Navigating these complex challenges is essential for maintaining trust with consumers and brands.

Unique publishers (diverse, small, and niche) must navigate these complex waters to maintain their competitive edge in an industry where data privacy and transparency are under intense scrutiny. According to Jamie Barnard, CEO of Compliant, “The ad tech ecosystem was never built for privacy,” making it especially challenging to retrofit existing systems.

These smaller players are vulnerable, with privacy concerns mounting and regulations becoming stricter. They may not attract the same advertising spend as larger entities. Still, compliance with privacy laws is critical—not only for legal reasons but also for preserving their relationships with advertisers.

During our conversation with Jamie Barnard aboard a yacht in Cannes—over cheese and pepperoni—we discussed how brands and agencies can support unique publishers in navigating compliance challenges. He stressed the importance of adapting to the rapidly changing landscape. “Those who fail to adapt will find themselves in precarious positions,” Bernard warned. By approaching compliance as a collaborative effort between publishers, brands, and consumers, these publishers can create bespoke advertising experiences while upholding essential privacy principles.

Why Building Strong Compliance Models Matters More Than Ever 

Developing robust compliance models is no longer optional for unique publishers, it’s essential.  These models should go beyond merely responding to current regulations. They should be proactive frameworks anticipating future changes. Flexibility and adaptability are key to ensuring these publishers can withstand the inevitable shifts in the regulatory environment.

Creating a culture of compliance involves more than simply adhering to rules. It requires a deep understanding of privacy and data protection. This is particularly crucial given the widespread use of third-party tracking and data leakage — practices increasingly under scrutiny. As awareness of these issues grows, larger brands and consumers demand higher transparency and accountability from their partners.

“In our industry, where trust is everything, compliance is the foundation,” Bernard said. “When we approach compliance as not just a checklist, but a genuine commitment to our audience’s well-being, we unlock the potential for deeper connections and long-lasting loyalty.”

Publishers must go beyond compliance to educate their teams and stakeholders on this importance. By cultivating a culture of awareness and diligence, they can embed compliance into every facet of their operations. This shift will mitigate risks and bolster the publisher’s reputation in an industry where consumer trust is increasingly paramount.

Ad Tech’s Role in Adapting to Regulatory Changes

The ad tech industry’s transformation is largely driven by the need to comply with evolving privacy laws. While these changes may seem reactive, they present new opportunities for innovation in both technology and operational practices. With Google’s new 3PC consent framework, smaller publishers have a huge role in reshaping the industry standards moving forward. 

Smaller publishers should leverage technology as a compliance tool to take advantage of this shift. For example, artificial intelligence and machine learning can monitor data practices, identify potential compliance issues, and automate consent management processes. These technological advancements not only streamline operations but also enhance the precision and effectiveness of compliance efforts.

 As regulatory demands evolve, ongoing education and experimentation are crucial. Publishers should stay informed about the latest trends and changes, adapting their strategies as necessary. Abrupt changes brought about by decisions like Google’s back-and-forth dance with turning off third-party cookies, serve as a stark reminder of how quickly things can shift. 

Continuous learning should be embedded in the organizational culture, positioning compliance as not just a set of rules but as a dynamic practice driving industry evolution. With the U.S. regulatory environment beginning to catch up with the EU’s more stringent standards, the pressure to adapt has never been greater. As Bernard pointed out, education, transparency, and consumer empowerment must be top priorities for publishers moving forward.

The post The Ad Tech Ecosystem was Never Built for Privacy appeared first on AdMonsters.

Every June, we see the same phenomenon take over corporate social media accounts – logos changed to accommodate rainbow designs and messaging that celebrates members of the LGBTQIA+ community. Sometimes, those rainbow messages are authentic, but sometimes, they are a marketing tactic.

This shift in June marketing presents a conundrum for those of us who are LGBTQIA+; while support of our marginalized community is important, so too is making sure not to fall for rainbow propaganda from corporations who don’t show any care for queer folks the other 11 months of the year. This tactic is rainbow-washing, which has become more prevalent in recent years. 

It is a crucial time for LGBTQIA+ rights, particularly for transgender rights, as laws are being put in place around the country to restrict the way trans people use public spaces, such as restrooms. It’s incredibly important for companies who believe in LGBTQIA+ rights to speak up. Yet, many are shying away from expressing support either from fear of conservative backlash (remember what happened with Target’s Pride collections last year?) or of accusations of rainbow-washing.

I had the pleasure of chatting with Phil Schraeder, the openly gay CEO of GumGum, about the challenges facing our LGBTQIA+ peers and how companies and individual leaders can be better allies. 

Rainbow-Washing: What is it and Why is it Bad?

When a brand only lends its voice to queer causes in June as a marketing tactic, that’s rainbow-washing. While LGBTQIA+ people are glad to see their causes triumphed, they are more likely to spend money with companies who are supporting them all year round. Gen Z, almost a third of whom identify as LGBTQIA+, are particularly interested in accountability and will not hesitate to call out what they see as performative activism. 

“LGBTQIA+ people understand Pride is an important time for businesses to say they support, show some love, and drive sales. And we love that because we agree we need these larger activations to get picked up and shared. Pride Month offers an opportunity to do that and we appreciate the brands who are there for us in that month,” Schraeder says. 

The problem is when companies are targeting queer folks simply for their wallets without any other evidence that they care about LGBTQIA+ causes. Schraeder notes that a large part of our community has spending power because they are DINKs (that is, Double Income, No Kids). 

Queer people are also known trendsetters and influencers, which is beneficial for brands, yet LGBTQIA+ publishers still face ad spend inequality. LGBTQIA+ people are paying attention to what corporations are doing with their money and messaging outside of Pride Month. If a company’s activism feels performative, it may actually make their marketing backfire. 

Avoiding Performative Activism: How Can You Make a Real Difference?

Some companies have pulled back from Pride Month advertising because of fear of backlash from conservative consumers, and some have pulled back because of accusations of performative activism and rainbow-washing. Many of these latter brands are trying to hold themselves accountable and be better allies. 

Schraeder notes that deepening your awareness of how you show up for LGBTQIA+ individuals all year long can not only help with queer allyship; it can also spark larger marketing strategies that are inclusive of other non-majority groups. “I want to approach the conversation with a sense of thoughtfulness, education, and learning. For GumGum, I will talk about why I love our technology so much. Ask questions like, ‘Who are you partnering with to bring solutions to life, and  are they inclusive in the tech that they do?’” Schraeder shares. 

Queer people are not a monolith, and we don’t all have the same hopes for what ideal marketing looks like. People will inevitably criticize corporations for not doing enough to help marginalized communities, regardless of the reality. However, if you’re doing the foundational work to uplift diverse voices and work with folks who champion diversity when developing their solutions, that matters more than a snap judgment from outside. “Don’t give up if that’s really what you believe you stand for,” Schraeder insists. 

It’s also not realistic to think as a brand you can be everything for everyone, and even brands that care a lot about a variety of causes must sometimes pick and choose which causes to give more time and energy to. GumGum, for example, takes the approach of equity versus equality, spending time to support each cause it cares about when the need is greatest, which leads to incremental advances for many non-majority groups over time. 

Supporting LGBTQIA+ Employees All Year Long

We all want to be seen and accepted for who we truly are, especially folks who identify as members of non-majority groups. Schraeder advises leaders, LGBTQIA+ or not, to show up authentically for all team members and lead with intention. 

“The number one thing is to show up. You’re probably organizing events for Pride, and seeing that you’re there and wanting to learn is a big deal for your employees,” says Schraeder. It’s also important to advocate for programming and diversity initiatives that support members of non-majority groups throughout the year. 

Another thing Schraeder personally does is “consciously influence confidence.” He makes sure to acknowledge non-majority voices and offer positive feedback when those employees share ideas. He also keeps himself as accessible as possible and encourages employees to speak their mind to him, even if they are bringing hard truths to his attention.

“I think, especially now, as leaders in advertising technology, where one-third of Gen Zers  identify in the LGBTQIA+ community, not only are they consumers buying your products, but they’re your future leaders. They’re the drivers going forward. They understand the importance of authenticity and are looking for that visibility. They are looking for that value. They want to see your vulnerability. They need that, and they’re looking at places within work to provide that for them,” Schraeder shares. 

In our industry in particular, being cognizant of these issues is going to help not just your employees but also your sales. We all want to be marketed to as individuals with unique tastes and experiences, and connecting to people is a critical component of ad tech. Schraeder explains, “If you don’t understand how to work through your own fears and biases to connect with others, that’s not going to be sustainable, particularly with Gen Z and future generations. It’s okay to not know. It’s okay to be a leader and be uncomfortable.”

We are all human, and we will make mistakes as we navigate uncomfortable situations. Treating employees with kindness and respect and opening ourselves up to new ideas and perspectives is the key to making everyone feel valued at work and beyond.

The post Breaking the Cycle of Rainbow-Washing and Performative Company Activism appeared first on AdMonsters.

We are living in a time when some consider elevating diversity a lost cause, but organizations like BRIDGE help to keep DEI&B alive. Their focus is literally on helping companies bridge the inequity gaps we often see amongst underrepresented communities. 

“How can inclusion become a practice in your organization? Not just in the workplace, which is focused on talent acquisition and retention, but also across your marketing management and commercial practices?” asks Sheryl Daija, Founder & CEO at BRIDGE. While only some brands may be ready for advocacy, it is crucial to view inclusion from a business practices perspective. This holistic approach ensures companies can genuinely embed DEI&B into their core operations, driving ethical and financial benefits.

As the first independent DEI&B Trade Organization for the global marketing industry, BRIDGE believes that inclusion is not just a moral imperative but also a business necessity. BRIDGE integrates inclusion into traditional workplaces, marketing management, and commercial practices.

“We look at it from the perspective of knowing there’s a moral and a business imperative,” Daija says. This dual approach ensures that inclusion is not a mere checkbox exercise but a fundamental component of a company’s growth strategy.

Measuring Change With IMAX

At the end of last year, BRIDGE launched IMAX, an Inclusion, Maturity, Assessment, and capability-building tool, that offers companies a unique opportunity to measure inclusion maturity across their entire organization.

If a company’s internal inclusion efforts are weak, its advocacy efforts can appear disingenuous and are likely to fail. “IMAX presents companies with a first-of-its-kind opportunity to measure inclusion maturity across an organization,” Daija explains. 

“We believe all companies should advocate for the communities they serve and be intentional and authentic about it. We want to be careful that companies aren’t out there doing advocacy work if their own house isn’t in order because that’s when it starts to fall apart potentially,” 

Daija emphasizes. “With IMAX, companies can use its structured approach to identify their strengths and weaknesses in inclusion. For instance, companies like Campbell’s have piloted IMAX to compare brands within their portfolios. This comparison revealed varying levels of inclusion maturity among brands, highlighting areas where inclusion competencies could be better applied. “They knew that they had a core competency in their organization that wasn’t being applied against all of their brands,” Daija explains. This insight allows companies to address gaps and strategically enhance their overall inclusion efforts. 

Developing IMAX: Goals and Framework

At its heart, IMAX is about elevating the roles of Chief Diversity Officers (CDOs) and their impact on business. “CEOs need to recognize that their CDOs are the hidden gems that can create a huge business impact,” says Daija. Over the years, Daijia has engaged with numerous CDOs, understanding their challenges and potential contributions to business growth. This exposure was instrumental in shaping the creation of IMAX.

In collaboration with academics from Emory University, the University of Georgia, and Indiana University, IMAX was developed to help companies understand how inclusion can become a business practice and ultimately a brand metric. “Through our  Voices of Inclusion research, we discovered one of the big gaps in our industry was understanding what business practices contribute to equities and inequities in the marketplace,” Daija notes. This foundational research informed the development of IMAX, ensuring it addresses real-world challenges companies face.

IMAX’s importance was further solidified by the Voices of Inclusion research program by BRIDGE. By interviewing CEOs, CMOs, and CDOs, BRIDGE gathered insights into the practices contributing to equity or inequity in the marketplace. “We decided to do a research program called Voices of Inclusion, where we interviewed CEOs, CMOs, and CDOs to understand what approaches and practices were contributing to either equity or inequity in the marketplace,” Daija explains. These insights were crucial for designing a tool to assess and enhance organizational inclusion capabilities.

Success Stories and Practical Applications

The transformative power of inclusion as a business practice is highlighted in several success stories. Fenty Beauty, for instance, recognized a gap in the marketplace and has now become a billion-dollar company. Similarly, Tristan Walker’s Bevel addressed a specific health and beauty need for Black men, turning it into a $40 billion company that P&G later acquired. “Tristan created a company around a single-blade razor, thus closing that inequity,” Daija says, emphasizing how addressing specific community needs can lead to significant business success.

Moreover, IMAX’s flexibility to operate at company and brand levels allows for tailored inclusion strategies. Companies can assess and improve inclusion practices across the entire organization or within specific brands, depending on their unique needs and goals. This adaptability ensures that IMAX can drive meaningful change in diverse organizational contexts.

DEI&B and The Power of Authenticity

“If companies want to build their cultural competency, they must look at the people they are with and the communities they spend time in,” Daija advises. This approach is particularly crucial for marketers to engage authentically with diverse communities. By immersing themselves in different cultures and experiences, companies can develop a deeper, more genuine understanding of the audiences they serve.

“Diversity without inclusion is performative,” the CEO asserts, highlighting a critical challenge in DEI&B efforts. She criticizes the over-reliance on heritage months as the core of DEI&B activities, often leading to performative actions rather than genuine inclusion. “We’ve fallen into the trap of heritage months as being the center of DEI&B efforts.” For inclusion to be authentic, companies must build cultural competency and understand different lived experiences.

From a media perspective, Daija stresses the need to move beyond simplistic demographic categorizations. “We need to start thinking about the world as people, not just demographics.” This shift requires recognizing individuals’ complexity and multifaceted nature, which can lead to more effective and respectful marketing strategies. According to Daija, authentic inclusion demands the same rigor and strategic thinking as any other business practice.

The Role of Media in Shaping Attitudes About DEI&B

Media plays a significant role in shaping perceptions of diversity and inclusion. At BRIDGE, there is a strong belief in reconstructing how media is bought and sold, which better reflects inclusive practices. “We need to deconstruct what’s not working and reconstruct the right model,” Daija asserts. This effort has led to the launch of an inclusive Media Marketing Development Committee, including major brands and agency holding companies.

This committee aims to address the systemic media buying and selling issues perpetuating exclusionary practices. By bringing together diverse stakeholders, BRIDGE is working to develop best practices and standards that promote genuine inclusion. “We’ve convened an inclusive Media Marketing Development Committee of over 50 companies, brands, all the agency holding companies, and platforms so that we can now deconstruct what’s not working and reconstruct what we think should be the right model,” Daija explains.

Daija envisions a space where inclusion is not an afterthought but a fundamental component of strategy. “Inclusion should have the same rigor and strategy as any other business practice,” says Daijia. This commitment to rigorous, authentic inclusion sets a new standard for the industry, demonstrating that ethical practices can drive significant business success.

The post Bridging the GAP: Driving Results with BRIDGE appeared first on AdMonsters.

Soyeong Park was originally born in Seoul Korea, but a significant move to Spain brought her unique and diverse perspective. This experience was a catalyst for her continued curiosity about different cultures and traditions, shaping both her personal and professional life.

Park’s professional path took her from Georgetown University and Northwestern University to a role at Williams-Sonoma, where she honed her expertise in data-driven marketing. Currently, Park works at Sam’s Club Member Access Platform (MAP), where she heads the Measurement, Insights, and Data Strategy (MINDS) team. Park also earned the honor of Data Demistifyer as a 2024 AdMonsters & AdExchanger Top Woman in Media & Ad Tech honoree.

We got to speak about her passion for retail, data, and marketing, how her ad tech journey led to her current role and how the industry has evolved over her career. 

Andrew Byrd: Can you tell me a bit about your upbringing, where you’re from, and how that influenced the person you are today? 

Soyeong Park: Born in Seoul, Korea, my early life was marked by a family move to Spain for my father’s job. I was 11 years old then, and this move presented a unique opportunity to experience a multicultural environment. While in Spain, my family and I maintained our Korean culture and traditions at home. I also attended a local American high school, which allowed me to experience the Spanish way of life.

After high school, I moved to the United States to pursue my undergraduate degree in Business at Georgetown University. Following my undergraduate studies, I attended Northwestern University where I pursued a master’s degree in business Statistics and Data Analytics.

Looking back, it is undeniable that my family’s move to Spain was a transformative chapter in my life. That multicultural experience continues to shape me today both personally and professionally. Living in Spain gave me a global mindset at an early age. I continue to be curious about different traditions and ideas, and I enjoy meeting new people and learning about their cultures and backgrounds. 

AB: How did you start working in the ad tech and digital media industry? Most people seem to stumble upon the industry. Is that your experience? 

SP: My first job in the US was at Williams-Sonoma Headquarters. The company was highly progressive at the time, using data-driven marketing and digital media. I was with Williams-Sonoma for 13 years. This is where I gained a deep understanding of data-driven marketing; this included A/B testing, customer insights, hyper-personalized targeting, measurement and attribution models, digital marketing, customer journeys and loyalty, among others. 

I started at Williams-Sonoma as a data analyst and later led the centralized marketing data and analytics organization, supporting all seven brands by Williams-Sonoma and Pottery Barn. 

When retail media emerged, it was an obvious choice for me to explore. Retail media presents the perfect blend of my three favorite areas – retail, data, and marketing. 

AB: You now work at Sam’s Club Member Access Platform (MAP). Can you share more about your role and responsibilities there? 

SP: For the past two years, I have been leading the Measurement, Insights and Data Strategy (MINDS) team at Sam’s Club MAP – a role I love. This position allows me to apply a diverse range of skills and knowledge that I have gained from my previous roles. These include management consulting at BCG, marketing decision science and customer insights at Williams-Sonoma, and data strategy at Workday. 

At Sam’s Club MAP, I get to build strategic differentiators including our deep first-party members insights and closed-loop measurement which are both made possible by Sam’s Club’s membership model. The combination of member insights and measurement helps our advertisers achieve their business goals. 

AB: With your extensive background in omnichannel retail and digital media, how have you seen the industry evolve over the past decade?

SP: It’s incredible to see the rapid growth and evolution of the retail media industry. Many retail media networks have seen two major evolutions. The first phase of retail media was centered on onsite media and first-party data. The second phase aimed to enhance onsite media capabilities with offsite extensions for broader reach and frequency. Currently, industry leaders, including Sam’s Club MAP, are actively preparing for the next phase by integrating in-store media and developing a truly omnichannel media offering for advertisers.

AB: I’m sure you are a leader and mentor to upcoming ad tech professionals. What leadership lessons have you learned from your experiences throughout your professional career?

SP: Stay curious and never stop learning. This will make your career more enjoyable and exciting. Embrace ambiguity by exploring innovative ideas and creating new rules that work for you!

AB: Any final advice for upcoming ad tech and digital media professionals?

SP: There is so much innovation ahead. It is an exciting time to be in ad tech and media. Immerse yourself in the industry and strive to become an expert in what you are passionate about. 

The post AAPI Heritage Month Spotlight: Soyeong Park’s Journey from Seoul to Ad Tech Leadership appeared first on AdMonsters.

Rowena Lam’s journey in ad tech has not followed a direct path. She began her career in digital marketing and eventually found herself in the world of privacy. Now, she is Senior Director, Privacy & Data for IAB Tech Lab and is a 2024 Top Women in Media Honoree in the “Privacy Powerhouse” category. 

As she’s progressed in her career, Lam has gone from thinking her AAPI heritage was something to overcome to understanding the power of bringing a unique perspective to the table. It is precisely because of her upbringing and her unconventional journey through the ad tech space that she has the knowledge she does and can share it with others. 

You’ll find her at next month’s AdMonsters Ops speaking at a session titled “Cookieless Conundrum: Crafting the Interoperable Identity Puzzle.” Read on for a bit about how Lam got to where she is today and a teaser of what she’ll be speaking about at the conference.

Growing Up a Child of Immigrants in NYC

Lam was born and raised in NYC to two immigrant parents who came to the United States from China. Her parents believed in the American Dream and worked hard for it – her mother was a seamstress, and her father was a factory worker. “We were not well off but always had everything we needed, and my parents were able to purchase a home. Watching them work as hard as they did to achieve their American Dream instilled in me the importance of working hard for the things that I want,” Lam shares. 

Also driving her was the tenacity and grit ingrained in her from a young age as a resident of NYC. Lam partially credits New York for developing her work ethic and giving her the belief that she could do anything as long as she worked hard to accomplish it. It also helped her see the power of diversity. 

“Growing up in NYC also meant that I was exposed to diverse communities, which has informed a core value of empathy that I carry with me personally and professionally. Personally, I feel like it’s helped me be a better friend, a better partner, a better human. Professionally, I feel like it’s helped me be more effective as a teammate and leader,” she says. 

Fully Embracing Her AAPI Heritage 

Though she was surrounded by diversity in NYC, for a while, Lam resisted the urge to embrace her heritage as part of her professional identity, opting instead to identify first as a New Yorker and a member of the AAPI community second. 

“I wasn’t exposed to many AAPI, and even more specifically, AAPI women in leadership positions early in my career. I felt like I needed to set aside my AAPI heritage in the workplace. I often felt that I needed to prove myself, and my heritage felt like something I had to overcome to succeed,” she shares. 

With time and the help of mentors, she began to show up as her full self, but it did not happen overnight. Lam believes mentors are crucial for bringing more diverse candidates to the ad tech industry. 

She asserts, “You will often hear about giving people of diverse backgrounds a seat at the table or allowing them to be in the room. That’s a start, but in my opinion, it’s not enough.” The complexity of our industry makes it difficult to simply throw someone in and hope they succeed. Mentors can help you navigate the industry and build relationships. They can also instill confidence. 

"You will often hear about giving people of diverse backgrounds a seat at the table or allowing them to be in the room. That’s a start, but in my opinion, it’s not enough."

Lam notes that diverse upbringings can lead to cultural differences in how we learn and thrive, but celebrating these unique perspectives is vital to building an environment where everyone feels included. 

From Digital Marketing to Privacy Powerhouse

The journey from digital marketing to working in privacy for IAB Tech Lab was not linear. Lam started her career in email marketing for Publisher’s Clearing House’s Play & Win properties. She quips, “Fun fact, I have actually participated in delivering one of those giant checks to a winner!” She then began working with content on the company’s sites. 

She left PCH to work for a startup company developing free-to-play, advertising-supported casual games. She worked in marketing there but also wore other hats, as often happens when working for a startup. One of those hats involved helping to build the product itself. 

“That’s really where I found my love for building products – both consumer-facing and advertising-related. From there, I leaned into the product and haven’t looked back,” Lam shares. 

She “stumbled into” working in privacy, which Lam notes is common in the field. For her, it was thanks to new privacy regulations and platform changes affecting the product roadmaps she was working on. When she saw how privacy changes affected her company, she felt it was a microcosm for what would happen throughout the ad tech industry. 

“I joined Tech Lab to focus on privacy because after having been fairly in the weeds on addressing privacy changes in products at an individual organization, I realized that addressing privacy issues would fundamentally affect how digital advertising and digital products work. I wanted to help the broader industry navigate these complexities,” she explains. 

Receiving Recognition for Hard Work 

Lam’s status as a “Privacy Powerhouse” has earned her a spot in the 2024 Top Women in Media Awards as an Honoree, an accolade that she does not take lightly. “I think it’s so important to celebrate and empower the women who are impacting the industry. Being included on this year’s list of Top Women in Media is humbling. I’m very proud of the work that I’ve done and feel so honored to be recognized for it,” she shares. 

Does she have any advice for other women in the industry on how to stand out and make a difference? “Something that I would say to other women in the industry is that our perspective and our voices are important. Show up authentically, and don’t be afraid to have an opinion,” she states. 

In addition to being a Top Women in Media Honoree, Lam will be speaking at AdMonsters Ops in the “Cookieless Conundrum: Crafting the Interoperable Identity Puzzle” session. This session will tackle many questions about the cookieless landscape, including how to craft your own plan for maintaining compliance without losing revenue. 

Lam previews what she’ll be speaking about, noting, “I’m excited to be speaking at this year’s Ops event talking about addressability sans cookies. I’ll be covering what options are available today, including ID solutions, ID-less solutions, challenges and benefits of the various options, and the role PETs and other emerging technologies play in all of this.”

The post NYC Native Rowena Lam’s Journey from Digital Marketing Maven to Privacy Powerhouse appeared first on AdMonsters.

Starting her journey in media with a Journalism degree from St. John’s University, Melissa Bonnick honed her writing skills. She learned to navigate diverse perspectives—an invaluable foundation for her career in advertising. 

Her initial foray into ad operations began with an internship at a small ad network, where she quickly ascended to a leadership role by embracing challenges and expanding her knowledge. This hands-on experience and mentorship solidified her expertise in ad operations and shaped her professional ethos.

Now at JP Morgan & Chase, she manages programmatic and paid media ad operations, ensuring brand safety and compliance with privacy regulations. Her recognition as a Top Women in Media and Ad Tech highlights her dedication to innovation in the industry and serves as inspiration for her mentees. Passionate about diversity, she has spearheaded initiatives to enhance spending with diverse partners, overcoming challenges to amplify historically underrepresented voices. 

In retrospect of being honored as a Top Women in Media and Ad Tech, Bonnick says, “It means the world to me! I put 110% of my effort into my work, and I’m honored to be recognized and, more importantly, able to show the ladies I mentor that doing work for the good of the industry and the places you work for can be recognized.” 

Andrew Byrd: Your career in ad ops began with an internship at a small ad network, where you quickly became an ad operations leader. Was there anything you learned at your first internship that still influences how you maneuver your career today?

Melissa Bonnick: While working at the ad network, I was fortunate to learn and grow professionally as an intern. I learned that, first and foremost, not to be afraid to take on the challenges of new tasks or to stretch my knowledge. If I didn’t raise my hand to take on additional responsibilities, I wouldn’t be where I am today. 

The job was rife with asking questions, learning new tech, and building optimal procedures, all of which are important in building a successful ad practice. In my role, I was able to be guided and have great mentors who helped me succeed. I reflect on so many instrumental colleagues who helped me learn the trade and solve problems, and I only hope that I have had a similar impact on others throughout my career journey. 

AB: You currently work at JP Morgan & Chase, managing programmatic, paid media ad operations, and tagging & trafficking. What are some of the key responsibilities you oversee on a daily basis?

MB: At JPMC, my key responsibilities include focusing on programmatic media and ensuring that it maintains brand safety while driving our core performance objectives. I also manage the privacy adherence for the firm across all ad tech we use and help ensure that we modify our tagging to account for any new regulation. Lastly, I manage best practices and engagement with all buying agencies regarding ad operations and delivery through the ad server, including any requirements for brand safety tracking. 

AB: I’ve spoken to many ad ops professionals who work in the programmatic supply chain, and the sentiment is that it is oversaturated and overcomplicated. Is this your experience? What advice would you give to publishers who feel this way? 

MB: Definitely, I find that it’s important for those who feel that way to rethink the work streams that can simplify the process within the company’s guardrails. At the firm, we have a conservative approach and prioritize the safety of the firm, our customers, and our clients. We are not overly cumbersome or manual in nature, and this gets us closer to publishers. 

We focus on building relationships with publishers directly, striking PMP and PG deals, and working on an allowed list. The allow list secures our firm’s safety while reducing the chances of diluting revenue shares to a partner. 

AB: You’ve been instrumental in spearheading the diverse spend initiative through programmatic. What drove you to work toward this goal, and what challenges did you face along the way? 

MB: Being a woman and a woman of color is the crux of who I am. For me, it was important that spend trends not only reflect the true diversity in the market but also highlight the diverse partner ecosystem whose voices are historically less heard compared to endemic players in the space. Regarding challenges, when you layer on filters to a buy, the volume of inventory naturally decreases. 

That share of available inventory dwindles even more with diverse inventory because of those filters. While that continues to be a challenge, it’s essential to try to maximize spending with diverse partners when and where it makes sense. Knowing that we could make simple changes in programmatic to help increase the spend those publishers see and then use that data to decide who we should then broker direct relationships with seemed like a natural step to take.

AB: What advice would you give aspiring professionals looking to build a career in digital advertising, especially in ad operations? 

MB: Be comfortable with being uncomfortable. Don’t let the unknown scare you; find safe spaces and mentors to guide you. Our industry changes so quickly that being open to that change becomes paramount, and finding individuals who can be a sounding board or mentor allows you to navigate that change.

The post Top Women Honoree Melissa Bonnick: Leading Programmatic Innovation and Championing Diversity appeared first on AdMonsters.

From an early age, Vanessa was inspired by her mother’s determination and perseverance. Her mother’s journey from Hong Kong to a successful career in the United States and her father’s hard work deeply influenced her values and work ethic. Growing up in New Jersey, Vanessa learned the importance of diligence and resilience, which have propelled her through her career.

Moving to the US at 13, her mother learned a new language and established a successful career as an accountant at Mount Sinai Hospital. This example of hard work and dedication set a strong foundation for Vanessa, who saw firsthand the importance of balancing professional ambitions with family responsibilities.

Vanessa’s journey is a testament to continuous learning and maintaining a hands-on approach, even as one climbs the corporate ladder. Unsurprisingly, Vanessa is also a 2024 Top Women in Media & Ad Tech honoree in the Programmatic Storytellers category. 

Despite facing hurdles as a young Asian-American woman in a male-dominated industry, Vanessa has carved out a successful career. Her deep understanding of her field has earned her respect and recognition. She emphasizes the importance of representation and the need for more Asian women in executive roles, advocating for diversity and inclusion within her team and the wider industry.

Learn more about Vanessa’s journey by reading our discussion below. 

Yakira Young: Tell me more about yourself. Where is your family from, and what was it like growing up?

Vanessa Eng: My mom grew up in Hong Kong and moved to the United States when she was 13. My dad was born here in the US. He grew up in West New York, New Jersey, and I grew up in North Bergen.  On my dad’s side, my grandparents came on a boat from China. My grandma was pregnant with my dad at the time from what I remember. 

I remember my grandpa fondly because he lived to be around 83 when I was about 30. He used to share stories about our family’s journey to the States, and their decision to migrate to the US to provide a better life for my dad, which ultimately impacted my own life and my children.

My mom worked hard, commuting to New York to work from the burbs in NJ, and making dinner for us. Although it was a dual household income, I remember my mom struggling with it a little. She would never say anything about it and always had a very tough exterior. 

One aspect of Asian culture is the ability to identify one’s needs versus one’s wants. There were instances when I wanted to buy something when I was younger, and my mom would say “no, it’s too expensive.” That also shaped how I raised my kids, and not wanting to tell them no because of something we couldn’t afford financially but the ability to say “no” to prevent them from being spoiled and entitled. 

I don’t hold my mom in any mean regard with that whatsoever; in fact, I deeply respect her for it because I knew financially we weren’t as well off as some other people. That also inspired me to strive to be very career-driven and offer a better life for my family.

YY: How has your heritage influenced your upbringing and values?

VE: My upbringing helped me understand foundational principles. As I mentioned, my mom worked hard, and my dad also worked hard and would stay late in the office. Watching them work hard taught me to work hard as well. 

At some point, as you climb the corporate ladder, you start to have a team under you and begin to delegate, and with that, people start to forget the nitty-gritty of how things work. I like to give 110% no matter how small the task is, which has instilled in me the ability to always work hard at everything I do. 

As I climb the corporate ladder, I want to ensure that I still know how things work intimately to be knowledgeable in my role. It’s important to know what’s happening in the industry, so I’m always making sure I stay on my toes, which is part of my “perfectionist” demeanor.

YY: Any key moments or milestones in your 14-year career that have been particularly significant to you?

VE: At a point in my career, I preemptively discovered my manager was trying to fire me. I took that to heart because I became very complacent in my role, lacking passion and genuine enjoyment for my work. While I don’t have any ill will towards that manager, this experience deeply affected me and served as a wake-up call.

Conversely, I’ve also been fortunate to have excellent managers. Some have stayed with me late at night in the office to whiteboard and help me comprehend the entire ecosystem. These experiences provided me with a solid foundation in terms of knowledge. 

Sometimes, you need a great teacher and mentor to guide you to where you are. It’s great to read industry-related articles and converse with other folks in the space, but nothing compares to someone who takes the time and patience to help you understand all the nuances and various acronyms.

YY: What challenges did you face as an Asian-American woman climbing the corporate ladder, and how did you overcome them? 

VE: Some of the challenges I face are definitely related to my appearance. I’m often told I look young, and as a woman in tech, I face additional hurdles. This means I have to work even harder to earn the respect of others and to be taken seriously. 

Adtech can very much feel like a boys’ club, and as an Asian woman, I sometimes face the stigma of not knowing what I’m talking about. 

This motivates me to read a lot of documentation within our industry and research various topics because the best way to challenge misconceptions is to be exceptionally knowledgeable. When you know your stuff inside and out, no one can outmaneuver you.

I’ve dedicated significant time to learning every aspect of the ad tech life cycle to ensure no one can undermine me due to a perceived lack of knowledge, and I will continue to do so. I understand that I have to work harder to earn respect. 

YY: What does representation of Asian Americans in the industry mean to you? How have you seen it evolve throughout your career? 

VE: There’s a better presence now regarding where Asians are in the industry, some holding leadership positions, myself included. But I think there’s more work to be done. There are still very few and finite women, Asian women, who hold executive level and c-suite positions. It’s gotten better, and it will continue to improve over time.

It also comes down to companies genuinely supporting and embracing diversity. We can all talk about it, but company cultures must actively change to reflect these values. There have been instances where I’m on a company’s profile, and if you look at their investor relations page, board members, etc., they’re primarily white males. 

YY: Did you have any mentors or role models from your cultural community who impacted your career path?

VE: I have had the privilege of working with many women leaders. My first boss, my most memorable from when I was an intern at Viacom, is someone I still keep in touch with. She’s held numerous executive roles and has always been so supportive and an incredible role model. She’s been my number-one cheerleader to this day. 

If I ever show any uncertainty, she immediately counters with, “Vanessa, what are you talking about? You absolutely can do this.” Sometimes, you need that person who’s in your court—your coach—who always encourages you that you can do this as long as you apply yourself. 

YY: Do you have any advice for young Asian-Americans aspiring to enter the advertising industry?

VE: I think there is a stereotype about Asian individuals suggesting that we are inherently analytical, number-focused, and diligent worker bees. My advice is to always assert your opinion. Don’t just do what you’re told and follow instructions blindly. Speak up if your instincts tell you there’s a better way or a different approach.

It’s crucial to transition from a “doer” and become a leader. Express your opinions and ensure your voice is heard. Don’t settle for being the quiet one in the room. I find this is a confidence issue. When you’re confident in your knowledge, this will naturally lead to a domino effect.

The post ​​From Hong Kong Heritage to Programmatic Leadership: Vanessa Eng’s Ad Tech Journey appeared first on AdMonsters.

Like many of us in the industry, Eddie Lee, VP of revenue operations at Blitz.gg, didn’t study digital publishing in college. An Asian American friend working at an ad agency introduced him to the industry, and they told him the sector offered tremendous potential for growth and learning. Acting on his friend’s advice, Lee landed a job at one of the largest ad agencies in the world, officially launching his career in the digital ad-tech space. 

In February 2023, he joined Blitz, an Asian American-owned company that provides insights and learning tools to online gamers of all skill levels to hone their skills and enjoy their game time more. Like the gaming community, the Blitz audience is highly diverse, and success means breaking free of stereotypes. As part of our celebration of Asian American and Pacific Islander Heritage Month, AdMonsters spoke with Eddie Lee about the stereotypes he faced and why he loves digital advertising.

Susie Stulz: As a company in the gaming industry, do you encounter many stereotypes about gamers?

Eddie Lee: Generally, there are many stereotypes about gamers. People think gamers are young and male, but they cross every age range, gender, and ethnicity. Everybody games and gamers are highly diverse, which is why Blitz has spent a lot of time and energy developing and speaking directly to the diversity within our audience.

Even within the Asian American and Pacific Islander (AAPI) communities, we see a tremendous amount of diversity. AAPI includes people from East Asia, Southeast Asia, and the Indian subcontinent. 

That diversity furthers based on how long people have been here. For instance, I’m a second-generation Korean American, which means I have different perspectives from someone who has immigrated here as an adult. I grew up attending American schools and went to an American college, which exposed me to many different topics and career options. AAPI people want to enter all sorts of careers, from advertising and teaching to arts and engineering.

One of the biggest stereotypes AAPI people contend with is the assumption that we all want to be doctors or engineers. I remember starting a business development role at a company and someone telling me that the engineering department was on the other side of the floor.

SS: How did that make you feel?

EL: It made me more determined to chart my own course. Also, it’s important to remember that Asian Americans aren’t the only ones who are being pigeonholed like that. Many communities face assumptions about their work and employment.

That said, I think all hiring managers need to realize that Asian Americans are applying for all kinds of jobs now, including the revenue development side of digital advertising. If you assume that all Asians are engineers, you’ll miss the opportunity to hire great people for other roles.

SS: What makes you feel at home in the digital advertising space? 

EL: First, digital ad tech is one of the more diverse industries today, and that diversity is growing, so there is room and opportunities for people of different backgrounds. My current company is Asian-American owned, and many of the people I work with both inside and outside my company are AAPI.

The other thing is that, again, our industry and our audience are very diverse. So, it’s equally rewarding to work with and connect with people who don’t look like me. If you value diversity as much as I do, it’s a real selling point for the industry.

SS: To put a slightly different spin on it, are you saying that hiring managers who recruit from a diverse candidate pool will tap into a bigger talent pool?

EL: Yes, and many people will say that but don’t really act on it. A diverse employee base, with people of different backgrounds, ages, and lengths of time here in America, will create a scenario where everyone can feel comfortable applying for jobs and feeling empowered to succeed.

Part of making people feel comfortable is to allow them to voice their opinions and make recommendations that will fuel the velocity for higher performance within the company.

I receive many queries from AAPI college graduates considering their first jobs. They find me on LinkedIn and want to know how to get started. I always carve out time to talk to them and try my best to provide directional advice or connect them with companies that can be a good fit.

The digital advertising sector fuels the free internet in terms of content, especially gaming. It’s one of the most important ways that brands can connect to consumers, which makes diversity within the sector so important.

SS: What are some opportunities for brands to embrace the diversity of the Asian American and Pacific American communities?

EL: So first, according to the 2020 Census, 6.2% of the US population, or 20.6 million people, identify as Asian, Native Hawaiian, or Other Pacific Islander alone. And according to Nielsen, this community has a combined purchasing power of $1.6 trillion this year. That’s a growth of 314% from 2000 to 2019.

When we talk about diverse communities, I think one of the most important storylines is how we’ve uplifted one another. Everyone wins when all communities are recognized and celebrated.

Over the past few years, we’ve seen a rise in Asian hate and a corresponding Stop AAPI Hate movement, and I think that by supporting the community and AAPI-owned publishers, brands can uplift themselves as well as the AAPI communities.

The post Celebrating AAPI Heritage Month: Blitz.gg’s Eddie Lee on Breaking Stereotypes and Championing DEI appeared first on AdMonsters.

As the role of Chief Marketing Officer (CMO) continues to evolve in the fast-paced world of digital advertising, the expectations and challenges faced by today’s marketing leaders are growing increasingly complex. 

We had a very informative discussion with Brace, during which she shared her insights on how CMOs are now embracing the dual priorities of building strong brand visibility while also managing budgets to optimize top-line growth. She highlighted the innovative strategies employed at XR Extreme Reach to ensure authentic audience engagement, address diversity and inclusivity through comprehensive data analysis, and leverage AI to unlock valuable insights.

In this conversation, you’ll learn how XR Extreme Reach sets itself apart by providing a holistic solution for ad delivery and data management, ensuring compliance through meticulous adherence to standards, and fostering inclusivity as a driver for better business outcomes. 

“In general, we do believe inclusivity is good for business, whether that’s represented in Diversity & Inclusion  rules or just at the core of the company,” Brace said. “Inclusivity matters, and we’re committed to bringing the data to market to help companies understand that. We’ll do whatever we can to make sure inclusivity is prioritized.” 

This commitment is reflected in XR Extreme Reach’s efforts to expand its global D&I report to encompass broader themes like sustainability and creative intelligence, ensuring a comprehensive approach to inclusivity.

Join us as we explore Meredith Brace’s vision of the evolving role of the CMO and her commitment to inclusive, data-driven marketing practices that resonate with global audiences.

Yakira Young: The role of CMOs is undergoing a significant transformation these days. How has the role evolved over the past few years, from your perspective?

Meredith Brace: I can talk from my perspective as a CMO and from the perspective of our customers. With CMOs, we’re seeing this shift to Chief Growth Officers. We’re really thinking more about revenue than we’re thinking about awareness, visibility, and perception.

So, it’s really the idea of taking a budget, balancing those two perspectives, and doing what you need to establish the brand and some of those upper funnel metrics. As marketers, we must ask the question: What are we doing to engage the people that we need to do business with?

There’s a lot more pressure on revenue, and that’s why I feel like you see the CMO tenures maybe shortening. This is too bad because I think sometimes it takes a long time to build a system to do that properly and build the right team and the right skill sets. So that’s what I’m seeing from the larger picture.

YY: You mentioned the importance of brands and companies engaging with the people they do business with. What are some of the strategies at XR Extreme Reach to ensure authentic audience engagement?

YY: Speaking of data, we did a LinkedIn Live with Madeleine Want, the VP of data at Fanatics Betting & Gaming. We discussed behavioral data. Are you guys working with any behavioral data at all? And if not, what other forms of data are there? 

YY: How do you go about finding the right data partners? 

YY: What sets XR Extreme Reach apart from what’s already available on the market?

MB: Nobody does what we do in aggregate. There are some companies that do linear delivery, some do digital delivery, and there are some that just do talent payments, but nobody but us can do each of these.

That is the secret sauce for what we do because we touch every aspect of production, content management, and content delivery. That is how we can provide incredible visibility. If you’re using 20 partners for all those different things, it’s hard to know what’s happening. It’s hard to track the efficacy and the management of all those assets using a single partner, which many of our customers do. It just unlocks incredible insight and value and streamlines the business for them.

So it’s not just an ease of workflow; for us, what we’re uncovering is unlocking all this business intelligence. And so what’s exciting to us is that we have a lot of different siloed competitors, but nobody does what we do in total.

YY: How does XR Extreme Reach ensure compliance with its clients?

MB: Before my current role, I worked at a measurement company, which means I know the complexities of being MRC accredited. We’ve done the tough work to ensure that we are MRC accredited, which is wonderful. 

We have a new Chief Information & Security Officer (CISO), an incredible woman, Donna Kladis, who ensures that our privacy remains intact. We really have the best of the best because we sit on very precious data. We do everything we can to make sure that it is handled appropriately. We also work with lots of industry bodies like the IAB Tech Lab, CIMM, and everything else to make sure that we are up to the standards that our customers require.

YY: Is AI helping XR Extreme Reach overcome any specific data challenges?

MB: We use AI to look at the massive amounts of assets in the system. When we manage global assets for a customer, and you multiply that by all the customers we use, the only reason we can look at things like skin tone representation, gender expression, and sustainability messaging is that we use AI to do that. You wouldn’t be able to do that with people scoring every asset. So we use AI to help us get to that data in real time.

YY: Any new products or technological advances that pertain to DEI&B?

MB: We do a global D&I report every year. This year, we plan to expand that report to include more than just D&I. However, in the last few years, we have discovered that this data resonates with people. Our CEO spoke at the LinkedIn B2B conference recently about inclusivity in advertising and inclusivity in leadership. It’s expanded beyond just advertising into inclusivity, which is good for business. 

We’re also part of BRIDGE, a member-driven 501c6 that helps companies bridge the gaps that have created inequalities for underrepresented and untapped communities in the workplace. We can track the measurement aspect of it and prove that it’s good for business. So, the D&I Insights, while we thought it was really interesting and got it out into the world, we’re seeing so much traction and appetite for what we can do.

We are looking at all sorts of things because, for some brands, it was really important and critical for them to understand how they were being represented in the market. So it’s been great momentum for us, and it’s just helped build this creative intelligence pillar that we’re leading our go-to-market.

The post TWIM 2024 Honoree Meredith Brace: Pioneering the Path to Data Inclusivity appeared first on AdMonsters.

The 2024 Top Women in Media & Ad Tech will award 130 honorees, including: Sherry Weiss, Dow Jones; JiYoung Kim; GroupM; Kimberly Gilberti, Experian; Mandy Hunsicker Adams, The Home Depot; Crystal Johnson, Sonobi, Stephanie Layser, Amazon Web Services, and many more.

View the full list of 2024 Top Women in Media & Ad Tech Honorees.

The Top Women in Media & Ad Tech Awards feature two special recognition awards as the top honors of the 2024 program. These are the Industry Impact Award and the Catalyst Award.

Kamakshi Sivaramakrishnan will receive the Industry Impact Award, presented to an individual who has truly set the standards for creativity, innovation, and leadership throughout her career. As a pioneering female entrepreneur in ad tech, Kamakshi founded two companies and steered them to successful exits. She is the co-founder and former CEO of Samooha, a data collaboration company that was acquired by Snowflake in 2023. LinkedIn acquired her previous company Drawbridge in 2019. She spearheaded the integration process and led the identity charter for LinkedIn Marketing Solutions until 2021. Kamakshi’s impact reaches far beyond her own businesses. Since 2018, she has served on the Board of Directors at iHeartMedia, and previously held a position on LiveRamp’s board until 2020. She currently serves as a Senior Director of Product Management at Snowflake, leading the product vision and strategy for Snowflake Data Clean Rooms.

Samantha Jacobson, Chief Strategy Officer and Executive Vice President of The Trade Desk, is the recipient of the 2024 Catalyst Award, honoring a woman who has driven tremendous growth for her business and team over the past year. Samantha earned a seat on The Trade Desk’s Board of Directors in 2024. She’s led many of the company’s most strategic initiatives, including Unified ID 2.0, a new identity fabric that paves the way forward for the advertising industry, and Kokai, an AI-driven media-buying platform.

“The Top Women in Media and Ad Tech Awards spotlights the immense impact of women in the media and ad tech space. The women honored in 2024 are leaders, mentors and change agents in the industry, making a lasting mark on their teams, companies and the industry as a whole,” said Lynne d Johnson, Content Director of AdMonsters and the annual awards show host alongside Sarah Sluis, Executive Editor of AdExchanger. “In spotlighting their achievements, we shape how women in ad tech are seen widely.”

The Top Women in Media & Ad Tech Awards Gala will be co-located with the AdMonsters Ops Conference on Monday, June 3 at the Metropolitan Pavilion in New York City. The gala will take place in the evening, immediately following day one of the conference. To purchase tickets to the awards gala, click here. Individual tickets and tables of 10 are available for purchase. Table purchases come with priority seating and ensure attendees are seated together.

Tickets to AdMonsters Ops are available for purchase separately.

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