BlackWeek is October 15-18 at Spring Studios in Manhattan. Don’t miss out on this powerful event that aims to drive real change and create economic opportunity for diverse communities.

The advertising industry has a big problem. Despite thriving on creativity and connection it struggles to reflect the real world. 

Black consumers hold over $1.4 trillion in buying power, yet Black talent remains critically underrepresented in advertising, comprising only about 7.2% of professionals in the space. When diverse talent is absent from decision-making rooms, it’s more than a staffing issue — it’s a creativity crisis. We end up with ads that miss the mark, reinforce stereotypes, or worse, leave entire communities feeling unseen and unheard.

Enter BlackWeek. Founded by seven Black and Latino agency leaders, the event brings together top talent, brands, and decision-makers to show how real inclusion can turn into real results. As brands and advertisers continue to fall short on diversity promises made during the racial reckoning of 2020, BlackWeek plans to apply the pressure and drive real accountability. Inclusivity leads to better business outcomes. Period. And BlackWeek is here to show that.

As an economic forum, it offers a platform where conversations around opportunity, cultural representation, and diversity in advertising aren’t just happening — they’re front and center. 

Walt Geer, Chief Creative Officer for Innovation North America at VML, knows how to make noise. For years, he’s reinvented how brands connect with consumers and fiercely advocated for Black talent. With BlackWeek, Geer and his co-founders are building more than just a seat at the table — they’re building a new one. Ahead of the event, running October 15-18 at Spring Studios, we caught up with Walt to talk about how BlackWeek is set to reshape the future of advertising.

In this Q&A, Geer explains why BlackWeek is designed to create space and fundamentally transform how Black professionals are represented and empowered in the advertising ecosystem. With keynotes featuring leaders like Shannon Sharpe and Gary Vaynerchuk to intentional discussions on Black buying power and cultural reinvention, BlackWeek is set to move the needle on inclusion, opportunity, and economic equity.

Lighting the Fuse: What Sparked BlackWeek?

AdMonsters: What gaps in the industry did you and the other founders see that made you want to start BlackWeek?

Walt Geer: It’s an interesting conversation. This idea actually started with Joe Anthony, one of our founders, during a birthday party. He had gathered a lot of executives, and there was this moment where it felt good being together and talking about what was going on in our industry. That led to a quick conversation among the seven of us — Andre Gray, Monique Nelson, Dabo Shea, Gabrielle Shannon, Adan Romero, and myself — about how we could move the needle forward. 

Joe was the driving force. He brought in his agency, Hero Collective, to back it and get the ball rolling. And before we knew it, we were all in. We posted a promo video on LinkedIn, and the response was wild. That’s when we knew we were onto something big.

DEI Is Dead? Not So Fast

AdMonsters: We keep hearing that DEI is dead. Did that have an impact on your decision to launch BlackWeek?

WG: Absolutely. I think this whole idea that DEI is dead is bullshit. We’ve seen companies backslide on their promises. Our goal is to put this conversation back on the map in a disruptive way. Black people represent trillions in buying power, yet the leadership at these companies often doesn’t look like us. BlackWeek is about creating a space for real, inclusive conversations with people who are doing the work, not just showing up for a photo op.

Key Conversations That Pack a Punch

AdMonsters: What are some of the key topics and conversations attendees can expect at BlackWeek?

WG: We’re trying to make BlackWeek the Black Davos, an economic forum focused on driving dollars back into the Black community. Some of the sessions are heavy hitters like “Broken Promises,” “The Future of Advertising is Black Women,” and “The Rise of Black and Brown Influence.” We’re not just talking about DEI as a feel-good topic; we’re pushing conversations that will lead to real outcomes like investments, acquisitions, and promotions. It’s all about action.

From the Stage to the Boardroom: Turning Talk into Action

AdMonsters: How do you plan to translate these conversations into tangible outcomes for Black professionals and companies

WG: It’s not just about the conversations on stage — it’s about who’s in the room. We have leaders like Peloton’s CMO, Lauren Weinberg, and others who are not just talking but showing how their companies are walking the talk. 

We want attendees to leave inspired and equipped to go back and make changes within their organizations. We’re also hosting sessions with WPP’s top M&A guys to give Black-owned companies insight into acquisitions. It’s about making sure that we’re funneling real dollars back into the Black community.

Breaking Down Barriers for the Next Generation

AdMonsters: How are you making the event accessible to young, creative Black talent while also meeting your financial obligations?

WG: We’ve been super intentional about making BlackWeek accessible to young talent, and that’s key to what we’re trying to achieve. Conferences like this are expensive — sometimes $4,000 or $5,000 just to attend — and it’s usually the senior leadership who gets sent. To level the playing field, we’ve partnered with organizations like The One Club, 100 Roses, and Creative Ladders to give 60 passes to individuals with five years or less of experience. 

We’ve also given out 50 passes to unemployed professionals who submitted their portfolios and resumes. That’s 267 submissions for 50 passes. It’s about giving access to those who usually get left out of these spaces.

We’re also working with local colleges like NYU and Columbia to bring in Black student organizations and get them involved. These students and young professionals are the future, and we’re committed to making sure they have a real seat at the table.

Where Opportunity Meets Creativity

AdMonsters: What makes BlackWeek different from other conferences when it comes to connecting talent with opportunities?

WG: The structure of BlackWeek is intentionally designed to connect talent with real opportunities. We’re not just hosting panels for the sake of discussion. We’ve built-in moments for attendees to pitch themselves. On the last day, we’re bringing 15 organizations into a room where young professionals and even mid-career folks can present their work. 

It’s like a live TED Talk, giving people five to seven minutes to speak directly to decision-makers about who they are and what they do. These moments are designed to spark real connections that can lead to hires, partnerships, and more. The goal is that in two or three years, we’ll see millions of dollars funneled back into Black communities through job creation, acquisitions, and investments. That’s the long-term vision of BlackWeek.

Big Names, Bold Conversations: Who’s Showing Up

AdMonsters: Who are some of the key players and content highlights that attendees can expect at BlackWeek?

WG: We have a crazy lineup of speakers. You’ll see Greg Oden, Shannon Sharpe, Dave East, Eric Austin from P&G, Danny Robertson from The Martin Agency, Gary Vaynerchuk, Aliyah Kemet, and so many more. 

What’s wild is that most of these people are donating their time, paying for their own travel and hotels just to be part of this. They believe in what we’re doing, and that’s what makes this so special.

Support the Movement, Show the Love

AdMonsters: Any final thoughts for those attending BlackWeek or thinking about getting involved?

WG: Look, showing love is showing up. Whether that’s liking a post, commenting, or sharing — it all helps. We’re seven founders self-funding this event, and we’re almost at break-even, which is incredible for year one. But this isn’t about getting rich — it’s for us, by us. We’re trying to create a moment, and we appreciate any support.

The post Shaping the Future of Advertising: Walt Geer on Why BlackWeek is the Black Davos 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.

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.

Last month, SHE Media and Colossus SSP announced a partnership that would further both companies’ commitments to serving women and other diverse audiences. According to ComScore Media Metrix, SHE Media reaches over 74 million users per month. The partnership with Colossus SSP will allow Colossus SSP’s advertisers access to this audience and further the company’s mission to champion underserved voices. 

It has been one month since the partnership began and, while it may be too soon to capture exact metrics, things are going well. Both SHE Media and Colossus SSP hope the partnership will continue growing and thriving. 

“Our partnership with Colossus SSP is still in its early stages, but off to a positive start. Notably, Colossus SSP CPMs are within the top 25 percent of our prebid server partners,” Kate Calabrese, SVP, Media Solutions, SHE Media shares. 

Lashawnda Goffin, CEO, Colossus SSP agrees the partnership has been going well and will continue to boost the value of both companies. “This is an important partnership that will allow us to connect advertisers with a large-scale and engaged audience of women – a powerful demographic that is responsible for 85 percent of the day-to-day spending decisions. SHE Media’s focus on content that is relevant to women’s lives, as well as its commitment to diversity and inclusion with their Meaningful Marketplaces program makes them a perfect partner for Colossus SSP,” she notes. 

Goffin adds that the entire Colossus SSP team is working diligently to ramp up the partnership, saying, “The Colossus SSP team has been very thorough, ensuring all of their supply is set up correctly to maximize the relationship and set them up for success.”

Serving Underrepresented Demographics

SHE Media has long been a champion of content that empowers women. “SHE Media’s flagship brands and network of premium sites produce award-winning, inclusive content that gives our audience the information and encouragement she needs to live life on her own terms – across parenting, health, food, style, career, and entertainment,” says Calabrese. 

SHE Media Collective also provides technology, education, and monetization opportunities to help independent publishers and content creators grow their business, notes Calabrese. The company’s partnership with Colossus SSP will help increase access and funding for this content. 

Calabrese says that SHE Media has always found value in championing diverse voices. “SHE Media has a longstanding commitment to the advancement of equity and inclusion through media. Independent publishers and creators provide diverse and unique content that reaches niche audiences. Funding independent publishers ensures diverse voices and perspectives are heard,” she shares. 

What the Future Holds

No one can predict exactly what is on the horizon, but the future looks bright for this partnership between SHE Media and Colossus SSP. It has become imperative for companies to uplift diverse stories, particularly because women make up such a large part of the population and an even larger share of the purchasing decision pie. 

With that in mind, what should we expect from SHE Media in the future? Calabrese says the company’s commitment to empowering women and supporting credible journalism will remain top of mind. This includes giving women the information they need to make important health decisions. 

“Anchored by SHE Media flagship brand Flow Space, The Flow Collective is a first-of-its kind curation of highly credible and trusted publishers and creators in the health and wellness vertical. Through this dedicated marketplace, we bring together editorial leadership, a vast audience, and highly engaged community of experts, entrepreneurs, and advocates to reshape the conversations and change the culture of women’s health,” states Calabrese. 

The post SHE Media & Colossus SSP Join Forces to Elevate Diverse Voices appeared first on AdMonsters.

In many industries, the absence of diverse voices in leadership positions is a common issue, and ad tech is no exception. Traditionally male-dominated field, a transformative shift is underway. This change is ushering in an era where previously underrepresented groups not only have a seat at the table but are ascending to leadership roles where they can enact real change. 

That’s not to suggest the work is done – far from it. However, the needle is moving in the right direction. As more women rise in leadership roles, they pave the way for their peers, fostering greater opportunities for advancement. 

In celebration of International Women’s Day, we’ve gathered wisdom from 35 distinguished woman leaders in ad tech (you might even notice some 2023 Top Women in Media and Ad Tech honorees). They share the hurdles they’ve jumped over, the importance of connecting with other women in ad tech, and their aspirations for the future — not only for women but also for other marginalized groups who have been overlooked in the industry.

Fostering a Space for Inclusion of Diverse Voices

Creating space for diversity in industries where it has not previously been the norm requires intention. This means making space at the table for all underrepresented and marginalized groups, women included. 

Elizabeth Herbst-Brady, Chief Revenue Officer, Yahoo.

“While professional women face more hurdles than our male colleagues, I try to focus on the advantages you have in the advertising industry. The business case for women is clear and we need to help more women join, succeed, and stay in the workforce for success in our shared future. To give more women a seat at the table, I have had the opportunity to take a leadership role as the Executive Sponsor of Yahoo’s Women Inclusion Network so I can support not only my team but also the entire company.”

Sivan Tafla, CEO, Oraki.

“Being a woman in ad tech places me right in the heart of an industry where innovation and change are constant. At Oraki, our leadership team stands out because three out of four of us are women. This fact isn’t just for show; it’s a reflection of our commitment to excellence and talent, regardless of gender. Yes, we’re breaking the mold in terms of statistics, but it’s not something we dwell on daily. Our focus is on harnessing top talent to drive innovation. Facing challenges head-on, from adapting to the rapid evolution of technology to tackling stereotypes, only fuels our determination. We’re here to innovate, inspire, and prove that talent knows no gender boundaries.”

Deborah Kilpatrick, Co-Founder and VP of Marketing, SourceKnowledge, a mrge company.

“It has always been exceptionally rewarding to be in the ad tech industry as a woman. At the very beginning there were not a lot of women in the industry, but now it is changing somewhat and there are more women around the table contributing in meaningful ways. One of the challenges has always been there is an underrepresentation of women in the developer roles, but even there I am seeing a shift recently. One thing that I have learned over the years is that the more diverse the team, the better the output.”  

Barbara Burnett, Head of Buyer Development, Colossus SSP.

“As a Black woman in ad tech, working for a Black-owned SSP and being part of the leadership team under a Black, female CEO, I find immense pride in the opportunities this industry offers for continuous learning and collaboration with brands. It’s empowering to contribute my perspective to a space where diversity is increasingly recognized and valued. However, I also recognize the challenges that persist in achieving overall equality, particularly in terms of representation and advancement opportunities for women of color. Despite these challenges, I’m optimistic about the potential for meaningful change and am grateful to be part of an industry where progress is possible.

Revital Kristal, Head of Advertising Group, Intango.

“Coming from a male-dominated entrepreneurial space, where for me, being the only woman in the room was pretty much the norm, landing at Intango felt like stepping into a whole new world. Here, your gender doesn’t set the boundaries for what you can achieve or the opportunities you can grab. At Intango, we don’t just talk a big game about diversity and inclusion – it’s actually how we roll, day in and day out. For me, leading Mani-Festo with an incredible group of women, I quickly realized that here, gender really isn’t a barrier. We’re not about just paying lip service to diversity; we truly live it.”

Lori Goode, Chief Marketing Officer, Index Exchange and BRIDGE Board Member.

“I’ve learned there’s real power in occupying space that’s uniquely mine; as a woman, a leader, and through my individual experiences and skills. I’m also finding an incredibly strong and growing community amongst the women in ad tech today, with expanded opportunities for support, networking, development, and growth. We’ve seen increased diversity in ad tech over the years, but we still have a long way to go. The reality is that work is better when it is inclusive and considers a rich set of perspectives and experiences – and it’s proven that business outcomes are better, too.”

Carryl Pierre-Drews, EVP, Chief Marketing Officer, Interactive Advertising Bureau (IAB).

“Being at the heart of the digital ecosystem within IAB places me in a predominantly male-dominated environment. My journey as a woman in the ad tech industry has not been without its challenges, but these adversities have instilled in me distinct strengths: empathy, emotional intelligence, and resilience, as I climbed the professional ladder. My unique experiences empower me to empower other women, uniting diverse voices and guiding them to make informed decisions and accelerate their ascent into leadership roles.”

The Balancing Act 

Whether it’s balancing career and home life or simply the many responsibilities at work, women in any industry are often expected to juggle more than their male counterparts. This can be even more challenging in a traditional male industry. 

Brenda Tuohig, CCO, Scope3.

“I always find it so humbling when junior female team members ask me how I learned to do it; to navigate family and work, egos in meetings, being talked over, or passed over. I won’t say that I’ve always done it gracefully, or successfully, but if I can show other women that it can be done, I hope that inspires them to keep going and to know they can get there. 

Kristie MacDonald, CEO, Huddled Masses.

“Successfully navigating the landscape of adtech as a woman requires a balancing act. It entails confidently expressing your voice and ideas while remaining humble and open to continual growth and evolution. I’m incredibly grateful to be a woman in this industry, I am empowered to set the tone for our culture and how we engage and treat one another.”

Ava Moran, SVP, Azerion.

“Flexible models implemented amid the pandemic have done much to make tech roles more accessible, so maintaining a certain level of versatility will be crucial to help female employees at all levels juggle work and family needs. Big changes take time. Although it can be hard to see advances in the short term, what we’re doing today will greatly influence the opportunities for women in years to come, and we need to continue doing it.”

Lindsay Boesen, Senior Director of Marketing, KERV.

“A huge advantage women have in ad/mar tech is our innate ability to connect with people, which is at the heart of our industry. I find empowerment in leading collaboratively and shaping the future of media and consumer experience. For me, the challenge lies in balancing the self-imposed pressure of being ‘enough’ across both mom-life and work-life. It’s about showing up each day as I aspire to, while also navigating the corporate expectations and family sacrifices that can sometimes come with it.”

Jennifer D’Alessandro, Head of Ad Sales and Marketing, Future Today.

“As a woman in ad tech, I embrace the dynamic landscape of our industry, where opportunities abound and voices are heard. It’s exhilarating to not only have a seat at the table, but to have a voice that shapes the future of digital advertising. The empowerment I feel as a woman in this field stems from the recognition that success in both career and parenthood is not only achievable but embraced. Ad tech fosters a culture that values productivity and flexibility, allowing women to thrive in both professional and personal spheres.

Gabby Turyan, Director of Product Marketing, Digital Remedy.

“Women are extremely talented at being able to juggle several roles on their plate, all while delivering excellence. I have had numerous times where I had to put on a different hat to solve a challenge, and some days have been harder than others. However, this has empowered me to take on more responsibility and become more of a strategic thought leader. While being able to change, flex, and take on new challenges is incredible, I think being a woman comes with a risk of burnout. The true balancing act is being able to keep performing while evolving and defining personal and professional growth boundaries.”

Mentorship is Crucial

Many women we spoke with cited great mentors as a contributing factor to their success. As they ascend the ranks, they pay it forward, offering support and mentorship to the next generation. 

Michelle Hulst, President, GumGum.

“Being a woman in this industry empowers me by providing a platform to influence the development of more inclusive and ethical advertising technologies. It allows me to mentor and elevate other women, creating a more diverse leadership landscape. The challenge lies in overcoming the industry’s gender biases and ensuring equal representation and opportunity. However, these challenges also catalyze advocating for change and demonstrating the invaluable contributions women can make to ad tech.”

Julie Clark, SVP, Media & Entertainment, TransUnion.

“I cherish the journey that brought me to this dynamic industry, and the great mentors who have empowered me along the way. Over the past 20 years, I’ve seen the ad tech industry evolve in major ways, and today, there is considerably more awareness around bringing diversity into the space. While heightened awareness about diversity is evident, the ongoing challenge lies in the genuine incorporation of diversity into the fabric of our industry.”

Emily Barfuss, Chief Marketing Officer, Ogury.

“Throughout my career, I’ve learned firsthand the importance of representation and inclusion for women’s personal development. Being mentored by a woman who had followed a similar journey to myself has motivated me to pay it forward by offering my support to other women in the industry. I feel grateful to now have the experience and opportunity to mentor other women by offering advice, reviewing resumes, helping them prepare for interviews and even educating them on how to negotiate offers – something many women feel uncomfortable doing.”

Elizabeth Johnson, CEO, Pathformance.

“Even in 2024 it is not common to find a woman founder in ad tech. I’m conscious of that and it is a part of what drives me. I want to be a trailblazer and do what I can to support women in ad tech. I recognize the importance of mentorship in developing the next generation of female leaders in ad tech. I do this by being supportive of my own team and providing mentorship within my company as well as sharing my time and experience with young adults just getting started in the industry as a resource they can look up to and reach out to.”

Cathy Oh, Chief Marketing Officer, TV & Mobile Service Business, Samsung Electronics.

“A large part of my responsibilities is fostering an inclusive and empowering environment where every employee is invited to have a seat at the table, ensuring that diverse voices are heard and ideas are given the opportunity to be amplified. Nearly 15 years ago, I founded and sponsored Women+, a Samsung Employee Resource Group, to provide mentorship, allyship and recognition to women within the organization. Women+ embraces diversity and creates a truly inclusive and cross-cultural network of support and collaboration. Since its launch, we’ve seen remarkable growth, with over 300+ members, including both women and men, across 13 cities and 8 countries.”

Alexandra Soldan, Vice President, Marketing, eyeo.

“As a woman in adtech, I want to say that mentors are vital to success. I have been lucky to work in environments with great mentors (many of them women), who encouraged me to proactively raise my voice – not only because of my gender, but also because of my background and the experiences I bring to the table. With my voice, I’ve been told that I have an opportunity and a responsibility to amplify and inspire others.

Lindsay Wiles, Head of Advertising, Wurl.

“As a woman in a male-dominated field, I feel empowered to amplify the voices and visibility of my female colleagues in ad tech who may be looking to me as a source of support for navigating their careers or pursuing their aspirations with confidence – whether that’s through addressing gender bias on industry stages by ensuring female representation or being a part of a company that values having women in leadership positions across all teams within the organization. Still, allyship from male mentors – or, better, ‘sponsors’ – is critical. Especially in an industry traditionally dominated by men, women having the support of our male colleagues presents a strong opportunity to show inclusion, and is something that I think we can see even more of in the future.” 

Women Supporting Each Other & Lifting One Another Up

There may be fewer women in ad tech than in other industries, but the camaraderie women offer each other in our industry is unmatched. When we look to other women for support and encouragement, we can create an environment that values talent above all else. 

Lauren Wetzel, COO, InfoSum.

“My advice for women in the technology industry is to be the hype person for other women. Cheer each other on, rather than viewing them as competition. Pay close attention to the women doing great things and find ways to champion them. The more we highlight the great work that women are doing, the more we adjust the narrative and shape the picture of women’s critical and impactful role in the industry and across wider society.” 

Jacqueline Corbelli, Founder, Chairman, CEO, BrightLine.

“As a woman in ad tech, I am grateful to the incredible women who have demonstrated their courage, determination, and effectiveness as leaders. Their impact has been transformative for the industry and a major contributor in shaping my own role to inspire others. We’re at a crucial juncture where waiting for validation is no longer acceptable. It’s about seizing opportunities to demonstrate our natural leadership abilities. This collective mindset is what fuels our empowerment, driving us to redefine industry norms and pave the way for future generations.

Kristen Whitmore, VP, Consumer Intelligence & Analytics, Lotame.

“Since so many of the companies in ad tech are young, we have seen women join their ranks at an early stage across a full range of positions. This means that in many instances, women have been able to forge a trail within the company and are represented across a wider range of job types – including at senior and executive management positions – than is common in many other industries. The presence of these women often contributes to an environment that is more supportive and welcoming to women in both culture and practice from everything from healthcare and leave policies to compensation transparency and equality.”

Katie Arena, VP of Marketing, Clinch.

“I very much subscribe to the notion that ‘a rising tide lifts all boats,’ especially when it comes to supporting other women and closing the gender gap. I’ve had the privilege of working at ad tech companies that seem to really make an effort to establish a more gender-diverse workforce, but until equal representation is reflected on panels, in boardrooms, and behind the decisions that impact tech innovations at serious scale, we still have a lot of work to do.”

Susu Grace, Head of Experience Partnerships, Givsly.

“I would say one of the challenges is the persistence of an outdated mentality that women are pitted against each other for limited leadership positions. However, this challenge empowers me to stand on the side of progress and actively choose to uplift, celebrate, and support other women around me. By choosing to do this we will create more opportunities for all women in ad tech to thrive.”

Patti Boyle, Chief Marketing Officer, Dstillery.

“Each of our experiences has been unique, but I’m confident that along the way, we’ve all been inspired by many independent-thinking, smart, encouraging women … So what positive change would I like to be part of, for the women who will drive the next generation of women leaders? I’d want them to embrace a spirit of confidence, to know that the professional world is theirs to explore, that no challenge is beyond their capability, and to feel a naturally warm sense of welcome in any field they choose to enter. Whether modeling themselves after incredibly accomplished women in data science, advertising, and technology, let’s hope that this upcoming generation of professional women embraces their superpowers and levels up industry innovation. Let’s look forward to more women leaders supporting their colleagues as they push boundaries together.”

Don’t Sweat the Mistakes

Women often feel the need to prove themselves by being perfect – the problem with this is that no one is infallible. It’s important to learn and grow from mistakes rather than dwelling on them. 

Cindy Kidney, COO of AdLib Media Group.

“For me, being a woman in this industry dominated by men is an advantage. We not only have the skills to do the job, but also bring the important soft skills that ensure our success. Think about empathy; I always keep my door open, ensuring that everyone is listened to and receives constructive feedback, just as a good friend would. That helps me better understand my team and how to lead them as well as empowering that person to do better work. I remind my female colleagues: you were hired because you are qualified. So, be confident, enjoy your work, leverage your amazing skills, and don’t stress over mistakes – everyone makes them. Do the boys feel bad when they are wrong? Not at all. So, learn from them and move forward!”

Marilois Snowman, Partner and CEO, Mediastruction.

“Lego released a powerful global study and video this week of young girls feeling pressure to be perfect, which inhibits their creative potential. That need to be perfect breaks down confidence. I think female founders can relate to that study. Being a woman in ad tech means an explicit and constant reminder to push past the inner critic, ignore the need to be ‘perfect,’ and focus on the bounds of what’s possible. It’s an ironic paradox, given that recent research by BCG shows that women-owned businesses are more successful than their male counterparts. So here’s to the future where half of ad tech is female-founded and capitalized equally, and where women-led companies are free to experience failure at the same rate. Because we all learn from lack of perfection.”

Vanessa Eng, Head of Programmatic, Qortex.

“Being a woman in ad tech is not just a role; it’s a journey where I embrace the duality of privilege and challenge. I often remind myself that our qualifications speak for themselves. So, I approach each day with confidence, relishing in the joy of leveraging our unique skills. I encourage all females I work with not to stress over mistakes, as everyone makes them. In those moments, I reflect on this: ‘Do others and men feel discouraged when they make a mistake? Absolutely not. Use it as a learning experience, embrace the growth opportunities, and keep moving forward.’ This mindset empowers me in a male-dominated industry, where my distinctive perspective becomes a catalyst for innovation and change.”

Overcoming Challenges For a Brighter Future

It can be difficult to navigate being the only woman in a room full of men, which is why it is so important to build connections in the industry. When we understand that we’re not alone, we can empower others and feel empowered to take on the challenges that sometimes feel insurmountable. Women in ad tech are working toward a future where diverse voices are not only heard but championed. 

Amy Williams, CEO and founder, Good-Loop.

“You get very used to being the only woman in the room – which does require a slightly thicker layer of armor honestly. But it’s also a superpower. Being a woman in a male-dominated industry gives you a point of difference, adds a little extra fire in your belly and helps you build deep, often very meaningful relationships with the other powerful women around you. The ‘let’s grab a drink and see how we can help each other’ moments have been, in some cases, career-changing moments for me.”

Maria Vilchez Lowrey, Chief Growth Officer, Direct Digital Holdings.

“Being a woman in adtech is all about grit – sticking with your future vision day in and day out, and working extra hard to make that future a reality no matter what challenges present themselves. Although it can be lonely being the only woman in the room, we need to keep pushing and I see us moving in the right direction. As leaders in organizations, it is critical we bring up the next generation of women and provide them growth opportunities and a culture that values and respects women by allowing them to not only be in the room but to make the important decisions.”  

Marisa Nelson, Executive Vice President, Marketing and Communications, Equativ.

“Despite progress, being a woman in this industry does sometimes mean you’re faced with gender bias, stereotypes, and unequal opportunities. Navigating this can be intimidating, yet I see these obstacles as catalysts for personal and industry-wide development and change. I embrace the opportunities I have to bring my unique experience and skills to a constantly evolving industry and strive to empower other women to overcome the challenges they typically face in predominantly male-dominated sectors so that they can do the same. It’s empowering to realize that my contributions and collaborations with others can foster diverse perspectives and inspire new ways of thinking about gender inclusion. I ultimately remain optimistic about progress toward gender equality and better representation in ad tech in the near future.”

Karina Klymenko, Head of Creative and Compliance Global, MGID.

“There are of course downsides to being a minority in the industry. There can be gendered expectations, which can often make you feel you have to prove your worth. This is why making inclusion foundational to a company’s identity and forging connections between women across the industry is so vital. When women know we have support from the top down and strength in numbers, it gives us the confidence to push through moments when we are treated unfairly and set our sights on a more equal future.”

Hillary Slattery, Senior Director of Programmatic, Product, IAB Tech Lab.

“I’m continually blown away by how much talent is out there and I work hard to ensure that women are empowered to speak up in industry working groups, creating a platform and more visibility for that talent. It took the majority of my 15+ years in this industry to feel truly empowered. Working alongside the strong, brilliant, capable female product leads on the Tech Lab team has been integral to that growth. This industry is getting better and more balanced, but we’re certainly not there yet. I try to do everything in my power to ensure that it is easier for the next generation of women in ad tech than it was for me.”

Lindsey Wilkes, Vice President, Business Development, Orange142.

“Being a woman in ad tech means embracing both empowerment and challenge – it empowers me to bring diverse perspectives, creativity, and empathy to the table, driving innovation and inclusivity within my own team and network. And with the challenge of advocating for gender diversity and inclusion, championing the voices of women in leadership, and actively supporting the development of future female talent, we have in our hands an incredible opportunity to challenge traditional norms, break down barriers, and pave the way for future generations of women to excel in this dynamic and ever-evolving field.”

The post 35 Women Leaders in Ad Tech Share Insights for International Women’s Day  appeared first on AdMonsters.

John Pasmore, CEO and founder of Latimer, is a serial entrepreneur. In 2007, he founded VoyageTV, a global travel platform that offers travel video programming, original programming, and travel products. 

He then sold it in 2013 so he could begin his next project. Investors told him that all tech entrepreneurs need degrees in computer science, so he enrolled at Columbia University, earning a B.A. in 2018 ( on top of a B.S. degree in Business Administration from SUNY Empire State University). 

Pasmore also served in various leadership roles at Trace TV and as a Partner at the Family Office, TRS Capital, and Movita Organics. His newest venture, Latimer, seeks to tackle a  critical issue facing business: fighting bias in AI. 

Latimer is a large language model (LLM) built to accurately reflect the experience, culture, and history of Black and Brown people. Named for the great American inventor Lewis Latimer, Latimer is now available as a more inclusive alternative to ChatGPT.

Launching Latimer: AI for Everyone

AdMonsters: What prompted you to launch Latimer?

John Pasmore: I first got interested in LLMs like ChatGPT at Columbia. People said that it could write code, but the professors emphasized it would take decades for that to happen. But it could check code for accuracy, which I found fascinating. 

When ChatGPT rolled out in 2022, people immediately noticed that its responses could be biased or inaccurate, and I said to myself, well, someone needs to jump in there and fix it.

AdMonsters: So your entrepreneurial instincts kicked in and you launched Latimer to fix it?

JP: Yes. By the summer we realized that no one was stepping up, so we decided to create an LLM that was more inclusive of the history and experiences of Black and Brown people. That’s how Latimer came into existence.

AdMonsters: Building an LLM is no easy feat. What was your approach?

JP: We’re using a RAG (retrieval-augmented generation) model, a technique used in natural language processing and generative AI to improve answers. In Latimer’s case, we have a vector database with proprietary data that enhances the answers that Latimer generates. For instance, we have licensed exclusive data from the New York Amsterdam News, a Black-owned news organization founded over 100 years ago. 

This exclusive data is loaded into our vector database, which sits on top of OpenAI’s LLM. In the future, we will try other foundation models in the background to get the best responses.

AdMonsters: Tell us more about your ongoing process to build out Latimer’s vector database.

JP: Our database is focused on Black and Brown history, and its sources include textbooks, dissertations, or documents we have exclusive access to or are in the public domain, the Library of Congress, and so on. It takes more of a historical kind of view, especially if it relates to Black and Brown history. 

For instance, in late January we announced a partnership with Morgan State University, a Carnegie-classified high research institution, and Maryland’s largest HBCU. Our goal is to work with the university’s Center for Equitable AI and Machine Learning Systems (CEAMLS) to test and validate Latimer’s performance. Essentially we want to see if responses seem like they’re heading in the wrong direction, and if they are, to resubmit the query to the LLM.  All Morgan State students are invited to use the LLM.

Mitigating Bias in AI

AdMonsters: Bias in AI is a pervasive challenge. What specific steps did you take to eliminate it from Latimer?

JP: It’s really difficult to eliminate bias. I would say we are mitigating it. Part of that mitigation stems from the database itself, which is factual.  When a user asks a question about a specific event or person, the response is generated from a factual database that sits on top of ChatGPT. It’s not necessarily picking up Reddit comments or similar non-verified sources. Latimer’s responses are checked against a factual database, which we’re building out as an ongoing process.

AdMonsters: I did a test comparison of ChatGPT vs. Latimer on this very issue. I asked: “Which inventor is responsible for improving the filament in light bulbs?” The responses prove your point.

ChatGPT’s Response:

Latimer’s Response:

AdMonsters: I had to specifically ask about Lewis Latimer in ChatGPT to get a response that acknowledges his contribution.

JP: That’s an example of how generative AI fails to represent Black history and the contributions of Black people. This is what Latimer seeks to address. 

Use Cases for Latimer

AdMonsters: Who do you see as your ideal user for Latimer?

JP: We hope that everybody uses it. We think that having an accurate history is beneficial for everyone. At the moment we’re working quite a bit with historically Black colleges and universities. I’d like to see other schools, like Temple University, adopt it as well. Latimer’s content czar is Molefi Kete Asante, an African-American scholar, author, and philosopher known for his pioneering work in the field of African American Studies and Africology. He teaches at Temple and created one of the first African American Ph.D. programs there.

We will have several tools for brands and agencies, ranging from a Bias Detection tool, which can identify problematic text in text used in marketing or even call center scripts.

AdMonsters: What do you think would be the potential use cases of Latimer for brands, agencies, and/or publishers?

JP: We will have several tools for brands and agencies, ranging from a Bias Detection tool, which can identify problematic text in text used in marketing or even call center scripts, as well a Text Transformation tool that takes any marketing or communication text as input and creates a version that would sound more authentic to Black and Brown audiences.

Additionally, in three weeks, we’ll deploy an API that allows anyone to build and use our model in ways their engineers feel best suits their business.

What’s Next?

AdMonsters: A lot of companies are developing AI applications right now. What advice would you give them to ensure their applications are free of bias?

JP: It differs from application to application. Healthcare is different from mortgage applications in terms of biases. An easy fix would be hiring more Black and Brown engineers, who may be more sensitive to these topics.

Generative AI is nearly a $2 billion business right now. We see a big opportunity for companies rolling out AI to speak to Black and Brown audiences and all audiences in an authentic voice, whether it’s a marketing or healthcare use case.

AdMonsters: What’s next on the horizon for Latimer?

JP: We are getting ready to roll out some B2B tools. The first is the API I mentioned earlier, which is an important part of the puzzle. It will allow businesses to pick up our model and use it on their own or to build a new application.

We also plan to roll out a text transformation tool for users who may have text -— copy or an editorial — and want to change the voice so that it’s more authentic to a Black and Brown audience. We’ll also roll out Latimer for Teams so that people working in groups can work in the same environment simultaneously.

About John Passmore

John served as co-founder and CEO of the venture-backed, video-based travel platform VoyageTV which raised $10 million in an A-Round led by Syncom Venture Partners. It sold to Next 1 Interactive in 2013. He recently served as a partner at the Family Office, TRS Capital and is a partner at Movita Organics, an organic supplement company led by filmmaker Spike Lee’s wife, Tonya Lewis Lee. John sits on the Board of Directors of Outward Bound USA. He holds a B.S. in Business Administration from the State University of New York and a B.A. in Computer Science from Columbia University. He is married to Kobi Wu-Pasmore and they live in New York City with one child.

The post John Pasmore’s Inclusive ChatGPT Alternative, Latimer, Champions the Fight Against AI Bias appeared first on AdMonsters.

Brands across every industry are still learning to create a space that adheres to diversity, equity, and inclusion. While some made it a part of their company goals to work towards DEI, others in the advertising industry are noticing that the era of diversity is not what it once was. 

Despite this, here at AdMonsters, we are working towards recognizing DEI by hearing from the diverse voices in our industry. We learned about the importance of cultural diversity and how people from all walks of life impact the ad tech industry through their tenacity and innovation. 

Here is AdMonsters Best of DEI or “The Inclusion List”: 

Black History Month

The stories in this inclusion list exemplify how the people working around us are making industry-wide changes. From a CEO of an SSP who moonlights as a singer to a CMO of the Brand Safety Institute who works on equity and inclusion, there’s something for everyone. 

• A Seat at the Table With Lashawnda Goffin, CEO, Colossus SSP
• The Importance of Black Media and Sharing Your Wealth: Cedric J. Rogers, Culture Genesis Inc.
• 10 Black Ad Tech Professionals Making Waves in Digital Media and Advertising
• Breaking the Glass Ceiling: The Legacy of Louis Jones, Brand Safety Institute
• Celebrating Black Pioneers in Ad Tech — Charles Cantu, Reset Digital 

AAPI Heritage Month

AAPI Heritage Month sets time aside in May to celebrate the contributions of Asian Americans and Pacific Islanders who made history in their communities and the country. Here are just a few of the AAPi industry leaders who are making waves in ad tech: 

• Celebrating AAPI Month: NBCU’s Michelle Kim Cracks the Code on Shattering Self-Doubt
• Celebrating AAPI Month: Angelina Eng Reflects on the Evolution of the Digital Media Industry
• Celebrating AAPI Month: Don Valdez’s Parenting-Styled Leadership Approach
• AAPI Heritage Month: 10 Digital Media and Ad Tech Professionals Setting the Standard
• Celebrating AAPI Heritage Month: Glenda Bautista-Baker on Finding Beauty and Truth in Misfortune 

Pride Month

Every color of the rainbow touches the ad tech supply chain. For Pride Month, AdMonsters was proud to celebrate all our LGBTQ+ industry peers making a difference through their professional works and personal stories. 

• PGA Tour’s Pilar Prassas On PRIDE, People Power, and Partnership
• Ad Tech Veteran Mike Richter: The Power of Community and the Power Built From Experience
• LGBTQIA Publishers Continue to Face Ad Spend Inequality

Hispanic Heritage Month 

AdMonsters Hispanic Heritage Month lineup was unmatched. From a privacy lawyer to a thought leader working at the IAB, here are a few Hispanic ad tech professionals pushing the needle forward for DEI and ad tech solutions. 

• HHM: Match Media’s Sofia Santiago Says Her Career and Online Dating Have Two Things In Common: Numbers
• Celebrating Hispanic Heritage: My Code’s Alexander Haluska on Navigating a Career in RevOps
• Celebrating Hispanic Heritage: Hearst’s Lacey Gutierrez — Advocating Privacy in the Media Landscape
• Celebrating Hispanic Heritage Month With IAB’s Jeffrey Bustos: The DEI Champion, The Retail Media Expert, and The Thought Leader

How CEOs & CMOs Can Get Multicultural Marketing Right

Multiculturalism significantly shapes and drives mainstream marketing, and according to Crystal Foote, Founder of Digital Culture Group, marketers still need help grasping the concept. Despite strides made towards diversity and inclusion in advertising, there’s a profound gap between the intentions voiced by industry leaders and the actual outreach to diverse audiences.

Foote believes that the discrepancy between intention and action arises from several factors. Brands often need more internal multicultural representation necessary to align campaign messaging effectively. Moreover, brands need more data-driven insights to identify optimal approaches to reach diverse audiences online, compounded by broad, generalized strategies.

Bridging the Inequality Gap in Marketing With BRIDGE: Q&A With Founder Sheryl Daija

A key aspect of DEI involves a diverse workforce driving advertising for global audiences. As demographics evolve, businesses must work to embed diversity in their operations, with studies consistently showing that truly diverse companies yield increased revenue and expand their customer base.

Enter BRIDGE, a purpose-driven DEI trade organization focused on making DEI a practical reality. Launched in April 2022 by Sheryl Daija, BRIDGE aims to shift DEI from a mere philosophy to an operational business practice for growth.

“I saw the opportunity to create a trade organization that could leverage the same model we used to build marketing platforms. And I also realized that to drive real systemic change, we needed to bring together diversity, marketing, and business leaders and make DEI an integral part of the business,” said Daija. 

Strategies for Sustaining Diversity, Equity, Inclusion, and Belonging as a Business Imperative

During a session at PubForum Coronado Island, Lisa Mae Brunson, founder of Wonder Women Tech, Alex Haluska, Sr. Director of Revenue Operations at MyCode, and Sheila Marmon, CEO and Founder of Mirror Digital discussed the strategies that they take in their roles to make sure that everyone on their team has a seat at the table, and that their business is inclusive and relatable for all consumers. 

“Diversity is not just an initiative but a reality of our pluralistic society,” said Marmon.

The post The Inclusion List: Best of DEI 2023 appeared first on AdMonsters.

Alexander, or Alex as he is affectionately known, is Senior Director of Revenue Operations at My Code, the largest multicultural media company in the U.S. enabling publishers, brands and agencies to connect with diverse audiences. 

As a marketing major in college, Haluska dreamed of landing a job akin to Mad Men’s Don Draper. The allure of advertising quickly transformed into a fascination for the intricate workings of ad tech, with a healthy dose of spreadsheets and ad tags. 

Having embraced the challenges and realizing that this unassuming path was where his talents truly shone, now he’s navigating the complex terrains of the advertising ecosystem to advocate for a more nuanced understanding of audience dynamics. By steering the industry toward a more inclusive future, Haluska is bringing to life the profound appreciation he has for the sacrifices his family made to pave the way for his future. 

Hispanic Heritage Shaping Perspective

As a second-generation immigrant born to a Mexican mother and a Spanish father, Haluska’s dual heritage instilled a strong work ethic and natural inclination to succeed. Haluska proudly identifies with his Mexican heritage, emphasizing the importance of family in his life and how the struggles his parents and grandparents endured helped shape the path for his fruitful future. 

“In Mexico, my grandparents worked on the farms, in the fields. It really helps put things into perspective,” he says, acknowledging the hard work that paved the way for his success. “It really makes me want to take full advantage of the opportunities I’ve been given knowing that they put so much work into giving me these opportunities.

In his role at My Code, Alex isn’t just managing revenue streams; he’s making a meaningful impact, he’s helping to steer the advertising industry towards a more inclusive future. “It’s less about creativity and more about making sure you’re embracing cultures,” he says. “Understanding different traditions and letting that influence seep over can help you construct better campaigns, regardless of what audience you’re trying to reach.”

For an industry that’s often critiqued for its one-dimensional portrayals, Haluska advises a different approach. In particular, he points out that the ad tech industry still has a long way to go with it comes to inclusion. “It’s blatantly obvious that things like inclusion/exclusion lists, site lists, and keyword block lists often miss the mark,” he observes. “By doing so, buyers are probably missing out on great content around different celebrations and traditions. It’s less about ingenuity and more about making sure we’re reaching audiences authentically.”

My Code’s commitment to diversity and inclusivity is evident in their projects. They collaborate with creators from diverse backgrounds to align priorities between advertisers and underrepresented communities. Hulaska takes pride in these endeavors, knowing that authentic connections can be made when brands prioritize meaningful engagement over generic targeting.

His dedication to diversity and inclusion is not limited to his professional life; it’s a personal mission. Hulaska firmly believes that “A diverse team brings fresh perspectives and innovative ideas,” making it a driving force behind My Code’s success. He champions this cause both within and outside the company, advocating for equal opportunities and representation in the advertising world.

Mentors Who Ignited Growth and Advice For Freshman

On his journey through ad tech, mentors played pivotal roles. From the visionary CEO, Parker Mors, to his supportive boss, Mark Murrin, and the esteemed former president, Tony Gonzalez, he found mentors who believed in him. They didn’t shield him from challenges but rather empowered him to learn from his mistakes and actively participate in vital conversations. Their guidance and willingness to seek his input proved invaluable in his professional growth.

“I owe a lot to the three of them,” the senior director admits. “They really went out of their way to make sure I was growing in my career,” he remarks, highlighting the significance of supportive mentors.

In turn, Haluska advises incoming ad techies, “Be curious and ask questions.” He encourages seeking guidance from experienced colleagues and using available resources like YouTube, Reddit, and Slack communities to expand your knowledge. Being proactive and finding answers to problems, even when they seem elusive, can set one apart in their ad tech career. Whether it’s learning the intricacies of Excel or navigating the dynamics of a new workplace; never underestimate the power of mentors. The rev ops pro encourages freshmen to embrace challenges and learn from failures and also recommends leaning on networks, both within and outside the company, to get ahead.

Adapting to Industry Change

The advertising ecosystem has undergone remarkable transformations during Hulaska’s tenure in the industry. Technological advancements are shaping the space, from the rise of Google tools and data-driven strategies to the complex world of user identity without cookies, from advances in brand safety and attribution models to the emergence of CTV — he’s seen enough to make his head spin.

This is why he advocates for building community and fostering collaboration in the industry, making it easier to decipher the ever-expanding array of ad tech innovations and to increase the likelihood of success for all parties involved.

While Hulaska’s typical day revolves around onboarding SSPs, project execution, conducting yield analysis, refining product offerings, maximizing revenue across the portfolio, and ensuring the efficiency of processes — he has a unique ability to identify promising partnerships, nurture them, and guide them to fruition, ensuring that My Code drives results. From the initial spark of an idea to the final execution, he’s involved every step of the way. His dedication to ensuring that partnerships are not just successful but also mutually beneficial has earned him the respect and admiration of colleagues and partners alike.

A Vision for the Future

As Hispanic Heritage Month reminds us of the rich tapestry of cultures and talents that make up our society, Alex Haluska stands as a symbol of excellence. His insights into industry changes and the importance of cultural understanding serve as a valuable lesson for ad ops professionals. From a young, ambitious advertising enthusiast to a senior director overseeing multimillion-dollar revenue streams Hulaska’s course is a testament to the power of determination, hard work, and the impact of supportive mentors.

The post Celebrating Hispanic Heritage: My Code’s Alexander Haluska on Navigating a Career in RevOps appeared first on AdMonsters.

At a time when DEI&B is seemingly under attack, its significance is still of great value to businesses. Sheila Marmon, CEO and Founder of Mirror Digital hit the nail in the coffin when she said, “Diversity is not just an initiative; but rather a reality of our pluralistic society,” if you were thinking of cutting DEI&B out of your business conversations, don’t!

According to Kantar’s “Brand Inclusion Index,” there are still huge financial advantages to putting DEI&B at the forefront. Black, Latinx, and AAPI consumers have the third largest economy, with over $5.2 trillion at stake. Who is silly enough to miss out on that? At the end of the day, the dinero is still green. 

During an afternoon mainstage session at PubForum Coronado Island, Lisa Mae Brunson, founder of Wonder Women Tech, Alex Haluska, Sr. Director of Revenue Operations at MyCode, and Sheila Marmon (mentioned above) discussed the strategies that they take in their roles to make sure that everyone on their team has a seat at the table, and that their business is inclusive and relatable for all consumers. 

DEI&B is no longer just an ethical consideration. In a world where societal norms and demographics are continually shifting, businesses must embrace these principles. Recent debates surrounding DEI&B only underscores the urgency of staying tapped in. 

Navigating the Turbulence: The Need for Resilient DEI&B Strategies

Headlines detailing setbacks in the advancement of DEI&B have raised concerns about the authenticity and durability of these initiatives. However, these challenges highlight the significance of reinforcing resilient strategies that ensure DEI&B remains a core priority. 

“It’s about how we are being inclusive as a whole. Companies really should think about that in their strategy, their data collection, from A to Z,” explained Lisa Mae Brunson. “Create inclusive practices not just from hiring, but also from how we create a culture of retention. How are we making sure that we’re being respectful of humans with different backgrounds? Those are some of the easiest ways to create inclusive environments.”

Addressing the issue of weaponizing DEI&B is a crucial starting point, and it involves adopting measures to counteract the negative narratives and divisive forces that seek to undermine the principles of diversity and inclusivity.

Inclusive Hiring and Representation

The commitment to inclusive hiring practices and representation is at the heart of any effective DEI&B initiative. It is important to create diverse teams that reflect a broad spectrum of backgrounds, perspectives, and experiences. This requires going beyond traditional definitions of diversity and encompassing a wide range of identities, including race, ethnicity, gender, sexual orientation, ability, age, and more. 

To drive this effort, implement the following:

• Rethink sourcing strategies to tap into a diverse pool of candidates.
• Establish clear diversity goals and hold leadership accountable for meeting them.
• Provide unconscious bias training for hiring managers and interviewers.
• Partner with diverse organizations and educational institutions to widen the talent pipeline.

Create a Culture of Inclusion and Belonging

It’s a must that company culture is more than inclusive, as DEI&B cannot exist in isolation. A truly inclusive culture encourages every employee to bring their authentic selves to work, promotes open dialogue, and values the contributions of all team members. 

“The biggest thing here is making sure that everyone in the room feels like their voice is important,” explained Alex Haluska. “I don’t know what I don’t know, and someone with a better perspective than me about a subject matter should be treated as such. Having a diverse group in the room will lead to better results.”

Businesses can create this type of environment by: 

• Establishing Employee Resource Groups (ERGs) that provide a platform for marginalized groups to connect and influence company policies.
• Implementing diversity-focused training programs for all employees, fostering understanding and empathy.
• Encouraging open conversations about identity, biases, and experiences to break down barriers.
• Recognizing and celebrating diverse cultural events and holidays.

The Harmful Exclusivity of AI in DEI&B

When it comes to AI in DEI&B, of course, it’s a mess right now. AI is informed by the data collected, and the undiversified data leads to biased and incomplete outcomes. Even facial recognition struggles to recognize darker individuals due to insufficient representation in the training data. 

“We call it artificial intelligence, but it’s really collective intelligence,” explained Marmon. “It is the information we have all put into the universe and shared. If you have people building AI tools and experiences that are just totally outside their purview, they don’t even know what they’re missing. So those are things that we have to account for.”

We must fix the data input issue at its core so that all audiences are represented authentically and properly.

Where Do We Go From Here?

There is this common misconception that DEI&B is driven solely by activism and advocacy, but the truth is that it is a strategic business move that not only aligns with ethical considerations but also makes good economic sense. 

The rise of the multicultural majority and their significant purchasing power emphasizes that embracing DEI&B is a win-win situation, leading to increased innovation, consumer engagement, and profitability. 

In a world where diversity is an asset and inclusivity is a success driver, businesses prioritizing DEI&B are poised to create lasting impact. By implementing the strategies outlined by the panelists, businesses can foster an environment where all individuals are empowered to contribute their unique perspectives, leading to a more inclusive, innovative, and prosperous future.

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Since the pandemic, the nature of how we work has fundamentally changed and it is more evident than ever that work styles vary between generations. Understanding some of the reasons behind generational preferences and behaviors can go a long way toward making sure everyone in the office feels appreciated. 

In a discussion at AdMonsters Ops in NYC titled, “Generational Diversity for the Win,” Amy He, Industry Analyst Lead at Morning Consult; Josef Najim, Global Programmatic and Partnerships Lead with Reuters; William Won, Senior Director, Sales Operations for Brainly; and AdMonsters’ own Content Manager Yakira Young broke down the generational differences and how to work with them rather than against them. 

According to Morning Consult’s 2023 State of Workers Report, remote work is losing its shine at some companies as some employees prefer to work in person. They see it as a way to increase productivity and separate their work and home life. 

Despite work location, successfully leading multigenerational teams can be tough but with the right approach and some best practices, it is attainable. 

Embracing the Power of Multigenerational Perspectives

Preferences toward in-person work and the reasons why people want to go into the office cross generational lines, but there are differences in how each generation approaches work, especially Gen Z. 

Gen Z is typically stereotyped as a generation that is less engaged with work, logs off early, and embellishes the amount of time it takes them to complete a task. However, sometimes the lack of their perspectives at the table can make the difference in increasing traffic, engagement, or revenue for your brand and/or company. 

Those who have been working professionally for many years and are more established in their careers and have a working routine that Gen Z does not yet have. This makes flexibility in working hours a bigger consideration for older generations. Notes Najim, it is up to the older people who are more established to help shepherd their Gen Z coworkers through their early career journey and show them how to get the job done while still remaining flexible. 

In Won’s office, work styles differ not just from generation to generation, but also from department to department. “It’s important to identify what the differences are between teams and the generational gap between roles and create an environment with dynamic accountability of who is responsible for what and how everyone contributes to the larger goal,” he says. 

Communication Can Be A Challenge – Especially For Gen Z

Communication can be harder for Gen Z who may have entered the workplace during the pandemic. Amy He says, “If you have a policy that is more remote work forward with a younger workforce, that’s something to bake into your communication strategy and also as you think about transitioning back into the office or a hybrid model, that’s something really to take note of as well.” 

Take office culture for instance, Gen Z may not have been able to complete internships in the way the older generations were able to and possibly were hired in a fully remote environment so they may be more hesitant to introduce themselves to their coworkers when entering the office. Najim says he strives to take the time when he is in the office with his team to help introduce his Gen Z coworkers to others in the organization. 

Creating a more inclusive environment comes down to making sure everyone feels their voice is heard. For Gen Z coworkers, that can be as simple as letting them explain a TikTok trend you don’t understand. In a more remote-forward environment, making time for face-to-face touchpoints with Gen Z can also help them to feel more connected, particularly if those touchpoints can happen outside the office in a more relaxed environment, such as at an off-campus lunch.

For all generations, it’s important to understand that people have different communication styles – how they like to communicate and how they prefer to be communicated with. Acknowledging these differences can make every member of the team feel supported.

Offer Support Regardless of Generation 

Younger generations can often be stuck with menial tasks rather than being asked to contribute to discussions in a meaningful way, and all speakers in this session agreed this is a mistake that managers from older generations make. 

Gen Z has its finger on the pulse of current trends in a way that older generations may not, and their thoughts are a valuable addition to the discussion, especially if that discussion is about marketing. 

Stereotyping any generation is doing a disservice to the individual perspective we all have to offer, whether it is assuming an older person is technologically challenged or that a younger person doesn’t want to work. To keep moving forward and growing, it is crucial to acknowledge areas where others bring strengths you may not possess and to let go of your generational blindspots. Only then can we truly bridge the generational divide.

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