Podcasts about vistar

TRP's new Vistar drivetrain combines a 12-speed cassette with a Classified internally geared hub to give you the benefits of a front derailleur without the hassle and complication, but does it work in the real world? Senior Tech Editor Josh Ross has spent months using it and explains the benefits, drawbacks, and how the hybrid 1X system compares to a traditional drivetrain. Josh has also been riding the new SRAM Force and Rival drivetrains that aim to bring the performance of Red down to a lower price point; he describes the differences between each group and tells Levy why Force is the answer. Cervelo also just released their Aspero-5 gravel race bike that trades tire clearance and comfort for pure aero-focused speed, which is the opposite approach that we're seeing with most new designs. Alvin has been testing the fresh Aspero and explains why this new "gravel bike" might be the ideal all-road machine for many riders. Lastly, the crew debates the UCI's strange new tech mandates that limit handlebar width, fork leg geometry, rim height, and aero helmets, all of which are intended to slow racers down and increase safety. But are yet more rules really the answer, and how do the UCI's decisions affect what consumers can purchase?  For your consideration: TRP Vistar with Classified Stacks up to the Big Groupset Players, but There's a Catch SRAM Force AXS First Ride: RED Gets a Discount SRAM Rival AXS XPLR First Ride: 13-Speed Gets Cheaper First Ride: Cervelo Áspero-5 Is a Fast Gravel Bike That Might Just Replace Your Road Bike New UCI Gear Rules Incoming: Rim Height Limits, Minimum Bar Widths, and a Tech Fraud Crackdown

In this episode of the BikeRadar Podcast, digital editor Jack Luke grills Simon von Bromley on his experience with Vistar – an all-new drivetrain that neatly integrates Classified's two-speed hub into a fresh component ecosystem from TRP.    The pair are joined by MBUK presenter Tom Marvin, who gives his take on the system, having tested Classified for BikeRadar on his gravel bike.   https://www.bikeradar.com/news/official-tour-de-france-guide https://www.bikeradar.com/reviews/components/groupsets/groupset-road/trp-classified-vistar-powershift-groupset-review https://www.bikeradar.com/news/shimano-kills-di2-batteries-with-self-powered-qauto-hub Learn more about your ad choices. Visit podcastchoices.com/adchoices

The Classified Powershift Hub, with its internal gearing that makes a 1x chainring work like a 2x, has always been a point of curiosity around the Lab. However, without a full groupset to give the shifting a proper home, there has always been hesitation. That is, until Logan got his hands on the brand new collaboration between the Belgian company and the brake specialists at TRP for a full review at Cycling Weekly. From that testing, it was clear we needed to delve into it here. In this episode, Logan ceded the hosting chair to Stephen Fitzgerald, our Intern/CEO, and we brought Drew Van Kampen, our resident Always Trying New Things Guy, to pepper Logan with questions around the new groupset and explore a few tangents along the way. Host: Stephen Fitzgerald Guests: Drew Van Kampen and Logan Jones-WilkinsProducer: Logan Jones-Wilkins Hosted on Acast. See acast.com/privacy for more information.

In the Season 8 premiere of the Digital and Dirt podcast, Ian welcomes Michael Provenzano on the heels of major news for his company as well as the entire Out of Home industry: T-Mobile's acquisition of Vistar Media.Podcast Breakdown00:00-10:30 Intro & Acquisition Announcement10:30-15:44 Lamar's Impact on Vistar & T-Mobile Opportunity15:44-22:42 Entrepreneurial Journey22:42-48:48 Vision for Vistar & the Industry48:48-1:10:23 Future Innovations & The Vistar Legacy

Eric and Ari are joined by digital out of home expert Tim Rowe who helps us dissect the $600 million acquisition of Vistar by T-Mobile. We also discuss the surprise Sincera acquisition by The Trade Desk. Learn more about your ad choices. Visit megaphone.fm/adchoices

2025 M&A is off with a bang. T-Mobile bought Vistar Media. The Trade Desk bought Sincera. With a special guest from LUMA Partners, Conor McKenna, we explore the rationale for these ad tech acquisitions.

Broad-Based Growth Across Segments- The company highlighted new business acquisitions across all three segments - Foodservice, Vistar, and Convenience.- CEO George Holm emphasized the broad-based nature of growth, stating, "It's not just in one segment, but it's across all 3 segments."Sustained Sales Growth and Operational Efficiency- Performance Food Group reported a 0.6% increase in total net sales over the past year.- While diluted earnings per share declined by 11.8%, adjusted EBITDA increased by 1.9% to approximately $321 million, indicating enhanced operational efficiency.Expanding Market Share and Customer Service- The company's consistent accomplishments, especially in the Foodservice segment, surpassed industry norms and reinforced its ability to expand market share through exceptional customer service.- Performance Food Group capitalized on market dynamics and opportunities within the Convenience segment and made strides with pizza and its own Foodservice concepts.Resilience Amidst Economic Challenges- Despite economic headwinds like inflation affecting sales in sectors like QSR and casual dining, the company demonstrated resilience.- Robust case growth within the independent restaurant sector showcased Performance Food Group's ability to uncover growth avenues amidst economic turbulence.Strategic Growth Initiatives- The company's blueprint for future growth involves investing in core initiatives and team development to drive sustainable expansion and enrich shareholder value.- Strategic mergers and acquisitions, as well as capital expenditure to boost capacity, are on the horizon to solidify market presence.- Share repurchases and leveraging cash flow for financial solidity are being considered for capital management and debt mitigation.Positive Outlook and Expense Control- Performance Food Group expressed a positive sales and profitability outlook for the forthcoming quarter, particularly within the Vistar segment.- Ongoing control of operating expenses in the Convenience segment is a priority.ConclusionWhile acknowledging the challenges faced, Performance Food Group has exhibited resilience and growth through efficient operations, strategic expansions, and a robust focus on fulfilling consumer needs. The company appears well-prepared to continue its path of growth, operational efficiency, and market dominance, albeit with a realistic and measured approach based on the information provided. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.theprompt.email

Guinness (part of the Lion portfolio), UM, Vistar, Kinesso, and Thinkerbell have just landed Australia's first ever Programmatic Campaign of the Year award after a smart, highly targeted Out-of-Home push delivered 100,000 extra pints sold. The trick? Targeting blokes near pubs stocking the dark elixir when the weather turned cold – with only 2,000 of those pints as QR code freebies. After toasting 18 per cent revenue uplift as a result – and 15 per cent pub footfall boost, a “super happy” Lion is lining up more prDOOH, per UM's Mark Ryan. But it wasn't initially convinced. While it wrapped in day-parting, weather and location data, plus dynamic creative via specialist DSP Vistar, IAB chief Gai Le Roy said Guinness won the award because the campaign was “strategy-led”, solving a business problem rather than showboating with “a fancy new toy”. Plus, “it had the magic of doing brand work and performance work” while driving a strong commercial return – not always the case with sampling. JCDecaux launched the award to get brands and buyers up to speed on prDOOH as it plots a massive programmatic growth curve, per National Programmatic Director, Brad Palmer. He's aiming to hit 10 per cent of DOOH this year, pointing to markets like Germany, targeting 50 per cent of total Out-of-Home revenues by 2032. As to where prDOOH can end up, especially as cookies crumble and privacy laws tighten, “there's a wild ride ahead for prDOOH” per Palmer. “But we need the market to collaborate a bit further,” not least agencies. Le Roy, Palmer and Vistar's Winston Stening unpack where prDOOH's heading next.See omnystudio.com/listener for privacy information.

“Life as the unfoldment of bliss through the journey of self enquiry - this was the only thing that made sense to me.”Today's brilliant conversation is a peek into the lesser-known and profound Avadhoot Gita with a very special yogi, author, musician and teacher, Seegla Vistar Brecher. The Avadhoot Gita of Dattatraya: Song of the Unborn is a deep, meditative exploration of a 9th-century Advaita Vedanta text. Vistar offers her unique vision and interpretation of the Avadhoot and reveals the essence behind our collective, universal journey.We touch on so much! But here are a few key moments:➖13:50 Vistars Sadhana, how do you live the freedom you know exists?➖18:38 Advadhoot describes all pairs of opposites of the human condition and transcends them➖26:41 Reading Chapter 6 verse 3: The mind as blissful➖36:24 The essence of the practice is when you know there is no separation between you and the world➖46:26 The choice of the yogi is to walk through the portal➖56:13 Reading Chapter 7 verse 9: The yogi is both free from yog and lack of yoga➖1:02:31 Reading Chapter 7 verse 4: Where does the unease come from?You can connect with Vistar at rahasyageet.com and find her music HEREAnd I highly recommend grabbing your own copy of The Avadhoot Gita of Dattatraya: Song of the Unborn HEREVistar finishes the talk today by letting us know what is the greatest practice of a yogi - to watch. Ah, so refreshing, illuminating, inspiring and spacey - this is one of my favourite episodes yet.In oneness,BobbiThanks for listening!

A discussion with Dominion Energy. In this episode of CapTech Trends, we speak with Les Carter, Strategic Advisor for Grid Resiliency at Dominion Energy. Les, affectionately referred to as "The Godfather of Undergrounding" discusses how the new VISTAR(SM) app developed by CapTech is helping change how they approach undergrounding efforts and the adoption of emerging technologies.  Listen in as we discuss: How the decision to introduce AR positively disrupted Dominion Energy's outlook on emerging technologies.Key advantages and challenges to using VISTAR for undergrounding.Advice for leaders who are incorporating AR and emerging tech into their companies. How to increase tech adoption both internally and with customers. Learn more about VISTAR: https://www.captechconsulting.com/solutions/vistar   The VISTAR app is now available for download on the Apple App Store: https://apps.apple.com/us/app/vistar-by-captech/id6449709614 

Cimafunk est devenu la révélation musicale cubaine de l'année 2018 avec son thème Me Voy, qui lui a valu d'être désigné "artiste de l'année" par le magazine Vistar et de recevoir le prix Lucas de la vidéo la plus populaire. Les chansons de son premier album Terapia comme Me Voy, Paciente ou Parar el tiempo ont conquis inexorablement une multitude de publics. Il a rompu des records d'assistance dans des salles iconiques à Cuba et dans le monde, avec des milliers de fans transportés par le groove du funk afro-cubain. À Cuba, les millenials reproduisant son style et son apparence, qui s'inspire fortement de ses racines africaines et des showmen noirs du XXème siècle. Le nom de Cimafunk fait référence à son héritage de « cimarrón », des Cubains d'origine africaine qui ont résisté et échappé à l'esclavage, ainsi qu'à l'essence de sa musique qui vise à subvertir les sons conventionnels en innovant avec les rythmes. En faisant ressortir le meilleur des rythmes et des traditions cubaines et en y infusant des sons et des styles d'Afrique et des États-Unis, Cimafunk a créé quelque chose d'unique et de spécial, non seulement en termes de musique, mais aussi des valeurs qu'il défend. Nommé par Billboard comme un des "Top 10 des artistes latinos à suivre", Cimafunk a fait un début fracassant au festival de musique South by Southwest 2019 et a effectué une tournée encensée aux États-Unis et en Europe. Fito Paez l'a qualifié de "futur" de la musique latino-américaine, et Rolling Stone a décrit sa musique comme "une combinaison électrisante de funk et de soul, superposée à la clave à cinq temps, ou le battement de cœur de la musique cubaine, apportée à Cuba par les esclaves en provenance de l'Afrique de l'Ouest." Cimafunk a sorti un EP Cun Cun Prá, en décembre 2020. Composé de 5 morceaux dont un son afro-caribéen contagieux : Cun Cun Prá ; un morceau de pop funky La Papa, avec la sensation pop cubaine Diana Fuentes ; un remix R&B sensuel de Parar El Tiempo, avec la prometteuse chanteuse mexicaine Salma ; Caliente, un morceau de hip-hop où la Nouvelle-Orléans rencontre la Havane en featuring avec Tarriona "Tank" Ball de Tank and the Bangas et le brass band The Soul Rebels ; et El Potaje où Cimafunk invite les légendes vivantes Omara Portuondo, Chucho Valdés, Pancho Amat et la Orquesta Aragón pour unir le passé, le présent et l'avenir de la musique cubaine. Lors d'un concert historique à Miami, le 16 octobre 2021, Cimafunk a réuni sur scène ses deux principales inspirations : le pianiste légendaire d'Irakere, Chucho Valdés, et le parrain du Funk, George Clinton de Parliament Funkadelic. Titres interprétés : Funk Aspirin Live RFI  Rompelo Live RFI  Te Quema La bemba Live RFI Salvaje Feat. Chucho Valdes Musiciens : Erik Alejandro Iglesias Rodriguez dit Cimafunk, chant Arthur Luis Alvarez Torres, piano  Raul Zapata Suri, cajon Son : Fabien Mugneret, Benoît Letirant. Playlist : ♦ Bonga Feat. Camelia Jordana, Kudia Kuetu (Lusafrica 2021) ♦ Kepa, Sodade extrait de l'album Divine Morphine (Miliani/Peer Music) ♦ De La Crau, Shaman extrait de l'album Temperi (Pagans 2022) ♦ Tina Mweni, Nayikimba, extrait de l'album Nayikimba (WePresent 2021) (Rediffusion du 9 janvier 2022)

Director of Sales turned food broker (taking new products to market, helping with all facets of the product life cycle from sourcing ingredients, to manufacturing, to sales, to delivery of products, to marketing.) Have worked with some of the top retailers and distributors including UNFI, KeHE, Vistar, Core-mark, NCD, Eby-Brown, C&S, Giant, The Fresh Market, Raley's, Publix, HEB, Wholefoods, Kroger and many more. Food and Beverage (Manufacturing, Purchasing and Inventory Control, Processes, Setup, Equipment, Training, Sales, Marketing, Pricing, Shipping) Sales Training Small Business (Start-up, Raising Capital, Business Plans, Coaching, Website, Social Media, Marketing) Social Media Content Posting Transportation Industry (DOT, Safety, Hazmat, Leasing or Purchasing Equipment, Rates, Recruiting, Training) Logistics (Warehouse Setup and Optimization, Purchasing and Inventory Control, Training and Safety) www.Shepherdsconsultinggroup.com --- Support this podcast: https://anchor.fm/genius-juice/support

On today's Billboard Insider podcast, Blackbird Media CEO Chenault Saunders and President Prentiss Nelson talk about giant digital billboards. Some highlights of the interview The Nashville Sign Blackbird Media owns a spectacular 36' by 38' digital sign in Nashville.  Tell us the story about how it came about. My grandfather...bought that sign in the 50's...It had been a coco-cola perm.  It was a big static thing.  It had a time and temp.  So he operated a business there for many years.  We started to explore the opportunity to take it digital and ended up having ot go and lobby the metro council here in Nashville...and ended up getting a special provision in the code here in Nashville that allowed us to do digital...after looking at a lot of options...we made the decision that we would try to dgo it along.  I started a little company - Blackbird Media.  Me hired a couple of folks from the radio business.  We went up with the sign and it's been quite an adventure...It's at the intersection of West End Avenue and Broadway....It looks right down the middle of the largest, most important street in Nashville... Nashville sign during digital construction. Photo courtesy of Selective Structures, the sign's fabricator The Digital Install. First it was taking a sign down and it was pretty amazing because a lot of it was made of plywood and we peeled back multiple layers, actually got all the way down to the original coca-cola sign that was there.  We had to buttress the structure that was there.  It was very challenging.  The hardest part was that this property had been used for automotive purposes since the 30's.  We were trying to sink these metal pilings into the ground right in between 14 different underground storage tanks which we could not break. Getting city approval I got a call from our land use attorney and he said, look, there's a bill floating through the city council that would outlaw digital billboards in all of these zones and this would apply to you.  We went and we talked to them and we said look, this sign has always been here.  It's a part of Nashville.  It's used as a wayfinder.  Why should Nashville not have the best quality sign.  The Council and everybody was in favor of it... How do you sell a spectacular? These giant signs - if they are in the kind of places where we have ours...they sell themselves...We have a dual selling plan.  We have a national sales plan and a local sales plan.  The local sales plan is where we are out in front of the community reaching out, trying to understand when the big events are...with the nationals it's a different animal. What you think about the automated sales platforms (e.g. blip, onescreen, vistar, adomni, adquick…) We've been kind of dipping our toe into automated stuff.  It has not been particularly effective on our spectaculars...On the rest of our plant that is more standardized we have dipped our toe in with Vistar, Adomni, Place Exchange through Apparatix and our IBO relationship.  We've had some success with that.  We're still figuring out how to optimize...We have used Blip...and we've had great success with that especially as of late...We've been pleased with how that's gone...It's money from the sky that we wouldn't have had otherwise. Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,165 subscribers who receive our daily stories for free by sending us your name and email using the form below. *FirstLastEmail *Submit Paid Advertisement  

On today's Billboard Insider podcast, Blackbird Media CEO Chenault Saunders and President Prentiss Nelson talk about giant digital billboards. Some highlights of the interview The Nashville Sign Blackbird Media owns a spectacular 36' by 38' digital sign in Nashville.  Tell us the story about how it came about. My grandfather...bought that sign in the 50's...It had been a coco-cola perm.  It was a big static thing.  It had a time and temp.  So he operated a business there for many years.  We started to explore the opportunity to take it digital and ended up having ot go and lobby the metro council here in Nashville...and ended up getting a special provision in the code here in Nashville that allowed us to do digital...after looking at a lot of options...we made the decision that we would try to dgo it along.  I started a little company - Blackbird Media.  Me hired a couple of folks from the radio business.  We went up with the sign and it's been quite an adventure...It's at the intersection of West End Avenue and Broadway....It looks right down the middle of the largest, most important street in Nashville... Nashville sign during digital construction. Photo courtesy of Selective Structures, the sign's fabricator The Digital Install. First it was taking a sign down and it was pretty amazing because a lot of it was made of plywood and we peeled back multiple layers, actually got all the way down to the original coca-cola sign that was there.  We had to buttress the structure that was there.  It was very challenging.  The hardest part was that this property had been used for automotive purposes since the 30's.  We were trying to sink these metal pilings into the ground right in between 14 different underground storage tanks which we could not break. Getting city approval I got a call from our land use attorney and he said, look, there's a bill floating through the city council that would outlaw digital billboards in all of these zones and this would apply to you.  We went and we talked to them and we said look, this sign has always been here.  It's a part of Nashville.  It's used as a wayfinder.  Why should Nashville not have the best quality sign.  The Council and everybody was in favor of it... How do you sell a spectacular? These giant signs - if they are in the kind of places where we have ours...they sell themselves...We have a dual selling plan.  We have a national sales plan and a local sales plan.  The local sales plan is where we are out in front of the community reaching out, trying to understand when the big events are...with the nationals it's a different animal. What you think about the automated sales platforms (e.g. blip, onescreen, vistar, adomni, adquick…) We've been kind of dipping our toe into automated stuff.  It has not been particularly effective on our spectaculars...On the rest of our plant that is more standardized we have dipped our toe in with Vistar, Adomni, Place Exchange through Apparatix and our IBO relationship.  We've had some success with that.  We're still figuring out how to optimize...We have used Blip...and we've had great success with that especially as of late...We've been pleased with how that's gone...It's money from the sky that we wouldn't have had otherwise. Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,240 subscribers who receive our daily stories for free by sending us your name and email using the form below. *FirstLastEmail *Submit Paid Advertisement  

Today's podcast guest Justin Powell talks about founding Huntington Billboards in the middle of the 2009 great recession and growing the company to 1,800 displays over 13 years. Some of the highlights. How did you enter the out of home business? Justin Powell, Founder and President, Huntington Outdoor I graduated from college.  I was 20 years old...  I made a big list.  I called it my new venture checklist.  Everything from restaurants...to insurance companies, on and on and on...my cousin and uncle actually came to me and said Justin there's this billboard down on 75.  That seems like a fair business.  Why don't you buy that.  It was an on-premise sign and I couldn't purchase it for off-premise advertising but that got me thinking... Talk about your first location I found my first location in this town of New Carlisle and very dear landowners who are friends to this day...It was 8' by 20' and a 2 pole structure and cost three times more than it should have and then I spent the next two months knocking on doors trying to rent it. Small Signs I tie everything back to numbers...We are going to build the minimum size sign to derive the best returns.  A log of times an 8' by 20' sign will do just as fine as a 12' by 24' if the location is close enough to the road and the visibility is good. How do you find winning locations? CISD.  We desire to build billboards on curves.  That's the C.  On intersections.  That's the I.  And then the S is speed.  Lower speed.  If we can get billboards along roads that are 25 mph or 30 mph...And then the last one is Demand...As we install locations we have a weathervane as to what the market can bear and where we have demand... Growing Pains About the time I got to about 70 billboards my occupancy rate was atrocious...It was 40% or something.  It was absolutely awful because I was doing everything.  I would have nice clothes on and talk to an advertiser and then I would change out of my nice clothes in the car and change into climbing gear and change out a vinyl and then I would chop down trees.  I would do land leasing.  I would do everything.   My little sister at that time - Jena was 17.  She looked at me and said "Hey Justin, why don't you let me take over sales.  And I'm like yeah sure.  She became a partner in the business.  And then my brother, he was 16.  He came to me and he said, Justin, I think I can build these things for you.  Let me do that...On that foundation we continued to build and build and build.  We got to about 500 billboards and my sister Jena got elected as State Representative...So we hired a General Manager at that point...things have transitioned a bit. Digital Billboards We had not done digital until the end of 2020.  We had some really good locations that needed to be converted...End of 2020 we built our first two signs.  We learned a lot from them.  And then in 2021 - last year- we put in 22. Whose automated platforms are you connected to. Vistar, Blip.  Blip to me is fascinating.  It's a very fascinating platform...Whether it's Blip or any of the other services that we use, it's like one ad or two ads for a day and they're paying you $20, or $50 or $100.  It's where our industry needs to go...It's found money.  It's money we never would have gotten.  I think about movie releases...it's reminder advertising... Whose signs We use Formetco.  Formetco has done a very good job for us.  They look nice and have been very reliable.  Formetco seems to know what they are doing...All of the nightmares I thought we would have...we haven't had. Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,152 subscribers who receive our daily stories for free by sending us your name and email using the form below. *FirstLastEmail *Submit Paid Advertisement

Today's podcast guest Justin Powell talks about founding Huntington Billboards in the middle of the 2009 great recession and growing the company to 1,800 displays over 13 years. Some of the highlights. How did you enter the out of home business? Justin Powell, Founder and President, Huntington Outdoor I graduated from college.  I was 20 years old...  I made a big list.  I called it my new venture checklist.  Everything from restaurants...to insurance companies, on and on and on...my cousin and uncle actually came to me and said Justin there's this billboard down on 75.  That seems like a fair business.  Why don't you buy that.  It was an on-premise sign and I couldn't purchase it for off-premise advertising but that got me thinking... Talk about your first location I found my first location in this town of New Carlisle and very dear landowners who are friends to this day...It was 8' by 20' and a 2 pole structure and cost three times more than it should have and then I spent the next two months knocking on doors trying to rent it. Small Signs I tie everything back to numbers...We are going to build the minimum size sign to derive the best returns.  A log of times an 8' by 20' sign will do just as fine as a 12' by 24' if the location is close enough to the road and the visibility is good. How do you find winning locations? CISD.  We desire to build billboards on curves.  That's the C.  On intersections.  That's the I.  And then the S is speed.  Lower speed.  If we can get billboards along roads that are 25 mph or 30 mph...And then the last one is Demand...As we install locations we have a weathervane as to what the market can bear and where we have demand... Growing Pains About the time I got to about 70 billboards my occupancy rate was atrocious...It was 40% or something.  It was absolutely awful because I was doing everything.  I would have nice clothes on and talk to an advertiser and then I would change out of my nice clothes in the car and change into climbing gear and change out a vinyl and then I would chop down trees.  I would do land leasing.  I would do everything.   My little sister at that time - Jena was 17.  She looked at me and said "Hey Justin, why don't you let me take over sales.  And I'm like yeah sure.  She became a partner in the business.  And then my brother, he was 16.  He came to me and he said, Justin, I think I can build these things for you.  Let me do that...On that foundation we continued to build and build and build.  We got to about 500 billboards and my sister Jena got elected as State Representative...So we hired a General Manager at that point...things have transitioned a bit. Digital Billboards We had not done digital until the end of 2020.  We had some really good locations that needed to be converted...End of 2020 we built our first two signs.  We learned a lot from them.  And then in 2021 - last year- we put in 22. Whose automated platforms are you connected to. Vistar, Blip.  Blip to me is fascinating.  It's a very fascinating platform...Whether it's Blip or any of the other services that we use, it's like one ad or two ads for a day and they're paying you $20, or $50 or $100.  It's where our industry needs to go...It's found money.  It's money we never would have gotten.  I think about movie releases...it's reminder advertising... Whose signs We use Formetco.  Formetco has done a very good job for us.  They look nice and have been very reliable.  Formetco seems to know what they are doing...All of the nightmares I thought we would have...we haven't had. Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,240 subscribers who receive our daily stories for free by sending us your name and email using the form below. *FirstLastEmail *Submit Paid Advertisement

“Why NAYAX Is A Better Solution?” Harry Kozlovsky, Senior Director of Solution Sales, Nayax “Why not use Temp Agencies?” Tania Marler (FL), Business Development Manager, Graham Inc. Participants will learn why using temp agencies might help when facilities are short-staffed. “RSA June circular- What does it Mean?” Jesse Hartle (DC), Rehabilitation Services Administration “HR Compliance: Steps in Hiring and Firing Staff” Malena Otero (CA), Strategic HR Alliance This session focuses on Applications, interviews, employee handbook and expectations, and knowing how and when to fire an employee. “Discovering new products and services to enhance your sales” Scott Schwingler, Vistar; Webstaurant representative also Invited. This session highlights advantages of adding new types of products and services as well as new food products. Find out more at https://acb-events.pinecast.co This podcast is powered by Pinecast. Try Pinecast for free, forever, no credit card required. If you decide to upgrade, use coupon code r-af0929 for 40% off for 4 months, and support ACB Events.

Michael was co-founder of Invite Media, one of the first DSPs, sold to Google in 2010 and the basis for its DV360 platform; and the co-founder and CEO of Vistar, a DOOH solution providerMore

Michael was co-founder of Invite Media, one of the first DSPs, sold to Google in 2010 and the basis for its DV360 platform; and the co-founder and CEO of Vistar, a DOOH solution providerMore

On today's Billboard Insider podcast Adomni founder Jonathan Gudai talks about how out of home is recovering and what he thinks of the capital flowing into programmatic out of home. Here are the highlights. How is out of home recovering from covid? We feel like we are back right now.  We expected Q3 and Q4 to have the lions share…but we were surprised by Q2…there was a huge spike and audiences started to move earlier in Q2 than we had forecasted…there are certain venue types that are stronger: digital billboards rode out the wave in a lot more stable way than indoor.  But…people are going to restaurants and shopping malls and gyms.  With the return of audiences there is a return of dollars. Jonathan Gudai, Founder, Adomni The US out of home industry is $8 billion.  If out of home captures just 1% of the $200 billion digital ecosystem (search, online display, social media), US out of home grows by 25% That's right.  Out of home is $8 billion but only 30-40% is digital.  So let's call it a $2.5-3 billion market.  We see an opportunity to take it to $10 billion and do that in a five year time frame. Lots of capital is being raised by programmatic out of home platforms. I look at these different startups that are entering our space with energy and a desire to improve the experience of buying digital out of home and they have their own ideas and I was in those shoes 6 years ago…Any new entrants in the marketplace who want to enhance digital out of home…we should welcome.  Innovation can come from a lot of different places and oftentimes its from the outside. What do recent capital raises (Vistar/Lamar, OneScreen, Place Exchange) say about programmatic out of home. They're great signals that a media owner like Lamar which has great business intelligence and market intelligence is saying “this is a very important piece of the ecosystem – we need to support Vistar media…”. For Place Exchange I believe it was a venture backed investment so that's…having VC's say this is something that we believe has great growth potential…And OneScreen is an early stage…We see this as not only really good but necessary… Could we see an announcement from Adomni? Yes.  You probably will…This is a growth engine…the smart money is realizing that. Are you worried about privacy issues with Lamar investing in a sales platform used by its competitors? This isn't the first media owner whose made an investment in a technology or platform.  It won't be the last…There needs to be a level playing field…I think Lamar and the other media owners realize that the ecosystem needs multiple players…Lamar has been an incredible partner to Adomni and several of our competitors.  They were an early pioneer.  Even though they are the largest billboard company in the US they also act in many ways like a startup…I've found them to be honest with high integrity…I don't have any reason to believe that they would make some moves that would change that…We were not at all alarmed by the Vistar investment by Lamar... Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,240 subscribers who receive our daily stories for free by sending us your name and email using the form below. *FirstLastEmail *Submit Paid Advertisement  

On today's Billboard Insider podcast Adomni founder Jonathan Gudai talks about how out of home is recovering and what he thinks of the capital flowing into programmatic out of home. Here are the highlights. How is out of home recovering from covid? We feel like we are back right now.  We expected Q3 and Q4 to have the lions share…but we were surprised by Q2…there was a huge spike and audiences started to move earlier in Q2 than we had forecasted…there are certain venue types that are stronger: digital billboards rode out the wave in a lot more stable way than indoor.  But…people are going to restaurants and shopping malls and gyms.  With the return of audiences there is a return of dollars. Jonathan Gudai, Founder, Adomni The US out of home industry is $8 billion.  If out of home captures just 1% of the $200 billion digital ecosystem (search, online display, social media), US out of home grows by 25% That's right.  Out of home is $8 billion but only 30-40% is digital.  So let's call it a $2.5-3 billion market.  We see an opportunity to take it to $10 billion and do that in a five year time frame. Lots of capital is being raised by programmatic out of home platforms. I look at these different startups that are entering our space with energy and a desire to improve the experience of buying digital out of home and they have their own ideas and I was in those shoes 6 years ago…Any new entrants in the marketplace who want to enhance digital out of home…we should welcome.  Innovation can come from a lot of different places and oftentimes its from the outside. What do recent capital raises (Vistar/Lamar, OneScreen, Place Exchange) say about programmatic out of home. They're great signals that a media owner like Lamar which has great business intelligence and market intelligence is saying “this is a very important piece of the ecosystem – we need to support Vistar media…”. For Place Exchange I believe it was a venture backed investment so that's…having VC's say this is something that we believe has great growth potential…And OneScreen is an early stage…We see this as not only really good but necessary… Could we see an announcement from Adomni? Yes.  You probably will…This is a growth engine…the smart money is realizing that. Are you worried about privacy issues with Lamar investing in a sales platform used by its competitors? This isn't the first media owner whose made an investment in a technology or platform.  It won't be the last…There needs to be a level playing field…I think Lamar and the other media owners realize that the ecosystem needs multiple players…Lamar has been an incredible partner to Adomni and several of our competitors.  They were an early pioneer.  Even though they are the largest billboard company in the US they also act in many ways like a startup…I've found them to be honest with high integrity…I don't have any reason to believe that they would make some moves that would change that…We were not at all alarmed by the Vistar investment by Lamar... Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,116 subscribers who receive our daily stories for free by sending us your name and email using the form below. *FirstLastEmail *Submit Paid Advertisement  

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Advertising is hard - and a lot of companies, from startups to majors, have found out the expensive way that creating and running a screen network that's funded through booked ad spots is no walk in the park. There are lots of programmatic advertising options out there to make access to brand advertising easier for network operators, but a start-up called Screenverse is going down a different path - basically saying to a lot of companies that have screens: "You focus on what you're truly good at, and we'll take over the ad sales and management of your network." So in the same way that some solutions providers are the outsourced digital signage operating units for companies like QSR chains, Screenverse is doing the sales and related work for companies that happen to have a screen network as part of much larger businesses. A great example would be TouchTunes, which has 1,000s of digital jukeboxes in bars, with screens on them that support booked advertising. Screenverse now runs and sells the ad display side of the business, so TouchTunes can focus on what it is super-good at - music content curation, licensing and overall ops. The company was started by a couple of guys I have known for a long time in this industry - David Weinfeld and Adam Malone. While less than two years old, started just in time for a pandemic and nuclear winter for out of home advertising, Screenverse is making money and recently announced a quasi acquisition deal to bring on the sales experience and business ties of The Danaher Group, a boutique media sales run by Sue Danaher, who many industry people will know from her days running the DPAA. David and I go back to the days when we were consulting partners on The Preset Group. It was terrific to catch up, and get a better understanding of how his company fills what is a pretty obvious need in the market for companies that want to monetize the screens in their network, but struggle (or would struggle) trying to run ad sales and media operations within the walls of a company that otherwise knows very little about advertising. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David, thank you for joining me. It's been a while since we've caught up. The first thing I wanted to ask is what you've been up to? Cause we've known each other for more than a dozen years and you've done a few things lately and then got into starting Screenverse.  David Weinfeld: Yeah, absolutely. So prior to starting Screenverse, I had been working in different startups, largely in the digital, out-of-home, and digital signage space. Most immediately, I was at Vistar Media leading their global supply-side sales team, and that was an incredible experience, really being able to see across the whole of the landscape, building out their enterprise software business that included their ad server and player software and building that out and enterprise relationships with companies like Top Golf, RedBox, etc. But even as I was doing that and playing on a lot of the experience that I had in the industry, even dating back to our days at the Preset group, understanding that there continued to be this prevalence of networks that at their core weren't media businesses, and so they might've had thousands of screens in grocery or Walmart stores or in office buildings, but really weren't in a position to maximize the revenue that they could generate.  They were seeing success by connecting to an exchange like Vistar, but I just saw so much more potential in the way in which they could monetize those assets, and as I started seeing that, I really got the idea for this vision of the business, Screenverse, playing on my time, working with you at the Preset group, consulting to major display manufacturers like Samsung and LG and others, but then really looking at the networks that I most enjoyed working with were networks that were just entirely new to the media side of the business, and as you and I both know, and most people listening to the podcast, there are so many stories that we can tell of the digital out-of-home networks that have come and gone. The skeletons of past networks that otherwise you would've thought, there's a foundation for success here, and sometimes it's the expectation of, if you build it, they will come, and the advertiser is just going to knock on our door, and what I've since learned is that's obviously not the case, and programmatic, there does open that door to a degree and create some of that opportunity, but really Screenverses exist to really blast that door wide open on behalf of our network partners, and so when I left Vistar pre-COVID, it was with a very clear vision of the business that I wanted to start. I was lucky enough to found the business with another great industry professional in Adam Malone, a friend who I've known for over 10 years, and in doing so, we built up a company whose entire focus is on ad management and monetization for digital screen networks and really taking networks like Pursuant Health and there are 4,600 screens in Walmart stores nationwide. Our partners at Corner Media, Touch Tunes, Touch Source, Paramount, Smartify, Spin, and others, and really being able to best package and position their inventory, no matter however a brand or agency wants to transact against it, whether that be through a direct IO or by way of a programmatic channel. If you had to do your elevator pitch, the 25 words or less of what all that you do, what would you say?  David Weinfeld: Yeah, I would say that we turn our network operators' side business, which is bringing third-party advertising through their screens, to our main business. So that includes everything from ad operations, media packaging, CPM management, optimization of deal flow and management of their inventory, both through the direct and programmatic channels, in such a way that's going to maximize the revenue that they see from agencies, brands, and demand-side platforms. There are some analogous companies in the digital space. Some of those companies are Inc.'s 5,000 fastest-growing companies in 2019. There's a comany by the name of Freestar, who I really admire the way that they've grown and built their business.  Cafe Media, Adpushup, are all examples of companies that exist to really demystify for publishers and companies, how to maximize their revenue generation and take advantage of existing technology. So we're not trying to reinvent the wheel. We're most certainly not trying to be a supply-side platform. But our goal is to be the best possible service layer, leveraging technologies like a Vistar or Place Exchange and others, and being able to build lightweight technology on top of that, whose entire purpose is to realize greater revenue and greater efficiencies in the sales and ad management process.  So you've got companies who have screens associated with their business, for whatever reason, like during waiting rooms or in Touch Tunes that have digital jukeboxes that also have screens that you can sell ads on, but it's not their core business so effectively they can outsource all of that to you, to people who understand the game, understand the process and everything else, instead of trying to understand that internally and be a skunkworks and a business that spends 98% of its time on other matters, right? David Weinfeld: That's exactly right, and what I've seen historically is that it's very hard for those types of businesses to hire really strong and capable media salespeople, and for good reason, because they're not media businesses, and so they ultimately are challenged from the outset, whereas it's much better and actually a lot less costly and creates a lot more opportunity and potential against their inventory to bring in a company like Screenverse where that's our entire focus. I really like to think about companies and their capabilities. What can you be the best in the world? What is your superpower? Well, our superpower is monetizing digital screens in the physical world, and so if we have companies like Touch Tunes who are incredible in building out distributor relationships and building out the largest footprint of digital jukeboxes in the US and globally, or a company like Pursuant Health, who has kiosks in every single Walmart store nationwide for blood pressure, BMI assessments, and other major health assessments. That's what they're best at in the world, so let us manage the media business and the media side, and especially as programmatic becomes an increasingly important part of the digital out-of-home landscape, understanding the nuances of that channel and how best to navigate different SSPs and DSPs, agencies and the way in which they're transacting, whether direct or programmatic becomes really important. And it ensures that their inventory is getting in front of the right buyers and that they're seeing the greatest value from their inventory and by packaging partners together, we're able to create some really unique audience segments, such that, by itself, a network might not have the scale to get the attention of a major brand, like Starbucks or Unilever, but together complemented with other assets and other inventory, it tells a complete story. So a digital out-of-home network, in something like let's say waiting rooms or whatever, they could do direct sales themselves, but they're going to have to hire people to do that. They could get a rep shop, but they rep all kinds of things that might not even be digital, or they could think that they could just use programmatic, but the reality is programmatic isn't going to fill their inventory.  So you need to have this hybrid and you either do it internally, or you go to somebody like your company, right?  David Weinfeld: That's exactly right, and there are a lot of companies who really media or being ad supported is their core focus. So you have companies like Doctor's offices, patient points, or you have companies in gyms, Zoom media, right? Those are not our target partners because they already have in-house sales teams and the entire business is built on how do I monetize those assets? But we really look at companies that otherwise might be in similar environments.  So we have a partner in a company called Touch Source that is one of the largest providers of office building directories and screens and major healthcare offices to the tune of 10,000 screens nationwide, whose superpower is building out these great solutions and interactive experiences and managing tenant databases and directory user experiences, but there is an advertising opportunity there, and one that in order for them to hire an in-house sales team and think through all the nuances of how they marry that against their existing business, is we formed a partnership with Touch Source, such that we can really manage and own that and act as a consultative partner, and we certainly work together to strategically think about which screens within their overall portfolio of 10,000 make the most sense to bring third-party advertising to, and we're not recommending or saying that, “Hey, our expectation is to light up advertising on all 10,000” but we are in the process and we're at a hundred buildings today, but our expectation is to be in the not too distant future at a thousand buildings, where you're talking about is a network that has multi-million dollar media sales potential in a post-COVID environment, and one that otherwise would have struggled to access those dollars, even by just connecting to programmatic pipes like a Vistar Media or Place Exchange.  You still need people, even though it's technology-based and there are automated workflows, you still need people to manage these systems and there are still relationships at the core of the transactions that happen, and so that's really what we say, there's an opportunity to connect to an exchange and gather low-level dollars but you understand CPM, you understand the dynamics of the demand and supply within the ecosystem and what the competitive landscape looks like, and all of a sudden we became not just a cost center to our business, but we realized success in partnership with our network operators, such that it hopefully is an easy decision for them to work with us.  Yeah, it's been interesting to listen to this because I admittedly didn't fully understand what Screenverse did, but now I do, and one of the reasons I understand it is I've lived it. Years and years ago, I started a network in the pedestrian corridor system underneath downtown Toronto. There's like miles and miles of walkways with retail down there and everything, and hundreds of thousands of people. Great media environment, in a lot of ways, but this is 2003-2004, and people didn't get it. So I needed professional salespeople to do that for me, and I tried doing partnerships with companies who were already digital out-of-home, and while they understood the pattern and everything else, they just weren't fully invested in it because they had their own product to sell, and at the end of a meeting, they went, “Oh, by the way, we have this thing too. I'm not quite sure what it is, but are you interested? No? Okay. Bye.”  It just didn't work. You need somebody who's focused.  David Weinfeld: Absolutely. It's really where opportunity meets execution. And the understanding and we're entering an environment and thanks to programmatic, and I really, especially the more time that I've spent on the demand side, I have a much greater appreciation for the work that Michael Provenzano and the earliest employees at Vistar did, and frankly, building out the programmatic market. But now that they have, and now that it's much more robust and it's still in its early innings, there is an opportunity for networks like that to get access to dollars that they otherwise would have been challenged to, but to do it entirely on your own and not understand the advanced capabilities or options that are available to you, it is essentially leaving dollars on the table and programmatic is all about minimizing loss and maximizing gain, and so if you can be in a position where you can bring in the right partner, and again, we're a partner. We don't physically own any screens. We haven't invested capital in building out screens. So we don't have any interests that could otherwise be muddied by bringing on additional networks. We curate the partners that we work with. We say more “No” than we do “Yes”, and it's really important that we think about how they fit within our portfolio, not just in the near term, but in the longterm and how our sales team, frankly, can be successful on their behalf because the last thing I would ever want to do is set unrealistic expectations, which I think can very easily happen, not just in this industry, but really any media space of well, I have this many millions of impressions that equates to this media value so I should generate a million dollars a month and that's nice on paper, and it's nice when you build out projections, but the reality tells a very different story. And one of the things that, myself, Adam, our team prides herself on as being very open and transparent with our partners and setting very clear expectations of this is what we believe your network is worth, this is what we believe that we can deliver in terms of value. Our hopes far exceed those numbers, but we also don't want to go into a relationship where the numbers far outweigh what we think the market can bear. We do have very high hopes, or as optimistic as I think anyone in this space around where digital out-of-home can grow and what it can become in the media mix. But the reality is that programmatic is still a small part of digital out-of-home spending, it's around 5-6% of our overall spending, and thanks to COVID in industry and out-of-home in the US that was approaching $9 billion, got knocked down to between $6-7 billion and is fighting its way back. But I've long believed that in order to unlock the greater demand and revenue that should be coming into out-of-home in general, it's going to be by way of digital buyers. It's going to be by way of buyers who understand that, layering in contextually relevant digital playspace like with a partner of ours, the bulletin who was in a high rise, residential apartment buildings in major cities in the US, layering that with targeted campaigns, it's hard to beat for a D2C brand like a GoPro or Hell Fresh, or Uber eats, but right now they're not really thinking about that within their total strategy. That of course incorporates Facebook and Google and Instagram and connected TV, and so if we can get any access to those budgets, we should become a much more important, incredible part of the total media landscape. Is there a distinction between endemic and non-endemic advertising at this point or is it all just like data flags?  David Weinfeld: We really think about it on a network by network and kind of category of venues standpoint. So with the network, like Touch Tunes and, by way of our acquisition of the Danaher group and bringing on incredible talent in the form of Susan Danaher, former DPAA President, CRO at Ad Space (now Lightbox), SVP at Viacom, Victor Germaine, who was a VP at Screen Vision and major sales leader at GSTV and bringing those individuals into our business, but their specialization and where they really focus their energy were on vice categories naturally like beer and alcohol, who were endemic brands through the bar and restaurant category, just as much as you might say for an office building network. That would be B2B financial services or a retail-based network. Endemic brands are much more CPG-focused, but we do see also across all categories because we see a lot of otherwise non-endemic spend from insurance companies and others that you might not immediately connect with a bar and restaurant environment, but who make a ton of sense, just the nature of the audience.  So it really depends upon the brand and agency and what their objectives are. If their objective is to really be where the product is sold, well that's why we do a lot of business with Anheuser-Busch and Heineken. But if you're also thinking about a brand that has a relationship by category adjacency, or just reaching that audience. So think about any of the brands like Uber, Lyft advertising in a bar or restaurant, or a brand like a USAA advertising in a Walmart location, the product itself isn't sold there, but certainly, the constituency that they're looking to reach, that they target by way of other channels are very present in those environments, and so we have a mix, but it really speaks to how we position different networks, and the reality is when you undertake a business like Screenverse, you end up having networks across a variety of categories. It's our responsibility and job then to figure out how best to package and curate that, not just for ourselves, but for the market et all.  So we're not just going to an agency and presenting a disparate menu of offerings but we understand their client mix. We understand the way in which they buy and what their objective is. So we might just say, “Hey, for the types of brands that you represent, and the fact that you're looking to reach a millennial audience, then you're best suited reaching them in bars and restaurants or reaching them in high rise apartment buildings in cities like Chicago, New York, and DC” versus a brand like USAA, that's looking to reach a much broader population across the entire country, and that's where you start pushing them into inventory, like in Walmarts or grocery stores or convenience stores where they can segment potentially against an older demographic or certainly a broader segment of the overall population. So if I did a spreadsheet exercise of costs of taking ad sales and media operations, in-house versus outsourcing to Screenverse, how is that going to look?  Is it going to be more costly to do it internally or more costly to do it through you guys?  David Weinfeld: Yeah, so we actually, in many cases do this modeling with our partners and it's definitely more costly internally to make that happen. But the other aspect is even if the model shows that it might be less costly, by way of, “if I hire three people, I can build up this sales organization”, you have to look at it and say, what is the success you're going to yield? And that to me is even more important than just doing your cost exercise and saying, all right, I'm going to need two senior sellers and an ad operations person to build up any type of sales business unit, but that alone isn't really going to be successful and do those individual sellers. It's not an easy thing to find people that know the digital out-of-home space and know how best to navigate out-of-home agencies and digital agencies, and are they going to be equipped to really tell a story that's large enough to get your network noticed, but that's also why we look to have our model based on success, such that we're not a hard and fast cost against the business at the outset, but we see success when our partnerships see success. So ours is really a percentage of revenue-based model, such that it's not, you need to make this large upfront investment. We actually believe as much as you do in the potential of this, and we're going to invest a lot of time and energy upfront to get our team trained upon the inventory, to package the inventory, to leverage our relationships across the industry to tell your story and activate you on programmatic platforms if you haven't done so, help you build out those integrations, if you don't yet have them. And so there's a lot of nuances in that, but I would look really to what's the totality of success that a network could realize trying to go it on their own versus trying to partner with a company like Screenverse, and what we found with a lot of those partners is it becomes a very large challenge to try to do it on their own. And I give everyone the absolute best of lock-in and I support any network that wants to build out their own sales team and thinks that if it's core to your business and you can be the best in the world at selling your inventory, then you absolutely should be the ones to do it. But if it's something you're trying to do on the side, and it's really not part of your brand value, it's not part of your overall culture, overall story, I've seen that very hard and it feels like an extra appendage that doesn't necessarily fit within a company. What we can do is say, we're going to be here and consult you. You don't need to worry about becoming experts in this because guess what? We're thinking about this day in and day out, hour after hour, and we're going to meet with you regularly. We're going to provide you with updates. We're going to demystify the industry in a way that I'm hopeful that, even if we have a network relationship where after two or three years they go, you know what, you've helped us so much, we've actually now had the confidence and belief that we can do this in house, I still see that as a successful outcome because we delivered on the promise of helping them grow their business. I, of course, would love to be with our partners for 10+ years and really build out the highest level of success. But if they decide to bring that in-house, after we've helped them level up their understanding and connections with them, that's successful.  Yeah. Everything you said is so spot on and I wanted to say something about cultural fit and you did, just cause I have seen that as well, where you see a media operation bolted onto the side of a very traditional company and I've watched it play out and it almost never works just because, as one person described it, we're the land of misfit toys, you just don't fit!  David Weinfeld: What's funny too, and I look at it this way and I wake up every day energized by trying to change this mindset. But even if you look at out-of-home overall, so out-of-home is a marginalized part of the media industry. Overall, it really occupies sub 5% of total media spend. When you look across all channels, then within out-of-home, digital out-of-home is the minority of revenue. That's certainly changing and shifting in the US and other parts of the world. But then within digital out-of-home, digital place-based, this is very much the marginalized aspect then is looked at as a subcategory, knowing that digital billboards take up a lion's share of dollars. And so I wake up every single day excited because I'm in the area that is that diamond in the rough that has the greatest potential that is maybe being undervalued and underutilized, but it's growing, and it's in an area that I do believe in its efficacy and value, and there are so many studies and so many data points that I know you've read, and the readers of your blog that you published, that people have talked about on this podcast of the efficacy of marrying digital out-of-home with mobile, with social, with connected TV. I just believe in my heart of hearts and I know it's taken longer in many cases than a lot of people have expected. But I so directly believe that once more people start seeing those studies and realizing the results for themselves and leading into space and thanks to programmatic and DSPs, like the Tradedesk and Verizon media and EMOBI and Adelphic and others leaning in and ushering those digital buyers that have access to larger budgets into our space. That's really what's going to drive a sea change and that's what I wake up each and every day, knowing, we're nowhere near where we need to be or where we can be even as a company or as an industry overall. But boy, if I can be part in any way, shape, or form of ushering that forward for my team, my partners, the industry overall, that's what drives me because I look at it as if we can bring more revenue to our company that otherwise looked at advertising as this headache, or this is a tough thing to manage.  But all of a sudden, by working with us, they're seeing seven figures of revenue and they're much confident with understanding, right? It can be hard when you look at programmatic and you see peaks and valleys of revenue and disparate spending come through, and it can be very confusing. But once you have someone that can walk you through the dynamics of how people are going in and spending and how we build deeper relationships with them and what's happening indirectly. Now all of a sudden you're part of a business that, maybe you're not driving the car, but you're a much more confident passenger. And when you're a much more competent passenger, the great news there is you're much more willing to then make investments and build out your network and build out your infrastructure, and ultimately that benefits the networks, it benefits the advertisers, it benefits the SSPs. It benefits the DSPs. And that's what really drove me to start this business and why, when I was at a company in this space, like Vistar that was innovating and driving change and was very successful, that I just felt this push, that there was an opportunity for someone with my background and experience and with Adam and now bringing on Susan Danaher and Victor Germaine and our larger team and the expertise that each of them brings to the table, we have the opportunity to really build a company that has staying power that can ultimately bring an enormous amount of value and also create some efficiencies for SSPs or create efficiencies for networks that they otherwise might have been challenged to find on their own.  Are you bootstrapped?  David Weinfeld: So we've raised a small friends and family pre-seed round of just around $400,000, but actually we'd been profitable in 2020. We officially incorporated the business at the end of April 2020. We were profitable in 2020, we're profitable today and, we're thinking about it what does raising funding against this business look like? And we look at it, not as a requirement, but as a mechanism to accelerate growth. You know the most important pillars of our business are great people and great network partners.  So the deal you did with Danaher Group, it's probably more like a joint venture sort of thing in a lot of ways? Because obviously, you couldn't buy them out in the traditional sense of a private equity deal or something.  David Weinfeld: Yeah. So I would definitely categorize it as more of an acquihire, and so really being able to bring those individuals in-house. Thanks to our growth and thanks to the revenue that we build, our equity has value. So there are definitely mechanisms within our partnership that involve that, and so that the Danaher group team that's now joined with Screenverse can participate in the success and growth, and that's really ultimately how we were able to put that together, and it was on the back of getting to know Sue for many years in this industry and really aligning on the vision. I had such admiration for the business she had built at the Danaher group and the importance of the relationship that she and Victor and their operations lead, Taylor had with touch tunes so much so that they were truly an extension of that company, and I said that's so much in line with the vision that we have for the partnerships that we form on the supply side at Screenverse, and we would love to bring your leadership, your knowledge, your experience into our business, and oh, by the way, we get an incredible network in the form of Touch Tunes, and we can just have that part of our overall growth and at a time where bars and restaurants have been challenged in light of COVID. But now that we're starting to come out and restrictions have all but been eased across the entire US, Los Angeles and California were the final metropolitan areas that had any restrictions on bars that have since been lifted and really say, “Hey, bars and restaurants are hopping right now”, and so if I'm going to double down on any piece of inventory, it's going to be in that segment. And if I'm going to double down on talent, it's going to be with people like Sue Danna, her Victor Germaine, and Taylor, and that team and their knowledge and so much of what they bring into our business is fueling growth, not just against Touch Tunes, but against all of our partners, and as we bring on additional sales directors, as we bring on additional operations, team members, it's really all geared toward how do we maximize success for the network partners that we work with and how do we ultimately build campaigns that are going to drive tangible results for those brands, such that they continue to invest, not just in us, but in digital out-of-home and digital place-based in general All right, David, that was terrific. We could have talked a lot longer, but I'm afraid we gotta wrap this up. Great to catch up with you.  David Weinfeld: Yeah, it was absolutely great to catch up with you, Dave. You're someone who I have absolutely, in the past, love working with, who I have such great respect for in this industry. Thank you for having me on the podcast and really look forward to being able to continue having these conversations and sharing the growth story of Screenverse with you and your audience.

Taking a look at the digital out of home space with Vistar Media. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Taking a look at the digital out of home space with Vistar Media.

Taking a look at the digital out of home space with Vistar Media.

Out-of-home advertising conjures images of billboards dotting the highway, but digital enablement is not only energizing billboards, it’s altering the entire out-of-home landscape, including in-store screens, audio and signage. Leslie Lee, vice president of marketing for Vistar Media and Shelly Murphy, principal with IRI’s Media Center of Excellence, share measurable strategies for retailers and brands to connect with consumers.

Today's podcast guest is Russell Abdullah, Head of Strategy and Planning -Display Division at Samsung Electronics America says that Samsung got interested in digital out of home when it saw how out of home advertising boosted store visits.  Here are the highlights from Russell's interview. Review Samsung's history with out of home. Russell Abdullah, Head of Strategy and Planning, Display Division, Samsung Electronics America Samsung is the #6 most recognized brand in the world…The way specifically Samsung got involved with the out of home space…was during the Galaxy S9 launch when they actually started to adopt that ad delivery protocol.  And what they had noticed from an ad and marketing perspective was that by implementing programmatic advertising digital out of home they saw an 8% life in consideration, a 6% lift in purchasing intent but most importantly a 15% lift in in-store visits…we saw a 15% lift in in-store visits by just putting a billboard or a kiosk signage in the right place serving the ad at the right time.  15% is a big deal for us….If you think about the new phones, the Galaxy S20, it's been a bit of time since we took our first foray as a media buyer.  And so over the course of the last 3-4 years we've started to think about the value proposition that we can have to our end customers on the display side…out of home LED or indoor LFD or hybrids…and we wanted to start considering how can we increase the value proposition in a very crowded marketplace… What trends are you seeing in the out of home industry? The biggest trend we are starting to see is the digitization of billboards…what you've seen is…roughly a 38% increase from 6,400 to 8,800 between 2016 and 2019 while at the same time you saw a 7% decrease in the number of billboards. What trends are you seeing in programmatic out of home? We're seeing the same trends in digital out of home that we've seen in some of the more traditional ad platforms that I grew up in.  If you look back about a decade ago, most of your desktop web display was…ad agency contacts the publisher, an ad is agreed upon and it's set.  It's a specific buy each time an ad campaign needs to run…Fast forward about 10 years and now programmatic serve 84% of every ad you see on your desktop.  Mobile followed…and now 60% of every mobile ad you see is served through programmatic.  Same with video, primarily youtube…all that's done through programmatic…Now digital out of home is probably a little further behind…the out of home market is $1.2 billion…if you look at the potential for the digital out of home market you're looking at a $42 billion industry…we're only in early days here. What is Samsung doing to help out of home companies take advantage of programmatic advertising?  So we have arguably the largest commercial signage footprint, at least in the US…we have the opportunity for our expansive end customer base to start realizing this opportunity… Samsung is partnering with Vistar Media. We went through a fairly exhaustive…selection process and we arrived at a company called Vistar Media…I'm partnering with them to build a native solution within our content management system, our delivery system, magic info, to be able to open up all end users to the programmatic ecosystem.  We went live with the integration in March…Most recently we've started putting really earnest development on the Prismview part of the solution If I buy a new Samsung Prismview digital sign does it have a pipe installed into Vistar? Magic info and Vistar's partnership is alive and working….I think what we have with the Prismview solution is the ability to reach a broader market...the opportunity to access the advertising dollars is now being realized by the...smallest player. Impact of privacy measures on out of home.  I think there's less of an impact…Privacy is super important…What these privacy laws are really focused on is exposing our PII,

Today's podcast guest is Russell Abdullah, Head of Strategy and Planning -Display Division at Samsung Electronics America says that Samsung got interested in digital out of home when it saw how out of home advertising boosted store visits.  Here are the highlights from Russell's interview. Review Samsung's history with out of home. Russell Abdullah, Head of Strategy and Planning, Display Division, Samsung Electronics America Samsung is the #6 most recognized brand in the world…The way specifically Samsung got involved with the out of home space…was during the Galaxy S9 launch when they actually started to adopt that ad delivery protocol.  And what they had noticed from an ad and marketing perspective was that by implementing programmatic advertising digital out of home they saw an 8% life in consideration, a 6% lift in purchasing intent but most importantly a 15% lift in in-store visits…we saw a 15% lift in in-store visits by just putting a billboard or a kiosk signage in the right place serving the ad at the right time.  15% is a big deal for us….If you think about the new phones, the Galaxy S20, it's been a bit of time since we took our first foray as a media buyer.  And so over the course of the last 3-4 years we've started to think about the value proposition that we can have to our end customers on the display side…out of home LED or indoor LFD or hybrids…and we wanted to start considering how can we increase the value proposition in a very crowded marketplace… What trends are you seeing in the out of home industry? The biggest trend we are starting to see is the digitization of billboards…what you've seen is…roughly a 38% increase from 6,400 to 8,800 between 2016 and 2019 while at the same time you saw a 7% decrease in the number of billboards. What trends are you seeing in programmatic out of home? We're seeing the same trends in digital out of home that we've seen in some of the more traditional ad platforms that I grew up in.  If you look back about a decade ago, most of your desktop web display was…ad agency contacts the publisher, an ad is agreed upon and it's set.  It's a specific buy each time an ad campaign needs to run…Fast forward about 10 years and now programmatic serve 84% of every ad you see on your desktop.  Mobile followed…and now 60% of every mobile ad you see is served through programmatic.  Same with video, primarily youtube…all that's done through programmatic…Now digital out of home is probably a little further behind…the out of home market is $1.2 billion…if you look at the potential for the digital out of home market you're looking at a $42 billion industry…we're only in early days here. What is Samsung doing to help out of home companies take advantage of programmatic advertising?  So we have arguably the largest commercial signage footprint, at least in the US…we have the opportunity for our expansive end customer base to start realizing this opportunity… Samsung is partnering with Vistar Media. We went through a fairly exhaustive…selection process and we arrived at a company called Vistar Media…I'm partnering with them to build a native solution within our content management system, our delivery system, magic info, to be able to open up all end users to the programmatic ecosystem.  We went live with the integration in March…Most recently we've started putting really earnest development on the Prismview part of the solution If I buy a new Samsung Prismview digital sign does it have a pipe installed into Vistar? Magic info and Vistar's partnership is alive and working….I think what we have with the Prismview solution is the ability to reach a broader market...the opportunity to access the advertising dollars is now being realized by the...smallest player. Impact of privacy measures on out of home.  I think there's less of an impact…Privacy is super important…What these privacy laws are really focused on is exposing our PII,

Today's podcast guest is Ian Dallimore, sneakerhead, father of triplets and VP of Digital Growth at Lamar Advertising.  Ian is excited about the future of out of home. Here are the highlights. Ian Dallimore, Director of Digitial Media Growth, Lamar Advertising How have improved data tools helped Lamar communicate with clients during the covid crisis. Lamar has a large sales force.  We have over 1,000 sales reps across the US.  So obviously data has played a huge role…One of the tools we've been able to use was Geopath and it's daily mobility tool.  The ability to share this at the local level and up to our national clients – that was key for us…It helps us compare daily miles traveled in every CBSA across the us compared to the previous year…Over the last few weeks we've seen an increase across all 50 states compared to the previous week... Brands and advertisers, they believe in the data and they're not cancelling contracts and fleeing for other media…it's a testament that people believe in the medium… The automated sales platforms have been hit very hard by the covid-19 crisis. The benefits of programmatic are also it's weaknesses…Clients have the ability to pause campaigns with no contractual obligation…I don't look as this as a negative…I think the ability to pause and unpause campaigns are very hard to come by in the media world…We're beginning to see shifts in funds…as cities and states come into phase one…we're seeing increased activity....We've had some pretty significant campaigns that were playing right until Covid.  And it's not a cancel…Remax – we just had our campaign paused.  Let's wait until we're in phase two and then unpause… Lamar's programmatic partners. I don't expect us to change our focus with programmatic and out partners…We enjoy our partnerships with Vistar, Hivestack, Place Exchange and Broadsign. What is hyperlocal messaging and why is it important?. This is one of the many positives that we can take away from Covid 19.  Customers are more hyper-local than they ever have been.  They want to help their local restaurants.  They want to build back their neighborhoods first…In Baton Rouge where I live we have our restaurants that we hit up.  We have our small boutiques…I think we'll see more national brands focused on local markets with their creative efforts.  For example in south Louisiana you may see a Walmart or a Target ad now promoting…Ponchatoula strawberries or Anheuser-Busch promoting products that are only available in certain markets or certain pubs… What would you change about agency out of home buying? More transparency and access to the brands they represent.  And what I mean by that is more access to the briefs and more collaboration with the agency to go present side by side why out of home…I think that's so powerful…There are some agencies that do this today.  And they're amazing.  They're true partners.  I wish more did this.  We have to move away from the spreadsheet world of transactions…out of home is so much more than a location on a map and a rate… One of the other things that I'm excited about is a handful of…these out of home specialist agencies are…moving more towards automation in the RFP process.  They're building out dashboards…That frees up these agency planners and buyers from the day to day spreadsheet world to selling…now we can talk about the technology, now we can talk about the creativity of our medium… I honestly think that we've going to find ourselves higher up in the conversations at the holding companies especially coming out of this covid 19, because there's going to be pent up demand, people are going to want to be out and about….I'm excited about the near future and future for our of home.  It's almost like a great reset for us. Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,240 subscribers who receive our daily stories for free by sending ...

Today's podcast guest is Ian Dallimore, sneakerhead, father of triplets and VP of Digital Growth at Lamar Advertising.  Ian is excited about the future of out of home. Here are the highlights. Ian Dallimore, Director of Digitial Media Growth, Lamar Advertising How have improved data tools helped Lamar communicate with clients during the covid crisis. Lamar has a large sales force.  We have over 1,000 sales reps across the US.  So obviously data has played a huge role…One of the tools we've been able to use was Geopath and it's daily mobility tool.  The ability to share this at the local level and up to our national clients – that was key for us…It helps us compare daily miles traveled in every CBSA across the us compared to the previous year…Over the last few weeks we've seen an increase across all 50 states compared to the previous week... Brands and advertisers, they believe in the data and they're not cancelling contracts and fleeing for other media…it's a testament that people believe in the medium… The automated sales platforms have been hit very hard by the covid-19 crisis. The benefits of programmatic are also it's weaknesses…Clients have the ability to pause campaigns with no contractual obligation…I don't look as this as a negative…I think the ability to pause and unpause campaigns are very hard to come by in the media world…We're beginning to see shifts in funds…as cities and states come into phase one…we're seeing increased activity....We've had some pretty significant campaigns that were playing right until Covid.  And it's not a cancel…Remax – we just had our campaign paused.  Let's wait until we're in phase two and then unpause… Lamar's programmatic partners. I don't expect us to change our focus with programmatic and out partners…We enjoy our partnerships with Vistar, Hivestack, Place Exchange and Broadsign. What is hyperlocal messaging and why is it important?. This is one of the many positives that we can take away from Covid 19.  Customers are more hyper-local than they ever have been.  They want to help their local restaurants.  They want to build back their neighborhoods first…In Baton Rouge where I live we have our restaurants that we hit up.  We have our small boutiques…I think we'll see more national brands focused on local markets with their creative efforts.  For example in south Louisiana you may see a Walmart or a Target ad now promoting…Ponchatoula strawberries or Anheuser-Busch promoting products that are only available in certain markets or certain pubs… What would you change about agency out of home buying? More transparency and access to the brands they represent.  And what I mean by that is more access to the briefs and more collaboration with the agency to go present side by side why out of home…I think that's so powerful…There are some agencies that do this today.  And they're amazing.  They're true partners.  I wish more did this.  We have to move away from the spreadsheet world of transactions…out of home is so much more than a location on a map and a rate… One of the other things that I'm excited about is a handful of…these out of home specialist agencies are…moving more towards automation in the RFP process.  They're building out dashboards…That frees up these agency planners and buyers from the day to day spreadsheet world to selling…now we can talk about the technology, now we can talk about the creativity of our medium… I honestly think that we've going to find ourselves higher up in the conversations at the holding companies especially coming out of this covid 19, because there's going to be pent up demand, people are going to want to be out and about….I'm excited about the near future and future for our of home.  It's almost like a great reset for us. Please enable JavaScript in your browser to complete this form.Never miss a Billboard Insider article. Join 3,116 subscribers who receive our daily stories for free by sending ...

Vistar is a non-profit educational organization founded in 1994 by Dr. Ron Friedman and Victoria Friedman. Vistar is dedicated to the power and potential of Collective Consciousness for collective awakening, co-creation and conscious communication. Ron and Victoria offer teleconferences and workshops on The Vistar Method, a conscious structured meeting process, Vistar Awakening Circles and Co- Creative large and small-scale innovative events that inspire and involve people and focus on connectivity and enlightened culture. http://www.vistarfoundation.org/

Programmatic media buying and selling for the digital out of home marketplace has been going on for many years now, and grown a lot more sophisticated, and a lot more used. Just as the digital OOH business has matured and expanded in the last few years, so have some of the key players - notably New York City-based Vistar Media, which has been at it now for eight years and is seeing crazy-good growth these days.  I spoke with co-founder Michael Provenzano about the online roots of his business, and how he took much of the same approach into a medium and supporting tech business that was, at the start, kind of all over the place.  We had a great chat talking about what Vistar does, why it built its own CMS, the role these days of data, and whether programmatic is the answer for media-based digital signage networks, or maybe just PART of the answer. Subscribe to this podcast: iTunes * Google Play * RSS  

Miércoles 12 Junio 2019 Palabra Viva Cosmos Chihuahua, Chih. México.

This week's Billboard Insider podcast features Lamar Advertising's Director of Digital Growth Ian Dallimore.  Ian talks about what needs to happen for programmatic buying to increase, how an out of home company can effectively use social media and a not-to-be-missed session at next week's OAAA 2019 show. Here are some excerpts from the 25 minute interview. Lamar CEO Sean Reilly thinks programmatic can contribute $8-10 million to revenues this year.  What has to happen for the programmatic buy to increase? Ian Dallimore, Director of Digitial Growth, Lamar Advertising Think about booking air travel years ago.  You started with a travel agent.  Then you had the likes of Obitz and other platforms.  Now you just go to delta.com.  That's where we're building towards…And we also put a heavy focus that we're not cannibalizing out of home budgets…We want to go after digital agencies that are buying mobile and online and search and we're complementing the existing purchases which are being made by our friends at the out of home agencies. The other thing that has to happen is there needs to be education of the out of home medium… Have we seen some 7 figure programmatic buys? We have…The perception that the industry has about programmatic is that its fake, it's really just automation.  We're truly living in a world where digital agencies are spending these six and seven figure campaigns and they're using real time bidding and real time data to show and play on out of home just as they do on the mobile device…The other misconception is that these buys are only being done top 5 DMA level.  As most of your listeners know Lamar goes deep into 200 DMAs.  We're seeing a ton of buys in the 100+ DMA's because the data shows that these are…the locations that index highest towards a specific plan… Lamar seems to be more willing to use programmatic out of home vendors than Outfront or Clear Channel.  How can an out of home company use vendors productively when developing automated out of home buying. Seven years ago Lamar became the first large out of home company to partner with a programmatic company…Vistar and Vistar is still a partner today.  The important thing is that it allowed us to learn a lot…we continue to to that today with our other partners Place Exchange, Hivestack and Broadsign/Reach…Today we take the approach that we have multiple partners and rather than building out our own platform we allow the sales reps at a lot of these great SSP (“Supply side providers”)…to be the expert at selling the medium.  We come in along side them at the media vendor days. How can an out of home company effectively use social media? Locally and nationally we're streaming live tweets to billboards. We've had a really cool campaign running with Cheetos where we're streaming live tweets in real time about people interacting.  The ability to continue the conversation with social media is important… My other favorite one is the use of Instagram.  Instagram is the social out of home…For digital out of home it's very simple, just like twitter.  You can have a specific promotion, whether it be coke and share a coke and you take a picture of yourself sharing a coke with a friend, streaming that live to the board…our friends at Colossal the hand paint company – I think that the way that they're doing it is phenomenal.  This is an old school classic company that's hand painting and they have so many of their campaigns that just go viral because people in New York are like, “this is a really cool paint job”… If you could communicate one thing to out of home clients and ad agencies what would it be. Our medium has the ability to tell a story every day.  And now even every minute of the day.  So brands are able to be more impactful…We're the only medium that can talk to consumers at a relevant real time, with creative.  Some recent research has shown that when digital out of home campaigns use dynamic creative i...

This week's Billboard Insider podcast features Lamar Advertising's Director of Digital Growth Ian Dallimore.  Ian talks about what needs to happen for programmatic buying to increase, how an out of home company can effectively use social media and a not-to-be-missed session at next week's OAAA 2019 show. Here are some excerpts from the 25 minute interview. Lamar CEO Sean Reilly thinks programmatic can contribute $8-10 million to revenues this year.  What has to happen for the programmatic buy to increase? Ian Dallimore, Director of Digitial Growth, Lamar Advertising Think about booking air travel years ago.  You started with a travel agent.  Then you had the likes of Obitz and other platforms.  Now you just go to delta.com.  That's where we're building towards…And we also put a heavy focus that we're not cannibalizing out of home budgets…We want to go after digital agencies that are buying mobile and online and search and we're complementing the existing purchases which are being made by our friends at the out of home agencies. The other thing that has to happen is there needs to be education of the out of home medium… Have we seen some 7 figure programmatic buys? We have…The perception that the industry has about programmatic is that its fake, it's really just automation.  We're truly living in a world where digital agencies are spending these six and seven figure campaigns and they're using real time bidding and real time data to show and play on out of home just as they do on the mobile device…The other misconception is that these buys are only being done top 5 DMA level.  As most of your listeners know Lamar goes deep into 200 DMAs.  We're seeing a ton of buys in the 100+ DMA's because the data shows that these are…the locations that index highest towards a specific plan… Lamar seems to be more willing to use programmatic out of home vendors than Outfront or Clear Channel.  How can an out of home company use vendors productively when developing automated out of home buying. Seven years ago Lamar became the first large out of home company to partner with a programmatic company…Vistar and Vistar is still a partner today.  The important thing is that it allowed us to learn a lot…we continue to to that today with our other partners Place Exchange, Hivestack and Broadsign/Reach…Today we take the approach that we have multiple partners and rather than building out our own platform we allow the sales reps at a lot of these great SSP (“Supply side providers”)…to be the expert at selling the medium.  We come in along side them at the media vendor days. How can an out of home company effectively use social media? Locally and nationally we're streaming live tweets to billboards. We've had a really cool campaign running with Cheetos where we're streaming live tweets in real time about people interacting.  The ability to continue the conversation with social media is important… My other favorite one is the use of Instagram.  Instagram is the social out of home…For digital out of home it's very simple, just like twitter.  You can have a specific promotion, whether it be coke and share a coke and you take a picture of yourself sharing a coke with a friend, streaming that live to the board…our friends at Colossal the hand paint company – I think that the way that they're doing it is phenomenal.  This is an old school classic company that's hand painting and they have so many of their campaigns that just go viral because people in New York are like, “this is a really cool paint job”… If you could communicate one thing to out of home clients and ad agencies what would it be. Our medium has the ability to tell a story every day.  And now even every minute of the day.  So brands are able to be more impactful…We're the only medium that can talk to consumers at a relevant real time, with creative.  Some recent research has shown that when digital out of home campaigns use dynamic creative i...

In rolling out the Samsung Galaxy S9, the Samsung team looked to Vistar Media for a Digital Out-of-Home (DOOH) campaign that would target large groups. Vistar utilized its software and Samsung's data to drive the Galaxy S9 campaign to a 15% lift in store visits within targeted areas across the U.S. During the campaign, Vistar was able to take advantage of kiosks, billboards and other digital signage conveniently placed around those metropolitan areas.  On this episode, Vistar Media’s VP of Sales Lucy Markowitz and Director of Publisher Solutions Eric Lamb join us to share how they’ve strategically produced this Gold APEX Award-winning Digital Signage Story. For more case study information on this project, click here.

In this episode of DMN One on One, we dive into location data, DOOH, and navigating advertising real estate with Michael Provenzano, CEO and co-founder of Vistar Media. Provenzano founded Vistar in 2012, with the goal of bringing out-of-home advertising into the programmatic age, and making it easier for out-of-home media owners to compete for ad dollars on digital channels.

Like most things in Cuba, the Internet is complicated. While only a tiny percentage of homes have WiFi, nearly a third of Cubans went online in 2016, and the growing private sector is increasingly digital. While the previous administration opened up relations with Cuba in 2014, President Trump announced a rollback of some of those reforms in a speech in Miami last month. How will the potential changes affect Cuba’s digital future? Evan is joined by Celia Mendoza, founder of Concierge Havana, a travel agency geared toward American visitors to Cuba; Robin Pedraja, founder of Vistar, a magazine focused on culture and entertainment and the first independent media outlet in Cuba; and Michael Maisel, Director of External Affairs at Engage Cuba.

Ron Friedman, MD, and Victoria Friedman are visionaries, pioneers and teachers in the field of Collective Consciousness and Co-Founders of Vistar Foundation, a non-profit organization dedicated to exploring the Power and Potential of Collective Intelligence. Ron, a Pathologist, and Victoria, a Ceramic Artist, developed the evolutionary Vistar Method ™, a structured meeting format for collective awakening, co-creativity and conscious communication.  They have 30 years experience with intensive spiritual group work and train Vistar Circle Leaders. Victoria and Ron studied with teachers of “The Work” of G.I. Gurdjieff, Rudolph Steiner, and the Non-Dual traditions. Victoria is the author of  “SPIRIT DOODLING: The Effortless Expression of No-Mind” and Ron' is a poet and author of“unaccustomed looking: insight on the path. For more, go to their site:  www.vistarfoundation.org.  Victoria and Ron, with Mitchell and group of colleagues and friends are on the board of FIONS in NYC (Friends of Institute of Noetic Sciences).   This evening's Round Table discussion will be on the subject of “conscious co-creation”, a fancy name for how we can advance human evolution sufficiently quickly enough to avoid the much-discussed 6th Extinction even though signs of it are already in our midst, what with Climate Change, radical speed of species going extinct daily, icecaps melting, natural catastrophes occurring world-wide and economic and political systems so corrupt and disparate numerous economists believe that these systems are already in collapse. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/abwmitchellrabin/support

There is a goal of good advertising: To reach the right consumer at the right time to drive action. This really hasn't changed much since the first ad was created, it has just gotten a whole lot more complex. The technology, the screens, the sheer volume of miles we travel, the options and, of course, the tools consumers use to decide and sellers use to broadcast on. Welcome to an ecosystem of choice, confusion and massive opportunity. Mobile has introduced us to interactive, contextual advertising and, for most of its life, has been limited to the small screen we carry around. These days big data, digital screens and beacons married with good CRM software leads to a wealth of online AND offline abilities - exactly where Michael Provenzano and his company Vistar Media call home. Vistar Media is an advertising platform that enables brands to reach consumers in the real-world. They take data collected throughout our day from carriers, crunch it through their software and produce actionable outcomes for their advertisers and that is what we discuss in this episode. Understanding the impact of this type of business is important and Michael fills us in on how consumers, advertisers and businesses will benefit from cross-screen strategies. Full show notes can be found here.