A LIST IF EXPERIENCES
I am a multilingual senior executive with nearly two decades of experience at the intersection of media, advertising, and marketing, with a specific focus on data, audience, and monetisation strategies and products.
I have held international roles in global companies (News Corp, Yahoo, Telefonica, GfK, Hutchison 3G, and Sizmek) and currently provide consulting services (Financial Times Strategies, Dentsu Aegis Network, DPG Media Group, UKOM, and others).
Having seen the industry from different perspectives — ad tech, media, mobile, research, and agency — I bring a deep understanding of the ecosystem’s challenges and opportunities during what may be the most disruptive era in the history of the media, marketing, and advertising industries.
A deep dive of my experience:
I began my adventure in digital advertising in 2004 at Eyeblaster, which became MediaMind and is known today as Sizmek by Amazon.
This experience gave me a foundational understanding of multimedia ad serving, data, creativity, and best practices in advertising, which still drives my vision of media monetisation. I believe that the audience experience and its engagement should sit at the centre of the strategy, taking priority over the quantitative metrics that have crippled the relationship between the customer and media brand over the last decade.
On the data side, we had a razor-sharp focus on the metrics tracking how users engaged with individual creative. We pioneered sequential ads, storytelling, and data benchmarking of single creative execution vs. a selected industry vertical and across different verticals.
I consider Yahoo! in 2006 to have been a hybrid between ad tech and media, with the company building and managing its own tech but also producing its own content. In a pre-Right Media era, we built our own data products using exclusively first-party data from email, content consumption, and ad logs.
The experience as head of targeting products for Europe caused me to shift from using data to understand what happened within the ad slot to focusing on delivering that ad slot in front of the appropriate user at the most relevant time.
I believe we were the very first company to combine all our first-party data sources for profiling and segmentation, yet not a single user data point left our digital properties or was shared with third parties.
The media environment is where everything happens. It’s where audiences benefit from valuable content, information, knowledge, and entertainment, but also where they engage with advertisers’ products and services. This is the sector where all my skills and experiences combine most powerfully, giving me the holistic view necessary to anticipate industry challenges and opportunities beyond advertising and the ad slot.
News UK’s brands (The Times, The Sunday Times, The Sun and their brand extensions Sun Bingo, Sun Goals, The Times Book Club, and many others) needed to connect their print DNA with their digital evolution. I headed the audience and advertising systems team, which built the company’s audience portfolio from scratch while supporting both the advertising and marketing departments. We were also involved in identity resolution, the availability of unique data sources, and paywall strategies — a powerful opportunity for bespoke audience engagement.
With FT Strategies, I worked on projects supported by the Google Digital News Initiative (GDNI). We aimed to leverage the successful experience of a global brand like the Financial Times for the support and growth of small and medium media brands at the beginning of their journey to develop new audience revenue channels, such as subscriptions and memberships.
With DPG Media, a media group with more than 70 brands across TV, radio, news, and magazines in the Netherlands and Belgium, we worked on a holistic strategy across the editorial, marketing, advertising, legal, and technology teams to implement a “funnel of trust.” The goal was to build a relationship and engagement with the audience using approaches tailored to different use cases, ranging from the first level of anonymous user who employs an ad blocker or hasn’t yet provided consent, to the top level signed-in customer who receives value but also provides it in the form of first-party and zero-party data.
We also focused on building DPG Media’s own data platform that advertisers could use to onboard, enrich, and activate their own data across DPG’s own “trusted web” ecosystem, which is a quality environment formed by DPG’s brands and its partners.
Beside building our own ad and data products (see the Ad Tech experience tab), my team at Yahoo! was the connection between the product, data, and commercial teams and clients to support advertisers with bespoke solutions to achieve their objectives.
I engaged and collaborated with Telefónica’s innovation and global data teams on proofs of concept and tests, predominantly using aggregated data at scale, mainly in Europe and South America. My goal was to investigate the future of mobile data and technology and identify what could be leveraged for commercial, advertising, and marketing products.
Counterintuitively, it was one of the experiences that most influenced my view that audiences should be viewed as people, rather than data points. We used geolocation as a proxy for patterns of human mobility, store visits, and traffic routes. We also studied and analysed the impact of data from mobile calls, which resembled that of a social network on steroids.
We used mobile data as the link between the offline and digital environments.
In the context of my experience at Hutchison 3G, we used data internally to manage and improve the company’s B2C digital products.
As GfK’s global product and strategy lead for data activation, my objective was to bridge traditional research data sources (i.e., panels, point of sale data, etc.) and products in the 100 countries in which GfK operated and the wider advertising and marketing ecosystems.
We were one of the first panel owners to develop an ambitious project to enrich clients’ data and model it at scale for advertising and marketing purposes. We also focused on geo-marketing data, providing an effective combination of geo, purchase, census, and tax data to identify spending power and habits across postcodes and regions.
Consulting for a media agency such as Dentsu International reinforced my conviction that a better digital advertising ecosystem is possible. While I focused on building a data platform and one of the first testing efforts of a Google Privacy Sandbox proposal still in its beta stage, it was reassuring and refreshing to witness the agency’s deep and sophisticated efforts to identify and pursue quality advertising environments and inventory for its clients.
Collaborating with UKOM, the cross-industry body that sets and governs the UK industry standard for online audience measurement, meant approaching the sector’s challenges with a much wider scope. In fact, the spectrum of our interactions spans regulators to technology companies such as Google and Apple and other browsers. Objective: mitigating the technical limitations of data collection – which are understandable as a general concept but become damaging obstacles for transparency across the industry when they threaten the accuracy of the data being collected (i.e., preventing data collection and user deduplication).
I cover the advertising vertical as a member of OdiseIA, a Spanish independent observatory of the societal and ethical impacts of artificial intelligence.