Making Soft Skills Stick

August 19, 2016 — by Adam Yamaguchi


If you look at any job description, it’s likely that a variety of soft skills will be listed as a “required qualification.” From “excellent communication skills,” to being a “strong team player,” soft skills are integral to just about every job. In a 2015 Pew Research Center Report, American adults were asked which skills were valuable for children to develop both in life and work – 90 percent said communication skills were most important for children to get ahead in the world today. That said, soft skills often play second fiddle to hard skills.  While both are critical to success, we often hire and promote based on hard skills (e.g. what you can do) and consider soft skills a bonus (e.g. how you do it). Our hard skills may be the engine that powers the car, but our soft skills are the steering wheel, allowing us to navigate an often complicated work environment.

For many organizations and teams, it can be difficult to develop and incorporate soft skills into an employee training program. Where do you find the time? How do you develop training without a dedicated training team?  How do you make the content stick given everyone’s busy schedules? And most importantly, how do you make people care about soft skills? These are all valid challenges. However, developing these skills within your team or organization doesn’t have to be difficult. Here are some ways to weave soft skills development into your organization:

Find expertise across your organization

Training doesn’t have to come from one individual, or even one team. Leveraging the unique skill set of your employees will allow you to offer a breadth of courses.  You may find that the product team can lead a session on project management, or your account team can teach a session on presentation skills.  You may also find a willingness amongst employees to find new ways to get involved outside of their current role.  Find influencers within your organization and tap them to get involved.

Involve your leadership team

Change comes from the top down. If leaders support a new organizational initiative, it’s likely others will too. Employees want to hear from leadership and leaders have a lot of experiences to share.  But when will they have time to lead a training session?  The answer is, they wouldn’t have to. At MediaMath, we ask leaders to participate in 30 minute discussions following a training session (e.g. effective feedback, motivating employees).  This allows people to learn from our leaders’ breadth of knowledge, but with minimal preparation and time commitment.

Integrate and align it with hard skills

Adult learners learn best when they understand the purpose behind what they’re learning and how they can apply it. To ensure that soft skills stick, align it with hard skills that are critical to their role. If your team will be giving product pitches to clients, include a presentation skills training that improves public speaking; if your company is going through performance reviews, put together an effective feedback session to develop their ability to constructively assess peers and direct reports.  When these topics are delivered as standalone sessions, it is often hard to fill seats and participants don’t see the connection to their day-to-day work.  However, if you can make it relevant, you can increase attendance and retention.

Utilize existing communication channels to deliver content

You don’t need a facilitator-led session to deliver soft skills training. Find ways to reinforce it through existing work channels. Review a new soft skills topic each week in your team meeting; make it a recurring agenda item in your 1:1’s; encourage discussion via group chats & other social tools. These are easy wins that make learning accessible and digestable for employees.

Get yourself involved

People follow leaders, so lead by example! Teach a topic to your team that you’re passionate about.  If they know these skills matter to you, they are more likely to make learning them a priority. It will also allow you to make better connections with your team and foster more open communication around these topics.

If every team makes learning a priority, your organization can become a true learning organization.


Getting Started with Snapchat Communications

July 15, 2016 — by Elise James-Decruise


This article originally appeared on Training Daily Advisor

How to Get Started

All teams can and should use (free) tools that already exist, to keep internal communications fun, casual, and quick. Once you get everyone on your team to download the app, you can launch Snapchat in three simple steps.

  1. Establish use cases. Share best practices with the team regarding the type of content that will be most impactful and effective when sent to members across the globe. This includes providing sample photos and videos to set loose parameters around length and content and ensure that all snaps are coherent, on-brand, and useful.
  2. Start snapping. There is no better way to get people familiar and comfortable with the platform than by asking them to begin using it in their daily routines. Encourage team members to start snapping pictures and videos that align with their projects to get everyone in the habit of sending and checking the latest snaps.
  3. Talk about it. Snapchat can be an effective tool for sparking dialogue around individual and team projects in a workplace setting. Generate discussion around the snaps exchanged between team members in order to foster productive conversation around current initiatives. These conversations ensure that everyone is on the same page and can lead to cross-departmental insights and actionable next steps for improving performance globally.

What Could Your Team Snap?

You can use Snapchat for everything from essential news for the team to celebrations of local wins. On the practical end of the spectrum, daily snaps might include photos of events, internal and external communications, live footage of trainings, or relevant industry events team members are attending.

Since videos are so easy to create and share, Snapchat allows for a real-time review process so team members can audit the flow of the event and offer suggestions for improvement. Additionally, it can allow the team members who are unable to attend an event, the chance to catch the highlights of speeches or panels.

At the Festival of Media event, one trainer utilized Snapchat’s story function to create a visual replica of the entire event that he then shared on social media, which the team was able to reference in later event discussions.

Not everything shared on Snapchat will be as relevant to a teams’ daily grind, but it’s still important to encourage casual and fun exchanges to maintain the collegiality and fun for everyone, instead of making people take those interactions off-line. Snapchat can make coworkers a natural group of friends, and interspersed with work-related messages, they can share events they go to, funny things they see, challenges, or inside jokes.

Again, teams that are new to Snapchat should choose three types of communications that people should share—relevant events they might attend, celebrating wins, team outings, finished products, visits to the office, etc.

You do not need to establish much in terms of a code of conduct or rules of the road, just make sure to tell people not to post anything they wouldn’t want their boss to see. Soon enough, jokes will develop, interests emerge, and people will let their personalities show as they become more comfortable with the platform.

Snapchat has strongly impacted the temporal and cultural differences and communication challenges that can arise in global teams. This enhanced level of communication subsequently increased the team’s utilization of other tools (Like Whatsapp or HipChat), allowing us to continue important discussions across other channels and devices. Additionally, Snapchat has strengthened relationships on a personal front, as the connectivity created by the app isn’t just limited to work hours.


MediaMath’s Story: Our Founder Joe Zawadzki Explains

July 14, 2016 — by Lauren Fritsky

MediaMath will celebrate its 10th birthday next year. A lot has changed since 2007, when Joe Zawadzki, Erich Wasserman and Greg Williams came together to start the industry’s first demand-side platform. From a shoebox office of a handful of employees to a global operation with 750 employees in 16 locations around the world, MediaMath has certainly grown into its own. But the early days weren’t easy, as our CEO Joe Z explans in this video on our founder’s story. Watch the clip to hear about one fateful Thanksgiving in the early days of the business when he accidentally turned a client campaign upside down and the work it has taken to get MediaMath where it is today.


CareersCultureDIGITAL MARKETINGMediaPeopleUncategorized

Connecting the Dots: An Economics Major to Designer and Everything in Between

June 30, 2016 — by Amarita Bansal


Economics. Journalism. Graphic Design. Ad Tech.

These may seem like completely different career fields but for Peter Noah, Manager, Global Creative at MediaMath, his multifaceted background has helped shape what he does professionally today.

A graduate of UCLA, Noah earned a degree in Economics, with the intent that learning the fundamentals of supply and demand would provide a broad enough base to go in several different career directions. But entering the real world meant more than practicality.

“Towards the end of my time at UCLA, I realized that I was really interested in creative expression and I had always had a knack for creative writing,” Noah said. “So I thought at the time, journalism would be something I really needed to pursue because it would be the ultimate way of expressing myself creatively in a medium that I had an affinity toward.”

So right out of college, Noah spent a year interning at the Los Angeles Times and eventually got a job in Allentown, PA working as a general assignment reporter for the local paper The Morning Call. But his reporting days were to come to a close when Noah realized late in the game that just because he wanted to write, did not necessarily mean he needed to be a reporter.

“I was still interested in the act of creative expression, but I realized that I needed to make some adjustments in terms of what I was doing and why I was pursuing reporting.”

After leaving sleepy Allentown for the cosmopolitan city of New York, Noah discovered the world of web design as a producer for Popular Science. He helped to build an online version of the magazine, implementing ad tags on the website. That was the light bulb moment where Noah started focusing on advertising and marketing design. His next move? Parsons School of Design.

Shortly after putting together a portfolio, Noah landed a job at Saatchi & Saatchi Advertising Agency as a junior art director. He stayed in agency life for a few years and put his economics education to use, working with finance-related clients. Noah then decided to move to in-house marketing. As his career was headed towards financial services, Noah came across a job opening at MediaMath for a senior designer position.

“What I didn’t realize at the time was that MediaMath was this perfect combination of opportunities for me that tapped into all of the experiences I had in the past,” Noah said. “And it wasn’t until a few months after I got in that I realized it was going to really let me take advantage of everything I had learned to date in my career.”

Today, as manager of the global creative team, Noah works on everything from designing ads for a journal to designing a booth for an upcoming exhibit. Working with a talented group of individuals, Noah is now in a unique position to help develop MediaMath’s brand identity in a meaningful way.

As Noah looks back on his career trajectory, what would he tell his younger self?

“No regrets.”

“I think I’ve always believed that all of your experiences count. I believe even when you’ve had bad experiences, it becomes part of the fabric of who you are. It makes you stronger, it makes you more well-informed, it gives you a broader perspective of the world and it makes you more attuned with how people work. It just makes you a better person.”


Here’s What Happens When You Give Your Employees More Independence

June 6, 2016 — by Ari Buchalter


This byline originally appeared on Fortune

Instilling creative thinking within an organization as it grows is one of the key differentiators that turns small companies into big ones and big ones into market leaders. As companies grow—especially in the technology sector—it’s important for them to balance the need to maintain what’s been built with the need to encourage new ideas and innovations. Growth requires structure, process, and discipline to operate the business in a stable way, but also requires the organization to think creatively—even disruptively—about new problems that emerge. In our technology organization, that balancing act is top of mind, and there are three principles we follow to keep us on our toes:

Embrace a mindset of change
It starts with understanding and really embracing the fact that nothing is ever done. With whatever product we put out, customers will always want enhancements and competitors will try to outdo. Whatever internal system we’ve adopted or code we’ve written, something will come along that can do it better or faster. Whatever today’s answers are, they will eventually reach their limits, so it’s everyone’s job to be ready for what’s next. It’s not just our product that’s on version 2.0, but our hardware, our code base, our organizational structure, our individual skills—everything. Embracing change establishes a fluid and creative mindset and a focus on always getting better. We try to learn how other companies do things. We try out new computer languages and methodologies. We reserve 80 hours per employee each year for training and learning on any topics of their choosing.

We’ve learned from experience that not everyone thinks this way. We’ve seen employees wedded to a particular answer, unable to change their thought process or approach, while opportunity passes by. We know that’s not a good fit, and so we look for a change-embracing mindset when recruiting at every level.

Read the rest of the article here.


From English Major to Ad Tech (in One Generation)

April 26, 2016 — by Avi Spivack


The first job I took after graduating from Wesleyan University was at a publishing company. After four years of dissecting the narrative genius of Joyce, Shakespeare and Hemingway as an English Lit. major (my thesis: “Defender of the Faith: Philip Roth and the Jewish-American Experience”), I was predictably bored out of my mind at my 9-to-5. There was a lack of creative anything. The real world was too real—and I had to wear shirts with buttons and tuck them into my pants.

I got out of there fast—like less than six months—quickly jumping to a multimedia publisher as a content editor. It made sense, from the writing standpoint. I’d had minimal exposure to tech and the internet at this point. It was 1999 after all. The turning point was when we were contracted to create a website about personal finance education for young adults. I had to write the content and organize the pages thoughtfully. I went into a room and started clicking through the shell of the website. It was dynamic. It was off the page and onto the screen with a click of a button. And it was so cool.

I want to do THAT, I thought.

Thus began my foray into understanding the inner workings of the web and the early beginnings of online marketing. Through a series of serendipitous steps, I ended up really enjoying learning about the underpinnings of technology, especially the structure of the internet. I’d bounce around to a few more jobs before getting into the proverbial adtech space, as it’s known today. My roles were always client-facing and super interesting because of the diversity they afforded. I never worked with just one client or industry.

When I joined Akamai back in 2009, my technology and marketing knowledge began to converge. The first month there, I truly thought I was in a different country. I literally did not understand what people were saying. I had no grasp of the terminology being spoken around me (DNS, CNAME, 302 redirects anyone?).  The “aha” moment came when I finally began to understand and speak articulately to the ways in which systems talked to one another. I started to have these moments in micro form—This is what’s literally happening behind the web page when it’s loaded.

Then it all began to make sense…And then it didn’t—because this industry is always changing.

After MediaMath acquired the advertising business that Akamai had incubated, we re-branded as Adroit Digital in 2013 and I started running Product Marketing and Commercialization (the marriage of product understanding and true go-to-market strategy) which I loved. Since Adroit was reintegrated back into MediaMath earlier this year, I’ve been leading our national sales engineering team, partnering with our North American sales team to unleash our product expertise and offer strategic support across the sales cycle. It’s been quite a journey.

My 11-year-old daughter recently asked me about my childhood, “What do you mean you didn’t have on-demand television or carry a phone around?” (No Instagram?!) It didn’t exist when I was 13, email was barely mainstream in college and I didn’t even have a portable phone until I was 23. And now it’s a necessity. It’s woven into the everyday. And this is completely changing how we do marketing, and I love being at the helm of helping marketers figure out how to fully adapt to the new and ever-changing reality—the reality that my daughter will be the always-connected, totally demanding consumer one day very soon.

But back to that 20-year-old English major for a second.

It’s funny to think about what creativity meant to me back then (when I used a—gulp—typewriter to fill out my college application forms) and what it means now. I don’t think I really knew the potential of the creative process until I got interested in technology. It sounds a little crazy, especially when naysayers shout about how all our gadgets and gizmos are making our minds idle. But I truly think technology is transformational. It’s now at the forefront of the practice of marketing, and it’s amazing. It’s forcing businesses to evolve, not just in digital and in how ads are becoming more relevant, but in how they are reorganizing themselves internally. They’re building new centers of excellence, new marketing “muscles” and adopting technologies that didn’t even exist five years ago.

How is that not inherently creative, when you’re continually disrupting the way you do things?



The New Marketing Institute Employs Action-focused Approach to eLearning

March 8, 2016 — by Sean Barry


It’s not what you know – it’s what you can do.

What do data, knowledge, and a coat of paint have in common? They’re all useless until you apply them.

Since its inception in 2007, MediaMath has recognized the immense potential of data technology to transform marketing. With the rapid growth of big data, marketers have witnessed profound changes in the way advertising is bought and sold and how campaigns are managed. In the pre-big data world, they could see and hear their campaigns’ performance, but it was a vexingly one-sided conversation. Marketers were left to reflect on their wins and losses and hope what they learned had some value in the future.

Data technology, and to a greater extent all technology, was and still is useless without application. Even the most precise and relevant marketing data equates to nothing if it can’t be applied in a meaningful way. However, long passed are the days of marketers identifying targets, analyzing trends, preparing their message, negotiating deals, and ultimately wishing their campaigns the best after they launch. With the TerminalOne Marketing OS™, marketers can make smarter, more informed decisions in the moment on an ongoing basis. In a very real sense, they can now speak back as their campaigns speak to them.

The New Marketing Institute (NMI) believes the same principle should hold true for education. Using an action-focused approach to online training, NMI emphasizes applicable skills rather than knowledge alone as its end goal. From the time instruction is planned to its delivery, trainers work toward what learners should be able to do, not simply what they’ll know. In platform training courses, for example, online learners engage in live, interactive sessions focused on building and managing digital marketing campaigns for fictional advertisers. The courses cover key concepts related to TerminalOne, but knowing about the software is not the primary objective. The purpose of these courses is to build skills needed to use TerminalOne to its fullest potential. For this reason, trainers employ a learner-centric model in which the participants, not the facilitators, drive the sessions by raising points of discussion, making setup and optimization recommendations for various campaign scenarios, and sharing with one another their own background and experiences as they relate to course content. The result is that learners can then apply critical thinking and a thorough understanding of TerminalOne’s capabilities as they manage their own campaigns.

A common pitfall of many eLearning approaches is that they rely on passive instruction with little or no active engagement from the learner. Under this model, learners read documents or watch videos to gain information but rarely do they practice applying that information at the time. How are they to know if what they’re learning will ever translate? NMI’s online learner-driven trainings focus not just on building knowledge of digital marketing, but actively applying that knowledge. After demonstrating their skills through interactive training and online assessments, learners become certified through NMI’s Brandon Hall Excellence Award-winning Certification programs. Also recognized as a Brandon Hall Excellence Award winner, the Marketing Engineer Program offers hands-on industry experience, providing participants with all the tools needed to be successful in the ever-evolving programmatic space. Taking learning and training even a step further, NMI created the TerminalOne “Train the Trainer” program which helps digital marketers build the skills needed to educate others on TerminalOne using the same interactive, action-oriented approach.

In both Ad Tech and EdTech, what’s of ultimate importance are results. MediaMath looks to drive informed, actionable results not only in its clients but in the industry as a whole. After all, it would be nothing short of hypocrisy to stress the importance of applied knowledge while failing to act upon one’s own. MediaMath uses its stance as an industry leader to better understand and meet the needs of the programmatic market. Joe Zawadzki, MediaMath CEO, was recently named chairman of the IAB Data Center of Excellence, which aims to “help advertisers and marketers operationalize their data assets while maintaining quality, transparency, accountability, and consumer protection.” As MediaMath’s educational arm, NMI reflects this commitment to action in its approach to education. It is their mission to educate, engage, and empower the modern marketer, with the third component being perhaps the most essential.


O’Connell Ready To Tell MediaMath’s Story Of ‘Awesomeness’

February 26, 2016 — by Amarita Bansal


From ad-tech analyst to now chief marketing officer at MediaMath, Joanna O’Connell is here to tell the world about our company and its “awesomeness.”

During the “Beet Retreat 2016” in Puerto Rico earlier this month, O’Connell sat down with Beet.TV to talk about MediaMath and just how awesome we really are!

“It’s an incredibly smart, innovative company with sort of the right ideals about what marketers and agencies need and the right vision for the future,” she says.

As we near the company’s 10th anniversary, we’ve seen MediaMath grow from 2007 as a bid manager to connect ad buyers to ad exchanges, to now helping advertisers target users and track campaign performance using data.

“It’s a company that I’ve loved since the day I was exposed to the concepts of programmatic,” O’Connell says, recalling how the co-founders “blew my mind” during her first meeting with them at the company’s formation. She says its approach to “deaveraged pricing at the impression level, true data-driven marketing and putting control in the hands of the buyer” excited her.

Click here to watch the full video interview with Beet.TV

CultureDIGITAL MARKETINGMediaPeopleUncategorized

Looking Back, Looking Forward

December 31, 2015 — by Joe Zawadzki


In some ways, 2015 was the year of adolescence for MediaMath. We’ve matured, coming into our own and defining what we are as a company. We grew up, in geography, size and scale. And, at the risk of overplaying the metaphor, we’re starting to think about what being an adult means in terms of both ambitions and responsibilities.

Let’s start with what we know.

Today, MediaMath has the foundational technology, processes and people in place to achieve the marketing outcomes for thousands of clients. We’ve wrangled the fragmented pieces of our industry into a semblance of order. Due in large part to the hard work of our teams, this year we solidified our position as the largest independent demand-side platform. You’ve heard me say it before, but we are reaching escape velocity, with the resources, long-term vision and orientation to make 2016 a defining year for the industry and our place in it.

Starting with our clients, we have become increasingly focused even as we scale. One of the rewards of success is to be even more selective in terms of who we work with and how. As leaders in the industry, our clients are smart, sophisticated change agents who envision a powerful new future for their company’s marketing efforts and the very marketing profession. They are willing to both push and be pushed to see that vision manifest. Together we are challenging the status quo on measurement and metrics, creating brand new connections to media and data partners through private and privileged marketplaces—dissolving artificial internal and external barriers to create structural long-term success.

Advertisers don’t want more noise. They want the human and technical connection to a complicated marketplace. They’re asking: Who do I trust—from media partners, to data sources, to cloud, point and emerging technologies, to marketing services firms and agency partners—to achieve my most pressing business goals?

This year, we saw new adherents to ProgrammaticFirst—a focus on addressable media, data-and audience-driven marketing strategies, all optimized to true business goals—across most or all of their digital investments. New clients across the globe like, Grainger and Dell have embraced this with great results and even more transformative ones to come. Our account model will help identify and cultivate clients toward this end, with our programmatic playbook effort led by Jocelyn Hayashi and our vertical strategy led by Abhijit Shome—both designed to accelerate outcomes.

To push the boundaries of where programmatic is relevant, we evolved how we work with our partners. This means shifting the mix of digital, mobile, video and social. We made real strides with our video solution throughout the year, closing it out with video spend breaking 10% in Q4, and mobile close to 40%. The combination of scale and willingness to innovate (scalable innovation!) had us first on most partners’ lists to create new and differentiated offerings, from Apple iAds to Time Inc.’s programmatic print, to unique relationships with global publishers like Globo, Daily Motion, Yahoo! and eBay.

In 2016, expect MediaMath to explore new frontiers like addressable TV, thinking about how to fundamentally improve the advertising infrastructure for consumers, brands, and the entire ecosystem that supports them with initiatives with Akamai, in member cooperatives and through direct investments in disruptive categories and companies. You’ll see “walled gardens” feel more like “gated communities” to our clients as a result of our focus on true incremental marketing outcomes for clients and willingness to share it with partners.

Our product and engineering teams were busy this year. A significant investment of time and capital went into stability and scalability, upgrading software, hardware and architecture to create capacity for the future. We have also committed to doubling down on our strengths in machine learning and data-driven insights with the hiring of Prasad Chalasani as our Senior Vice President of Data Sciences with a mandate to maintain and extend our lead in these areas.

A number of market-first products went into open beta. You’ll hear more about these in early 2016, but our focus on identity management and data management are unique offerings for our industry and will be married to strong commercialization efforts in the new year.

We’ve become increasingly involved in helping shape policy related to consumer privacy, helping define and promote best practices globally through our work on the Interactive Advertising Bureau, Direct Marketing Association, Network Advertising Initiative, Digital Advertising Alliance and other industry groups in which we hold leadership positions. We’ve also started the process of becoming SOC 2-compliant, a standard for regulating organizational controls related to security, privacy, confidentiality, availability and processing integrity.

We continued to educate the industry through the New Marketing Institute (NMI) and usher new talent into the digital marketing landscape via its Marketing Engineer Program (MEP). As of year-end, NMI has trained more than 4,000 marketers on certification content and graduated 36 participants from MEP with 100% placement rate, including our first six from our EMEA expansion of the program this year.

We made a number of key hires in 2015 to support our aggressive growth plans. Media industry veteran Peter Piazza joined as General Counsel in June. Rich Schmaeling came on board as CFO in September. Advertising industry pioneer Joanna O’Connell became our new CMO in October, joining from AdExchanger’s research practice. We plan to hire aggressively in 2016 as we continue to grow our footprint.  And to support this growth, we rolled out a new 360-degree review process, visible by all individuals in the company and introduced an equity program for employees normally contemplated by companies substantially later in their lifecycles.

The move to our new global headquarters at Four World Trade Center in October marked a milestone in our growth. We have enough space to properly house half of our global employee base and host our clients and partners. As we prepare for 2016, we’re at the epicenter of the digital marketing ecosystem.

This is key, not just for our New York City contingent, but also for our EMEA, LATAM and APAC colleagues. It’s the right place to be at the right time, because I believe there’s a transformation happening in the industry. Huge new swaths of inventory will become addressable, while dynamic creative and media decisioning begin to converge. Leading marketers will start to implement custom attribution models and use them to take action, while true omni-channel executions will be seen at some scale.

There’s a lot to be done and I can’t imagine doing it with a smarter or more driven group of people. I’m incredibly excited about this coming year and hope you are too—see you in 2016!

CultureDIGITAL MARKETINGMediaPeopleTechnologyUncategorized

NMI’s 2015 Highlights

December 28, 2015 — by Elise James-Decruise


NMI (New Marketing Institute) has officially trained more than 4,000 marketers on certification content, ending the year strong for 2015!

As we look ahead to 2016, here’s what NMI accomplished in the past year:

Exam Automation

Our subject matter revolves around an industry that demands automatic and real-time results, so why should our certification process be any different? In Q1 2015, NMI automated the exams for its certification courses. Through Classmarker, a professional online exam platform, questions can be answered digitally and results are given in real-time.

Certification Revamp

We completely revamped our certification offering to fall under a set of three tracks:

Our Introduction to Digital Marketing course has been a great way for those who are new to the space to get an overview of the industry at large. However, the feedback we received told us that people wanted more in-depth instruction specific to the programmatic space. We listened, so started providing Programmatic 101 in addition to Introduction to Digital Marketing.

We rebranded our T1 Platform courses under new names to clarify the intended audiences for both T1 Beginner and T1 Advanced, along with Upcast Social Beginner and Advanced. The T1 Beginner course instructs users in the basics of uploading creatives and adding pixels, putting together campaigns and strategies, as well as FBX, video creatives, and an introduction to “The Brain.” T1 Advanced covers optimization scenarios, a deeper dive into “The Brain,” and ongoing campaign maintenance.

Our Omnichannel certification offering is a three-session set to ensure marketers are current on initiatives aside from regular display – delving into the worlds of mobile, social, and video advertising online.

Language Translation Prioritization

As MediaMath continues to expand globally, it’s important for us to scale our certification offerings, so NMI has made it a priority to translate content for learners across the globe. We have translated our Grovo videos into 8 languages, and, through partnerships with translation services we have begun to translate all certification content into Spanish, Portuguese, Japanese and will continue to do so in 2016!

NMI in LatAm

MediaMath clients from the Latin American market had the chance to attend TerminalOne Platform training in November by dialing-in and getting live Spanish-language trainings. These trainings will be facilitated on a regular basis starting Q1 2016.

Marketing Engineer Program

This year marked the launch of our UK Marketing Engineer Program.  Since June, we’ve run two programs and graduated six Marketing Engineers in London.  In addition, we completed our third program in NYC.  To date, 36 participants have graduated MEP, all of which have found full-time positions immediately after completing the program.  They have found roles at MediaMath, as well as with partners and clients, working on teams such as Product, Programmatic Strategy, Analytics, Campaign Management, Publisher Solutions, and AdOps.

With the new year comes new changes to MEP.  Our NYC program will be condensed to 13 weeks, aligning with our London program.  And there will be even more opportunities for partners and clients to get involved.  Recruitment for our 2016 programs are already underway, so if you’re interested in learning more, check out our MEP webpage.

Boot Camp / Masterclass Launch

NMI facilitated three customized Masterclass sessions this quarter in New York and London. All three were facilitated by Michelle Said and Vanessa DiSpena, with participants ranging from undergraduate students to industry professionals. The first Masterclass took place at MediaMath’s HQ at 4 WTC in New York City. The other two took place in London at Loughborough University and the Internet Advertising Bureau (IAB) UK, with the latter drawing an impressive crowd – including Mail Online, Marriott International, and Teads.TV, to name a few. The overwhelmingly positive feedback from these Masterclass sessions has led to a slew of exciting partnership opportunities for NMI in 2016…stay tuned!


Since July, MediaMath and NMI joined the board for the IAB UK, joining the ranks of other Industry leaders including, Google, Facebook and Twitter. As part of the board, we can now help guide the IAB’s strategic focus and collaborate on key industry and IAB initiatives. In addition, our Introduction to Digital Marketing Certification, Programmatic 101 and Omnichannel Certifications have been IAB endorsed – further strengthening our brand in the UK and beyond.

IAB Digital Leadership Program

Furthermore, we’re pleased to announce another partnership program with the IAB — the Digital Leadership Program. This curriculum is the first of its kind, created specifically for digital media professionals who are developing their skill set to become leaders in the space. Elise has been placed on the Advisory Board alongside other leaders in the digital marketing industry. The preliminary sessions will take place this October in New York City.

Step Up

NMI and Step Up are now official partners! Step Up is a non-profit group which works with high school girls, empowering them to become confidents, college bound and career focused women. Working on three programs with Step Up, NMI will be contributing content for them and hosting the girls on a monthly basis at WTC from October to June.

Start Up Institute

Our partnership with Start Up Institute has been a great success so far and more recently we have become involved in their partner projects. To date we have partnered with their students on multiple partner projects such as creating an NMI Social Strategy along with an NMI App – very exciting!

ATD Forum

NMI is proud to announce that Elise James-Decruise will be joining as a member of the Association for Talent Development (ATD) Forum Advisory Group, helping to shape forum activities through thought leadership and collaboration. The ATD Forum provides a unique opportunity to network, share and learn from colleagues in the learning and development space. In October, she got the opportunity to share NMI’s best practices and wins to senior talent development professionals at this years Fall Lab and looks forward to sharing her expertise in 2016.

Penn State Keynote

Elise James-Decruise presented a keynote speech at Penn State’s “Digital Week” in September to 100 Advertising/PR students to mark the university’s introduction of a new minor in digital advertising.  During her presentation, Elise walked the audience through the history of digital advertising, simplified the complex acronyms and introduced them to the key players of the industry.  This was an exciting event that kicked off the NMI/Penn State partnership that will officially commence spring 2016.

Award Wins!

Topping it all off, NMI being recognized by two prestigious learning and development leaders was the icing on the cake! We were acknowledged for the following:

Brandon Hall – Excellence in Education

BEST CERTIFICATION PROGRAM  – New Marketing Institute Certification Programs

Chief Learning Officer – Learning In Practice

Elise James-Decruise received:

Congratulations to all nominees and finalists! View the full list of winners and photos of the Awards Ceremony here!

With so many new ventures set in stone, we at NMI are excited to play an influential role within the programmatic marketing industry in 2016.