational understanding of whatever
technology is on a client's radar. I try to accomplish this by meeting
regularly with the big players-for example, Google, Apple, Twitter, Facebook, etc.-and
approaching them as extensions of my own team. Additionally, since change
happens so fast, we hold people on our team accountable for being subject
experts, empowering them to identify trends and up-and-coming companies with
the potential to become the next game changer. Regardless of how the media
landscape evolves, a strong understanding of brand positioning as well as the
target's mindset and motivation are key to career success and client impact.
Weeks: Three key areas: 1) Be a consumer of all
media. 2) Talk to people outside your industry/category. 3) Testing-Encourage
clients to test, but be prepared with a measurement plan. Learning about
why something didn't work is as important as learning about a success.
Williams: I am fortunate to be a part of an organization
at Starcom that has the capability and focus to relentlessly change and
challenge conventional thinking. I leverage my peers and team for experience
and new ideas. I have the privilege of leading a multi-agency Publicis team
across Starcom, Razorfish, Big Fuel and Tapestry, which allows me to be exposed
to leadership and resources by some of the best in the business across a
variety of capabilities. Being a successful leader in the media business
requires understanding consumer technology and the changing business
environment, along with listening skills, a confident team and the ability to
find where all those points converge.