Podcasts about adroll

Connected TV is becoming a performance marketing channel. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, breaks down why CTV is merging with digital advertising. She explains how video fits inside a unified digital strategy, why omnichannel buys across TV, display, and social work as one plan, and how brand perception now feeds AI-driven marketing outcomes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance marketing channel. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, breaks down why CTV is merging with digital advertising. She explains how video fits inside a unified digital strategy, why omnichannel buys across TV, display, and social work as one plan, and how brand perception now feeds AI-driven marketing outcomes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance channel, not just a brand play. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, explains how video fits inside a unified digital strategy. She breaks down why marketers should stop separating CTV from digital advertising, how omnichannel buying across television, display, and social works as one strategy, and why brand perception now shapes AI-driven discovery.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance channel, not just a brand play. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, explains how video fits inside a unified digital strategy. She breaks down why marketers should stop separating CTV from digital advertising, how omnichannel buying across television, display, and social works as one strategy, and why brand perception now shapes AI-driven discovery.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance marketing channel. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, brings 20 years of media experience across programmatic, CTV, digital, and linear. She explains why video will fold into digital strategy rather than stay siloed, how omnichannel buying spans television, display, and social in a single plan, and why brand perception now shapes performance in an AI-first world.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance marketing channel. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, brings 20 years of media experience across programmatic, CTV, digital, and linear. She explains why video will fold into digital strategy rather than stay siloed, how omnichannel buying spans television, display, and social in a single plan, and why brand perception now shapes performance in an AI-first world.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most marketers still treat CTV as separate from digital. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, brings 20 years of programmatic, CTV, and digital media experience to make the case for CTV's performance era. She explains why video belongs inside your digital strategy, not beside it, and how omnichannel buying across television, display, and social works as one strategy. She also covers why brand perception now shapes AI-driven discovery and outcomes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most marketers still treat CTV as separate from digital. Alison Clark, CTV and Go-to-Market Strategy Lead at AdRoll, brings 20 years of programmatic, CTV, and digital media experience to make the case for CTV's performance era. She explains why video belongs inside your digital strategy, not beside it, and how omnichannel buying across television, display, and social works as one strategy. She also covers why brand perception now shapes AI-driven discovery and outcomes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance marketing channel. Alison Clark, CTV Go-to-Market Strategy Lead at AdRoll, brings 20 years of media experience across programmatic, CTV, digital, and linear. She explains why video strategy is merging into digital strategy instead of standing apart. Learn how omnichannel buying across television, display, and social works as one campaign, and why brand matters as much as tracking in an AI-first world.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is becoming a performance marketing channel. Alison Clark, CTV Go-to-Market Strategy Lead at AdRoll, brings 20 years of media experience across programmatic, CTV, digital, and linear. She explains why video strategy is merging into digital strategy instead of standing apart. Learn how omnichannel buying across television, display, and social works as one campaign, and why brand matters as much as tracking in an AI-first world.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is shifting from a brand awareness play to a performance channel. Alison Clark, CTV Go-to-Market Strategy Lead at AdRoll, brings 20+ years across programmatic, CTV, digital, and linear media. She explains why video belongs inside your digital strategy instead of being managed separately, how omnichannel media buying works across TV, display, and social as one strategy, and why brand perception now feeds AI-driven performance.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Connected TV is shifting from a brand awareness play to a performance channel. Alison Clark, CTV Go-to-Market Strategy Lead at AdRoll, brings 20+ years across programmatic, CTV, digital, and linear media. She explains why video belongs inside your digital strategy instead of being managed separately, how omnichannel media buying works across TV, display, and social as one strategy, and why brand perception now feeds AI-driven performance.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Listen as we explore why community-based marketing is becoming more popular and how insurance agents can get started. This strategy is a great way for agents to grow their business just by getting involved in your local community.   Read the text version   Get Connected:

Digital out-of-home spend will surpass static billboards within five years. Alex Weinberger, General Manager of DOOH at AdRoll, explains how programmatic buying has transformed outdoor advertising into a measurable, targetable channel. The discussion covers real-time bidding for screen selection across venues from gyms to airports, attribution methods including foot traffic tracking and brand lift studies, and creative strategies that maximize the four-second attention window with bold visuals and minimal text.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home spend will surpass static billboards within five years. Alex Weinberger, General Manager of DOOH at AdRoll, explains how programmatic buying has transformed outdoor advertising into a measurable, targetable channel. The discussion covers real-time bidding for screen selection across venues from gyms to airports, attribution methods including foot traffic tracking and brand lift studies, and creative strategies that maximize the four-second attention window with bold visuals and minimal text.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most marketers think billboards are just brand awareness plays. Alex Weinberger is General Manager of Digital Out-of-Home at AdRoll, where he's leading the launch of programmatic DOOH across their growth marketing platform. The conversation covers using geofencing to target decision-makers at their headquarters with dayparted campaigns, leveraging foot traffic attribution to measure real-world conversions, and building omnichannel strategies that connect DOOH exposure to retargeting campaigns across display and CTV.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most marketers think billboards are just brand awareness plays. Alex Weinberger is General Manager of Digital Out-of-Home at AdRoll, where he's leading the launch of programmatic DOOH across their growth marketing platform. The conversation covers using geofencing to target decision-makers at their headquarters with dayparted campaigns, leveraging foot traffic attribution to measure real-world conversions, and building omnichannel strategies that connect DOOH exposure to retargeting campaigns across display and CTV.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising lacks programmatic targeting capabilities. Alex Weinberger is General Manager of DOOH at AdRoll, specializing in programmatic media and full-funnel advertising strategies. The discussion covers real-time bidding for screen selection, device exposure tracking within preset radiuses around digital screens, and attribution methods including foot traffic analysis and brand lift studies.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising lacks programmatic targeting capabilities. Alex Weinberger is General Manager of DOOH at AdRoll, specializing in programmatic media and full-funnel advertising strategies. The discussion covers real-time bidding for screen selection, device exposure tracking within preset radiuses around digital screens, and attribution methods including foot traffic analysis and brand lift studies.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising lacks proper attribution and targeting capabilities. Alex Weinberger is General Manager of Digital Out-of-Home at AdRoll, specializing in programmatic DOOH media buying and full-funnel campaign strategies. The discussion covers programmatic real-time bidding for screen selection across roadside billboards and place-based venues like gyms and restaurants, foot traffic attribution using device proximity measurement within preset radiuses, and omnichannel retargeting by connecting exposed devices to display and CTV campaigns.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising lacks proper attribution and targeting capabilities. Alex Weinberger is General Manager of Digital Out-of-Home at AdRoll, specializing in programmatic DOOH media buying and full-funnel campaign strategies. The discussion covers programmatic real-time bidding for screen selection across roadside billboards and place-based venues like gyms and restaurants, foot traffic attribution using device proximity measurement within preset radiuses, and omnichannel retargeting by connecting exposed devices to display and CTV campaigns.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising is becoming programmatically targetable and measurable. Alex Weinberger, General Manager of DOOH at AdRoll, explains how programmatic buying has transformed traditional billboards into a full-funnel marketing channel. The conversation covers real-time bidding for screen selection across 97 venue types, attribution methods including foot traffic and brand lift studies, and retargeting capabilities that connect physical world exposure to digital follow-up campaigns.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising is becoming programmatically targetable and measurable. Alex Weinberger, General Manager of DOOH at AdRoll, explains how programmatic buying has transformed traditional billboards into a full-funnel marketing channel. The conversation covers real-time bidding for screen selection across 97 venue types, attribution methods including foot traffic and brand lift studies, and retargeting capabilities that connect physical world exposure to digital follow-up campaigns.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising is becoming programmatically targetable and measurable. Alex Weinberger is General Manager of DOOH at AdRoll, specializing in programmatic media and revenue growth strategies. The discussion covers real-time bidding for screen selection, device-level exposure tracking for attribution, and multi-channel retargeting capabilities that connect physical world impressions to digital follow-up campaigns.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Digital out-of-home advertising is becoming programmatically targetable and measurable. Alex Weinberger is General Manager of DOOH at AdRoll, specializing in programmatic media and revenue growth strategies. The discussion covers real-time bidding for screen selection, device-level exposure tracking for attribution, and multi-channel retargeting capabilities that connect physical world impressions to digital follow-up campaigns.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Brent Peterson interviews Vibhor Kapoor, Chief Business Officer at AdRoll. They discuss the evolution of AdRoll from a retargeting platform to a full funnel marketing solution, the importance of personalization in B2B advertising, and the future of advertising in AI platforms. Vibhor shares insights on the role of agents in e-commerce, the balance between AI-generated content and authentic storytelling, and the significance of understanding intent data for effective advertising. He also offers predictions for the upcoming quarter regarding technology and advertising innovations.TakeawaysVibhor Kapoor oversees product management, partnerships, and marketing at AdRoll.AdRoll has evolved from a retargeting platform to a full funnel marketing solution.B2B advertising requires personalization to engage multiple decision-makers.AI platforms are changing the landscape of advertising and e-commerce.Agents may play a significant role in future e-commerce transactions.Authentic content is more effective than low-quality, high-velocity content.Understanding intent data is crucial for relevant advertising.AdRoll captures intent signals to create audience predictions.The future of advertising will involve a mix of AI and human-led content.Marketers should think across channels and stages of the funnel.Chapters00:00 Introduction to Vibhor Kapoor and AdRoll02:25 Understanding AdRoll's Evolution and B2B Marketing07:32 The Future of Advertising in AI Platforms10:43 The Role of Agents in E-commerce15:49 The Balance of AI and Human Engagement in Marketing18:06 Leveraging Intent Data for Better Advertising21:38 Predictions for Q1 and Future Trends in Advertising

Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the Like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual, and not those of the organizations they represent. Hope you enjoy the episode. - [Transcript] Nate:  My name is Nate Meikle. You're listening to Meikles and Dimes, where every episode is dedicated to the simple, practical, and under-appreciated. Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual and not those of the organizations they represent. Hope you enjoy the episode. Let's jump into Chapter 1 on Careers. For the first question, a student asked Bob who he has become and how his experiences have shaped him as a person and leader.   Bob:  Oh, thanks, Darrell. That's a thoughtful question. It's thoughtful because it's often not asked, and it's generally not discussed. But I will say, and hopefully you'll feel like this about your work if you don't already, that you will over time, which is I'm 45 now, so I have some sort of vantage point to look back over. Like, I mean, I started working when I was about 9 or 10 years old, so I have been working for money for about 35 years. So I'm like a bit further into my career than perhaps I look. I've been starting companies and things since I was about 10. So, in terms of like my professional career, which I guess started, you know, just over 20 years ago, 20 years into that kind of work, the thing I'm most grateful for is what it's allowed me to learn and how it's evolved me as a person. And I'm also most grateful on the business front for how the businesses that I've helped create and the projects and client deployments and whatever have helped evolve the people that have worked on them. Like I genuinely feel that is the most lasting thing that anything in business does is evolve people. It's so gratifying when you have a team member that joins and three years later you see them, just their confidence has developed or their personality has developed in some way. And it's the test of the work that has evolved them as people. I mean, I actually just on Monday night, I caught up for the first time in 10 years with an intern we had 10 years ago called Max Hofer. You can look him up. He was an intern at Quid. He was from Europe, was studying in London, came to do an internship with us in San Francisco for the summer. And, he was probably like 18, 19 years old. And a few weeks ago, he launched his AI company, Parsewise, with funding from Y Combinator. And, he cites his experience at Quid as being fundamental in choosing his career path, in choosing what field he worked in and so on. So that was, yeah, that was, when you see these things happening, right, 10 years on, we caught up at an event we did in London on Monday. And it's just it's really rewarding. So I suppose, yeah, like I suppose it's it's brought me a lot of perspective, brought me a lot of inner peace, actually, you know, the and and when you're when I was in the thick of it at times, I had no sense of that whatsoever. Right. Like in tough years. And there were some - there have been some very tough years in my working career that you don't feel like it's developing you in any way. It just feels brutal. I liken starting a company, sometimes it's like someone's put you in a room with a massive monster and the monster pins you down and just bats you across the face, right, for like a while. And you're like just trying to get away from the monster and you're like, finally you get the monster off your back and then like the monster's just on you again. And it just, it's just like you get a little bit of space and freedom and then the monster's back and it's just like pummeling you. And it's just honestly some years, like for those of you, some of you are running companies now, right? And starting your own companies as well. And I suppose it's not just starting companies. There are just phases in your career and work where it's like you look back and you're like, man, that year was just like, that was brutal. You just get up and fight every day, and you just get knocked down every day. So I think, I don't wish that on anybody, but it does build resilience that then transfers into other aspects of your life.    Nate:  Next, a student made a reference to the first podcast episode I recorded with Bob and asked him if he felt like he was still working on the most important problem in his field.    Bob:  Yeah, thank you. Thanks for listening to the podcast, as this gives us… thanks for the chance to plug the podcast. So the way I met Nate is that he interviewed me for his podcast. And for those of you who haven't listened to it, it's a 30 minute interview. And he asked this question about what advice would you share with others? And we honed in on this question of like, what is the most important problem in your field? And are you working on it? Which I love as a guide to like choosing what to work on. And so we had a great conversation. I enjoyed it so much and really enjoyed meeting Nate. So we sort of said, hey, let's do more fun stuff together in the future. So that's what brought us to this conversation. And thanks to Nate for, you know, bringing us all together today. I'm always working on what I think is the most important problem in front of me. And I always will be. I can't help it. I don't have to think about it. I just can't think about anything else. So yes, I do feel like right now I'm working on the most important problem in my field. And I feel like I've been doing that for about 20 years. And it's not for everybody, I suppose. But I just think, like, let's talk about that idea a little bit. And then I'll say what I think is the most important problem in my field that I'm working on. Like, just to translate it for each of you. Systems are always evolving. The systems we live in are evolving. We all know that. People talk about the pace of change and like life's changing, technology's changing and so on. Well, it is, right? Like humans developed agriculture 5,000 years ago. That wasn't very long ago. Agriculture, right? Just the idea that you could grow crops in one area and live in that area without walking around, without moving around settlements and different living in different places. And that concept is only 5,000 years old, right? I mean, people debate exactly how old, like 7, 8,000. But anyway, it's not that long ago, considering Homo sapiens have been walking around for in one form or another for several hundred thousand years and humans in general for a couple million years. So 5,000 years is not long. Look at what's happened in 5,000 years, right? Like houses, the first settlements where you would actually just live at sleep in the same place every night is only 5,000 years old. And now we've got on a - you can access all the world's knowledge - on your phone for free through ChatGPT and ask it sophisticated questions and all right answers. Or you can get on a plane and fly all over the world. You have, you know, sophisticated digital currency systems. We have sophisticated laws. And like, we've got to be aware, I think, that we are living in a time of great change. And that has been true for 5,000 years, right? That's not new. So I think about this concept of the forefront. I imagine, human development is, you can just simply imagine it like a sphere or balloon that someone's like blowing up, right? And so every time they breathe into it, like something shifts and it just gets bigger. And so there's stuff happening on the forefront where it's occupying more space, different space, right? There's stuff in the middle that's like a bit more stable and a bit more, less prone to rapid change, right? The education system, some parts of the healthcare system, like certain professions, certain things that are like a bit more stable, but there's stuff happening all the time on the periphery, right? Like on the boundary. And that stuff is affecting every field in one way or another. And I just think if you get a chance to work on that stuff, that's a really interesting place to live and a really interesting place to work. And I feel like you can make a contribution to that, right, if you put yourself on the edge. And it's true for every field. So whatever field you're in, we had people here today, you know, in everything from, yeah, like the military to fitness to, you know, your product, product design and management and, you know, lots of different, you know, people, different backgrounds. But if you ask yourself, what is the most important thing happening in my area of work today, and then try to find some way to work on it, then I think that sort of is a nice sort of North Star and keeps things interesting. Because the sort of breakthroughs and discoveries and important contributions are actually not complicated once you put yourself in that position. They're obvious once you put yourself in that position, right? It's just that there aren't many people there hanging out in that place. If you're one of them, if you put yourself there, not everyone's there, suddenly you're kind of in a room where like lots of cool stuff can happen, but there aren't many people around to compete with you. So you're more likely to find those breakthroughs, whether it's for your company or for, you know, the people you work with or, you know, maybe it's inventions and, but it just, anyway, so I really like doing that. And in my space right now, I call it the concept of being the bridge. And this could apply to all of you too. It's a simple idea that the world's value, right, is locked up in companies, essentially. Companies create value. We can debate all the other vehicles that do it, but basically most of the world's value is tied up in companies and their processes. And that's been true for a long time. There's a new ball of power in the world, which is been created by large language models. And I think of that just like a new ball of power. So you've got a ball of value and a ball of power. And the funny thing about this new ball of power is this actually has no value. That's a funny thing to say, right? The large language models have no value. They don't. They don't have any value and they don't create value. Think about it. It's just a massive bag of words. That has no value, right? I can send you a poem now in the chat. Does that have any value? You might like it, you might not, but it's just a set of words, right? So you've got this massive bag of words that with like a trillion connections, no value whatsoever. That is different from previous tech trends like e-commerce, for example, which had inherent value because it was a new way to reach consumers. So some tech trends do have inherent value because they're new processes, but large language models don't. They're just a new technology. They're very powerful. So I call it a ball of power. but they don't have any value. So why is there a multi-trillion dollar opportunity in front of all of us right now in terms of value creation? It's being the bridge. It's how to make use of this ball of power to improve businesses. And businesses only have two ways you improve them. You save money or you grow revenue. That's it. So being the bridge, like taking this new ball of power and finding ways to save money, be more efficient, taking this new ball of power and finding ways to access new consumers, create new offerings and so on, right? Solve new problems. That is where all the value is. So while you may think that the new value, this multi-trillion dollar opportunity with AI is really for the people that work on the AI companies, sure, there's a lot of, you know, there's some money to be made there. And if you can go work for OpenAI, you probably should. Everyone should be knocking the door down. Everyone should be applying for positions because it's the most important company, you know, in our generation. But if you're not in OpenAI or Meta or Microsoft or whoever, you know, three or four companies in the US that are doing this, for everybody else, it's about being the bridge, finding ways that in your organizations, you can unlock the power of AI by bringing it into the organizations and finding ways to either save money or grow the business. And that's fascinating to me because anybody can be the bridge. You don't have to be good with large language models. You have to understand business processes and you have to be creative and willing to even think like this. And suddenly you can be on the forefront of like creating massive value at your companies because you were the, you know, you're the one that brings brings in the new tools. And I think that skill set, there are certain skills involved in being the bridge, but that skill set of being the bridge is going to be so valuable in the next 5 to 10 years. So I encourage people, and that's what I'm doing. Like, I see my role - I serve clients at Quid. I love working with clients. You know, I'm not someone that really like thrives for management and like day-to-day operations and administration of a business. I learned that about myself. And so I just spend my time serving clients. I have done for several years now. And I love just meeting clients and figuring out how they can use Quid's AI, Quid's data, and any other form of AI that we want to bring to the table to improve their businesses. And that's just what I do with my time full-time. And I'll probably be doing that for at least the next 5 or 10 years. I think the outlook for that area of work is really huge.    Nate:  Building on the podcast episode where Bob talked about working on the most important problem in his field, I asked if he could give us some more details on how he took that advice and ended up at Yelp.    Bob:  So I was in grad school in the UK studying, well, I was actually on a program for medieval literature and philosophy, but looking into like language theory. So it was not the most commercial course that one could be doing. But I was a hobbyist programmer, played around with the web when it first came up and was making, you know, various new types of websites for students. while in my free time. I didn't think of that as commercial at all. I didn't see any commercial potential in that. But I did meet the founders of PayPal that way, who would come to give a talk. And I guess they saw the potential in me as a product manager. You know, there's lots of new apps they wanted to build. This is in 2003. And so they invited me to the US to work for them. And I joined the incubator when there were just five people in it. Max Levchin was one of them, the PayPal co-founder. Yelp, Jeremy Stoppelman and Russel Simmons were in those first five people. They turned out to be the Yelp co-founders. And Yelp came out of the incubator. So we were actually prototyping 4 companies each in a different industry. There was a chat application that we called Chatango that was five years before Twitter or something, but it was a way of helping people to chat online more easily. There were, which is still around today, but didn't make it as a hit. There was an ad network called AdRoll, which ended up getting renamed and is still around today. That wasn't a huge hit, but it's still around. Then there was Slide, which is photo sharing application, photo and video sharing, which was Max's company. That was acquired by Google. And that did reasonably well. I think it was acquired for about $150 million. And then there was Yelp, which you'll probably know if you're in the US and went public on the New York Stock Exchange and now has a billion dollars in revenue. So those are the four things that we were trying to prototype, each very different, as you can see. But I suppose that's the like tactical story, right? Like the steps that took me there. But there was an idea that took me there that started this journey of working on the most, the most important problems that are happening in the time. So if I rewind, when I was studying medieval literature, I got to the point where I was studying the invention of the print press. And I'd been studying manuscript culture and seeing what happened when the print press was invented and how it changed education, politics, society. You know, when you took this technology that made it cheaper to print, to make books, books were so expensive in the Middle Ages. They were the domain of only the wealthiest people. And only 5% of people could read before the print process was invented, right? So 95% of people couldn't read anything or write anything. And that was because the books themselves were just so expensive, they had to be handwritten, right? And so when the print press made the cost of a book drop dramatically, the literacy rates in Europe shot up and it completely transformed society. So I was studying that period and at the same time, like dabbling with websites in the early internet and sort of going, oh, like there was this moment where I was like, the web is our equivalent of the print press. And it's happening right now. I'm talking like maybe 2002, or so when I had this realization. It's happening right now. It's going to change everything during our lifetimes. And I just had a fork in my life where it's like I could be a professor in medieval history, which was the path I was on professionally. I had a scholarship. There were only 5 scholarships in my year, in the whole UK. I was on a scholarship track to be a professor and study things like the emergence of the print press, or I could contribute to the print press of our era, which is the internet, and find some way to contribute, some way, right? It didn't matter to me if it was big or small, it was irrelevant. It was just be in the mix with people that are pushing the boundaries. Whatever I did, I'd take the most junior role available, no problem, but like just be in the mix with the people that are doing that. So yeah, that was the decision, right? Like, and that's what led me down to sort of leave my course, leave my scholarship. And, my salary was $40,000 when I moved to the US. All right. And that's pretty much all I earned for a while. I'd spent everything I had starting a group called Oxford Entrepreneurs. So I had absolutely no money. The last few months actually living in Oxford, I had one meal a day because I didn't have enough money to buy three meals a day. And then I packed up my stuff in a suitcase - one bag - wasn't even a suitcase, it was a rucksack and moved to the US and, you know, and landed there basically on a student visa and friends and family was just thought I was, you know, not making a good decision, right? Like, I'm not earning much money. It's with a bunch of people in a like a dorm room style incubator, right? Where the tables and chairs we pulled off the street because we didn't want to spend money on tables and chairs. And where I get to work seven days a week, 12 hours a day. And I've just walked away from a scholarship and a PhD track at Oxford to go into that. And it didn't look like a good decision. But to me, the chance to work on the forefront of what's happening in our era is just too important and too interesting to not make those decisions. So I've done that a number of times, even when it's gone against commercial interest or career interest. I haven't made the best career decisions, you know, not from a commercial standpoint, but from a like getting to work on the new stuff. Like that's what I've prioritized.    Nate:  Next, I asked Bob about his first meeting with the PayPal founders and how he made an impression on them.    Bob:  Good question, because I think... So I have a high level thought on that, like a rubric to use. And then I have the details. I'll start with the details. So I had started the entrepreneurship club at Oxford. And believe it or not, in 800 years of the University's history, there was no entrepreneurship club. And they know that because when you want to start a new society, you go to university and they go through the archive, which is kept underground in the library, and someone goes down to the library archives and they go through all these pages for 800 years and look for the society that's called that. And if there is one, they pull it out and then they have the charter and you have to continue the charter. Even if it was started 300 years ago, they pull out the charter and they're like, no, you have to modify that one. You can't start with a new charter. So anyway, it's because it's technically a part of the university, right? So they have a way of administrating it. So they went through the records and were like, there's never been a club for entrepreneurs at the university. So we started the first, I was one of the co-founders of this club. And, again, there's absolutely no pay. It was just a charity as part of the university. But I love the idea of getting students who were scientists together with students that were business minded, and kind of bringing technical and creative people together. That was the theme of the club. So we'd host drinks, events and talks and all sorts. And I love building communities, at least at that stage of my life. I loved building communities. I'd been doing it. I started several charities and clubs, you know, throughout my life. So it came quite naturally to me. But what I didn't, I mean, I kind of thought this could happen, but it really changed my life as it put me at the center of this super interesting community that we've built. And I think that when you're in a university environment, like starting clubs, running clubs, even if they're small, like, we, I ran another club that we called BEAR. It was an acronym. And it was just a weekly meetup in a pub where we talked about politics and society and stuff. And like, it didn't go anywhere. It fizzled out after a year or two, but it was really like an interesting thing to work on. So I think when you're in a university environment, even if you guys are virtual, finding ways to get together, it's so powerful. It's like, it's who you're meeting in courses like this that is so powerful. So I put myself in the middle of this community, and I was running it, I was president of it. So when these people came to speak at the business school, I was asked to bring the students along, and I was given 200 slots in the lecture theatre. So I filled them, I got 200 students along. We had 3,000 members, by the way, after like 2 years running this club. It became the biggest club at the university, and the biggest entrepreneurship student community in Europe. It got written up in The Economist actually as like, because it was so popular. But yeah, it meant that I was in the middle of it. And when the business school said, you can come to the dinner with the speakers afterwards, that was my ticket to sit down next to the founder of PayPal, you know. And so, then I sat down at dinner with him, and I had my portfolio with me, which back then I used to carry around in a little folder, like a black paper folder. And every project I'd worked on, every, because I used to do graphic design for money as a student. So I had my graphic design projects. I had my yoga publishing business and projects in there. I had printouts about the websites I'd created. So when I sat down next to him, and he's like, what do you work on? I just put this thing on the table over dinner and was like, he picked it up and he started going through it. And he was like, what's this? What's this? And I think just having my projects readily available allowed him to sort of get interested in what I was working on. Nowadays, you can have a website, right? Like I didn't have a website for a long time. Now I have one. It's at bobgoodson.com where I put my projects on there. You can check it out if you like. But I think I've always had a portfolio in one way or another. And I think carrying around the stuff that you've done in an interactive way is a really good way to connect with people. But one more thing I'll say on this concept, because it connects more broadly to like life in general, is that I think that I have this theory that in your lifetime, you get around five opportunities put in front of you that you didn't yet fully deserve, right? Someone believes in you, someone opens a door, someone's like, hey, Nate, how about you do this? Or like, we think you might be capable of this. And it doesn't happen very often, but those moments do happen. And when they happen, a massive differentiator for your life is do you notice that it's happening and do you grab it with both hands? And in that moment, do everything you can to make it work, right? Like they don't come along very often. And to me, those moments have been so precious. I knew I wouldn't get many of them. And so every time they happened, I've just been all in. I don't care what's going on in my life at that time. When the door opens, I drop everything, and I do everything I can to make it work. And you're stretched in those situations. So it's not easy, right? Like someone's given you an opportunity to do something you're not ready for, essentially. So you're literally not ready for it. Like you're not good enough, you don't know enough, you don't have the knowledge, you don't have the skills. So you only have to do the job, but you have to cultivate your own skills and develop your skills. And that's a lot of work. You know, when I landed in, I mean, working for Max was one of those opportunities where I did not, I'd not done enough to earn that opportunity when I got that opportunity. I landed with five people who had all done PayPal. They were all like incredible experts in their fields, right? Like Russ Simmons, the Yelp co-founder, had been the chief architect of PayPal. He architected PayPal, right? Like I was with very skilled technical people. I was the only Brit. They were all Americans. So I stood out culturally. Most of them couldn't understand what I was saying when I arrived. I've since changed how I speak. So you can understand me, the Americans in the room. But I just mumbled. I wasn't very articulate. So it was really hard to get my ideas across. And I had programmed as a hobbyist, but I didn't know enough to be able to program production code alongside people that had worked at PayPal. I mean, their security levels and their accuracy and everything was just off the, I was in another league, right? So there I was, I felt totally out of my depth, and I had to fight to stay in that job for a year. Like I fought every day for a year to like not get kicked out of that job and essentially out of the country. Because without their sponsorship, I couldn't have stayed in the country. I was on a student visa with them, right? And I worked seven days a week for 365 days in a row. I basically almost lived in the office. I got an apartment a few blocks from the office and I had to. No one else was working those kind of hours, but I had to do the job, and I had to learn 3 new programming languages and all this technical stuff, how to write specs, how to write product specs like I had to research the history of various websites in parts of the internet. So I'm just, I guess I'm just giving some color to like when these doors open in your career and in your life, sometimes they're relationship doors that open, right? You meet somebody who's going to change your life, and it's like, are you going to fight to make that work? And, you know, like, so not all, it's not always career events, but when they happen, I think like trusting your instinct that this is one of those moments and knowing this is one of the, you can't do this throughout your whole life. You burn out and you die young. Like you're just not sustainable. But when they happen, are you going to put the burners on and be like, I'm in. And sometimes it only takes a few weeks. Like the most it's ever taken for me is a year to walk through a door. But like, anyway, like just saying that in case anyone here has one of these moments and like maybe this will resonate with one of you, and you'll be like, that's one of the moments I need to walk through the door.    Nate:  That concludes chapter one. In chapter 2, Bob talks about building companies. First, I asked Bob if he gained much leadership experience at Yelp.    Bob:  I gained some. I suppose my first year or two in the US was in a technical role. So I didn't have anyone reporting to me. I was just working on the user interface and front end stuff. So really no leadership there. But then, there was a day when we still had five people. Jeremy started to go pitch investors for our second round because we had really good traffic growth, right? In San Francisco, we had really nice charts showing traffic growth. We'd started to get traction in New York and started to get traction in LA. So we've had the start of a nice story, right? Like this works in other cities. We've got a model we can get traffic. And Jeremy went to his first VC pitch for the second round. And the VC said, you need to show that you can monetize the traffic before you raise this round. The growth story is fine, but you also need to say, we've signed 3 customers and they're paying this much, right, monthly. So Jeremy came back from that pitch, and I remember very clearly, he sat down, kind of slumped in his chair and he's like, oh man, we're going to have to do some sales before we can raise this next round. Like we need someone on the team to go close a few new clients. And it's so funny because it's like, me and four people and everyone went like this and faced me at the same time. And I was like, why are you looking at me? Like, I'm not, I didn't know how to start selling to local businesses. And they're like, they all looked at each other and went, no, we think you're probably the best for this, Bob. And they were all engineers, like all four of them were like, background in engineering. Even the CEO was VP engineering at PayPal before he did Yelp. So basically, we were all geeks. And for some reason, they thought I would be the best choice to sell to businesses. And I didn't really have a choice in it, honestly. I didn't want to do it. They were just like, you're like, that's what needs to happen next. And you're the most suitable candidate for it. So I I just started picking up the phone and calling dentists, chiropractors, restaurants. We didn't know if Yelp would resonate with bars or restaurants or healthcare. We thought healthcare was going to be big, which is reasonably big for Yelp now, but it's not the focus. But anyway, I just started calling these random businesses with great reviews. I just started with the best reviewed businesses. And the funny thing is some of those people, my first ever calls are still friends today, right? Like my chiropractor that I called is the second person I ever called and he signed up, ended up being my chiropractor for like 15 years living in San Francisco. And now we're still in touch, and we're great friends. So it's funny, like I dreaded those first calls, but they actually turned out to be really interesting people that I met. But yeah, we didn't have a model. We didn't know what to charge for. So we started out charging for calls. We changed the business's phone number. So if you're, you had a 415 number and you're a chiropractor on Yelp, we would change your number to like a number that Yelp owned, but it went straight through to their phone. So it was a transfer, but it meant our system could track that they got the call through Yelp, right? Yeah. And then we tracked the duration of the call. We couldn't hear the call, but we tracked the duration of the call. And then we could report back to them at the end of the month. You got 10 calls from Yelp this month and we're going to charge you $50 a call or whatever. So I sold that to 5 or 10 customers and people hated it. They hated that model because they're like, they'd get a call, it'd be like a wrong number or they just wanted to ask, they're already a current customer and they're asking about parking or something, right? So then we'd get back to and be like, you got a call and we charged you 50 bucks. So like, no, I can't pay you for that. Like, that was one of my current customers. So now the reality is they were getting loads of advertising and that was really driving the growth for their business, but they didn't want to pay for the call. So then I was like, that's not working. We have to do something else. Then we paid pay for click, which was we put ads on your page and when someone clicks it, they see you. And then people hated that too, because they're like, my mum just told me she's been like clicking on the link, right? Because she's like looking at my business. And my mum probably just cost me 5 bucks because she said she clicked it 10 times. And like, can you take that off my bill? So people hated the clicks. And then one day we just brought in a head of operations, Geoff Donaker. And by this point, by the way, I had like 2 salespeople working for me that I'd hired. And so it was me and two other people. We were calling these companies, signing these contracts. And one day I just had this epiphany. I was like, we should just pay for the ads that are viewed, not the ads that are clicked. In other words, pay for impressions to the ads. So if I tell you, I've put your ad in front of 500 people when they were looking for sushi this month, right? That you don't mind paying for because there's no action involved, but you're like, whoa, it's a big number. You put me in front of 500 people. I'll pay you 200 bucks for that. No problem. Essentially impression-based advertising. And I went to our COO and I was like, I think we should try this. He was like, if you want to give it a go. And I wrote up a contract and started selling it that day. And that is that format, that model now has a billion dollars revenue running through Yelp. So basically they took that model, like I switched it to impression-based advertising. And that was what was right for local. And our metrics were amazing. We're actually able to charge a lot more than we could in the previous two models. And I built out the sales team to about 20 people. Through that process, I got hooked, basically. Like I realized I love selling during that role. I would never have walked into sales, I think, unless everyone had gone, you have to do it. And I dreaded it, but I got really hooked on it. I love the adrenaline of it. I love hunting down these deals and I love like what you can learn from customers when you're selling. You can learn what they need and you can evolve your business model. So I love that flywheel and that's kind of what I've been doing ever since. But I built out a team of 20 people, so I got to learn management, essentially by just doing it at Yelp and building out that team.    Nate:  Next, I asked Bob how he developed his theory of leadership.    Bob:  I actually developed it really early on. You know, I mentioned earlier I'd been starting things since I was about 10 years old. And what's fascinated me between the age of like 10 and maybe, you know, my early 20s, I love the idea of creating stuff with people where no one gets paid. And here's why. These are charities and nonprofits and stuff, right? But I realized really early, if I can lead and motivate in a way where people want to contribute, even though they're not getting paid, and we can create stuff together, if I can learn that aspect, like management in that sense, then if I'm one day paying people, I'm going to get like, I'm going to, we're all going to be so much more effective, essentially, right? Like the organization is going to be so much more effective. And that is a concept I still work with today. Yes, we pay everyone quite well at Quid who works at Quid, right? Like we pay at or above market rate. But I never think about that. I never, ever ask for anything or work with people in a way that I feel they need to do it because that's their job ever. I just erased that from my mindset. I've never had that in my mindset. I always work with people with like, with gratitude and and in a way where I'm like, well, I'll try and make it fun and like help them see the meaning in the work, right? Like help them understand why it's an exciting thing to work on or a, why it's right for them, how it connects to their goals and their interests and why it's, you know, fun to contribute, whether it's to a client or to an area of technology or whatever we're working on. It's like, so yeah, I haven't really, I haven't, I mean, you guys might have read books on this, but I haven't really seen that idea articulated in quite the way that I think about it. And because I didn't read it in a book, I just kind of like stumbled across it as a kid. But that's, but I learned because I practiced it for 10 years before I even ended up in the US, when I started managing teams at Yelp, I found that I was very effective as a manager and a leader because I didn't take for granted that, you know, people had to do it because it was their job. I thought of ways to make the environment fun and make the connections between the different team members fun and teach them things and have there be like a culture of success and winning and sharing in the results of the wins together. And I suppose this did play out a little bit financially in my career because, although we pay people well at Yelp, we're kind of a somewhat mature business now. But in the early days of Yelp and in the early days of Quid, I never competed on pay. You know, when you're starting a company, it's a really bad idea to try and compete on pay. You have to, I went into every hiring conversation all the way through my early days at Yelp, as well as through the early days at Quid, like probably the first nearly 10 years at Quid. And every time I interviewed people, I would say early on, this isn't going to be where you earn the most money. I'm not going to be able to pay you market rate. You're going to earn less here than you could elsewhere. However, this is what I can offer you, right? Like whether then I make a culture that's about like helping learning. Like we always had a book like quota at Quid. If you want to buy books to read in your free time, I don't care what the title is, we'll give you money to buy books. And the reality is a book's like 10 bucks or 20 bucks, right? No one spends much on books, but that was one of the perks. I put together these perks so that we were paying often like half of what you could get in the market for the same role, but you're printing like reasons to be there that aren't about the money. Now, it doesn't work for everybody, you know, that's as in every company doesn't, but that's just what played out. And that's really important in the early days. You've got to be so efficient. And then once you start bringing in the money, then you can start moving up your rates and obviously pay people market rate. But early on, you've got to find ways to be really, really, really efficient and really lean. And you can't pay people market rate in the early days. I mean, people kind of expect that going into early stage companies, but I was particularly aggressive on that front. But that was just because I suppose it was in my DNA that like, I will try and give you other reasons to work here, but it's not going to be, it's not going to be for the money.    Nate:  Next, I asked Bob how he got from Yelp to Quid and how he knew it was time to launch his own company.    Bob:  Yeah, like looking back, if I'd made sort of the smart decision from a financial standpoint and from a, you know, career standpoint, I suppose you'd say, I would have just stayed put. if you're in a rocket ship and it's growing and you've got a senior role and you get to, you've got, you've earned the license to work on whatever you want. Like Yelp wanted me to move to Phoenix and create their first remote sales team. They wanted, I was running customer success at the time and I'd set up all those systems. Like there was so much to do. Yelp was only like three or four years old at the time, and it was clearly a rocket ship. And you know, I could have learned a lot more like from Yelp in that, like I could have seen it all the way through to IPO and, setting up remote teams and hiring hundreds of people, thousands of people eventually. So I, but I made the choice to leave relatively early and start my own thing. Just coming back to this idea we talked about in the session earlier today, I I always want to work on the forefront of whatever's going on, like the most important thing happening in our time. And I felt I knew what was next. I could kind of see what was next, which was applying AI to analyze the world's text, which was clear to me by about 2008, like that was going to be as big as the internet. That's kind of how I felt about it. And I told people that, and I put that in articles, and I put it in talks that are online that you can go watch. You know, there's one on my website from 10 years ago where I'd already been in the space for five or six years. You can go watch it and see what I was saying in 2015. So fortunately, I documented this because it sounds a bit, you know, unbelievable given what's just happened with large language models and open AI. But it was clear to me where things were going around 2008. And I just wanted to work on what was next, basically. I wanted to apply neural networks and natural language processing to massive text sets like all the world's media, all the world's social media. And yeah, I suppose whenever I've seen what's going to happen next, like with social network, going to Yelp, like seeing what was going to happen with social networking, going to building Yelp, and then seeing this observation about AI and going and doing Quid, it's not, it doesn't feel like a choice to me. It's felt like, well, just what I have to do. And regardless of whether that's going to be more work, harder work, less money, et cetera, it's just how I'm wired, I guess. And I'm kind of, I see it now. Like I see what's next now. And I'll probably just keep doing this. But I was really too early or very, very early, as you can probably see, to be trying to do that at like 2008, 2009, seven or eight years before OpenAI was founded, I was just banging my head against the wall for nearly a decade with no one that would listen. So even the best companies in the world and the biggest investors in the world, again, I won't name them, But it was so hard to raise money. It was so hard to get anyone to watch it that, after a time, I actually started to think I was wrong. Like after doing it for like 10 years and it hadn't taken off, I just started to think like, I was so wrong. I spent a year or two before ChatGPT took off. I'd got to a point where I'd spent like a year or two just thinking, how could my instinct be so wrong about what was going to play out here? How could we not have unlocked the world's written information at this point? And I started to think maybe it'll never happen, you know, and like I was simply wrong, which of course you could be wrong on these things. And then, you know, ChatGPT and OpenAI like totally blew up, and it's been bigger than even I imagined. And I couldn't have told you exactly which technical breakthrough was going to result in it. Like no one knew that large language models were going to be the unlock. But I played with everything available to try and unlock that value. And as soon as large language models became promising in 2016, we were on it, like literally the month that the Google BERT paper came out, because we were like knocking on that door for many years beforehand. And we were one of the teams that were like, trying to unlock that value. That's why many of the early Quid people are very senior at OpenAI and went on to take what they learned from Quid and then apply it in an OpenAI environment, which I'm very proud of. I'm very proud of those people, and it's amazing to see what they've done.    Nate:  That concludes Chapter 2. In Chapter 3, we discuss AI and social media. The first question was about anxiety and AI.    Bob:  Maybe I'll just focus on the anxiety and the issues first of all. A lot's been said on it. I suppose what would be my headlines? I think that one big area of concern is how it changes the job market. And I think the practical thing on that is if you can learn to be the bridge, then you're putting yourself in a really valuable position, right? Because if you can bridge this technology into businesses in a way that makes change and improvements, then you are moving yourself to a skill set that's going to continue to be really valuable. So that's just a practical matter. One of the executives I work with in a major US company likes to say will doctors become redundant because of AI? And he says, no, doctors won't be redundant, but doctors that don't use AI will be redundant. And that's kind of where we are, right? It's like, we're still going to need a person, but if you refuse, if you're not using it, you're going to fall behind and like that is going to put you at risk. So I think there is some truth to that little kind of illustrative story. There will be massive numbers of jobs that are no longer necessary. And the history of technology is full of these examples. Coming back to like 5,000 years ago, think of all the times that people invented stuff that made the prior roles redundant, right? In London, before electricity was discovered and harnessed, one of the biggest areas of employment was for the people that walked the streets at night, lighting the candles and gas lights that lit London. That was a huge breakthrough, right? You could put fire in the street, you put gas in the street and you lit London. Without that, you couldn't go out at night in London and like it would have been an absolute nightmare. The city wouldn't be what it is. But that meant there were like thousands of people whose job it was to light those candles and then go round in the morning when the sun came up and blow them out. So when the light bulb was invented, can you imagine the uproar in London where all these jobs were going to be lost, thousands of jobs were going to be lost. by people that no longer are needed to put out these lights. There were riots, right? There was massive social upheaval. The light bulb threatened and wiped out those jobs. How many people in London now work lighting gas lamps and lighting candles to light the streets, right? Nobody. That was unthinkable. How could you possibly take away those jobs? You know, people actually smashed these light bulbs when the first electric light bulbs were put into streets. People just went and smashed them because they're like, we are not going to let this technology take our jobs. And I can give you 20 more examples like that throughout history, right? Like you could probably think of loads yourselves. Even the motor car, you know, so many people were employed to look after horses, right? Think of all the people that were employed in major cities around the world, looking after horses and caring for them and building the carts and everything. And suddenly you don't need horses anymore. Like that wiped out an entire industry. But what did it do? It created the automobile industry, which has been employing massive numbers of people ever since. And the same is true for, you know, like what have light bulbs done for the quality of our lives? You know, we don't look at them now and think that's an evil technology that wiped out loads of jobs. We go, thank goodness we've got light bulbs. So the nature of technology is that it wipes out roles, and it creates roles. And I just don't see AI being any different. Humans have no limit to like, seem to have no limit to the comfort they want to live with and the things that we want in our lives. And those things are still really expensive and we don't, we're nowhere near satisfied. So like, we're going to keep driving forward. We're going to go, oh, now we can do that. Great. I can use AI, I can make movies and I can, you know, I don't know, like there's just loads of stuff that people are going to want to do with AI. Like, I mean, using the internet, how much time do we spend on these damn web forms, just clicking links and buttons and stuff? Is that fun? Do we even want to do that? No. Like we're just wasting hours of our lives every week, like clicking buttons. Like if we have agents, they can do that for us. So we have, I think we're a long way from like an optimal state where work is optional and we can just do the things that humans want to do with their time. And so, but that's the journey that I see us all along, you know. So anyway, that's just my take on AI and employment, both practically, what can you do about it? Be the bridge, embrace it, learn it, jump in. And also just like in a long arc, I'm not saying in the short term, there won't be riots and there won't be lots of people out of work. And I mean, there will be. But when we look back again, like I often think about what time period are we talking about? Right? People often like, well, what will it do to jobs? Next year, like there'll certain categories that will become redundant. But are we thinking about this in a one year period or 100 year period? Like it's worth asking yourself, what timeframe am I talking about? Right? And I always try and come back to the 100 year view at a minimum when talking about technology change. If it's better for humanity in 100 years, then we should probably work on it and make it happen, right? If we didn't do that, we wouldn't have any light bulbs in our house. Still be lighting candles?    Nate:  Next was a question about social media, fragmented attention, and how it drives isolation.    Bob:  Well, it's obviously been very problematic, particularly in the last five or six years. So TikTok gained success in the United States and around the world around five or six years ago with a completely new model for how to put content in front of people. And what powered it? AI. So TikTok is really an AI company. And the first touch point that most of us had with AI was actually through TikTok. It got so good at knowing the network of all possible content and knowing if you watch this, is the next thing we should show you to keep you engaged. And they didn't care if you were friends with someone or not. Your network didn't matter. Think about Facebook. Like for those of you that were using Facebook, maybe say 2010, right? Like 15 years ago. What did social media look like? You had a profile page, you uploaded photos of yourself and photos of your friends, you linked between them. And when you logged into Facebook, you basically just browsing people's profiles and seeing what they got up to at the weekend. That was social media 15 years ago. Now imagine, now think what you do when you're on Instagram and you're swiping, right? Or you go to TikTok and you're swiping. First of all, let's move to videos, which is a lot more compelling, short videos. And most of the content has nothing to do with your friends. So there was a massive evolution in social media that happened five or six years ago, driven by TikTok. And all the other companies had to basically adopt the same approach or they would have fallen too far behind. So it forced Meta to evolve Instagram and Facebook to be more about attention. Like there's always about attention, that's the nature of media. But these like AI powered ways to keep you there, regardless of what they're showing you. And that turned out to be a bit of a nightmare because it unleashed loads of content without any sense of like what's good for the people who are watching it, right? That's not the game they're playing. They're playing attention and then they're not making decisions about what might be good for you or not. So we went through like a real dip, I think, in social media, went through a real dip and we're still kind of in it, right, trying to find ways out of it. So regulation will ultimately be the savior, which it is in any new field of tech. Regulation is necessary to keep tech to have positive impact for the people that it's meant to be serving. And that's taken a long time to successfully put in place for social media, but we are getting there. I mean, Australia just banned social media for everyone under 16. You may have seen that. Happened, I think, earlier this year. France is putting controls around it. The UK is starting to put more controls around it. So, you know, gradually countries are voters are making it a requirement to put regulation around social media use. In terms of just practical things for you all, as you think about your own social media use, I think it's very healthy to think about how long you spend on it and find ways to just make it a little harder to access, right? Like none of us feel good when we spend a lot of time on our screens. None of us feel good when we spend a lot of time on social media. It feels good at the time because it's given us those quick dopamine hits. But then afterwards, we're like, man, I spent an hour, and I just like, I lost an hour down like the Instagram wormhole. And then we don't feel good afterwards. It affects us sleep negatively. And yeah, come to the question that was, posted, can create a sense of isolation or negative feelings of self due to comparison to centrally like models and actors and all these people that are like putting out content, right? Kind of super humans. So I think just finding ways to limit it and asking yourself what's right for you and then just sticking to that. And if that means coming off it for a month or coming off it for a couple of months, then, give that a try. Personally, I don't use it much at all. I'll use it mostly because friends will share like a funny meme or something and you just still want to watch it because it's like it's sent to you by a friend. It's a way of interacting. Like my dad sends me funny stuff from the internet, and I want to watch it because it's a way of connecting with him. But then I set a timer. I like to use this timer. It's like just a little physical device. I know we've all got one on our phones, but I like to have one on my desk. And so if I'm going into something, whether it's like I'm going to do an hour on my inbox, my e-mail inbox, or I'm going to, you know, open up Instagram and just swipe for a bit, I'll just set a timer, you know, and just keep me honest, like, okay, I'm going to give myself 8 minutes. I'm not going to give myself any more time on there. So there's limited it. And then I put all these apps in a folder on the second screen of my phone. So I can't easily access them. I don't even see them because they're on the second screen of my phone in a folder called social. So to access any of the apps, I have to swipe, open the folder, and then open the app. And just moving them to a place where I can't see them has been really helpful. I only put the healthy apps on my front page of my phone.    Nate:  Next was a question about where Bob expects AI to be in 20 years and whether there are new levels to be unlocked.    Bob:  No one knows. Right? Like what happens when you take a large language model from a trillion nodes to like 5 trillion nodes? No one knows. It's, this is where the question comes in around like consciousness, for example. Will it be, will it get to a point where we have to consider this entity conscious? Fiercely debated, not obvious at all. Will it become, it's already smarter than, well, it already knows more than any human on the planet. So in terms of its knowledge access, it knows more. In terms of most capabilities, most, you know, cognitive capabilities, it's already more capable than any single human on the planet. But there are certain aspects of consciousness, well, certain cognitive functions that humans currently are capable of that AI is not currently capable of, but we might expect some of those to be eaten into as these large language models get better. And it might be that these large language models have cognitive capabilities that humans don't have and never could have, right? Like levels of strategic thinking, for example, that we just can't possibly mirror. And that's one of the things that's kind of, you know, a concern to nations and to people is that, you know, we could end up with something on the planet that is a lot smarter than any one of us or even all of us combined. So in general, when something becomes more intelligent, it seeks to dominate everything else. That is a pattern. You can see that throughout all life. Nothing's ever got smarter and not sought to dominate. And so that's concerning, especially because it's trained on everything we've ever said and done. So I don't know why that pattern would be different. So that, you know, that's interesting. And and I think in terms of, so the part of that question, which is whole new areas of capability to be unlocked, really fascinating area to look at is not so much the text now, because everything I've written is already in these models, right? So the only way they can get more information is by the fact that like, loads of social networks are creating more information and so on. It's probably pretty duplicitous at this point. That's why Elon bought Twitter, for example, because he wanted the data in Twitter, and he wants that constant access to that data. But how much smarter can they get when they've already got everything ever written? However, large language models, of course, don't just apply to text. They apply to any information, genetics, photography, film, every form of information can be harnessed by these large language models and are being harnessed. And one area that's super interesting is robotics. So the robot is going to be as nimble and as capable as the training data that goes into it. And there isn't much robotic training data yet. But companies are now collecting robotic training data. So in the coming years, robots are going to get way more capable, thanks to large language models, but only as this data gets collected. So in other words, like language is kind of reaching its limits in terms of new capabilities, but think of all the other sensor types that could feed into large language models and you can start to see all kinds of future capabilities, which is why everyone suddenly got so interested in personal transportation vehicles and personal robotics, which is why like Tesla share price is up for example, right? Because Elon's committed now to kind of moving more into robotics with Tesla as a company. And there are going to be loads of amazing robotics companies that come out over the next like 10 or 20 years.    Nate:  And that brings us to the end of this episode with Bob Goodson. Like I mentioned in the intro, there were so many great nuggets from Bob. Such great insight on managing our careers, building companies, and the evolving impact of AI and social media. In summary, try to be at the intersection of new power and real problems. Seek to inspire rather than just transact, and be thoughtful about how to use social media and AI. All simple ideas, please, take them seriously.   

It's time to draw your 2026 marketing plan, and we want to help you maximize profits with Meta ads. We're offering you 30 monthly deliverables,10 ad types, media buying, and access to Tier 11's Data Suite before the year ends.Claim your Creative Diversification Package now at: https://www.tiereleven.com/cd Are you trying to squeeze every last bit out of Meta, Google, and TikTok but still missing a piece of the growth puzzle? What if one of the most powerful performance channels is hiding in plain sight on your TV? That's exactly the concept we dig into today as we explore the opportunities inside connected TV and why it's becoming a must-have in every marketer's media mix.We're joined by Vibhor Kapoor, Chief Business Officer at NextRoll, to unpack how CTV has evolved from a “big brand awareness play” into a precision-targeted, full-funnel performance channel. We get into CPM shifts, attribution clarity, identity graphs, retargeting flows, and the wild amount of audience-level data available inside modern streaming platforms. Plus, we talk about how repurposed social creatives, not $200K production shoots, are already driving 2–3X stronger ROAS for brands and B2B companies. As you build your 2026 plan, this conversation will redefine multi-channel advertising and where the smartest budget shifts are happening. In This Episode:- What NextRoll does now: the evolution- How NextRoll handles attribution on social platforms- Why AI-driven budget optimization is necessary- What is CTV and why is it exploding?- CPM shifts in CTV targeting - Targeting and retargeting CTV ads across devices - Real-world CTV results- What marketers must know for 2026Mentioned in the Episode:AdRoll / NextRoll CTV case studies Listen to This Episode on Your Favorite Podcast Channel:Follow and listen on Apple: https://podcasts.apple.com/us/podcast/perpetual-traffic/id1022441491 Follow and listen on Spotify:https://open.spotify.com/show/59lhtIWHw1XXsRmT5HBAuK Subscribe and watch on YouTube: https://www.youtube.com/@perpetual_traffic?sub_confirmation=1We Appreciate Your Support!Visit our website: https://perpetualtraffic.com/ Follow us on X: https://x.com/perpetualtraf Connect with Vibhor Kapoor:Website: https://www.adroll.com/ LinkedIn: https://www.linkedin.com/in/vibhor Connect with Ralph Burns: LinkedIn - https://www.linkedin.com/in/ralphburns Instagram -

John Moran joins us this week as we unpack how the Andromeda model is reshaping media buying, why creative diversification is no longer optional, and how three rapid rounds of creative iterations dropped CPA from $44 to $25 in just 10 days. We walk you through the exact playbook we used to achieve these results. If you've ever paused an ad because it “spent too much,” or you're still clinging to last-click thinking, John's proven strategy will change how you build campaigns. We break down what's working right now and why creative is the new lever that drives everything else in Meta ads. In This Episode:- Introduction: Meta's creative diversification strategy- Case study: Fixing tracking with first-click & CAPI- Ad performance after creative iterations- How Meta optimizes ad delivery & CPA- Why understanding Meta's attribution model is critical- Results, reflections, and conclusionListen to This Episode on Your Favorite Podcast Channel:Follow and listen on Apple: https://podcasts.apple.com/us/podcast/perpetual-traffic/id1022441491 Follow and listen on Spotify:https://open.spotify.com/show/59lhtIWHw1XXsRmT5HBAuK Subscribe and watch on YouTube: https://www.youtube.com/@perpetual_traffic?sub_confirmation=1We Appreciate Your Support!Visit our website: https://perpetualtraffic.com/ Follow us on X: https://x.com/perpetualtraf Connect with John Moran:LinkedIn: https://www.linkedin.com/in/johnmorangads Connect with Ralph Burns: LinkedIn - https://www.linkedin.com/in/ralphburns Instagram - https://www.instagram.com/ralphhburns/ Hire Tier11 - https://www.tiereleven.com/apply-now Connect with Lauren Petrullo:Instagram - https://www.instagram.com/laurenepetrullo/LinkedIn - https://www.linkedin.com/in/laurenpetrullo Consult Mongoose Media - https://mongoosemedia.us/ Mentioned in this episode:https://www.activecampaign.com/https://www.activecampaign.com/www.AdRoll.com/PThttps://discover.taboola.com/perpetual

This podcast empowers you to build a profitable Direct-to-Consumer business that excites you. Build and grow your online store with expert insights on ecommerce, marketing, tech, AI, and entrepreneurship. Ecommerce Coffee Break - Helping You Become A Smarter Online Seller. This podcast empowers you to build a profitable Direct-to-Consumer business that excites you. Build and grow your online store with expert insights on ecommerce, marketing, tech, AI, and entrepreneurship. The goal of every episode is to uplevel you as an online merchant and business owner, taking your online sales and marketing strategy to the next level. Each week, host and digital marketing veteran Claus Lauter interviews world-class ecommerce experts and marketers. They share their stories, tips, tactics, and strategies on how to build a successful online brand. The show explores a broad range of topics, including ecommerce apps, direct-to-consumer marketing (DTC or D2C), Marketing technology (MarTech), social media, dropshipping, paid advertising, AI, entrepreneurship, and much more. Previous episodes have featured experts from Google, Gorgias, ReferralCandy, Cartloop, Adroll, StoreHero, Limespot, Yotpo, Preezy, LoyaltyLion, PartnerHero, and many others. Whether you have an online store, want to leave your 9-5 job, do a side hustle, or start your own e-commerce business, this podcast is for you. With over 380 episodes, you'll find the help you need to start, run, and grow your DTC brand or online store fast. Short episodes, ideal for listening on the go. MORE RESOURCESDownload the Ecommerce Conversion Handbook for store optimization tips at https://tinyurl.com/CRO-ebook Best Apps to Grow Your eCommerce Store: https://ecommercecoffeebreak.com/best-shopify-marketing-tools-recommendations/ Become a smarter online seller in just 7 minutes Our free newsletter is your shortcut to ecommerce success. Every Thursday. 100% free. Unsubscribe anytime. Sign up at https://newsletter.ecommercecoffeebreak.com Rate, Review & Follow Enjoying this episode? Help others like you by rating and reviewing my show on Apple Podcasts. Rate here: https://podcasts.apple.com/us/podcast/ecommerce-coffee-break-digital-marketing-podcast-for/id1567749422 And if you haven't yet, follow the podcast to catch all the bonus episodes I'm adding. Don't miss out—hit that follow button now!

Visit thedigitalslicepodcast.com for complete show notes of every podcast episode. Brad Friedman and Vibhor Kapoor chat about the pitfalls of last-click attribution, and how this leads to botched budget allocations and stagnant growth. Vibhor Kapoor is the President of AdRoll, a marketing and advertising platform for business-to-consumer brands. Vibhor's charter at AdRoll includes driving AdRoll's revenue growth and overseeing product, strategy, sales, operations, and marketing. With almost three decades of industry experience, Vibhor brings business leadership expertise in SaaS and Cloud platforms. Most recently, he was a Senior Director in Adobe's Digital Media Business, leading marketing and GTM efforts to incubate new categories in experience design and developer platforms. Before joining Adobe, Kapoor was a Vice President of Marketing at Box, leading product marketing, evangelism and demand generation for their API platform. He also spent a decade at Microsoft in leadership roles across marketing and product management and was an early member of the team that built Microsoft's Azure business. Earlier in his career, Vibhor spent several years at General Electric and Hewlett-Packard in product management, sales and commercial operations.  Vibhor holds an MBA from Kellogg School of Management, Northwestern University in Illinois and a Bachelor in Technology from Indian Institute of Technology in Varanasi, India. The Digital Slice Podcast is brought to you by Magai, up your AI game at https://friedmansocialmedia.com/magai.

We took advantage of Advertising Week by conducting a number of in-person interviews. We spoke to Elizabeth ChapmanVP, Tech Partnerships & Channels of Nextroll (formerly AdRoll) about their work with the Privacy Sandbox and how they are approaching the cookieless future as a retargeting company.For more in-depth discussion of these topics and links to the news we discuss, subscribe to the Marketecture newsletter at https://news.marketecture.tvCopyright (C) 2024 Marketecture Media, Inc.

Want to Start or Grow a Successful Business? Schedule a FREE 13-Point Assessment with Clay Clark Today At: www.ThrivetimeShow.com   Join Tim Tebow, LIVE and in-person at Clay Clark's December 5th & 6th 2024 Thrivetime Show  Business Workshop!!! Learn Branding, Marketing, SEO, Sales, Workflow Design, Accounting & More. **Request Tickets & See Testimonials At: www.ThrivetimeShow.com  **Request Tickets Via Text At (918) 851-0102   See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire   See Thousands of Case Studies Today HERE: www.thrivetimeshow.com/does-it-work/  

J. Ryan Williams, CEO of ANTEATER Media, helps founders build revenue pipeline through short-form video content. J. Ryan brings a wealth of experience, having built a $58M sales team at AdRoll, coached over 400 Startup CEOs, and seen the 0-$100M journey with three SaaS companies. John and J. Ryan discuss the importance of setting clear expectations, aligning personal core values with job satisfaction, and building trust in sales through authenticity, transparency, and empathy.Are you interested in leveling up your sales skills and staying relevant in today's AI-driven landscape? Visit www.jbarrows.com and let's Make It Happen together!Connect with John on LinkedIn: https://www.linkedin.com/in/johnbarrows/Connect with John on IG: https://www.instagram.com/johnmbarrows/Check out John's Membership: https://go.jbarrows.com/pages/individual-membership?ref=3edab1 Join John's Newsletter: https://www.jbarrows.com/newsletterConnect with J. Ryan Williams on LinkedIn: https://www.linkedin.com/in/jryanwilliams/Check out J. Ryan Williams's Website: https://anteater.media/

The guest today on The CMO Podcast is Shane Murphy-Reuter, the Chief Marketing Officer of Webflow, the 11-year-old company that is disrupting the business of building websites and other digital experiences. Webflow empowers people to design, build and launch websites…without coding.Webflow is well beyond unicorn status; its valuation is north of $4 billion, with revenue trending toward $150 million. It is well funded–$335 million to date–with a global staff of 600. And here's a smart choice they have made–Webflow is a friend and sponsor of this show.Shane has been CMO at Webflow for about two years, after several gigs at high-growth young software companies…including AdRoll, Intercom and ZoomInfo. Shane is a native of Ireland, graduated from University College Dublin with a degree in Business and Law, and eventually moved to the US. Tune in for a conversation with a CMO that has a lot of strong beliefs in branding and marketing.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How can marketers strike a balance between brand awareness and long-term thinking? Vibhor Kapoor,  Chief Business Officer of NextRoll and former President of Adroll, joins me to discuss the importance of brand purpose and standing out in a crowded market. We explore the concept of full-funnel marketing and the need for a holistic approach that considers the entire customer journey.  And later, Vibhor shares his thoughts on the best privacy-conscious marketing strategies out there, breaking down the tools and solutions that can help marketers to better personalize their marketing efforts without compromising consumer privacy.  Tune in to hear Vibhor's perspective on performance branding and the value of building a legacy brand. Digital marketers, start working smarter with Wix Studio, THE web platform for agencies and enterprises.  After you deliver in record time, Wix Studio's built-ins, like automatic redirects, help sites stay optimized for long-term growth. Less repetition, more growth. Visit https://www.wix.com/studio for more information. 00:00:18 - Marketing: A Broad and Essential Function 00:04:42 - Understanding Full Funnel Marketing Strategies 00:15:49 - Optimize Marketing with Performance Branding 00:18:19 - Balance Brand Awareness in Marketing 00:28:33 - Developing a Holistic Privacy Marketing Strategy 00:36:22 - Marketing Without Compromising User Privacy Follow Daniel: YouTube: https://www.youtube.com/@themarketingmillennials/featured Twitter: https://www.twitter.com/Dmurr68 LinkedIn: https://www.linkedin.com/in/daniel-murray-marketing Sign up for The Marketing Millennials newsletter:  www.workweek.com/brand/the-marketing-millennials Daniel is a Workweek friend, working to produce amazing podcasts. To find out more, visit: www.workweek.com

This week's guest is Dan O'Connell, Dan serves as Chief Strategy Officer at Dialpad and is also a member of the Board of Directors. Prior to Dialpad, Dan was the CEO and President of TalkIQ, real-time speech recognition and NLP start-up backed by Salesforce Ventures and Scale Venture Partners. He was AdRoll's Vice President of Sales and also spent 8 years at Google where he handled key sales positions. Dan holds an MBA from the University of California Berkeley and a degree in Communications from Santa Clara University. --- Support this podcast: https://podcasters.spotify.com/pod/show/uncharted1/support

In this episode, Splash's Haley Kaplan chats with Gracie Bulleit, Event Marketing Manager at Pendo, and Sam Varga, Senior Manager of Global Field Marketing at AdRoll, about how they maximize their presence at third-party events.Tune in to learn how to:Identify which third-party events to attendAlign your event with your company's goalsDesign experiences that will have your booth buzzing with activityChoose swag that will make your booth a must-stop destination for attendeesDrive meaningful connections with prospective buyers throughout the eventKeep leads warm and continue the conversation after the event endsGet more tips for maximizing your third-party presenceJoin an upcoming Splash eventFollow Splash on LinkedIn

This week, Product Marketing experts Meghan Keaney Anderson (Jasper.AI, HubSpot) & Mary Sheehan (Author, AdRoll) joins us to discuss how to navigate and cut through the intricate clutter of Artificial Intelligence while contextualizing the most recent developments from Google's Gemini. We discuss how to tackle crowded markets, what makes a great marketer, and strategies that can help companies stand out amidst the AI chaos.  For a full episode summary, exclusive Youtube clips, and more, please join our newsletter at UnsolicitedFeedback.co!

Brendan Weitz, Co-founder of Journey, joins host Upendra Varma to deep dive into how his company is revolutionizing the B2B sales and marketing realm with an innovative storytelling format. Brendan walks us through how Journey emerged from a prototype to a game-changing tool, aiming to make B2B transactions as seamless as B2C purchases on platforms like Amazon.Key insights from this episode:The inception of Journey and its mission to create a captivating buying experience for sales and marketing teams.How Journey transcends the conventional 16x9 presentation format to offer a more interactive, mobile-first experience in an asynchronous remote world.Brendan's take on targeting sales and marketing sectors, yet being open to a wide range of storytelling use cases.A snapshot of Journey's current customer base (around 200 customers) and its freemium model attracting tens of thousands of users monthly.The product's self-sufficient viral loop driving 50% of their signups, and their aspirational aim to match viral growth akin to tools like Loom or Calendly.A nostalgic journey into Brendan's past roles at major companies like Facebook, AdRoll, and Quora, and how these experiences shaped Journey's growth.The vision of Journey and its future go-to-market strategy.Team dynamics, funding details, and Brendan's ambitious outlook for the platform.You can also watch this episode on youtube here.

On episode #138 of Eye on AI. Craig Smith sits down with Dan O'Connell, the Chief AI and Strategy Officer at Dialpad and a seasoned expert in the world of AI-driven business communications.  Check out Dialpad- https://www.dialpad.com/ Currently serving as a member of Dialpad's Board of Directors, Dan's impressive career includes leadership roles at TalkIQ, AdRoll, and an 8-year stint at Google in key sales positions.  During our conversation, Dan takes us through Dialpad's AI-driven transformation of business communication. We explore the power of natural language processing, speech recognition, and large language models, enabling real-time transcription, call summaries, sentiment analysis, and virtual agents. We also delve into the significance of sentiment analysis and the role of context, alongside debates on third-party APIs versus proprietary models, AI's unpredictability, and domain-specific model economics. Our exploration continues with AI's impact on CRM, generative AI's insights, chatbot evolution, and cost-effective AI management. Tune in to explore AIs impact on modern day business communication.   Dan O'Connell's LinkedIn: https://www.linkedin.com/in/droconnell/ Craig Smith Twitter: https://twitter.com/craigss Eye on A.I. Twitter: https://twitter.com/EyeOn_AI   (00:00) Preview and Introduction (01:33) Mind Studio by YouAI (03:46) Artificial Intelligence in Business Communications (10:54) Building Sentiment Analysis and Custom Models (19:35) Managing Costs and using AI in Business (23:47) AI Disrupts CRM Market? (30:56) Mind Studio by YouAI

We talk to Dan O'Connell, who got his start at Google at the age of 22 back in 2003 and after a 9 year journey, went to scale the sales team at Adroll.com. After a successful career in Ad Tech, Dan became the CEO and President of TalkIQ where within 18 months he helped lead the company through a successful acquisition. Dan is now the Chief Strategy Officer and Chief Revenue Officer at Dialpad. Dan has done it all and has successfully built highly cohesive and scalable teams as both a sales leader and CEO, and we are fortunate he shares some of his playbook and actionable advice on this topic. Give it a listen, you won't be disappointed! --- Support this podcast: https://podcasters.spotify.com/pod/show/uncharted1/support

Content marketers often tend to think of themselves as creators. Creative types of who good with words, good with images and video and audio, and take pride in keeping content and social channels filled with well written, well designed, and well produced stuff. But too often, content marketing, as we commonly think of it, happens in isolation from the larger scope of product marketing, paid advertising, and from the data all of those marketing efforts generate. Ideally, all marketing functions are working in tandem, sharing data and information to raise the impact and ROI of marketing as a whole. In this episode, Shae Henrie, content marketing manager at AdRoll, talks about how she approaches content marketing from a holistic perspective by working closely with other AdRoll marketing teams to learn as much as she can about the company's audience. If you see value in working more closely with other marketers and other functions at your company, this episode is full of useful tips! The B2B Content Show is brought to you by Connversa, providing Expert Interviewing as a Service to showcase your expertise and thought leadership to help to stand out from the crowd!

Charles Moldow, a general partner at Foundation Capital, shares his remarkable journey from being a Wall Street analyst to becoming an entrepreneur and eventually transitioning into his current role as an investor over two decades ago. His captivating anecdotes leave you eager for more, whether he's recounting stories about his father's wisdom on the internet or recalling a memorable encounter with an exceptional entrepreneur. Charles also delves into the exciting market trends within insurtech and offers valuable insights into the areas to focus attention for fruitful opportunities.In this episode, you'll learn:[2:20] Charles Moldow's early entrepreneurial ventures during the dynamic evolution of the internet.[7:58] The role of a VC in sometimes discouraging founders to protect them from their own pitfalls.[13:01] The revealing nature of a founder's personal life story, showcasing their unique abilities.[19:54] "Don't prepare to impress me. Just share your authentic truth." - Charles Moldow[23:43] The importance for entrepreneurs to explore the vast array of promising opportunities for leveraging technology in the insurance industry.The non-profit organization that Charles is passionate about: safespaceAbout Charles MoldowCharles Moldow is a general partner at Foundation Capital. At Foundation, he identifies technology trends and new user experiences that will change the financial services landscape. His thesis investing has him focused on fintech, insurtech and proptech opportunities with a crypto overlay to everything he evaluates. Since he joined Foundation Capital in 2005, he's made seventeen successful investments, five of which have gone public and twelve have been acquired. Charles' public portfolio includes early-stage investments that have led to notable IPOs with DOMA (IPO 2021), Rover (IPO 2021), LendingClub (IPO 2014), OnDeck (IPO 2014) and Everyday Health (2014). Fun fact: Charles moonlights as AAA Little League coach and family vacation planner.Learn more about Charles here.About Foundation CapitalFoundation Capital is a Silicon Valley-based early-stage venture capital firm that's dedicated to the proposition that one entrepreneur's idea, with the right support, can become a business that changes the world. The firm is made up of former entrepreneurs who set out to create the firm they wanted as founders. Foundation Capital is currently invested in more than 60 high-growth ventures in the areas of consumer, information technology, software, digital energy, financial technology, and marketing technology. These investments include AdRoll, Beepi, Bolt Threads, DogVacay, Kik, ForgeRock, Lending Home, Localytics, and Visier. The firm's twenty-six IPOs include Lending Club, OnDeck, Chegg, Sunrun, MobileIron, Control4, TubeMogul, Envestnet, Financial Engines, Netflix, NetZero, Responsys and Silver Spring Networks.Subscribe to our podcast and stay tuned for our next episode. Follow Us:  Twitter | Linkedin | Instagram | Facebook

Mary is an accomplished product marketing leader and author of The Pocket Guide To Product Launches. She's held marketing leadership roles at Adobe, Google, AdRoll and other startups. She is also the co-creator of a new course with Reforge and hosts the popular Women In Product Marketing podcast.   We go through:  The core components of a Go To Market Strategy  Splitting up different launch tiers  Audience persona definitions  Defining positioning across multiple teams  Why it's important to derive shared goals The 10% internal communications rule   --- Where to find Mary:  Mary's LinkedIn Profile Mary's Twitter Profile The Pocket Guide to Product Launches --- Where to find Patrick  Patrick's LinkedIn --- (2:28) The main components of a Go To Market strategy  (4:10) Variables to consider before launch (6:59) When to separate the shipping moment and the launch moment (9:22) Defining the different launch tiers (14:09) Examples of the different tiers  (18:05) Developing personas and jobs to be done to define target audiences  (23:55) Getting the right group together to develop customer journey mapping  (26:12) Ensuring the right teams are represented  (27:01) The right way to approach positioning  (30:50) Partnership with the product team at the earliest stages of development  (33:58) Goals, metrics, and effectiveness  (37:29) Using a northstar goal to inform downstream KPIs (40:30) Shared goals and outcomes across teams  (42:20) The 10% rule and an internal go to market plan  (44:19) Where to find Mary!                

Meredith Hudson comes from Leadership Roles in Google, AdRoll, Snapchat and Amazon, and after 20 years of head-turning impact, Meredith now is developing the next generation of Sales Leaders as she runs her own career coaching and leadership development firm. In this episode she joins us to share a framework that will help you develop what may be the greatest superpower any sales leader can have: The ability to level up an entire team…intentionally, predictably, and in a way that will change the career of each salesperson you lead. You can connect with Meredith on LinkedIn here (https://www.linkedin.com/in/merhud/). You can learn more about Meredith and her organization here (https://www.merhudson.com/). You can get more of Meredith's content here (https://www.instagram.com/meredithhuds/). For video excerpts of this and other episodes of the Sales Leadership Podcast, check out Sales Leadership United on Patreon Here (https://www.patreon.com/SalesLeadershipUnited).

Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About How Clay Has Taught Doctor Joe Lai And His Team Orthodontic Team How to Achieve Massive Success Today At: www.KLOrtho.com Learn How to Grow Your Business Full THROTTLE NOW!!! Learn How to Turn Your Ideas Into A REAL Successful Company + Learn How Clay Clark Coached Bob Healy Into the Success Of His www.GrillBlazer.com Products   Learn More About the Grill Blazer Product Today At: www.GrillBlazer.com Learn More About the Actual Client Success Stories Referenced In Today's Video Including: www.ShawHomes.com www.SteveCurrington.com www.TheGarageBA.com www.TipTopK9.com Learn More About How Clay Clark Has Helped Roy Coggeshall to TRIPLE the Size of His Businesses for Less Money That It Costs to Even Hire One Full-Time Minimum Wage Employee Today At: www.ThrivetimeShow.com To Learn More About Roy Coggeshall And His Real Businesses Today Visit: https://TheGarageBA.com/ https://RCAutospecialists.com/ Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/  

Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/

Podcast SummaryIn this conversation with Shane Murphy-Reuter, CMO at Webflow, he talks about sales and marketing alignment. Today, you'll hear about how Shane drives sales and marketing alignment, their campaign briefings, the importance of obsessing over little details, and the demand efficiency survey.Shane also serves as advisor for Motion (Creative Analytics), Limited Partner at Stage 2 Capital, and Advisor at Sendoso. His previous roles include Head of Online Marketing at Paddy Power Betfair, VP of Marketing and North American Sales at AdRoll, SVP of Marketing at Intercom, and CMO at ZoomInfo.Episode Outline[06:50] How Shane is driving sales and marketing alignment[09:00] The weekly meeting[12:28] Campaign briefing[19:24] Obsessing over the details[23:46] The demand efficiency survey[27:44] Episode recapShane's Resources100 Pipeline PlaysJoin Our SlackConnect with ShaneWebsiteShanemr.comLinkedInTwitterConnect with Matter MadeMatter MadeLinkedIn (Eli)

We talked with Spawnfest competitors Filipe Cabaço & Joel Carlbark about their entry “Lively”. Lively was all about doing cool things with Ecto in Livebook. The project, later renamed to KinoEcto does 4 cool things around Ecto in Livebook. It builds Entity Relationship diagrams from the Ecto Schemas in your Elixir project. It can visualize the dense Postgres explain output and highlight a problem like when a full table scan is performed. It includes a ChangesetValidator SmartCell, and a QueryBuilder that uses NimbleParsec to parse a raw SQL query and do the initial work of turning that into an Ecto query. We talk about what the 48-hour competition was like, what they accomplished and what they plan to do next! Show Notes online - http://podcast.thinkingelixir.com/127 (http://podcast.thinkingelixir.com/127) Elixir Community News - https://github.com/AdRoll/rebar3_hank (https://github.com/AdRoll/rebar3_hank) – rebar3hank detects dead code in Erlang projects and reports it. - https://twitter.com/fiquscoop/status/1592539028578250757 (https://twitter.com/fiquscoop/status/1592539028578250757) - https://unused.codes/ (https://unused.codes/) - https://github.com/hauleth/mix_unused (https://github.com/hauleth/mix_unused) - https://hexdocs.pm/ex_doc/cheatsheet.html (https://hexdocs.pm/ex_doc/cheatsheet.html) – ExDoc v0.29.1 is out with initial support for media prints for cheatsheets - https://twitter.com/josevalim/status/1594649732768489475 (https://twitter.com/josevalim/status/1594649732768489475) - https://github.com/pawurb/ectopsqlextras/pull/31 (https://github.com/pawurb/ecto_psql_extras/pull/31) – Add ability to gets all active connections to the database which can be displayed on the Phoenix LiveDashboard for Ecto. - https://paraxial.io/blog/securing-elixir (https://paraxial.io/blog/securing-elixir) – Learned 2 additional CI checks to run on Elixir projects - https://fly.io/phoenix-files/github-actions-for-elixir-ci/ (https://fly.io/phoenix-files/github-actions-for-elixir-ci/) – Mark's CI/CD guide was updated to include the new checks - https://github.com/mirego/mix_audit (https://github.com/mirego/mix_audit) - https://hexdocs.pm/hex/Mix.Tasks.Hex.Audit.html (https://hexdocs.pm/hex/Mix.Tasks.Hex.Audit.html) – mix hex.audit - https://twitter.com/nathanwillson/status/1594565494941458432 (https://twitter.com/nathanwillson/status/1594565494941458432) – Nathan Willson noticed that Chris recently updated the components in LiveBeats to use the new Phoenix 1.7 abilities - https://github.com/fly-apps/livebeats/blob/master/lib/livebeatsweb/components/corecomponents.ex (https://github.com/fly-apps/live_beats/blob/master/lib/live_beats_web/components/core_components.ex) – LiveBeats project with new corecomponents.ex file - https://twitter.com/agundy_/status/1594558443125350400 (https://twitter.com/agundy_/status/1594558443125350400) – Aaron Gunderson created a really cool basic fly.io Phoenix Function as a Service with auto shutdown sample project. - https://github.com/agundy/fly-faast (https://github.com/agundy/fly-faast) - https://adventofcode.com/2022 (https://adventofcode.com/2022) – Advent of Code 2022 starts on Dec 1st. - https://www.elixirconf.eu/ (https://www.elixirconf.eu/) – ElixirConf EU 2023 - in Lisbon Portugal. Hybrid conference 20-21 April 2023 - In person and virtual - https://fosdem.org/2023/ (https://fosdem.org/2023/) – FOSDEM 2023 - Sunday, 5 February 2023 in Brussels, Belgium - https://beam-fosdem.dev/ (https://beam-fosdem.dev/) – BEAM specific gathering and devroom information - https://elixirstatus.com/p/mJpKy-erlang-elixir-and-friends-devroom--fosdem-2023-call-for-talks (https://elixirstatus.com/p/mJpKy-erlang-elixir-and-friends-devroom--fosdem-2023-call-for-talks) - http://elixirstream.dev (http://elixirstream.dev) – David moved the Elixir diffing project and other tools from utils.zest.dev to ElixirStream.dev - https://twitter.com/bernheisel/status/1594549004687364098 (https://twitter.com/bernheisel/status/1594549004687364098) - Starting in 2023, we may not include an interview with every episode. Still bringing you the news! Do you have some Elixir news to share? Tell us at @ThinkingElixir (https://twitter.com/ThinkingElixir) or email at show@thinkingelixir.com (mailto:show@thinkingelixir.com) Discussion Resources - https://spawnfest.org/ (https://spawnfest.org/) - https://github.com/spawnfest/lively (https://github.com/spawnfest/lively) – Spawnfest submission repo - https://github.com/vorce/kino_ecto (https://github.com/vorce/kino_ecto) – Project continuing after competition - https://forvillelser.vorce.se/posts/2022-11-11-spawnfest-kino-ecto-fka-lively.html (https://forvillelser.vorce.se/posts/2022-11-11-spawnfest-kino-ecto-fka-lively.html) – Blog post about Lively project - https://twitter.com/filipecabaco/status/1581786455688777728 (https://twitter.com/filipecabaco/status/1581786455688777728) – Tweet about the project - https://remote.com/ (https://remote.com/) - https://supabase.com/ (https://supabase.com/) - https://www.talkdesk.com/ (https://www.talkdesk.com/) - https://github.com/dashbitco/nimble_parsec (https://github.com/dashbitco/nimble_parsec) - https://github.com/cocoa-xu/evision (https://github.com/cocoa-xu/evision) - https://twitter.com/uwucocoa (https://twitter.com/_uwu_cocoa) - https://github.com/sorentwo/oban (https://github.com/sorentwo/oban) - https://twitter.com/thramosal (https://twitter.com/thramosal) – Teammate - Thiago Ramos - https://twitter.com/vittoria_bitton (https://twitter.com/vittoria_bitton) – Teammate - Vittoria Bitton Guest Information - https://twitter.com/filipecabaco (https://twitter.com/filipecabaco) – Filipe Cabaço on Twitter - https://github.com/filipecabaco/ (https://github.com/filipecabaco/) – Filipe Cabaço on Github - https://filipecabaco.com (https://filipecabaco.com) – Blog - https://twitter.com/octavorce (https://twitter.com/octavorce) – Joel Carlbark on Twitter - https://github.com/vorce/ (https://github.com/vorce/) – Joel Carlbark on Github - https://forvillelser.vorce.se/ (https://forvillelser.vorce.se/) – Blog Find us online - Message the show - @ThinkingElixir (https://twitter.com/ThinkingElixir) - Email the show - show@thinkingelixir.com (mailto:show@thinkingelixir.com) - Mark Ericksen - @brainlid (https://twitter.com/brainlid) - David Bernheisel - @bernheisel (https://twitter.com/bernheisel) - Cade Ward - @cadebward (https://twitter.com/cadebward)