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"The ability to understand not just who the audience is but also what they care about—and, just as importantly, what they don’t care about—allows us to deliver content that is both timely and impactful.” - Jane Qin Medeiros, SVP/GM, Industry Dive

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In the rapidly evolving landscape of B2B media, staying ahead requires more than just producing great content; it demands a sophisticated understanding of audience behavior, the strategic use of data, and the cautious integration of emerging technologies like AI. Industry Dive, a leading B2B digital media company, has successfully positioned itself at the forefront of this transformation by combining niche audience insights with cutting-edge content marketing strategies. I spoke with Jane Qin Medeiros, General Manager at Industry Dive and studioID, to explore the strategies and innovations that have propelled her company to significant industry success.

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Building and Serving Niche B2B Audiences

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Industry Dive’s core strategy centers on building and nurturing niche B2B audiences. By focusing on specific verticals such as construction, banking, and healthcare, the company has cultivated a loyal readership that trusts its high-quality journalism. These niche audiences are not just passive consumers; they are actively engaged professionals seeking valuable insights to help them make informed decisions in their respective industries.

What sets Industry Dive apart is its deep understanding of these audiences. The company doesn’t just collect basic demographic data; it gathers detailed information on content preferences, engagement patterns, and even the topics that no longer resonate with readers. This real-time, first-party data allows Industry Dive to continuously refine its content strategies, ensuring they stay relevant and valuable to their audience.

"The ability to understand not just who the audience is but also what they care about—and, just as importantly, what they don’t care about—allows us to deliver content that is both timely and impactful," Jane explained. "This data-driven approach helps in tailoring content to meet the specific needs of our audience, which in turn drives higher engagement and more meaningful interactions."

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StudioID: The Powerhouse Behind Content Marketing

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At the heart of Industry Dive’s content marketing success is studioID, its global content marketing services group. StudioID’s role is to create custom content for B2B marketers, leveraging Industry Dive’s deep audience insights to craft campaigns that align with the broader marketing journey—from brand awareness to lead conversion.

The genesis of studioID lies in the acquisition of NewsCred’s content studio, a move that perfectly aligned with Industry Dive’s strengths. On one hand, Industry Dive had the audience but lacked advanced content studio capabilities. On the other hand, NewsCred’s content studio had the expertise but lacked a substantial audience. The merger of these strengths has allowed studioID to thrive, creating a powerful synergy between audience data and content creation.

This synergy is evident in how studioID approaches content marketing. Rather than just producing content for the sake of it, studioID focuses on creating highly targeted campaigns that are designed to meet specific marketing goals. By integrating deep audience insights with content expertise, studioID ensures that every piece of content serves a strategic purpose, whether it’s building brand awareness, establishing thought leadership, or driving lead generation.

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Revenue Generation Through Strategic Partnerships

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StudioID’s contribution to Industry Dive’s revenue is significant, accounting for 40% of the company’s total revenue. This success is largely due to a dual business model that balances scalable content campaigns with long-term, customized enterprise partnerships.

On one side, studioID runs thousands of content campaigns annually, producing assets like white papers and webinars that drive lead generation for clients. These campaigns are often the first touchpoint for clients, allowing studioID to demonstrate its capabilities and earn the trust needed to expand the relationship.

On the other side, studioID engages in deep, long-term partnerships with enterprise clients. These relationships are highly customized, involving strategic development, comprehensive content programs, and continuous optimization based on performance metrics. These partnerships are not just about delivering content; they involve working closely with clients to develop a full marketing strategy, build a measurement framework, and align all activities with the client’s business goals.

"Our approach is very much a 'land and expand' strategy," Jane said. "Initial content campaigns serve as a gateway to deeper engagement, allowing us to gradually scale up the relationship, offer more comprehensive services, and ultimately increase revenue."

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This strategy also helps in building multi-threaded relationships within client organizations, ensuring that studioID becomes an integral part of their marketing strategy.

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The Role of AI in Content Marketing

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In today’s digital landscape, AI is often seen as a game-changer, but Industry Dive and studioID approach it with a balanced perspective. Rather than rushing to integrate AI across all content creation processes, they are carefully testing and evaluating its potential.

StudioID’s current focus is on using AI for tasks like content atomization—breaking down larger pieces of content into smaller, more digestible formats for various channels—and refining content through short-form copywriting and translation. However, the company remains cautious about using AI for original content creation, as current technology still lacks the nuance and depth that human expertise provides.

For Industry Dive, the real value of AI lies in its ability to process large amounts of data and generate insights that can inform business decisions. This includes optimizing operational processes, improving content distribution, and enhancing audience engagement strategies. By using AI to support these secondary tasks, studioID can increase efficiency without compromising the quality of the content.

"We don’t have to be first to market with every new technology," Jane noted, "but we do want to ensure that any technology we adopt supports our core values of quality, credibility, and audience engagement."

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Measuring ROI in Content Marketing

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One of the biggest challenges in content marketing is proving ROI, especially when it comes to linking content efforts directly to revenue. StudioID addresses this challenge by establishing a clear measurement framework at the outset of each client partnership. This framework aligns content activities with specific business goals, such as brand building, content engagement, and lead generation.

The measurement framework includes a range of metrics tailored to the client’s objectives. For example, if the goal is to build brand awareness, the framework might include proxy metrics like content impressions and engagement rates. If the goal is lead generation, the focus might be on the number of marketing-qualified leads (MQLs) generated and their progression through the sales funnel.

However, studioID’s approach goes beyond just tracking metrics. The company’s sales and client services teams take a consultative approach, working closely with clients to interpret the data and optimize strategies. This might involve adjusting tactics, launching new initiatives, or refining the content strategy to better meet the client’s goals.

"By taking a holistic approach to ROI," Jane said, "we ensure that our content marketing efforts are not only effective but also clearly linked to the client’s broader business objectives. This transparency and alignment help build trust and pave the way for long-term partnerships."

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The Future of B2B Media: Data, Digital, and AI

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As Industry Dive looks to the future, its core strategy remains focused on serving niche B2B audiences with high-quality, independent journalism. However, the tools and technologies used to achieve this goal are constantly evolving. The company’s emphasis on first-party data and opt-in audiences positions it well in an era of increasing privacy concerns and data regulations.

At the same time, Industry Dive is exploring new ways to integrate AI into its content creation and audience engagement strategies. The goal is not to replace human expertise but to enhance it, using AI to increase efficiency, optimize content distribution, and generate deeper insights into audience behavior.

The company’s partnership with its owner since 2022, Informa, further strengthens its position, providing additional resources and opportunities to scale its operations and expand its offerings. As Industry Dive continues to grow, its commitment to innovation, data-driven insights, and quality content will remain at the heart of its strategy.

In an industry where change is the only constant, Industry Dive and studioID offer a compelling model for success. By combining deep audience insights with strategic content marketing and a cautious approach to AI, they have built a business that not only drives revenue but also delivers real value to clients. As the digital media landscape continues to evolve, companies that can effectively leverage data, digital tools, and AI while maintaining a focus on quality and audience engagement will be best positioned to thrive.

"Hollowing out the ecosystem is not going to work in the long-term."

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Lucky Gunasekara, CEO of Miso.ai, is leading the charge in transforming how media companies leverage artificial intelligence. Miso.ai is an AI media lab that focuses on news media, publishing, and online education.

I recently spoke with Lucky on The Revenue Room ™ podcast, and he shared his vision for Miso, and how AI can be effectively used by publishers. 

"We're pretty narrowly focused these days on news media, publishing and online education," Lucky explains. "We have these AI building block models that publishers can unlock very quickly, often overnight for like personalized search or AI search or real-time recommendations or discovery that's personalized or first party data or native advertising."

With a presence on about 100 sites globally and billions of API calls processed, Miso’s AI's mission is clear: to put more money into media than they take out, recognizing the critical role of journalism in society.

Key Partnerships and Innovative Products

Miso's partnerships with notable clients such as Foundry and O'Reilly Media showcase the practical applications of their technology. Their flagship product, "Answers," offers AI-powered search capabilities for websites like Macworld.com and CIO.com. What sets Miso apart is their unique approach to user engagement.

Lucky elaborates, "We embed in every article questions that are based on the context of the article and further commentary in the adjacent articles. What we have found is that these questions, which we call “explore questions”, they are just extremely effective at driving engagement."

This innovative approach not only enhances user experience but also opens up new avenues for revenue generation. Miso integrates native affiliate ads and relevant white papers into their answers, creating a seamless blend of information and monetization opportunities.

"If the answer on macworld.com is talking about the Apple Watch Ultra 2, the lowest price to get the Apple Watch Ultra 2 is right there, through different affiliate partners. On CIO.com, you might ask a question about generative AI and cybersecurity, and we'll present the answer, again, strictly from the title and the network of sibling sites that you're on, but we'll also show a white paper from a partner discussing cybersecurity and gen AI."

Impressive Revenue Impact

The implementation of Miso’s solutions has led to significant improvements in key performance indicators for their clients, such as site registrations. Lucky reports, "We've seen 2X registrations through this funnel. And then the direct attribution subs lift that we've seen is about 10 percent right now". The engagement with native advertising has been particularly remarkable, with Lucky stating, "We've seen 10 to 25 times higher click through rates than display."

These impressive metrics underscore the potential of AI-powered solutions to not only enhance user engagement but also drive tangible business results for publishers. The impact extends beyond just click-through rates, as Miso's solutions are driving registrations and subscriptions for their clients.

Given the significant revenue impact of AI solutions in the media industry, Lucky will be sharing more insights on this topic at our upcoming RevvedUP conference. RevvedUP, focusing on revenue generation and enterprise growth, is an exclusive event for C-suite executives in media, events, and marketplace industries. RevvedUP will be held from February 25-27 at the Art Ovation Hotel in Sarasota, providing an ideal platform for industry leaders to explore innovative strategies for leveraging AI to boost revenue and drive business growth. Learn more here. 

Advocating for Fair Compensation in AI Content Usage

As AI continues to reshape the media landscape, Lucky strongly emphasizes the importance of fairly compensating publishers for their content used in AI systems. He criticizes the current approach of many AI companies, stating, "Hollowing out the ecosystem is not going to work in the long-term."

This stance reflects a growing concern in the industry about the sustainability of current AI practices and their impact on content creators. Lucky advocates for a more balanced relationship between tech companies and media publishers, suggesting the need for an "iTunes-like" solution for AI and publishing, with fair revenue sharing.

O'Reilly Media's Pioneering Approach

In response to these challenges, Miso has collaborated with O'Reilly Media to develop a groundbreaking model where creators receive royalties for AI-generated answers using their content. Lucky explains, "We built out a forensic model because of the way that we're set up, you know, we're by default able to, when we take in a question, have a data trail of which titles do we consider, which snippets did we look at?"

This innovative approach not only ensures fair compensation for content creators but also sets a new standard for ethical AI practices in the publishing industry. It demonstrates that it's possible to harness the power of AI while maintaining a sustainable ecosystem for content creation.

The Future of Media and AI

Looking ahead, Lucky envisions a more symbiotic relationship between AI companies and publishers. He suggests,

"The market and the world just needs a more transparent and equitable framework for getting AI answers out to the public at scale from trustworthy sources and in a way that drives high rev share, and credit and attribution to sources."

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This vision extends beyond mere financial considerations, touching on the broader role of media in society. Lucky emphasizes the importance of maintaining a robust and diverse media landscape, capable of driving social progress and cultural change.

Closing Thoughts

The current landscape of media, AI, and tech is at a critical juncture. Lucky expresses concern about the present state of AI and publishing relationships, highlighting the need for a more equitable and sustainable model. The rapid advancement of AI technology has created both opportunities and challenges for the publishing industry.

Currently, there's a significant imbalance in how AI companies are utilizing content from publishers without adequate compensation or attribution. This situation echoes past disruptions in the media industry, such as the early days of search engines and digital music distribution. 

The media and publishing sectors are facing a crucial moment where they need to assert their value and negotiate fair terms with tech companies. There's a growing recognition that quality content is essential for AI systems to function effectively, yet the current models often fail to reflect this in terms of revenue sharing or proper attribution.

As the industry moves forward, there's an urgent need for innovative solutions that can bridge the gap between AI capabilities and fair compensation for content creators. The current "deal, no deal, or deal with it" approach is unsustainable in the long term and risks eroding the quality and diversity of content available to consumers.

The challenge ahead lies in creating a more balanced ecosystem where both tech companies and media publishers can thrive, ensuring that the value of quality journalism and content creation is properly recognized and rewarded in the AI-driven future.

"It's not about getting a model that performs 0.5 percent better in certain use cases. It's actually about using data and AI to help our core fundamentals.” - Nino Tasca, Chief Product Officer, Northstar Travel Group

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Nino Tasca, Chief Product Officer at Northstar Travel Group, is spearheading a data transformation that's reshaping the landscape of B2B media in the travel industry. With a background that includes a decade at Google and extensive experience in media technology, Tasca brings a unique perspective to the challenges and opportunities facing B2B media companies today.

Harnessing Data for Business Growth

At Northstar Travel Group, data is not just a buzzword—it's the cornerstone of their strategy. Tasca emphasizes a 70-20-10 approach to prioritize the company's efforts in data and technology initiatives:
- 70% of resources are focused on core business needs and improving existing products

- 20% is allocated to future-oriented experimentation and innovation

- 10% is dedicated to employee skill development in AI and data

This structured approach allows Northstar to leverage data effectively while maintaining a balance between immediate business needs, innovation, and workforce development. "We're spending 70 percent of our effort focusing on this core need and how do we actually prove the value that Northstar provides through data," Tasca explains.

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The company is building a comprehensive data warehouse to support its full suite of products, aiming to enhance user experiences and provide more value to advertisers. This data-first initiative is driving improvements across all aspects of the business, from event planning to digital content delivery.

Nino Tasca will be sharing his insights on data-driven strategies at RevvedUP, taking place February 25-27 at the Art Ovation Hotel in Sarasota. This exclusive event brings together C-suite executives from media, events, and marketplace industries to explore how data and AI-driven strategies can fuel enterprise growth. Tasca's experience in implementing data transformation at Northstar Travel Group will provide valuable perspectives for attendees looking to leverage data for business success in their own organizations. Learn more here.

The Role of AI in B2B Media and Events

While AI is a hot topic, Northstar's approach is pragmatic and focused on tangible results. Tasca notes, "We're experimenting with different products that can be data and AI first, more generative... integrating AI into these tools to create a better and new experience.”

Some key areas where AI is making an impact include:
1. Content optimization: AI-powered tools suggest headlines and topics based on current trends and user engagement data.

2. Personalization: Tailoring content and recommendations for individual users across Northstar's digital platforms.

3. Event planning: Using AI to match attendees with relevant sessions and networking opportunities.

However, Tasca cautions against getting caught up in AI hype. "It's not about getting a model that performs 0.5 percent better in certain use cases. It's actually about using data and AI to help our core fundamentals," he emphasizes.

Measurement and ROI in B2B Media Advertising

One of the most significant challenges—and opportunities—in B2B media is proving the value of advertising to clients. Northstar is tackling this head-on with innovative approaches to measurement and ROI tracking.

Tasca highlights the disparity in marketing spend: "Travel professionals influence as much as 45 percent of the spend of a 3 trillion market... but the marketing dollars that go into travel professionals budgets is a fraction, like 2 percent." This discrepancy underscores the potential for growth if B2B media companies can effectively demonstrate their value.

Northstar is developing multi-faceted measurement strategies:
1. Transactional data partnerships: Working with industry partners to track actual bookings resulting from advertising exposure.

2. Survey-based approaches: Similar to Brand Lift studies used in consumer advertising.

3. RFP tracking platforms: Creating tools for meeting planners to submit RFPs, allowing for direct attribution of business generated through Northstar's events and content.

"The mandate of proving the measurement as low to the bottom of the funnel as we can get remains to be true," Tasca states. This focus on concrete, revenue-based metrics is crucial for demonstrating the true value of B2B media advertising.

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Lessons from Google to B2B Media

Tasca's experience at Google has provided valuable insights for his role at Northstar, but he emphasizes the need for a different approach in B2B media:

1. Faster execution: Unlike Google, who can take their time on execution given their massive revenue, B2B media companies like Northstar need to move quickly and get products to market faster. Tasca admits, "If I could start my time again at Northstar, I'd be more aggressive and try to get things done faster."

2. Focused investments: While Google can afford to make multiple bets, B2B media companies must be more strategic in their investments, focusing on core business needs. Tasca explains, "At Northstar, we don't have the ability to do that. So we have to be more mindful about how we're making investments."

3. Revenue focus: As a private equity-owned company, Northstar prioritizes revenue growth, meeting quarterly and annual objectives. This contrasts with Google's ability to prioritize getting things right over getting them fast due to its substantial revenue cushion.

New Roles and Skills for Data Transformation

As Northstar continues its data transformation journey, Tasca identifies key roles and skills needed:

1. Data scientists: To build models and derive insights from collected data.

2. UX professionals: To ensure data-driven products are user-friendly and intuitive.

3. Sales team evolution: Training existing sales teams and bringing in new talent with digital, data, and AI selling skills.

Looking Ahead

Tasca's approach, blending Silicon Valley innovation with B2B media expertise, offers valuable insights for other companies navigating similar transformations. By focusing on core business needs, embracing AI judiciously, and developing robust measurement strategies, B2B media companies can unlock new value for their clients and audiences alike.

As the industry continues to evolve, events like RevvedUP and initiatives like Revenue Room Connect provide platforms for knowledge sharing and networking among industry leaders. Tasca's involvement in these initiatives underscores the importance of collaboration and continuous learning in driving innovation in B2B media.

Northstar Travel Group's data transformation journey, led by Nino Tasca, exemplifies the potential for B2B media companies to leverage data and AI in meaningful ways. By focusing on core business needs, developing innovative measurement strategies, and adapting lessons from tech giants to the B2B context, Northstar is positioning itself at the forefront of the industry's digital evolution.

For me, engagement matters these days more than ever. It's not just about impressions and getting lots out. It’s about how meaningful is what we sent you and are you finding value in what we're providing?

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In a recent episode of The Revenue Room™ podcast, host Heather Holst-Knudsen sat down with Liz Irving, President of Clarion Events North America, for an insightful discussion on data-driven strategies and digital innovation in the events industry, which is undergoing a significant transformation in how it measures success and drives growth. Irving shared her valuable insights on this evolution during her interview.

Liz Irving, with over 25 years of experience in the events industry, has been instrumental in guiding Clarion Events from a small team of 16 to a thriving organization with over 270 employees. Under her leadership, Clarion Events has embraced data-driven decision-making and customer-centric approaches to drive growth and innovation.

During the interview, Irving shared her perspectives on the evolving landscape of the events industry, the importance of digital revenue streams, and the role of AI in shaping future experiences. She also discussed Clarion Event's innovative strategies for leveraging data to enhance customer experiences and create new revenue opportunities.

Liz Irving is part of the upcoming RevvedUP conference, taking place February 25-27 at the Art Ovation Hotel in Sarasota, Florida. This gathering brings together CEOs and their revenue-critical C-suite teams to explore data-enabled enterprise value creation and business transformation. 

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Shifting Focus to Customer-Centric Metrics

In our conversation, Irving highlighted that the industry has moved beyond traditional metrics like square footage. Instead, there's a growing emphasis on more customer-centric measurements:

- Lifetime customer value

- Number of people per logo

- Levels of engagement

She emphasized the critical role of data in shaping business strategies and improving customer experiences. At Clarion Events, data analytics is used to understand customer needs, optimize event experiences, and measure success. This approach has led to more personalized and effective events, driving revenue growth and customer satisfaction.

One of the key innovations at Clarion Events is the development of a Needs Purpose Value (NPV) model to analyze customer responses and tailor experiences accordingly. The company also conducts pulse surveys throughout the customer journey to gather real-time feedback and make immediate improvements. Irving highlighted the use of Power BI for data visualization, which has enhanced their ability to track engagement and conversion rates, enabling more informed decision-making.

To implement these data-driven strategies effectively, Irving shared some key approaches:

• Building a dedicated team focused on digital product and strategy

• Developing the NPV model to understand and respond to customer needs

• Conducting pulse surveys throughout the customer journey

• Utilizing Power BI for data visualization and insights

• Restructuring the marketing team into digital and brand-focused groups

Engagement

The critical importance of digital engagement in today's events industry is recognized by Irving, "For me, engagement matters these days more than ever. It's not just about impressions and getting lots out. It's about how meaningful is what we sent you and are you finding value in what we're providing?" This perspective underscores a shift from traditional metrics to a more nuanced understanding of audience interaction and satisfaction.

Clarion Event's approach to digital engagement goes beyond simply offering online components to their events. They've developed bespoke programs that guide customers through the marketing funnel, starting with broad digital touchpoints and ultimately leading to face-to-face interactions at events. This strategy allows Clarion Event to maintain a year-round presence in the communities they serve, rather than just connecting with customers during annual events.

The COVID-19 pandemic further accelerated Clarion Event's digital transformation efforts. Irving shared an example from their firefighter event, where they launched a learning management software for online training when in-person events weren't possible. This digital innovation not only allowed them to continue serving their community during a critical time but also created a new, subscription-based revenue stream, illustrating how Clarion Event is leveraging digital engagement to diversify their offerings and create value for their customers beyond traditional event formats.

Digital Transformation

We also touched on the digital transformation sweeping the events industry. Clarion Events has invested in mobile apps, online learning platforms, and AI-powered tools to enhance attendee experiences and provide year-round engagement opportunities. A notable example is the learning management software developed for the FDIC Firefighter show during the COVID-19 pandemic, which allowed Clarion Event to continue providing critical training to firefighters when in-person events were not possible. 

The value of strategic partnerships with technology providers and the adoption of new technologies like AI and facial analysis to improve event experiences and gather customer insights cannot be overlooked. In one innovative example, Clarion Events is working with Zenith to use ethical facial analysis technology to assess customer sentiment and optimize event layouts and product placements.

Operational Structure

It’s not enough to add in technology. The business operational structure itself needs to be assessed and reworked to allow the new strategies to flourish. She shared details on how Clarion Events restructured its marketing team to better address changing market needs. The company split its marketing function into two specialized groups: digital marketers focused on all things digital and data, and brand marketers who drive customer insights and brand strategies. This restructuring has allowed Clarion Events to accelerate both digital innovation and brand development while supporting each other and the customer.

The customer-centric approach at Clarion Events has led to innovations like bespoke events for specific customer segments. For instance, they created a specialized program for metro fire chiefs at the FDIC Firefighter show, based on data from their mobile app and direct customer engagement.

Yield Management in Sponsorships

As the events industry evolves, there's an increasing focus on yield management, particularly in sponsorships. Irving noted that they're no longer just selling booth space but offering more complex sponsorship opportunities. This shift requires a deeper understanding of:

- The yield of various sponsorship types

- The costs associated with delivering these sponsorships

This focus on yield management is part of a broader trend of "rewriting the rulebook" for how events are sold, marketed, and delivered.

Data Driving Strategy

When asked about the challenges of implementing a data-driven strategy, Irving acknowledged the complexity: "We capture data in so many ways, right? We capture behavior, we capture what people tell us. And we're like, Oh my gosh, we have so much. It's, what do you do with it? How do you make it usable?" She emphasized the importance of narrowing your focus: "For me, it was about getting clearer on what matters. "

Irving also discussed the role of digital solutions in the events industry: "Digital is super important, right? I think it, as a whole, strengthens what the in-person brings. And when I step back and think about who we are as digital, we are actually a data company. That means we have the ability to help connect you with the people that really matter to you."

She went deeper into the aforementioned example of fire chiefs, and how data-driven insights led to innovation: "We created a whole bespoke program for them [metro fire chiefs]. That allowed them to learn and educate at that level of a metro chief officer. We brought in sponsorships to connect them. We understood their individual needs and help match them up with people who would be like minded for them to discuss challenges and opportunities."

Conclusion

Overall, this episode of The Revenue Room™ podcast with Liz Irving offers valuable insights into the evolving landscape of the events industry. Irving's journey from marketing to leadership, her emphasis on data-driven decision-making, and Clarion Event's innovative approaches to customer engagement and digital transformation provide a roadmap for success in the modern events sector. You’ll glean insights to help your business from her candid discussion of challenges, from implementing data strategies to restructuring teams, offers practical advice for industry leaders. 

As the events industry continues to evolve, Irving's insights and Clarion's strategies serve as a beacon for others looking to navigate this dynamic landscape successfully. 

Listen to the full podcast to hear all the insights from Liz Irving of Clarion Events. And of course, join Liz and other industry leaders at RevvedUP at the Art Ovation Hotel in Sarasota on February 25-27, 2025. RevvedUP 2025 is your pit stop for premium networking, cutting-edge insights, and practical strategies that'll put you ahead of the curve. Fuel your enterprise growth with data and AI-driven strategies, and position your organization for success. 

Join us to network with Liz Irving and other industry leaders: Learn more here.

Revenue Room Connect

Revenue Room Connect, an initiative by H2K Labs, is a platform that brings together industry leaders to share knowledge and insights about data, digital, AI, and revenue strategies in the B2B media and events space. Nino Tasca's decision to join the Executive Advisory Board of Revenue Room Connect reflects his commitment to knowledge sharing and networking within the industry. As a board member, Tasca brings his unique blend of experience from both Google and traditional B2B media companies, offering valuable perspectives on data transformation and AI integration. The platform provides an opportunity for executives like Tasca to engage with other curious and innovative minds, fostering an environment of mutual learning and growth. Through initiatives like RevvedUP and Lunch Lab events, Revenue Room Connect aims to drive discussions and strategies that can help B2B media companies navigate the evolving landscape of data-driven business models and revenue acceleration.

Introduction to Denise Medved

In a recent episode of The Revenue Room™ podcast, DeniseMedved, Chief Commercial Officer at Informa Markets North America, shared herextensive experience in leveraging data to drive sales strategies. With a richbackground in B2B and B2C events, Denise has held executive roles in variousorganizations, including Money 2020 USA and the Consumer TechnologyAssociation. At Informa, she focuses on data-fueled revenue and profitacceleration, making her a pivotal figure in the evolving landscape of sales.

A Unique Career Path

Denise began her career with a finance degree from GeorgeWashington University, where she developed a keen understanding of numbers andtheir implications in business. However, her journey took an unexpected turnwhen she stumbled into the trade show industry. "I knew that I didn't wantto be in finance," she recalled, explaining her transition into sales andevents. This shift laid the foundation for her future success in understandinghow to connect data with sales outcomes.

The Role of Data in Sales Management

During the interview, Denise emphasized the critical role ofdata in sales management. She stated, "Data is not just numbers; it's thestory behind the numbers that drives decision-making." This perspectiveunderscores the importance of understanding data to craft effective salesstrategies. By interpreting data trends and customer behaviors, sales teams cantailor their approaches to meet specific needs, ultimately driving betterresults.

Navigating Generational Differences

Denise also highlighted the generational differences in theworkforce and their relationship with data. "We are in a transition periodnow where we still have people who didn't grow up on data, alongside those whodid," she explained. This divide presents both challenges andopportunities for sales teams as they adapt to new tools and technologies. Shenoted that while some team members are digital natives who seamlessly integratedata into their workflows, others require more guidance and training to embracethese changes.

Normalizing Data Across Business Units

A significant part of her role involves normalizing dataacross various business units within Informa, which has grown through multipleacquisitions. "Unlocking all of that data so it becomes usable is agigantic lift," she noted, pointing out the complexities of integratingdifferent tech stacks and processes. With multiple instances of Salesforce andvarious other systems in play, Denise's mission is to create consistency in howdata is managed and utilized across the organization.

Building Dashboards for Better Insights

One of the key strategies Denise employs is buildingdashboards that tell a story with the data. "If you help them understandhow to use the data, particularly by building dashboards and telling the storyfor them, you get a whole lot more user adoption," she said. This approachnot only enhances efficiency but also empowers sales teams to leverage dataeffectively. By providing clear visualizations and actionable insights, salesprofessionals can make informed decisions that drive growth.

Understanding Talent and Performance

Denise also discussed the importance of understanding thetalent within the sales teams. By utilizing a talent assessment tool, she andher team were able to match individuals' instinctive behaviors with their jobfunctions. "We could see how well someone’s natural affinity aligned withtheir performance data," she explained. This dual approach allowed them toidentify the right people for the right roles, optimizing the overalleffectiveness of the sales organization.

Streamlining Sales Processes

In her efforts to streamline processes, Denise tackled thechallenge of excessive pipeline stages within the sales framework. "Wewent from 70 pipeline stages to just 7," she shared, illustrating hercommitment to simplifying operations. By focusing on the essential elements ofthe sales process, she was able to create a more efficient system that enhancesforecasting and reporting capabilities.

Fostering a Collaborative Culture 

Denise's insights extend beyond just data management; shealso emphasizes the importance of fostering a culture of collaboration andopen-mindedness. "You have to be very patient and learn from the youngergeneration," she advised, acknowledging the diverse work styles andphilosophies present in today’s workforce. By encouraging mentorship andknowledge sharing, Denise aims to bridge the gap between different generationsand create a cohesive team dynamic.

Conclusion: The Future of Data-Driven Sales

In conclusion, Denise Medved's insights on data and sales underscorethe transformative power of data-driven strategies in today's businessenvironment. Her expertise serves as a guiding light for organizations lookingto harness the full potential of data to drive revenue growth. As she aptly putit, "Understanding how to leverage data is key to driving salessuccess." With leaders like Denise at the forefront, the future of salesis undoubtedly data-driven and poised for growth.

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Revenue Room Connect

Revenue Room Connect, an initiative by H2K Labs, is a platform that brings together industry leaders to share knowledge and insights about data, digital, AI, and revenue strategies in the B2B media and events space. Nino Tasca's decision to join the Executive Advisory Board of Revenue Room Connect reflects his commitment to knowledge sharing and networking within the industry. As a board member, Tasca brings his unique blend of experience from both Google and traditional B2B media companies, offering valuable perspectives on data transformation and AI integration. The platform provides an opportunity for executives like Tasca to engage with other curious and innovative minds, fostering an environment of mutual learning and growth. Through initiatives like RevvedUP and Lunch Lab events, Revenue Room Connect aims to drive discussions and strategies that can help B2B media companies navigate the evolving landscape of data-driven business models and revenue acceleration.

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The focus has shifted from "selling data by the pound" to understanding clients' businesses and configuring data solutions to solve specific problems.

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In a recent episode of The Revenue Room™ Podcast, Matt Reilly, CEO of Fusable, shared insights into the company's transformation from a traditional media entity to a data-first business. This evolution offers valuable lessons for CEOs managing legacy businesses and aiming to leverage data for growth.

The Birth of Fusable

Fusable emerged as a spin-off from Randall Riley, a 110-year-old established media brand in the trucking and transportation space. The transition began when leadership recognized the intrinsic value of their data assets, which were initially acquired to find more customers. As Reilly explains, "When I came aboard, our mission was really to pivot this part of the company fully into the data space."

The company consolidated its critical mass in the data business, including digital assets, and made strategic acquisitions to enhance its data portfolio. This focus led to the decision to separate from Randall Riley and launch Fusable as an independent entity on May 1, 2024.

The name "Fusable" organically emerged during a marketing team meeting, reflecting the company's core function of fusing data sets to create more value for clients. This rebranding signifies a clear shift in focus and identity.

Leveraging Legacy Assets in a New Era

Fusable's unique position as a "110-year-old startup" presents both opportunities and challenges in the modern business landscape. The company has successfully retained valuable assets from its media heritage while pivoting to a data-first business model. This approach allows Fusable to combine the strengths of established industry presence with cutting-edge data capabilities.

Valuable Media Properties

One of Fusable's key legacy assets is the Commercial Carrier Journal (CCJ), which Reilly describes as "sort of like the Wall Street Journal for the trucking industry". This publication, along with other media properties, continues to play a crucial role in Fusable's data strategy:

1. Industry Attraction: These established media brands attract professionals from the trucking, transportation, construction, and agriculture sectors to Fusable's online assets.

2. Continuous Data Collection: The engagement with these media properties allows Fusable to continuously collect and refresh its databases.

3. Enhanced Value Proposition: The up-to-date information gathered through these channels enhances the value proposition for Fusable's clients, primarily large OEMs in the industries they serve.

The Flywheel Strategy: Integrating Media and Data for Sustainable Growth

At the heart of Fusable's business model lies a sophisticated flywheel strategy that seamlessly integrates their legacy media assets with their cutting-edge data capabilities. This approach creates a self-reinforcing cycle of value creation, benefiting both Fusable and its clients. Reilly emphasizes the critical role this strategy plays in the company's success, stating, "Our platform assets are really an important part of our flywheel."

The flywheel strategy is rooted in the synergistic relationship between Fusable's established media properties and its data-driven services. By leveraging the strengths of both components, the company has created a powerful ecosystem that drives continuous growth and innovation. Here's how the flywheel operates:

1. Content Creation: At the core of the flywheel are Fusable's prestigious media properties, such as the Commercial Carrier Journal (CCJ), which Reilly describes as "sort of like the Wall Street Journal for the trucking industry". These publications, along with other media assets, produce high-quality, industry-specific content that attracts professionals from various sectors, including trucking, transportation, construction, and agriculture.

2. Audience Engagement: The compelling content draws industry professionals to Fusable's online platforms and events. This engagement is crucial, as it provides multiple touchpoints for data collection and audience interaction.

3. Data Collection and Refinement: As users interact with Fusable's content and platforms, the company continuously collects and refines its data. This process ensures that Fusable's databases are constantly updated with fresh, relevant information about industry trends, user behavior, and market dynamics.

4. Enhanced Client Solutions: The rich, up-to-date data collected through media engagement is then leveraged to create more powerful and accurate solutions for Fusable's clients, particularly large OEMs in the construction, agriculture, trucking, and transportation sectors.

5. Client Success and Industry Impact: As clients utilize Fusable's data-driven insights to make better decisions and grow their businesses, they contribute to overall industry activity and trends. This, in turn, generates new topics and insights for Fusable's media properties to cover, completing the cycle.

The genius of this flywheel strategy lies in its self-reinforcing nature. Each component strengthens the others, creating a virtuous cycle of growth and value creation. As Reilly explains, "It's an important part of the flywheel strategy where we're creating content. People come to this content to learn from our editors. And then we have our relationships with our OEMs and our dealers and distributors who want to find out where should they go market or should they go sell".

By maintaining this delicate balance between media and data, Fusable ensures that its databases are "very updated and organically refreshing". This approach not only provides a competitive edge in data accuracy and relevance but also deepens Fusable's relationships with both its audience and clients, solidifying its position as a crucial player in the industries it serves.

Balancing Old and New

Reilly emphasizes the importance of carefully selecting which elements of the legacy business to retain as Fusable evolves. He stresses the need to be "really crisp about communicating the things that we're going to bring along on the journey with us and the things that we're going to leave behind." This approach allows the company to leverage its historical strengths while embracing modern business practices.

The company has chosen to keep aspects of the business that create competitive advantage and help build a moat around their offerings.These include valuable assets, parts of the culture that make them unique, and deep industry relationships. Some of these relationships stretch back 70 years or more, providing Fusable with a level of trust and industry insight that pure startups cannot easily replicate.

At the same time, Fusable has intentionally left behind elements of the culture that were perhaps family-oriented or not aligned with modern business practices. This selective approach allows the company to maintain its valuable legacy while positioning itself as a forward-thinking, data-driven enterprise.

The result is a unique market position that combines the best of both worlds. Fusable benefits from decades-long relationships with clients and data assets that have been market-leading for up to 78 years, as in the case of their agricultural asset, Iron Solutions or Iron Guides. This longevity has built significant trust and reliance within their respective industries. At the same time, the company now offers an artificial intelligence platform backed by half a century of market-relevant data and industry relationships.

By carefully leveraging these legacy assets while embracing new technologies and data-driven approaches, Fusable has positioned itself as a unique player in the market. The company combines the credibility and depth of a century-old business with the agility and innovation of a modern data company, creating a powerful value proposition for its clients in critical infrastructure industries.

Transitioning to a Data-First Business Model

The shift from a media company with data offerings to a data-first company with media solutions has required significant changes in approach and mindset. Reilly highlights two key differences:

1. Client Interaction: As a data company, Fusable aims to be crucial to clients' operations rather than just an interesting or relevant source of information. Reilly illustrates this with an example: "If you're in the ag space and you're taking a trade on a half a million dollar combine, you have to look at our asset to make sure you don't lose money."

2. Solution Selling: The focus has shifted from "selling data by the pound" to understanding clients' businesses and configuring data solutions to solve specific problems. This approach aims to help clients make more money and embed Fusable deeper into their workflows.

Implementing Culturaland Operational Changes

To succeed in this transition, Fusable has implemented several key strategies:

1. Clear Communication: Reilly stresses the importance of being "crisp about communicating the things that we're going to bring along on the journey with us and the things that we're going to leave behind."

2. Customer Success Focus: The company has invested in upgrading its client success function, led by Chris Gertzma. This team works to ensure clients are accessing and deriving maximum value from Fusable's products, which drives up client satisfaction and NPS scores.

3. Board-Level Education: Reilly describes a careful approach to managing board expectations, including establishing credibility, delivering results in chunks, and using pilot projects to demonstrate ROI.

4. Pilot Approach: Fusable conducted a pilot project that yielded a 10x ROI, which helped secure board support for larger investments in data integration and automation.

5. Cultural Openness: Reilly emphasizes the importance of creating a culture where mistakes are openly discussed and quickly addressed, which is crucial for managing complex data projects.

Leveraging AI and Integrated Data for Enhanced Client Value

Fusable's transformation into a data-first company involves integrating various data assets into a single, unified data layer. This project, described by Reilly as being in its "7th inning," aims to provide clients with seamless access to all of Fusable's data functionality, similar to how Netflix offers access to multiple channels through a single login.

To manage board expectations and mitigate risks associated with this large-scale project, Fusable adopted a pilot approach. Reilly explains, "when you're a private equity owned business, these transformations involve huge investments in data, people, platforms, and cultural change. There's a lot of education and expectation setting that needs to take place at the board level."

The pilot project demonstrated the power of combining data sets with artificial intelligence. For instance, what previously required 38 man-hours of analysis could now be accomplished in less than 30 seconds using a natural language processing interface. This dramatic improvement in efficiency and insight generation is at the heart of Fusable's value proposition.

The success of the pilot project, which delivered a 10x ROI, has been crucial in building credibility with the board and maintaining momentum for further development. It also helped in selecting the right implementation partner for the larger project.

As Fusable expands this integrated data layer to encompass all of their assets, they're fundamentally changing how their clients interact with and derive value from data. This transformation represents a significant shift from their legacy as a media company, positioning Fusable at the forefront of data-driven business intelligence in their target industries. By combining data sets and leveraging AI, Fusable has been able to dramatically increase the number of leads generated for clients while significantly reducing processing time.

As Fusable continues its transformation, it serves as a compelling case study for how legacy media businesses can reinvent themselves in the data-driven economy, balancing the value of established brands and relationships with cutting-edge data capabilities.