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A l’occasion du Festival National du Film d’Animation, Sophie Roze a dévoilé son univers. Réalisatrice de films en stop-motion, mais aussi technicienne, animatrice et illustratrice jeunesse, elle s’est illustré sur des projets varié

Reading Time: 9 minutes In marketing, data isn’t a buzzword. It’s the lifeblood of all successful campaigns. But are you truly harnessing its power, or are you drowning in a sea of information? To answer this question (and many others), we sat down with Ankur Kothari, a seasoned Martech expert, to dive deep into this crucial topic. This interview, originally conducted for Chapter 6 of “The Customer Engagement Book: Adapt or Die” explores how businesses can translate raw data into actionable insights that drive real results. Ankur shares his wealth of knowledge on identifying valuable customer engagement data, distinguishing between signal and noise, and ultimately, shaping real-time strategies that keep companies ahead of the curve.   Ankur Kothari Q&A Interview 1. What types of customer engagement data are most valuable for making strategic business decisions? Primarily, there are four different buckets of customer engagement data. I would begin with behavioral data, encompassing website interaction, purchase history, and other app usage patterns. Second would be demographic information: age, location, income, and other relevant personal characteristics. Third would be sentiment analysis, where we derive information from social media interaction, customer feedback, or other customer reviews. Fourth would be the customer journey data. We track touchpoints across various channels of the customers to understand the customer journey path and conversion. Combining these four primary sources helps us understand the engagement data. 2. How do you distinguish between data that is actionable versus data that is just noise? First is keeping relevant to your business objectives, making actionable data that directly relates to your specific goals or KPIs, and then taking help from statistical significance. Actionable data shows clear patterns or trends that are statistically valid, whereas other data consists of random fluctuations or outliers, which may not be what you are interested in. You also want to make sure that there is consistency across sources. Actionable insights are typically corroborated by multiple data points or channels, while other data or noise can be more isolated and contradictory. Actionable data suggests clear opportunities for improvement or decision making, whereas noise does not lead to meaningful actions or changes in strategy. By applying these criteria, I can effectively filter out the noise and focus on data that delivers or drives valuable business decisions. 3. How can customer engagement data be used to identify and prioritize new business opportunities? First, it helps us to uncover unmet needs. By analyzing the customer feedback, touch points, support interactions, or usage patterns, we can identify the gaps in our current offerings or areas where customers are experiencing pain points. Second would be identifying emerging needs. Monitoring changes in customer behavior or preferences over time can reveal new market trends or shifts in demand, allowing my company to adapt their products or services accordingly. Third would be segmentation analysis. Detailed customer data analysis enables us to identify unserved or underserved segments or niche markets that may represent untapped opportunities for growth or expansion into newer areas and new geographies. Last is to build competitive differentiation. Engagement data can highlight where our companies outperform competitors, helping us to prioritize opportunities that leverage existing strengths and unique selling propositions. 4. Can you share an example of where data insights directly influenced a critical decision? I will share an example from my previous organization at one of the financial services where we were very data-driven, which made a major impact on our critical decision regarding our credit card offerings. We analyzed the customer engagement data, and we discovered that a large segment of our millennial customers were underutilizing our traditional credit cards but showed high engagement with mobile payment platforms. That insight led us to develop and launch our first digital credit card product with enhanced mobile features and rewards tailored to the millennial spending habits. Since we had access to a lot of transactional data as well, we were able to build a financial product which met that specific segment’s needs. That data-driven decision resulted in a 40% increase in our new credit card applications from this demographic within the first quarter of the launch. Subsequently, our market share improved in that specific segment, which was very crucial. 5. Are there any other examples of ways that you see customer engagement data being able to shape marketing strategy in real time? When it comes to using the engagement data in real-time, we do quite a few things. In the recent past two, three years, we are using that for dynamic content personalization, adjusting the website content, email messaging, or ad creative based on real-time user behavior and preferences. We automate campaign optimization using specific AI-driven tools to continuously analyze performance metrics and automatically reallocate the budget to top-performing channels or ad segments. Then we also build responsive social media engagement platforms like monitoring social media sentiments and trending topics to quickly adapt the messaging and create timely and relevant content. With one-on-one personalization, we do a lot of A/B testing as part of the overall rapid testing and market elements like subject lines, CTAs, and building various successful variants of the campaigns. 6. How are you doing the 1:1 personalization? We have advanced CDP systems, and we are tracking each customer’s behavior in real-time. So the moment they move to different channels, we know what the context is, what the relevance is, and the recent interaction points, so we can cater the right offer. So for example, if you looked at a certain offer on the website and you came from Google, and then the next day you walk into an in-person interaction, our agent will already know that you were looking at that offer. That gives our customer or potential customer more one-to-one personalization instead of just segment-based or bulk interaction kind of experience. We have a huge team of data scientists, data analysts, and AI model creators who help us to analyze big volumes of data and bring the right insights to our marketing and sales team so that they can provide the right experience to our customers. 7. What role does customer engagement data play in influencing cross-functional decisions, such as with product development, sales, and customer service? Primarily with product development — we have different products, not just the financial products or products whichever organizations sell, but also various products like mobile apps or websites they use for transactions. So that kind of product development gets improved. The engagement data helps our sales and marketing teams create more targeted campaigns, optimize channel selection, and refine messaging to resonate with specific customer segments. Customer service also gets helped by anticipating common issues, personalizing support interactions over the phone or email or chat, and proactively addressing potential problems, leading to improved customer satisfaction and retention. So in general, cross-functional application of engagement improves the customer-centric approach throughout the organization. 8. What do you think some of the main challenges marketers face when trying to translate customer engagement data into actionable business insights? I think the huge amount of data we are dealing with. As we are getting more digitally savvy and most of the customers are moving to digital channels, we are getting a lot of data, and that sheer volume of data can be overwhelming, making it very difficult to identify truly meaningful patterns and insights. Because of the huge data overload, we create data silos in this process, so information often exists in separate systems across different departments. We are not able to build a holistic view of customer engagement. Because of data silos and overload of data, data quality issues appear. There is inconsistency, and inaccurate data can lead to incorrect insights or poor decision-making. Quality issues could also be due to the wrong format of the data, or the data is stale and no longer relevant. As we are growing and adding more people to help us understand customer engagement, I’ve also noticed that technical folks, especially data scientists and data analysts, lack skills to properly interpret the data or apply data insights effectively. So there’s a lack of understanding of marketing and sales as domains. It’s a huge effort and can take a lot of investment. Not being able to calculate the ROI of your overall investment is a big challenge that many organizations are facing. 9. Why do you think the analysts don’t have the business acumen to properly do more than analyze the data? If people do not have the right idea of why we are collecting this data, we collect a lot of noise, and that brings in huge volumes of data. If you cannot stop that from step one—not bringing noise into the data system—that cannot be done by just technical folks or people who do not have business knowledge. Business people do not know everything about what data is being collected from which source and what data they need. It’s a gap between business domain knowledge, specifically marketing and sales needs, and technical folks who don’t have a lot of exposure to that side. Similarly, marketing business people do not have much exposure to the technical side — what’s possible to do with data, how much effort it takes, what’s relevant versus not relevant, and how to prioritize which data sources will be most important. 10. Do you have any suggestions for how this can be overcome, or have you seen it in action where it has been solved before? First, cross-functional training: training different roles to help them understand why we’re doing this and what the business goals are, giving technical people exposure to what marketing and sales teams do. And giving business folks exposure to the technology side through training on different tools, strategies, and the roadmap of data integrations. The second is helping teams work more collaboratively. So it’s not like the technology team works in a silo and comes back when their work is done, and then marketing and sales teams act upon it. Now we’re making it more like one team. You work together so that you can complement each other, and we have a better strategy from day one. 11. How do you address skepticism or resistance from stakeholders when presenting data-driven recommendations? We present clear business cases where we demonstrate how data-driven recommendations can directly align with business objectives and potential ROI. We build compelling visualizations, easy-to-understand charts and graphs that clearly illustrate the insights and the implications for business goals. We also do a lot of POCs and pilot projects with small-scale implementations to showcase tangible results and build confidence in the data-driven approach throughout the organization. 12. What technologies or tools have you found most effective for gathering and analyzing customer engagement data? I’ve found that Customer Data Platforms help us unify customer data from various sources, providing a comprehensive view of customer interactions across touch points. Having advanced analytics platforms — tools with AI and machine learning capabilities that can process large volumes of data and uncover complex patterns and insights — is a great value to us. We always use, or many organizations use, marketing automation systems to improve marketing team productivity, helping us track and analyze customer interactions across multiple channels. Another thing is social media listening tools, wherever your brand is mentioned or you want to measure customer sentiment over social media, or track the engagement of your campaigns across social media platforms. Last is web analytical tools, which provide detailed insights into your website visitors’ behaviors and engagement metrics, for browser apps, small browser apps, various devices, and mobile apps. 13. How do you ensure data quality and consistency across multiple channels to make these informed decisions? We established clear guidelines for data collection, storage, and usage across all channels to maintain consistency. Then we use data integration platforms — tools that consolidate data from various sources into a single unified view, reducing discrepancies and inconsistencies. While we collect data from different sources, we clean the data so it becomes cleaner with every stage of processing. We also conduct regular data audits — performing periodic checks to identify and rectify data quality issues, ensuring accuracy and reliability of information. We also deploy standardized data formats. On top of that, we have various automated data cleansing tools, specific software to detect and correct data errors, redundancies, duplicates, and inconsistencies in data sets automatically. 14. How do you see the role of customer engagement data evolving in shaping business strategies over the next five years? The first thing that’s been the biggest trend from the past two years is AI-driven decision making, which I think will become more prevalent, with advanced algorithms processing vast amounts of engagement data in real-time to inform strategic choices. Somewhat related to this is predictive analytics, which will play an even larger role, enabling businesses to anticipate customer needs and market trends with more accuracy and better predictive capabilities. We also touched upon hyper-personalization. We are all trying to strive toward more hyper-personalization at scale, which is more one-on-one personalization, as we are increasingly capturing more engagement data and have bigger systems and infrastructure to support processing those large volumes of data so we can achieve those hyper-personalization use cases. As the world is collecting more data, privacy concerns and regulations come into play. I believe in the next few years there will be more innovation toward how businesses can collect data ethically and what the usage practices are, leading to more transparent and consent-based engagement data strategies. And lastly, I think about the integration of engagement data, which is always a big challenge. I believe as we’re solving those integration challenges, we are adding more and more complex data sources to the picture. So I think there will need to be more innovation or sophistication brought into data integration strategies, which will help us take a truly customer-centric approach to strategy formulation.   This interview Q&A was hosted with Ankur Kothari, a previous Martech Executive, for Chapter 6 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Ankur Kothari Q&A: Customer Engagement Book Interview appeared first on MoEngage.

Published June 15, 2025 10:00am EDT close IPhone users instructed to take immediate action to avoid data breach: 'Urgent threat' Kurt 'The CyberGuy' Knutsson discusses Elon Musk's possible priorities as he exits his role with the White House and explains the urgent warning for iPhone users to update devices after a 'massive security gap.' NEWYou can now listen to Fox News articles! In the past decade, healthcare data has become one of the most sought-after targets in cybercrime. From insurers to clinics, every player in the ecosystem handles some form of sensitive information. However, breaches do not always originate from hospitals or health apps. Increasingly, patient data is managed by third-party vendors offering digital services such as scheduling, billing and marketing. One such breach at a digital marketing agency serving dental practices recently exposed approximately 2.7 million patient profiles and more than 8.8 million appointment records.Sign up for my FREE CyberGuy ReportGet my best tech tips, urgent security alerts, and exclusive deals delivered straight to your inbox. Plus, you’ll get instant access to my Ultimate Scam Survival Guide — free when you join. Illustration of a hacker at work   (Kurt "CyberGuy" Knutsson)Massive healthcare data leak exposes millions: What you need to knowCybernews researchers have discovered a misconfigured MongoDB database exposing 2.7 million patient profiles and 8.8 million appointment records. The database was publicly accessible online, unprotected by passwords or authentication protocols. Anyone with basic knowledge of database scanning tools could have accessed it.The exposed data included names, birthdates, addresses, emails, phone numbers, gender, chart IDs, language preferences and billing classifications. Appointment records also contained metadata such as timestamps and institutional identifiers.MASSIVE DATA BREACH EXPOSES 184 MILLION PASSWORDS AND LOGINSClues within the data structure point toward Gargle, a Utah-based company that builds websites and offers marketing tools for dental practices. While not a confirmed source, several internal references and system details suggest a strong connection. Gargle provides appointment scheduling, form submission and patient communication services. These functions require access to patient information, making the firm a likely link in the exposure.After the issue was reported, the database was secured. The duration of the exposure remains unknown, and there is no public evidence indicating whether the data was downloaded by malicious actors before being locked down.We reached out to Gargle for a comment but did not hear back before our deadline. A healthcare professional viewing heath data      (Kurt "CyberGuy" Knutsson)How healthcare data breaches lead to identity theft and insurance fraudThe exposed data presents a broad risk profile. On its own, a phone number or billing record might seem limited in scope. Combined, however, the dataset forms a complete profile that could be exploited for identity theft, insurance fraud and targeted phishing campaigns.Medical identity theft allows attackers to impersonate patients and access services under a false identity. Victims often remain unaware until significant damage is done, ranging from incorrect medical records to unpaid bills in their names. The leak also opens the door to insurance fraud, with actors using institutional references and chart data to submit false claims.This type of breach raises questions about compliance with the Health Insurance Portability and Accountability Act, which mandates strong security protections for entities handling patient data. Although Gargle is not a healthcare provider, its access to patient-facing infrastructure could place it under the scope of that regulation as a business associate. A healthcare professional working on a laptop   (Kurt "CyberGuy" Knutsson)5 ways you can stay safe from healthcare data breachesIf your information was part of the healthcare breach or any similar one, it’s worth taking a few steps to protect yourself.1. Consider identity theft protection services: Since the healthcare data breach exposed personal and financial information, it’s crucial to stay proactive against identity theft. Identity theft protection services offer continuous monitoring of your credit reports, Social Security number and even the dark web to detect if your information is being misused. These services send you real-time alerts about suspicious activity, such as new credit inquiries or attempts to open accounts in your name, helping you act quickly before serious damage occurs. Beyond monitoring, many identity theft protection companies provide dedicated recovery specialists who assist you in resolving fraud issues, disputing unauthorized charges and restoring your identity if it’s compromised. See my tips and best picks on how to protect yourself from identity theft.2. Use personal data removal services: The healthcare data breach leaks loads of information about you, and all this could end up in the public domain, which essentially gives anyone an opportunity to scam you.  One proactive step is to consider personal data removal services, which specialize in continuously monitoring and removing your information from various online databases and websites. While no service promises to remove all your data from the internet, having a removal service is great if you want to constantly monitor and automate the process of removing your information from hundreds of sites continuously over a longer period of time. Check out my top picks for data removal services here. GET FOX BUSINESS ON THE GO BY CLICKING HEREGet a free scan to find out if your personal information is already out on the web3. Have strong antivirus software: Hackers have people’s email addresses and full names, which makes it easy for them to send you a phishing link that installs malware and steals all your data. These messages are socially engineered to catch them, and catching them is nearly impossible if you’re not careful. However, you’re not without defenses.The best way to safeguard yourself from malicious links that install malware, potentially accessing your private information, is to have strong antivirus software installed on all your devices. This protection can also alert you to phishing emails and ransomware scams, keeping your personal information and digital assets safe. Get my picks for the best 2025 antivirus protection winners for your Windows, Mac, Android and iOS devices.4. Enable two-factor authentication: While passwords weren’t part of the data breach, you still need to enable two-factor authentication (2FA). It gives you an extra layer of security on all your important accounts, including email, banking and social media. 2FA requires you to provide a second piece of information, such as a code sent to your phone, in addition to your password when logging in. This makes it significantly harder for hackers to access your accounts, even if they have your password. Enabling 2FA can greatly reduce the risk of unauthorized access and protect your sensitive data.5. Be wary of mailbox communications: Bad actors may also try to scam you through snail mail. The data leak gives them access to your address. They may impersonate people or brands you know and use themes that require urgent attention, such as missed deliveries, account suspensions and security alerts. Kurt’s key takeawayIf nothing else, this latest leak shows just how poorly patient data is being handled today. More and more, non-medical vendors are getting access to sensitive information without facing the same rules or oversight as hospitals and clinics. These third-party services are now a regular part of how patients book appointments, pay bills or fill out forms. But when something goes wrong, the fallout is just as serious. Even though the database was taken offline, the bigger problem hasn't gone away. Your data is only as safe as the least careful company that gets access to it.CLICK HERE TO GET THE FOX NEWS APPDo you think healthcare companies are investing enough in their cybersecurity infrastructure? Let us know by writing us at Cyberguy.com/ContactFor more of my tech tips and security alerts, subscribe to my free CyberGuy Report Newsletter by heading to Cyberguy.com/NewsletterAsk Kurt a question or let us know what stories you'd like us to coverFollow Kurt on his social channelsAnswers to the most asked CyberGuy questions:New from Kurt:Copyright 2025 CyberGuy.com.  All rights reserved.   Kurt "CyberGuy" Knutsson is an award-winning tech journalist who has a deep love of technology, gear and gadgets that make life better with his contributions for Fox News & FOX Business beginning mornings on "FOX & Friends." Got a tech question? Get Kurt’s free CyberGuy Newsletter, share your voice, a story idea or comment at CyberGuy.com.

Requisition #: 16890 Our Mission: Powering Innovation That Drives Human Advancement When visionary companies need to know how their world-changing ideas will perform, they close the gap between design and reality with Ansys simulation. For more than 50 years, Ansys software has enabled innovators across industries to push boundaries by using the predictive power of simulation. From sustainable transportation to advanced semiconductors, from satellite systems to life-saving medical devices, the next great leaps in human advancement will be powered by Ansys. Innovate With Ansys, Power Your Career. Summary / Role Purpose The R&D Engineer II contributes to the development of software products and supporting systems. In this role, the R&D Engineer II will collaborate with a team of expert professionals to understand customer requirements and accomplish development objectives. Key Duties and Responsibilities Performs moderately complex development activities, including the design, implementation, maintenance, testing and documentation of software modules and sub-systems Understands and employs best practices Performs moderately complex bug verification, release testing and beta support for assigned products. Researches problems discovered by QA or product support and develops solutions Understands the marketing requirements for a product, including target environment, performance criteria and competitive issues Works under the general supervision of a development manager Minimum Education/Certification Requirements and Experience BS in Computer Science, Applied Mathematics, Engineering, or other natural science disciplines with 3-5 years' experience or MS with minimum 2 years experience Working experience within technical software development proven by academic, research, or industry projects. Good understanding and skills in object-oriented programming Experience with Java and C# / .NET Role can be remote, must be based on the East Coast due to timezone Preferred Qualifications and Skills Experience with C++, Python, in addition to Java and C# / .NET Knowledge of Task-Based Asynchronous design pattern (TAP) Exposure to model-based systems engineering concepts Working knowledge of SysML Know-how on cloud computing technologies like micro-service architectures, RPC frameworks (e.g., gRPC), REST APIs, etc. Knowledge of software security best practices Experience working on an Agile software development team Technical knowledge and experience with various engineering tools and methodologies, such as Finite Element simulation, CAD modeling, and Systems Architecture modelling is a plus Ability to assist more junior developers on an as-needed basis Ability to learn quickly and to collaborate with others in a geographically distributed team Excellent communication and interpersonal skills At Ansys, we know that changing the world takes vision, skill, and each other. We fuel new ideas, build relationships, and help each other realize our greatest potential. We are ONE Ansys. We operate on three key components: our commitments to stakeholders, our values that guide how we work together, and our actions to deliver results. As ONE Ansys, we are powering innovation that drives human advancement Our Commitments:Amaze with innovative products and solutionsMake our customers incredibly successfulAct with integrityEnsure employees thrive and shareholders prosper Our Values:Adaptability: Be open, welcome what's nextCourage: Be courageous, move forward passionatelyGenerosity: Be generous, share, listen, serveAuthenticity: Be you, make us stronger Our Actions:We commit to audacious goalsWe work seamlessly as a teamWe demonstrate masteryWe deliver outstanding resultsVALUES IN ACTION Ansys is committed to powering the people who power human advancement. We believe in creating and nurturing a workplace that supports and welcomes people of all backgrounds; encouraging them to bring their talents and experience to a workplace where they are valued and can thrive. Our culture is grounded in our four core values of adaptability, courage, generosity, and authenticity. Through our behaviors and actions, these values foster higher team performance and greater innovation for our customers. We're proud to offer programs, available to all employees, to further impact innovation and business outcomes, such as employee networks and learning communities that inform solutions for our globally minded customer base. WELCOME WHAT'S NEXT IN YOUR CAREER AT ANSYS At Ansys, you will find yourself among the sharpest minds and most visionary leaders across the globe. Collectively, we strive to change the world with innovative technology and transformational solutions. With a prestigious reputation in working with well-known, world-class companies, standards at Ansys are high - met by those willing to rise to the occasion and meet those challenges head on. Our team is passionate about pushing the limits of world-class simulation technology, empowering our customers to turn their design concepts into successful, innovative products faster and at a lower cost. Ready to feel inspired? Check out some of our recent customer stories, here and here . At Ansys, it's about the learning, the discovery, and the collaboration. It's about the "what's next" as much as the "mission accomplished." And it's about the melding of disciplined intellect with strategic direction and results that have, can, and do impact real people in real ways. All this is forged within a working environment built on respect, autonomy, and ethics.CREATING A PLACE WE'RE PROUD TO BEAnsys is an S&P 500 company and a member of the NASDAQ-100. We are proud to have been recognized for the following more recent awards, although our list goes on: Newsweek's Most Loved Workplace globally and in the U.S., Gold Stevie Award Winner, America's Most Responsible Companies, Fast Company World Changing Ideas, Great Place to Work Certified (China, Greece, France, India, Japan, Korea, Spain, Sweden, Taiwan, and U.K.).For more information, please visit us at Ansys is an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, veteran status, and other protected characteristics.Ansys does not accept unsolicited referrals for vacancies, and any unsolicited referral will become the property of Ansys. 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Reading Time: 9 minutes In the ever-evolving landscape of customer engagement, staying ahead of the curve is not just advantageous, it’s essential. That’s why, for Chapter 7 of “The Customer Engagement Book: Adapt or Die,” we sat down with Mirela Cialai, a seasoned expert in CRM and Martech strategies at brands like Equinox. Mirela brings a wealth of knowledge in aligning technology roadmaps with business goals, shifting organizational focuses from acquisition to retention, and leveraging hyper-personalization to drive success. In this interview, Mirela dives deep into building robust customer engagement technology roadmaps. She unveils the “PAPER” framework—Plan, Audit, Prioritize, Execute, Refine—a simple yet effective strategy for marketers. You’ll gain insights into identifying gaps in your Martech stack, ensuring data accuracy, and prioritizing initiatives that deliver the greatest impact and ROI. Whether you’re navigating data silos, striving for cross-functional alignment, or aiming for seamless tech integration, Mirela’s expertise provides practical solutions and actionable takeaways.   Mirela Cialai Q&A Interview 1. How do you define the vision for a customer engagement platform roadmap in alignment with the broader business goals? Can you share any examples of successful visions from your experience? Defining the vision for the roadmap in alignment with the broader business goals involves creating a strategic framework that connects the team’s objectives with the organization’s overarching mission or primary objectives. This could be revenue growth, customer retention, market expansion, or operational efficiency. We then break down these goals into actionable areas where the team can contribute, such as improving engagement, increasing lifetime value, or driving acquisition. We articulate how the team will support business goals by defining the KPIs that link CRM outcomes — the team’s outcomes — to business goals. In a previous role, the CRM team I was leading faced significant challenges due to the lack of attribution capabilities and a reliance on surface-level metrics such as open rates and click-through rates to measure performance. This approach made it difficult to quantify the impact of our efforts on broader business objectives such as revenue growth. Recognizing this gap, I worked on defining a vision for the CRM team to address these shortcomings. Our vision was to drive measurable growth through enhanced data accuracy and improved attribution capabilities, which allowed us to deliver targeted, data-driven, and personalized customer experiences. To bring this vision to life, I developed a roadmap that focused on first improving data accuracy, building our attribution capabilities, and delivering personalization at scale. By aligning the vision with these strategic priorities, we were able to demonstrate the tangible impact of our efforts on the key business goals. 2. What steps did you take to ensure data accuracy? The data team was very diligent in ensuring that our data warehouse had accurate data. So taking that as the source of truth, we started cleaning the data in all the other platforms that were integrated with our data warehouse — our CRM platform, our attribution analytics platform, etc. That’s where we started, looking at all the different integrations and ensuring that the data flows were correct and that we had all the right flows in place. And also validating and cleaning our email database — that helped, having more accurate data. 3. How do you recommend shifting organizational focus from acquisition to retention within a customer engagement strategy? Shifting an organization’s focus from acquisition to retention requires a cultural and strategic shift, emphasizing the immense value that existing customers bring to long-term growth and profitability. I would start by quantifying the value of retention, showcasing how retaining customers is significantly more cost-effective than acquiring new ones. Research consistently shows that increasing retention rates by just 5% can boost profits by at least 25 to 95%. This data helps make a compelling case to stakeholders about the importance of prioritizing retention. Next, I would link retention to core business goals by demonstrating how enhancing customer lifetime value and loyalty can directly drive revenue growth. This involves shifting the organization’s focus to retention-specific metrics such as churn rate, repeat purchase rate, and customer LTV. These metrics provide actionable insights into customer behaviors and highlight the financial impact of retention initiatives, ensuring alignment with the broader company objectives. By framing retention as a driver of sustainable growth, the organization can see it not as a competing priority, but as a complementary strategy to acquisition, ultimately leading to a more balanced and effective customer engagement strategy. 4. What are the key steps in analyzing a brand’s current Martech stack capabilities to identify gaps and opportunities for improvement? Developing a clear understanding of the Martech stack’s current state and ensuring it aligns with a brand’s strategic needs and future goals requires a structured and strategic approach. The process begins with defining what success looks like in terms of technology capabilities such as scalability, integration, automation, and data accessibility, and linking these capabilities directly to the brand’s broader business objectives. I start by doing an inventory of all tools currently in use, including their purpose, owner, and key functionalities, assessing if these tools are being used to their full potential or if there are features that remain unused, and reviewing how well tools integrate with one another and with our core systems, the data warehouse. Also, comparing the capabilities of each tool and results against industry standards and competitor practices and looking for missing functionalities such as personalization, omnichannel orchestration, or advanced analytics, and identifying overlapping tools that could be consolidated to save costs and streamline workflows. Finally, review the costs of the current tools against their impact on business outcomes and identify technologies that could reduce costs, increase efficiency, or deliver higher ROI through enhanced capabilities. Establish a regular review cycle for the Martech stack to ensure it evolves alongside the business and the technological landscape. 5. How do you evaluate whether a company’s tech stack can support innovative customer-focused campaigns, and what red flags should marketers look out for? I recommend taking a structured approach and first ensure there is seamless integration across all tools to support a unified customer view and data sharing across the different channels. Determine if the stack can handle increasing data volumes, larger audiences, and additional channels as the campaigns grow, and check if it supports dynamic content, behavior-based triggers, and advanced segmentation and can process and act on data in real time through emerging technologies like AI/ML predictive analytics to enable marketers to launch responsive and timely campaigns. Most importantly, we need to ensure that the stack offers robust reporting tools that provide actionable insights, allowing teams to track performance and optimize campaigns. Some of the red flags are: data silos where customer data is fragmented across platforms and not easily accessible or integrated, inability to process or respond to customer behavior in real time, a reliance on manual intervention for tasks like segmentation, data extraction, campaign deployment, and poor scalability. If the stack struggles with growing data volumes or expanding to new channels, it won’t support the company’s evolving needs. 6. What role do hyper-personalization and timely communication play in a successful customer engagement strategy? How do you ensure they’re built into the technology roadmap? Hyper-personalization and timely communication are essential components of a successful customer engagement strategy because they create meaningful, relevant, and impactful experiences that deepen the relationship with customers, enhance loyalty, and drive business outcomes. Hyper-personalization leverages data to deliver tailored content that resonates with each individual based on their preferences, behavior, or past interactions, and timely communication ensures these personalized interactions occur at the most relevant moments, which ultimately increases their impact. Customers are more likely to engage with messages that feel relevant and align with their needs, and real-time triggers such as cart abandonment or post-purchase upsells capitalize on moments when customers are most likely to convert. By embedding these capabilities into the roadmap through data integration, AI-driven insights, automation, and continuous optimization, we can deliver impactful, relevant, and timely experiences that foster deeper customer relationships and drive long-term success. 7. What’s your approach to breaking down the customer engagement technology roadmap into manageable phases? How do you prioritize the initiatives? To create a manageable roadmap, we need to divide it into distinct phases, starting with building the foundation by addressing data cleanup, system integrations, and establishing metrics, which lays the groundwork for success. Next, we can focus on early wins and quick impact by launching behavior-based campaigns, automating workflows, and improving personalization to drive immediate value. Then we can move to optimization and expansion, incorporating predictive analytics, cross-channel orchestration, and refined attribution models to enhance our capabilities. Finally, prioritize innovation and scalability, leveraging AI/ML for hyper-personalization, scaling campaigns to new markets, and ensuring the system is equipped for future growth. By starting with foundational projects, delivering quick wins, and building towards scalable innovation, we can drive measurable outcomes while maintaining our agility to adapt to evolving needs. In terms of prioritizing initiatives effectively, I would focus on projects that deliver the greatest impact on business goals, on customer experience and ROI, while we consider feasibility, urgency, and resource availability. In the past, I’ve used frameworks like Impact Effort Matrix to identify the high-impact, low-effort initiatives and ensure that the most critical projects are addressed first. 8. How do you ensure cross-functional alignment around this roadmap? What processes have worked best for you? Ensuring cross-functional alignment requires clear communication, collaborative planning, and shared accountability. We need to establish a shared understanding of the roadmap’s purpose and how it ties to the company’s overall goals by clearly articulating the “why” behind the roadmap and how each team can contribute to its success. To foster buy-in and ensure the roadmap reflects diverse perspectives and needs, we need to involve all stakeholders early on during the roadmap development and clearly outline each team’s role in executing the roadmap to ensure accountability across the different teams. To keep teams informed and aligned, we use meetings such as roadmap kickoff sessions and regular check-ins to share updates, address challenges collaboratively, and celebrate milestones together. 9. If you were to outline a simple framework for marketers to follow when building a customer engagement technology roadmap, what would it look like? A simple framework for marketers to follow when building the roadmap can be summarized in five clear steps: Plan, Audit, Prioritize, Execute, and Refine. In one word: PAPER. Here’s how it breaks down. Plan: We lay the groundwork for the roadmap by defining the CRM strategy and aligning it with the business goals. Audit: We evaluate the current state of our CRM capabilities. We conduct a comprehensive assessment of our tools, our data, the processes, and team workflows to identify any potential gaps. Prioritize: initiatives based on impact, feasibility, and ROI potential. Execute: by implementing the roadmap in manageable phases. Refine: by continuously improving CRM performance and refining the roadmap. So the PAPER framework — Plan, Audit, Prioritize, Execute, and Refine — provides a structured, iterative approach allowing marketers to create a scalable and impactful customer engagement strategy. 10. What are the most common challenges marketers face in creating or executing a customer engagement strategy, and how can they address these effectively? The most critical is when the customer data is siloed across different tools and platforms, making it very difficult to get a unified view of the customer. This limits the ability to deliver personalized and consistent experiences. The solution is to invest in tools that can centralize data from all touchpoints and ensure seamless integration between different platforms to create a single source of truth. Another challenge is the lack of clear metrics and ROI measurement and the inability to connect engagement efforts to tangible business outcomes, making it very hard to justify investment or optimize strategies. The solution for that is to define clear KPIs at the outset and use attribution models to link customer interactions to revenue and other key outcomes. Overcoming internal silos is another challenge where there is misalignment between teams, which can lead to inconsistent messaging and delayed execution. A solution to this is to foster cross-functional collaboration through shared goals, regular communication, and joint planning sessions. Besides these, other challenges marketers can face are delivering personalization at scale, keeping up with changing customer expectations, resource and budget constraints, resistance to change, and others. While creating and executing a customer engagement strategy can be challenging, these obstacles can be addressed through strategic planning, leveraging the right tools, fostering collaboration, and staying adaptable to customer needs and industry trends. By tackling these challenges proactively, marketers can deliver impactful customer-centric strategies that drive long-term success. 11. What are the top takeaways or lessons that you’ve learned from building customer engagement technology roadmaps that others should keep in mind? I would say one of the most important takeaways is to ensure that the roadmap directly supports the company’s broader objectives. Whether the focus is on retention, customer lifetime value, or revenue growth, the roadmap must bridge the gap between high-level business goals and actionable initiatives. Another important lesson: The roadmap is only as effective as the data and systems it’s built upon. I’ve learned the importance of prioritizing foundational elements like data cleanup, integrations, and governance before tackling advanced initiatives like personalization or predictive analytics. Skipping this step can lead to inefficiencies or missed opportunities later on. A Customer Engagement Roadmap is a strategic tool that evolves alongside the business and its customers. So by aligning with business goals, building a solid foundation, focusing on impact, fostering collaboration, and remaining adaptable, you can create a roadmap that delivers measurable results and meaningful customer experiences.     This interview Q&A was hosted with Mirela Cialai, Director of CRM & MarTech at Equinox, for Chapter 7 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Mirela Cialai Q&A: Customer Engagement Book Interview appeared first on MoEngage.

DNA testing service 23andMe has undergone serious upheaval in recent months, creating concerns for the 15 million customers who entrusted the company with their personal biological information. After filing for Chapter 11 bankruptcy protection in March, the company became the center of a bidding war that ended Friday when co-founder Anne Wojcicki said she’d successfully reacquired control through her nonprofit TTAM Research Institute for $305 million. The bankruptcy proceedings had sent shockwaves through the genetic testing industry and among privacy advocates, with security experts and lawmakers urging customers to take immediate action to safeguard their data. The company’s interim CEO revealed this week that 1.9 million people, around 15% of 23andMe’s customer base, have already requested their genetic data be deleted from the company’s servers. The situation became even more complex last week after more than two dozen states filed lawsuits challenging the sale of customers’ private data, arguing that 23andMe must obtain explicit consent before transferring or selling personal information to any new entity. While the company’s policies mean you cannot delete all traces of your genetic data — particularly information that may have already been shared with research partners or stored in backup systems — if you’re one of the 15 million people who shared their DNA with 23andMe, there are still meaningful steps you can take to protect yourself and minimize your exposure. How to delete your 23andMe data To delete your data from 23andMe, you need to log in to your account and then follow these steps: Navigate to the Settings section of your profile. Scroll down to the selection labeled 23andMe Data.  Click the View option and scroll to the Delete Data section. Select the Permanently Delete Data button. You will then receive an email from 23andMe with a link that will allow you to confirm your deletion request.  You can choose to download a copy of your data before deleting it. There is an important caveat, as 23andMe’s privacy policy states that the company and its labs “will retain your Genetic Information, date of birth, and sex as required for compliance with applicable legal obligations.” The policy continues: “23andMe will also retain limited information related to your account and data deletion request, including but not limited to, your email address, account deletion request identifier, communications related to inquiries or complaints and legal agreements for a limited period of time as required by law, contractual obligations, and/or as necessary for the establishment, exercise or defense of legal claims and for audit and compliance purposes.” This essentially means that 23andMe may keep some of your information for an unspecified amount of time.  How to destroy your 23andMe test sample and revoke permission for your data to be used for research If you previously opted to have your saliva sample and DNA stored by 23andMe, you can change this setting. To revoke your permission, go into your 23andMe account settings page and then navigate to Preferences.  In addition, if you previously agreed to 23andMe and third-party researchers using your genetic data and sample for research, you can withdraw consent from the Research and Product Consents section in your account settings.  While you can reverse that consent, there’s no way for you to delete that information. Check in with your family members Once you have requested the deletion of your data, it’s important to check in with your family members and encourage them to do the same because it’s not just their DNA that’s at risk of sale — it also affects people they are related to.  And while you’re at it, it’s worth checking in with your friends to ensure that all of your loved ones are taking steps to protect their data.  This story originally published on March 25 and was updated June 11 with new information.

Meta is reportedly set to invest $15 billion to acquire a 49% stake in Scale AI, in a deal that would make Scale CEO Alexandr Wang head of the tech giant’s new AI unit dedicated to pursuing “superintelligence.”Scale AI, founded in 2016, is a leading data annotation firm that hires workers around the world to label or create the data that is used to train AI systems.The deal is expected to greatly enrich Wang and many of his colleagues with equity in Scale AI; Wang, already a billionaire, would see his wealth grow even further. For Meta, it would breathe new life into the company’s flagging attempts to compete at the “frontier” of AI against OpenAI, Google, and Anthropic.However, Scale’s contract workers, many of whom earn just dollars per day via a subsidiary called RemoTasks, are unlikely to benefit at all from the deal, according to sociologists who study the sector. Typically data workers are not formally employed, and are instead paid for the tasks they complete. Those tasks can include labeling the contents of images, answering questions, or rating which of two chatbots’ answers are better, in order to teach AI systems to better comply with human preferences.(TIME has a content partnership with Scale AI.)“I expect few if any Scale annotators will see any upside at all,” says Callum Cant, a senior lecturer at the University of Essex, U.K., who studies gig work platforms. “It would be very surprising to see some kind of feed-through. Most of these people don’t have a stake in ownership of the company.”Many of those workers already suffer from low pay and poor working conditions. In a recent report by Oxford University’s Internet Institute, the Scale subsidiary RemoTasks failed to meet basic standards for fair pay, fair contracts, fair management, and fair worker representation.Advertisement“A key part of Scale’s value lies in its data work services performed by hundreds of thousands of underpaid and poorly protected workers,” says Jonas Valente, an Oxford researcher who worked on the report. “The company remains far from safeguarding basic standards of fair work, despite limited efforts to improve its practices.”The Meta deal is unlikely to change that. “Unfortunately, the increasing profits of many digital labor platforms and their primary companies, such as the case of Scale, do not translate into better conditions for [workers],” Valente says.A Scale AI spokesperson declined to comment for this story. “We're proud of the flexible earning opportunities offered through our platforms,” the company said in a statement to TechCrunch in May. Meta’s investment also calls into question whether Scale AI will continue supplying data to OpenAI and Google, two of its major clients. In the increasingly competitive AI landscape, observers say Meta may see value in cutting off its rivals from annotated data — an essential means of making AI systems smarter. Advertisement“By buying up access to Scale AI, could Meta deny access to that platform and that avenue for data annotation by other competitors?” says Cant. “It depends entirely on Meta’s strategy.”If that were to happen, Cant says, it could put downward pressure on the wages and tasks available to workers, many of whom already struggle to make ends meet with data work.A Meta spokesperson declined to comment on this story.

Guided by visual effects supervisor John Knoll, ILM embraced continually evolving methodologies to craft breathtaking visual effects for the iconic space battles in First Contact and Rogue One. By Jay Stobie Visual effects supervisor John Knoll (right) confers with modelmakers Kim Smith and John Goodson with the miniature of the U.S.S. Enterprise-E during production of Star Trek: First Contact (Credit: ILM). Bolstered by visual effects from Industrial Light & Magic, Star Trek: First Contact (1996) and Rogue One: A Star Wars Story (2016) propelled their respective franchises to new heights. While Star Trek Generations (1994) welcomed Captain Jean-Luc Picard’s (Patrick Stewart) crew to the big screen, First Contact stood as the first Star Trek feature that did not focus on its original captain, the legendary James T. Kirk (William Shatner). Similarly, though Rogue One immediately preceded the events of Star Wars: A New Hope (1977), it was set apart from the episodic Star Wars films and launched an era of storytelling outside of the main Skywalker saga that has gone on to include Solo: A Star Wars Story (2018), The Mandalorian (2019-23), Andor (2022-25), Ahsoka (2023), The Acolyte (2024), and more. The two films also shared a key ILM contributor, John Knoll, who served as visual effects supervisor on both projects, as well as an executive producer on Rogue One. Currently, ILM’s executive creative director and senior visual effects supervisor, Knoll – who also conceived the initial framework for Rogue One’s story – guided ILM as it brought its talents to bear on these sci-fi and fantasy epics. The work involved crafting two spectacular starship-packed space clashes – First Contact’s Battle of Sector 001 and Rogue One’s Battle of Scarif. Although these iconic installments were released roughly two decades apart, they represent a captivating case study of how ILM’s approach to visual effects has evolved over time. With this in mind, let’s examine the films’ unforgettable space battles through the lens of fascinating in-universe parallels and the ILM-produced fleets that face off near Earth and Scarif. A final frame from the Battle of Scarif in Rogue One: A Star Wars Story (Credit: ILM & Lucasfilm). A Context for Conflict In First Contact, the United Federation of Planets – a 200-year-old interstellar government consisting of more than 150 member worlds – braces itself for an invasion by the Borg – an overwhelmingly powerful collective composed of cybernetic beings who devastate entire planets by assimilating their biological populations and technological innovations. The Borg only send a single vessel, a massive cube containing thousands of hive-minded drones and their queen, pushing the Federation’s Starfleet defenders to Earth’s doorstep. Conversely, in Rogue One, the Rebel Alliance – a fledgling coalition of freedom fighters – seeks to undermine and overthrow the stalwart Galactic Empire – a totalitarian regime preparing to tighten its grip on the galaxy by revealing a horrifying superweapon. A rebel team infiltrates a top-secret vault on Scarif in a bid to steal plans to that battle station, the dreaded Death Star, with hopes of exploiting a vulnerability in its design. On the surface, the situations could not seem to be more disparate, particularly in terms of the Federation’s well-established prestige and the Rebel Alliance’s haphazardly organized factions. Yet, upon closer inspection, the spaceborne conflicts at Earth and Scarif are linked by a vital commonality. The threat posed by the Borg is well-known to the Federation, but the sudden intrusion upon their space takes its defenses by surprise. Starfleet assembles any vessel within range – including antiquated Oberth-class science ships – to intercept the Borg cube in the Typhon Sector, only to be forced back to Earth on the edge of defeat. The unsanctioned mission to Scarif with Jyn Erso (Felicity Jones) and Cassian Andor (Diego Luna) and the sudden need to take down the planet’s shield gate propels the Rebel Alliance fleet into rushing to their rescue with everything from their flagship Profundity to GR-75 medium transports. Whether Federation or Rebel Alliance, these fleets gather in last-ditch efforts to oppose enemies who would embrace their eradication – the Battles of Sector 001 and Scarif are fights for survival. From Physical to Digital By the time Jonathan Frakes was selected to direct First Contact, Star Trek’s reliance on constructing traditional physical models (many of which were built by ILM) for its features was gradually giving way to innovative computer graphics (CG) models, resulting in the film’s use of both techniques. “If one of the ships was to be seen full-screen and at length,” associate visual effects supervisor George Murphy told Cinefex’s Kevin H. Martin, “we knew it would be done as a stage model. Ships that would be doing a lot of elaborate maneuvers in space battle scenes would be created digitally.” In fact, physical and CG versions of the U.S.S. Enterprise-E appear in the film, with the latter being harnessed in shots involving the vessel’s entry into a temporal vortex at the conclusion of the Battle of Sector 001. Despite the technological leaps that ILM pioneered in the decades between First Contact and Rogue One, they considered filming physical miniatures for certain ship-related shots in the latter film. ILM considered filming physical miniatures for certain ship-related shots in Rogue One. The feature’s fleets were ultimately created digitally to allow for changes throughout post-production. “If it’s a photographed miniature element, it’s not possible to go back and make adjustments. So it’s the additional flexibility that comes with the computer graphics models that’s very attractive to many people,” John Knoll relayed to writer Jon Witmer at American Cinematographer’s TheASC.com. However, Knoll aimed to develop computer graphics that retained the same high-quality details as their physical counterparts, leading ILM to employ a modern approach to a time-honored modelmaking tactic. “I also wanted to emulate the kit-bashing aesthetic that had been part of Star Wars from the very beginning, where a lot of mechanical detail had been added onto the ships by using little pieces from plastic model kits,” explained Knoll in his chat with TheASC.com. For Rogue One, ILM replicated the process by obtaining such kits, scanning their parts, building a computer graphics library, and applying the CG parts to digitally modeled ships. “I’m very happy to say it was super-successful,” concluded Knoll. “I think a lot of our digital models look like they are motion-control models.” John Knoll (second from left) confers with Kim Smith and John Goodson with the miniature of the U.S.S. Enterprise-E during production of Star Trek: First Contact (Credit: ILM). Legendary Lineages In First Contact, Captain Picard commanded a brand-new vessel, the Sovereign-class U.S.S. Enterprise-E, continuing the celebrated starship’s legacy in terms of its famous name and design aesthetic. Designed by John Eaves and developed into blueprints by Rick Sternbach, the Enterprise-E was built into a 10-foot physical model by ILM model project supervisor John Goodson and his shop’s talented team. ILM infused the ship with extraordinary detail, including viewports equipped with backlit set images from the craft’s predecessor, the U.S.S. Enterprise-D. For the vessel’s larger windows, namely those associated with the observation lounge and arboretum, ILM took a painstakingly practical approach to match the interiors shown with the real-world set pieces. “We filled that area of the model with tiny, micro-scale furniture,” Goodson informed Cinefex, “including tables and chairs.” Rogue One’s rebel team initially traversed the galaxy in a U-wing transport/gunship, which, much like the Enterprise-E, was a unique vessel that nonetheless channeled a certain degree of inspiration from a classic design. Lucasfilm’s Doug Chiang, a co-production designer for Rogue One, referred to the U-wing as the film’s “Huey helicopter version of an X-wing” in the Designing Rogue One bonus featurette on Disney+ before revealing that, “Towards the end of the design cycle, we actually decided that maybe we should put in more X-wing features. And so we took the X-wing engines and literally mounted them onto the configuration that we had going.” Modeled by ILM digital artist Colie Wertz, the U-wing’s final computer graphics design subtly incorporated these X-wing influences to give the transport a distinctive feel without making the craft seem out of place within the rebel fleet. While ILM’s work on the Enterprise-E’s viewports offered a compelling view toward the ship’s interior, a breakthrough LED setup for Rogue One permitted ILM to obtain realistic lighting on actors as they looked out from their ships and into the space around them. “All of our major spaceship cockpit scenes were done that way, with the gimbal in this giant horseshoe of LED panels we got from [equipment vendor] VER, and we prepared graphics that went on the screens,” John Knoll shared with American Cinematographer’s Benjamin B and Jon D. Witmer. Furthermore, in Disney+’s Rogue One: Digital Storytelling bonus featurette, visual effects producer Janet Lewin noted, “For the actors, I think, in the space battle cockpits, for them to be able to see what was happening in the battle brought a higher level of accuracy to their performance.” The U.S.S. Enterprise-E in Star Trek: First Contact (Credit: Paramount). Familiar Foes To transport First Contact’s Borg invaders, John Goodson’s team at ILM resurrected the Borg cube design previously seen in Star Trek: The Next Generation (1987) and Star Trek: Deep Space Nine (1993), creating a nearly three-foot physical model to replace the one from the series. Art consultant and ILM veteran Bill George proposed that the cube’s seemingly straightforward layout be augmented with a complex network of photo-etched brass, a suggestion which produced a jagged surface and offered a visual that was both intricate and menacing. ILM also developed a two-foot motion-control model for a Borg sphere, a brand-new auxiliary vessel that emerged from the cube. “We vacuformed about 15 different patterns that conformed to this spherical curve and covered those with a lot of molded and cast pieces. Then we added tons of acid-etched brass over it, just like we had on the cube,” Goodson outlined to Cinefex’s Kevin H. Martin. As for Rogue One’s villainous fleet, reproducing the original trilogy’s Death Star and Imperial Star Destroyers centered upon translating physical models into digital assets. Although ILM no longer possessed A New Hope’s three-foot Death Star shooting model, John Knoll recreated the station’s surface paneling by gathering archival images, and as he spelled out to writer Joe Fordham in Cinefex, “I pieced all the images together. I unwrapped them into texture space and projected them onto a sphere with a trench. By doing that with enough pictures, I got pretty complete coverage of the original model, and that became a template upon which to redraw very high-resolution texture maps. Every panel, every vertical striped line, I matched from a photograph. It was as accurate as it was possible to be as a reproduction of the original model.” Knoll’s investigative eye continued to pay dividends when analyzing the three-foot and eight-foot Star Destroyer motion-control models, which had been built for A New Hope and Star Wars: The Empire Strikes Back (1980), respectively. “Our general mantra was, ‘Match your memory of it more than the reality,’ because sometimes you go look at the actual prop in the archive building or you look back at the actual shot from the movie, and you go, ‘Oh, I remember it being a little better than that,’” Knoll conveyed to TheASC.com. This philosophy motivated ILM to combine elements from those two physical models into a single digital design. “Generally, we copied the three-footer for details like the superstructure on the top of the bridge, but then we copied the internal lighting plan from the eight-footer,” Knoll explained. “And then the upper surface of the three-footer was relatively undetailed because there were no shots that saw it closely, so we took a lot of the high-detail upper surface from the eight-footer. So it’s this amalgam of the two models, but the goal was to try to make it look like you remember it from A New Hope.” A final frame from Rogue One: A Star Wars Story (Credit: ILM & Lucasfilm). Forming Up the Fleets In addition to the U.S.S. Enterprise-E, the Battle of Sector 001 debuted numerous vessels representing four new Starfleet ship classes – the Akira, Steamrunner, Saber, and Norway – all designed by ILM visual effects art director Alex Jaeger. “Since we figured a lot of the background action in the space battle would be done with computer graphics ships that needed to be built from scratch anyway, I realized that there was no reason not to do some new designs,” John Knoll told American Cinematographer writer Ron Magid. Used in previous Star Trek projects, older physical models for the Oberth and Nebula classes were mixed into the fleet for good measure, though the vast majority of the armada originated as computer graphics. Over at Scarif, ILM portrayed the Rebel Alliance forces with computer graphics models of fresh designs (the MC75 cruiser Profundity and U-wings), live-action versions of Star Wars Rebels’ VCX-100 light freighter Ghost and Hammerhead corvettes, and Star Wars staples (Nebulon-B frigates, X-wings, Y-wings, and more). These ships face off against two Imperial Star Destroyers and squadrons of TIE fighters, and – upon their late arrival to the battle – Darth Vader’s Star Destroyer and the Death Star. The Tantive IV, a CR90 corvette more popularly referred to as a blockade runner, made its own special cameo at the tail end of the fight. As Princess Leia Organa’s (Carrie Fisher and Ingvild Deila) personal ship, the Tantive IV received the Death Star plans and fled the scene, destined to be captured by Vader’s Star Destroyer at the beginning of A New Hope. And, while we’re on the subject of intricate starship maneuvers and space-based choreography… Although the First Contact team could plan visual effects shots with animated storyboards, ILM supplied Gareth Edwards with a next-level virtual viewfinder that allowed the director to select his shots by immersing himself among Rogue One’s ships in real time. “What we wanted to do is give Gareth the opportunity to shoot his space battles and other all-digital scenes the same way he shoots his live-action. Then he could go in with this sort of virtual viewfinder and view the space battle going on, and figure out what the best angle was to shoot those ships from,” senior animation supervisor Hal Hickel described in the Rogue One: Digital Storytelling featurette. Hickel divulged that the sequence involving the dish array docking with the Death Star was an example of the “spontaneous discovery of great angles,” as the scene was never storyboarded or previsualized. Visual effects supervisor John Knoll with director Gareth Edwards during production of Rogue One: A Star Wars Story (Credit: ILM & Lucasfilm). Tough Little Ships The Federation and Rebel Alliance each deployed “tough little ships” (an endearing description Commander William T. Riker [Jonathan Frakes] bestowed upon the U.S.S. Defiant in First Contact) in their respective conflicts, namely the U.S.S. Defiant from Deep Space Nine and the Tantive IV from A New Hope. VisionArt had already built a CG Defiant for the Deep Space Nine series, but ILM upgraded the model with images gathered from the ship’s three-foot physical model. A similar tactic was taken to bring the Tantive IV into the digital realm for Rogue One. “This was the Blockade Runner. This was the most accurate 1:1 reproduction we could possibly have made,” model supervisor Russell Paul declared to Cinefex’s Joe Fordham. “We did an extensive photo reference shoot and photogrammetry re-creation of the miniature. From there, we built it out as accurately as possible.” Speaking of sturdy ships, if you look very closely, you can spot a model of the Millennium Falcon flashing across the background as the U.S.S. Defiant makes an attack run on the Borg cube at the Battle of Sector 001! Exploration and Hope The in-universe ramifications that materialize from the Battles of Sector 001 and Scarif are monumental. The destruction of the Borg cube compels the Borg Queen to travel back in time in an attempt to vanquish Earth before the Federation can even be formed, but Captain Picard and the Enterprise-E foil the plot and end up helping their 21st century ancestors make “first contact” with another species, the logic-revering Vulcans. The post-Scarif benefits take longer to play out for the Rebel Alliance, but the theft of the Death Star plans eventually leads to the superweapon’s destruction. The Galactic Civil War is far from over, but Scarif is a significant step in the Alliance’s effort to overthrow the Empire. The visual effects ILM provided for First Contact and Rogue One contributed significantly to the critical and commercial acclaim both pictures enjoyed, a victory reflecting the relentless dedication, tireless work ethic, and innovative spirit embodied by visual effects supervisor John Knoll and ILM’s entire staff. While being interviewed for The Making of Star Trek: First Contact, actor Patrick Stewart praised ILM’s invaluable influence, emphasizing, “ILM was with us, on this movie, almost every day on set. There is so much that they are involved in.” And, regardless of your personal preferences – phasers or lasers, photon torpedoes or proton torpedoes, warp speed or hyperspace – perhaps Industrial Light & Magic’s ability to infuse excitement into both franchises demonstrates that Star Trek and Star Wars encompass themes that are not competitive, but compatible. After all, what goes together better than exploration and hope? – Jay Stobie (he/him) is a writer, author, and consultant who has contributed articles to ILM.com, Skysound.com, Star Wars Insider, StarWars.com, Star Trek Explorer, Star Trek Magazine, and StarTrek.com. Jay loves sci-fi, fantasy, and film, and you can learn more about him by visiting JayStobie.com or finding him on Twitter, Instagram, and other social media platforms at @StobiesGalaxy.