“Clients will have to be more diverse with the growth of the Hispanic population,” says Daisy Expósito-Ulla, CEO of d expósito & Partners, in an interview with Beet.TV.

Expósito-Ulla helped put Hispanic advertising on the map as CEO of Y&R’s The Bravo Group, which she left in 2004 after 23 years. (She joined as a creative director.)

“[It] gave me the platform to really evolve how Hispanic advertising was being practiced,” she says, noting that The Bravo Group worked with huge brands like AT&T, Kraft and Pfizer. “I was able to evangelize and prove that we could take this division just from adapting stuff from English to Spanish to really developing strategic work.”

In the course of her tenure, she says there was a shift on both the client side and internally at Y&R to recognize that the Hispanic market represented a big growth opportunity, and now multi-cultural advertising is “mandatory,” she says.

She started her own agency after leaving Y&R and observes that she faced personal challenges at the time, like her father’s Alzheimers diagnosis. She was able to channel her feelings into work when she pitched the AARP business.

“Part of what got me the business is that I really understood the people I was engaging with,” she says. “In doing so I was also able to pioneer this 50+ segment in the Hispanic market.”

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Expósito–Ulla was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

“I began to wonder why I felt a certain way and I was sure the media of that era — the way we were depicted, stereotypically, in negative terms — shaped [people’s] attitudes,” says Lewis, who founded UniWorld Group, an African-American and multi-cultural agency, in 1969, in an interview with Beet.TV.

The company was foundering seven or eight years after its inception when Lewis had the inspiration to develop a radio soap opera about black life and experience, which aired for 39 weeks and was sponsored by Quaker Oats. That marked a turning point for the agency.

WPP bought a 49% stake in UniWorld Group in 2000. Lewis stepped down as its CEO in 2012.

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Lewis was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

The future founder of USA Network had a serendipitous moment as a college student while backpacking in Europe over the summer when she went to hear a lecture by Arthur C. Clarke, the author of “2001: A Space Odyssey” and other sci-fi works. He was talking about geosynchronous orbit satellites. The power of the instruments struck her, and she was already working as a TV producer in college.

“We’re not really telling stories to millennials like a lot of people,” says Corey Evans, WestJet’s manager for sponsorship, community investment and experiential marketing, in an interview with Beet.TV. “We’re looking at an older demographic [for] when it comes to deciding who you’re going to fly with.”

WestJet’s April Fools Day and Christmas spots have gained considerable media attention, especially a Christmas video from 2013 where passengers shared their Christmas wishes before boarding their flights and staff rushed to fulfill those orders before the planes landed. To date, the video has garnered almost 42 million views on YouTube. Evans observes that it’s been seen in every country in the world, including North Korea, and there have been six views in Vatican City, “so we always joke the Pope must have seen it a couple of times.”

Due to press coverage of the videos, earned media was easy, at least the first couple of times. On the paid side, WestJet spends on promoted tweets and trends on Twitter, as well as on placement via companies like Virool. Facebook is still a secondary spend channel for video, after YouTube.

Evans observes that it used to be that a marketer would pull off a media stunt, get coverage, and then it would be over.

“Now you can package it up into a content piece and share it with people and who knows where it will end up,” he says.

This segment is part of a Beet.TV series presented by Virool titled “Emotions and the Virality of Videos.” The series can be found here.

The brand produced a video called “The Recital,” which centered on a dad who agreed to take hip-hop dancing lessons with his daughter leading up to an on-stage performance after they were found to share a wish to spend more time together.

It’s garnered about 10 million views on YouTube and 2 million views on Facebook, facilitated on the paid media side by Virool.

While the millions of views are clearly a strong measure of success, “it’s all about dialogue and engagement, and people really seem to be resonating with the message that we’re driving,” says Lindsay Ho, a marketing manager at Quaker Canada, in an interview with Beet.TV.

Designed to appeal to moms, the core brand idea is “goodness starts today,” which is reflected in the campaign by the fact that the man and his daughter had to start their dance lessons on the very same day they learned of the opportunity.

Quaker worked with Studio M, a Toronto-based video production company, to identify a family with a unique idea about something they wanted to do together.

While the campaign was first seeded among Canadian newspapers, the earned media impressions really started to scale when the video got picked up by Today.com.

This segment is part of a Beet.TV series presented by Virool titled “Emotions and the Virality of Videos.” The series can be found here.

She had accepted a ride from someone she knew from college to New York City, and that woman mentioned she was going to an advertising conference and asked Lazarus if she wanted to come. She went on a lark, though she had never thought about advertising as a potential career.

The conference lasted for five hours, but “I could have sat there for another three days,” says Lazarus, now Ogilvy & Mather’s chairman emeritus, in an interview with Beet.TV. “I was completely mesmerized by it.”

Lazarus went on to lead a storied career. She was Ogilvy’s CEO and chairman from 1996 to 2008.

Asked about her greatest setback, she observes that losing a piece of business always felt personal. However, nothing was more satisfying “than when the phone rings and it’s your old client saying, ‘Can we come back now?'”

Then asked how the ad business is likely to change in the next five or 10 years, Lazarus observes marketers will continue to grapple with how to reach consumers in new content environments.

“Just taking a small space print ad and putting it on a screen is not necessarily the most compelling way to get a message across,” she says, observing that there’s still much to learn about how to seize opportunities afforded by new platforms to communicate with consumers on a one-to-one basis.

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Lazarus was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

“It takes a true human insight and finding the right way to marry a brand’s beliefs and values with current and social conversations,” says A.J. Hassan, VP-Creative Director at Leo Burnett, in an interview with Beet.TV.

An Emmy Award-winning creative director, Hassan helped develop the hugely popular #LikeAGirl campaign for Always, and she says the simple human insight behind it is that a young girl goes through a constant confidence crisis. So a campaign built around a ubiquitous playground insult (“You throw like a girl” and so on) proved to be “a perfect storm” for storytelling.

“It was a really exciting example of where I think conversations are going and how brands can win with their audiences,” Hassan says.

She observes that the creative process remains fundamentally unchanged and centered on storytelling, though there are different mediums now and new ways to measure a campaign’s effectiveness. But it’s an exciting transitional time when many brands are learning that being up on a TV screen isn’t as effective as creating messages and stories that appear in the palm of someone’s hand.

“Conversations have to be more personal,” she says.

We spoke with her during Advertising Week in New York last month.

This segment is part of a Beet.TV series presented by Virool titled “Emotions and the Virality of Videos.” The series can be found here.

The store didn’t have room to post the promotional materials from the likes of Kraft, General Mills and Mars, so he took them home to study them, intrigued by the logos and type.

“I think Betty Crocker was probably my first pin-up girl,” says Reinhard, a co-founder of Omnicom who’s now chairman emeritus of DDB Worldwide, in an interview with Beet.TV.

Looking back on an impressive career, Reinhard recalls being fired by McDonald’s while serving as president of Needham, Harper & Steers in 1981 as his biggest professional setback. Luckily, the agency won a big assignment from Anheuser-Busch shortly afterward and avoided layoffs.

Reflecting on how the ad business will change in the coming years, Reinhard notes that it’s perhaps more important to focus on the things that are unchanging.

“Chief among the things that won’t change ever are basic human drives,” he says. “Our job is to find ways that our clients’ brands can connect with those drives.”

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Reinhard was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

While television has been a kind of black box in terms of available insights into how a campaign has actually performed, “now digital closes the loop,” observes Oren Harnevo, CEO of Eyeview, a video ad platform, in an interview with Beet.TV.

Harnevo says Eyeview, founded in 2007, has been able to deliver 600% ROI for one retail customer (meaning the amount of in-store sales generated by the video campaign was six times greater than the amount invested to develop and distribute the ads.) For CPG and travel brands, he says Eyeview has delivered 300% ROI.

“Everything starts with data,” Harnevo says, and Eyeview can create hundreds or even thousands of different permutations of an ad for different audiences, personalized based on factors like their location, shopping habits and browsing history. Then, working with a third-party provider of shopping or purchase data like Catalina or MasterCard, it can convert those cookies and tie them back to actual sales.

Eyeview works with brands to customize existing video creative or create something from scratch. The personalization focuses largely on audiences’ prior knowledge of and affinity for the brand.

“If we know someone has visited a site and looked to buy a specific shoe, a five-second ad on Facebook just telling him about the shoe again is going to be amazingly relevant, whereas if someone doesn’t know the brand, a 30-second ad would work better,” Harnevo says.

What’s unique about the ad business?

“It has the best highs I’ve ever experienced in my business career and the worst lows,” Roth says in an interview with Beet.TV. “This industry brings out the best and the worst in relationships.”

Prior to coming to IPG, he was running Mutual of New York, an insurance company.

In the decade he’s been in the business, Roth observes that he’s seen it change dramatically with the continued rise of digital and more recently mobile. But more is bound to unfold in the next five years, and it’s going to become very competitive for ad agencies.

“Traditional advertising agencies have to change,” he says. “They have to embrace digital, they have to embrace technology, but yet they have to keep their creativity, because without creativity, this business isn’t as successful.”

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Roth was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

“It’s our most prized asset, “ says Aaron Radin, SVP-Partnerships and Portfolio Products at NBCUniversal, in an interview with Beet. TV. “It’s the core asset of the company from a media standpoint, and we want to make sure that our best customers have the ability to reach their target audiences at scale across that asset.”

While Radin observes that it’s still too early to talk about how granular the targeting can get with programmatic video, he observes that it’s been a bit broader in video than it is in the display world, though “we’re going to see how that plays out over time.”

“[Clients] understand that this is an iterative process in terms of continuing to hone the targets they’re going after [and] how can we best help reach them, both in terms of how we change the product and how they amend their approach as we go,” he says.

While programmatic video is still a small part of the overall ad business, it’s “a significant chunk of the growth of our business in this past upfront,” Radin adds.

This video is part of the series Programmatic Video at a Turning Point, presented by SpotX. You can find additional videos from the series here.  

However, while risky, that approach can lead to the discovery of bold new ideas.

“Please stay within your failure culture, [and] fail fast, because this on the other hand is one of the biggest innovation drivers,” says Patrick Dörfler, director of client services at the digital agency Conceptbakery, in an interview with Beet.TV recorded last month at DMEXCO.

Dörfler observes that digital and social content must be consumer-centric.

“To stay interesting on the pathway of the consumer, you have to be very clear in communication, so you either give them added value or you give them some entertainment,” he says. “If it’s not one of those two, just leave it.”

He also says that Conceptbakery is effectively using social platforms as a petri dish to see which iteration of a video resonates best with customers. Instead of putting one single TV spot out and hoping it works, creatives can now test three different versions on social with a minimal budget to see how engagement stacks up for each before figuring out how to utilize them.

This video is part of a series from DMEXCO, presented by Mediaocean. Please visit this page for our other videos.

“I believe that the marketing world has moved from a post-awareness world to one fully focused on consumer intent,” he says in an interview with Beet.TV recorded last month at DMEXCO. Making a case for intent’s importance, he observes that it dictates why people go to a website, visit a store, respond to a friend’s social query and, ultimately, make a purchase.

He also expects to see more and more marketers using content to create personalized experiences at scale, and this will be enabled by programmatic buying.  

“I think programmatic’s going to be tied more and more to content,” he says.

He observes that many marketers attend DMEXCO to learn about advances in data and analytics.

“[It’s] why DMEXCO only gets bigger every single year, because of all the people focused on how to leverage the digital age and the digital moment,” he says.

This video is part of a series from DMEXCO, presented by Mediaocean. Please visit this page for our other videos.

“Publishers are looking for new innovative ways to monetize their content feeds,” he observes in an interview with Beet.TV recorded at DMEXCO last month. As a result, many have followed in the footsteps of social platforms like Facebook, Twitter and Instagram to develop a native offering.

However, latency has been a problem in native video advertising. Users who are scrolling quickly through a content feed may just see a buffering signal where an autoplay video is trying to load, and no impression is recorded for the advertiser, which signifies a lost opportunity. He says Opera has technology “that instantly places a video ad.”

In a recent study with ComScore, Opera developed creative best practices for native video. They include hooking users with “thumb-stopping content” in the first two or three seconds instead of developing long 30-second story arcs that may work for TV, as well as not being reliant on audio, since many users are bound to be scrolling without sound enabled.

“Make sound secondary,” Yang says. “Sight and emotion are the primary heroes in native video ad creative.”

Opera Mediaworks was acquired AdColony last year.

“Fundamentally the agency model is changing, and if you’re not disrupting yourself, somebody else is going to disrupt you,” says Jacob in an interview with Beet.TV recorded earlier this month at the DMEXCO conference.

Jacob also observes that agencies need to be in the technology business. For that reason, Publicis Groupe acquired RUN, a mobile-focused DMP and DSP business, and why SMG partners with data and technology companies like Acxiom. Additionally, SMG works with startups in Berlin and London to actually co-develop technology that’s being put to use for the business.

But while technology and data have both come a long way, “it’s actually the convergence where technology meets creativity that has still to be cracked, because that’s how brands will be able to make storytelling real,” he says.

This video is part of a series from DMEXCO, presented by Mediaocean. Please visit this page for our other videos.

“What we’re really talking about is developing great content or great stories,” says Paul Caine, Bloomberg’s global chief revenue and client partnerships officer, in an interview with Beet.TV recorded at the DMEXCO conference earlier this month.

To help marketers with storytelling on Bloomberg platforms, the company launched Bloomberg Media Studios and recently hired a global creative director to work with both B2C and B2B advertisers.

Caine observes that broadcast is an important tool in the company’s media portfolio, and Bloomberg TV is in about 73 countries now. In October, it’s going to be launching “one of our flagship products” for business decision-makers, a show called “Bloomberg Go” that will air in the morning in U.S. markets.

It’s “going to be the epitome of what is the best of Bloomberg,” he says. “So it’s really the combination of influence, of power [and] of information for this unique customer.”

This video is part of a series from DMEXCO, presented by Mediaocean. Please visit this page for our other videos.

“I think we have the combination of a good strategy … and the right people in the right place,” he says. Bolloré was interviewed by Beet.TV earlier this month at the DMEXCO conference.

In its recent earnings report, Havas reported that revenue was up 19.2 percent in the first half of the year over the same period in 2014.

Bolloré also observes that the shift in how media is consumed is visible just about anywhere you go. He recently took a two-week vacation with his daughters, and the large TV set in their living room wasn’t turned on once.

“It was never on, never. But at the same time, they have never watched [so much] content. So you can see that people are watching content but in a different way, so the TV landscape needs to adapt,” he says.

He also observes that ad agencies should be agents of change that help clients navigate these challenges: “It’s a quite interesting place today to be seated at an advertising agency because you can see the world changing and you’re a key actor.” 

This video is part of a series from DMEXCO, presented by Mediaocean. Please visit this page for our other videos.

“You see this shift within the C-suite where CMOs are really being tasked with much more than customer acquisition, retention and engagement,” he also observes in an interview with Beet.TV. “They’re almost system and data operators and integrators.”

Merwin notes that many brands which have conspicuously leaned into programmatic, such as Netflix and Procter & Gamble, have a long history of working with customer data.

“It’s not a surprise to me to see these organizations lean into media procurement practices than enable them to use that information [about customers and prospective customers] to gain more returns,” he says.

Shifts on the client side are inevitably resulting in shifts in the agency business — and creating new opportunities for agencies that lead the way with data-driven marketing practices.

“That’s where the agencies have been successful — some more than others, naturally — at guiding their clients through really making a culture shift internally to enable [their] data assets to be closer aligned to marketing activities,” he says.

Merwin also observes that SpotX has a product in beta, Curated Marketplaces, to make it easier to operate private exchanges to sell premium video inventory programmatically.

This video is part of the series Programmatic Video at a Turning Point, presented by SpotX.   You can find additional videos from the series here.  

Norman points out that more than 80 percent of people’s time spent using smartphones and tablets is with apps, not the mobile web, and people with smart TVs are increasingly engaging with apps in that environment. The app landscape is much less diffuse than the web, since there are relatively few apps that have become everyday destinations for people.

“The assertion that I am making is that apps actually signal the end of fragmentation and a return to scale,” says Norman, GroupM’s chief digital officer, in an interview with Beet.TV prior to giving a keynote on the topic at DMEXCO.

Norman observes that the rise of apps is going to give advertisers the opportunity to take “franchise positions” the way that some brands did when the TV and magazine markets were gaining maturity. They bought prominent media space and “projected those franchises by negotiating them year after year after year and doing so at a point or two below inflation and over time building the delta of competitive advantage in media value versus their peers,” he says.

In the dawn of the internet age, staking out a franchise position wasn’t considered possible, since there was a seemingly limitless supply of web inventory. But now, especially in the app ecosystem, there will be supply constraints.

“Advertisers that go fast, go hard and go big will rebuild the platform of durable competitive advantage,” Norman says.

This interview is part of a series of videos leading up to the DMEXCO conference in Cologne. The series is presented by 4C Insights + Teletrax.

Maxus’s global CEO Lindsay Pattison observes that her agency is applying the same principles to technology solutions that it does to the traditional discipline of media buying, and it comes down to agnosticism.

“Bringing together a clear tech stack is a bit like putting together a brilliant agnostic — and I use that word really carefully — media plan,” she says in an interview with Beet.TV. In other words, an agency would never develop a media plan that was 100-percent Google or 100-percent Rupert Murdoch-owned properties, and it shouldn’t go all-in with a single technology vendor either.

“We’d never invest all our money in one area, so why would you invest all your tech money with one provider,” Pattison says. “We believe that for every single client, we should craft a bespoke tech stack — look at the ads server, look at the DSP, look at the DMP — and work out what’s going to work for that particular advertiser.”

Agencies are currently being challenged to prove they can consult on technology services just as ably as they can on media, and in one key respect, they have a leg up on consulting firms with technology offerings: insight into potential impacts on media spend.

“We’re adding on a layer that those other competitors can’t possibly add,” she says.

This interview is part of a series of videos leading up to the DMEXCO conference in Cologne. The series is presented by 4C Insights + Teletrax.

“I think it’s becoming the norm now for clients, quite rightly, to expect flawless execution and great value for money and brilliant client service, and I think now that we’re seeing an increasing desire among the client fraternity to have a more rounded offer actually, which is about creativity every bit as much as it’s about data and technology,” says Steve Williams, Maxus’s CEO-Americas, in an interview with Beet.TV.

The value that clients are looking for their media agencies to deliver has shifted, in part, because “with more data, there are more ways to see clearly through to ROI,” Williams says, making it incumbent on media agencies “to ensure we’re testing and learning every day.”

In terms of emerging platforms that are getting him excited, Williams says he’s been fascinated by video platforms like Snapchat and how the latter is driving the trend toward vertical video.

“Snapchat would be an example of one of the leading-edge technology vendors out there that are getting us jazzed,” he says.

This interview is part of a series of videos leading up to the DMEXCO conference in Cologne. The series is presented by 4C Insights + Teletrax.

“That was the beginning of me seeing what it would be like to work for a consumer-focused company that has a fantastic brand [and] that is very-mission based,” says Everson in an interview with Beet.TV. “And really that alerted me to how much I actually liked [the] business.”

After Disney, Everson attended Harvard Business School, where she ultimately faced a setback. In her second year, she drew up a business plan for an online forum and shop for pet owners and wound up joining forces with the owner of the pets.com domain to raise $5 million to fund the company. However, she didn’t end up seeing eye to eye with the professional CEO who was brought in and was fired via fax. It was May, and she was due to graduate.

Everson was rattled by the incident, but she says it’s helped her recognize the importance of believing in yourself.

“I think about it often when I’m in a moment of feeling like I need to get my confidence back,” she says.

Reflecting on ways in which the industry will be transformed in the coming years, she says she expects to see more entrepreneurship coming out of the developing world as more and more people are coming online for the first time.

“They’re going to serve our society in ways that we probably can’t even imagine,” she says.

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Motivated to earn money so he could take airplane flying lessons, he first applied to the local men’s clothing store and then tried to get a job bagging groceries at the Piggly Wiggly. When that failed, he walked into the local radio station, where the owner asked him to read some wire copy into a tape recorder.

“He goes, ‘That’s good enough, go to New Orleans and get your third class radio telephone operator’s license, and you’re hired.’ And that began my career,” says Pittman in an interview with Beet.TV. He’s held a variety of jobs in the media industry, from co-founding MTV to being COO of America Online, Inc. (later AOL Time Warner).

After his first break, Pittman worked as a disc jockey in Milwaukee and Detroit before getting an opportunity to program a radio station in Pittsburgh at age 19. Then he was hired by NBC in Chicago, and, at 23, he was transferred to WNBC, the flagship station, in New York.

Asked about his greatest career setback, he says he believes there’s no such thing, and you only learn and grow by doing.

“In our place we preach, at iHeart, that mistakes are the byproduct of innovation. If you’re going to try something new, there’s no way you’re going to think it through on paper,” he says.

Considering the future of the business five or six years down the road, Pittman thinks it’s going to continue to be transformed by data.

“It’s going to look very data-driven, it’s going to look very consumer-centric,” he says. “It’s going to be a wonderful mix of the math, which is the quantitative stuff, and the magic, which is the creativity.”

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Pittman was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

“I was the only one of 19 that didn’t have an MBA, so I must have faked a passion for advertising pretty good, but it was a great lucky stroke,” says Bell in an interview with Beet.TV.

From 2003 to 2005, Bell was CEO of IPG, which had acquired True North, where he had the top job, and he’s seen adland undergo a great deal of consolidation and other transformations during a career that spans five decades.

Bell started his career on the media side, and that involved “spreadsheets, cranking numbers and super menial tasks like hand collation of presentation decks,” he says. But a few short years later, at 27, he wound up an agency CEO after his boss died.

He considers his greatest career accomplishment the shift “from thinking of myself as an individual performer with talent to an igniter of people’s talents.”

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Bell was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

“If someone were to watch me in any given day, I still read scripts for television shows, I still make calls on development, and yet in the next minute I may be dealing with a computer issue or a technology issue or a trading issue,” says Gotlieb, GroupM’s chairman and a legend in the media business, in an interview with Beet.TV. “And you don’t get to do that in most businesses.”

Reflecting on his career, Gotlieb, who founded MediaVest in 1993, says he’s fortunate not to have had any horrific business setbacks. However, earlier in his career he focused on business at the expense of his personal life, though he’s had ample time to make up for it with his wife and daughter.

“With parents it doesn’t work that way because once they’re gone you don’t get a do-over,” he says. “So that’s the one thing that I’ve probably failed at.”

Looking to the future, Gotlieb says the ad business will be much more performance-based than it is today, focused on outcomes instead of media delivery. Instead of broad-scale attribution modeling, census-level attribution calculations will be the norm.

This segment is part of Beet.TV’s “Media Revolutionaries,” a 50-part series of interviews with key innovators and leaders in the media, technology and advertising industries, sponsored by Xaxis and AOL. Xaxis is a unit of WPP.

Gotlieb was interviewed for Beet.TV by David J. Moore, Chairman of Xaxis and President of WPP Digital.

Gotlieb will be the keynote speaker at Beet.TV’s November summit on addressable TV advertising.