98: For Casey Hurbis of Quicken Loans, there’s no place like home


(beat music) – [Man] For all of us,
it’s about predicting where the consumer is going and getting half of it right. – [Female] One of the things we wanna do is create ads that don’t suck. – [Man] Embracing change
creates great possibility. – [Alan Hart] I’m Alan Hart,
and this is Marketing Today. Today on the show I’ve got Casey Hurbis. He’s a chief marketing
officer and Quicken Loans. Casey has 17 years of agency experience. And then a number of years at Chrysler running the Fiat brand. He’s currently been at Quicken
Loans for about 13 months. And we’re gonna talk about his move there, how they are the, America’s
largest lender today, passing Wells Fargo earlier in the year, Super Bowl ads, sponsorships and activations
with movie properties like the Avengers, as well as a host of a lot of other topics, including their inside
agency and talent pool of close to, I think over 240 folks. I hope you enjoy this
wide ranging conversation with Casey Hurbis. Well Casey, welcome to the show. – [Casey Hurbis] Hey Alan,
thanks for having me today. – [Alan] I’m excited to talk to you. Let’s start off with your background. You know, where did you start your career. And were there any twists
or turns along the way. And mentors that influenced you. – [Casey] Yeah, so I,
I’ve been in the marketing business now 24 going on 25 years. When I graduated from Michigan State I started with Chrysler’s
ad agency here in Detroit. And I had a wide variety of roles there, primarily on the dealer co-op business, or tier two, which most, you know, every automaker has and
a lot of other corporate franchisee businesses have. And I had an amazing
career there for 17 years. Ended up BBDO, which was the
agency of record for Chrysler. And twists and turns like anything in life, those come your way, and Chrysler went into bankruptcy. Came out of bankruptcy. Unfortunately we lost
the business at BBDO. And so we, my holding company, I was part of Omnicom, we
had an agency start up, which I was there for a year-and-a-half. And then I’m a big
believer everything happens in life for a reason. And one of my old clients, she heads up all of media at Chrysler, is still there, she’s been with the
corporation 30 plus years, she had called me and asked me if I was ever interested in Chrysler Corporation. At the time, was FCA, or
Fiat Chrysler Automobiles. And it took a little bit of time. And I joined them. And very quickly I became
the marketing director for North America for the Fiat brand. So Fiat was an automaker that was in town until the 1980s. Left the market. And then when Sergio Marchionni, you know, was awarded 20% of FCA, now
it’s wholly owned by Fiat, he announced he was bringing back the Fiat brand to the US. So for seven years I was the
marketing director for Fiat, launching several vehicles, building up the dealer network. And that was a ton of fun. A huge amount of learning experiences. I worked with some of the most brilliant marketing minds, both on the agency as well as corporately. And about a year-and-a-half ago, I was asked to come down and meet with Quicken Loans
executive leadership team. And, you know, was
offered the opportunity. So I’ve been now here at Quicken Loans as the Chief Marketing
Officer for 13 months now. And it’s been epic in
so many different ways. You know, relative to twists
and turns as I mentioned, going through bankruptcy
and losing the business. That was a huge twist and turn. But I’m again believer
everything happens for life and a reason and that led me to, you know, a job on the corporate side. And, you know, a phone
call out of the blue led me to being here
at Quicken Loans today. So I’ve been very fortunate. You know, really been only two places in my mind working on
the Chrysler business and also Quicken Loans over 24 years. – [Alan] That’s a great story. It’s a great story. And my understanding
is you’re from Detroit. – [Casey] Yeah, I’m born and raised. Yeah, born and raised from
the metro Detroit area. And, you know, this is for me, you know, I’ve always worked, I lived out of market when I was with the agency
calling on dealer business in Memphis and Houston for four years. Moved back to Detroit in 1999. And so, you know, friends and family. But I was always working
out in, we’ll call it, you know the, I call it concrete jungle, the suburbs. I’ve never had a chance to work in a city. And here, Quicken Loans,
we’re the largest employer in downtown Detroit. We’ve got over 17,000 team members. And as you probably know, you know, there’s a huge resurgence and
revitalization in the city. And so to be in the epicenter of it is a pretty great feeling walking out on a beautiful spring or summer day and just seeing it full of tons of people. Even cold winter days down here aren’t as bad as they used to be. – [Alan] It must mean quite a bit to be a Detroit guy and now
be a part of the organization, one of the organizations that’s helping to turn the city around. – [Casey] Yeah, I grew up at a time where you just, you weren’t encouraged. And quite frankly, if I came to, you know, the city as a kid I had to lie to my parents about it. That was just the way it was. And so I grew up
apprehensive of being part and coming downtown. But there’s been a lot of transformation over the last, you know, 15 years. Particularly the last five years. With everything, you know, we’re owned. Our chairman is Dan Gilbert. And he made the move down
here over 10 years ago. And the amount of building infrastructure that is going on, I mean, we have over 100 buildings that are owned by Quicken Loans in downtown. Real estate is becoming a premium. You’ve, you’re on wait-list
to get apartments or lofts. What’s really interesting now, we’ve got 17,000 people,
team members we call them here in Quicken Loans in Detroit, 3,500 of which live in the city. You wouldn’t have seen a
10th of that 10 years ago. But now, I have a young team. And I have young team members, 24, 25, 27 year old young team
members out of school. And they’re getting their
first places if you will. And they’re, you know, predisposed
to coming downtown now. That is something that, for me it’s odd because that’s not how I grew up. But it’s interesting,
my executive assistant, she’s 24, just moved into
a loft right downtown. Two blocks from the office. And, that wasn’t happening five years ago. But now, you’re seeing
more and more of that. And with that comes,
you know, restaurants, entertainment, events, so on and so forth. Which we quite frankly
do quite a bit of helping promote or put on. – [Alan] Okay, good. Good. First things first, I should say congrats, ’cause Quicken Loans in now
America’s largest lender. So congratulations. – [Casey] Oh, thank you. – [Alan] So when did that happen? And who did you pass
to become the largest? – [Casey] Yeah, so, I
mean, it’s a 32 year story. So Dan Gilbert started
what was Rock Financial 32 years ago in a small
office in the suburbs without a desk. And, you know, the team. You know, I’ve been here 13 months, right? But our executive
leadership, there’s 10 year, 15, 20, 25 years. And they’ve, were telling me recently, you know, it felt like
it was 10, 12 years ago where they were just trying to be the number one in Michigan. So 32 years later, you know, and wow, how, now 12, 10, 12 years later, you know, we passed Wells Fargo in, at the end of Q4 to become
America’s largest lender. I mean that’s just a
testament to the visions support the culture that Dan Gilbert, Jay Farner CEO, and executive leadership has established here. And so it’s a huge story. I mean, again, whether you’ve been here 13 months like myself, or 32 years opening the
doors, there’s a huge, incredible amount of pride and joy being part of something like that. Yes there’s business. But there’s also comes responsibility, which again, part of what
we do is yes the business part of it, but it’s also our civic and, our civic duty in the city of Detroit that our team members participate in. And we had the chance on the biggest stage in America to tell everyone that we’re America’s largest lender. So we went back in the
Super Bowl this year. We had been in the Super Bowl in 2016. And we started having
discussions, oh geez, a year ago now about going back in. And it almost was perfect, you know, like again, everything
happens for life in a reason and towards the end of
Q4 as we were, you know, shooting and getting our
Super Bowl campaign ready it looked like we were gonna become America’s largest lender. So we were able to take that stage and, you know, in front of
110, 120 million people and tell everyone that and share with them our accomplishment. – [Alan] It’s a huge accomplishment. And what do you think
it means to the company? And to the brand overall? – [Casey] To the company obviously it’s a huge feat of accomplishment. But I can tell you, it’s, going from number two to number one to, in my opinion as a marketer, puts that much more pressure on you. ‘Cause the goal is when you’re number one, is to try, never let
the lead change, right? The view of the lead change. And we’ve got a lot of people in the set, the competitive set if you will, that are now in our rear view mirror. But how do you try and
create a little more distance between yourself and the competition. It’s hard work, sure. It’s hard work. Is it marketing? Yeah. Sure. But you know, for us
we’re a FinTech company that does mortgages and we offer you know, the across the family companies we have other financial suite of services, is how do we continue to evolve, then bring technology,
either new technology or other ways to help make
people’s financial lives less complex. – [Alan] Interesting. Quicken Loans, I’ve been
watching them obviously a number years now and it seems like you guys are evolving the
brand and the promotion using an endorsed brand, Rocket Mortgage, and also incorporating more
high-profile cultural icons, whether that’s the Super Bowl commercial you mentioned, you know
Keegan-Michael Key in that or the Super Bowl platform,
obviously college football. A number of different areas. The app, the Avengers movie most recently. Can you share a few examples? But also, you know, where do those cultural icons, how
does that fit into your overall marketing strategy? – [Casey] Yeah so a
couple different things. And that’s a great question. Is from a, working in we’ll
call it the cultural space, and the cultural thing can be music, entertainment, celebrity,
whatever it may be, thankfully, you know, I’m fortunate enough that we have the ability to do that. So when you look at our brand, we need to be broad in many ways. You know, not to use a phrase, I, one time I was taking
to a McDonald’s CMO and I asked him who his target was. And he said, America. You know, that really stuck with me ’cause I sat back and I was
like, yeah, that makes sense. It, granted our price point
is a little bit different. But, then, they our job
is to put people in homes. And so, in homes or help
them refi along the way. Whatever the case may be. So we’ve got a very broad target that we’re trying to reach. But, like a lot of other brands, we spend a lot of our focus on, we’ll call it the quote
unquote millennial. But, well, you know, the 25, 44, first time home buyer,
which is the largest bubble right now of market of opportunity for us is to, one develop
that relationship, either before they may
be in the home shopping and, you know, have
mortgage needs business or along the way, if
we’re fortunate enough to, you know, hold their loan. So from a marketing stand point, we look at how do we be broad. But in the multi-screen ADD world that we all live in where just messages can come from anywhere
we think it’s important, to look at opportunities in the cultural entertainment space, is how to align yourselves where you can borrow some equity from partners. Whether those be media partners. So we do a ton with college
football and basketball through media partnerships there. So if I’m watching college
football and basketball, I’ve got Rocket Mortgage spots, a digital, social print,
whatever it may be, that’s contextually aligned to that. PGA is another great example. We aligned ourselves with Rickey Fowler who arguably is the most popular golfer on the PGA tour. We aligned ourselves
with him three years ago. He’s got a huge rabid fan base. How do we tap into that
and tell shared stories? He’s really interesting and then, it’s expanding his brand, both digitally and socially. And so that’s perfect for us. ‘Cause we continue to expand our share and our voice in the
digital and social space. So working together with
like minded partners. And you mentioned the Avengers. That was a partnership that developed, geez, well over a year,
to call 18 months ago where, you know, you
meet with movie studios and they’re working on
projects two, three years away. And it’s like, all right,
sitting down at a table. And I don’t care if
it’s Keegan-Michael Key, Barry Sanders, Rickey Fowler, or the Avengers, is sitting down and talking about your brands. And see where there is
some common language. Common language, common, you know, marketing, tone of voice, objectives, and how can you work together to tell a shared story. I mean, you know, we have equity that we can borrow from each other. So, you know, we have a
lot of those opportunities that are presented to us. I wish I could do them all. But finding the right ones and being in contextually relevant space is something we absolutely strive for. – [Alan] Nice. And so how are you thinking of evolving the brand with these partnerships? Obviously, you mentioned
tapping into their existing followers or fan bases. Where are you kind of trying to go? – [Casey] Yeah so from
an expansion standpoint, I mean at the end of the day we’re still a heavy broadcast advertiser. We have a very broad
target we’re trying to hit. 25, 44 and, you know,
we’ve got secondary market that we want to reach out to. So I mean, again, even
at the end of the day, broadcast is still the highest reach, highest mass medium that, you know, frequency mass medium that we can use. So we, that’d probably 40% of our spend is in the broadcast space. Now granted, we can go a level deeper. And we’re investing more and more in addressable OTT and
finding the cord cutters. You know, I’m 46 years old, but I finding myself dangerously close to being a cord cutter. I’m a mid to a late adopter. So, how do we get ahead of that? Facebook watch for example. We’re about to launch a pilot right now with Facebook watch. We’ve never been. So we’re always trying to
find new creative ways, whether it’s just with
the Rocket Mortgage brand or with our partners, to
find and to reach audiences at the mass scale. Again, in the broadcast linear space. But also in the, you know,
we’ll call it the OTT personalized space for video, you know, other video needs. Digital and social. We have been absolutely just killing it in Facebook and Instagram and SnapChat over this past year investing a lot in creative sources. Working very closely with
the partners one-on-one. And nowadays, it’s not just
about making a media buy and trafficking. It’s having the partners
in with you early. Quite frankly we pulled in Facebook six months before the Super Bowl ad. We pulled in SnapChat,
Twitter, three months before our campaign just to help us understand how we can tell the story. You know, how can we take that story in front of 120 million
people and put it into that, we’ll call it the secondary audience that is either co-watching with the game or obviously there’s the long tail effect of after a game or an event. – [Alan] Great, great. Lots of partners in the mix. How do you pick, if you’re thinking about fiving advice to other CMOs like yourself, how do you pick the brand partners that make sense? And what would you advise other CMOs to be aware of or think about? – [Casey] Yeah, a lot of listening. I, thankfully I have a team here that can help contain my excitement when, sometimes you start talking to partners, and you’re like, you know, you’re just running crazy with stuff. But sometimes, you gotta take a breath. Step back. And sit. You know, I’ll sit with my team or some external agency
partners that we can tap into to really help us understand
who this partner is. Is the audience the right match? If we, you know, were to
co-brand or do some partnerships with, you gotta make sure
that when we do something it’s authentic and it’s,
doesn’t feel forced. Or, you know, in the world we live in where the social voices can rain hard, make sure that we do something that potentially doesn’t upset
our core client base or obviously people that are considering. That’s something any advertiser is gonna be sensitive to. We have a very robust
digital, social defensive program here where if somebody has a bad client experience and I don’t care if it’s in getting a mortgage or, we own casinos as well. If they have a bad experience at a casino, we know about it. And we can react to it very quickly. – [Alan] Nice. One area that makes, you know, Quicken Loans unique and that, in terms of your organization is you’re primarily in-house agency. I think you’ve got 220 people roughly. – [Casey] Yeah, we actually, yeah, we’re over 240 people, team members here, with our in-house agency. – [Alan] And you’re also
a former agency guy. So I think you’ve got an
interesting perspective here. Can you talk to me about, one, the type of internal capabilities that you have? And, how do you see or don’t
see agencies in the future? – [Casey] Yeah, so, you know, I do have a unique perspective. You know 17 years on the agency side. And seven years when I was at Fiat we, we were solely dependent on agencies. So now as I transitioned
over to Quicken Loans, it’s, you know, all
right, agency experience. We’ll call it corporate
client marketing experience. And this is what I would
call the best of both worlds. In which, you know, I’m overseeing, if you will, and managing
an in-house agency. But I’m also the client. So that presents a couple unique things. One, from a positive standpoint, it’s all right here. I’m not dealing with time zones. I’m not dealing, you know, with fiefdoms or different holding companies
or agency in fighting. Whatever it may be. Which I would squelch anyways. But, they’re, so everyone’s right here. So that’s a huge positive. One of the things if I
were to advise other, I get asked this a lot
is what’s a draw back or ah ha moment? A couple of things. You know one is if I have a
different opinion creatively with a creative leader
and chief creative officer or ACD whatever it may be, it used to be, I would just, you know, we’d have our conversations. I’d hang up the phone. We’d probably be upset with each other for 10 minutes and then
we’d figure it out. Here I sit next to him or her. It’s a different coaching and level of feedback that, you know, you find yourself doing. The other thing which I make sure I keep myself in check with Alan is I don’t want my creative team to feel or want to just pitch things, ideas, I don’t care what they
are, they could be media or creative, I don’t want them to pitch things to me that they think
that I would just like. Or is, are safe because
that’s what Casey expects. I challenge myself and I challenge my team is to, we’ll call it
make me uncomfortable. Take us to an area maybe we haven’t done. We need to continue to raise the bar. I don’t want work or ideas brought to me that just fit into a well
Casey would like it box. But that takes coaching. That takes honest real talk, on both sides of the table, with myself and my team. And my team with me. You know, and you had asked the team, and so we have 240 people. I probably, 95 in creative. So we do over 13,000 assets
on an annualized basis. 1,400 videos. So we are a large scale creative shop. We do everything from Super Bowl down to the Fathead stickers
that grace our hallways, our t-shirts that our
team members may wear at a corporate event, and
everything in between. And so we do everything,
for the most part creative is done here. I will and have jump
balled big scale projects like Super Bowl and Avengers
to outside agencies. So I’ve got 20 people in CRM. 20 people in servicing,
which is our clients that we hold their mortgages. 20 people in strategy,
research, sponsorships. 20 plus in social. And 20 people in media. Currently we do have an
external media agency relationship with planning and buying. But we are a, very much hands of operator with the media plan and buy. – [Alan] Nice, nice. So, you’ve got a ton going on. One of the biggest challenges, both in agencies and
at companies is talent. So how are you at Quicken
Loans addressing this, both in your internal agency as well as the marketing talent overall? – [Casey] Yeah another great question. So that is something that I’ve never been exposed to before Alan. So when I joined Quicken Loans I was introduced to what we call internally our talent brand. And our talent brand, and that just came reported to me, started
reporting to me in December, it’s got 45 people, team
members, in that area. And that talent brand is
responsible for a couple of things. One is we’ll call it internal retention. So, what is the look and feel, voice and tonality of this brand inside, we’ll call it our four walls, but, inside the offices of Quicken Loans. But, also what is that look, feel, tone, voice externally? So we’re very intentional
when it comes to recruiting. I mean, we’ve gone from
5,000 to 17,000 people over the last seven, eight, years. That takes a lot of effort to make sure we’re recruiting the right talent. Huge, lotta relationships obviously. At the university level. So what is the look, feel, tone, and voice of our brand at universities. When we’re talking, we’re at job fairs, career fairs, when we’re recruiting, call it seasoned talent. Thankfully too, because the
culture and the reputation that we have here,
particularly in Detroit, and we have offices in
Cleveland and Phoenix and Charlotte as well. The phone rings here a lot too. I can share with you since I joined, you know, not a week goes by where I’m not getting three or four, hey, you know, how can you
help me get into Quicken Loans. So we’re, you also have 17,000 walking, talking, socializing billboards promoting the brand at the same time. We spend a lot of time
coaching our team members about recruiting. You know, recruiting for talent here. Recruiting for needs. We all have neighbors. We all have friends that need, you know, may need services
and financial help. One is, from a marketing standpoint. But also it’s, you know, I
call it hand-to-hand combat. Utilizing our team members
to help promote talent. From an advertising creative standpoint, within five hours of downtown Detroit, I mean you’ve got some
amazing universities. Michigan. Ohio State. Michigan State. Go over to Chicago. Pittsburgh, down into southern Ohio. We have a lot of young
talent that comes in here. Actually the, our interns
just started with us. We’ll have over a thousand interns here that join us on a summer basis. I mean, I gotta be honest with you, based on I know what we pay them on an hourly basis, I’m asking
if I could be an intern. I think I could get overtime. So, I’m thinking I
might actually get ahead if they hire me as an intern. But, we have interns here
that have a great experience. We give them housing if they live over I think 45, 50 miles away. We also offer health
insurance to these interns. And we hire a lot of them. Over 30% of my marketing team has, were interns here at a certain point. I can tell you where I used to work. I can count on one hand over seven years the amount of interns that we hired. Here, very intentional with, we’re at a point, you know,
we call them these kids, young talent, when they leave here, during their sophomore, junior year, going back for their senior year, is to have an offer in hand. We’re competing against anybody else. So we take out intern
efforts very serious. – [Alan] I love it. A thousand interns. – [Casey] A thousand interns. They turn this place
upside down for the summer. – [Alan] I can imagine. – [Casey] No, it’s great. I get a lot out of them. I got two that work for me directly over the course of the summer. I’ll have 40 interns in marketing. And we give them summer long projects. We do lunch learns. They get the utmost attention
to the highest levels. Dan Gilbert spends a whole day with them. Jay Farner, our CEO, will
spend a day with them. I’ll spend, for my 40 interns, I’ll spend at least
three four days with them just getting to know them
and teach them about, give, experience. One share my experiences. But also, you know,
we’re evaluating talent as we flex and grow. – [Alan] Love it. Well I know you’re in
a media agency search right now and you can’t talk about that specifically. But you mentioned, you know, occasionally you’ll have a jump ball where other external partners. So, you know, what are you generally looking for when you wanna go outside? You’ve got such a great
talent pool internally. What makes a good external partner? – [Casey] I’ll answer your
question a couple different ways. One is we are in the midst
of a media agency search. And that’s been going on for now four, five, maybe six months. We’re now at a size where
we have different needs than we did five or 10 years ago obviously as we’ve scaled and grown. So we’re looking at large scale agencies that have the capabilities,
the tech stacks, and have, we have some
unique needs as well, probably 30% of our media
is in direct response. And so, longer form video. And how do we, so there’s a, we have unique needs that, you know, a larger scale media
agency can help us with. So we’re going through
that process right now. And then from a creative standpoint, a couple different things. One is, no matter what
I want my creative team, the Quicken Loans creative team, to win every time. But, if we’re gonna go in the Super Bowl and spend, you know,
$20 million in one day or spend a lot of money
with a huge franchise like Avengers, we need to make sure that whatever idea we put in front of that many people, is epic. And so, to me it’s testing and validating. It certainly, the
creative team I have here has the capability. They have the desire. I want them to win. But, there’s also, you know, I’d love to have the competition so why not go to a hand full of agencies and have them pitch. Every agency wants a Super Bowl spot on their reel. But my goal is to help somebody get that, help get that spot on the reel. – [Alan] Got it. Got it. Well, I wanna switch
gears if it’s all right? I always love to get to know the person kind of behind the business. And one of the questions I love asking is if there’s an experience in your past that defines or makes
up who you are today? – [Casey] I would tell you, you know what, I don’t get
asked that question very often, but, you know, I think, you know, I’m very fortunate. I’m the first kid, the first kid in my extended family to go to college. And then my parents worked hard to put us in an environment that fostered further education. We grew up in the community here in the suburbs of Detroit where everyone went to university. We lived in other places. I may not have thought the groundwork, the foundation, that we
were provided as kids really fueled me. And then once I got into university just striving to be the best I could at any given point. So, you know, my parents
were a big influence. I’ve been with my wife over 26 years. I have two beautiful children. And, you know, that, they fuel me. And fire me up trying
to make me the best man and business guy I can be. – [Alan] All right. What drives you professionally? What makes you get up
and do this job everyday? – [Casey] I had a mentor
very early on in my career in that, he used to say something. And I didn’t really know it until I, I didn’t really understand what it meant until I progressed a little
further in my career. But it was like, you
know, sometimes in life babe you just gotta kiss the chaos. You know, like any other business. But this business is, you know, automotive business marketing is crazy. All for good reasons. And, you know, coming over here, which there’s a lot of parallels between automotive and mortgage actually in terms of life cycle
and purchase funnel. A lot of moving parts, you know, running a large agency. And, but, I’ve got tremendous support here with our executive leadership. And, I’ve, wakin’ up every day it’s like not knowing what’s gonna come at you, you know, where things are
gonna come flying at your head. In the middle of the day. In the middle of the night. But, kissing the chaos for me is something that absolutely drives me professionally. – [Alan] I love that phrase. Kissing the chaos. So, if we step back from Quicken Loans, I know that has to be
probably your favorite brand. But, you know, are there other brands or companies that you follow? Or you think other people should be taking notice of? – [Casey] You know, you know I’ll never sit in an creative
review or sit with agency and say I wanna be x. But you know there are
brand, there are brands that I see that I admire. Geico is a good example. I mean kind of in the same space as us. You know, I really appreciate the way they’ve approached some
of their creative work. Doing short form contextually
relevant creative. I think there’s a lot of tongue and cheek. I mean at the end of the day, we all know that 15 minutes
will save you 15%, right? And, how we get there necessarily is done in a creative way. The other one that’s really over the last couple of years, I watch and it drove me to implement some changes at Fiat, and then also here, is
the Amazon Alexa work. Where, you know, looking at
eight, 10 second TV spots that, I need to know why
the house got on fire. I don’t know, why and how
the house got on fire. I can assume that the fire fighters are coming to save the house. But they’re able to tell such a quick story of house on fire, call for pizza. Whatever it may be. They do such a very really
unique job in the broadcast base. And what’s fueled me. Adidas from a brand,
for an old guy like me, that’s seen brands ebb and flow. Culturally. I mean Adidas was a brand
probably 10, 12 years ago that was seemingly on the back end. And unfortunately, much
in the shadows of Nike or some upstarts. Now it’s like Adidas is the hottest brand. You know, in my opinion at least. And, you know, from a,
started with product. But I think their marketing is something I really enjoy. – [Alan] That’s great. Is, last question for you. Where do you think the future of marketing is gonna go? – [Casey] Well, we’re seeing it right now. I mean the amount of
change that we’ve seen over the last three or five years. I mean, I don’t get a chance and, you know, to get out
enough to tech conferences. And, I, a lot of times I
have to have them come to me. And, you know, learn from team members. I get a chance to do it. But the amount of change that’s happening obviously in the OTT, addressable, cord cutting space, that where, used to shrug that off
two, three, four years ago, is real. It is real from a scale standpoint. The ability to work with partners and target off broadcast onto the phones. And you know, that is real. And then just the
additional personalization that every marketer is striving for. At the end of the day, I mean, I wanna be able if I’m gonna consume or I’m gonna have a message I want it to be as personal and relevant to my needs at that moment. You know, today, tomorrow,
whenever it may be. So, that’s something
creatively as well as media that continues to evolve. And I’m thinking and hoping and confident that we’ll be at the forefront of it. – [Alan] I love it. Well, Casey thanks for coming on the show. – [Casey] Yeah. Thank you
so much for having me. (beat music) – [Alan] Marketing Today us
brought to you by Atomck. Atomck focuses on unleashing
the growth potential for clients we serve. Atomck is a strategic consultancy specializing in business, marketing, brand, and innovation. Our singular goal is
to help you accelerate your efforts with the right mix of expertise, analysis, and creativity. Check us out at Atomck.com. A t o m c k dot com. (beat music) – [Alan] Hi it’s Alan again. Marketing Today was
created and produced by me, with writing and editing by Kevin Grealy, social media support by Megan Woods, art and graphic design by Sara Dell. If you’re new to Marketing Today, please feel free to write us a review on iTunes or your favorite
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and tell your friends and colleagues about the show. I love to hear from listeners. And you can contact me at
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talk about on any episode. You can also search our archives. I’m Alan Hart and this is Marketing Today.

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