• European Broadcasting Union and NVIDIA Partner on Sovereign AI to Support Public Broadcasters

    In a new effort to advance sovereign AI for European public service media, NVIDIA and the European Broadcasting Unionare working together to give the media industry access to high-quality and trusted cloud and AI technologies.
    Announced at NVIDIA GTC Paris at VivaTech, NVIDIA’s collaboration with the EBU — the world’s leading alliance of public service media with more than 110 member organizations in 50+ countries, reaching an audience of over 1 billion — focuses on helping build sovereign AI and cloud frameworks, driving workforce development and cultivating an AI ecosystem to create a more equitable, accessible and resilient European media landscape.
    The work will create better foundations for public service media to benefit from European cloud infrastructure and AI services that are exclusively governed by European policy, comply with European data protection and privacy rules, and embody European values.
    Sovereign AI ensures nations can develop and deploy artificial intelligence using local infrastructure, datasets and expertise. By investing in it, European countries can preserve their cultural identity, enhance public trust and support innovation specific to their needs.
    “We are proud to collaborate with NVIDIA to drive the development of sovereign AI and cloud services,” said Michael Eberhard, chief technology officer of public broadcaster ARD/SWR, and chair of the EBU Technical Committee. “By advancing these capabilities together, we’re helping ensure that powerful, compliant and accessible media services are made available to all EBU members — powering innovation, resilience and strategic autonomy across the board.”

    Empowering Media Innovation in Europe
    To support the development of sovereign AI technologies, NVIDIA and the EBU will establish frameworks that prioritize independence and public trust, helping ensure that AI serves the interests of Europeans while preserving the autonomy of media organizations.
    Through this collaboration, NVIDIA and the EBU will develop hybrid cloud architectures designed to meet the highest standards of European public service media. The EBU will contribute its Dynamic Media Facilityand Media eXchange Layerarchitecture, aiming to enable interoperability and scalability for workflows, as well as cost- and energy-efficient AI training and inference. Following open-source principles, this work aims to create an accessible, dynamic technology ecosystem.
    The collaboration will also provide public service media companies with the tools to deliver personalized, contextually relevant services and content recommendation systems, with a focus on transparency, accountability and cultural identity. This will be realized through investment in sovereign cloud and AI infrastructure and software platforms such as NVIDIA AI Enterprise, custom foundation models, large language models trained with local data, and retrieval-augmented generation technologies.
    As part of the collaboration, NVIDIA is also making available resources from its Deep Learning Institute, offering European media organizations comprehensive training programs to create an AI-ready workforce. This will support the EBU’s efforts to help ensure news integrity in the age of AI.
    In addition, the EBU and its partners are investing in local data centers and cloud platforms that support sovereign technologies, such as NVIDIA GB200 Grace Blackwell Superchip, NVIDIA RTX PRO Servers, NVIDIA DGX Cloud and NVIDIA Holoscan for Media — helping members of the union achieve secure and cost- and energy-efficient AI training, while promoting AI research and development.
    Partnering With Public Service Media for Sovereign Cloud and AI
    Collaboration within the media sector is essential for the development and application of comprehensive standards and best practices that ensure the creation and deployment of sovereign European cloud and AI.
    By engaging with independent software vendors, data center providers, cloud service providers and original equipment manufacturers, NVIDIA and the EBU aim to create a unified approach to sovereign cloud and AI.
    This work will also facilitate discussions between the cloud and AI industry and European regulators, helping ensure the development of practical solutions that benefit both the general public and media organizations.
    “Building sovereign cloud and AI capabilities based on EBU’s Dynamic Media Facility and Media eXchange Layer architecture requires strong cross-industry collaboration,” said Antonio Arcidiacono, chief technology and innovation officer at the EBU. “By collaborating with NVIDIA, as well as a broad ecosystem of media technology partners, we are fostering a shared foundation for trust, innovation and resilience that supports the growth of European media.”
    Learn more about the EBU.
    Watch the NVIDIA GTC Paris keynote from NVIDIA founder and CEO Jensen Huang at VivaTech, and explore GTC Paris sessions. 
    #european #broadcasting #union #nvidia #partner
    European Broadcasting Union and NVIDIA Partner on Sovereign AI to Support Public Broadcasters
    In a new effort to advance sovereign AI for European public service media, NVIDIA and the European Broadcasting Unionare working together to give the media industry access to high-quality and trusted cloud and AI technologies. Announced at NVIDIA GTC Paris at VivaTech, NVIDIA’s collaboration with the EBU — the world’s leading alliance of public service media with more than 110 member organizations in 50+ countries, reaching an audience of over 1 billion — focuses on helping build sovereign AI and cloud frameworks, driving workforce development and cultivating an AI ecosystem to create a more equitable, accessible and resilient European media landscape. The work will create better foundations for public service media to benefit from European cloud infrastructure and AI services that are exclusively governed by European policy, comply with European data protection and privacy rules, and embody European values. Sovereign AI ensures nations can develop and deploy artificial intelligence using local infrastructure, datasets and expertise. By investing in it, European countries can preserve their cultural identity, enhance public trust and support innovation specific to their needs. “We are proud to collaborate with NVIDIA to drive the development of sovereign AI and cloud services,” said Michael Eberhard, chief technology officer of public broadcaster ARD/SWR, and chair of the EBU Technical Committee. “By advancing these capabilities together, we’re helping ensure that powerful, compliant and accessible media services are made available to all EBU members — powering innovation, resilience and strategic autonomy across the board.” Empowering Media Innovation in Europe To support the development of sovereign AI technologies, NVIDIA and the EBU will establish frameworks that prioritize independence and public trust, helping ensure that AI serves the interests of Europeans while preserving the autonomy of media organizations. Through this collaboration, NVIDIA and the EBU will develop hybrid cloud architectures designed to meet the highest standards of European public service media. The EBU will contribute its Dynamic Media Facilityand Media eXchange Layerarchitecture, aiming to enable interoperability and scalability for workflows, as well as cost- and energy-efficient AI training and inference. Following open-source principles, this work aims to create an accessible, dynamic technology ecosystem. The collaboration will also provide public service media companies with the tools to deliver personalized, contextually relevant services and content recommendation systems, with a focus on transparency, accountability and cultural identity. This will be realized through investment in sovereign cloud and AI infrastructure and software platforms such as NVIDIA AI Enterprise, custom foundation models, large language models trained with local data, and retrieval-augmented generation technologies. As part of the collaboration, NVIDIA is also making available resources from its Deep Learning Institute, offering European media organizations comprehensive training programs to create an AI-ready workforce. This will support the EBU’s efforts to help ensure news integrity in the age of AI. In addition, the EBU and its partners are investing in local data centers and cloud platforms that support sovereign technologies, such as NVIDIA GB200 Grace Blackwell Superchip, NVIDIA RTX PRO Servers, NVIDIA DGX Cloud and NVIDIA Holoscan for Media — helping members of the union achieve secure and cost- and energy-efficient AI training, while promoting AI research and development. Partnering With Public Service Media for Sovereign Cloud and AI Collaboration within the media sector is essential for the development and application of comprehensive standards and best practices that ensure the creation and deployment of sovereign European cloud and AI. By engaging with independent software vendors, data center providers, cloud service providers and original equipment manufacturers, NVIDIA and the EBU aim to create a unified approach to sovereign cloud and AI. This work will also facilitate discussions between the cloud and AI industry and European regulators, helping ensure the development of practical solutions that benefit both the general public and media organizations. “Building sovereign cloud and AI capabilities based on EBU’s Dynamic Media Facility and Media eXchange Layer architecture requires strong cross-industry collaboration,” said Antonio Arcidiacono, chief technology and innovation officer at the EBU. “By collaborating with NVIDIA, as well as a broad ecosystem of media technology partners, we are fostering a shared foundation for trust, innovation and resilience that supports the growth of European media.” Learn more about the EBU. Watch the NVIDIA GTC Paris keynote from NVIDIA founder and CEO Jensen Huang at VivaTech, and explore GTC Paris sessions.  #european #broadcasting #union #nvidia #partner
    BLOGS.NVIDIA.COM
    European Broadcasting Union and NVIDIA Partner on Sovereign AI to Support Public Broadcasters
    In a new effort to advance sovereign AI for European public service media, NVIDIA and the European Broadcasting Union (EBU) are working together to give the media industry access to high-quality and trusted cloud and AI technologies. Announced at NVIDIA GTC Paris at VivaTech, NVIDIA’s collaboration with the EBU — the world’s leading alliance of public service media with more than 110 member organizations in 50+ countries, reaching an audience of over 1 billion — focuses on helping build sovereign AI and cloud frameworks, driving workforce development and cultivating an AI ecosystem to create a more equitable, accessible and resilient European media landscape. The work will create better foundations for public service media to benefit from European cloud infrastructure and AI services that are exclusively governed by European policy, comply with European data protection and privacy rules, and embody European values. Sovereign AI ensures nations can develop and deploy artificial intelligence using local infrastructure, datasets and expertise. By investing in it, European countries can preserve their cultural identity, enhance public trust and support innovation specific to their needs. “We are proud to collaborate with NVIDIA to drive the development of sovereign AI and cloud services,” said Michael Eberhard, chief technology officer of public broadcaster ARD/SWR, and chair of the EBU Technical Committee. “By advancing these capabilities together, we’re helping ensure that powerful, compliant and accessible media services are made available to all EBU members — powering innovation, resilience and strategic autonomy across the board.” Empowering Media Innovation in Europe To support the development of sovereign AI technologies, NVIDIA and the EBU will establish frameworks that prioritize independence and public trust, helping ensure that AI serves the interests of Europeans while preserving the autonomy of media organizations. Through this collaboration, NVIDIA and the EBU will develop hybrid cloud architectures designed to meet the highest standards of European public service media. The EBU will contribute its Dynamic Media Facility (DMF) and Media eXchange Layer (MXL) architecture, aiming to enable interoperability and scalability for workflows, as well as cost- and energy-efficient AI training and inference. Following open-source principles, this work aims to create an accessible, dynamic technology ecosystem. The collaboration will also provide public service media companies with the tools to deliver personalized, contextually relevant services and content recommendation systems, with a focus on transparency, accountability and cultural identity. This will be realized through investment in sovereign cloud and AI infrastructure and software platforms such as NVIDIA AI Enterprise, custom foundation models, large language models trained with local data, and retrieval-augmented generation technologies. As part of the collaboration, NVIDIA is also making available resources from its Deep Learning Institute, offering European media organizations comprehensive training programs to create an AI-ready workforce. This will support the EBU’s efforts to help ensure news integrity in the age of AI. In addition, the EBU and its partners are investing in local data centers and cloud platforms that support sovereign technologies, such as NVIDIA GB200 Grace Blackwell Superchip, NVIDIA RTX PRO Servers, NVIDIA DGX Cloud and NVIDIA Holoscan for Media — helping members of the union achieve secure and cost- and energy-efficient AI training, while promoting AI research and development. Partnering With Public Service Media for Sovereign Cloud and AI Collaboration within the media sector is essential for the development and application of comprehensive standards and best practices that ensure the creation and deployment of sovereign European cloud and AI. By engaging with independent software vendors, data center providers, cloud service providers and original equipment manufacturers, NVIDIA and the EBU aim to create a unified approach to sovereign cloud and AI. This work will also facilitate discussions between the cloud and AI industry and European regulators, helping ensure the development of practical solutions that benefit both the general public and media organizations. “Building sovereign cloud and AI capabilities based on EBU’s Dynamic Media Facility and Media eXchange Layer architecture requires strong cross-industry collaboration,” said Antonio Arcidiacono, chief technology and innovation officer at the EBU. “By collaborating with NVIDIA, as well as a broad ecosystem of media technology partners, we are fostering a shared foundation for trust, innovation and resilience that supports the growth of European media.” Learn more about the EBU. Watch the NVIDIA GTC Paris keynote from NVIDIA founder and CEO Jensen Huang at VivaTech, and explore GTC Paris sessions. 
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  • Into the Omniverse: World Foundation Models Advance Autonomous Vehicle Simulation and Safety

    Editor’s note: This blog is a part of Into the Omniverse, a series focused on how developers, 3D practitioners and enterprises can transform their workflows using the latest advances in OpenUSD and NVIDIA Omniverse.
    Simulated driving environments enable engineers to safely and efficiently train, test and validate autonomous vehiclesacross countless real-world and edge-case scenarios without the risks and costs of physical testing.
    These simulated environments can be created through neural reconstruction of real-world data from AV fleets or generated with world foundation models— neural networks that understand physics and real-world properties. WFMs can be used to generate synthetic datasets for enhanced AV simulation.
    To help physical AI developers build such simulated environments, NVIDIA unveiled major advances in WFMs at the GTC Paris and CVPR conferences earlier this month. These new capabilities enhance NVIDIA Cosmos — a platform of generative WFMs, advanced tokenizers, guardrails and accelerated data processing tools.
    Key innovations like Cosmos Predict-2, the Cosmos Transfer-1 NVIDIA preview NIM microservice and Cosmos Reason are improving how AV developers generate synthetic data, build realistic simulated environments and validate safety systems at unprecedented scale.
    Universal Scene Description, a unified data framework and standard for physical AI applications, enables seamless integration and interoperability of simulation assets across the development pipeline. OpenUSD standardization plays a critical role in ensuring 3D pipelines are built to scale.
    NVIDIA Omniverse, a platform of application programming interfaces, software development kits and services for building OpenUSD-based physical AI applications, enables simulations from WFMs and neural reconstruction at world scale.
    Leading AV organizations — including Foretellix, Mcity, Oxa, Parallel Domain, Plus AI and Uber — are among the first to adopt Cosmos models.

    Foundations for Scalable, Realistic Simulation
    Cosmos Predict-2, NVIDIA’s latest WFM, generates high-quality synthetic data by predicting future world states from multimodal inputs like text, images and video. This capability is critical for creating temporally consistent, realistic scenarios that accelerate training and validation of AVs and robots.

    In addition, Cosmos Transfer, a control model that adds variations in weather, lighting and terrain to existing scenarios, will soon be available to 150,000 developers on CARLA, a leading open-source AV simulator. This greatly expands the broad AV developer community’s access to advanced AI-powered simulation tools.
    Developers can start integrating synthetic data into their own pipelines using the NVIDIA Physical AI Dataset. The latest release includes 40,000 clips generated using Cosmos.
    Building on these foundations, the Omniverse Blueprint for AV simulation provides a standardized, API-driven workflow for constructing rich digital twins, replaying real-world sensor data and generating new ground-truth data for closed-loop testing.
    The blueprint taps into OpenUSD’s layer-stacking and composition arcs, which enable developers to collaborate asynchronously and modify scenes nondestructively. This helps create modular, reusable scenario variants to efficiently generate different weather conditions, traffic patterns and edge cases.
    Driving the Future of AV Safety
    To bolster the operational safety of AV systems, NVIDIA earlier this year introduced NVIDIA Halos — a comprehensive safety platform that integrates the company’s full automotive hardware and software stack with AI research focused on AV safety.
    The new Cosmos models — Cosmos Predict- 2, Cosmos Transfer- 1 NIM and Cosmos Reason — deliver further safety enhancements to the Halos platform, enabling developers to create diverse, controllable and realistic scenarios for training and validating AV systems.
    These models, trained on massive multimodal datasets including driving data, amplify the breadth and depth of simulation, allowing for robust scenario coverage — including rare and safety-critical events — while supporting post-training customization for specialized AV tasks.

    At CVPR, NVIDIA was recognized as an Autonomous Grand Challenge winner, highlighting its leadership in advancing end-to-end AV workflows. The challenge used OpenUSD’s robust metadata and interoperability to simulate sensor inputs and vehicle trajectories in semi-reactive environments, achieving state-of-the-art results in safety and compliance.
    Learn more about how developers are leveraging tools like CARLA, Cosmos, and Omniverse to advance AV simulation in this livestream replay:

    Hear NVIDIA Director of Autonomous Vehicle Research Marco Pavone on the NVIDIA AI Podcast share how digital twins and high-fidelity simulation are improving vehicle testing, accelerating development and reducing real-world risks.
    Get Plugged Into the World of OpenUSD
    Learn more about what’s next for AV simulation with OpenUSD by watching the replay of NVIDIA founder and CEO Jensen Huang’s GTC Paris keynote.
    Looking for more live opportunities to learn more about OpenUSD? Don’t miss sessions and labs happening at SIGGRAPH 2025, August 10–14.
    Discover why developers and 3D practitioners are using OpenUSD and learn how to optimize 3D workflows with the self-paced “Learn OpenUSD” curriculum for 3D developers and practitioners, available for free through the NVIDIA Deep Learning Institute.
    Explore the Alliance for OpenUSD forum and the AOUSD website.
    Stay up to date by subscribing to NVIDIA Omniverse news, joining the community and following NVIDIA Omniverse on Instagram, LinkedIn, Medium and X.
    #into #omniverse #world #foundation #models
    Into the Omniverse: World Foundation Models Advance Autonomous Vehicle Simulation and Safety
    Editor’s note: This blog is a part of Into the Omniverse, a series focused on how developers, 3D practitioners and enterprises can transform their workflows using the latest advances in OpenUSD and NVIDIA Omniverse. Simulated driving environments enable engineers to safely and efficiently train, test and validate autonomous vehiclesacross countless real-world and edge-case scenarios without the risks and costs of physical testing. These simulated environments can be created through neural reconstruction of real-world data from AV fleets or generated with world foundation models— neural networks that understand physics and real-world properties. WFMs can be used to generate synthetic datasets for enhanced AV simulation. To help physical AI developers build such simulated environments, NVIDIA unveiled major advances in WFMs at the GTC Paris and CVPR conferences earlier this month. These new capabilities enhance NVIDIA Cosmos — a platform of generative WFMs, advanced tokenizers, guardrails and accelerated data processing tools. Key innovations like Cosmos Predict-2, the Cosmos Transfer-1 NVIDIA preview NIM microservice and Cosmos Reason are improving how AV developers generate synthetic data, build realistic simulated environments and validate safety systems at unprecedented scale. Universal Scene Description, a unified data framework and standard for physical AI applications, enables seamless integration and interoperability of simulation assets across the development pipeline. OpenUSD standardization plays a critical role in ensuring 3D pipelines are built to scale. NVIDIA Omniverse, a platform of application programming interfaces, software development kits and services for building OpenUSD-based physical AI applications, enables simulations from WFMs and neural reconstruction at world scale. Leading AV organizations — including Foretellix, Mcity, Oxa, Parallel Domain, Plus AI and Uber — are among the first to adopt Cosmos models. Foundations for Scalable, Realistic Simulation Cosmos Predict-2, NVIDIA’s latest WFM, generates high-quality synthetic data by predicting future world states from multimodal inputs like text, images and video. This capability is critical for creating temporally consistent, realistic scenarios that accelerate training and validation of AVs and robots. In addition, Cosmos Transfer, a control model that adds variations in weather, lighting and terrain to existing scenarios, will soon be available to 150,000 developers on CARLA, a leading open-source AV simulator. This greatly expands the broad AV developer community’s access to advanced AI-powered simulation tools. Developers can start integrating synthetic data into their own pipelines using the NVIDIA Physical AI Dataset. The latest release includes 40,000 clips generated using Cosmos. Building on these foundations, the Omniverse Blueprint for AV simulation provides a standardized, API-driven workflow for constructing rich digital twins, replaying real-world sensor data and generating new ground-truth data for closed-loop testing. The blueprint taps into OpenUSD’s layer-stacking and composition arcs, which enable developers to collaborate asynchronously and modify scenes nondestructively. This helps create modular, reusable scenario variants to efficiently generate different weather conditions, traffic patterns and edge cases. Driving the Future of AV Safety To bolster the operational safety of AV systems, NVIDIA earlier this year introduced NVIDIA Halos — a comprehensive safety platform that integrates the company’s full automotive hardware and software stack with AI research focused on AV safety. The new Cosmos models — Cosmos Predict- 2, Cosmos Transfer- 1 NIM and Cosmos Reason — deliver further safety enhancements to the Halos platform, enabling developers to create diverse, controllable and realistic scenarios for training and validating AV systems. These models, trained on massive multimodal datasets including driving data, amplify the breadth and depth of simulation, allowing for robust scenario coverage — including rare and safety-critical events — while supporting post-training customization for specialized AV tasks. At CVPR, NVIDIA was recognized as an Autonomous Grand Challenge winner, highlighting its leadership in advancing end-to-end AV workflows. The challenge used OpenUSD’s robust metadata and interoperability to simulate sensor inputs and vehicle trajectories in semi-reactive environments, achieving state-of-the-art results in safety and compliance. Learn more about how developers are leveraging tools like CARLA, Cosmos, and Omniverse to advance AV simulation in this livestream replay: Hear NVIDIA Director of Autonomous Vehicle Research Marco Pavone on the NVIDIA AI Podcast share how digital twins and high-fidelity simulation are improving vehicle testing, accelerating development and reducing real-world risks. Get Plugged Into the World of OpenUSD Learn more about what’s next for AV simulation with OpenUSD by watching the replay of NVIDIA founder and CEO Jensen Huang’s GTC Paris keynote. Looking for more live opportunities to learn more about OpenUSD? Don’t miss sessions and labs happening at SIGGRAPH 2025, August 10–14. Discover why developers and 3D practitioners are using OpenUSD and learn how to optimize 3D workflows with the self-paced “Learn OpenUSD” curriculum for 3D developers and practitioners, available for free through the NVIDIA Deep Learning Institute. Explore the Alliance for OpenUSD forum and the AOUSD website. Stay up to date by subscribing to NVIDIA Omniverse news, joining the community and following NVIDIA Omniverse on Instagram, LinkedIn, Medium and X. #into #omniverse #world #foundation #models
    BLOGS.NVIDIA.COM
    Into the Omniverse: World Foundation Models Advance Autonomous Vehicle Simulation and Safety
    Editor’s note: This blog is a part of Into the Omniverse, a series focused on how developers, 3D practitioners and enterprises can transform their workflows using the latest advances in OpenUSD and NVIDIA Omniverse. Simulated driving environments enable engineers to safely and efficiently train, test and validate autonomous vehicles (AVs) across countless real-world and edge-case scenarios without the risks and costs of physical testing. These simulated environments can be created through neural reconstruction of real-world data from AV fleets or generated with world foundation models (WFMs) — neural networks that understand physics and real-world properties. WFMs can be used to generate synthetic datasets for enhanced AV simulation. To help physical AI developers build such simulated environments, NVIDIA unveiled major advances in WFMs at the GTC Paris and CVPR conferences earlier this month. These new capabilities enhance NVIDIA Cosmos — a platform of generative WFMs, advanced tokenizers, guardrails and accelerated data processing tools. Key innovations like Cosmos Predict-2, the Cosmos Transfer-1 NVIDIA preview NIM microservice and Cosmos Reason are improving how AV developers generate synthetic data, build realistic simulated environments and validate safety systems at unprecedented scale. Universal Scene Description (OpenUSD), a unified data framework and standard for physical AI applications, enables seamless integration and interoperability of simulation assets across the development pipeline. OpenUSD standardization plays a critical role in ensuring 3D pipelines are built to scale. NVIDIA Omniverse, a platform of application programming interfaces, software development kits and services for building OpenUSD-based physical AI applications, enables simulations from WFMs and neural reconstruction at world scale. Leading AV organizations — including Foretellix, Mcity, Oxa, Parallel Domain, Plus AI and Uber — are among the first to adopt Cosmos models. Foundations for Scalable, Realistic Simulation Cosmos Predict-2, NVIDIA’s latest WFM, generates high-quality synthetic data by predicting future world states from multimodal inputs like text, images and video. This capability is critical for creating temporally consistent, realistic scenarios that accelerate training and validation of AVs and robots. In addition, Cosmos Transfer, a control model that adds variations in weather, lighting and terrain to existing scenarios, will soon be available to 150,000 developers on CARLA, a leading open-source AV simulator. This greatly expands the broad AV developer community’s access to advanced AI-powered simulation tools. Developers can start integrating synthetic data into their own pipelines using the NVIDIA Physical AI Dataset. The latest release includes 40,000 clips generated using Cosmos. Building on these foundations, the Omniverse Blueprint for AV simulation provides a standardized, API-driven workflow for constructing rich digital twins, replaying real-world sensor data and generating new ground-truth data for closed-loop testing. The blueprint taps into OpenUSD’s layer-stacking and composition arcs, which enable developers to collaborate asynchronously and modify scenes nondestructively. This helps create modular, reusable scenario variants to efficiently generate different weather conditions, traffic patterns and edge cases. Driving the Future of AV Safety To bolster the operational safety of AV systems, NVIDIA earlier this year introduced NVIDIA Halos — a comprehensive safety platform that integrates the company’s full automotive hardware and software stack with AI research focused on AV safety. The new Cosmos models — Cosmos Predict- 2, Cosmos Transfer- 1 NIM and Cosmos Reason — deliver further safety enhancements to the Halos platform, enabling developers to create diverse, controllable and realistic scenarios for training and validating AV systems. These models, trained on massive multimodal datasets including driving data, amplify the breadth and depth of simulation, allowing for robust scenario coverage — including rare and safety-critical events — while supporting post-training customization for specialized AV tasks. At CVPR, NVIDIA was recognized as an Autonomous Grand Challenge winner, highlighting its leadership in advancing end-to-end AV workflows. The challenge used OpenUSD’s robust metadata and interoperability to simulate sensor inputs and vehicle trajectories in semi-reactive environments, achieving state-of-the-art results in safety and compliance. Learn more about how developers are leveraging tools like CARLA, Cosmos, and Omniverse to advance AV simulation in this livestream replay: Hear NVIDIA Director of Autonomous Vehicle Research Marco Pavone on the NVIDIA AI Podcast share how digital twins and high-fidelity simulation are improving vehicle testing, accelerating development and reducing real-world risks. Get Plugged Into the World of OpenUSD Learn more about what’s next for AV simulation with OpenUSD by watching the replay of NVIDIA founder and CEO Jensen Huang’s GTC Paris keynote. Looking for more live opportunities to learn more about OpenUSD? Don’t miss sessions and labs happening at SIGGRAPH 2025, August 10–14. Discover why developers and 3D practitioners are using OpenUSD and learn how to optimize 3D workflows with the self-paced “Learn OpenUSD” curriculum for 3D developers and practitioners, available for free through the NVIDIA Deep Learning Institute. Explore the Alliance for OpenUSD forum and the AOUSD website. Stay up to date by subscribing to NVIDIA Omniverse news, joining the community and following NVIDIA Omniverse on Instagram, LinkedIn, Medium and X.
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  • ## Introduction

    Let's get straight to the point: the chaos surrounding the StatusNotifierItem and the so-called "standards" put forth by Freedesktop is a ticking time bomb for the Linux desktop ecosystem. In theory, Linux developers should have a clear, unified path to follow when creating GUI-based applications. The reality? A disjointed mess that not only frustrates users but also undermines the very foundation that Linux prides itself on: freedom and flexibility. It's high time we address t...
    ## Introduction Let's get straight to the point: the chaos surrounding the StatusNotifierItem and the so-called "standards" put forth by Freedesktop is a ticking time bomb for the Linux desktop ecosystem. In theory, Linux developers should have a clear, unified path to follow when creating GUI-based applications. The reality? A disjointed mess that not only frustrates users but also undermines the very foundation that Linux prides itself on: freedom and flexibility. It's high time we address t...
    StatusNotifierItem: How Standard Non-Standards Tear Linux Desktops Apart
    ## Introduction Let's get straight to the point: the chaos surrounding the StatusNotifierItem and the so-called "standards" put forth by Freedesktop is a ticking time bomb for the Linux desktop ecosystem. In theory, Linux developers should have a clear, unified path to follow when creating GUI-based applications. The reality? A disjointed mess that not only frustrates users but also...
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  • Apple Games, game app, developers, iPhone, iPad, Mac, gaming hub, discover titles, gaming experience

    ## Introduction

    In an era where mobile gaming dominates the entertainment landscape, Apple has made a strategic move to streamline game discovery across its platforms. The new initiative, Apple Games, aims to create a unified hub where players can engage with and discover titles seamlessly across iPhone, iPad, and Mac. This article will delve into what Apple Games brings to the table and how de...
    Apple Games, game app, developers, iPhone, iPad, Mac, gaming hub, discover titles, gaming experience ## Introduction In an era where mobile gaming dominates the entertainment landscape, Apple has made a strategic move to streamline game discovery across its platforms. The new initiative, Apple Games, aims to create a unified hub where players can engage with and discover titles seamlessly across iPhone, iPad, and Mac. This article will delve into what Apple Games brings to the table and how de...
    A New Way to Get Discovered: Apple Pitches Its New Game App to Developers
    Apple Games, game app, developers, iPhone, iPad, Mac, gaming hub, discover titles, gaming experience ## Introduction In an era where mobile gaming dominates the entertainment landscape, Apple has made a strategic move to streamline game discovery across its platforms. The new initiative, Apple Games, aims to create a unified hub where players can engage with and discover titles seamlessly...
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  • Ankur Kothari Q&A: Customer Engagement Book Interview

    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, 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.
    #ankur #kothari #qampampa #customer #engagement
    Ankur Kothari Q&A: Customer Engagement Book Interview
    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, 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. #ankur #kothari #qampampa #customer #engagement
    WWW.MOENGAGE.COM
    Ankur Kothari Q&A: Customer Engagement Book Interview
    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.
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  • Mirela Cialai Q&A: Customer Engagement Book Interview

    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.
    #mirela #cialai #qampampa #customer #engagement
    Mirela Cialai Q&A: Customer Engagement Book Interview
    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. #mirela #cialai #qampampa #customer #engagement
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    Mirela Cialai Q&A: Customer Engagement Book Interview
    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.
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  • Microsoft trolls Apple's new Liquid Glass UI for looking like Windows Vista

    In a nutshell: The OS updates coming to Apple devices later this year will institute the company's first major UI design shift in over a decade, but eagle-eyed observers noticed similarities with an old version of Windows – comparisons that haven't escaped Microsoft's notice. Thankfully, users concerned about Apple's upcoming interface will have options to change its visual presentation.
    Some of Microsoft's social media accounts recently poked fun at the upcoming "Liquid Glass" user interface design language Apple unveiled at WWDC this week. Although the Cupertino giant has hailed the update as a major innovation, many immediately began comparing it to Microsoft's nearly two-decade-old Windows Vista UI.

     

     
     

     

    View this post on Instagram

     

     
     
     

     
     

     
     
     

     
     

    A post shared by WindowsLiquid Glass is Apple's name for the new visual style arriving in iOS 26, iPadOS 26, macOS 26 Tahoe, watchOS 26, and tvOS 26, which will launch this fall. Inspired by the Apple Vision Pro's visionOS, the design language favors rounded edges and transparent backgrounds for inputs and other UI functions.
    It is Apple's most significant design change since iOS 7 debuted almost 12 years ago, and the first to establish a unified language across all of the company's devices.
    On the left: nice Liquid Glass UI minimalistic look. On the right: Liquid Glass looking all kinds of wrong in the current beta.

    Apps, wallpapers, and other background content will be visible through app icons, notifications, and menu elements for a glass-like appearance. Apple claims that the effect will improve cohesion across the interface, but beta testers are concerned that text will become less readable.
    Others, including Microsoft, mocked the update's resemblance to Windows Vista's glass-like "Aero" aesthetic, which debuted in 2007. That OS also made UI elements partially transparent, but Microsoft eventually phased it out when it began moving toward its current design language.
    The official Windows Instagram account recently responded to Apple's presentation by posting a slideshow of Vista screenshots played over a nostalgic Windows boot tune. The Windows Twitter account also shared a picture recalling the Vista-era profile icons.
    Other social media users joined in on the fun. Some highlighted the unfortunate placement of the YouTube icon in Apple's Liquid Glass explainer video, which the company altered. Others compared the design language to the unique chassis for Apple's 2000 Power Mac G4 Cube and the main menu for Nintendo's 2012 Wii U game console.
    Fortunately, users can customize Liquid Glass by switching between transparent, light, and dark modes. They can also opt for a slightly more opaque presentation with a toggle located under Settings > Accessibility > Display & Text Size > Reduce Transparency.
    #microsoft #trolls #apple039s #new #liquid
    Microsoft trolls Apple's new Liquid Glass UI for looking like Windows Vista
    In a nutshell: The OS updates coming to Apple devices later this year will institute the company's first major UI design shift in over a decade, but eagle-eyed observers noticed similarities with an old version of Windows – comparisons that haven't escaped Microsoft's notice. Thankfully, users concerned about Apple's upcoming interface will have options to change its visual presentation. Some of Microsoft's social media accounts recently poked fun at the upcoming "Liquid Glass" user interface design language Apple unveiled at WWDC this week. Although the Cupertino giant has hailed the update as a major innovation, many immediately began comparing it to Microsoft's nearly two-decade-old Windows Vista UI.         View this post on Instagram                       A post shared by WindowsLiquid Glass is Apple's name for the new visual style arriving in iOS 26, iPadOS 26, macOS 26 Tahoe, watchOS 26, and tvOS 26, which will launch this fall. Inspired by the Apple Vision Pro's visionOS, the design language favors rounded edges and transparent backgrounds for inputs and other UI functions. It is Apple's most significant design change since iOS 7 debuted almost 12 years ago, and the first to establish a unified language across all of the company's devices. On the left: nice Liquid Glass UI minimalistic look. On the right: Liquid Glass looking all kinds of wrong in the current beta. Apps, wallpapers, and other background content will be visible through app icons, notifications, and menu elements for a glass-like appearance. Apple claims that the effect will improve cohesion across the interface, but beta testers are concerned that text will become less readable. Others, including Microsoft, mocked the update's resemblance to Windows Vista's glass-like "Aero" aesthetic, which debuted in 2007. That OS also made UI elements partially transparent, but Microsoft eventually phased it out when it began moving toward its current design language. The official Windows Instagram account recently responded to Apple's presentation by posting a slideshow of Vista screenshots played over a nostalgic Windows boot tune. The Windows Twitter account also shared a picture recalling the Vista-era profile icons. Other social media users joined in on the fun. Some highlighted the unfortunate placement of the YouTube icon in Apple's Liquid Glass explainer video, which the company altered. Others compared the design language to the unique chassis for Apple's 2000 Power Mac G4 Cube and the main menu for Nintendo's 2012 Wii U game console. Fortunately, users can customize Liquid Glass by switching between transparent, light, and dark modes. They can also opt for a slightly more opaque presentation with a toggle located under Settings > Accessibility > Display & Text Size > Reduce Transparency. #microsoft #trolls #apple039s #new #liquid
    WWW.TECHSPOT.COM
    Microsoft trolls Apple's new Liquid Glass UI for looking like Windows Vista
    In a nutshell: The OS updates coming to Apple devices later this year will institute the company's first major UI design shift in over a decade, but eagle-eyed observers noticed similarities with an old version of Windows – comparisons that haven't escaped Microsoft's notice. Thankfully, users concerned about Apple's upcoming interface will have options to change its visual presentation. Some of Microsoft's social media accounts recently poked fun at the upcoming "Liquid Glass" user interface design language Apple unveiled at WWDC this week. Although the Cupertino giant has hailed the update as a major innovation, many immediately began comparing it to Microsoft's nearly two-decade-old Windows Vista UI.         View this post on Instagram                       A post shared by Windows (@windows) Liquid Glass is Apple's name for the new visual style arriving in iOS 26, iPadOS 26, macOS 26 Tahoe, watchOS 26, and tvOS 26, which will launch this fall. Inspired by the Apple Vision Pro's visionOS, the design language favors rounded edges and transparent backgrounds for inputs and other UI functions. It is Apple's most significant design change since iOS 7 debuted almost 12 years ago, and the first to establish a unified language across all of the company's devices. On the left: nice Liquid Glass UI minimalistic look. On the right: Liquid Glass looking all kinds of wrong in the current beta. Apps, wallpapers, and other background content will be visible through app icons, notifications, and menu elements for a glass-like appearance. Apple claims that the effect will improve cohesion across the interface, but beta testers are concerned that text will become less readable. Others, including Microsoft, mocked the update's resemblance to Windows Vista's glass-like "Aero" aesthetic, which debuted in 2007. That OS also made UI elements partially transparent, but Microsoft eventually phased it out when it began moving toward its current design language. The official Windows Instagram account recently responded to Apple's presentation by posting a slideshow of Vista screenshots played over a nostalgic Windows boot tune. The Windows Twitter account also shared a picture recalling the Vista-era profile icons. Other social media users joined in on the fun. Some highlighted the unfortunate placement of the YouTube icon in Apple's Liquid Glass explainer video, which the company altered. Others compared the design language to the unique chassis for Apple's 2000 Power Mac G4 Cube and the main menu for Nintendo's 2012 Wii U game console. Fortunately, users can customize Liquid Glass by switching between transparent, light, and dark modes. They can also opt for a slightly more opaque presentation with a toggle located under Settings > Accessibility > Display & Text Size > Reduce Transparency.
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  • Casa Morena by Mário Martins Atelier: Architectural Dialogue with Nature

    Casa Morena | © Fernando Guerra / FG+SG
    In the coastal enclave of Lagos, Portugal, Mário Martins Atelier has crafted Casa Morena. This residence quietly asserts itself as an ode to the dialogue between architecture and its natural setting. Completed in 2024, this project demonstrates a considered response to its environment, where the interplay of light, material, and landscape defines a sense of place rather than architectural imposition.

    Casa Morena Technical Information

    Architects1-5: Mário Martins Atelier
    Location: Lagos, Portugal
    Project Years: 2024
    Photographs: © Fernando Guerra / FG+SG

    A simple house, one that wishes to be discreet and to be influenced by its location, to become a house that is pleasant with thoughtful landscaping.
    – Mário Martins Atelier

    Casa Morena Photographs

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG

    © Fernando Guerra / FG+SG
    A Contextual Response to Landscape and Light
    The design of Casa Morena finds its genesis in the site itself, a pine-scented plot overlooking the expanse of a bay. The pine trees, longstanding witnesses to the landscape’s evolution, provide the project’s visual anchor and spatial logic. In a move that both respects and celebrates these natural elements, Mário Martins Atelier structured the house’s reticulated plan to echo the presence of the trees, creating a composition that unfolds as a series of volumes harmonizing with the vertical rhythm of the trunks.
    The solid base of the house, built from locally sourced schist, emerges directly from the terrain. These robust walls establish a tactile continuity with the ground, their rough textures anchoring the architecture within the landscape. In contrast, the upper volumes of the house adopt a distinctly lighter expression: horizontal planes rendered in white plaster, their smooth surfaces catching and refracting the region’s luminous sun. This duality, earthbound solidity, and aerial lightness establish an architectural narrative rooted in the elemental.
    Casa Morena Experiential Flow
    Casa Morena’s spatial arrangement articulates a clear hierarchy of public and private domains. On the ground floor, the house embraces openness and transparency. An expansive entrance hall blurs the threshold inside and out, guiding inhabitants and visitors into a luminous social heart. The lounge, kitchen, and office flow seamlessly into the garden, unified by a continuous glazed façade that invites the outside in.
    This deliberate porosity extends to a covered terrace, an intermediary space that dissolves the boundary between shelter and exposure. The terrace, framed by the garden’s green canopy and the swimming pool’s long line, becomes a place of repose and contemplation. The pool itself demarcates the transition from a cultivated garden to the looser, more rugged landscape beyond, its linear form echoing the horizon’s expanse.
    Ascending to the upper floor, the architectural language shifts towards intimacy. The bedrooms, each with direct access to terraces and patios, create secluded zones that still maintain a fluid relationship with the outdoors. A discreet rooftop terrace, accessible from these private quarters, offers a hidden sanctuary where the interplay of views and light remains uninterrupted.
    Material Tectonics and Environmental Strategy
    Casa Morena’s material palette is rooted in regional specificity and tactile sensibility. Schist, extracted from the site, is not merely a structural element but a narrative thread linking the building to its geological past. Its earthy warmth and rugged surface provide a counterpoint to the luminous white of the upper volumes, an articulation of contrast that enlivens the building’s silhouette.
    White, the chromatic signature of the Algarve region, is employed with restraint and nuance. Its reflective qualities intensify the play of shadow and light, a dynamic that shifts with the passing of the day. In this interplay, architecture becomes an instrument for registering the ephemeral, and the environment itself becomes a participant in the spatial drama.
    Environmental stewardship is also woven into the project’s DNA. Discreetly integrated systems on the roof harness solar energy and manage water resources, extending the house’s commitment to a sustainable coexistence with its setting.
    Casa Morena Plans

    Basement | © Mario Martins Atelier

    Ground Level | © Mario Martins Atelier

    Upper Level | © Mario Martins Atelier

    Roof Plan | © Mario Martins Atelier

    Elevations | © Mario Martins Atelier
    Casa Morena Image Gallery

    About Mário Martins Atelier
    Mário Martins Atelier is an architectural studio based in Lagos and Lisbon, Portugal, led by Mário Martins. The practice is known for its context-sensitive approach, crafting contemporary projects seamlessly integrating with their surroundings while prioritizing regional materials and environmental considerations.
    Credits and Additional Notes

    Lead Architect: Mário Martins, arq.
    Project Team: Nuno Colaço, Sónia Fialho, Susana Jóia, Mariana Franco, Ana Graça
    Engineering: Nuno Grave Engenharia
    Landscape: HB-Hipolito Bettencourt – Arquitectura Paisagista, Lda.
    Building Contractor: Marques Antunes Engenharia Lda.
    #casa #morena #mário #martins #atelier
    Casa Morena by Mário Martins Atelier: Architectural Dialogue with Nature
    Casa Morena | © Fernando Guerra / FG+SG In the coastal enclave of Lagos, Portugal, Mário Martins Atelier has crafted Casa Morena. This residence quietly asserts itself as an ode to the dialogue between architecture and its natural setting. Completed in 2024, this project demonstrates a considered response to its environment, where the interplay of light, material, and landscape defines a sense of place rather than architectural imposition. Casa Morena Technical Information Architects1-5: Mário Martins Atelier Location: Lagos, Portugal Project Years: 2024 Photographs: © Fernando Guerra / FG+SG A simple house, one that wishes to be discreet and to be influenced by its location, to become a house that is pleasant with thoughtful landscaping. – Mário Martins Atelier Casa Morena Photographs © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG A Contextual Response to Landscape and Light The design of Casa Morena finds its genesis in the site itself, a pine-scented plot overlooking the expanse of a bay. The pine trees, longstanding witnesses to the landscape’s evolution, provide the project’s visual anchor and spatial logic. In a move that both respects and celebrates these natural elements, Mário Martins Atelier structured the house’s reticulated plan to echo the presence of the trees, creating a composition that unfolds as a series of volumes harmonizing with the vertical rhythm of the trunks. The solid base of the house, built from locally sourced schist, emerges directly from the terrain. These robust walls establish a tactile continuity with the ground, their rough textures anchoring the architecture within the landscape. In contrast, the upper volumes of the house adopt a distinctly lighter expression: horizontal planes rendered in white plaster, their smooth surfaces catching and refracting the region’s luminous sun. This duality, earthbound solidity, and aerial lightness establish an architectural narrative rooted in the elemental. Casa Morena Experiential Flow Casa Morena’s spatial arrangement articulates a clear hierarchy of public and private domains. On the ground floor, the house embraces openness and transparency. An expansive entrance hall blurs the threshold inside and out, guiding inhabitants and visitors into a luminous social heart. The lounge, kitchen, and office flow seamlessly into the garden, unified by a continuous glazed façade that invites the outside in. This deliberate porosity extends to a covered terrace, an intermediary space that dissolves the boundary between shelter and exposure. The terrace, framed by the garden’s green canopy and the swimming pool’s long line, becomes a place of repose and contemplation. The pool itself demarcates the transition from a cultivated garden to the looser, more rugged landscape beyond, its linear form echoing the horizon’s expanse. Ascending to the upper floor, the architectural language shifts towards intimacy. The bedrooms, each with direct access to terraces and patios, create secluded zones that still maintain a fluid relationship with the outdoors. A discreet rooftop terrace, accessible from these private quarters, offers a hidden sanctuary where the interplay of views and light remains uninterrupted. Material Tectonics and Environmental Strategy Casa Morena’s material palette is rooted in regional specificity and tactile sensibility. Schist, extracted from the site, is not merely a structural element but a narrative thread linking the building to its geological past. Its earthy warmth and rugged surface provide a counterpoint to the luminous white of the upper volumes, an articulation of contrast that enlivens the building’s silhouette. White, the chromatic signature of the Algarve region, is employed with restraint and nuance. Its reflective qualities intensify the play of shadow and light, a dynamic that shifts with the passing of the day. In this interplay, architecture becomes an instrument for registering the ephemeral, and the environment itself becomes a participant in the spatial drama. Environmental stewardship is also woven into the project’s DNA. Discreetly integrated systems on the roof harness solar energy and manage water resources, extending the house’s commitment to a sustainable coexistence with its setting. Casa Morena Plans Basement | © Mario Martins Atelier Ground Level | © Mario Martins Atelier Upper Level | © Mario Martins Atelier Roof Plan | © Mario Martins Atelier Elevations | © Mario Martins Atelier Casa Morena Image Gallery About Mário Martins Atelier Mário Martins Atelier is an architectural studio based in Lagos and Lisbon, Portugal, led by Mário Martins. The practice is known for its context-sensitive approach, crafting contemporary projects seamlessly integrating with their surroundings while prioritizing regional materials and environmental considerations. Credits and Additional Notes Lead Architect: Mário Martins, arq. Project Team: Nuno Colaço, Sónia Fialho, Susana Jóia, Mariana Franco, Ana Graça Engineering: Nuno Grave Engenharia Landscape: HB-Hipolito Bettencourt – Arquitectura Paisagista, Lda. Building Contractor: Marques Antunes Engenharia Lda. #casa #morena #mário #martins #atelier
    ARCHEYES.COM
    Casa Morena by Mário Martins Atelier: Architectural Dialogue with Nature
    Casa Morena | © Fernando Guerra / FG+SG In the coastal enclave of Lagos, Portugal, Mário Martins Atelier has crafted Casa Morena. This residence quietly asserts itself as an ode to the dialogue between architecture and its natural setting. Completed in 2024, this project demonstrates a considered response to its environment, where the interplay of light, material, and landscape defines a sense of place rather than architectural imposition. Casa Morena Technical Information Architects1-5: Mário Martins Atelier Location: Lagos, Portugal Project Years: 2024 Photographs: © Fernando Guerra / FG+SG A simple house, one that wishes to be discreet and to be influenced by its location, to become a house that is pleasant with thoughtful landscaping. – Mário Martins Atelier Casa Morena Photographs © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG © Fernando Guerra / FG+SG A Contextual Response to Landscape and Light The design of Casa Morena finds its genesis in the site itself, a pine-scented plot overlooking the expanse of a bay. The pine trees, longstanding witnesses to the landscape’s evolution, provide the project’s visual anchor and spatial logic. In a move that both respects and celebrates these natural elements, Mário Martins Atelier structured the house’s reticulated plan to echo the presence of the trees, creating a composition that unfolds as a series of volumes harmonizing with the vertical rhythm of the trunks. The solid base of the house, built from locally sourced schist, emerges directly from the terrain. These robust walls establish a tactile continuity with the ground, their rough textures anchoring the architecture within the landscape. In contrast, the upper volumes of the house adopt a distinctly lighter expression: horizontal planes rendered in white plaster, their smooth surfaces catching and refracting the region’s luminous sun. This duality, earthbound solidity, and aerial lightness establish an architectural narrative rooted in the elemental. Casa Morena Experiential Flow Casa Morena’s spatial arrangement articulates a clear hierarchy of public and private domains. On the ground floor, the house embraces openness and transparency. An expansive entrance hall blurs the threshold inside and out, guiding inhabitants and visitors into a luminous social heart. The lounge, kitchen, and office flow seamlessly into the garden, unified by a continuous glazed façade that invites the outside in. This deliberate porosity extends to a covered terrace, an intermediary space that dissolves the boundary between shelter and exposure. The terrace, framed by the garden’s green canopy and the swimming pool’s long line, becomes a place of repose and contemplation. The pool itself demarcates the transition from a cultivated garden to the looser, more rugged landscape beyond, its linear form echoing the horizon’s expanse. Ascending to the upper floor, the architectural language shifts towards intimacy. The bedrooms, each with direct access to terraces and patios, create secluded zones that still maintain a fluid relationship with the outdoors. A discreet rooftop terrace, accessible from these private quarters, offers a hidden sanctuary where the interplay of views and light remains uninterrupted. Material Tectonics and Environmental Strategy Casa Morena’s material palette is rooted in regional specificity and tactile sensibility. Schist, extracted from the site, is not merely a structural element but a narrative thread linking the building to its geological past. Its earthy warmth and rugged surface provide a counterpoint to the luminous white of the upper volumes, an articulation of contrast that enlivens the building’s silhouette. White, the chromatic signature of the Algarve region, is employed with restraint and nuance. Its reflective qualities intensify the play of shadow and light, a dynamic that shifts with the passing of the day. In this interplay, architecture becomes an instrument for registering the ephemeral, and the environment itself becomes a participant in the spatial drama. Environmental stewardship is also woven into the project’s DNA. Discreetly integrated systems on the roof harness solar energy and manage water resources, extending the house’s commitment to a sustainable coexistence with its setting. Casa Morena Plans Basement | © Mario Martins Atelier Ground Level | © Mario Martins Atelier Upper Level | © Mario Martins Atelier Roof Plan | © Mario Martins Atelier Elevations | © Mario Martins Atelier Casa Morena Image Gallery About Mário Martins Atelier Mário Martins Atelier is an architectural studio based in Lagos and Lisbon, Portugal, led by Mário Martins. The practice is known for its context-sensitive approach, crafting contemporary projects seamlessly integrating with their surroundings while prioritizing regional materials and environmental considerations. Credits and Additional Notes Lead Architect: Mário Martins, arq. Project Team: Nuno Colaço, Sónia Fialho, Susana Jóia, Mariana Franco, Ana Graça Engineering: Nuno Grave Engenharia Landscape: HB-Hipolito Bettencourt – Arquitectura Paisagista, Lda. Building Contractor: Marques Antunes Engenharia Lda.
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  • Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area

    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental, we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representativeat PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Managerposition, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salaryplus uncapped commissions =OTE annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators, including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings:EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage401matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-
    #premier #truck #rental #inside #sales
    Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area
    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental, we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representativeat PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Managerposition, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salaryplus uncapped commissions =OTE annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators, including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings:EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage401matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5- #premier #truck #rental #inside #sales
    WEWORKREMOTELY.COM
    Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area
    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental (PTR), we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representative (ISR) at PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Manager (TSM) position, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salary ($50,000/yr) plus uncapped commissions =OTE $85,000 annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators (KPIs), including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings: ($85,000)EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage (medical, dental, vision, mental health & virtual healthcare)401(k) matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-
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