Podcasts about lotame

Le géant français de la publicité, Publicis Groupe, vient de lever le voile sur l'ampleur vertigineuse de son système de surveillance numérique. Son PDG, Arthur Sadoun, a présenté avec fierté CoreAI, une plateforme capable de collecter, analyser et exploiter des milliards de données en temps réel.CoreAI, qualifié de « suite d'applications et d'agents d'intelligence artificielle », ne se contente pas de tracer les habitudes des consommateurs. Il les anticipe. Sadoun l'explique avec un exemple : celui de Lola, un profil fictif. Grâce à ses outils, Publicis sait qu'elle a deux enfants, qu'ils consomment des jus de fruits premium, que leur prix augmente et que son salaire ne suit pas l'inflation. Résultat ? Des publicités ciblées pour l'inciter à choisir une marque moins chère, au bon moment, sur tous ses écrans. Et Lola, c'est chacun d'entre nous. 91 % des adultes dans le monde figurent dans la base de données de Publicis, alimentée par notre navigation sur internet, nos applications mobiles, nos cartes de fidélité….12 milliards de dollars. C'est ce que le groupe a investi sur 10 ans pour bâtir « l'écosystème marketing le plus puissant au monde ». Un empire consolidé en 2019 avec l'acquisition d'Epsilon (2,3 milliards de profils) et en 2025 avec le rachat de Lotame, une plateforme de gestion des identités numériques ajoutant 1,6 milliard d'identifiants supplémentaires. Mais ce n'est pas juste une question de quantité, c'est la précision des données qui interroge. 7 000 attributs individuels par personne aux États-Unis, 75 % des achats scrutés, et une mise à jour toutes les cinq minutes grâce à un trillion d'interactions traitées quotidiennement par l'intelligence artificielle. Et la protection des données personnelles ? Une illusion. Malgré les réglementations, l'industrie du courtage de données échappe largement au contrôle. Les régulateurs peinent à suivre, et les amendes infligées ne sont que des pichenettes pour ces mastodontes. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Tariffs are taking effect in the US, and advertisers are shook. Our special guest, Madison and Wall's Brian Wieser, weighs in on the “blindingly obvious” consequences of implementing tariffs, including supply-chain disruptions that lead to a pullback in ad spend. You can't promote what you can't produce. Plus: the rationale behind Publicis' acquisition of Lotame.

Today, Dot discusses another huge acquisition in ad tech, and earnings figures from ITV and Havas. 

Lotame acquired by Publicis Lockr acquired by Viant Blis acquired by T-Mobile Learn more about your ad choices. Visit megaphone.fm/adchoices

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. For years, third-party cookies have tracked users across websites, allowing advertisers to target them with laser precision. However, with growing concerns about user privacy, third-party cookies are going away, and marketers will need to rely on alternative solutions to reach existing and new customers and measure campaign effectiveness. Today, Alexandra discusses the effects of third-party cookie deprecation.Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. For years, third-party cookies have tracked users across websites, allowing advertisers to target them with laser precision. However, with growing concerns about user privacy, third-party cookies are going away, and marketers will need to rely on alternative solutions to reach existing and new customers and measure campaign effectiveness. Today, Alexandra discusses the effects of third-party cookie deprecation.Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. With third-party cookies disappearing, many new players are emerging with solutions for data collaboration. Now that companies must lean more heavily on their first-party data, players like Lotame are helping them join data sets in secure environments to gain richer customer insights for innovation and optimize marketing campaigns for success. Today, Alexandra discusses the rise of data collaboration.Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. With third-party cookies disappearing, many new players are emerging with solutions for data collaboration. Now that companies must lean more heavily on their first-party data, players like Lotame are helping them join data sets in secure environments to gain richer customer insights for innovation and optimize marketing campaigns for success. Today, Alexandra discusses the rise of data collaboration.Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Signal loss is real, but don't write an elegy for data management platforms just yet, says Andy Monfried, CEO and founder of Lotame, which turned 18 this year. Also in this episode: Lotame's reinvention of itself as a data collaboration platform.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. For years, third-party cookies have tracked users across websites, allowing advertisers to target them with laser precision. However, with growing concerns about user privacy, third-party cookies are going away, and marketers will need to rely on alternative solutions to reach existing and new customers and measure campaign effectiveness. Today, Alexandra discusses the effects of third-party cookie deprecation. Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. For years, third-party cookies have tracked users across websites, allowing advertisers to target them with laser precision. However, with growing concerns about user privacy, third-party cookies are going away, and marketers will need to rely on alternative solutions to reach existing and new customers and measure campaign effectiveness. Today, Alexandra discusses the effects of third-party cookie deprecation. Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. With third-party cookies disappearing, many new players are emerging with solutions for data collaboration. Now that companies must lean more heavily on their first-party data, players like Lotame are helping them join data sets in secure environments to gain richer customer insights for innovation and optimize marketing campaigns for success. Today, Alexandra discusses the rise of data collaboration.Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Alexandra Theriault, Chief Growth Officer at Lotame, delves into navigating the evolving data landscape. With third-party cookies disappearing, many new players are emerging with solutions for data collaboration. Now that companies must lean more heavily on their first-party data, players like Lotame are helping them join data sets in secure environments to gain richer customer insights for innovation and optimize marketing campaigns for success. Today, Alexandra discusses the rise of data collaboration.Connect With: Alexandra Theriault: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Chris uses his 20+ years of data, digital identity, and technology expertise as CRO at Lotame. He is a globally experienced senior leader with a track record of establishing and delivering commercial growth across EMEA markets and was instrumental in Lotame's European rollout of Panorama ID - one of the leading cookieless identity solutions solving both publisher and marketer challenges on data connectivity, activation and collaboration. As an industry heavyweight, Chris is highly proficient in understanding client's needs to establish partnerships with enterprise marketers, digital advertising agencies, media companies, and technology vendors.

Descubre cómo las soluciones de identidad están dando forma al futuro sin cookies y quiénes lideran el camino en esta transición. Exploramos el crecimiento del retail media en Latinoamérica y cómo ha dado origen a las Redes de Retail Media IAB. Además, Jeffrey y Sebastian profundizan en la gestión de grandes datos en respuesta a la evolución de las necesidades de los consumidores. Explora el futuro del marketing digital en Latinoamérica con dos expertos destacados en el campo. 

A conversation with Alexandra Theriault. In this episode, we have Alexandra Theriault, the chief growth officer at Adtech company Lotame. Alexandra has been working with Lotame for more than 15 years, playing several key roles in the company as it has grown into an international Adtech player. Lotame plays a key role in advertising and increasingly in the Martech industry through its widely used cookieless Panorama ID , data marketplace and recently announced Spherical platform, a CDP accelerator. Complementary to the CDP and accelerating that into Adtech use cases. In this episode, we talk about why Lotame has decided to step into the Martech world with the Spherical platform, the role of first-party data in a post third-party-cookie world, how identity is changing in Adtech and if we'll start to see a divergence or paid and owned focused CDPs. Go here for ⁠⁠⁠⁠⁠⁠show notes, links, and resources.⁠⁠⁠⁠⁠⁠ Follow Juan Mendoza on ⁠⁠⁠⁠⁠⁠LinkedIn ⁠⁠⁠⁠⁠⁠and ⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠. Listen on⁠⁠⁠⁠⁠⁠ Apple⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠ Spotify⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠ Google⁠⁠⁠⁠⁠⁠, and ⁠⁠⁠⁠⁠⁠everywhere else.⁠⁠⁠⁠⁠⁠ You can find Alex on ⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠.

Lotame CEO Andy Monfried walks through the company's updated data segmentation, modeling, and enrichment products. For more information about our expert, Ari Paparo: https://www.marketecture.tv/authors/ari-paparoThe full version of this episode is available at https://www.marketecture.tv/programs/lotame-andy-monfried .Visit Marketecture.tv to join our community and get access to full-length in-depth interviews. Marketecture is a new way to get smart about technology. Our team of real industry practitioners helps you understand the complex world of technology and make better vendor decisions through in-depth interviews with CEOs and product leaders at dozens of platforms. We are launching with extensive coverage of the marketing and advertising verticals with plans to expand into many other technology sectors.Copyright (C) 2022 Marketecture Media, Inc.

With Musk making some drastic changes at Twitter and growing consumer concerns about consent choices, it's getting harder to predict what the internet will look like in years to come. Do we wait and see or can marketers act now and protect our right to information?Lana Warner, Senior Director of Partnerships and Strategic Solutions at Lotame, discusses if we'll ever reach a global consent consensus, why apocalyptic 'death of...' narratives are overrated, and takes it back to basics in the latest Resell Me A Pen challenge...Don't forget to follow, leave a review and head to our site performancemarketingworld.com to be the first to know what is going on in the performance marketing industry.Hosted and produced by Lucy Shelley, Reporter at Performance Marketing World. Hosted on Acast. See acast.com/privacy for more information.

What you'll learn in this episode: Why Amy onboards new law firms with a day of learning, and why familiarity with the business is crucial for long-term relationships with law firms  Why it is beneficial to have parallel relationships between the level of law firm associates and the level of in-house counsel Why law firms that are passed over by in-house counsel in the first round shouldn't give up on forging a relationship How junior attorneys can build relationships with in-house counsel without overstepping boundaries Why diversity and inclusion is more than just a buzzword About Amy Yeung Amy Yeung is General Counsel and Chief Privacy Officer, for Lotame, the world's leading unstacked data solutions company. Recognized as an expert in digital data and privacy, Yeung was previously Deputy General Counsel at Comscore, which she successfully helped guide through a corporate crisis. She also served as Vice President of Legal at Dataminr and Assistant General Counsel for ZeniMax. Yeung earned a J.D. from Duke University School of Law and a B.A. in political science from the University of Chicago. Additional resources: Amy Yeung's LinkedIn: https://www.linkedin.com/in/amy-yeung-0518883/ Lotame - Website: https://www.lotame.com/ Facebook: https://www.facebook.com/LotameSolutions LinkedIn: https://www.linkedin.com/company/lotame/ Twitter: https://twitter.com/lotame Law Firm Marketing Catalyst Podcast The relationship between law firms and in-house counsel is complex, but it boils down to one thing: how well each party understands the other. That's a lesson Amy Yeung, General Counsel and Chief Privacy Officer at Lotame, has learned all too well during her time as in-house counsel. She joined the Law Firm Marketing Catalyst Podcast to talk about how she selects the law firms she works with, how junior attorneys can prepare for partnership, and why diversity and inclusion isn't just a fad. Read the episode transcript here. Sharon: Welcome to the Law Firm Marketing Catalyst Podcast. Today, my guest is Amy Yeung, General Counsel and Chief Privacy Officer at Lotame Data Management. The Lotame Data Management platform is a data collection application that gathers and unifies audience data from a plethora of sources such as blogs and websites as well as offline information. Today, we'll hear more about that as well as how Amy evaluates and selects outside counsel. Amy, welcome to the program. Amy: Thank you so much. I'm delighted to be here. Sharon: Thank you so much. It's great for you to talk with us. Give us an overview of your career path. You're quite accomplished. Amy: You've very kind and generous, thank you. I went to law school, and from that, I clerked in the Delaware Court of Chancery under Vice-Chancellor Parsons, which was a phenomenal experience and gave me a chance to look at corporate law and corporate law litigation. After that, I joined the wonderful firm of Wilmer Cutler Pickering Hale and Dorr, where I was in a very broad securities group that included regulatory litigation enforcement as well as some corporate work. It was from that point in time that I took, let's call it, an early detour.  These days it's a little different, but at that time, going in-house was not expected, certainly not at those mid-level years. I spent nearly seven years at my first in-house counsel role. They were a publisher, and I helped them expand it for print and software across to a global platform. It was a phenomenal experience. I really enjoyed it. I think for all the lawyers and law firm individuals in the audience, it was a great way to get your chops and have an opportunity to work through a variety of issues, for me, squarely in the software and data space. During that time, I became a subject matter expert in data privacy and product counsel, which I mentioned. These days it has a name and phrase; back then, not so much. I also gained understanding of hardware, software, intellectual property and a lot of those issues. It's from that experience that I became general counsel for the then-unicorn in New York. There was another company that had already gone public, and this company, Dataminr, focused on social media and big data in the software and data space. In that regard, I helped them scale and easily pivot in significant ways. My work for Dataminr included things like getting certain tweets better geolocated and specific to subject matter that is an interest and for organizations like, say, the Orlando Pulse nightclub.  At that point in time, when there was a shooting in a gay nightclub, it provided media opportunities, like there were eyeballs inside the club just because of the number of people that were tweeting about the situation indoors. It really has made and continues to make such an impact on how we think about tweets, how tweets can be used in the broader public policy and global arena. These days when we get news, there's a reason why there are now tweets incorporated in stories about Pulse. Otherwise a journalist would have to go and search for them instead of tweets just being provided and shared by somebody.  From there, I went to Comscore, which was going through a corporate crisis. Two public companies merged, and then weeks later, an SEC investigation was announced for corporate recognition. So, I was comprehensively redoing business development with clients and redoing data privacy in light of the impending GDPR requirements. They were going through a lot of financial and other considerations. Where I am today is Lotame, which is still in the space which focuses on advertising technology, and in that regard, continues to do a lot of data collection. I continue to stay in software and data, but I'm particularly in this area. I help companies and organizations get to audiences and bridge the gap and encourage the sale of the products that we sell.  Sharon: It seems like an amazing application and platform, to be able to gather all this data from different sources and build a picture of who you're targeting or where they are. Amy: That's absolutely right. Certainly, many of the companies I've been involved with have a component of that. At ZeniMax, they started, frankly, in the digital age and did digital advertising when very few people were focused on that, not knowing, of course, that there would be a big pivot in the coming years. They do have a platform to be able to incorporate advertising data themselves. Dataminr had a slightly different use scenario, especially when it comes to where the true value is in the company, but being familiar with how one uses those platforms to derive those insights is very much fundamental to Comscore.  What we want to focus on, which is to your point, Sharon, is really understanding who your audience is, trying to drill down and get that full picture. Also, as we all realize, we have a laptop for work; we have a different laptop for personal use; there's a phone. What we do on each of these devices is very different, and it's also very different from how we watch TV or use Roku. These days, as I know we all realize as marketers ourselves, are trying to get that singular picture, which is very complex. We're not trying to bombard you across all the platforms, in most instances anyway. We're trying to get a personal product directed to you when you're using your personal device, as compared to a work-related product when you're using a work-related device. Sharon: It sounds like as you've been building your career, you've had to learn about marketing, or get more into marketing. How has that been for you, as somebody who didn't study that in school? All lawyers have to be marketers, yes, but— Amy: That's absolutely right. You're so on point. I'll say one thing here is knowing what your core products are at the heart. I serve as strategic advisor to these companies. Of course, there are certain areas in the law, in data privacy, in intellectual property, that could put me in a much larger position or disproportionate position to be able to serve as a strategic advisor as the companies themselves pivot what they're trying to sell. That's certainly one of the key areas, but to your point, other things I didn't study in school include the business of the business itself, as well as the marketing. I am grateful to have individuals who are generous with their time to help me understand what they do, which gives me the opportunity to think about how I can service them and service their needs. Also, frankly, I'm a consumer just like everybody else. There are lots of things I like buying. In that vein, perhaps different from some of the other areas of my practice, it is intuitively helpful to have those analogies, because I'm a consumer just like anybody and everybody else. Keeping my finger on the pulse of how marketing turns and what those initiatives are helps me round out the picture, which in turn helps me become the best strategic advisor I can be. Sharon: I would imagine that when you're evaluating outside counsel, or when a lawyer's trying to get to know you, that demonstrating that understanding would be very important to you. Amy: It's essential for every company I work with. I will say that, especially when it comes to law firms, one of my expectations—and I know this is not typical, although perhaps it may not be far off the standard—is that I always expect our new law firms to onboard with a day of learning with us. I say that because I have been counseling disruptive companies across all life cycles, so many of these companies are going through a significant change. It's not standard work, and I'm not looking for a standard law firm; I'm looking a partner in the long run. In order for you to best serve me, and for me to be able to best serve my clients, it means understanding what the business does, understanding where the asks are coming from in the big picture. It also relates to the level of risk, because in each of these companies there has been a different risk. There have been different short-term and long-term risks that we know and need to balance. That is the explanation to how there have been some wonderfully successful law firms I've worked with in the past. I think we all recognize and agree that the legal answer needs to be massaged in shape for the client, but it's really difficult, I think, for the law firms and partners and teams to give unqualified advice if you don't have familiarity with the types of choices and operational work the company is going through. Some of that is default. For a large, multinational public company, you can probably guess what that risk is going to be, or for a public company in a corporate turnaround. That probably gives you some ideas you can guess at, but there's still a wide variety. The day of learning is very much an investment with both parties, both the partners and anticipated staff on my side, individuals and executive leadership—who also have busy days—to share in terms of understanding what everybody does.  Sharon: When you select outside counsel, are you looking at it for your clients or for your company, or for both? Who are you choosing for? It sounds like you're advising your clients as to who would be a good firm to talk to. Amy: Yeah, there's a little bit of that. Obviously, when I say client, I mean the people in the company I service. Some of it's a little bit of both of those pockets. As general counsel, I'm looking at their whole company's profile and what the risk is. There's certainly a level of understanding what we can do on the legal side to make sure we've got a well-rounded team, which includes reaching out to outside counsel and drawing the line between what's in and out based on experiences with what the company's gone through and the current legal team. After that, selecting a law firm and understanding their expertise and niche is, perhaps to your quite astute point, Sharon, a little bit of magic as well as a science, in that you are looking for the right fit, the right team with the leader, what their fundamental goals and purposes are. That can significantly narrow or generally broaden the number of law firms that are in that pipeline. I will say for me, the best practice, both normatively as well as philosophically, is that I will ask for multiple RFPs from different law firms. I want to give everybody a shot. I also want to give many individuals an opportunity to get to know us, because even if this time it doesn't work out, it still gives us exposure and a learning opportunity. I think fundamentally, that's important. Sharon: Have you ever gone back to a firm when you initially selected a different firm, but the other firm stuck in your mind? Something came up and you went back to them and said, “This would be great for you,” or “I'd like to work with you on this.” Amy: Yeah, I think that goes along with the philosophical approach of a long-term partner. It doesn't make sense, in my opinion, to spend that much time thinking about an isolated circumstance. I think there's a lot to be learned. Frankly, I wouldn't be doing an RFP if the team wouldn't be learning something new. To your point, there are several times I can think of off the top of my mind. I might not have any doubt, but either we learn something new, or, frankly, it comes down to the way the firm continues to build and maintain their relationship. They've already given more reason to take a look at them a second time. Sharon: How have they continued to build? How would you suggest somebody continue to build on that initial contact of presenting an RFP? How do they build and maintain that relationship and demonstrate that they would be the firm for you the next time around? Amy: There are any number of ways a firm can do this. I'm thinking about discrete examples that can be useful. I think it's fair to say we all get hundreds of emails a day, so adding a line to a newsletter, while it may be on point, doesn't actually help me winnow down what's useful. There are a number of partners, for example—and not even partners, associates—who will add another line or two as they forward, to say specifically, “Take a look at X, because I think X would be applicable.” By definition, if they catch my eye, it gives me the opportunity to examine a lending opportunity and say, “Yes, that was very much on point,” or “No, it wasn't.” It's a next step which in and of itself I see as a learning opportunity.  There are events, for example. I know it is frequent that people want to send those along. It's often useful for the contextualization, such as, “This event might be of use in particular. When we talked about X, I thought the panel at Y would be really useful to you.” Again, it's an opportunity to learn more about us. It's an opportunity for them to respond and think about somebody on the team, if not myself, to join. There are a number of conferences and events that law firms have and host. You can see where I'm going with this item. Knowledge about that for in-house counsel, especially when compared to my law firm experience, resources are far fewer. Being able to quantify that, especially in a discrete way for my team, is helpful. We've all got so many virtual panels right now, so having a virtual panel, a virtual conference alone, is not necessarily going to move the needle. But again, being tactful about it paves the way for that type of relationship, because I know you're not going to inundate me; I know you're already working hard to understand the business in different ways. That is a distinguishing factor, in my opinion, with a number of law firms and individuals who reach out.  Sharon: I think it's important for lawyers and marketers to hear the fact that you do consider firms you passed over the first time around. I'm sure a lot of lawyers say, “Well, that was a waste of time,” and put the RFP on the shelf and never look at it or think about you or your needs again, whereas it sounds like it would be worth it for them to build on what they've already invested. Amy: I think that's right.  Sharon: You've been involved in several attorney organizations. Can you tell us about which ones, attorney or personal, that have been most beneficial? Maybe you've identified lawyers there at times because you've gotten to know them. Amy: I'll say as somebody who builds teams, I'm always on the lookout. When I think back to any of the organizations where I haven't otherwise met someone connected with somebody or hired in some capacity—I'm not sure I can think of one where I haven't had that situation. As we all know, talent comes in all shapes and forms, so it's my role to keep my eyes open in that regard. To your first question, Sharon, I certainly had a wonderful and many years with the D.C. Bar and the ADA, both being elected in initial polls with the D.C. Bar as well as some of those roles overlapping with the American Bar Association. I found that organization to be and continues to be wonderful and a great source of broad legal networking and the like. It was great, especially for me in understanding contextually the variety of things that somebody, even in the business law section or another section, could still be involved in. With that said, since then, I've also been very active and involved in other groups, which might arguably be a little smaller in nature. That includes, for example, NAPABA and other voluntary bar organizations. Sharon: NAPABA? I'm not familiar with that one.  Amy: Sure. NAPABA is the National Asian Pacific American Bar Association. It's a great group of individuals. Ultimately, we are not only serving our leadership on the local level with NAPABA D.C., but also on the national level, culminating with my last role as the Chair of Diversity and Inclusion in that committee. I am also serving in leadership as the char elect for the Association of Corporate Counsel, ACC. It provides an opportunity for in-house counsel to come together and share their experiences in a way that, as some would say, avoids the law firm “sharks in water” situation and permits individuals to speak frankly about their experiences. I think the ACC, under this leadership, does a wonderful job of being able to balance that. We all realize it's a full life cycle in terms of needs between companies as well as law firms and law organizations in order for all of us to be successful in our careers. That's been a wonderful set of experiences with law.  Sharon: You mentioned diversity and inclusion. Has that grown in importance? Have you ever experienced that a law firm has brought in a team to meet you, and they had their token Asian, let's say, or their token ethnicity to prove diversity and inclusion? How has that been for you? Amy: I have to say it's been a bumpy road. I'd like to think the issue is much more prominent on its face, and in particular much deeper and richer conversations are happening. To your point, I do still have experiences where individuals will pull together a team and think that's the right message to send to me, but ultimately that message is short-lived and doesn't actually prove itself out in the way the work is done and the way in which the individuals themselves are being paid and compensated. Those are issues and concerns that I have always been of the mind to note. I would be surprised if there's any in-house counsel in a position to hire where that isn't a competitive factor. That's the case, at least for me, in software data, because all of my companies and teams have been global in nature. The reason for that is because from my perspective, it is impossible for me in my role to be able provide the appropriate guidance to a company that has so many points of view. So, I need my teams, whether or not they're inside the four walls of the company, to be able to provide the creative guidance and global perspective in order to advise the business. If they're not able to do that, I'm not doing my job, and if I'm not doing my job, you know what needs to happen.  I've had a lot of success in that. Maybe one can say, “Well, she's in software; she's in data and a lot of things.” I admit that things like pivots of a company, disruptive business ideas, these are all traits that can only encourage a diverse team to be able to come up with creative solutions. I also admit that, at least for a while there, this industry probably entertains larger, greater ideas in that scenario than perhaps a traditional company, but you can't tell me, especially in the days of Covid, that there isn't a company that isn't otherwise struggling for better places broadly in our ecosystem. If I don't have these few clients, I simply don't do enough of a good job for my company. My team is encouraged to think outside of the box, in alignment with the legal requirements of what needs to happen. Where we end up ultimately is another thing, but I want to make sure my team is supportive of the company leads, and in order to do that, we need global views, whether or not that's in data privacy, whether or not that's in intellectual property. We need to be able to see and peer around the corner. The only way we are able to do that is when there are fresh perspectives and multiple perspectives, when we discuss and debate, and then ultimately align with the course of action that comes with the next steps.  Sharon: Do you see things outside of your firm? Do you see things changing in the world of diversity and inclusion, things that are going to stick? Maybe people are saying, “Well, that's the buzzword of today,” like Earth Day was the buzzword decades ago and then it popped up again. At least, that's my interpretation. Amy: Yeah, it's a great question, Sharon, and I thank you for asking it, because it's a very important topic. I mentioned earlier that the conversations these days are richer. By that, I not only mean total conversations and the transparency with which these conversations happen, but also in terms of the metrics that I and a number of other general counsel and chief legal officers expect. We anticipate a more fulsome picture, especially from law firms, in their data. I was just having a conversation last week with a global law firm. They had identified mutual stacks in terms of initial hiring and the like. We all know and recognize that we need to invite diversity of all sorts. It continues to be a work in progress, but is perhaps the easiest of all of the steps to achieve, to be able to then build that in your attention and create that pipeline is something I think all companies or organizations continue to struggle with. This is what I would expect to be the next steps in this dialogue. How has your firm retained diverse individuals moving up? How has your firm been able to elevate? I've worked with partners in law firms to be able to ensure that potential elevations are getting the substantive work that puts individuals in a position to be partner ready. We need that. That, to me, is a full cycle of success for all lawyers. That is the business model that I not only believe in, but I actually put the investment in. That is how this conversation is richer, but we need more people in the conversation, and we need more transparency with respect to how we can advance the profession overall. Sharon: What would your advice be to emerging attorneys or those that want to rise up the ladder, who don't have the sponsorship or patronage you're talking about? I think it's fabulous to be able to say to a partner, “This is a person we need to groom.” How would you suggest that lawyers pierce the corporate veil, in a sense, to get to you? That's my vision of it. Amy: Yeah, that's a great question. I'll add to your good observations what I've described as a dialogue. It happens over the course of a few years, so it's not just me who might say, “You've got an excellent attorney for these following reasons.” It's a way for us to get that full cycle of improving the next generation of attorneys coming in, which is what I hope all juniors in our space want to do. With that said, there are a number of things a junior attorney can do to put themselves on the radar. I know from a law firm perspective, the one thing that is often said is do the best you can do. Always say yes, all of those good things that I don't need to go over in our interview today. But certainly make a mark on the people for whom you work.  These days, more junior attorneys are getting mentorship with their counterparts, which is amazing and certainly didn't exist when I was on the law firm side or when we went to in-house counsel. I think there are more people on the in-house counsel side that create the opportunity for those parallels. I think that would be another thing I would tell junior attorneys to ask, which is to say—at least in my book, I make sure all of my attorneys start getting early exposure with law firm colleagues. It's important not only to understand the cadence and the business model, but also to build upon the ways in which one can create a relationship. If I'm expecting you on my side, that's an opportunity attorneys can ask for on the other side, which is to say, “Look, I'm not going to bill for my time, but it goes without saying there cannot always be a fly on the wall. I'd love to hear that early exposure about the way in which you, senior counsel or partner, are able to manage the client. Help me understand the political dynamic on this case. What's the risk profile?” Being curious and thoughtful about the group picture is something that a decade ago, I don't know that law firms were necessarily thinking about in terms of giving the right answer. That's a terrible generalization. I don't mean it to be quite literal, but what I mean to say is that these days, there are so many more opportunities. It's so much better for senior attorneys to bring in their junior attorneys to have that experience and start giving attorneys earlier opportunities for that exposure to be thinking about as they rise. I'm pretty positive that a lot of junior law firm attorneys I speak with or mentor are looking for that. It's a huge benefit to them in so many different ways.  Sharon: I could see how it would be a tremendous benefit in having the people within the firm know who you are and what you can do, but I'm saying, “Hey, I don't want to wait around for that,” or “Yes, I do that, but I want to get to know you better,” or “I want you to see what I'm learning here.” Basically, how do I get to you without having to wait for the partner to make the introduction or do whatever he or she has to do to get me to you? What's the best way to do that? Speak at conferences? Publish? What are you looking at?  Amy: That's a really great question. Let me see if I can't break it down, because you raise what is, at the essence, a complication of human dynamics. I don't mean that to be so philosophical, but I think that's true, because there's no one way that's going to catch my eye or catch somebody's eye. When you accurately identify, for example, writing an article, that is bound to catch somebody's eye. I don't know if it's going to catch my eye or somebody else's, but you got to put yourself out there. That's the number one rule in marketing, they say. You can't get the business unless you're at least trying to do that. There is some nuance in the other suggestions I raised, which is to say I'm not sure. I wouldn't necessary be advocating for a junior attorney who's on an account to directly reach out to the general counsel without having connected with the relationship partner. Sharon: I understand, but what if the relationship partner—if they don't feel threatened, let's say—says to the junior attorney, “You've got to figure out how we're going to build this relationship with Amy. We have our foot in the door. Where do we go from here? I'm too busy to think about it. You come up with a plan.” What would you say? What would your advice be? You've given us ideas, but how would you help advise him to expand the relationship? Amy: For a junior attorney? Sharon: To maybe go to the relationship partner or one of the partners and say, “Hey, I have Amy's ear. Let's do something with it.” Amy: Yeah, it's a great question. I would hope that all junior attorneys are thinking about how the state of relationship is more than just doing the work and thinking about the bigger picture. Maybe one way I would respond to this—again, this really does boil down to human relations—is that if this individual is involved in other types of organizations, such as the voluntary bar, it's a good opportunity. To answer your question, Sharon, which I think gets to the heart of human dynamics, I would hope that every junior attorney is thinking more broadly than just, “Let me do the work that's being asked of me,” and they are learning more about the client; they're thinking about the business relationship and, in particular for those who want to help develop the business, are taking all of the experiences they're learning from in each of their client matters and understanding where the core of that relationship is. That relationship can change quite drastically, whether it's a core corporate client of the law firm versus somebody who's smaller.  To answer your question more specifically how a junior attorney might be able to help expand, I think this is also where things like bar associations or just your knowledge on the street might be helpful. There might be something that comes in over email that they can forward on to the partner to say, “Hey, the law firm is doing this, and I think it would be great to forward for X client. I'm happy to do it unless you prefer to do it.” This is also where having parallel relationships between the level of the law firm associate and the level of in-house counsel can be helpful, because now you're not having to go up and down the ladder, so to speak, but rather you can just forward that on to the mid-level, and it's probably something you are both interested in, in terms of expertise or takeaways. Another way to do it is if you are learning about something yourself, bullet point three to five takeaways and share them with the partner for the panel. The recording might be of interest to the associates you're generally working with at that company, or it could be something you send directly to your midlevel. Again, if it's something new you've learned, I suspect it might be something your counterpart in the company might also be interested in, or at least it's an opportunity for you guys to be able to synch on knowledge. Sharon: I think that's wise. What you said is almost the essence of this whole conversation. First of all, I want to make it clear: I'm not advocating for anybody to go jump over their senior professional, their partner, whoever, even though I've seen that. The relationship doesn't end up very well. That's not what I'm advocating for. I do think what you're talking about is level-to-level, in a sense that the rising professional, the rising outside in private practice, if they are building that relationship with somebody around the same level in-house, how that could work in the long run very well, if one assumes they are providing value. Maybe I'm naïve, but some of the things you're talking about, I don't have to bring them up because—doesn't everybody say, “O.K., the bottom line is you've got to do good work, and you got to let everybody else know you're doing that good work”? I guess I skip over that because, to me, it's a given. Maybe it isn't. Amy: No, I wish it were a given. It wasn't in my life. I'm still struggling with that. I think studies show, actually, that is not a given with cultural considerations. Some assume that the work speaks for itself, so it is a plea to them to acknowledge, in a tactful way, what you're doing and elevate that. That's an art, and we all have to practice it. To your point, I'd love to think it's a given, but I don't think it is. Doing good work is also contextualized. I've said for many years, for myself as well as from others when listening to them identify, that you have to do the best work you can do, but what exactly does that mean? I think in this day and age, what it means to do good work is to understand what your fundamental client needs are, and that oftentimes isn't information you necessarily get from the first round. You have to be proactive about understanding that. That goes not just for the junior attorneys, but also for the relationship partners and the individuals who are working on the matters. Sharon: I think that's very sound advice, sound thoughts. We could have a whole conversation about what doing good work is. Amy: We certainly could. Sharon: Amy, thank you so much for being here today. Amy: Thank you so much. I really appreciate the invitation, Sharon.

Get a backstage view of the Brave Ads Platform from one of Brave's most experienced Regional Sales Directors. You'll hear the most common questions that come up about Brave Ads, and the biggest opportunities advertisers must consider. Learn how brands and agencies are preparing for a future without 3rd party cookies, and navigating a constantly evolving and unpredictable future for the marketing and advertising industry.  Rich Rosenzweig is the Regional Sales Director at Brave Software and a seasoned vet when it comes to internet advertising. His career spans over 17 years with stops at Yahoo, Lotame, Rubicon and Nativo prior to joining Brave in 2019. With knowledge across search, display, video, and programmatic, he seems to have an idea for all new products that Brave releases.  When he's not talking about the digital space, he's spending time with his wife and 2 kids at the beach or skiing.   This week's Brave Pick of the Week is Culprit Underwear. Check out our case study with them here.   In this episode we also discuss: The most common questions advertisers have for the Brave Ads team about privacy, cookieless advertising and the Brave Ads platform.  Which product categories perform best, and why more mainstream and CPG brands are coming on board.  How Brave Ads allows advertisers to reach a previously unreachable audience and the impact of privacy-respecting advertising.  How brands and agencies differ in how they're preparing for a future without 3rd party cookies.  ------------------------------------------------------------------------ About this Show: Brave is at the forefront of a new online privacy frontier and has unique insight into the future of marketing and advertising in a cookieless world. If you're an agency, brand marketer or entrepreneur challenged by the changes in ethical advertising, consumer privacy and buyer expectations, this podcast will provide a backstage view of how influential marketers at top brands and agencies are responding to what's next. Music by: Ari Dvorin Hosted by: Donny Dvorin

Over the past two years publishers have rightly been shouting about the power of their first party data. Understandably, that’s led to many becoming protective of the data that underpins this rediscovered strength - but rather than building up walls, many are doubling down on collaboration within the industry. Rather than simply hoarding that data, publishers are looking for ways to work with marketers to enhance their understanding of the consumer. This Conversations episode discusses the importance of an open web to advertisers, the realities of our new cookieless ecosystem and how identity solutions add value to the entire ecosystem. To discuss all that Chris is joined by Terry Hornsby, Digital Solutions Director at Reach PLC, and Chris Hogg, EMEA Managing Director at Lotame.

Advertising cannabis is banned in most of the US, so how can a cannabis company get the word out? Here to help us find solutions to this problem is Chad Bronstein of Fyllo. Learn more at https://hellofyllo.com  Key Takeaways: [00:56] An inside look at Fyllo, the world's first single-solution regulatory technology for cannabis [2:25] Chad’s background and how he came to start Fyllo [3:53] How Fyllo’s data ecosystem helps cannabis companies streamline regulatory tasks and target customers legally [9:51] What different cannabis companies can expect when using Fyllo [13:07] Success stories Chad has seen so far and how clients are using Fyllo to advance their companies [15:04] Chad’s advice on how to determine a good marketing budget for your brand [16:34] How Fyllo provides direct access to cannabis audience data through the Lotame, the world's largest marketplace for second- and third-party data [19:35] Requirements companies must meet before working with Fyllo, including becoming CCPA compliant [20:25] Chad’s tips on how to build a dynamite marketing team for up-and-coming cannabis brands [23:55] Where Chad sees customer acquisition and brand awareness evolving in cannabis over the next 3-5 years

In this episode, Vincent and Ajay talk with Andy Monfried, Founder and CEO of Lotame. They discuss the founding of Lotame and the future of data enrichment in the cookieless environment. Andy also recounts the traumatic experience that motivates his success. Ajay gets a haircut and Vincent gets complimented on his looks. Give it a listen.

Eating more at home and rising meat prices due to plant closures has changed meat consumption patterns. Data analytics firm Lotame observed massive spikes in consumer interest in a fish-only diet, or pescatarianism, in March compared to a year ago, along with a jump in interest for vegetarian diets. But it wasn’t just interest. According to Adweek, sales of meat alternatives like Beyond Meat and Impossible Foods grew four hundred and fifty four percent in one week in March compared to the year before. Beyond Meat’s stock nearly doubled over the past month, as have sales, and privately-held Impossible Foods tripled the number of retailers selling its products. Similar growth in pescatarianism would help our region but lacks the supply chain and simple preparation of a vegetable-based hamburger. To learn more, visit odu.edu/business. This Strome Business Minute is presented by the Strome College of Business at Old Dominion University.

Christopher Hogg, EMEA Managing Director at Lotame, talks to your host Vahe Arabian of State of Digital Publishing. Lotame is the world’s leading unstacked data solutions company, helping partners, marketers, and agencies find new customers, grow revenue, and increase engagement through audience data. Christopher Hogg talks about his work at Lotame, private data exchanges, as well as second-party data and third-party data.  Support the show.

Os convidados desta edição são, Luiz Roschel - VP Comercial e Glória Pina Head de Vendas Regionais, ambos da AD3+, grupo constituído pela FitMedia, uma das líderes do segmento de mídia digital no Brasil; Adtrue, representante no Brasil da Meetrics; Neuron, empresa focada em captura, tratamento, ativação e transferência de dados; Be Data, responsável por comercializar a plataforma de gerenciamento de dados (DMP) da Lotame, eleita a melhor DMP Global de 2017, e BidFactory, voltada para campanhas de performance.

Lotame is the leading unstacked data solutions company that helps publishers, marketers and agencies find new customers, increase engagement, and grow revenue. The company prides itself in its real-time data management technologies, and global data marketplaces. Lotame also provides a clear choice for clients looking for a flexible, scalable and cost-effective alternative to the walled-off offerings from large MarTech stack companies. As the pioneer data management platform thirteen years ago, Lotame has continuously innovated to become the trusted data solutions company for enterprises around the world. Way back on episode #846 I spoke with Jason Downie, Chief Strategy Officer at Lotame over in Maryland USA. But this time I wanted to catch up with their London office here in the UK. Christopher Hogg, EMEA Managing Director at Lotame joins me on my daily tech podcast. We discuss trends and expected growth in the data space this year. I also ask if the changes with Apple an Google are going to impact data targeting? and if industry needs for DMPs have changed. Chris Hogg leads Lotame’s European operations where he is responsible for maintaining and increasing existing business and overseeing new customer acquisition. Chris has more than 14 years of experience in digital ad technology and operations for Independent News and Media, France Telecom – Wanadoo / Orange UK and Unanimis. Chris has held senior management roles for the last 6 years, successfully recruiting, training and leading large teams to deliver commercial results.

In the last week, we’ve seen layoffs from major publishers like BuzzFeed, Refinery29 and Verizon. Monetization in the era of the duopoly is harder than ever. What can publishers do to compete? Their first-party audience data might be the key to unlocking new revenue. But how? I invited Jason Downie, Chief Strategy Officer at Lotame, the most popular data solutions company for publishers (Bloomberg, etc.), to talk about how publishers can take advantage of their data for greater monetization, as well as revenue diversification. Lotame is an unstacked data solutions company that helps publishers, marketers and agencies find new customers, increase engagement, and grow revenue. Its real-time data management technologies, global data marketplaces, and award-winning customer service make it the clear choice for clients looking for a flexible, scalable and cost-effective alternative to the walled-off offerings from large MarTech stack companies. As the pioneer data management platform thirteen years ago, Lotame has continuously innovated to become the trusted data solutions company for enterprises around the world.

Andy Monfried's company Lotame was thriving, but he saw trouble on the horizon: His industry was changing. Lotame was a major player in the complicated world of digital advertising, and although there was plenty of growth still to be had and plenty of money still to be made, Andy knew that his company's long-term future was going to be rocky. So he made a difficult, gut-wrenching decision. Rather than wait for the decline to come, he was going to shut down a major portion of his company now—sacrificing $30 million in revenue!—and rebuild it as a different company whose future looked brighter. This is the story of how he took such a big risk, and why it paid off.

Andy Monfried's company Lotame was thriving, but he saw trouble on the horizon: His industry was changing. Lotame was a major player in the complicated world of digital advertising, and although there was plenty of growth still to be had and plenty of money still to be made, Andy knew that his company's long-term future was going to be rocky. So he made a difficult, gut-wrenching decision. Rather than wait for the decline to come, he was going to shut down a major portion of his company now—sacrificing $30 million in revenue!—and rebuild it as a different company whose future looked brighter. This is the story of how he took such a big risk, and why it paid off.

Thanks to the generosity of Lotame, ITVT is pleased to make available free of charge an audio recording of the TVOT SF 2018 session, "Is Bigger Always Better? A Discussion about TV, Data and Social Networks." The session was described in the show brochure as follows:"In biology, size determines many things--metabolism, acceptable shapes of bodies, volume-to-height ratios. They call this the 3/4 power-scaling rule, and it's manifest throughout the natural world. In social systems, similar laws pervade that order everything from the ratios of the sizes of cities, the frequency of words, the popularity of content, and the return on movies. These patterns beg the question as to whether such orderings are the result of our nature or our social order. How does this matter to TV and advertising? Many of the same questions persist? Why are big shows more valuable? Why do shows scale the way they do? What are the implications as more and more content appears on closed systems? And what of advertising? This panel will attempt to ask some of these fundamental questions in an era when share viewing means something very different than it was years ago." Panelists included:• Colin Dixon, Chief Analyst, nScreenMedia• Ethan Dreilinger, Senior Client Solutions Engineer, IBM Watson Media• Seth Haberman, President, Sense Education (Moderator)• Ryan Reed, Director of Innovation, TV/Video, Lotame• Anne Schelle, Managing Director, Pearl TV• Shereta Williams, President, Videa(Note: Our next TV of Tomorrow Show event, TVOT NYC 2018, will take place December 6th. Purchase your tickets here before midnight September 30th to receive the Early-Bird Discount--a $300 savings on the regular price!) 

Tiffany is a graduate of Wellesley College and Boston College Law School. Tiffany spent five years working in the NFL as an advisor to the owners of the New England Patriots. Tiffany was an early employee of Vox Media and helped the company through a tremendous period of acquisition and growth. Tiffany now works for Lotame, a leading advertising technology provider, as its General Counsel and Head of Privacy. Outside of work, Tiffany has two daughters under the age of 3 and is eternally grateful for the cultural contributions of Andy Cohen.Listen in as we talk unorthodox career paths to technology, best practices for data privacy, and avoiding bias in Artificial Intelligence. Support the show (http://wittypod.com)

Read the complete transcript on The Sales Game Changers Podcast. Eric Marterella is the Chief Revenue Officer at Lotame. He has consistently built high performing teams, heightened demand and consulted with major global clients, at companies including Digex Business Internet, AT&T, and Cisco. He was the sales leader at Sprinklr, which was one of the fastest growing SAAS unicorn companies. Find Eric on LinkedIn!

Plucked from their original interview, Andy Monfried shares with Lou Diamond his three pillars that have helped make LOTAME a success: Genuineness, Transparency and Coordination. Enjoy this inspiring and motivating Minisode.   *** Connect with Lou:  www.loudiamond.net Subscribe to Thrive LOUD:  www.thriveloud.com/podcast  

ITVT is pleased to present an audio recording of the TVOT NYC 2017 session, "AI and Advertising." The session was described in the show brochure as follows:"Artificial intelligence (AI) holds great promise for TV and video advertising--offering the potential, for example, to make programmatic buying more efficient and to make targeted advertising not only more accurate but--thanks to AI-powered creative versioning--more engaging and viewable. This session will bring together representatives of companies that are pioneering the application of AI to advertising, in order to highlight and assess the most significant developments and achievements in the field to date, and to outline the challenges that must still be overcome before AI-powered advertising becomes the norm." Panelists include:Lysa Banks, Head of Technical and Engineering Strategy, IBM Watson MediaSeth Haberman, President, Sense Education (Moderator)Richie Hyden, Co-Founder and COO, IRIS.TVTara Walpert Levy, VP of Agency and Media Solutions, GoogleTod Loofbourrow, CEO, ViralGainsDave Morgan, CEO, SimulmediaRyan Reed, Director of Innovation--TV/Video, Lotame  (Note: We will shortly be announcing our next TV of Tomorrow Show event, TVOT SF 2018.)

Since founding Lotame in 2006, Andy Monfried has been focused on building the world’s leading data management technology. Andy led Lotame's successful ad network for several years, targeting thousands of campaigns valued at millions of dollars, all delivered and executed through the Lotame platform. In 2011 he shuttered the ad network to focus the company on its original vision: a full featured, SaaS based DMP. Under Monfried’s leadership, Lotame has grown into 100+ person company with offices in the U.S., E.U. and APAC. An entrepreneur, leader, a spirited blogger, master connector, the father of two with an amazing wife and a huge fan of live music Andy appreciates LIFE and the spirit of Thriving LOUDLY like no other.

Dan Reich is CEO & Co-Founder of Troops. Dan has started and been involved with companies that have collectively raised over $100M in venture capital and have exited for close to $1B in M&A, including companies like Buddy Media, Spinback and Lotame. As a result, he has extensive experience in startups, technology, business operations, financing, management, and scaling large teams. In this episode we dive into recruiting his team, the processes they’ve built out to scale, his take on product. www.troops.ai — Credits — This episode of Giants & Crowns is hosted and produced by Nsi Obotetukudo. Editing by Duncan Gerow, Joe Fuller, and Nsi Obotetukudo. Special thanks to Isabelle Thenor-Louis, Joan De Jesus, Sunny Ou, Hannah Anokye, & Kiera McBride. — Sponsors — www.breather.com www.claralabs.com — Giants & Crowns — www.giantsandcrowns.com www.instagram.com/giantsandcrowns The Giants & Crowns Podcast is an interview driven series focused on unearthing stories from industry/cultural leaders while unpacking their learned lessons involving people, product, and process.

Interview: Lotame's Ryan Reed on the Company's New aiTV Audience-Intelligence ProductsLate last month, data management platform provider, Lotame, announced the launch of its aiTV suite of new products, designed to bring greater audience intelligence to TV and video. The new products--which include aiTV: Attribution & Insights and custom aiTV: SmartTV Data Segments--are housed, alongside the company's aiTV: Platform solution, in a newly formed aiTV division, whose customers include NBCUniversal and Hearst. In this recorded interview with [itvt] Editor-in-Chief, Tracy Swedlow, Ryan Reed, Lotame's Director of Innovation for TV and Video, provides an overview of the new products and of the company's work in the audience-intelligence space in general.Videoof Lotame's platform: https://www.youtube.com/watch?v=IEbABzee824 

On Digital Media 120: Eric Porres, CMO, Lotame - an Interview Craig Calder interviews Lotame CMO, Eric Porres about the company’s audience management platform at AdTech New York 2010. Send us tips, comments, questions or gripes to comments@odmcast.com. For partner or sponsor information, contact John Federico at http://newrules.com

Michael is currently the chairman and CEO of Buddy Media, Inc., a New York-based company that is a leading developer of applications for social media sites, including Facebook and MySpace. We will be discussing Social Math, Digital Media & his recent stop at the Bonnaroo Music Festival

Michael is currently the chairman and CEO of Buddy Media, Inc., a New York-based company that is a leading developer of applications for social media sites, including Facebook and MySpace. We will be discussing Social Math, Digital Media & his recent stop at the Bonnaroo Music Festival

A captivating look at how a global math elite is predicting and altering our behavior -- at work, at the mall, and in bedEvery day we produce loads of data about ourselves simply by living in the modern world: we click web pages, flip channels, drive through automatic toll booths, shop with credit cards, and make cell phone calls. Now, in one of the greatest undertakings of the twenty-first century, a savvy group of mathematicians and computer scientists is beginning to sift through this data to dissect us and map out our next steps. Their goal? To manipulate our behavior -- what we buy, how we vote -- without our even realizing it.

A captivating look at how a global math elite is predicting and altering our behavior -- at work, at the mall, and in bedEvery day we produce loads of data about ourselves simply by living in the modern world: we click web pages, flip channels, drive through automatic toll booths, shop with credit cards, and make cell phone calls. Now, in one of the greatest undertakings of the twenty-first century, a savvy group of mathematicians and computer scientists is beginning to sift through this data to dissect us and map out our next steps. Their goal? To manipulate our behavior -- what we buy, how we vote -- without our even realizing it.

This week Alan Levy, CEO of Blog Talk Radio, will be joining me in a open conversation about how podcasting and online radio can help brands in their marketing effort. Besides being a super guy, Alan CEO Alan Levy along with Bob Charish founded BlogTalkRadio (www.BlogTalkRadio.com) in August 2006. The concept for BlogTalkRadio was developed by Levy as he mourned his father's passing. Levy maintained a blog, www.theinspirationalvisit.blogspot.com to update his family and friends on his father's health - and later as a memorial to his life. Levy thought by combining blogging and telecommunications, a true immediate two-way interactive online platform could be established. This led to the birth of BlogTalkRadio.Please join us as we explore how to effectively use this brave new platform.

This week Alan Levy, CEO of Blog Talk Radio, will be joining me in a open conversation about how podcasting and online radio can help brands in their marketing effort. Besides being a super guy, Alan CEO Alan Levy along with Bob Charish founded BlogTalkRadio (www.BlogTalkRadio.com) in August 2006. The concept for BlogTalkRadio was developed by Levy as he mourned his father's passing. Levy maintained a blog, www.theinspirationalvisit.blogspot.com to update his family and friends on his father's health - and later as a memorial to his life. Levy thought by combining blogging and telecommunications, a true immediate two-way interactive online platform could be established. This led to the birth of BlogTalkRadio.Please join us as we explore how to effectively use this brave new platform.

This week we will be speaking with Tom Hespos and Eric Porres, partners at Underscore marketing and two of the most knowledgeable guys about marketing and how they employ Social Media for their clients. For those of you who are unfamiliar with Underscore, they are one of New York's premier digital advertising shops and Eric and Tom are fixtures in the industry. Tom has been involved in interactive communications since the commercial explosion of the World Wide Web in 1994. Referred to by some as “a spiritual leader for online advertising,” Tom is well known as a weekly columnist for such publications as ClickZ and Mediapost’s The Online Spin. Not to be outdone by Tom, Eric held management positions at AOL Time Warner and Agency.com, and worked with The Walt Disney Company and LiveTechnology. In 2000, he won both a W@MMY (awarded by the National Academy of Recording Artists & Sciences) and a Yahoo! Internet Life award for one of the largest Internet webcasts in history, Paul McCartney´s “Run Devil Run” concert live from Liverpool. Eric was also a contributing writer for Crossing the River: The Coming of Age of the Internet in Politics And Advocacy.

This week we will be speaking with Tom Hespos and Eric Porres, partners at Underscore marketing and two of the most knowledgeable guys about marketing and how they employ Social Media for their clients. For those of you who are unfamiliar with Underscore, they are one of New York's premier digital advertising shops and Eric and Tom are fixtures in the industry. Tom has been involved in interactive communications since the commercial explosion of the World Wide Web in 1994. Referred to by some as “a spiritual leader for online advertising,” Tom is well known as a weekly columnist for such publications as ClickZ and Mediapost’s The Online Spin. Not to be outdone by Tom, Eric held management positions at AOL Time Warner and Agency.com, and worked with The Walt Disney Company and LiveTechnology. In 2000, he won both a W@MMY (awarded by the National Academy of Recording Artists & Sciences) and a Yahoo! Internet Life award for one of the largest Internet webcasts in history, Paul McCartney´s “Run Devil Run” concert live from Liverpool. Eric was also a contributing writer for Crossing the River: The Coming of Age of the Internet in Politics And Advocacy.

Michal Bortnik came to AdNectar from Microsoft where he spent 6 years as a Product Manager in the consumer-products group. At Microsoft he was responsible for designing the features for XBox live —winner of the Emmy award for outstanding technological achievement—an online video game community with an industry-leading customer satisfaction rate and five million subscribers. Michal co-invented eighteen patent pending technologies enabling social interactions between Xbox players. Michal has an MBA from Stanford and a BA in Computer Science from Harvard. Vlada comes to AdNectar having spent 2 years working with a handful of social networking start ups. Prior, Vlada spent 5 years as a program manager on high profile projects at Microsoft. She was responsible for providing leadership to the cross-discipline teams involved in the design, build, and launch of Windows Live. Vlada designed features of the content publishing platform for Office Online, reducing content delivery time hundredfold and helping drive site traffic from 100 thousand to 65 million unique customers per month. Prior to this, she served as a software engineer at Sprint. Vlada has a BS in Engineering from Northwestern with a double major in Computer Engineering and Art Theory and Practice.

Michal Bortnik came to AdNectar from Microsoft where he spent 6 years as a Product Manager in the consumer-products group. At Microsoft he was responsible for designing the features for XBox live —winner of the Emmy award for outstanding technological achievement—an online video game community with an industry-leading customer satisfaction rate and five million subscribers. Michal co-invented eighteen patent pending technologies enabling social interactions between Xbox players. Michal has an MBA from Stanford and a BA in Computer Science from Harvard. Vlada comes to AdNectar having spent 2 years working with a handful of social networking start ups. Prior, Vlada spent 5 years as a program manager on high profile projects at Microsoft. She was responsible for providing leadership to the cross-discipline teams involved in the design, build, and launch of Windows Live. Vlada designed features of the content publishing platform for Office Online, reducing content delivery time hundredfold and helping drive site traffic from 100 thousand to 65 million unique customers per month. Prior to this, she served as a software engineer at Sprint. Vlada has a BS in Engineering from Northwestern with a double major in Computer Engineering and Art Theory and Practice.

Prior to David Shen Ventures, LLC, David was the Vice President of the User Experience and Design Team at Yahoo! for almost 8 years and has been involved in almost every product and service Yahoo! has built in the U.S. and internationally. As an early employee of Yahoo!, he lived the startup life of working long, committed, and satisfying hours and embodied the "do what it takes" attitude required for success in entrepreneurism.

Prior to David Shen Ventures, LLC, David was the Vice President of the User Experience and Design Team at Yahoo! for almost 8 years and has been involved in almost every product and service Yahoo! has built in the U.S. and internationally. As an early employee of Yahoo!, he lived the startup life of working long, committed, and satisfying hours and embodied the "do what it takes" attitude required for success in entrepreneurism.

Making Meaning out of today's Social Media and User Generated Content world. This week we are speaking with Mark Redgrave the CEO of Amplify, a company that brings human understanding to content. Unlike most semantic technologies, which attempt to merely classify or categorize content, Amplify focuses on the meaning of content. Amplify analyzes the actual meaning of the words - automatically identifying the significant topics, brands, people, perspectives, emotions, actions and timescales contained in the text.

Making Meaning out of today's Social Media and User Generated Content world. This week we are speaking with Mark Redgrave the CEO of Amplify, a company that brings human understanding to content. Unlike most semantic technologies, which attempt to merely classify or categorize content, Amplify focuses on the meaning of content. Amplify analyzes the actual meaning of the words - automatically identifying the significant topics, brands, people, perspectives, emotions, actions and timescales contained in the text.

This week we will be speaking with the CEO of peer review Movie community Flixster (www.flixster.com) Under Steve's leadership Flixster has grown into a big consumer interest site with 25 million global users, successful iPhone and FaceBook applications, and widgets programs for dozens of other communities. Join us as we explore how to set up a community around a specific topic, how to effectively monetize that audience, and what today's ad economy means to deliver value to a marketer and consumer.

This week we will be speaking with the CEO of peer review Movie community Flixster (www.flixster.com) Under Steve's leadership Flixster has grown into a big consumer interest site with 25 million global users, successful iPhone and FaceBook applications, and widgets programs for dozens of other communities. Join us as we explore how to set up a community around a specific topic, how to effectively monetize that audience, and what today's ad economy means to deliver value to a marketer and consumer.

This week I will be interview Dan Beltramo, CEO of Vizu. Vizu is a Brand Ad Measurement System; and uses Ad Catalyst, an online market research and opinion polling service. Ad Catalyst is a digital ad effectiveness measurement system that goes beyond counting "clicks" to measure how online ads impact viewer perceptions of key brand attributes.We will be talking about how to effectively measure a social media campaign's ROI (return on investment) without being solely dependent on a click thru rate.

This week I will be interview Dan Beltramo, CEO of Vizu. Vizu is a Brand Ad Measurement System; and uses Ad Catalyst, an online market research and opinion polling service. Ad Catalyst is a digital ad effectiveness measurement system that goes beyond counting "clicks" to measure how online ads impact viewer perceptions of key brand attributes.We will be talking about how to effectively measure a social media campaign's ROI (return on investment) without being solely dependent on a click thru rate.

Jerry Shereshewsky (CEO, Grandparents.com) may be the only marketing executive in the burgeoning digital technology field who's invented a new brand of soda pop. Then again, he has been associated with breakthrough marketing ideas in every phase of his distinguished career.

Jerry Shereshewsky (CEO, Grandparents.com) may be the only marketing executive in the burgeoning digital technology field who's invented a new brand of soda pop. Then again, he has been associated with breakthrough marketing ideas in every phase of his distinguished career.