At Simulmedia, progress is our constant. We're never satisfied with the status quo – we're always pushing forward, seeking fresh ways to empower our customers and fuel their success. And today, we're thrilled to announce something big: meet 

Skybeam is our latest CTV advertising innovation, designed to make high-impact TV campaigns accessible to everyone. This self-serve platform allows businesses of all sizes to tap into the power of Streaming TV with the ease and flexibility of digital advertising. Whether you're running search and social campaigns or looking to expand your reach, Skybeam brings the scale and influence of TV within reach – no complex tech or giant budgets required. It's a data-driven, intuitive solution that puts you in control of your campaigns so that you can connect with audiences in a whole new way.

Skybeam carries forward Simulmedia's visionary strengths, built on years of pioneering TV advertising since 2008. It draws on the powerful blend of insights from Simulmedia's TV+® platform, which unites linear and streaming for meaningful impact. With Skybeam, you're stepping into a legacy of expertise crafted to empower your connection with audiences.

As CTV's presence in households grows, so does its potential to reach audiences highly engagingly. According to data from e-marketer, by 2027, CTV ad spending is expected to grow to 42.2 billion USD (almost twice since 2023). But until now, entering the CTV space has often meant facing steep costs and confusing platforms. Skybeam changes the game, offering a streamlined, accessible option for businesses that want TV power without complications.

With over 250 advanced targeting options, Skybeam allows advertisers to reach the right viewers with remarkable accuracy. Choose from demographics, interests, and behavioral attributes to ensure your ads are seen by the audience most likely to engage.

Skybeam's TV Impact Forecaster empowers you to predict outcomes, optimize essential metrics, and confidently plan campaigns. Visualize expected results, make data-driven adjustments, and maximize the impact of your ad spend before launch.

Whether you want to target audiences nationwide or zoom into specific zip codes and metro areas, Skybeam's geotargeting capabilities allow you to meet any client's geographical needs and campaign goals.

Track real-time campaign performance with detailed reporting on impressions, ROAS, and other critical metrics. Skybeam's insights allow you to continuously optimize your campaign and clearly demonstrate results, ensuring every dollar counts.

Built for digital marketers, ready for CTV

For marketers with experience in digital ads, Skybeam offers an intuitive path into CTV. Designed for agencies and brands familiar with search and social media, it combines the flexibility and tracking of digital media with the reach of TV. With Skybeam's self-serve access, affordable entry points, and real-time reporting, taking your ads to CTV has never been easier or more accessible.

Skybeam offers something unique in a crowded market: a platform that’s powerful yet easy to navigate, designed specifically for small and mid-sized businesses. By eliminating the barriers often associated with TV advertising, Skybeam lets brands of all sizes leverage the reach of CTV, backed by Simulmedia’s expertise in TV and audience insights. Skybeam isn’t just another ad platform—it’s a launchpad for brands ready to expand their reach and drive real results through Streaming TV.

Skybeam breaks free from the limitations of single-publisher platforms, allowing brands to reach audiences across multiple networks and streaming services. There is no need to choose. This unified approach means you can connect with viewers wherever they are, maximizing your reach and impact in one seamless solution.

Whether you’re an agency looking to broaden your offerings or a brand ready to scale up, Skybeam makes streaming a straightforward, exciting new channel in your advertising strategy.

Simulmedia introduces Skybeam: A New Era in Streaming Advertising 

 that covered the initial sessions of the ANA conference, we continue to delve into the profound discussions and insights shared by industry leaders. The day-long event at Simulmedia brought together experts who explored various facets of the evolving television landscape. In this post, we’ll pick up where we left off, beginning with the fourth session, "Making Programmatic Work for TV."

The session "Making Programmatic Work for TV" featured Dave Dworin, Chief Product Officer at Freewheel, who provided a comprehensive overview of the challenges and opportunities in integrating programmatic advertising with television.

Dworin kicked off with a striking statistic that underscored the rapid growth in programmatic: “Programmatic going to publishers has grown 6X and now generates a third of TV publishers' CTV revenue.” This set the stage for a detailed exploration of the unique dynamics of programmatic in the TV ecosystem.

A key highlight of the session was Dworin's vision for the future of the Upfronts. He posited that TV publishers need to offer a mix of buying models in their upfront commitments. This would include not just the standard non-biddable direct insertion orders and sponsorships, but also programmatic guaranteed and even biddable models from private marketplace deals. Advertisers favor biddable models as they allow more control over their buys. However, this complexity introduces a challenge for publishers who must now manage advertiser commitments across both non-biddable (which they control) and biddable models (which advertisers control).

Dworin explained that if advertisers set their bids too low, publishers might see these biddable commitments fall short and shift more money into non-biddable models, which could frustrate advertisers. Innovations from Freewheel address this by providing publishers with tools to signal advertisers: “Hey, you may want to increase your bids because your biddable buys are pacing below expectations.” This allows the buy-side to self-correct instead of having the publishers make the corrections.

One of the key points Dworin emphasized was the disparity in data ownership between web and CTV. “All of the data in the web lives in the buy-side, but all the data in the CTV side live in the sell-side,” he explained, highlighting a fundamental difference that shapes how programmatic advertising operates in these two environments. This difference necessitates a tailored approach to data utilization and ad targeting in CTV.

Dworin also discussed the complexities and risks associated with live events, which are a significant draw for advertisers. “The coolest events are happening in live, but there’s an added level of risk. High value, high risk,” he noted. He elaborated on the technical challenges, such as handling simultaneous ad requests during major live broadcasts, which can overwhelm systems not adequately prepared for such spikes in demand.

A major focus of the session was on the need for technological and strategic adaptations to make programmatic viable in the TV space. Dworin pointed out, “One of the big reasons you are in the Upfronts is you want to access the really big tentpole events — and a lot of those are live. But live is really hard.” He detailed the various technical hurdles, including pacing algorithms and fraud alerts, that need to be managed to ensure successful ad delivery in real-time environments.

Dworin's insights also touched on the ongoing industry challenge of transitioning from web-based programmatic to TV-based programmatic. He explained that traditional web programmatic relies heavily on 2D display ads, whereas TV programmatic is fundamentally different because it revolves around video content and timing. “Programmatic for video is based on time. That’s the first big change, and that changes the way a DSP paces,” he said, underlining the necessity for a paradigm shift in programmatic strategies to cater to the TV medium.

The session wrapped up with a discussion on the strategic trade-offs for brands considering programmatic TV. Dworin cautioned that while programmatic offers numerous benefits, it also comes with its own set of challenges, such as additional costs and limited access to certain types of premium inventory. However, with careful planning and the right technological infrastructure, these challenges can be mitigated to unlock the full potential of programmatic in television.

As the session concluded, it was evident that while making programmatic work for TV requires navigating complex terrain, the rewards of successful integration are substantial. The insights shared by Dworin provided a clear roadmap for leveraging programmatic to enhance the effectiveness and reach of TV advertising.

Reimagining the Client/Agency Partnership to Optimize Programmatic

The session "Reimagining the Client/Agency Partnership to Optimize Programmatic" featured insightful discussions led by Jo Zmood, Managing Director at OMD, and Katherine Freeley, Head of the Media Center of Excellence at Boehringer Ingelheim Pharmaceuticals. They explored how client and agency relationships need to evolve to better leverage programmatic advertising, anchored around three key pillars: Governance, Collaboration, and Transparency.

Zmood began by emphasizing the importance of a co-created governance framework that ensures shared accountability for media’s impact on business outcomes. “Media is becoming more and more a topic of agenda in boardroom discussions because media is playing a bigger role today in driving business outcomes,” he said. This statement underscored the strategic value of media investments and the necessity for closer collaboration between clients and agencies.

The second pillar, Collaboration, was illustrated through the global transformation efforts delivered via the streamlined structure of OneBIH, a dedicated, bespoke partnership model. Freeley explained the unique challenges faced by pharma companies in navigating the media landscape. “CPG companies understand media and marketing really well. Pharma companies — they focus on research — and I don't think we want to change that. Our focus is on prolonging the life of future generations. For pharma companies, media is a bit of a conundrum — they don't often understand it,” she noted. This highlighted the need for agencies to educate and guide clients through the complexities of programmatic advertising.

Radical candor and transparency, the third pillar, are crucial in client/agency relationships. “We need to learn how to be radically honest about how we're transparent and how we are tackling issues. Because if we're not, then you hit the point where you cannot communicate effectively,” Freeley stressed. This honesty is crucial for building trust and ensuring that both parties are aligned in their objectives and strategies.

Zmood emphasized the importance of benchmarking and accountability within this transparent framework. “We've been a strong proponent on benchmarking with the ANA because more and more, we as agencies need something to be held accountable to in programmatic,” he stated. This accountability is essential for maintaining high standards and delivering measurable results in programmatic campaigns.

One of the most impactful points made by Freeley was the environmental impact of programmatic advertising. “Programmatic is one of the biggest carbon emitters, especially made for advertising sites that use a lot of server farms. They emit more carbon than the whole airline industry altogether. Our responsibility as advertisers is not only to focus on a clean programmatic supply, but also to minimize carbon emissions,” she said. This perspective added a new dimension to the discussion, highlighting the need for sustainable practices in digital advertising.

The session concluded with a focus on ROI and continuous education. “In a nutshell, when we invest in media, we do expect an ROI, and that manifests itself in terms of 'new to script' or 'script lift' in metrics,” Freeley noted. She also emphasized the ongoing need to educate marketers about changes in the media landscape and viewership behaviors. “There's a lot of data coming into the marketplace, and how we harness that and utilize it in new ways to find the audiences, that's the new frontier,” Zmood added.

Game On: Exploring the Future of Brands and Video Games

The final session of the ANA conference, "Game On: Exploring the Future of Brands and Video Games," was a riveting exploration into the intersection of gaming and brand engagement. Joost van Dreunen, Professor at NYU Stern, and Adam Keaney, General Manager at 

, led the discussion, highlighting the immense potential of gaming as a cultural and commercial platform.

Joost van Dreunen kicked off the session by addressing the unique cultural space that gaming occupies. “Gaming affords a cultural space that no other form of media does,” he remarked, underscoring the deep and personal connections players have with their games. This connection presents a unique opportunity for brands to engage with audiences in meaningful ways.

Van Dreunen also discussed the shift from service models to games as platforms, a transition accelerated by the pandemic. “What excites me now post-pandemic — we've transitioned away from the service model towards games as a platform,” he explained. This shift allows for continuous engagement and interaction, providing brands with ongoing opportunities to connect with gamers.

Adam Keaney added to this by sharing insights on how major IP adaptations can drive engagement. “Fallout, newly out on Amazon, inspired a huge spike in downloads of the game, which had already been out for years, attracting a brand new audience,” he noted. This example highlighted the powerful synergy between gaming content and other media forms, creating multiple touchpoints for brand interaction.

Keaney showcased compelling quotes on the monitors that emphasized the growing influence of gaming among younger generations. He cited Dennis Kooker, President of Global Digital Business at Sony Music, saying, “When we look at Gen Z and Gen Alpha, what we’re seeing is that gaming is the No. 1 entertainment choice over video.” This was further reinforced by Meredith Kopit Levien, CEO of The New York Times, who stated, “Wordle brought an unprecedented tens of millions of new users to The Times, many of whom stayed to play other games, which drove our best quarter ever for net subscriber additions to Games.”

Keaney also engaged the audience in a revealing exercise, getting them to acknowledge that even casual game players are gamers. He presented a statistic showing that people spend nearly 12 hours a week on video games and virtual worlds. This figure closely trails the time spent on "social media & video sharing platforms" (13.12 hours per week) and "broadcast TV & subscription services" (13.92 hours per week). This data underscored the significant role of gaming in the broader entertainment landscape.

The session concluded with a focus on the evolving perceptions of gamers and the integration of gaming into broader media strategies. “Gaming now is at this moment where we can share, have meaningful moments with others. The stereotypical model of the gamer as someone alone in his basement — we're well past that moment,” Van Dreunen concluded, emphasizing the mainstream acceptance and social aspects of gaming today.

The ANA conference at Simulmedia provided a wealth of insights into the evolving television and media landscape. From rethinking the upfronts and tackling programmatic transparency to exploring the vibrant future of gaming, each session was packed with actionable takeaways and thought-provoking ideas.

At Simulmedia, we pride ourselves on being a trusted partner dedicated to helping our clients achieve exceptional results in media and TV advertising. Our advanced TV and data-driven insights ensure that clients not only stay ahead of industry trends but also maximize the effectiveness of their campaigns. Working with Simulmedia means gaining access to cutting-edge solutions and expertise that consistently deliver outstanding outcomes. Our commitment to innovation and excellence means that clients always leave our collaborations smarter and better equipped to navigate the complexities of the media landscape.

Dive into the latest insights from the ANA conference at Simulmedia, covering the future of programmatic TV, client/agency partnerships, and the booming world of gaming. Discover how industry leaders are reshaping the media landscape!

The Next Big Thing in TV and Gaming: More Insights from the ANA Conference

Unlocking Opportunity in the Evolving Television Landscape

, hosted at the Simulmedia office, was nothing short of a revelation. As industry leaders gathered to discuss the rapidly evolving television landscape, the air was thick with anticipation and excitement. The conference was a melting pot of ideas, with each session shedding light on different facets of media, advertising, and programmatic TV strategies. Let's dive into the highlights from the first three sessions, starting with the thought-provoking "The Upfront is Dead, Long Live the Upfront."

The Upfront is Dead, Long Live the Upfront

The day kicked off with a bang as Jon Werther, CEO of Simulmedia, took the stage to moderate the opening session titled "The Upfront is Dead, Long Live the Upfront." Tamara Alesi, CEO of MediaPlus NAM, and Kevin Cahn, AVP & Head of Media COEs at Kepler Group, joined him. Together, they embarked on a thorough examination of the traditional concept of the upfront and its relevance in today's media environment.

Tamara Alesi’s opening remarks were nothing short of eye-opening: “60% of YouTube viewers are on the big screen these days,” she announced, highlighting a significant shift in viewer behavior. This statement set the tone for a session brimming with candid insights and bold predictions.

Alesi didn't hold back when addressing the current state of the upfront market. “Today, you have to also buy a lot of garbage when you buy in an upfront. You have to be okay with that,” she stated bluntly, pointing out the inefficiencies and compromises inherent in the traditional model. However, she quickly pivoted to underscore the importance of emerging platforms and flexibility in media planning.

The conversation then turned towards emerging players and trends. Alesi boldly predicted, “I think Amazon is going to be the network to watch in this Upfront.” This sentiment was echoed by many in the room as the tech giant continues to make significant inroads into the media space. She also highlighted the growing role of Connected TV (CTV), stating, “CTV will play a huge role in this year’s upfront.”

One of the most compelling parts of Alesi's presentation was her discussion on innovation and retail media. “The biggest innovation we'll see this month is commerce. Retail media takes 20% of the share right now; by next Christmas season, it will be 25-30%,” she predicted. This shift towards integrating commerce with media signals a new era of 'brandformance,' a term she elaborated on by saying, “We talk a lot in our agency today about brandformance. Everyone wants to know, 'What's your return?'”

Kevin Cahn complemented Alesi’s insights with his own perspective on the importance of testing and learning in media strategies. “Don’t be afraid to ask, and don’t be afraid to fail. There’s a lot of new stuff out there, and unless you’re testing, you’re not learning enough,” he advised. Cahn's emphasis on disciplined media practices resonated well with the audience. “All media drives outcomes if you can be disciplined in how you test, validate, and iterate,” he added, reinforcing the need for continuous improvement and adaptability.

Cahn also stressed the necessity of being agile in media planning. “Flexibility and the ability to bob and weave and change with your client is so important,” he emphasized, illustrating the need for agility in a fast-paced media landscape.

The session wrapped up with Alesi reiterating the importance of evaluating media investments through the lens of 'brandformance.' “You should look at how every single dollar you lay down is affecting brand and performance -- that’s why we call it brandformance,” she concluded, leaving the audience with a clear directive to balance brand building with performance metrics in their media strategies.

As attendees moved to the next session, the energy in the room was palpable. The discussions were not just about the death of the traditional upfront but also about the birth of new opportunities and the exciting future of media. This was just the beginning of a day filled with groundbreaking insights and thought-provoking conversations.

Programmatic Transparency Matters: Rebalancing Information Asymmetry

The second session of the day, titled "Programmatic Transparency Matters: Rebalancing Information Asymmetry," delved into the intricate world of programmatic advertising. As the speakers took their places, the audience braced themselves for a deep dive into one of the most pressing issues in digital advertising today.

Tom Triscari, CEO and Programmatic Economist at Lemonade Projects, moderated the session. He began with an overview of the ANA transparency paper, highlighting key findings and setting the stage for a robust discussion. He pointed out the significant shifts by major players like Google and Meta towards less transparency but with guaranteed outcomes, emphasizing the industry's evolving landscape.

Sabrina Traskos, VP of Commercial Procurement at Regeneron, opened with a provocative statement that immediately captured the room's attention: “As a procurement specialist, I will take guaranteed ROI any day over a transparent, non-guaranteed buy.” Her perspective highlighted a key tension in the industry: the balance between transparency and guaranteed outcomes. This sentiment was especially poignant given the recent moves by giants like Google and Meta towards less transparency in favor of assured results.

Traskos continued by shedding light on the inefficiencies she has observed in media buying. “For every hundred million dollars of creative and media we were buying, 40% was rework,” she explained. This reality of significant waste underscores the necessity for greater efficiency and accountability in the media buying process. She didn't shy away from illustrating the operational challenges procurement specialists face, adding, “We get more and more pressure to deliver shareholder value with less budget and fewer experienced marketers.”

A particularly memorable part of the session was Traskos's discussion on the concept of FOFO—fear of finding out. She explained that while brands often demand transparency, there is an underlying reluctance to fully embrace it. “When you ask regular consumers how many media companies they can recall reading, they may list about 6-8. So how do we justify the thousands of publishers in a typical media plan?” she asked. This fear of uncovering inefficiencies and waste is a significant barrier to true transparency.

Triscari added context to this discussion by questioning the growing reliance on proprietary trading. “How is it more and more money is going into proprietary trading when everyone is concerned about transparency?” he asked. Triscari's remarks pointed to the growing concern over the opaque nature of programmatic deals, where significant sums of money flow without clear visibility into where and how they are spent.

One of the session’s most intriguing moments came when Traskos recounted a conversation with a marketing colleague. Given the choice between a non-transparent buy with guaranteed ROI and a transparent buy without guaranteed ROI, her colleague preferred the latter. “I was shocked,” Traskos admitted. “But they wanted the data and insights from transparency because they questioned whether the reported ROI was real and believed the learnings would help them achieve more in the long run.” This tension between the immediate needs of procurement and the long-term goals of marketing highlighted a fundamental conflict within the industry.

Traskos vividly illustrated the practical challenges of programmatic advertising: “When we get into programmatic reporting, you get stuck in the weeds, lost in the mud, unable to see the stars.” This analogy perfectly encapsulates the frustrations many marketers feel when the minutiae of data bog them down without clear, actionable insights.

As the session drew to a close, Traskos and Triscari's dialogue underscored the urgent need for greater transparency and efficiency in programmatic advertising. They suggested that the path forward would require a concerted effort from all stakeholders to rebalance the information asymmetry that currently plagues the industry. The emphasis on transparency, efficiency, and accountability set the stage for the next discussions as attendees prepared to delve deeper into the digital transformation of television.

100% Digital TV Future is Here: Optimizing Experiences for Viewers (+ Brands)

The session titled "100% Digital TV Future is Here: Optimizing Experiences for Viewers (+ Brands)" was led by Dani Cushion, Chief Marketing Officer at Innovid. Cushion immediately set the stage by addressing the monumental shift from linear TV to a digital-first approach. “It’s a big ship to shift from the linear buying motion and the historic upfront to more of a first digital-first, dynamic motion. But this gap represents an enormous opportunity,” she remarked.

Cushion emphasized the evolution of Connected TV (CTV) and its unique challenges and opportunities. “We have imposed this heavy digital ecosystem on CTV, but it’s really an evolution of linear TV. When the dollars flow in, we can't be in a system where money is just going out the window, where advertisers don't know what they are spending their dollars on,” she stated, highlighting the need for efficiency and transparency.

A standout moment was her discussion on the year's buzzword: Shoppable Ads. “The buzzword of the year is Shoppable Ads — major auto drivers are using this to drive viewers to a dealership via QR code,” she noted, showcasing how this new ad format is transforming viewer engagement and driving tangible results.

Cushion also touched on the importance of real-time measurement in digital TV. “You don’t have to wait weeks to act. Real-time measurement makes it all actionable,” she explained, stressing the importance of immediacy in optimizing advertising strategies.

The session concluded with Cushion emphasizing the holistic approach needed for success in CTV. “It’s really important for us, when we all link arms and dollars start flowing into CTV, that the experience is good for brands, good for publishers, but most importantly, good for viewers,” she concluded, leaving attendees with a clear vision of a cohesive, efficient, and viewer-centric digital TV future.

The ANA conference at Simulmedia provided a wealth of insights into the evolving media landscape. From rethinking the upfronts and tackling programmatic transparency to embracing a digital-first TV future, the sessions were packed with actionable takeaways. Industry leaders shared predictions and practical advice, setting the stage for continued innovation in television advertising. Stay tuned for more highlights from the remaining sessions.

Explore key insights from the ANA conference at Simulmedia, covering the transformation of upfronts, the importance of programmatic transparency, and the future of digital TV. Discover actionable takeaways from industry leaders.

The Future of Media Unveiled: Highlights from the ANA Conference at Simulmedia

Adam Quinn, SVP, Sales highlights career milestones and talks to us about the many challenges and opportunities facing the Ad Sales team in the upcoming year.

What do you do in your current role within the Advertising team at Simulmedia?

I help the team unlock the proven value we bring to clients and ensure the team is knowledgeable of the broader video advertising marketplace and are able to articulate our value and adroitly customize that value based on an individual client or agency’s needs. This also includes helping them learn about our clients’ businesses to surface where and how we can help. I also work across the various departments to establish strong relationships with internal and external stakeholders. Finally, I leverage my 25+ years of experience on the agency and sales sides of the business, along with my deep network of contacts, to contribute to everything listed above.

Can you share insights into your journey to leading the Simulmedia Advertising team?

I spent many years in what would be considered more established and traditional buying and selling roles at other companies. My journey at Simulmedia began as an Account Executive, using a scrappy and disruptive approach to find and connect with the right clients. It's challenging but rewarding to communicate with contagious enthusiasm, helping clients see the benefits of partnering with us. Closing a partnership after all the effort feels great. I thrived as I faced diverse client and agency challenges, shaping our approach to meet their needs. Eventually, I earned the trust to manage a small team in a "player/coach" style. Helping colleagues replicate what I know works, and witnessing their enthusiasm and excitement is the best part, all while helping clients achieve business goals. Now, I'm honored to manage the entire sales team, scaling up our collaborative achievements. I continue to roll up my sleeves and use the skills I've developed along the way.

What are the most significant experiences and lessons you've learned as you ascended to your current leadership position, and how do you intend to apply them in your role?



All we have is time, the most valuable and perishable aspect of life. Everyone is either genuinely busy or has convinced themselves that they are. It doesn’t matter which is true. Anyone seeking the right to engage with someone in this business needs to add value and help them address whatever keeps them busy. This has been an ongoing lesson throughout my career, spanning all aspects of buying and selling, managing teams, and establishing partnerships. Regardless of whether someone is on the buyer or seller side, adding value at every point is essential. Adding value along the way holds both sides accountable and earns a seller the right to make a request. Also critical, is following through on follow-ups and commitments. It’s hard work, but when it all comes together, there are few things more satisfying and rewarding. So, I need to keep the team thinking this way.



What were the biggest challenges you faced when climbing the ladder in advertising sales, and how did you overcome them?

Related to everything I mentioned above, the main challenge in advertising sales is often breaking through and getting the chance to convince clients and agency partners that there's a better way to do business. This is particularly relevant to my time at Simulmedia. In the early stages of my career, the goal was to learn as much as possible about all the available options. A colleague from my early career on the agency side advised me to keep being a sponge, absorbing as much information as possible, which I took to heart. Similar to being extremely curious about everything, I focused on learning as much as I could about the business of advertising early in my career. This allowed me to form informed opinions on topics that emerged later in my career. Overcoming these challenges involves working hard and staying focused on what truly matters.

Can you describe your leadership style and how it has evolved throughout your career in advertising sales?

I've always admired leaders who clearly learned and became leaders by proving they could do the job at hand. These leaders can understand different perspectives and angles to an issue or task, putting themselves in others' shoes. This not only shows empathy but also means the leader won't ask a colleague to do something they haven't done themselves. It might be challenging to see everything a leader has done to reach where they are, but there are no shortcuts to hard work. Leaders who take shortcuts often get exposed or become ineffective. So, my approach is collaborative, providing guidance and helping colleagues find solutions by looking at what worked in the past and applying it to the future with new and innovative approaches.

Can you outline specific long-term goals you aim to achieve in your role, and how these goals align with the company's overall objectives?

The long term goal is to have a team of talented, inspired salespeople who are collaboratively and consultatively helping clients accelerate their business growth while recognizing the contribution of Simulmedia. There’s a higher level of accountability in this, and when achieved, benefits all involved. Specifically, this means managing ongoing partnerships to grow Simulmedia’s role in those clients’ marketing efforts, bringing back marketplace feedback to shape our capabilities to meet the broader needs of marketers, and helping arm the team with the skills and collateral they need to achieve all of this.

Which are the top opportunities you see for Simulmedia and how do you envision scaling your advertising team to meet the evolving needs of our clients and the industry?

The main opportunity we're focusing on is boosting accountability and effectiveness for our clients' video advertising. This involves connecting meaningfully with our clients, understanding their needs, educating them about our data-driven, cross-channel approach, proving its success with our measurement capabilities, and collaborating to optimize campaigns for the best customer growth. As the team brings in more clients, we'll expand to manage successful partnerships and use that success to find more clients and agencies who can benefit. Recently, we split the sales team into two groups— one focused on attracting new clients and agencies for growth, and the other on expanding existing clients or finding new business related to established clients. As the team excels in these areas, we'll decide which group to further develop.

What strategies have you/or plan to implement to keep your Advertising Sales team competitive in a rapidly changing marketplace?

We will always need to keep building on the fundamentals of consultative selling. Understanding a client’s business needs and matching those needs with our capabilities, in a consultative way that will drive both of our businesses, requires repetition and practice as businesses evolve and new dynamics and competitors come into play. Celebrating and evaluating wins with the team encourages sharing successful strategies to keep improving at Simulmedia. The new business team will connect with clients we've had trouble reaching before. The established-client team will intentionally expand and enhance our successes with ongoing partners. Both teams will collaborate to share and celebrate what's effective. Lastly, we need more visibility in the marketplace with competitors and potential partners. As a team, an ongoing goal is to keep learning about opportunities in the marketplace related to our data-driven premium video capabilities..

What key market opportunities do you foresee for Simulmedia in the next 3-5 years?

Linear TV is expected to continue to decline, while CTV will continue to grow. Despite the decline in linear TV ad spend, total TV ad spend will grow from $86.40 billion this year to $97.73 billion by 2027. The beauty of our approach at Simulmedia is that it’s built for the ongoing fragmentation of viewers. We benefit from the proliferation of content. So the more the streaming publishers, linear networks and other content producers develop content, and market it to everyone, the more necessary Simulmedia is. The market opportunity is: More great content means more opportunity for Simulmedia, and as we continue to build our cross-channel capabilities and scale our gaming audiences, we will continue to rise as the perfect solution for brands and agencies. We can’t miss the opportunity to spread the word. This also means we must execute with excellence so every client we get onboard, quickly becomes an advocate.


Adam Quinn, SVP, National Sales highlights career milestones and talks to us about the many challenges and opportunities facing the Ad Sales team in the upcoming year.

Simulmedia's SVP of Sales Focuses on Driving the Ad Sales Team to Success

Marc Siegel, President, Sales recently was promoted to run the Simulmedia advertising team. With many challenges and opportunities in the current marketplace, we sat down with him to learn more about his career and vision for the sales team as they navigate the many marketplace challenges and opportunities in the TV and CTV advertising landscape.

 

I lead the sales team that is responsible for generating revenue for the company. I collaborate with Adam Quinn, SVP, Sales to design our go-to-market strategy and align our people to execute our plan. In addition, I am in the market developing opportunities and identifying partnerships with marketers and agencies to scale our business. I partner with our CEO to effectively communicate with our Board our go-to-market strategy and meet with Board members individually to garner insights on how to do my job better. Lastly, I’m a mentor and coach to my team and lead by example.

Can you share insights into your journey to leading the Simulmedia Advertising team? 

I began my professional career playing minor league hockey where I learned to focus on what I can control, and that personal discipline is vital to success. After 3 years, I hung up the gear and decided that advertising was what interested me, so I joined an agency and worked there for 7 years. I worked on Coca-Cola, Pfizer and 3M business, and handled media planning duties with a focus on strategy and TV planning. From there, I moved to ad sales at U.S. News and World Report where I was part of the digital transformation of the business. At US News, I learned how to be a challenger brand in a competitive market and focus on my clients needs. When I had the opportunity to join Simulmedia, I knew that this was my chance to use my professional experience to accelerate my career and work with the smartest people in the industry.

What are the most significant experiences and lessons you've learned as you ascended to your current leadership position, and how do you intend to apply them in your role? 

Number one is learning by doing - this allows me to coach my team and be an effective leader. Second, is that grit and perseverance are the traits I look for when building my team. Number 3, is that our industry is complex, so making sure we have attention to detail on all aspects of our day to day is extremely important. Lastly, I’ve learned that relationships matter more than ever, so empowering my team to always be empathetic to our clients and teammates is important to help the business thrive.

What were the biggest challenges you faced when climbing the ladder in advertising sales, and how did you overcome them? 

I've always been in a challenger sales role where my offering wasn't on the “must buy list.” Because of this, I've had to identify where I spend my time and learn how to design our offering to ensure my customers see the value. Challenging the status quo is not easy but extremely rewarding. Overcoming objections has empowered me to truly enjoy what I do and has allowed me to overcome obstacles.

“Leading by example” and "Show Don’t Tell” are 1 and 1A. I’ve learned how to listen more and be more open to feedback and how I can get better. I continually emphasize individual accountability but understand that teamwork wins. The most important evolution I’ve made is bringing more empathy to my role and being able to communicate better with my co-workers.

Can you outline specific long-term goals you aim to achieve in your role, and how these goals align with the company's overall objectives? 

I want to bring more sustainable, predictable growth for the business by leading large scale enterprise partnerships in the market. Key verticals like pharma and DTC brand-performance advertisers will be key initiatives for sustainable growth. In addition, integrating our platform into independent agencies will transform our business from IO based deals to enterprise deals with recurring revenue. In this way, the company will be able to achieve its overall objectives. Lastly, I want to mentor and groom young talent to be the next leaders in our industry and have fruitful experience at Simulmedia and share in our wins.

Which are the top opportunities you see for Simulmedia and how do you envision scaling your advertising team to meet the evolving needs of our clients and the industry? 

Helping brands and agencies become smarter with their premium video investment. Showcasing how our technology can plan and allocate budgets to minimize over frequency and ensure ads are reaching the right people. I’m a TV fan and I see how ads run indiscriminately across the landscape. I want to encourage my team to be passionate about this problem as many industries rely on advertising to drive business growth. I want to position Simulmedia as the brain that powers allocation decisions across television, and soon, video games.

We have re-organized our sales team to align their strengths to the role we need to be successful. We have instituted on-going, weekly training to ensure all sellers have the tools to successfully execute our strategy. We’ve created team meetings with more positivity that empowers the team to communicate more effectively. In this way, we have created peer-to-peer training and greater collaboration. In addition, we encourage all team members to be in the market at industry and networking events to foster personal development and market intelligence.

What key market opportunities do you foresee for Simulmedia in the next 3-5 years? 

I see Simulmedia being able to forge key partnerships across the industry. Being an independent technology platform will allow us to create diverse revenue streams for linear, CTV, cross-channel, and gaming revenue. Our audience-first approach will allow our partners to use our tech and services to align to their business objectives. As Simulmedia continues to innovate, we will unlock new opportunities to build scale.

Marc Siegel, President, Sales recently got promoted to run the Simulmedia advertising team. With many challenges and opportunities in the current marketplace, we sat down with him to learn more about his career and vision for the sales team as they navigate the many marketplace challenges and opportunities in the TV and CTV advertising landscape.

New President of Sales Shares Career Insights and Opportunities for Sales Team

(New York City) – Simulmedia today announced a shared leadership structure at the top of the company to help it best exploit and manage the enormous growth in streaming TV advertising. Company founder and CEO Dave Morgan is changing his title to Executive Chairman, focusing on market development, product vision, strategy and partnerships. COO Jon Werther is taking the CEO title and assuming greater oversight of the company’s operations and day-to-day direction of the management team.

Wrote Morgan in a note to the Simulmedia team, “We created Simulmedia 15 years ago to bring a digital approach to TV advertising. Over the past three years, Connected TV advertising has grown from 1% to 6% to more than 15% of our revenue and should exceed 25% by the end of 2024. With those growth dynamics, having Jon Werther take over more of the day-to-day management of the company so that I can double-down my focus on market development, product vision, strategy and partnerships is the best way for us to grow and scale our already profitable and debt-free company. I am really lucky to have such a great partnership in place with Jon, who has been an amazing COO for the past one and one-half years and who worked closely with me both at AOL and in the initial build-out of Simulmedia.”

For the past 15 years, Simulmedia has pioneered the automated, data-driven buying of Linear TV advertising and its TV+ platform has directly optimized billions of dollars of ad spend across all of the major TV channels, from Warner Bros Discovery, NBCU, Disney and Paramount. Over the past three years, the company expanded TV+ to fully integrate ad-supported Connected TV channels like Hulu, Peacock, MAX, Disney+ and Roku.

eMarketer, an Insider Intelligence Company, recently projected that combined Linear TV and Connected TV ad spend will grow from 86 billion in annual spend in the US in 2023 to $102 billion in 2023, with Linear spend declining $5 billion over that time and CTV growing more than $15 billion. Simulmedia through its TV+(R) platform is the only company operating today that plans, activates and optimizes campaigns across both CTV and Linear in a fully integrated way, able to guarantee ad frequency capping in campaigns across programmers, channels, distributors and devices.

“I am excited to continue to partner with Dave and our outstanding team to drive robust profitable growth for Simulmedia and deliver best-in-class results for our clients and partners,” said Werther. “With our suite of industry-leading linear, CTV and in-game advertising solutions, our future is very bright.”

This move follows recent promotions in Simulmedia’s sales organization this past Fall when Marc Siegel, a ten-year veteran of the company, was named President of Sales and Adam Quinn, a seven year company veteran, was named SVP/Sales. Before Simulmedia, Siegel worked in media planning at Mediacom and Carat and in sales leadership at NY Daily News and US News & World Report. Quinn’s background includes senior sales and leadership roles at National Geographic and Turner Sports. At Simulmedia, their positions were previously held by Lauren Fry, now head of video ad sales at Apple, and Dina Roman, head of global advertising sales at Fubo.

Simulmedia is a New York based technology company for advertisers and agencies founded in 2008. Its Performance TV(R) products - powered by its patented, AI-driven TV+(R) analytic and activation platform - deliver high performance targeted video ad campaigns across all streaming and linear TV channels for more than 100 top brands like Disney, Experian, MassMutual and Choice Hotels. Independent studies show that Simulmedia campaigns regularly deliver 30-100% higher ROI than conventionally planned and targeted campaigns. This is why Simulmedia is alone guaranteeing the performance of its campaigns, whether the desired outcome is reach, custom targeting or ROI.

Simulmedia today announced a shared leadership structure at the top of the company to help it best exploit and manage the enormous growth in streaming TV advertising. Company founder and CEO Dave Morgan is changing his title to Executive Chairman, focusing on market development, product vision, strategy and partnerships. COO Jon Werther is taking the CEO title and assuming greater oversight of the company’s operations and day-to-day direction of the management team.

Simulmedia Establishes Partnership at Top of C-Suite

A 202-page research post analyzing Google's advertising practices is making waves in the ad tech world.

The research comes from Adalytics, an advertising analytics firm that found 

 of YouTube's ad campaigns violated their own standards. Affected advertisers include Fortune 500 brands, small businesses, and even government agencies.

So what exactly does this mean for the advertising industry? What do advertisers need to know moving forward? To better understand this hot topic, we've broken it down below.

Advertisers invest big into YouTube — the media giant's total ad revenue for 2022 amounted to 

. Advertisers pay Google to serve their ads on YouTube, but these ads are sometimes run on third-party sites and apps — also known as Google Video Partners.

Google claims it vets these partner sites to ensure they're of the utmost quality, but Adalytics' report reveals the opposite. According to the report, "many media buyers were surprised to learn that the majority of their ad budgets against a so-called "walled garden" environment was spent on muted, auto-playing video ads on third party websites.."

To make matters worse, many ad buyers have since reported they unknowingly opted-in to YouTube's audience extension. Nandini Jammi, co-founder of the advertising industry watchdog group Check My Ads, identified a significant inconsistency in the language used by Google in response to the research. While Google's blog post states that it provides the option to opt-out of displaying ads on third-party sites at any time, Jammi discovered that Google's support page contradicts this statement.

Just how bad is the situation? A look at the numbers is telling.

Adalytics found that, in one ad campaign, 

 claimed to be in-stream TrueView ads were, in fact, fully muted, played on a loop, and in small, out-stream video players.

, according to Nandini Jammi of CheckMyAds. In other words, Google has charged advertisers 20x for low-quality, misrepresented ads.

Adalytics also found a well-known consumer goods brand had 

 distributed through Google Video Partners. Within this budget,

 were allocated to websites that displayed ads in muted or non-in-stream video players, while 

 was utilized for ads shown on ineligible mobile apps that do not function as video streaming platforms.

There's much to take away from Adalytic's report, from larger industry issues to technological flaws and more. Our main takeaways are as follows.

This instance highlights a bigger industry issue. 

A lack of transparency has plagued the ad industry for years. A week prior, the Association of National Advertisers released a study uncovering nearly $20 billion dollars of U.S. ad spend funnels into low–quality inventory. With this in mind, Google's debacle is more likely a symptom of a bigger problem — rather than the illness itself.

Dave Morgan, CEO of Simulmedia, puts it best on 

. "Am I surprised? No. I have been in this industry for the past three decades and I have seen way, way too much of this kind of stuff. In the late '90s, it was the pop-under ads. It was the invisible pixel ads to win on "last-click tracking" reports."

Whether it's your verification partners or holdcos, your partners should join you in your fight for more transparent inventory. Are you on the same side? Are they fighting as vigorously as you to ensure each dollar is efficiently invested? Questions like these are crucial to curating a list of partners that will set you up for success in the future.

Don’t be afraid to push for transparency. 

Yes, some publishers don’t want you to know that 60% of your delivery is on popular reruns — but now is the time to start demanding more. How? Convince publishers that a way for them to differentiate against Google and YouTube is by being more transparent than they already are. Ask resellers for impression logs and other forms of audit trails that make it harder for bad actors to get away with fraud.

If the pricing looks too good to be true, it probably is. 

Video inventory is scarce. The pressure for cheaper inventory is stronger than ever. Factors like these have created a phenomenon of made-for-advertising (MFA) sites and artificially low prices, which begs the question: Low CPMs are great, but at what cost?

In fact, the ANA recently released a report uncovering that MFAs make up 

Balance out your need to drive lower CPMs with reaching your audience in more well-lit, trustworthy and transparent places. While this may be more costly, this strategy will pay off in the long run.

Push to know if your ad buys are being fulfilled through audience extension. 

In other words, ask publishers if they’re working with other players to fill demand they can’t fill themselves. As we saw with Google Video Partners, when publishers extend their audience through partnerships with external entities, they have less direct control over the placement and context in which their ads appear — often leading to lower-quality or even fraudulent inventory.

Naturally, advertisers may be wary of digital video like YouTube. If you find yourself in the same spot, consider rerouting your campaigns to linear and connected TV. Why? For one, inventory is often cheaper. YouTube’s CPMs average to 

, while both linear and CTV are sometimes cheaper.

Think of all the perks of advertising on the big screen. Ads on linear can be 15 or 30-seconds long. Customers are used to watching ads at that length while watching long-form content like TV episodes. On the other hand, viewers who watch short-form content like YouTube, where the norm is a 6-second ad, are likely to be annoyed watching a 30-second ad for a 2-minute video and they’re likely to skip the ad when given the option. Better still, getting started is easy — as is gleaning better insight into where your ads are actually running.

Feel Confident in Where Your Ads Are Running

Transparency into where your TV campaigns are running is possible, but as we mentioned, you need partners who align with your values. Partners who values transparency know that:

Merging connected TV reports from different DSPs can be confusing.

 Having too little visibility into which shows your ads appeared next to when buying CTV is more worrisome than ever before. Simulmedia’s TV+’s integrations with clean rooms across major inventory sources allow us to de-duplicate impressions, reach metrics and fuse them into a consolidated dashboard.

Google’s debacle is certainly cause for concern, Professional fraudsters who spin out MFAs and armies of bots are even worse — and it’s easy for them to get away with bad practices when visibility is opaque.

Look further down-funnel and see how linear and CTV ads drive incremental web visits, app installs, purchases, and other KPIs that matter most to your business. 

Fraud oftentimes gets harder to perpetrate the further down the funnel you measure, especially when it involves a monetary exchange. TV+ platform provides you with reporting to these lower-funnel metrics at an extremely granular level – by network/publisher, program, daypart, and day of the week on both linear and CTV.

Even if fraud isn’t involved, the opaqueness of CTV buying still causes advertisers issues. 

 TV+ also reads, interprets, and reconciles various programmatic signals to provide show-level reporting, so you can ensure that ads appear next to brand-aligned programs. Your brand may choose to exclude showing up next to certain genres, and seeing show-level campaign data allows marketers to get better peace of mind that their ads are showing up in the right places.

Interested in seeing how Simulmedia can help you gain confidence and take control during this uncertain time? 

Unveiling the Google Video Partners Ad Debacle: A Closer Look at Advertisers' Experiences

This year's upfronts were anything but ordinary. Executive shake-ups at NBC brought into question the state of advertising currency. Paramount chose to opt out of the week-long event. And to top it off, protestors lined the sidewalks in solidarity with the writer's strike.

That's not to say the big week is typically predictable. In 2020, COVID obliterated any and all plans for in-person presentations. Then, in 2022, advertisers returned to the upfronts after a two-year hiatus. But 2023's upfronts have especially thrown advertisers for a loop, thanks to the triple threat of events just weeks before the big event.

While the writer's strike certainly threw a wrench into plans, big-name brands could still paint a clear picture of where the market was heading. Below, we'll dive into what we saw at this year's upfronts, what it means for the market and our recommendations for navigating the foreseeable future.


One of the biggest overarching themes at this year's upfronts was sports — a vertical seemingly unaffected by the writer's strike. From Disney to Fox to Warner Brothers, everyone leaned into their sports ownership and the promising future of live viewership. "In what's been an otherwise rather lackluster ad market, sports is a bright spot," said WBD ad sales chief Jon Steinlauf to the Hollywood Reporter.

News programming was another focal point for publishers looking to fill the gap in content. Most of each news presentation focused on the election cycle and original programming. CNN's presentation, case in point, revealed three new series: Columbia, Tinderbox, and Spy Wars.

The ever-growing impact of the streaming era was another notable theme among presentations. Netflix, a major player in the streaming space, had its first-ever (virtual) upfront presentation. Fox treated its streaming platform, Tubi, as a separate entity by giving the free streaming provider a portion of its presentation. According to Ad Age, Marianna Gambelli, Fox's president of advertising, boasted, "To add to Fox's already powerful portfolio, we went all-in on AVOD," and noted that the service had grown 44% YOY.

eMarketer forecasts that, from 2020 to 2024, upfront CTV spending will grow from about 30% to about 40% of all CTV spending.

As streaming grows, advertisers are seeking new ways to 

. Warner Brothers announced WBD Stream, an all-in-one advertising platform designed to facilitate ad buying by putting all its inventory in one place. Similarly, Disney noted plans to combine Disney+ and Hulu content. And, of course, HBO Max rebranded to Max.

"The iceberg below the surface this week was the long-term structure of the TV industry. It's clear there will be consolidation among some of the companies. The loss of billions of dollars TV companies have run up -- trying to build streamers to challenge Netflix, Amazon, and Apple -- is not sustainable," wrote Dave Morgan, CEO of Simulmedia, on Media Post.

Now that the dog-and-pony show is over and negotiations are winding down, how will advertisers navigate the market? Here are our predictions for the upcoming year.

Cross-channel will be increasingly important, 

and it's time to implement a cross-channel strategy. Many advertisers treat streaming and linear as siloed channels, but the overlap between the two is too large for advertisers to ignore.

Take Formula 1: Drive to Survive, which blew up on Netflix. A spilling fanbase significantly boosted the international racing series on other channels, including ESPN. The big takeaway? Viewership is evolving, and the line between streaming and linear is more blurry than ever.

Rather than think about viewership in terms of GRP and cost per point, consider the multiple touchpoints across a viewer's journey and how you can drive business across those points.

Even gaming can be a viable option — the pause in new programming during COVID-19 led to a surge in console gaming. Assuming the strike continues, we may see a similar (but less drastic) increase in younger demographics and time spent gaming.

Sports and news will see less erosion than general entertainment. 

While general entertainment may be facing significant headwinds, sports and news are less likely to be impacted. Why? Sports are always in high demand, and the election cycle will attract more viewers to news programming.

This means sports, and news programs are likely to generate more impressions — and more demand from advertisers. This means sports and news are more likely to garner strong CPM inflation.

We can already see the effects of this. Yahoo! Sports reports that "looking back at the last 30 years of upfront data, the cost of reaching 1,000 sports viewers in the fall is likely to be around 8% to 10% higher than it was just a year ago."

Hesitation to spend in the upfront market will make this year's scatter market even more important. 

During the last writer’s strike, a lack of programming led to a decline in primetime ratings for linear networks. We expect to see the same in this strike. Based on 2008 learnings, a decline in ratings will affect brands and their upfront ad buys — a significant position of upfront allocations are typically reserved for new programming.

In fact, eMarketer forecasts that US upfront TV ad spending will fall 

How long are advertisers willing to prolong their upfront commitments? Advertisers fall into two buckets here. While some are ready to start spending, others are waiting to see if the scatter market may fare better. In an interview with 

, Roseann Montenes, head of strategic audience solutions/partnerships and alternative currency measurement at A+E Networks, noted, "Some clients that we're talking to — [clients] that know they have particular KPIs that they need to check the box and know that they're getting into a better place with — are willing to start to have the conversation a little bit earlier, whereas you have another school [of advertisers and agencies operating under the mentality of] 'Let's wait and see; can we spend in scatter?"

Those looking to spend in the scatter market still have an opportunity to hit their campaign goals, but their strategies must be even smarter to succeed.

Another key takeaway: The upfronts serve as a significant platform for advertisers to secure popular primetime TV shows, but the writer’s strike is likely to delay the release of some highly anticipated fall shows. In response, viewers may adapt by exploring alternative channels during primetime in the fall.

How can advertisers find these audiences? Simulmedia’s TV+ platform is able to find audiences at primetime and beyond. Better still, our data-driven buyers are distributed among all networks — meaning we can distribute your budget across more cost-efficient networks, rather than limiting buys to costly primetime shows.

And that’s not all. Our forecasting algorithm is equipped to handle any and all external events, such as the explosion of political advertising forecasted to hit news programming in the late summer — meaning advertisers can feel confident even in an uncertain future.

In the Midst of the Writer’s Strike, How Can Advertisers Navigate the Upfronts and Beyond?

Why? First, because I am speaking at egta’s (the European Association of Television and Radio Sales Houses) annual CEO Summit in Warsaw on June 1, so I will already be close by. But, most importantly, I am going because I want to make a difference, even if only in a small way.

Our politicians, governments and militaries are doing a lot to help Ukraine win this terrible war. But I believe it's essential our businesses and business leaders step up now, too.

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Dave Morgan Returns as Simulmedia CEO