Get Good at Media: 3 Steps CMOs Must Own
The ID Comms Breakdown
To truly get good at media, CMOs must treat media as an investment in growth, not a cost to be cut, and then systematically improve three areas: internal media capabilities, external media partners, and the governance of paid media investments so every dollar is accountable and effective.
Most advertisers are increasing media spend into a system that is complex, unregulated and only partially audited. That combination creates risk, waste and a ceiling on growth.
David Indo and I argue that the brands that win are those that lean in, not those that delegate media to a black box. When media is treated as an investment in growth, it gets leadership attention, better governance and better outcomes.
Today, around a trillion dollars of media is spent every year globally, yet only about half of that is regularly audited. That leaves roughly 500 billion dollars flowing through an opaque supply chain with limited scrutiny. For a CMO or procurement leader, that is not just a financial issue. It is a brand risk, a reputational risk and increasingly a personal accountability risk.
The ID Comms point of view is clear: if you improve three connected systems you can get disproportionately better results from the same budget:
- Your internal media capabilities
- Your external media partners
- Your paid media investments and how they are governed
In the episode, we share that many advertisers could reasonably expect 20-30% improvements in media effectiveness by focusing on these fundamentals alone. For a global advertiser spending hundreds of millions, that is not a rounding error. That is material business impact.
What’s going on?
Right now, media investment is growing every year, often above inflation, even in tougher economic climates. Yet many CMOs are not convinced that effectiveness is increasing at the same pace.
The ecosystem is also getting more complicated and more murky. Issues such as principal media, opaque programmatic trading, and disputes like those involving The Trade Desk keep highlighting an uncomfortable truth: the economics of media often work better for intermediaries than for advertisers.
We see a pattern. Many marketers experience media as stressful, overly technical and frankly a bit boring. It feels risky and hard to control. That combination creates a temptation to step back and hope the machine just keeps turning.
At the same time, boardrooms are more interested in media than ever. Media is one of the largest controllable investments for growth. That means media leaders face a choice: either lean in and modernise the way media is managed, or accept that growth will eventually hit a ceiling.
What are the implications?
If you do nothing, several things happen over time. First, you allow waste and leakage to persist in the supply chain. Every impression that is unviewable, served to bots or not aligned to a real business outcome is money that will never come back.
Second, you increase the risk that your budget funds environments you would never knowingly support. Fraudulent inventory, low quality content and unsafe platforms are still receiving advertiser money because too few brands have full transparency over where spend ends up.
Third, you make it harder to connect media delivery to business results. Without clear governance and measurement, every media conversation in the organization becomes an opinion. That is demotivating for teams and leaves CMOs exposed when targets are missed.
Conversely, advertisers that build strong internal capabilities, choose and brief agencies with intent, and audit media flows systematically are starting to see disproportionate value. They feel like priority clients. They experience agencies that lead them with ideas, rather than needing to be micromanaged.
How should marketers be thinking?
At ID Comms we encourage CMOs, marketing procurement leaders and global heads of media to think of media less as a disconnected technical craft and more as a strategic growth lever. The mindset shift is simple but powerful: media is an investment in future cash flow.
From that starting point, the role of the media leader is to:
- Build an internal operating model that aligns marketing and procurement
- Select and inspire external partners that complement and amplify internal strengths
- Put in place robust, ongoing measurement that links media activity to business KPIs
Marketers should also recognise that they do not need to transform everything at once. You can start with one area that is clearly exposing you to risk, such as digital transparency, or one area that is clearly blocking growth, such as weak briefing. The goal is to be better tomorrow than today.
As we put it in the episode, caring about media is really what governance means. Once the right framework exists, CMOs can spend less time worrying about waste and more time focusing on creative effectiveness and brand building.
Why getting good at media cannot wait
Advertisers are currently putting roughly a trillion dollars a year through a largely unregulated global media supply chain, and about half of that is not routinely audited or fully measured. That creates a once in a generation opportunity for CMOs who are willing to act.
Media fraud, transparency issues and unclear fees are only part of the story. The more subtle cost is the opportunity cost: budgets locked up in channels, formats or partners that are not driving incremental growth. In the episode, we suggest that many brands might be wasting 20-50% of their media without realizing it.
For CMOs and procurement leaders, this is a classic value creation problem. If you can reallocate even a fraction of that waste into higher performing activity, or into better creative, you can change your relative competitiveness in market.
A practical way to start is to reframe media in leadership conversations. Instead of talking about media as a number to reduce, talk about it as a portfolio of bets on growth. Ask a simple question of each major line of spend: are we confident this is delivering effective outcomes at a fair economic value
Brands that take this stance often find that their agencies and platforms respond positively. When the CMO leans in with clear expectations and a desire for mutual value, it becomes easier to have transparent conversations about fees, proprietary inventory and data usage.
From mindset shift to measurable growth
The episode sets out three connected areas where advertisers can build an unfair advantage. These are not abstract strategy ideas. They are practical levers that you can action within your next planning cycle.
First, internal media capabilities. This covers people, structure, workflows and technology. Tom and David often start with a structured diagnostic that maps who does what from insight through to execution, and where handoffs between teams or regions create friction. They look at briefing standards, KPI setting, and how marketing and procurement collaborate.
A simple heat map of strengths and weaknesses becomes a powerful prioritisation tool. For example, you might discover that contracts and briefing are weak, while audience insights are relatively strong. That directs where you invest time in the next 12 months.
Second, external partners. Agencies should either compensate for your internal gaps or amplify your internal strengths, and ideally do both. David shares an example of a business review where the client and agency both gave each other the highest scores he had ever seen. The agency CEO credited this to a crystal clear brief, written off the back of a well designed operating model.
Third, paid media investments. This is about measuring and improving the flow of every dollar. You need transparency over fees and margins, visibility of proprietary inventory exposure, and systematic efforts to reduce wastage. Brands that implement robust auditing often discover quick win savings they can redeploy toward growth.
We describe this as the Media for Growth cycle: internal capabilities, external partners, and investments, all reinforcing one another. You can explore this further at idcomms.com/growth, where the model is laid out in more detail.
Your next steps to Get Good At Media
If you are a CMO, Procurement Director or Global Head of Media, the safest option might appear to be keeping the current system ticking over. The #MediaSnack perspective is that this is exactly what creates long term risk.
A better approach is to pick a focused, manageable starting point.
For example, you could begin with an honest internal conversation between marketing and procurement about the shared narrative around media. Are you aligned on whether media is a cost or an investment Do you use the same language when you talk to agencies and to finance
You might then map your current media operating model. Who owns media strategy What is the approval path for major investment decisions Where are the bottlenecks that slow down innovation or learning
On the external side, review whether your agency relationships feel like a true partnership. Do you feel like a priority client Does your agency lead you with proactive ideas, or do you find yourself constantly instructing them If the latter, there may be a misalignment of expectations, incentives or capability.
Finally, look at your paid media governance. Do you have a routine, independent view of how your digital and offline budgets are performing Do you understand how much of your spend is working versus non working Are you clear how much is lost to fraud or non viewable inventory
If any of these answers make you uncomfortable, that is not a failure. It is your opportunity. As Tom and David emphasize, you do not need to fix everything at once. You just need to lean in.
At ID Comms, we coach advertisers through this journey so they can protect and grow their competitive advantage in media. If you would like to confidentially discuss your gameplan and your options, get in touch and we will help you figure out the smartest next move.
Frequently Asked Questions
1. Why should media be treated as an investment?
Because when media is treated as a cost line, the default instinct is to reduce it. When it is treated as an investment in growth, leaders become more willing to scrutinise quality, governance and outcomes so the money works harder over time.
2. What do we mean by internal media capabilities?
Internal media capabilities cover the people, structure, workflows and technology inside your organisation that influence media. This includes how marketing and procurement collaborate, how you brief agencies, how you set KPIs and how you make cross market decisions.
3. How can I tell if my relationship with my media agency is healthy?
You should feel like a priority client that is being led with ideas, not simply managing a vendor. In reviews Tom and David run, the strongest partnerships are built on a clear strategic brief, aligned expectations, transparent economics and regular, honest performance conversations.
4. Why is media auditing so important in this episode?
Tom and David highlight that roughly half of global media spend is not routinely audited. Without auditing, you cannot know where money is going, how much is lost to fees or waste, or whether contracts are being honoured. Auditing turns assumptions into evidence.
5. What kind of effectiveness gains do they believe are realistic?
In their consulting work, they often see opportunities for 20 to 30 percent improvements in media effectiveness, simply by improving internal operating models, agency partnerships and governance. In some extreme cases, brands discover that much larger shares of spend are being wasted.
6. How should CMOs work with procurement on media?
The episode stresses that marketing and procurement should operate in lockstep. Both functions need a shared, strategic narrative about media, aligned incentives and a clear division of labour. When that alignment is missing, suppliers receive mixed signals and value leaks out of the system.
7. What are the risks of not changing how media is managed?
The risks include persistent waste, funding environments that are not brand safe, and hitting a ceiling on growth. There is also a reputational risk if your budgets inadvertently support harmful or low quality content because of weak transparency and controls.
8. Can smaller advertisers apply the same three step model?
Yes. The principles are scale agnostic. Even with modest budgets, you can clarify internal roles, improve how you brief agencies or platforms, and demand basic transparency on fees and performance. The absolute dollars may be smaller, but the percentage gains can still be significant.
9. How does this connect to creative effectiveness?
Strong media governance frees CMOs to focus more on creativity. Once the mechanics of media are under control, you can concentrate on aligning creative and media, experimenting with new formats and ensuring that great ideas reach the right audiences at the right time.
10. Where can I learn more about the Media for Growth model?
Tom and David reference the Media for Growth cycle, which links internal capabilities, external partners and investments. You can explore the model and related resources at idcomms.com/growth and in other #MediaSnack content on the ID Comms site.
Episode Transcript
Tom Denford: Hello, I'm Tom Denford in New York.
David Indo: And I'm David Indo from London.
Tom Denford: Welcome to Media Snack Live. It's our weekly roundup of all the important news, and stories, and trends you need to know about the global media marketing industry. In every show we ask, what is going on, what are the implications for advertisers, and what should marketers be thinking about next Thanks for joining us. Let's get into this week's show.
Tom Denford: Right, mate. What does it take to be good at media That is what we are talking about today.
David Indo: It is.
Tom Denford: Big topic. And for those that do not know, I know I say this every week, but David was a media director at Nike and Coca Cola, and has got the insider view, so we are going to lean a bit on that today. But we are also going to share with you the three ways that we tell CMOs to get good at media.
Tom Denford: I am hoping in the next 20 minutes, if you have any hesitation, if you have control of a budget, if you are a marketer, or procurement, or CFO, or CEO, and you have any influence on media investment, that you feel encouraged and brave, and that you feel that this is actually worth doing, getting good at media.
Tom Denford: So let's get into that. Then we are going to give you three bits of advice, and as we go through we will give you a way to know if this is working, based on our experience over the years. So, how do we know if this is working
Tom Denford: Welcome to Media Snack. Thanks for joining us. There are a few people live, thank you for that. Keep your questions coming. We can see them during the show.
Tom Denford: We think about media from the advertiser's perspective on this show and within our company, ID Comms, and we simplify it into three things: your internal media capabilities, your external media partners, and your paid media investment. If you can optimise those three things, we say that is a really good step forward, and that is how you become really good at media.
Tom Denford: On this episode we thought we would take you through each of those three areas quickly, to understand exactly what you should be thinking about as a marketer in those three areas, and maybe give you some competitive advantage by being really good. If you can get good at one or two or three of those things, then that will be great for your brand.
Tom Denford: Shall we get stuck in
David Indo: Yes, let's do it.
David Indo: We share many things in common, Tom, you and I, and have done in the 17 years that we have been working together at ID Comms. One of the most important principles that we share is the fundamental belief that media should be seen as an investment in growth, and if you get media right, it will deliver competitive advantage.
David Indo: When we started 17 years ago, not all businesses saw that, and not all businesses took media particularly seriously. Fast forward to where we are now, the media industry that we feel so passionately about is delivering about a trillion dollars of media spend a year.
Tom Denford: A trillion dollars.
David Indo: It is crazy. That is recession proof. It increases year on year, way above standards of inflation across the world.
David Indo: The big question for people that believe in the power of media is, are advertisers getting the right level of effectiveness from that media I do not think they are. I think that is a major problem with the industry that we operate in. Media spend is increasing, but is that spend delivering true effectiveness for those advertisers that are spending that money
David Indo: You just need to look at the stuff that we have been talking about on Media Snack over the last couple of weeks. The dispute with The Trade Desk and whether that opaque contracting is helping clients or not. The issues around principal media, and who actually benefits from the principal media marketplace. Is it the holding companies or is it the advertisers
David Indo: The industry that we operate in is getting more complicated and more murky, and the people that suffer the most are those advertisers that are unable or unwilling to step in and change. That is what I wanted to talk about today. How can advertisers make sure that they are receiving disproportionate value from their significant, in many cases, media investments
Tom Denford: Very good.
Tom Denford: So spend is going up. That is a staggering amount of money that gets put through a non regulated industry, which is audited in some places. We are privileged to audit many large advertisers, but not every advertiser audits this thing. Probably about half do regular audits. So 500 billion dollars is going through an unregulated industry and not being audited, not being measured very well at all. That is staggering, but what an opportunity.
Tom Denford: When we started our company together, we were excited about the opportunity for brands to get good at media and to stop wasting 20, 30, maybe 40 or 50 percent of their money on stuff that is not working. It is an easy thing to do if you focus.
Tom Denford: It requires a shift in mindset. That is what we always say to advertisers when we first meet them, which you have touched on. We want your organisation to think about media as an investment that your brand makes in growth, and if you get it right, it drives growth, rather than it being a cost to the business.
Tom Denford: It is easy to see a large media budget as a lump of money you want to reduce. If you see it as an investment, you take more care of it. You then focus on media governance, which is about doing something really good with media.
Tom Denford: In our experience, in most businesses, a lot of marketers have quite negative experiences of media. When it comes to a CMO, there are lots of things to think about. When it comes to media, it can feel like a lot of money, scary, complicated, technical and risky. If things go wrong in media, that is bad for you and the company. It is sometimes a bit boring. There is a complex supply chain that many do not understand and do not really want to understand.
Tom Denford: Sometimes it is easier to say 'whatever, we will just focus on something else' and think of media as negative. But it is not. It is a really good thing. We are driven by the mission to help you get good at media. That is the idea. It can be good for your brand.
Tom Denford: If you think of it like a direct investment in growth and make it work harder, it literally gives your business competitive advantage. It is too much money, too big a lever, to not care passionately about.
Tom Denford: So what does it take, in your experience, David, if you are a marketer on the brand side, to care about media How do you get CMOs excited about media
David Indo: I do not want to be in any way condescending. The good news is, if you are a media director or on the brand side responsible for a media budget, the discipline you are accountable for has never been higher on the corporate agenda. The board will be talking about media and its ability to drive growth.
David Indo: If you are a media person, you have one of two choices. You can either do nothing and hope it goes away, and hope that the machine you surround yourself with is operating effectively enough to keep things ticking over. For some directors, that might feel like the right solution. They might have other priorities.
David Indo: But for those that want to make a difference, all they need to do is lean in. It does not have to be overly complicated or time consuming. It just requires a little thought and perspective.
David Indo: You are on a spectrum. You can either change everything or just change incremental elements. Whatever you decide, your media operation and productiveness will be better tomorrow than it is today. That is all you should be looking for.
David Indo: In our experience, by looking at the internal and external operating systems of your media function, you should be looking to secure maybe 20 to 30 percent immediate improvements in media effectiveness. It is all about disproportionate effectiveness of your media investment.
Tom Denford: Very good.
Tom Denford: So let's get onto the three things that we recommend. If you take anything away from that introduction, we implore you to lean into media. It is such an easy opportunity to get right. If you encourage your organization to care about media and tell everybody it is important, that is really good. Then follow one of these three things.
Tom Denford: The overall opportunity is to link media delivery to some kind of business outcome. If you can do that, that is your overall ambition, and that is your great signal. If you sense as a CMO that media delivery is driving business outcomes, that is a good step forward. That is something to aim for.
Tom Denford: So let's talk about the three steps.
Tom Denford: Step number one is optimizing your internal media capabilities. That might sound a bit jargon-y. It means your people, workflows, structure and technology. The people inside the marketing organization who are dedicated to, or have influence on, media. Sometimes you hear that called the media operating model.
Tom Denford: We do a lot of work designing and implementing media operating models or media transformation, transforming internal organizations and putting media more in the centre of a marketing organization. There is design work that has to happen and we support brands to do that. That is step one.
Tom Denford: David, just quickly, what is the process for looking at that
David Indo: I will try to keep this as simple and inspiring as possible. Broadly speaking, when it comes to internal operating models, there are two things you need to be thinking about.
David Indo: First, as a media director, you need to be as close as you can to your procurement function. Most organizations now have a marketing and a procurement function and they should be working seamlessly together.
David Indo: What is really important is that the narrative both functions use internally and externally is aligned and ideally more strategic. The WFA has done an amazing job in terms of championing and elevating procurement language within organizations. As a media person, making sure that you are in lockstep with procurement counterparts is really important. That is the first thing, because that is about the internal narrative.
David Indo: The second thing is understanding where your relative strengths and weaknesses are as an organization. It does not have to be overly complicated. You do not need to look at tech stacks or digital governance protocols. You do not need to worry about any of that at the start.
David Indo: How good is your briefing How inspiring is the way you engage with your agencies How open are you to innovation How open are you to strategic KPI setting in terms of how you measure media effectiveness
David Indo: Understanding where your strengths and weaknesses are as an organization allows you to prioritise. If contracts are not very good and briefing processes are weak, but other areas are not bad, you can focus on the most exposing issues this quarter or this year. Focus on the things that are currently exposing you the most to inefficiency or competitive disadvantage.
David Indo: In summary, make sure that you and procurement are fully aligned and have a strategic narrative you can use internally and in the market. Also have an honest understanding of your strengths and weaknesses.
David Indo: The signals of a good operating model include an aligned organization that is all pointing in the same direction using the same narrative, clear and inspiring processes internally and externally, a clear division of labour, and clarity on which control levers will matter now and in the next few years.
Tom Denford: That is a good level, because these are the conversations I know you have with CMOs.
Tom Denford: The practical part of this, where we work with brands, is that we start with a diagnostic, a more classic management consultant approach. We look at the current organization, processes, systems, workflows, the people you have.
Tom Denford: We like to map the handoff points that go from data, insight, strategy, planning, and then the management externally of agency partners. We map all that out and conduct a diagnostic. We then give you an idea, benchmarked against what other brands do, of where your current strengths are.
Tom Denford: Often a marketing department has some things that are working quite well. We can highlight the things that need attention and help you prioritize those, and give you stimulus, based on what we see other brands doing well.
Tom Denford: It is a simple process, but it empowers the CMO to be brave and look at their media organization. In many instances, we deal with marketers who think of media as complicated and do not know where to start. We try to give you an easy start point.
Tom Denford: You can start work with resources on idcomms.com and think about this by yourself.
Tom Denford: So the first stage is to optimize internal media capabilities. You want the right people in the right structure with the right workflows, supported by the right technologies, to manage everything you should manage internally.
David Indo: That is right.
David Indo: That allows you to go on to the next step. That is all about making sure you have the right agency partners that can either compensate for internal weaknesses or amplify your internal strengths.
David Indo: The clarity with which you go to market with that narrative is powerful. That is about optimising against external partners.
David Indo: Before you add color to that, I want to share a small anecdote. I was facilitating a business review between a client of ours and their agency partner, one of the big holding companies. We had run the pitch, the agency had been selected, and this was the first opportunity to evaluate how the relationship was going six months in.
David Indo: Sometimes these can be tricky because expectations are not always managed on either side. The honeymoon period might not feel like a honeymoon after six months.
David Indo: This particular review was amazing. The scores that both the agency had received and given to the client were the highest I had ever seen.
David Indo: At the end of the day, I said, 'For what it is worth, these are the best results I have ever seen, and I think you are set for a wonderful partnership in the future. This is a marriage made in heaven.'
David Indo: The CEO of the agency stood up and said, 'The reason these scores are so good is because within the brief you were so clear as to what you wanted us to do. There was no ambiguity, no confusion, no crossed signals. The clarity with which you are able to write a brief based on your understanding of what you need your agency to do will be so important in making sure that relationship moves forward.'
Tom Denford: That is the critical point. The first stage is optimizing internal media capability. The handoff then to optimised external media partners is the second task.
Tom Denford: You have to make a point of understanding what you need from an agency. Go out and find those agencies, contract with them, inspire them, incentivise them financially, give them direction.
Tom Denford: The brief that moves from step one, your internal organization, to any external partner, not just agencies, is crucial. The quality of that brief matters. We have a whole show coming up on how to brief people externally because it is the most important thing you can do.
Tom Denford: Step two is to optimise external media partners.
Tom Denford: As a CMO, if you have optimised your internal organization and your external media partners, how do you know it is working There are lots of things to measure, but as a CMO you want to know how you feel.
Tom Denford: You want to feel like a priority client. That is a service level signal. You want to feel that you are being led, not that you are leading the agency. Many marketers say they feel like they are leading the agency, constantly telling them what to do.
Tom Denford: If that is the case, then do not pay them very much. If they are just executing what you say, that is different from when you want thought leadership, innovation and creativity.
Tom Denford: CMOs get a good sense of whether an agency is leaning in, leading forward and bringing innovation. Those are the big signals that you have the right agency that understands your business.
Tom Denford: Step three. If you are following along, we have gone from optimised internal organization to optimised external agencies. The third part is optimizing all the investments that go through that system.
Tom Denford: All the people that touch or make decisions internally and externally through the complex media supply chain are making investment decisions and optimisations. You need to track all that.
Tom Denford: That is what we do on behalf of many advertisers. We audit the money flow through the whole system. Only by doing that do you know whether it is working. That gives you an ongoing benchmark that you can continually improve by tweaking all the way through those systems.
Tom Denford: That is the third thing we encourage CMOs to think about: optimise all paid media, first by keeping score, then by identifying ways to improve.
David Indo: Of all the things we have talked about today, this might sound counterintuitive coming from a marketer. The thing that would keep me awake most at night if I was still in a brand role now would be the potential wastage in that supply chain and my inability to truly hold it accountable.
David Indo: The operating model is critical. Agency selection is vital. But if you miss on the last bit, if you do not hold true governance standards over the flow of paid media, you are burning money.
David Indo: For me, you have to do this. I still find it amazing that so many advertisers do not audit their media, especially digital media. They might audit direct bought media, but digital is so important.
David Indo: There are three things that are critical. First, transparency. You need to understand where the money is going and what you are paying in fees. You also need to understand what levels of proprietary inventory you are exposed to. At least have visibility.
David Indo: Second, wastage. Every cent, pound or euro of media spend that is not tracked or not exposed to a human at the end, or not used to enable impact, is wasted money. Minimise that to a tiny level. There is no excuse for not doing that.
David Indo: Third, optimisation. Make sure you are constantly optimizing the working capital you have to drive strategic business KPIs. If it is not driving a KPI, why are you tracking it
Tom Denford: Those are the signals to look for. I agree that is the part that would worry me most. We say focus on these three things.
Tom Denford: We have what we call the Media for Growth program. These are the three areas. They are interrelated.
Tom Denford: If you are just listening, we describe the life cycle: internal media capabilities, external media partners, and paid media investments. If you lean in and put energy behind trying to optimise those three, ideally in that order, you will see benefits that flow downhill with the money flow.
Tom Denford: We often advise marketers to start by thinking about internal, but you do not have to. You could start by auditing, by keeping count of the money and where it goes, and see what you can improve.
Tom Denford: If you go to idcoms.com slash growth you can see this model in practice. On idcoms.com you will see an option at the top to 'optimise my' and you can pick one of these areas and go deeper.
Tom Denford: We have been advising brands for 20 years on this. We have helped brands get better at media and we want to help more brands get good at media.
Tom Denford: The risk of not doing anything is that you will at some point hit a ceiling on growth. Media, unchecked, is a risk. It has wider implications than driving sales. Your media dollars might be putting your ads in places you do not want, that are not brand safe. You might be wasting money on counterfeit impressions that fund organised crime.
Tom Denford: If you do not pay attention to your media dollars, they could end up on platforms or publishers that are not healthy or not good for our kids. We have to pay more attention for the good of the planet at the very least.
Tom Denford: Looking at how you can cut waste and invest in growth, treating media like an investment, should be the focus. The risk of not doing is that you fall behind competitors who are doing these simple things.
Tom Denford: In the last minute, David, what are the good reasons to make a CMO think 'I need to do this'
David Indo: There is no better time to use media to drive business growth empirically. There is brilliance in the agency community, enabled by innovation and technology and AI. The opportunity for productive media delivery is exponential.
David Indo: If you do not do anything, you will fall behind. Last week, Tom, you and I received the best brief I have ever received in 17 years of ID Comms. It was incredible.
David Indo: There are advertisers out there that are looking to reposition themselves for the future in the art of the possible. You do not need to stretch that far. Step in and you will see true improvements in media delivery. Your companies deserve it.
Tom Denford: Go to idcoms.com. You can see more and start that journey or at least educate yourself. Learn about these three ways. It is what we talk about and will continue to talk about.
Tom Denford: There has never been a better time to get good at media.
David Indo: Well said.
Tom Denford: Any closing thoughts
David Indo: Just lean in.
Tom Denford: That is it. See you next time.
Tom Denford: Thanks for watching Media Snack Live. If you found it helpful and want to learn more, head to idcoms.com to get more tips, tools and resources to help you get good at media. We will see you next week.
COMMENTS