Podcasts about Isentia

Learn the differences between working in a Market Leader company versus a Challenger brand, with Co-Founder and CEO of Truescope, John Croll AM. This episode also covers... Transitioning from Market Leader to ChallengerHow to differentiate yourself in the marketHow to have effective brand awareness About John... John is the current Co-Founder and CEO of Truescope, a global Media Intelligence company serving corporate and government clients in a number of countries. Previously, John was appointed CEO of Media Monitors Pty Limited in 1999. John led Media Monitors and subsequently Isentia, through private equity and an IPO on the Australian Stock Exchange to be Asia Pacific's leading media intelligence company delivering services to 5,000 clients in 11 markets with more than 1,200 employees.  Isentia was listed on the ASX in 2014 and John resigned in February 2018 after nearly 20 years as CEO and Managing Director. He is a Life Fellow of the Public Relations Institute of Australia, a Fellow of the International Association for the Measurement and Evaluation of Communications (AMEC), and a member of the Institute of Company Directors.  John is Chair of the Australian Sporting Alliance for People with a Disability, was Vice President of the Australian Paralympic Committee for eight years and Chair of Disability Sports Australia. His service to people with a disability and sporting organisations saw him awarded a Member of the Order of Australia (AM) in 2019. Resources mentioned in this episode: The Hard Things About Hard Things - Ben HorowitzSaaStr - Jason Lemkin _________________

In Episode 134 of the No Limitations podcast Ripe for Improvement, Blenheim Partners' Gregory Robinson speaks to Pat O'Sullivan, Chairman of three ASX-listed companies: SiteMinder Ltd; TechnologyOne Ltd; and CAR Group Ltd. In a captivating discussion, Pat contends that Australia remains the lucky country with abundant prosperity, an irrepressible entrepreneurial spirit, and stable political leadership. He asserts that Australia is ready for a big-picture vision to galvanise the nation and ensure it succeeds in the decades ahead. Pat speaks at length about his executive role at Singtel Optus in a fast changing and intensely competitive environment, where he learned the importance of building an extensive network of close professional contacts. Pat also discusses his tenure at Nine Entertainment, sharing tales about a confronting interview with business and media tycoon, Kerry Packer, working alongside James Packer and Eddie McGuire, and dealing with private equity suitors. Pat had a distinguished executive career, serving as Chief Financial Officer of Goodman Fielder New Zealand, Chief Financial Officer of Singtel Optus, and Chief Operating Officer and Finance Director of Nine Entertainment and PBL Media. Thereafter, Pat transitioned into a Board career, where he has been a Non-Executive Director of iiNet, Isentia, APN Outdoor, Marley Spoon and Afterpay. Pat was also the Chairman of Lux Group, LocalAgentFinder, and Healthengine, as well as Deputy Chairman of Calvary Health Care. He is currently the Chairman of the non-profit group Dreams2Live4.   Please note: this episode was recorded on 29 May 2024.See omnystudio.com/listener for privacy information.

A new report says the arts and culture get just half of the space in our media that's devoted to sport. Mediawatch asks a leading local culture critic if the arts are just a 'nice to have' for our media now - and why he's warned cultural criticism could disappear with the older Pākehā blokes like him.

A new report says the arts and culture get just half of the space in our media that's devoted to sport. Mediawatch asks a leading local culture critic if the arts are just a 'nice to have' for our media now - and why he's warned cultural criticism could disappear with the older Pākehā blokes like him.

Hey there! We've got an ABM & Customer Marketing webinar coming up! Register here: https://bit.ly/45rkiZa On this episode, Shahin chats with Natalie Miller, Head of Marketing, CX & Corporate Communications of ReadyTech, about how the marketing team can enhance the customer onboarding process. The episode covers the following: Why marketing should get involved with customer onboardingCommon mistakes made during the customer onboarding processThe importance of communicationCustomer onboarding at ReadyTech Natalie Miller is a brand-led growth marketing leader with over a decade of experience. As a communications professional Natalie has worked across a number of corporate brands such as Isentia, Business Australia. Natalie's mission is to combine her experience, instincts and empathy with data-driven insights to drive true commercial and customer success while strengthening employee alignment and connection to business strategies. Outside of work, Natalie has dedicated her time to a number of charitable organisations such as Startmate, the centre of gravity for the start-up community in Australia and NZ and Raw Potential Youth, a not-for-profit charity that exists to empower disadvantaged youth by providing non-judgmental support, outreach services and access to essentials such as food, clothing and bedding – serving as a non-executive board director for the last 2 years. Resources mentioned in this episode: Extreme Ownership - Jocko WillinkMini MBA - Mark RitsonSeth Godin _________________ For your copy of the State of ABM in APAC Report (2022): https://xgrowth.com.au/abm-report/ Join the Slack channel: https://growthcolony.org/slack Hosted & Produced by Shahin Hoda, Allysa Maywald & Alexander Hipwell, from xGrowth We would love to get your questions, ideas and feedback about Growth Colony, email podcast@xgrowth.com.au

Welcome to another episode of Redefining Sales, where we bring you the best sales gurus and thought leaders in the game. This week, we're thrilled to have Cameron Buckley, the APAC Regional Director of Trustpilot (LON:TRST), a Danish-founded online consumer reviews platform that's crushing the competition. Cameron's got over two decades of experience in marketing, sales, and general management, working for tech companies across the globe. He's held senior leadership roles at global and local tech businesses like Isentia, MessageMedia, Bugwolf, and APositive, to name a few. But Cameron's not just a sales superstar. During his time at Isentia, he played an integral role in growing the business from a market leader in Australia and New Zealand to an Asia Pacific leader, with over 700 employees across ten countries in just seven years. And as Chief Commercial Officer at APositive, he helped turn the business into a leading Fintech in ANZ, earning recognition as a Fast 100 company by The AFR in 2020. On this episode of Redefining Sales, we got the inside scoop on: The secrets to high-performance sales The factors that drive growth How to bridge the gap between sales and marketing for better ROI Plus, Cameron shares his high-performance habits and non-negotiables for success. So, if you're ready to slay your sales game and learn from the best of the best, tune in to this episode of Redefining Sales here or on your favourite podcast APP. Trust me, you don't want to miss it! Check out Cameron: ► Website: https://www.trustpilot.com/ ► LinkedIn: https://www.linkedin.com/in/cameron-buckley-2174364/ Follow Sales Redefined on: ► LinkedIn: https://www.linkedin.com/company/salesredefined/ ► Subscribe to SMarketing Lowdown ► Download the whitepaper here: https://whitepaper.salesredefined.com.au Enjoyed this episode and want more? ► Redefining Sales Podcast Playlist: https://tinyurl.com/Redefining-Sales-Podcast #DigitalAge #Sales #High-Performance

Sustainable, Eco-Friendly, All-Natural. These are some of the claims brands and businesses commonly make about their products, as they jump on the sustainability bandwagon. But are these claims for real, or are they just marketing ploys to frame themselves as ESG conscious? Well according to Isentia, there's plenty at risk for industries and brands when it comes to Greenwashing. We discuss the repercussions, and if there's hope for those who've incurred the wrath of Malaysian consumers.Image Credit: Shutterstock | Black Salmon

In a world where so much content remains unseen and goes to waste, either because it's not engaging enough or it's not reaching the right people, how can you make your content work hard for you? And ensure that you are getting a return on it – whether eyeballs, subscribers, or leads?Check out upcoming DigiMarCon Digital Marketing, Media, and Advertising Conferences & Exhibitions Worldwide at https://digimarcon.com/events/

When it comes to social selling, self-proclaimed gurus are dime a dozen these days on LinkedIn. Our guest in this episode is different. She has truly walked the walk as a social media expert for brands like iSentia, Lenovo and Oracle. Now she runs her own social selling consultancy and is one of the most demanded experts in the APAC region. Please welcome the Founder of Smart Social, https://www.linkedin.com/in/arokina/ (Anna Rokina)! These are some of the questions we're discussing: Why should organisations consider social selling? How does social selling fit into the broader go-to-market strategy? How can businesses execute a social selling program? Are sales people involved in content creation? Should it be part of their skillset? What are some of the tactics that go beyond pitching behaviours and posting content? What are social networks that are used effectively? What are B2B brands that have used these networks effectively? How does a sales person move out of the friendzone with the buyer and engage them in a sales conversation? Here are some of the resources referenced in this episode. Connect with Anna Rokina online: https://www.linkedin.com/in/arokina/ (https://www.linkedin.com/in/arokina/) Connect with Felix Krueger online:https://www.linkedin.com/in/hfkrueger/ ( https://www.linkedin.com/in/hfkrueger/) Sales enablement resources brought to you by FFWD: https://www.goffwd.com/learn (https://www.goffwd.com/learn) Claim your free Sales Enablement assessment valued at $1000: https://www.goffwd.com/podcast (https://www.goffwd.com/podcast) Where to find The State of Sales Enablement: Website (subscriber exclusives can be found here) -http://thestateofsalesenablement.com/ ( http://thestateofsalesenablement.com/) LinkedIn -https://www.linkedin.com/company/the-state-of-sales-enablement-podcast/ ( https://www.linkedin.com/company/the-state-of-sales-enablement-podcast/) Apple Podcasts -https://podcasts.apple.com/au/podcast/the-state-of-sales-enablement/id1558307853 ( https://podcasts.apple.com/au/podcast/the-state-of-sales-enablement/id1558307853) Spotify -https://open.spotify.com/show/4ceCJYJLuCbTNbRTriOFpe?si=avn_E9EGSNu3gmHfoqJ_6g ( https://open.spotify.com/show/4ceCJYJLuCbTNbRTriOFpe?si=avn_E9EGSNu3gmHfoqJ_6g)

Welcome to the latest edition of the Unmade podcast. Today's edition features another extract from the audio edition of my book, Media Unmade, which is published by Hardie Grant and available online and in book stores.In today's episode we explore the booms and bubbles that consumed Australia's media industry in the previous decade.We explore the cautionary tale of how Alex Malley, the CEO of accountancy industry body CPA, become Australia's content marketing poster child by using his organisation's massive marketing budget to make himself famous. It all came undone after The Australian Financial Review's Rear Window columnist Joe Aston began asking hard questions.Still on the subject of content marketing, we tackle the story of how King Content went from being Australia's hottest agency to a disastrous acquisition for Isentia.And away from the bubbles, the digitisation of the outdoor industry proved to be a boom. QMS Media entered the stage. Ooh Media and APN Outdoor did a merger deal, only for it to be scuppered by the regulator. Adshel was snapped up. And James Warburton returned to media for a brief, rehabilatory, stint at APN Outdoor.Thanks for subscribing to Unmade.If you enjoy hearing the podcast, please do give it a five star rating on whichever podcasting app you use. That helps other people find it, and gives me some much needed validation.Audio production on Media Unmade comes courtesy of Abe's Audio, the people to talk to about voiceovers and sound design for corporate videos, digital content, commercials and podcasts.As ever, I welcome your thoughts to letters@unmade.media, or via the ugly brown comment button below.Time to let you go about your Thursday. Have a great day.Toodlepip…Tim BurrowesProprietor - Unmade This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.unmade.media/subscribe

Australian media monitoring company Streem has been bought by the US-based Cision.Founder and CEO Elgar Welch joined Unmade's Tim Burrowes to discuss how the deal came about, what it will mean for customers and where the company goes from here.The conversation can be heard via the player in this post, or the Unmade podcast can be found on all the major podcasting apps.TranscriptTim Burrowes:Welcome to a bonus edition of The Unmade Podcast. I'm Tim Burrowes. It's been a meteoric rise for media monitoring service, Streem, officially launched less than 5 years ago. This week Streem was acquired by the US based PR intelligence company, Cision. Streem's Founder is Elgar Welch. Elgar, thank you for joining me in what must be a busy week. How did the deal come about?Elgar Welch:Thanks for having me, Tim. It's good to be on. Look, Streem's a business that's had a lot of interest in it. It's grown very fast and it's had a lot of interest since the first year of when it launched back in 2017 and lots of people coming to us and saying, can we partner? Can we invest? Can we do all these things? And as we continue to grow really those knocks at the door got louder and louder. And I guess, for us, we've got shareholders and we've got ambitions and for us, we want to get our platform out there as much as we can as well. So, when we continue to have those conversations with people over the last year or so, it became really clear to us that Cision was an excellent partner and we're really happy with them as a partner moving forward.Tim Burrowes:So did you decide to run a process where you talked to more organizations than just Cision or did it become exclusive fairly fast?Elgar Welch:Look, I think that for us, the process was really driven by the market coming to Streem. As I said, there was a lot of interest in the company really, since it launched and it's in an industry that previously didn't have a lot of competition and it wasn't a particularly interesting industry. I don't think before technology really came along and did a lot of great things in it. So for us that process was driven around people coming and saying, what can we do? How can we work together? And any good company looks at those opportunities and says, we need to explore them. We'd certainly looked at lots of options and talked to lots of different people over the years. And Cision really was the one for us.Tim Burrowes:I know that one of the things I was taught when I went through a sale process a few years back, was that one of the things that helps you get a fair outcome is competitive tension. If there is more than one potential acquirer. So I suppose when I look at that space, I look at a company like Meltwater, which a few years back, nearly merged with Cision itself. Were they another organization that you talked to? Meltwater?Elgar Welch:We talked to a lot of different people and we also talked to people who weren't in the industry as well. People who wanted to help us grow even faster than we were growing. And I guess for us at the end of the day, Tim, really it's important for us to achieve a good price for our business. If we are to sell it. It's also important that the people that we work with and the culture is a fit. And I think that we got, really the best result with the company we went with, with Cision. We've put a lot of effort into Streem, in forms of the culture and the people we've recruited. And I said this to Platinum Equity, who are the private equity company that owns Cision.Elgar Welch:And for us, yes, price is really important. Yes, all those terms are really important, but actually the people are really important, too. So we did a lot of cultural due diligence, in that process, just like they did due diligence on us. We also so did cultural due diligence on them and probably vice versa. Can we work with them? What are they going to be like to work with? How are they going to help us run that company? So, financial outcomes, really important. And certainly we've achieved a good one. But also cultural outcome's really important as well. When you've got to tell a hundred staff that this is what we are doing, you've got to be very sure that you've done those checks and you feel comfortable about it.Tim Burrowes:When we talk about cultural outcomes, I know that one of those old sayings is show me the incentive and I'll show you the outcome. And it would be good to explore what that means for your customers and for your staff. So, sometimes I think the earnout portion of a sale is constructed with targets around client and staff retention. And that can be good for the customers and good for the culture. And sometimes the earnout is about a profit number. Sometimes that can be an incentive to trim back investment in a product. How is the earnout and the incentive part of this deal structured?Elgar Welch:It's a really good question because you're right. Often when companies are acquired, there's this assumption that they've got to suddenly tighten their belts and trim things here and there. I think actually what we saw with Cision was a real desire to invest really hard in Streem and in the ANZ market. It's a new market for them. I mean, they're here with Brand Watch and PR Newswire and Falcon, but they're not here with media monitoring or media analysis or other kinds of services in that area. So for them, this was new, it's a market they wanted to be in. There are a lot of other markets around the world and actually, really what they want to do is invest very hard to make sure Streem grows very quickly.Elgar Welch:And it's already done that. It's got to demonstrated history of doing that with its platform and its people. But part of that earnout for us and making sure that we obviously deliver for shareholders is also very aligned to what they want from this platform too, which is to get it in the hands of as many people as possible. So in coming to a deal with Cision, we really looked at how are we going to keep growing it? What is your plan for that business? And we found that actually our growth plan, what we call scale up internally, they looked at that and said, that's perfect. That's exactly what you should keep doing. So we found really common ground on that. And that was a big tick for Streem because ultimately again, when you tell staff and when you tell shareholders and you keep talking to customers as well, you want to be able to say, guys, it's the same as what we've been doing, but a bit more supercharged with a bit more support and a bit more resource.Tim Burrowes:And for you personally, how long are you obliged to stay with the business as part of this deal?Elgar Welch:Well, I see it as a good thing in forms of me staying. I really like running the business day to day as does Antoine Sabourin, who's our CTO and the other half of the founding team in Streem. And we really enjoy running Streem. It's actually been a, look, it's been an enormous challenge. And we are really glad to have a partner as well, but our intention is to stick around. Look, we'll be here for at least a couple of years. I think that Cision will really find us some more challenges in time as well. And I'm looking forward to that.Elgar Welch:I was very clear with Abel Clark, who's their Global CEO that if we can find other things to do in time, let's do that. I mean I think Streem as a platform can be in other markets. I think we can help them on that front. It'll be ultimately up to them, but there'll be other things we can do in time, too.Tim Burrowes:Of course. Now you are a sensible person and an entrepreneurial person, so I'm sure you also need to make a plan for if things do diverge down the track as well. Would you be able to come back into the market at the end of that two years, or is there a kind of longer non-compete for you as well?Elgar Welch:I just wouldn't do it, Tim. I mean, if you find a good partner, like we have with Cision and you've grown something like we have with Streem, my interest is in that it keeps going and it thrives. So I wouldn't come back into the market. I don't think that's a good thing to do. And I think for us, really what we want to do is focus on growing, growing, growing the next few years. And we've got such great tech and such a great platform. My interest would not be in doing that. It wouldn't be the right thing to do. And frankly for us, we've got an excellent opportunity with Cision, a really amazing company to go and work with. I mean that they are the biggest and the best at a global level. So, no, zero interest in that approach.Tim Burrowes:Well, let's ask the question about price, although I suspect that you probably won't be able to say what the deal was worth. So, let me ask it this way. I believe that Streem had reached the point where it was becoming profitable, which obviously gave you lots of runway to carry on doing your own thing. Which obviously says that this was a deal that you made from, presumably, from a position of strength.Elgar Welch:That's right. Exactly. And look, we achieved a good price. It's a very good outcome for our shareholders. It's, for many of them, many, many multiples return on their investment and they took a big risk and backed us as a business. But yeah, look, I mean for us, again, price is really important as is the culture piece I talked about earlier. We really wanted to make sure Streem fit somewhere. We're happy with the outcome. We're thrilled.Tim Burrowes:We talked about the fact, or you refer to the fact that it's Platinum Private Equity, the company behind it. It found my thinking a bit about when Quadrant came into the media monitoring market by media monitors, a decade ago. That's the company that then became Isentia, of course. Now back then they paid a reported $160,000,000. Now I'm guessing that the scale was probably a bit less than that because it was a bigger, more mature business. And then at the other end of the scale, there was an enterprise value of $67,000,000 when Isentia sold to Access Intelligence a few months back. So I'm guessing the deal would probably be nearer that sort of value the $67,000,000? Would that be a fair assumption?Tim Burrowes:You're doing a good job, Tim. That's right. Look, I mean, it's going to be in that region. That's right. And for us, obviously, again, we've got to go through an earnout. We've got to make sure we achieve our numbers and we keep growing that business. But when the company you talk about there was acquired and certainly listed in the market and then acquired some point this year, two totally different businesses, really, from when it listed to when it was privatized and taken off the market, and really not comparable to what Streem is doing either. Quite a different proposition, long run. So, we're very, very happy with what we got in forms of the outcome. But as I said before, you've got to work with these people. You've got to make sure that you can keep going for years to come. And that's the work we did. So yes, let's get a good price, but let's also make sure we can work with those teams for the long run as well.Tim Burrowes:Well I said at the beginning of the conversation that Streem launched nearly five years ago, and in truth, you have been sweating it out for a lot longer than that. As far back as 2008, you launched something that was also called Streem as a publishing venture. And certainly even before you launched Streem as a monitoring service in early 2017, you've been working behind the scenes for some time.Elgar Welch:That's right. Yeah.Tim Burrowes:What actually is the story of the journey? Because very, very rarely it's as meteoric and straight line upwards as it looks from the outside.Elgar Welch:I mean, really the concept and the, I guess, the incentive for us to get into media intelligence market when we started working on it in 2014 and obviously commercially launched it in 2017, was my experience as you know, when I worked in government and just looking at a market that had become monopolized and bloated, and I think quite lacked innovation. It didn't have a great reputation for treatment of customers. Now, we're not perfect and that's not necessarily a shot at our competitors, but I think there was a lot more that could be done in that market. And we really felt that when we got in. So we started building that product out in 2014, obviously Antoine and I, we'd both gone to university together. We hadn't studied together, quite different areas, but we actually both sailed together as part of our time at university.Elgar Welch:And when the time came, it seemed like the right thing to do and the right market to go after. To be perfectly honest, we really built Streem in the early days. And the thesis behind it was, let's build a really good little news monitoring tool for politicians, media teams, for media advisors, like where I had worked. And it sort of evolved from there. And I remember one of my advisors, Eamon Fitzpatrick, who was actually one of my bosses when I worked down in Canberra. He said, "Look, you've got to go for the corporate market. You've also got to go after them. Government's great, but you've got to make sure you go for everybody." And, that for us is a little bit of a turning point to say, okay, actually, there's this much bigger market here that we can also go after.Elgar Welch:And so that's kind of how Streem started to evolve. And obviously we did a lot of testing and a lot of working through with customers between 2014 and 2016/17 when we launched it formally. So we did a lot of work on that, and we'd really, really asked people what they wanted. And when we came in, it was, I think, a bit of a breath of fresh air for a lot of customers to have something quite different to what they'd had previously.Tim Burrowes:So for listeners who haven't seen your dashboard, do you mind just talking about the product and what it covers?Elgar Welch:Yeah, sure. I mean, look, it's a comprehensive media intelligence tool. Print, online, television, radio, social as well, all that content's delivered in real time. Content's one big thing and we've got to license all that and pay for all that. We then analyze all that information. And really what we've tried to do is move media monitoring from this sort of single email report that you get each morning. And a lot of people still rely on that. And we certainly deliver that, but we've tried to give people a platform experience that's quite different from being alerted straight away to when something goes on air or was published online, through to being able to analyze that coverage. And really where we're heading now, I guess, is more around the measurement of that content. What is the meaning of all that and what does it mean for an organization? That our big opportunity moving forward.Elgar Welch:Obviously this year as well, we launched Streem Social, which is our social intelligence tool for comms teams. That's been a raging success because previously Streem wasn't doing a lot in social. We had an influence of social product, but then we put Streem Social out there and that's been excellent. We've had a really nice integration and then, look, in working with Cision as well, we've got that opportunity to supercharge that even further. Cision made an amazing acquisition in Brand Watch earlier this year as well, that's obviously the best probably social intelligence platform in the market. So these sort of things, you can see where the industry's going to start to go.Tim Burrowes:And is your technology something that Cision can replicate in their other markets or do they have similar products already?Elgar Welch:Look, I think there's a really good opportunity for Cision. It'll ultimately be up to them, but they can absolutely apply Streem's tech in other markets. They could take it into the UK, they could take it into other areas around the world. Asia, the US, all of those sort of places. I mean, ultimately that's going to be their call, but Streem's been built in a way that you can apply it into other markets quite easily. You've got to plug in content and data. You've got to have a local team, obviously. My focus and Antoine's focus over the next couple years obviously is going to be ANZ and growing that really hard. But I think that there's a really good chance that they'll look at that technology and say, actually, that broadcast technology is really quite impressive. We can put that into some other markets we operate in, or, why don't we take the whole platform and put it into a new Greenfield's market. There is that flexibility with the platform. And I think Antoine and the team have just done such a superb job on the technology behind Streem that that was proven out during our due diligence process and during our talks with them.Tim Burrowes:So as you mentioned Cision also own PR Newswire. What, if anything, is that likely to mean in the Australian market now that you're in the same family?Elgar Welch:Yeah, look, I mean at the end of the day, customers are really looking for a global solution. We're seeing, not just people wanting global content, but the ability to do multi-country deals, putting multiple countries together for their media monitoring, wanting to distribute content internationally as well. I mean, we work for a lot of companies now that have operations in New Zealand or Asia or all the Americas or Europe, and being able to tie those things together is going to be really valuable for customers. So the rationale for a deal like this is, there's a few things in there, but clearly amping up social is a really big part of that. Global content and being able to give Australian customers a global view and vice versa for global customers of Cision into ANZ. And then also things like PR Newswire, tools like that as well. We have an outreach product that allows people to send media releases in Australia and New Zealand, but we also need to be able to send that content overseas. And so combining this all together, it's quite magical.Tim Burrowes:Well let me ask about the competitive environment. I've already mentioned Meltwater, I've already mentioned Isentia. Another sort of newer entrant to the market is Truescope, which John Croll, the person who was behind Isentia is behind. Which of them do you think has most to lose, if anything, from the Cision tie up?Elgar Welch:Look, I think for us Streem's ambition here is ANZ and really to grow this business so that it's the, we want it to be the majority provider in this market. We want it to be the best and the biggest, we want be able to make sure that people get a great service from us. And that's why having a partnership Cision's important. I think that, I mean, what's incredible about the ANZ market is if you rewind it 10 years, there really was only one provider. You didn't have a lot of choice. Now you've got multiple choices and that's, look ultimately for customers to decide who's going to be the winner from all that. I think that there will continue to be really healthy competition in Australia and New Zealand.Elgar Welch:I mean, we certainly see that. We choose not to really compete on price. We try and compete on product and value from that service. So we're going to have to go out and convince people to continuously come over to Streem. I think there's actually room for competition anyway. And I think really our goal here as well, Tim, is that we actually want to grow the market. I mean, so much of the narrative around the media intelligence industry the last 5 years has been there's this pie, it's a certain size and everyone's going to get a piece of that and you might get a little bit more, you might get a little bit less. Actually what we're seeing is that we can sell new products and services to customers.Elgar Welch:Social is one of them. Analytics is another one of them. We'll have some really big stuff to talk about early next year around what we're doing with audience analytics. All of these things are actually really helpful to growing the market. And so I see it less about, obviously there's competition. I see it less about taking some from a competitor and putting an into Streem's bucket and more about actually, can we offer something new and different to what media monitoring has been? That's the industry's challenge, move it away from being, we don't want it to be commoditized. We want it to be high value to people.Tim Burrowes:And when you say audience analytics, what do you mean by that?Elgar Welch:Well, what we want to do is we want to make sure we've got a lot more measurement and validation around the earned media content that we are monitoring. And there's such an opportunity here to be able to say to customers, you're here. This is where your coverage is, and this is the meaning behind it. Here are the audience is consuming that information. Here's where they are geographically. Here's how much time they spend with your brand. The earned media or the comms team are sort of the unsung heroes, really, when you think about it inside of corporates and government, because marketing's done an amazing job at being able to measure the impact of paid media, but earned media, hasn't done that well. It's never had great metrics around it, and that's no one's fault.Elgar Welch:It's just that often there hasn't been digital measurement panels or other bits and pieces that could do that well. What we want to do next year is really start to put some shape around that. And I think that if you talk to any comms team, that's what they want. They want to not just show the content, the coverage, they actually want to show the impact of that. And they don't want rubbery numbers. They don't want big numbers or AVEs or dollar values. I mean, everyone loves a dollar value on their press pack. But at the end of the day, what we actually want to do is say, we know who the audience was for this. We know how they engaged. We know how they shared your content. We don't know individually who they are, but we understand the groups of people that are actually really interested in the coverage that you're putting out there.Tim Burrowes:I'm relieved to hear that you're not planning on putting a dollar value behind it though, because that is a somewhat controversial way of doing things, isn't it?Elgar Welch:It's a conversation that we've had from day one with customers about why we don't like that metric. And look, in think in defence of the industry, I don't think you'll find many people, whether it's from our competitors or elsewhere, that actually love that metric it's often kept in there just because a particular exec might like it or a PR company might like it. That's not a criticism. It's a nice number. You rock up to a meeting and you've got a $100,000,000 worth of free media. It sounds amazing, but it's not right. And the industry can do better.Tim Burrowes:So a point I made a bit earlier is that from the outside, these things always look like a smooth upwards trajectory and that's rarely true. What was the hardest thing for you over the last few years?Elgar Welch:Look I think that managing a team and we've got 112 or whatever staff now, managing a team is, that's a big challenge. And keeping that going each day. Frankly raising capital and building the products. Those are challenging things to do. But when you add in a lot of people and you've got to remember, you've got a lot of responsibility to those people because they've chosen to come and work for you and they've chosen to put their time in. I think that was probably the most challenging thing for me. I got better at it probably in the last year or two, the first couple of years though, I'd certainly lent on a lot of advisors and a lot of people around me to help me with that. Streem also grew very, very quickly.Elgar Welch:And I would often say to staff, they'd say, "Well we need to make sure we address this issue or we need to change this in the business." And I'd often say, "You're absolutely right. We do." The biggest problem for us was that the day we realized we needed it, it was six months too late. And because it was moving at such a quick pace, it's not possible to always get ahead of these things. And I did often have that conversation with staff to make sure they understood. We worked in a really high growth environment and we had staff, for example, Tim, that had come from government, for example, and again, not a criticism of them, that had a certain way of doing things. And they were, I think, appalled sometimes about how we were making decisions.Elgar Welch:We were saying, "Hey, great, let's go and do this, that product, we can go and build that." They were not used to an environment that would make decisions that fast and that quickly. And we learned a little bit from them as well, to make sure we did things a bit better and with a bit more process, but ultimately managing people. That's been the biggest challenge. I think I've gotten a lot better, but I think having 100 staff in there, it's not a small organization. It's not an enormous one either, but I know all of those staff and I do feel a real degree of responsibility to them as does Anton.Tim Burrowes:And you touched on your advisors as well. They can make a real difference, the right sort of group of people just to help with their experience, when you don't have a particular aspect. Do you want to maybe talk through who your key people in terms of advice over the years have been?Elgar Welch:Yeah, look for sure. I mean, my career and where we got to wouldn't be possible without those sort of people. People like Sam Marks, who's on our board, David Wakeley as well on our board. I mean, two really incredible people that have given me just so much of their time. Keith Forbes, who's our COO and our Commercial Director. Keith's been with Streem since, really since the beginning, 2017. He had a background in media intelligence with AAP as well. And someone I'm obviously very good friends with as well as work with day to day. Alan Robertson, Alan, who you know, of course, Tim, as well, came out of the advertising industry.Tim Burrowes:Well known in the media industry. Yeah.Elgar Welch:"Robbo" as he's known as. Alan spent so much time with me in the early days, hearing my ideas and hearing me out on things. And I just saw Alan today actually to drop a gift off for Christmas. And, I was just saying, we have just known each other for so long, but a person that never asked much, but always was willing to give a lot of time and a lot of effort. Tony Davis, out of Quantium as well, someone who is a big impact on me, certainly in the early days of Streem. I mean, there's a whole lot of people there as well that have given me a lot of their time. And you're absolutely right. You can't build a business without those great people around you.Elgar Welch:And in the early days, I really did try and build out an advisory board, an advisory panel. They weren't necessarily our board of directors, but they were shareholders or they were people that could really help us. And it made such a difference to our business. We wouldn't have taken the big leaps forward that we did so quickly if we didn't have them. And I would recommend that to anyone starting a business. Don't just collect names as trophies, really try and find the people that actually are going to spend some really good time with you. And give you such frank advice that you can act on it.Tim Burrowes:And the deal doesn't formally close until first quarter of next year. I guess there are always a few regulatory hurdles to go through. Is there a Plan B if the deal does fall over for some reason?Elgar Welch:Well look, I think the great thing about what we've agreed with Cision is that we've effectively agreed our scale up plan, which we're executing as we are today. And whilst there's some absolute great benefits from that transaction we've also got a lot of runway in forms of the product we want to build and the plan that we've got. So I don't expect there to be a problem, but if there is, we continue on and we've got our plan and that plan is very aligned with what Cision wants and what we want. So I fully expect we'll be able to do that.Tim Burrowes:Well, Elgar, congratulations on the deal. And thank you very much for your time.Elgar Welch:Thanks so much, Tim. I really appreciate your time and great to talk to you.Speaker 2:The Unmade Podcast is produced with the enthusiastic support of Abe's Audio. More soon. I'm Tim Burrowes. Toodlepip.Audio production on Media Unmade comes courtesy of Abe's Audio, the people to talk to about voiceovers and sound design for corporate videos, digital content, commercials and podcasts. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.unmade.media/subscribe

Welcome to the latest edition of the the Unmade podcast. Today's edition features another free extract from the audio edition of my book, Media Unmade, which is published by Hardie Grant and available online and in book stores.This chapter focuses on the bubbles and the booms of Australian media in the last decade. I explore the rise and fall of group buying; the inflating content marketing bubble; and how the outdoor advertising industry reinvented itself with the help of the MOVE measurement system and digital billboards,The chapter opens just over ten years ago, on stage at Mumbrella360 in June 2011, where we gathered the bosses of the big group buying sites - Colin Fabig, Hezi Leibovich, Dean McEvoy and Billy Tucker.On stage, Tucker insisted that group buying was no bubble. Within a few months, most of the group buying brands were going out of business.There was also a boom going on in content marketing, with Craig Hodges's King Content selling to the John Croll-led Isentia at the top of the market, and the boss of CPA Alex Malley deciding that he should be the face of the accountancy profession.And then there was the decade-long rise of the outdoor advertising industry, fuelled by digital, data and private equity. If there was a single moment that set up the outdoor industry up for success, it was a gathering of the clans at the Royal Sydney Yacht Squadron. Brendon Cook, Richard Herring, Steve McCarthy, Gerry Thorley and Brian Tyquin - the godfathers of today's outdoor adveretising industry signed off on the MOVE project, led by Ian Muir and John Grono.Today's chapter is free to all subscribers. Some future chapters will only be available to paying subscribers to Unmade. For the next two weeks, I'm offering a major discount on a year's subscription, which is available via the button below. That price will not be repeated.Audio production on Media Unmade comes courtesy of Abe's Audio, the people to talk to about voiceovers, corporate videos and commercials.As ever, I welcome your thoughts to letters@unmade.media, or via the ugly brown comment button below.Enjoy the weekend.Toodlepip…Tim BurrowesProprietor - Unmade This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.unmade.media/subscribe

Host Shahin Hoda chats with Cameron Buckley, ANZ Country Manager of Trustpilot, about the importance of how review platforms are helping B2B marketers build trust with their audiences and why there should be more attention from marketers in the region. Cameron Buckley is the Country Manager of Australia & New Zealand for Trustpilot, a Danish-founded online consumer reviews platform. In his role, Cameron is responsible for scaling the business across the ANZ region, overseeing the management of 20 staff. He has over 20 years of experience in marketing, sales and general management, working for technology companies across Australia, the UK and Asia. Prior to Trustpilot, Cameron held a number of senior leadership roles working for local & global technology businesses such as Isentia, MessageMedia, Bugwolf and APositive to name a few. Join the Slack channel: www.growthcolony.org/slack

iSentia is set to be taken over by Access Intelligence, after 12 months of the falling share prices for the media monitoring company. Software-as-a-Service (SaaS) solutions provider Access Intelligence will acquire 100% of the share capital in Isentia it does not already own at a price of A$0.175 a share. The team breaks down what this means for both iSentia and Access Intelligence customers, and what the takeover means for iSentia CEO Ed Harrison.Seven West Media has released a trading update, highlighting positive trading conditions in the fourth quarter of FY21, predicting that its digital earnings will double in FY22. Managing director and CEO James Warburton praised the company for making it through the "risky" part of its early-year slate. So, what should audiences expect from Seven for the rest of the year, and why is the network now expecting more 7Plus users by the time the Olympics rolls around than it originally anticipated? Plus, Zanda Wilson provides a brief rundown of today's virtual upfront for 10ViacomCBS as it looks towards the launch of Paramount+ and embraces younger audiences.News Corp majority-owned ASX-listed real estate offshoot, REA Group, is continuing to diversify, this week announcing a 34% stake in Simpology, a leading provider of mortgage application and e-lodgement solutions for the brokering and lending industries. The team looks at what this means for News Corp in general, and for REA Group ahead of its 100% takeover of Mortgage Choice Limited.Plus, Olivia Kruimel speaks with PureProfile CEO Martin Filz about how the company got back in the black by cutting debt and focusing on core services and how Pureprofile has responded to consumers waking up to the fact that they are really valuable to businesses. Filz also details how moving beyond third-party cookies and embracing first-party data is a challenge not limited to Australia, but one that the whole world is now facing.

A new analysis finds media coverage is more important than ever after Covid in shaping our perception of leaders' success, trustworthiness  and transparency (or a perceived lack of them). But - as we hear so often these days - trust in the media themselves is falling fast.  So how does that work?

A new analysis finds media coverage is more important than ever after Covid in shaping our perception of leaders’ success, trustworthiness  and transparency (or a perceived lack of them). But - as we hear so often these days - trust in the media themselves is falling fast.  So how does that work?

Media monitoring company iSentia has made six redundancies and a number of staff changes to its commercial team as its share price and market value plummet. While the share price recovered slightly today, iSentia has had a tough time of it recently, having suffered a cyber attack in late 2020 which saw its financial revenue for the first half of the financial year suffer. So what does iSentia need to do to succeed, and is Ed Harrison the right person to lead the company forward?It was a week of developments in the world of paid streaming services, with Amazon Prime Video holding a showcase event and announcing a stack of new and original Australian content, while Network Ten owner Viacom CBS revealed it will launch Paramount+ in Australia to replace Ten All Access. The Mumbrella team breaks down the state of play among Subscription Video On Demand services at current and looks ahead to the rest of 2020 including where the A-League rights are going, and how anti-siphoning laws may be affecting new players entering sports streaming.And Hero's new chief operating officer, James Greet, joins Mumbrella's Damian Francis to chat about how the Australian media and marketing industry is being held back by agencies lacking clarity in their purpose. In this episode of the Mumbrellacast, Greet laments the current agency landscape which he says is not keeping up with media fragmentation, and questions how many media agency professionals had stepped foot inside of a creative agency to understand the creative development process.

This week it’s everything radio as the team look at the results from GfK radio ratings survey seven.In Melbourne, Nine Radio’s 3AW blew critics away with another massive gain, while Sydney saw Kiis FM legends Kyle and Jackie O retain their FM crown. What should the industry expect from survey eight?Media monitoring business Isentia had a rough week, dealing with fall out of a cyber security attack at its business Mediaportal. With rival businesses snapping at its heels and unhappy investors to appease, what does the future look like for Isentia? The team speculate over how much damage the loss will do to the business and whether it can recover when it still isn’t able to provide clear guidance.And deputy managing editor Brittney Rigby sits down with PHD CEO Mark Jarrett. He stepped into the top position at the end of 2019, ahead of a year nobody could predict. How does one settle into their first CEO position when there’s a global pandemic raging and wreaking havoc across the media industry? And what impact has remote working had on PHD?

In today's podcast we cover four crucial cyber and technology topics, including: 1. Ryuk operators impact Steelcase office furniture firm 2. Enel Group suffers attack at hands of Netwalker ransomware operators 3. Media monitoring company Isentia services disrupted via cyber attack 4. Credit bureau faces potential 20 million Euro fine for failure to comply with GDPR I'd love feedback, feel free to send your comments and feedback to | cyberandtechwithmike@gmail.com

iTHINK A Podcast All About Leadership is hosted by Melissa Brown and Crispin Blackall.   In this episode we continue to explore the career transition from an executive or management career to a non executive role. Our guest is highly experienced non executive director and chairman Doug Snedden who provides us insights into how he made the career transition and what he has learned along the way.  Doug has a significant and impressive portfolio career, he is Chairman of Isentia and Odyssey House McGrath Foundation, Chris O'Brien Lifehouse and a Non Executive Director of OFX, UXC, Frisk, OzForex, and a Director of the National Library of Australia.

This week we’re changing tack again with the second of our mini series of podcasts looking at the use of data, technology and insight in communications.On the show is Petra Masinova, global director, reputation intelligence at Kantar.Petra has worked in senior in-house roles – so she understands what senior communicators want and need from their communications. She has also had big agency experience – having been CEO of McCann Worldwide in Prague.Petra has been the global CEO of Newton Media (a big European media measurement firm) before moving to the southern hemisphere’s biggest measurement player – iSentia as a global director.So she understands all aspects of PR’s data challenge – in-house, agency, national, international and technical.For those of you that don’t know WPP recently sold a 60% stake in Kantar to Bain Capital, the US private equity company in a deal expected to yield £2.47 billion to WPP and valuing Kantar at approximately $4bn.Here is a summary of what Petra and I discuss:[00:02:31] How the media monitoring and media measurement sector has changed in the last 10 years. [00:03:14] Why the head of comms or head of corporate communications role today is much more challenging than it used to be. [00:06:23] How the PR professionals are now looking for marketers’ budgets. [00:06:28] Why the broadening of PR’s remit is impacting the measurement KPIs.[00:08:40] How global and local companies are measuring their reputations.[00:10:33] Are companies spending more on data and insight more than they used to? [00:11:34] Why the most important thing for a data provider to deliver is relevancy and context.[00:13:01] How the next step for the measurement firms is to be able to deliver predictive intelligence.[00:14:27] Why consumers behaviour in social media is more predictable than that of journalists.[00:15:20] How the current generation of head of communications have different priorities than their predecessors. [00:16:03] Why data is no longer a support metric communicators – it's an illustration of whether or not people are good at their jobs.[00:16:50] A discussion about integrated measurement in businesses where there are normally multiple consumer touch points within the organisation.[00:21:32] What do comms people want from their measurement and insight partner? [00:22:27] How in-house comms teams are increasingly buying data consultancy services not from the PR agency.[00:24:40] Why the bigger companies are suddenly creating their own in-house data teams – and why this is a game changer. [00:25:31] Why, if you're an owner of data within a company, you're juggling imperfections because you've got different data sets.[00:28:11] Why PR agencies should not be trying to create their own measurement methodology.[00:31:16] Here's a link to AMECs Integrated Measurement Framework document and it's M3 resource which will help you understand where you are on your measurement journey relative to your competitive set.[00:37:17] What are the most popular KPIs in communications?[00:40:02] Post the Bain acquisition – what is Kantar's strategy?

Isentia (ASX:ISD) is a leading integrated Media Intelligence and Insights business with operations in 11 markets. Isentia blends market-leading monitoring experience with analytics to help the world’s biggest brands uncover the whole picture – and act on it. Powered by cutting-edge technology and a team of world class experts, our mission is to help businesses leap-forward where only genuine insight can take them. Khali discusses Isentia’s recent Leadership Index series entitled ‘Leading Though Crisis’ which sheds a light on how four renowned leaders - Facebook’s CEO Mark Zuckerberg, Rugby Australia’s CEO Raelene Castle, Boeing CEO, Dennis Muilenburg and New Zealand Prime Minister Jacinda Ardern - have navigated some of the world’s most turbulent crises of 2019, revealing their strengths and weaknesses and what business leaders can learn from them.

Stephen Hogg is the Principal Machine Learning Engineer at Isentia - one of the largest media intelligence and data technology company's in South-East Asia, headquartered right here in Sydney Australia. Stephen is an expert in the field of NLP, also helping head up the Sydney Natural Language Processing meetup. In this episode we deep dive into a machine learning modelling technique known as "Transformers", find out where there can be used and how this particular machine learning technique is transforming the world of Natural Language Processing and beyond.

Todd Wheatland is no stranger to the world of content; he's had leading roles in strategy for agencies such as Isentia, KellyOCG and King Content as well as a variety of boutique operations for over a decade. As an early player in the game, this week Todd shares with us the insights he's gathered from years of experiences and provides you with the tips you need to become the best content communicator you can be. If you're lucky enough to be heading to Content Marketing World in Cleveland, Ohio next week keep an eye for him and say g'day and tell him you enjoyed the episode! Discussed in this episode Case study: how content drives change management Thinking outside the box and breaking the rules to achieve the best outcome How to measure stories The power of the media to reach your greater audience Using data and measurement to create content that grabs attention Skills from the private sector that are applicable for public Insights into what to expect from Content Marketing World 2018 You can find Todd Wheatland no LinkedIn here. Hosted on Acast. See acast.com/privacy for more information.

Todd Wheatland is no stranger to the world of content; he’s had leading roles in strategy for agencies such as Isentia, KellyOCG and King Content as well as a variety of boutique operations for over a decade. As an early player in the game, this week Todd shares with us the insights he’s gathered from years of experiences and provides you with the tips you need to become the best content communicator you can be. If you’re lucky enough to be heading to Content Marketing World in Cleveland, Ohio next week keep an eye for him and say g’day and tell him you enjoyed the episode! Discussed in this episode Case study: how content drives change management Thinking outside the box and breaking the rules to achieve the best outcome How to measure stories The power of the media to reach your greater audience Using data and measurement to create content that grabs attention Skills from the private sector that are applicable for public Insights into what to expect from Content Marketing World 2018 You can find Todd Wheatland no LinkedIn here.

Brad and Scully discuss reasons why marketers might prematurely abandon their content strategies. In addition, they examine how you can enhance your prospects’ experience using inbound; and the discontinuation of Isentia’s King Content brand. Brad and Scully interview imageseven Senior Account Manager, Rita Kilroy, on the use of social media in firms. This week’s professional services marketing example: an engaging 360-degree virtual reality video from Knox Grammar School. The rants and raves segment looks at nine pieces of marketing wisdom from influential marketers.

There was some big news in the content marketing space here in Australia last week. Less than two years after media monitoring and data firm iSentia bought Australia’s best-known content marketing agency, King Content, for A$48 million the company has killed off the brand, closed its New York and Hong Kong offices, and cut its staff. What went wrong? And what does it mean for content marketing? Show Notes for this episode will be available at www.lushdigital.com/blog. On My Desk Sarah’s recommendation was this report by the Content Marketing Institute on how content influences purchasing decisions. Nic mentioned an app called Layout, which is available on iTunes and Google Play, and can be used to make a montage of pictures. James’ recommendation was a book called TED Talks: The Official TED Guide to Public Speaking.

Brad and Scully discuss the issue of marketers prematurely abandoning their content strategies. In addition, they examine how you can enhance your prospects’ experience using inbound; and the discontinuation of Isentia’s King Content brand. Brad and Scully interview imageseven Senior Account Manager, Rita Kilroy, on the use of social media in schools. This week’s school marketing example: an effective 360-degree virtual reality video from Knox Grammar School. The rants and raves segment looks at nine pieces of marketing wisdom from influential marketers.

1) Earnings Season Review - Rio Tinto, Genworth, API, BWP, Isentia, Freelancer 2) CBA facing massive fines for money laundering 3) Netflix is flying - but what does the future hold for on-demand TV? 4) Amazon buys a warehouse in Melbourne 5) Scott's High Horse - Family Trusts See omnystudio.com/policies/listener for privacy information.

  In episode 41, Brad and Scully discuss data driven marketing: a new era of interpreting information. In addition, they examine a new infographic which illustrates that Australian independent schools are top performers; media monitoring company Isentia has bought content marketing agency King Content; and the effect if Australia embraces ‘US-style privately managed public schools'. While this episode's commonly asked school marketing question examines why professional photography matters on your website. This week's school marketing example: St Anne's Diocesan College's great website. The rants and raves segment looks at how Spotify's CEO apologises following anger over its new data privacy policy.   This week's links:   Data driven marketing: a new era of interpreting information https://www.marketingmag.com.au/hubs-c/data-driven-marketing-new-era-interpreting-information/     AHISA Infographics #2: Australian independent schools are top performers   http://www.ahisa.edu.au/resources/ahisa-infographics/ahisa-infographics-2/     Isentia buys content marketing agency King Content in $48m deal   http://mumbrella.com.au/isentia-buys-content-marketing-agency-king-content-in-mammoth-48m-deal-313592     Australia should embrace ‘US-style privately managed public schools'   http://www.smh.com.au/federal-politics/political-news/australia-should-embrace-usstyle-privately-managed-public-schools-20150830-gjaxd5.html     Why professional photography matters on your website   http://www.hingemarketing.com/blog/story/why-professional-photography-matters-on-your-website     St Anne's Diocesan College, Hilton, KwaZulu-Natal   http://stannes.co.za/     Sorry: A blog post by Spotify CEO Daniel Ek   https://news.spotify.com/us/2015/08/21/sorry-2/  

Our guest today, Richard Spencer leads the largest media monitoring agency in Australia. With extensive experience working in social media our conversation delves into the issue of trust for government agencies when using social media.Richard Spencer is Head of Digital for Isentia and Head of Agency for Isentia Two Social, Isentia's specialist Social Media agency. The Social Media landscape is changing and developing exponentially. Richard advises organisations on how to maximise their opportunities in this exciting channel. Richard is also a regular media commentator on Social Media channels. Prior to founding iSentia Two Social, Richard was Senior Vice President, Global Marketing and Interactive with TMP Worldwide and has been working in digital communications and the internet since 1996. Richard holds a Bachelor of Arts (BA Hons) in Business and a postgraduate Diploma in Marketing (CIM). Richard is a member of the Australian Institute of Company Directors. Hosted on Acast. See acast.com/privacy for more information.

Our guest today, Richard Spencer leads the largest media monitoring agency in Australia. With extensive experience working in social media our conversation delves into the issue of trust for government agencies when using social media. Richard Spencer is Head of Digital for Isentia and Head of Agency for Isentia Two Social, Isentia’s specialist Social Media agency. The Social Media landscape is changing and developing exponentially. Richard advises organisations on how to maximise their opportunities in this exciting channel. Richard is also a regular media commentator on Social Media channels. Prior to founding iSentia Two Social, Richard was Senior Vice President, Global Marketing and Interactive with TMP Worldwide and has been working in digital communications and the internet since 1996. Richard holds a Bachelor of Arts (BA Hons) in Business and a postgraduate Diploma in Marketing (CIM). Richard is a member of the Australian Institute of Company Directors.

Jess Whittaker, Head of Digital at iSentia explains what we should be listening for on social media and what actions to take on what is being said about out business, our competitors and our industries.