Most real core
marketing is just lots
and lots of experimentation.
Yep.
Assuming you know
nothing about the consumer,
you don't know what's going to work.
So let's try a lot of different ideas.
Welcome to Disruption Now.
I'm your host,
and moderator, Rob Richardson.
With me on the show is Mark
Douglas with MNTN
He's a serial entrepreneur.
He's a creative
and he's done lots of interesting things.
And we're going to talk about MNTN
and how that technology now
is using the power of A.I.
and simplicity to make it easy to buy.
Ads specifically
on smart TVs and smart channels like Hulu
and others.
So it's an honor to have him on the show.
Mark, how are you doing, brother?
Good. Thanks for inviting me.
I'm happy to be here.
Well, we're happy to have you.
So it's your company is very interesting.
And before we dive down the rabbit
hole of talking
about what you do in your company,
which we certainly want to do that,
I always like to have a conversation
with founders
and really learn about their journey,
learn about their struggles,
and just learn about their learnings.
Essentially.
So I see you used to work
for eHarmony, is that right?
Was that one of your.
Started out
I was head of engineering at eHarmony
during
their heyday, pre Tinder pre Bumble
and it was like
Match.com and eHarmony and
essentially inventing online dating.
Yeah, we're going to age ourselves here.
I remember eHarmony, so yeah.
I mean, people did not embrace it.
It was like
they felt like dating failures
if they had to go on
an online dating site at the time.
But eHarmony. What did you learn from that I'm curious.
That's a
that's a great really entry point, right?
It's
because the concept obviously
was the right concept.
It's it still is around.
It's probably booming in some ways.
What lesson did that
experience of eHarmony like?
How did that help inform
your experience now of leading a tech
company versus
being an executive at eHarmony?
You know, it.
The biggest lesson I learned was the
how subtle changes in your focus and
and your message
can really resonate
because eHarmony initially
like wasn't doing that well.
Like people just were not that
eHarmony was all about long
term relationships
and matching you
with that perfect someone and
it just wasn't
really resonating
in the context of the word dating.
And the company
actually got pretty close
to running out of money and shutting down
and then very close to the end, like
the companies out of money,
the founder Neil Clark Warren,
he went on a radio
show kind of like a podcast.
And instead of talking about dating,
he talked about marriage
and the same, you know, eHarmony
is the same thing.
But he's like he was like,
you know, it's just all about creating
like successful marriages lead
to generations of of healthy people.
And that like, literally that
like the next day,
the site went from 50 signed
people signing up a day to thousands.
And now the product did not change.
And just
you know what
the company was about explaining it
ironically in a more pure sense,
because that was
he was a clinical psychologist
and marriage counselor
and so he just wanted to
use the Internet to help create
successful relationships.
And that that just exploded from there.
And like
how many like in
you don't have to be a company
that's like close
to running out of money
just you launched the product
and it's like relatively subtle
changes can have a very very big impact
on the ultimate outcome
and that that was
the single biggest lesson
learned throughout my time there.
We had more things like that
in the product and other things
where was just like
small navigational changes
you can apply to your life
can wind up
having very,
very big changes in the outcome.
So that that was the basis
I think from there
Small changes make big differences.
And that's It's a great point.
I would
and, it sounds like it almost
happened by accident,
but now that you
kind of reverse engineer,
what lessons would you have for
how for a founder
like myself, like others
that may be listening to this about.
Yeah.
To figure out where where are those.
Right.
Small differences of
it could be messaging
or other points to focus on
so you don't have to
almost run out of money.
Yeah.
I mean it's interesting
because on the one hand
there's that cliche
listen to your customers,
but customers don't
take you to the future, right?
They don't.
There's
there's kind of an adage
like if you cut it back in the day.
So like VHS
tapes and
Betamax and all that,
if you ask
the customer what improvements
they wanted.
They would say faster rewind
they wouldn't go a DVD player.
So there's no tape. Exactly exactly.
Like they just won't tell you that.
Right.
And so you have to like kind of come up
with the innovation yourself.
But then that product market fit that.
Like what is like
why are people going to want this?
Why are they going to
what's going to resonate with them?
You really do have to like assume,
you know, not like like go into
and be like I'm going to assume
I don't know anything about that
and just listen to the customer
but do it quickly like that
fail fast
mentality like right,
like no one really.
There's no, like, single path to success
and no one really like nails
it everything
the first time along the way.
So it's like fail fast,
you know, be totally on board for change,
but still somehow stick to the core dish
and that's
kind of the key
and it's almost like a quality.
And you as an individual
as in
some ways you can learn it
when you see people do it.
But in some ways you just have to like
have the right,
the right qualities to be like,
nope, that's not working.
We had tried. Yeah,
like and
I've had that experience a company.
I did called Homey
which was in the apartment rental space
we launched in like the biggest apartment
rental market in the country,
which was Houston, Texas.
But it turned out
like individual landlords,
weren't the best fit for us.
And so everything
we did
to launch the product
wound up being like, Nope,
that was the wrong path.
We got switched over here.
Yeah.
I mean, YouTube started off
as a dating website. People.
A lot of people don't know that, right?
Yeah.
And this is encouraging for me as being
if you don't know
I'm podcasting
but I'm also the founder of Disrupt Art,
we're an NFT
Marketplace focused
on fashion, film and music.
And it's and I'm learning
about those subtleties
you talk about that
make a huge difference.
Yeah and as you said earlier, it's
not like
you can't say let's see what people want
as Henry Ford
said had I asked what people wanted,
they would have said a faster horse.
Right. Right, exactly. Exactly.
So it's you got to have
but I love the part of saying, okay, yes,
what customers are currently doing
can't be how you only focus on things,
but the customer experience
does have to be
a big focus of what you currently have.
I think that's very well stated.
And so.
All right,
so you got there, you were at eHarmony,
you pivot around, you learn.
And now, of course, you're launching.
You've launched this current
business MNTN
that is very, very fascinating.
You know,
so first of all,
I understand
that you've actually acquired a
Ryan Reynolds company Maximum Effort.
Yeah, but
I want to talk about that a little bit.
But what does let me ask this question
while you don't
focus on the customer,
you do focus on the problem
you're solving with MNTN
What problem
do you feel like MNTN is solving
for the current environment?
Well,
in some way, well,
the problem with solving is so basically
in some ways
just democratize
the television advertising market.
Okay.
So if you if you back up just a little
and you look at television
viewing Netflix
and to some extent Hulu, also,
they just completely led the way
in changing that relationship
between the consumer
and the content and making it on demand.
Netflix
You see all the shows going further
and you can see an entire season
the shows on the same day
if you want to binge watch it.
And Netflix essentially invented
binge watching.
Yes, they did. Yeah.
And so that relates
and consumers responded
and then the industry followed. Right
now, it seems normal
that every TV network
has essentially
all of that
content available on demand, but
three years ago,
even that wasn't the case.
I mean, it was still like like that.
That wasn't the way it was.
So then we looked at
and said,
okay, the whole television
viewing experience has been transformed,
but now I still got to do an upfront,
I still have to at,
you know,
all the advertising
that essentially bundles most
this content is still stuck in a 50
maybe even 70 year old business model.
So we said
everything that people
consider normal
about television
advertising, high cost of creative,
you know, basically long lead times.
on planning
the high minimums upfronts.
All of that is really not that normal.
No one would go in it
as customers say, yeah,
that's what I want.
I want, you know.
And so we're like,
Well,
let's just reinvent all that to let in.
In the end, we did.
But then what?
You know what
the interesting thing
that's another entrepreneurial lesson
is when you read,
when you attempt
to reinvent an existing market,
the people
currently operating in the market
are usually the slowest to embrace that those changes
Oh, yes and yes.
Right, right.
And so we set so
our goal was, well, let's
bring a whole new set of customers
into television advertising,
market. Mid-sized companies
or large companies
that are more like
the direct response
advertisers that Google and
and Meta their thrive on
and let's bring television to them
they haven't been
your average ecommerce site
just never advertised on TV
As a matter of fact just tech companies.
If you look at any tech company
in general,
you don't see a ton of the tech
television ads right now.
Because they've got
they're going to advertise on Google,
Facebook, targeted ads.
You know, they want data.
They want.
Absolutely. Targeted advertising.
They want lots of data
to inform the amount of money
they're spending.
And so we set out
so we said, look,
we can reinvent all this,
we can modernize it,
but let's
we're going to have to
find a new customer.
And it wasn't as
thought out as it is now.
Yeah. Explain.
Now, like, oh, I had this all mapped out.
Yeah, yeah.
Look, I get it
It did go pretty well.
I will say
that it wasn't a lot of changes,
but you know, you kind of kind of stumble
along a bit, right?
And we have
we went to those customers
and they were fully on board.
The idea is like,
Oh, wait, I'm
doing like a ton on paid service.
I spent a ton on paid social
So now potentially
I can use television and have,
you know,
audience first targeting,
you know, basics like digital targeting.
But now in television
it resonated really well
and that
that's that
became performance television.
And so we essentially created the market
for Performance TV.
I said something, my team,
that's another entrepreneur.
The easiest way to win a market
is to create that market.
Oh, that's a mic drop
The easiest way to create a market.
To win a market is to create that market.
I mean, it's also a classic.
The easiest way to win a market is to create it
That's what Elon Musk said,
which
essentially created the market
for electric cars.
And then like you,
you're inherently the market leader
like you,
you're now dominating
the market, you're created.
And that's what we do with performance today
and I'm going to ask a question
about that because it's
it's yes, that's great.
How does one go about doing that?
So I'm looking at it
from this point of view.
It's like,
all right, yes, you're absolutely right.
You
the traditional people
that are doing this
are slowest to change because they have
their big boards.
They have to do studies.
They take two years to make a decision
and they wait for everyone else
to go that way
because they are large institutions
with lots of runway
and lots of time and lots of bureaucracy,
they can do those things. It's
it was the right pivot
that it sounds like you
it sounds like that
you made was going to institutions
that are more midsized,
smaller, innovative, growing
those who use
Facebook ads, Instagram ads,
it sounds like. Exactly.
You know, Google ads, things like that.
But how do you convince that group still
that may be your target market,
that they need something
that they don't know
that they actually need either?
How does one go about doing that?
You can speak from
your practical experience
is just kind of give some general advice
I think would be very helpful. Yeah.
So the nice thing for us
is that that segment of market,
what's called direct response
marketing, are very data driven.
And so because they're so data driven,
they tend to be very open to new ideas
and they're like,
Yeah, I'll try it,
but we'll just look at the data and see
you know, let's see what it looks like.
So you still have to find
the early adopters.
They're the ones that but they the
they it just
we just happen to be fortunate
that we were going into market
with the marketers
are that our customer
which they're the marketers
were very open to trying new things.
And so the existing kind of brand
advertising market,
they were not open to try new things,
but in the direct response market
they were very open to try new things.
They also felt very dependent on Google
and at the time Facebook.
You know,
I never know
whether I should call it Meta or Facebook.
Oh, you. Probably know it.
You know, they want to rebrand.
No one knows it as Meta
I think they're hoping
that people will forget that
they were Facebook at one point.
So but
but we're seeing about where we remember
we remember them as Facebook.
Facebook. Yeah.
And so they
so you had this
you had this set of customers
that were very beholden
to Google and Facebook at the same time,
which made them very eager
to find alternatives
or, you know,
additional avenues
to reach to find new consumers.
And at the same time,
they were super data driven.
So there's very little emotion
involved in the decision process.
It was just like, Yeah,
I have a test budget, let's try it.
Let's see what the data shows.
And now we're continue to expand
beyond what you can think of
as that early group.
A customer in that group is fairly large.
So yeah,
we didn't struggled to find people.
It was,
it was just all about getting a
the biggest obstacle
we had in our sales process
when we launched.
Is just getting people
to believe it.
Like we literally
have people on the phone going, Wait,
what you can now,
like I don't have to call an agency.
It was to me,
it was like E-Trade in the mid-nineties,
like, like,
like when the internet
was just taking off.
Like what?
I don't have to call a stockbroker
if I want to
like just democratizing
investing essentially.
And it was a very similar thing
that, yeah.
I'm a Web3 person.
It's about democratizing
the creative and people,
and a lot of creatives don't believe it.
Like, what are people going to pay me to
just to have access to digital images
and digital ownership like, yeah,
it is, yeah.
Yeah.
So we, we follow that path and it worked
really well.
The company has grown pretty nicely
That's, that's great to hear.
I think I'd like to explore something
with it.
I'm curious to see how it works
now because
as we look toward marketing, I'm interested
to figure it out.
How do you help people
determine their
do you actually help them?
It sounds like you help determine
their their customers
and everything else like that.
How do you go about stepping
through that process
in terms of just basic, just high level?
If you're helping people,
I guess,
target the right customers
and then using your technology
to do that,
like what would be like a really high
level basic walk through of that.
Well so one our customers again
tend to be marketers doing okay.
So they know it already.
They know their customer.
They have knowledge
and it's bringing those
kinds of tools where they
they can
figure out who their audience is.
So we're a software solution.
We're not their agency.
We
if they have an agency,
most of our customers don't but if
They have an agency
we'll partner with that agency.
But it's bringing those same kind
of digital tools
to television in this self-serve platform
where they can be comfortable
experimenting,
trying different audiences
they want to reach,
trying different creative
and having all this data
available to measure how that's going
that that's what we're doing for them.
Then we partner,
we have a customer success team
that gives a lot of advice
and will partner
with any agencies
that they might be working with also, but
it's those kind of marketers are not
everyone thinks of marketing
tend to think
like mad men where you know you come up.
Yeah yeah.
Incredible, incredible idea.
But most real core
marketing is just lots
and lots of experimentation.
Yep.
Assuming you know
nothing about the consumer,
you don't know what's going to work.
So let's try a lot of different ideas.
And again, it's that fail fast mentality
that didn't work.
Let's try this one
that's working pretty well.
Let's see if we can get it even better.
That's kind of the cycle that that most,
most marketers
really spend their days doing.
Yeah, that's well-stated.
Yeah.
I want to pivot a little bit
to talk about Ryan Reynolds.
I mean, I can't have an interview
and not talk about how your company
as I understand it, MNTN
actually bought Maximum Effort,
which is a company of Ryan Reynolds like.
And my understanding is Ryan
Reynolds has a
it's like a
it was a like creative
almost like they were
they made creative content
and you bought them.
Walk me through
what that was like,
that process in general.
What what's it like to work
to work
with to work with Ryan
he is he as funny as he seems on TV?
He seems funny
So I was asked this question
a few months ago
that literally that question
what's it like to work with Ryan?
And I said, well, the first month
you try not to laugh
at everything he says,
because then you just seem like a
giggling schoolgirl.
I think a schoolboy I guess
so he is very the Ryan you see on screen
is Ryan.
I mean he's just a very genuine guy.
He is very quick witted.
You know, it's a that's a superpower.
I wish I was as quick witted as he is.
Just whatever you say,
he knows what to say
next he's also just a really nice person.
How this came about is I think for Ryan
and creating maximum effort
that came out of Deadpool
because the movie studio
when they made Deadpool
they gave him virtually
no marketing budget.
So he created his own agency
to market the film
and to do it at very, very low cost.
And obviously,
I think that Deadpool went on to make more
than $1,000,000,000 at the box office.
So it was
if I'm getting those numbers right.
So and then he told me, you know,
he said when we first met,
we met last April.
He said,
it took me
eight years to make Deadpool,
but I can make a commercial
in a weekend and more people see it
and more
people wind up seeing it might go viral
if you like it.
And he's like,
I'd rather do lots of those.
I've done it. Yeah, he said.
He says.
I asked him
more than 50 movies
like I could create 50 commercials
this year, you know, like,
and just
make people laugh
and then attain
but at the same time connect them
with products
and services
that hopefully they would like.
So that's how it came about.
We met because we would think
someone recommended that we connect
and luckily some people
we both knew kind of connected us.
And I showed him what we were doing.
I gave him a product demo,
said, like we're
Reinventing television
advertising and democratizing,
just making it
so anyone can approach this.
And he immediately was like, Wow,
I want to be a part of this. And
and it literally only took a few day.
I think it took two days to go from first
hi to let's team up and.
Wow.
Yeah so legally yeah MNTN did acquire
the agency Maximum Effort
but I mean obviously it's Ryan
Reynolds it's a it's a partnership right
and they
he and he's a smart guy
he works incredibly hard.
It's actually hard to keep up with
how hard he works.
I mean, it's
I think I thought I worked a lot of hours
until I saw his work. Yeah.
Same.
So he's incredible work ethic,
very smart and ready to do
whatever it takes to win.
Nothing is off limits.
And but at the same time, I mean, he's
obviously one of the biggest
celebrities in the world.
So and that
and that does offer a lot of advantages.
The biggest advantage is he never
has to show his ID
It must be nice that your face is your ID
when you walk in
like we walk in the building in that
it's like he knows that
he doesn't have to show his ID
They just say, We know who you are.
You.
You can head upstairs.
What?
Hey, come on. It's not fair
like they look at me suspiciously.
That's hilarious.
I'm curious.
As you said,
you're combining
with a brilliant creative
like Ryan Reynolds,
and we have this new creative economy
and what we focus on.
We do a lot of Web3
thoughts about the intersection between
Web3
blockchain, what's
maybe what's happening with data
in entertainment there,
and then what's happening
with what you're doing with data in this
and the direct TV, do you see
what do you see as the future there
or have you thought
about the intersection
between the next evolution
of the Internet
and what's what
and where you currently are now?
Well, definitely,
in terms of things like Metaverse and
and those kinds of aspects
and being very receptive
to where that goes.
And I think every new medium.
creates new forms of content.
And generally a lot of content
is funded
by advertising, by companies
wanting to connect with that consumer,
and it tends to reinvent the formats
for that advertising.
Also,
even avenues like what
Netflix is doing right now,
they entered the television market.
Like I've said to them,
like your ads don't
have to be 30 second TV ads.
No legacy?
They could be something entirely like Snapchat
They could be immersive ads.
Right, right.
Snapchat and Instagram.
They don't have the same ad formats.
They're very, very different.
And the fact that I'm wearing my
UC brand
and this is an advertisement period
the advertisement itself
doesn't have to be blah blah blah
that when people actually
culture has
shown this with, hip hop, right,
things become famous.
Someone says a line in a hip hop ad
and show it has a has a beverage with them.
All of a sudden
that beverage sells everywhere because.
Right, exactly. Yeah, exactly.
So you're making the point.
I mean, that's a good point.
I mean, ultimately,
like the idea that consumers are marketed
to that to me ended with the Internet.
Like if you buy a product
you don't like,
you are lazy as a consumer
because it's so easy
to check reviews, it's so easy
to see what other people think.
So it's not about marketing to you.
It's just about like
there's a lot of innovation in the world
and a lot of emerging
companies trying to,
you know, connect with consumers
or bigger companies
trying to connect with consumers.
It's just about like,
here's what we have.
And if this interests you,
like reach out, go to our website,
go to our Instagram
And that's what marketing
has really become.
And going back to Ryan,
I mean, a lot of the things he does
from an average of the ads
he's created,
there's like this, this like sincerity.
Like I'm just I'm
I'm just showing you
what like he's
just introducing you to something.
He's not marketing to you.
And that sincerity
and that transparency,
I think resonates with consumers.
Whenever he posts something,
whether it's an ad he did from MNTN
or ads he's done
with one of our customers,
the comments always say,
I don't understand why
I enjoy Ryan Reynolds,
like having me watch his ads so much.
And it's
like, Yeah, because they're just
because he's not marketing to you.
He's just being himself.
It's just being himself.
And that's going back to why
we acquired Maximum Effort
and swing back to like Web3
and stuff like that.
It was to so many of our customers,
were new to TV advertising
and Maximum Effort like kind of shows
that like
you don't need a half a million dollars
to get its TV ad like you don't fit.
It can be something that was literally
created over a weekend
because Maximum Effort has done
that multiple times.
So and just giving a vehicle
for emerging brands,
larger brands
to be able to do fast
advertising on this new fast
self-serve medium on the Web3
I think there's definitely going to be
it's hard to predict the future.
But I
you know,
one thing
that's easy to predict
wherever consumers go,
brands, companies will follow.
The consumers are more in control
and they realize
that brands are following you're
they're following your journey.
You're not following their journey.
That can be 30, 40 years ago.
Maybe you were following their journey
because you were getting marketed to,
and you had No choice you didn't have.
It was. Like.
Exactly. Yeah.
But now they're just following you
wherever you go
and, you know,
and take advantage of it.
I think consumers right
now, I know we're jumping around topics.
No.
They're making themselves
way too hard to find. Well.
That was my next question, though.
Yes, we have more information
than we've ever had.
And some would argue
maybe we're less informed
than we've been. Yeah.
And there's this kind of
opposite side
of what
what we just said
certainly is better to have more choice.
Also, the research says
when people have too much choice,
they don't know what choice to make.
Right.
So how do you think
how do we operate that?
And I got a couple of rapid
fire questions I want to get to you.
Yeah.
Why in terms of the one part of that,
when you have to make choices
since the pandemic,
I kind of live everywhere
because I can't decide where
I want to live
because you know when you go into the office.
Right.
I'm actually
in Newport, Rhode Island,
right now of all places.
Okay.
Enjoying Newport in the summer?
No chance that I was going to be here
if, you know, two years ago,
because I'm like,
I can't decide where to go,
so I'm going to go
someplace I've never been.
But the consumer is going back to
the consumer journey.
And I think for consumers,
what they don't realize
is one of the dominant costs
of every product you buy
is, is the cost of buying you
as a consumer.
This is why once you buy from a company
of like 25% off emails
because they no longer have to pay to market
they don't have to
they don't have to pay all this cost
to connect with you anymore.
So you as a consumer,
if you make yourself easy to find,
you will literally save money.
Like I'll give you
a really concrete example.
If you pay $800.
Let's say you go online.
That is. Fascinating thought.
Yeah.
They if you go online to buy a matress
and let's say a
matress costs, you know, $800, $600,
at least 40% of the cost of that
mattress was finding out that
you were moving. Mm.
If you just literally said
hey I'm moving made yourself easy to identify
those companies would
gladly give you 25% off but they,
you know once
they spent expended all these dollars.
Yeah.
To
to connect with you like that
money is sunk costs
and you have to
unfortunately we as consumers pay it
this idea
I'm a little being a little esoteric now
the idea that companies
pay anything companies pay nothing,
consumers pay everything.
That's how it works
There's nothing a company pays for.
Consumers pay everything.
The company just turns what the consumer
paid into.
I got to buy marketing,
I got to buy production,
I got to buy HR
you know, stuff, stuff like that.
So I think consumers
are when I say easy to find.
I think a lot of the
privacy debates right now are
are a little irrational.
And they're just
they're just raising
the cost of the products
that everyone buys.
So we could do a whole topic.
I mean, that's
a fascinating point of view
that you make.
And it's and it's
when people talk about Web3
part of the
I think the narrative is like everybody's
going to own their own data,
which is the powerful, powerful
part of it to some folks.
The powerful part I see is that creatives
and people
that are making content
can have another way to monetize
and kind of co-create with their fans.
But data still is data like it's
blockchain is a ledger.
People can follow data.
We can figure that part out too.
Like it's
it's like just because
it's on a blockchain,
it doesn't mean you can't see
what's happening.
You literally can. Yeah.
In a world
where you own your own data, I would
sell all of mine
and just.
Not that your biased
and I'd buy products
for less I feel like here's who I am
this is where I currently reside.
This is what I'm currently interested in.
This is what I'm currently doing
whoever gives me product offers
a good products at the cheapest prices
is who I'm going to buy for
and I'm making it easy
to make that decision that like,
like I would own the data
but then release it because like,
I don't know it's not a big secret
that like
I need to
whatever that I want to buy
clothes today, like with how
I that's not something.
I tend to agree with you. Yeah.
Because I believe
people want their lives to be easier
and enjoy the trade off.
What I
the only point I would make
is that
there just needs to be informed consent.
Like it needs to be clear
about what you're disclosing.
And I think
and I think most people will say yes
because they want the trade off
of the things you just said they want.
Yeah, they want access to their product.
They want to know
they want Spotify
to know and understand
their favorite songs.
So they can listen to it.
I've heard people say they love Spotify.
It can read their mind
and they think of it
some people as a little creepy.
But if we're honest, people
like not
having to think about those things
they like.
They like that.
I mean, it's the vast majority.
There are some that don't,
but they tend to be
the outliers in the mass.
So that's a really good point.
My single biggest complaint
about Spotify is
how come I don't know
when there's concerts for the artists,
you know, I'm listening
and you know, I'm listening to them.
But somehow how
come I'm not getting alerted that
that artist is touring
Well, I'm going to help you with that.
That's exactly
what Disrupt Art's about we'll
an offline
conversation about that
this is that's the whole point of this
like I think
I think they have a model
that I think works for mass consumption.
But then for the superfans and others,
that really want to know
about a more intimate experience.
Then there's a
there's an audience for that.
But I don't think
from I don't think Web3
is replacing all of Web2
I think people like
the distribution model
of getting to be able to listen
to their favorite song and understand it.
But I also think people want to know
what you just said.
Oh, here's my favorite artist.
Can I do something to learn about alerts
coming in and tying those two together?
I think it's very, very powerful. Okay.
A couple of quick rounds.
I want to talk to you briefly after this.
All right.
The future of
advertising and
media is just one sentence completed
You caught me off
guard with that
the future of advertising and media is
definitely more immersive,
definitely more
in the near term, less it's 1 to 1.
But in the long term,
I think
it's definitely more 1 to 1
for the reasons we've been talking about.
So it's very personalized.
All right.
One slogan that describes your business
or who you are personally,
what with that slogan, be.
The hardest
working software in advertising.
So that's our tagline right now.
But they also like just empowering
the marketer
to finally fully
have access to television.
And what's your personal slogan?
Wow, the ambition, trust and ambition,
that that's a culture
I've created in my company.
It's just all about trusting everyone.
that's a part of the team
and but still combining that
with a lot of ambition.
And that's my personal like kind of
credo, I guess you could say.
Mark Douglass, CEO of
MNTN, it's a pleasure having you on.
Disruption Now.
Definitely don't make yourself
a stranger. Thanks.