Expedia × Profound | Competing in an AI-Driven Search World // With James Cadwallader and Daniel Shin Un Kang

Hey everyone, Jim here and I've got some exciting news. The CMO podcast is now on YouTube. You can now watch our conversations, not just listen. See the expressions, the energy, and the insights that happen when we sit down with the world's top marketing leaders. Head over to YouTube and subscribe to our channel, the CMO podcast, so you never miss an episode and be part of the community. So please check it out, subscribe, and join the conversation. One of the things I have learned from years of talking to the best CMOs of the world is this. The question is never just whether your creative is working. The question is whether your infrastructure can keep up with it. Because a brain campaign still has to travel through an ad stack, through data, through decisioning, through supply, through measurement, and every hop in that journey is a place where value leaks out. Most platforms solve one piece of that, a data company, a DSP, a measurement vendor. You stitch them together and pay a fragmentation tax and performance in speed and in accountability. Infillian built something very different. Demand, supply, data, measurement, and creative, connect it in a single, composable platform. The highest performing opt-in attention formats via Infillian's proprietary check in the industry, agnostic identity resolution solutions, and now Catalina, 130 million US households have verified purchase truth, running as live signal through every campaign they execute. No black boxes, no hops, no fragmented vendor relationships to manage. The only company I know of that can take you from the first moment of attention to the final proof of action for any vertical on any screen without leaving the platform. Open, composable, agentic, that is Infillian. I spent years at Proctor and Gamble trying to answer that question. We had the creative, we had the reach, we had campaigns that genuinely stop people. And then we watched that value quietly disappear somewhere between the moment of engagement and the proof of the business result. That gap between attention and action is where most media budgets go to die. And most digital media platforms have been content to live inside it just a little upstream from accountability. Infillian is the company that decided to close it. They started as the original attention company, built on the idea that a consumer choosing to engage with an ad is worth more that one who ignores it. But they did not stop there. They have built the infrastructure to connect the moment of attention to the proof of action across every screen, every format, every vertical. That is not a feature that is a fundamentally different idea of what an ad platform should be. And it is the one brands have been waiting for. Learn more in the show notes. If you were a chief marketing officer in consumer products, I want you to think about something for a moment. You have creative that works. You have campaigns that capture attention. But somewhere between that moment and the register, the signal gets lost. You cannot see what actually drove the sale. You are making optimization decisions on inference, not truth. Well, that changed in February. Infillian acquired Catalina. Four decades of deterministic purchase intelligence. 130 million US households, 70 retail banners, $600 billion in verified annual consumer spending. And here is what really matters. Over 90% of consumable purchases still happen in store. Infillian and Catalina together can close the loop from digital advertising to in-line purchase and incentivize the next one. This is not a measurement tool you consult after the campaign. This is a live signal that runs through your media while the campaign is in flight. You can now optimize from attention to action in real time against people whose actual purchase behavior you know. A consumer product's brand needs return on ad spending. It needs foot traffic. Infillian now delivers all of it. Not a separate vendor she reconciled later as one connected platform. That is what closing the gap looks like. It's the first brand you remember making impact on you as a young boy. James start with you. I was big into soccer, off the ball. We would call that correct me. I agree with that. There are these David Beckham, Aridas, football boots. Can you just remember being so visceral was needed to own that pair of football boots? So Daniel, how about yourself? I think the biggest brand is probably Apple. They're growing up. They're in the middle of the farm, in the middle of nowhere. Getting x-tits is hard. But then when I first came across an iPhone and I said, "Wow, that's pretty incredible how I what I can do." It's had a thing for me since I was a kid. I was finally able to use some Apple products. I'm very happy. Hi, I'm Jim Stangle. I've helped hundreds of major brands discover and activate their purpose. Because when a brand's purpose is clear, compelling and authentic, profit naturally follows. Each week I welcome the CMOs, the chief marketing officers of your favorite brands, to speak to how their job is so much more than marketing. These leaders share their inspiration and challenges, along with how they try to build a full, healthy, and happy life in and out of the office. And it's that energy that reaches everyone they touch. And we're glad you're here to feel that energy and to learn from these remarkable leaders. So here we go. This is an especially important show today. We're living through the largest change in the internet since its existence. The shift from building content for people to building content for machines on behalf of people. In short, the rise of AI search, the shift in how we retrieve information about everything. My guest today are at the leading edge of that shift. And we will explore a case study on how to operate in this changing world with its implications for CMOs and frankly all players in the marketing ecosystem. First we have James Kotwell-Ottar, the co-founder and CEO of Profound, a fast growing new company helping brands understand how they show up and compete in AI-driven discovery. James works with companies like US Bank, Chime, Expedia, and DocuSign, in navigating the shift from traditional search to a world of answer engines, agents, and AI-lit experiences. James, found to be profound in 2024, has already raised about $60 million. His company has been recognized by Red Point Ventures as one of the most promising private AI companies shaping the future of applied artificial intelligence. Joining James will be Daniel Shinton-Kong, head of organic and agentic search at Expedia, one of the world's largest travel platforms serving millions of travelers globally and generating more than $12 billion in annual revenue. Daniel leads teams working at the intersection of search, AI, and customer experience inside a large, complex, performance-driven organization. Together, James and Daniel bring two powerful perspectives. This episode will really make you think, let's get into it, a conversation about search, AI, and indeed the future of marketing. Well, James and Daniel, welcome to the CMO podcast. I am super looking forward to this. We're recording this right before the Super Bowl. Now, Daniel, I know you're not super into sports, but I do have to say, will either one of you two have an ad in the Super Bowl this year? I believe you speak to Will have an ad, but let me correct a mixture. I'm not lying to the audience. He's looking it up. That's good. I suspect you will as well. I see Verbo everywhere in sports. How about you, James? Profound Super Bowl ad this year, maybe next year? Yeah, despite being a well-funded startup, I don't think we are at Super Bowl territory, especially considering we are predominantly B2B. So, yeah, no Super Bowl ad this year. It's a matter of time, right, James? A matter of time. It's inevitable, but just not this year. Okay, guys, let's move from the Super Bowl, and let's start with how you two met. I mean, we're going to talk an awful lot about this case study today of Expedia and Profound, but how long have you known each other? So, I knew of James far before James knew about me. So, he's part of a community in San Francisco called South Harbor Commons, and when I joined, I think, summer or so, we were talking at who were some of the top performers in this community, and James's name, of course, profound came up a couple of times. So, he was on my radar, I've had quite some time, but my story is I had joined Expedia originally as an entrepreneur in residence, and in a few months after, became a PNL owner for the organic and agentic search. And as we were going through that as a practitioner, one of the obvious problems that comes up is, how are we doing? And that's a surprisingly hard question to answer in terms of AI traffic and AI visibility. And of course, out of the 15, 20 companies that are working on the space, I talked to a lot of them, and James was already in conversation with Expedia at the time, and Profound is obviously the category winner. That's how he got to meet for the first time. I think our first real call was around contracting terms, and then after that, we had a couple of other sessions. Fun call. So, Dan, you're going to ask you a really stupid naive question. Why was that important for you? How are you doing Expedia in AI search? Yeah, it sounds like an obvious question, but you have to know where you are in order to help get the bearings of where you want to go. And it's actually quite complex for a couple of reasons. The first is, unlike traditional search with a mature ecosystem of data and players, you don't actually get a lot of data services or ground truth. So, I don't think anyone knows exactly what queries users are typing in when they're searching for brands like Expedia and otherwise. So, what the industry has done for the most part is, create synthetic prompts of what do you think users are going to ask these large LLM search engines and scrape sort of the data and then get a proxy of where the industry is going? This is a really, really hard problem to do this at scale. You can imagine doing this dozens of times on a single platform. Now, multiply that by 10, 12 different models that are out there, and thousands of prompts becomes a nightmare. And this is why I think players like Profound exist and that's why we got started with them. Now, I want you to talk about your first meeting with a contract and then you moved on to more fun stuff. So, our audience is getting to know both of you, so I'd like you to talk a bit about each other. And maybe James, you start, talk about Daniel a bit. What inspires you about him, what strikes you as a person as a leader about Daniel? - I mean, I think what I can speak to Expedia as a whole. So Expedia is an org, one of the most sophisticated teams in this category right now. I guess as quick, fast background, I'm James co-founder, CEO, profound. Yeah, we launched the business about 18 months ago in August of 2024. It's been a rip-roaring journey of, yeah, it's been exciting and fun and mayhem, all things together all at once. But on this journey, what's ended up happening is we now work with, I mean, and it's sort of true luxury, it's a true honor. We work with the biggest brands in the world, like quite literally, I think it's dozens of Fortune 500 companies. And you get a very good exposure to start to understand which marketing teams are super sophisticated. Now, unfortunately, it makes it sound like I'm just sucking up to Daniel because I can only really talk about Expedia on the school, 'cause Fortune 500 companies don't want me sharing there who's doing what, but I can say that there's probably half a dozen that really spring to mind. And within that half a dozen, I'd say Expedia's probably in the top one or two in terms of there. How much the team is leaned into this category? How sophisticated they are. I went over to the Expedia HQ in Seattle and sat with the team as they spoke about AI Search as a category and left blown away by the level of sophistication. The level of granularity, the amount of content that is created in Hoxton on Expedia is once you really pay witness to it, you're like, whoa, this is a really big operation. And you can see a business that has been built on an incredible approach to marketing, one that I've never seen before. And now Daniel within that, I think is unique in that he comes from a tech background. So Daniel comes from, he doesn't really come from and your traditional marketing background, but he really has a hacker mindset and a very tech forward mindset. That speaks to his time at South Park Commons, which for anyone who's not familiar, is like a SF-based accelerator incubator program that was set up by two of the founding engineers of Facebook is pretty hard to get into. I mean, I say that as someone that was accepted, so it sounds a bit self-congratulating, but it's pretty hard to get into. And I think once I pulled two and two together and I was like, wow, that's Daniel from SPC, that's crazy, you're now at Expedia, that is a very unique offering and it all kind of marries together and makes a ton of sense. So yeah, long answer, but that's my impression of Expedia and Daniel. - So Daniel, you knew about James before he knew about you. So now that you're working with him and you're getting to see the real thing, does he inspire you as much as he did before you knew him? (laughing) - There's only one nonsense in that question. - I don't know about that. - Only one correct answer. - Yes, that's right. I think for sure, so I'll stuck a little bit about my background and it matters in this context of how I perceive James. So my background is, I used to be a venture growth investor at SoftBang Vision Fund. So I invested in top growth equity companies for about two years out on boards and sort of helped them with their pre-IPO to IPO sort of phrase. And then I said, maybe I could build one of those companies like any delusional founder. So I left that job, started my own company with a different accelerator called Y Combinator and sort of scale that company to some time. The reason I mentioned this is, before you dive into, even as an investor looking inwards to founders, I don't think every investor quite understand what it's like to be a founder until you're a founder yourself. And having been in that seat, I have first tremendous amount of respect for founders are actually building in this frontier technologies. They saw something that are non-obvious to other people at that time and then actually executed. So I think that's really, really big. And I think, profound in James, with his co-founders, actually one of the very first who was to really pioneer this industry. So I think that speaks to a lot, SPC again, a little bit of a synchrofatic thing. But yes, I think it's a great program as well. But the way that James responds to problems, like in the early days of founders heavily focused on building what customers want. And the rate of response, how quickly response and how thoughtful he is with all of these is just a testament. The fact that he actually flew over to Seattle, spent I think what was it, James, like, fought like eight, nine hours, something crazy like this, where he was locked in a room, just spitting on the airs about customers. And I would be very bullish on this company. - I appreciate that. I mean, one thing I'd add a bit of color to that, which was quite interesting. So you get to Seattle, it's myself and Kendall from my team. He's worked super closely with the Expedia team. I don't know, I mean, maybe I was missing some context, but we're working with Alistair from your team, Daniel. And Alistair, he's a super smart guy, but like very nonchalant, like kind of brings us into the lobby, gives us a tour. And he's like, oh yeah, we're gonna go into the meeting right now, but I thought it was gonna be like a few, you know, a few folks sat around like drinking a coffee or something, and just like, too, occasionally, we go walking around this corner and I walk into this room. He did no word of warning, no, like, just Alistair, and I'm just following Alistair around the corner into this room. And I kid you not, there's about 25 people. It looked like one of those, you know, like a president's briefing or something. It was like this giant, horseshoe-shaped table arrangement with about 25 people all sat waiting for us to walk into the room. So it was a bit of a shock to the system that day, but yeah, it was about eight or nine hours in that room going through the details, yeah. - Well, I know from my homework on you, James, you don't have a lot of hobbies, you love business, you love work. This is all fitting together. - Hi, everybody. I'm Andrea Sullivan, the CEO of Vive, and we have produced the CMO podcast with Jim Stangle for many years. And I'm sitting in his seat right now. It's so exciting. I wanted to tell you a little bit about one of our programs that's called Vive by Vayner. It's a 12 month program that's designed for C-sweaters and founders. And we want to help people to grow their businesses but also to grow themselves. And so we bring in people from Shark Tank to talk to our founders, but we also focus on wellness. We want to make sure that people are leaning into becoming their best selves, their best and happiest selves. So if you are someone that wants to learn how to grow your business and grow yourself, check us out at Vive.co. That's vivi.co. We'd love to talk to you. - So listen, we're already kind of going here, but I think as context for the discussion about how you two are working together in this little case study of profound and expedient, we need to have more context on your company, James, and you're sort of already going there. It was founded in August 2024, not that long ago. But could you take us back to then? What was the insight? What was the problem you're trying to solve? Why the name you chose is profound. Walk us through the garden of the history of your company a bit to give us context for what we're going to talk about in the work you're doing with Expedia. - Yeah, for sure. It's interesting. I think, I mean, particularly over the last six months, I've actually had a few people say to me in reference to the, you know, the inception of profound, like, you know, wasn't it? It was a very obvious idea. People will enter a conversation saying, you know, it's a very obvious idea. But back in the beginning of 2024, it was so non-obvious. No one was, it was a very, very peculiar paradigm because it was myself and my co-founder Dylan, who he was a software engineer at Uber, working on geospatial products, so lots of map building and building that the rider app experience. And we were exploring lots of ideas. I was very interested in search, generally speaking. Somewhat on the consumer side, I was interested just in information retrieval and what I think really perplexity was pioneering in information retrieval was becoming more and more interesting. And really, our business was kind of thinking of a second order effect where once you start to, and if you've read books like The Search, or, you know, Into The Plex, or, you know, even Chaos Monkeys to an extent, and you've studied the origins of search, or the origins of Google, which is kind of synonymous with search. The thing you begin to understand is that search or search engines, i.e. Google Search, is the biggest outcome really in the history of capitalism. Yeah. And that outcome is predicated on this idea of we will give you links and you will click them, and then we will pepper in some paid links and you might click those as well. And now we have this platform shift, you know, with the birth of ChatGPT in Generative AI, which counter positions entirely against that idea where you no longer have to click anything. You can just talk to the internet and it talks back to you. So in that new world, what happens to the click, like it undermines the entire business model of blue link search, which really is the biggest outcome in the history of capitalism. So once you start to realize that, it was this like, I mean, it sounds a bit dramatic, but dare I say, sublime kind of, it was almost overwhelming at the time to realize, it was like, wait, surely not, this can't be, do you know that movie, The Big Shirt? Sure. Do you know that feeling they capture so well, when they're like rubbing their eyes, they're like, surely not, this can't be real. Why is no one else talking about this? That was the feeling as we were, 'cause it would, you know, You know how obvious this is now, this space, as you said, there's a new AEO tool that pops up every week and YC is backed like 10 in the space and it's a very highly spoken about extremely obvious category now. Imagine it being that obvious just to one person at the beginning when no one else was talking about it. So it's this big short moment in the very early days and you really had to resist the urge to just, you had to resist the urge to second guess yourself. Because it just felt like we had to be relatively surely not because this is the biggest outcome in the history of capitalism, surely not. And no, why is anyone talking about this? But we just went all in and our idea is that in a world where you can talk to the internet and it talks back to you or when AI answers your question, the only thing that will matter to marketers is how it, how AI talks about your brand, how AI talks about your product, the services and AI has to get that information from somewhere. It doesn't rely on the pretra, it can't rely on the pretraining. So it has to pull from the open web information on the open web now, how you distribute content, ideas, information to bots on the internet that are crawling on behalf of AI systems like chat GPT or Gemini or Groc or Meta becomes the most important priority in the history of marketing. So yeah, that was kind of a meandering, I don't know, glimpse into maybe how we were thinking back at the time. So there's that provocative thought insight rubbing your eyes just can. But then what did you do I mean, you had to say, well, no one's talking about this, we should. This is a master problem for every brand, right? So what role can we play in helping brands solve the plot? How'd you make the next leap? I mean, then we went to war. It felt like it was almost like you spent some time in that, you know, that with everything prior to this point in the story had been like more, you know, you exploring the blue ocean thinking, the what could, what if. But once we crossed a certain threshold of conviction and the idea, it's like an entirely different mindset. You essentially put on your helmet, you grab your rifle and you go into the trenches and yeah, you just take it's left foot right for left foot right foot and it's just quick reps. It's okay, let's go. Let's go and speak to some of the marketers that I know Johnny Benwood at Golem, got introduced to him before we had anything we had a PDF and he was super supportive and there's all these kind of miracles, these mini miraculous moments along the journey, like as you had hoped and expect like, you know, we met Johnny Benwood at Golem who didn't know us particularly well. I just got introduced to him through someone else that I worked with. But instantly he was like, that's a great idea. That's a great idea. We'll give you a $15,000 L.O.I. Which to us at the time when it was just a PDF was like that was a crazy opportunity. We were like, wow, there's someone that brings paid 15 grand immediately. And then it's okay, well, Johnny, what do you want? And he's like, well, I wanted to look like this and I wanted to do that. And you just rep and rep and rep and rep and my co-founder, luckily for me, I think Dylan is one of the best product engineers on the planet. He's very talented at what our type of business is. He's not, you know, he is not a scientist working a deep mind on neural nets, but he is incredibly good at building product and he likes building products. Things products fun. So once we started repping, it was, you know, then we found Charles our founding engineer who again in a miracle moment, he had written a dissertation essentially on this exact topic and then gone to Omnicom, which is where he was working at Omnicom and his board out of his brain there. One of the biggest holding companies in the world in communications, just for our audience. Yeah. I would say Omnicom is not known as a hub for the best engineers in the world, but it's not like hiring someone from deep mind where it's kind of figured out and obvious. But Charles our founding engineer was at a funeral of a mutual friend with one of our mutual friends. And they were like, they were talking about our business and he was like, so I'm literally thinking about that right now. So then three days later, he jumped on a plane from Chicago and came down to New York and the rest is history. That's all these mini miracles on the journey. Yeah. So good. So Daniel, I'm going to bring you in in a minute, but I want you to James just for a moment to reflect on the last 18 months in your life. I mean, this has got to be the most important thing you've ever worked on. Maybe that you will ever work on. Yes. Tell us a little bit about what these 18 months have been like for you as a human being and individual, a person a guy who loves business. Yeah, I mean, I definitely identify as a disciple of business. I find it interesting. I might fiance always laughs that if I'm relaxing on a Sunday afternoon, we work pretty hard here. I mean, in office six days a week and then Sundays even when I'm at home, I quite often, you know, my phone or doing stuff anyway. But my relaxation would be watching a podcast like yours, Jim, or maybe reading a great book on, I don't know, I'm trying to think like what some of the aforementioned you're listening to the acquired series on Google. So I'm a disciple of business. And yeah, I think this is the most fun I've ever had. I don't want it to stop. And I work. It's like the universe has given us this gift and the only way to reciprocate and pay it back is just to give it everything you've got. So yeah, I think yeah, and you're right. I don't think I'm going to get another opportunity like this. I want to work on this until I die. So Daniel, react to all that. But James just said, what's buzzing around in your mind as he goes through that? I think you call it a gift. I think it's a humble way to put it to your point very early on. James, it was obvious to you. And for, I think that's the benefit of being around a community that's forward looking where non-obvious things become obvious. But there are very few people who actually act on that. So I don't know what path you took to arrive on that conviction. But once you got into conviction, you said, now it's war, right? And very few people are able to execute on that level of conviction because you literally bet your life on it when you had nothing and your first win was a 15k L.O.I. And like, let's be honest, 15k L.O.I. is not even a real contract. It's not a recognizable AR metric. The document, right? But the fact that you're able to put left foot right foot forward and just progress is fantastic. And yeah, I'm, and it goes back to the side story of like how responsive James, he's a co-founder, right? Of this large org, but he's still yet extremely responsive because he's working. He cares about customers. He's looking to see what where can we go next. And I think there's tons of products in the pipeline, James. I'm sure that you have that reflect a lot of the needs of the customers. So I'm again, very, very happy to have met a founder who's like in this pioneer of this category and glad that we get to partner. Well, Daniel, your last 18 to 24 months has been also interesting, right? You did a book, you launched a book, the Super Upside Factor. You joined Expedia in 2025, head of organic and agentic search. So talk a bit about your life the last 18 to 24 months. How's it been? Yeah, it's a, it's been a little bit of a whirlwind and a lot of learning experiences, I would say. So I started my company in mid-late 2021. And it was a, it was a company that wanted to allow financial services and access to as many people as possible, starting with freelancers and creators. And we were on a great trajectory and working on it for quite some time. But three or four years into the journey, I had one gotten very tired and two, there were many macro shocks into the business where it came, we came to a decision that it is not in the best interest of us, the investors or the customers to continue this company. And we still had, it was a really hard decision because we still had, you know, over $2 million left in the bank. It was, we're at the biggest platform shift we've seen forever. I think everybody agrees that this is probably one of the best times ever to do a startup. So walking away that from that was quite hard. But we didn't think the motivations of not wanting to look like a failure or continuing just because we can was actually a very good decision for anyone involved in the party. So we made the decision to shut it down, returned the capital, and I took some time off. And as that was happening, my book was released, which was really, really tough because on the face of it, I had to show, hey, I'm doing really well, it's successful. The book actually talks about applying venture-math to careers. So the crux of the book is there's a trillion dollar industry that's paid to be wrong. So venture capitalists lose money about half the deals they make and they miss the mark 90% of the time. But if in the few times that they win, it's a 5,000X return. I've seen, as we've seen with, you know, Mossas, Investments, Ben Ali Baba or Indexes Investment in Figma. I think Figma was a 6,000X return or something like this. You can still win dramatically, even if you're wrong with the time and how do you sort of apply that into your career and you know, got to talk about this in the stages of Tetic Stanford. But internally, as you can imagine, was I had just killed my baby of a startup and going through that. And I said, maybe I need to take a break from entrepreneurship for a little bit, but oddly enough, joint expedia as an entrepreneur in residence and also got into like a future of search a little bit more. Where is search evolving? So AEO is a big topic even when I got there and not formally involved. But I was thinking, all right, like where's this thing going? What about the ads? What about the agent of commerce? What about all of these things? And I thought deeply about what I call probable future states. So rather than what will happen, what are the ranges of futures that would happen? And how would we get this speed or anybody else position ourselves to these probable future states so that we're in an advantage? So as I was thinking through that, an opportunity came up where they said, hey, well, we really like your work. We think this is interesting. Can you go and actually run this piano? So I think it's been what three and a half months now since I've been running this. So everything is very, very new. I'm getting tons of help. I'm learning a ton from again, practitioners and operators at this frontier like James and like others who are building. Now let's get into what you are working on together. what your companies are working on together. So I would love this as much as you can be transparent about it and open to be a bit of a case study on James what your company does to help brands. And Daniel and what your company does to work with a team like Profound to understand what's going on in our ecosystem, especially around things like AI and AEO or answer engine optimization and leverage it to build your brands and grow your share and make earnings and have a great future for your company. So I think we should start with what are you doing? What's the scope of your relationship right now? What's the scope of the work you're doing? I'll kick off and set a little bit of the context of what visibility means and where we're going and where we're working together and where we want to, where I'll speak for myself or I want to continue to work together. When it comes to AEO visibility, it's important for everybody to understand again where you are and what metrics you're going after. It's actually a surprisingly hard thing to crack and I'll talk about at least three major complications. The first is, again, to set context, no ground truth, you have to synthetically prompts to get a proxy of what consumers are seeing on their screen and then try to get in front of them. So on the visibility front, there's a couple of hard problems you have to solve. The first is getting to the right set of prompts. How do you know that this thing is actually reflective of what consumers are searching? So how do you do that? The second is actually choosing a vendor and understanding their methodology. So Profound is one of them. There's like 15, 20 plus companies that are doing this with different methodologies. An example of this is even in the prompting stage, some companies prompt using a headless browser, others use an API and some have some memory enabled. These small methodologies actually creates a large variance in the actual outcome that we see on the outside. So how do we resolve that? And what is the best methodology that best reflects what happens in the real world? And then the last thing you have to think about is once you get this raw output-- and by the way, this is another technical hard thing you have to do-- but once you get that raw output, you then need to derive a visibility metrics. When people say visibility, what does that even mean? Is that a rate? Is that a share of voice? What does that mean? And when you say visibility, it's your brands, right? That's correct. And how is this actually correlated with AI traffic? So they know that yes, brand exposure is important. All of these is important. But for a consumer brand like ours, getting that revenue and getting that transaction and making sure it correlates is important, otherwise you're optimizing with the wrong variable. So there are like three really hard problems to solve. And I think internally we've done a great job of this with the help of our partners. And where we're working together very, very actively is the synthetic prompting and the vendor methodology. I think profound has done a good job of understanding the trade-offs and coming up with the methodologies and also giving guidance on how to think about even the prompting and scraping with the information. I'll give you one very concrete example. When prompting some vendors choose to prompt via the API, and there's a lot of business benefits to that. It's cheaper, it's scalable, it often breaks less. You probably need less stuff to scrape the data. But I don't think it's as reflective of what consumers actually go through. So despite the fact that it's more expensive, that there's a lot more operational overhead, profound has chosen to take this methodology for that accuracy. So these are like the snippets of examples of why working with a partner like profound is helpful. For a non-technical person, what is the exact business problem that you are trying to solve? And you say it's visibility of your brands, but take that a step further. OK, so basically you want to maximize in a new platform shift to maybe relate to James's view. Google used to show a bunch of links and route people to different pieces of information. AI Surch engines ingest information and then share the most relevant. How do you show up as a part of that and whether it's in brand mentions or links? So you want to know how much where you are showing up and you're not showing up, and then constantly optimize your stuff to be able to go do that. And I can spend a little bit further of how AEO is a simple but a hard path to success. Essentially, you want to get into one of four inputs. The first input is the training data. And that alone isn't enough, but you do want to be included in somehow. The second is a retrieval process. So when a user types into queries, it looks at the model, but sometimes it gets snippets of information from the web and then surfaces it. The third is outside your direct control, but you want customers to actively query your brand into their queries. And then you show up in your context window. And the last thing is as these things compound, where their users mention your brand in their query or the output contains your brand, this gets consolidated into your user memory and will be referred to. And if you can maximize that, you get a compounding effect of your brand increasing. So you want to be included in one of those four inputs. The way you do that is through two things. The first is technical enhancement. So is our content even discoverable is like a big one? And then the second is worthiness. Is your content worthy of showing to our end customer? So when you look at those two things, there's a ton that you could do everything from file types like mark downs to make sure that bots are able to access your stuff. And it turns out different bots react differently to different file types, right? Or do you even recognize what bots are crawling on your website, all this technical stuff? And then the content is of course, is it relevant, is it trustworthy, is it actually useful? To the end user. So it's simple in a sense that there's four inputs, and you have two levers to get there. But getting there is actually pretty hard. And visibility of course helps you understand where you're missing, what is working, and what isn't working, right? When you're searching to optimize these two levers. James, I want you to talk a bit about how you're helping with those business problems. But I love the quote that, as I was looking at video of you, James before we started, and this relates to what Daniel just said, we're not building content anymore for human beings, right? We're building content for user agents on behalf of consumers of human beings. That's such a profound shift. And Daniel, I think everything you talked about was about that shift. And at the end of the day, you have to have things that are built for the bots, but that people really need and want. And that must be very, very tricky to manage. So James, could you talk a bit about your company in terms of how you're helping Daniel solve that very enormous opportunity/problem? - Yeah, I think the point you make is a good one. In that it's just true that you are creating, you know, I said marketing to machines. Really, that's the idea, right? Because if I ask chat, you be to your question about where's a good place to go on vacation for my honeymoon in the Bahamas. You know, where does chat, you be to go to answer that question? Does it use the pre-training that Daniel mentioned or does it trigger a web crawl? Because it hates it. You know, I said, give me the latest hotels or find me something very specific, but the pre-training doesn't feel, you know, they classify, would say, the pre-training probably can't answer this. So then, okay, well, does it? It's going to run a bunch of web searches and it will surface likely some expedient results. But then how does that content get pulled through? Because the content, a lot of the content was designed for humans. Now, I won't over share out of turn, Daniel, just in case I'm making you nervous on the other side of the screen. I won't share any secrets. You guys have a lot of sophistication around what you do. But I mean, I think one thing that is kind of obvious about Xpedia is they just have huge volume. Daniel, can you speak to any of the volume that you have in terms of web? Because that was one of the most fascinating things that I discovered through our partnership is just the sheer volume of content these guys have is just hard to wrap your head around sometimes. Exactly. And picking a partner that's able to work with that scale was hard. We're talking hundreds of millions of assets, right? So try optimizing that. And for Ganger, you'll talk to this, but you're going to need a machine to be able to do this. Yeah. So it's enormous quantities of content. And I think for what it's worth, there's two ways to interpret that. You could just interpret it as the Xpedia is N of 1 and content is their business. So you'd expect them to have hundreds of millions of pieces of content. I also think there's-- and it sounds like a sycophantcy-- but I think there's an argument just to say that they are a very sophisticated team and that they are pioneering the future of content marketing. And actually most businesses will catch up, maybe not to that same order of magnitude. But I think businesses are going to create a lot more content. Put it that way. And you need great technology to understand how that content is performing at scale in these new AI surfaces. So if we ask 100,000 or a million questions about vacations in the Bahamas, how does Xpedia get pulled through both as a brand and as it's mentioned? But also does it get cited? Is it going to-- you know, are the models using Xpedia.com or Jim's vacation blog.com to answer these questions? And that varies from platform to platform. So really giving the team visibility into not just how they show up, but also the why. Why do you show up here? Why don't you show up here? And then a place that I think we-- I mean, candidly without-- I don't think this is super confidential or anything. But I think a place that we're excited to lean in more with the Xpedia team is on sentiment as well, which is kind of like a new vector that sentiment didn't really exist in the world of traditional search because as we've spoken about Google search was just surfacing links. There's no sentiment attributed to a link. But think about it like this. If I ask chat GPT, what are the best marketing podcasts in the world? We'll say something about it. the CMO podcast, but it will give an opinion as well. You say Jim always gives hot takes about XYZ, but sometimes it misses the mark on this and this. So you're getting an opinion for free. And that opinion varies and evolves over time. When you're running hundreds of thousands of prompts, so every day you start to see the drift of that sentiment starts to change over time, and then you can attribute why that sentiment is changing. So it's a new surface area. I think really what this comes down to over time, though, which is going to be, when I was watching, I was actually watching a fantastic podcast with Winston, who's the founder of Harvey AI, completely different category of business to ours, but he was with Brian Halligan, who's the founder of HubSpot as a new podcast and Winston was on that pod. And he had this amazing quote where he said, you have to re-earn your right to play in the category every six months. That's like the new world of building software. And so the next six months for us are going to see a huge focus on profound winning content orchestration as well, because what we see is that, you know, as Daniel mentioned, all right, cool, you want to update 200,000 pages. But now because of generative AI, we can, and we can do it thoughtfully. We doesn't have to just be, I think, the headwind here or the controversy is that, oh, that means AI slop. I don't think that's true. Slop is a function of context. If you have, if you give models tons of context that the output's amazing, slop is a consequence of, if I just said to chat to PT right now, create 10,000 blog posts for Expedia.com, it would happily do it, but it would suck. But if I give it tons of context and raw data and interesting inputs and unique insights, it does a very good job, or at least it can get it 90% of the way. So yeah, I think profound will become this workbench, the different teams at Expedia use to orchestrate and automate production of quality content. It will start off as quite low lift kind of, you know, the simple content, it's not necessarily going to be aimed at humans, but yeah, that's where we see things going. Daniel, what's James's team helping you do that you could not do yourselves? I think there's a central point of we oversimplify it by saying, hey, synthetic prompting. I think just get us the data here as the queries. And from a buyer's perspective, it seems like a simple ask, if you try to build it yourself, I'm sure it's technically very, very challenging to do, especially QA, making sure all the data pulls through, making everything, and making sure everything's accurate. And to James's point, also do then start doing pattern recognition, right? Of every search engine actually rewards different things, whether it's AI mode or Gemini or Chattapetit cloud, they value different things. Sentiment on it is going to be different. All of these things are something that is, I think, probably very distracting to a company that is doing something else, in our case, meeting travelers where they are. We don't want to spend all of our time doing this. This is something we need to help diagnose the problem and start optimizing our content and our technicalities. And this is where it's profound as helping. And to James's point, I think, as we go forward and we integrate further, it would be great to sort of, how do we think about content production and QA? Of course, we have our own engines, but I think there are different areas where we can play together. I think there's a heuristic to that as well. And it is a heuristic, but I think you could also just take the simple point that we've got close to 50 engineers, folks working in engineering product design data now, working full time on this. And by full time, I mean, mostly six days a week, long days, long nights, and have been working on this for a year and a half day in day out, day in day out. And the product that we give to Expedia is the output of all that work. Do you think we'll ever get to a point where there will be a way for us to assess how we show up as a brand in the AI search world? You know, you talk about sentiment, we're starting to understand that. But if I'm one of Expedia's brands, if I'm Coca-Cola, you know, if I'm Toyota, I want to show up right and I want to have an idea to am I behind a head, where do you think that's going to go? Yeah, I mean, we essentially, that's what we do today, honestly. We work with the biggest brands in the world to help them understand how they show up on an eVal based approach, but also we have like, you know, a very sophisticated suite of CDN integrations. So we can actually plug in as well to, you know, if it's Akamai or Cloudflare or AWS, wherever the site is hosted, and then we're able to even see when ChatGPT is visiting that page to cite the content. So we can actually give you that that's first party data, but most marketers aren't using that data because it's, you know, it sits with IT or, you know, web services, but we expose those user agent visits to marketers. And essentially, that's the new click. When a user agent visits, you know, the cmopodcast.com, that's the replacement for a human being because it's crawling on my behalf. So yeah, I mean, essentially, long, long way to say, like, I genuinely believe we can give you a good, at least a good direction of understanding that today. And I 100% agree with that. And I think what we're doing is, it sounds a little cringe, but it is world class in terms of the industry standard, but it will talk about some of the limitations there, but things like, hey, understanding user agent's strength, like who even visited you? And then working through, again, the attributions and the, what the data actually means. So a simple example might be like, hey, out of all of the results, like, where did you rank in results? Is in, when they say, hey, top three destinations, were we, you know, on the second one or the third one, all of these things? And you can start fine tuning to your point, Jim, like, where do you show up in? What does that mean? But I think what we have is, you know, extremely helpful for setting a direction of how we're doing and where we're going. Of course, I think there are some industry problems to be solved. I think, James and I just talked about this from time to time, and Prof. Farnart has a great solution for it, building towards this. But like, user memory is going to be a problem, right? So as we think about how the construct works, which is, we are prompting search engines as if users were doing them, looking at the output, and then using that as a proxy. But as more and more users use AI search engines, their memory and personalization will come into effect and impact what the end outcome will look like. So if you think about the rag process, receive augmentation and generative, you know, more and more, the personalization, the context window and memory is going to impact it. So how, as this scales over time, what is the accuracy of this proxy? And I think that's an industry problem to be solved. And James, I think you're already working a few solutions, right? Yeah, we have persona-based prompting, so we can build personas, so we could build a persona of people between the ages of 30 to 35 who are based in Dallas with an interest in horseback riding and Mexican food. We can then send prompts through that persona. And I think, you know, I definitely, I'm always the first to kind of like nod my hat to Daniel's point. It's not sure fire. It's not perfect. But it starts to, you definitely see, once you append that persona to a thousand prompts and you send the prompt through that persona, you see a difference in the results. So it's definitely true that you can start to see that difference. We're living through the biggest change in the internet since we've known it, right? And you talked about that, James, about a half hour ago and Daniel, you've been talking about this. What's your council, both of you? Because you're deeply into this. You're doing super fascinating work. We have a lot of CMOs in our audience who are scratching their head right now saying, "Ah, am I doing enough? What should I be doing? Am I preparing myself? What are we doing that's needed to win in this new world?" So what's your council to someone who's watching or listening who feels an urgency to get going? What should they do tomorrow? I'll zoom in a couple of things. I'll be two points. The first is we talked a lot about AEO today and it's certainly really, really important and for most companies, it's going to be the vast majority of your AI traffic. But I think thinking of AEO in silo with the rest of a genetic search is a mistake. So AI ads is coming. Agenetic commerce is already here. The Google launch their UCP, the Universal Commerce Protocol. Open AI ads are ACP. These are all words, but the idea of finding product market fit in each of these surfaces and platforms is going to be extraordinarily important for every consumer brand that's out there. I think if you can't get AEO, like good luck getting everything else, but you have to think of it as a portfolio and the search end ends will also think of them as a portfolio of where to send the users on a query basis as they compete with other search engines to retain user attention. So I think that's point number one. Point number two is a little bit more theoretical and zooming out a little bit more. Every major tech company I think is playing AI bingo. And what I mean by that is they're not solving for a single future. They're solving for many futures. And I talked about these probable future states. For example, Meta acquired Manis late last year. Right now, Manis is a general purpose agent that allows webrails to compete tasks on behalf of people. Open AI launched Atlas to compete with Comet. All of these things are not isolated products, but I think a coverage play. So I'll give you like a very quick mental model to think about it. Imagine on one axis, you've got the human interaction point where humans interact with agents and then another axis you've got agent rails, how agents communicate with one another. So right now on the human side, there's a lot of assumption that the primary interface is apps like ChatGitbt and Cloud and Proplexity. But it's possible that it happens at the browser level. It's possible that happens at the OS level, like your phone and your computer and your hardware level. And then on how agents communicate, there's MCPs, which seems to be the primary driver today. But there's UCPs and ACPs and also a host of payment regulation problems that need to be solved for agent to comments to scale. So if you think of this and you see what tech companies are doing, they are precisely paying some version of Bingo. And I think at any tech company or any CMO, you should yes, weigh in on what's happening today. But what will happen? It will be the dominant form of where consumers interact with AI in the future and make sure that you're positioned at an advantage for whatever future that is. So that's my two cents. James. Yeah, my counsel to any CMO right now would be to go and find whoever is running your SEO, give them a pay rise and give them a pay rise. And realize that what was formally considered the kind of black sheep of the marketing stack could well now become the most important priority across the entire business. There's an ongoing debate around SEO versus AEOG. All I'm saying is those folks that have been used to building content for algorithms are very well positioned to thinking about this new problem space of building content that's designed to be consumed by bots. And I think they are best positioned with this kind of, they have all the two sets of kind of a technical know-how, technical ability combined with it does still involve some creativity. So I think that SEO function could become mega sexy, is basically my view. And if you have a good SEO team in place, both internal and agency, I would lean in. Maybe to match Daniel's double point, the second thing, it's not a kind of one and done big red button. This is a function of marketing. How you show up on these new surfaces is not-- you don't solve it. It's an ongoing endeavor. And you need to give-- if you empower that team, you need to give them the space and the encouragement and the necessary resources to be able to build that strategy. We work with incredible marketing teams, but it's folks like Daniel or the team at Ramp, who are just super empowered, and they are able to chip and iterate and learn with lots of agencies. So yeah, that'd be my two cents. Before we jump into the creator brief, let's talk about advertising for a minute. What do you think is going to be the biggest change and how we create place ads in this world of creating content for machines on behalf of people? I mean, that seems to me to be a very significant change. What's your counsel on that? My personal take is that generative ads will be the biggest unlock in marketing history. If you think about the progression of advertising, beginning with newspapers going to radio, television, social, it's essentially being a-- I mean, search on the curve of intent, being able to measure intent, being able to understand what the user wants. You essentially, back in newspaper, the days of newspapers, you can find-- so just, OK, well, they bought the financial times. They're probably working finance. That was the best stab in the dark. Google search gave us a bit more. Social gave us interesting new signals, because you could see what videos and comments, et cetera. It was a generative chat, multi-turn conversational interface. You understand such rich context and intent. Advertising is going to be so wonderful. And LLMs are perfectly-- well, they're perfectly suited to be able to synthesize a perfectly tweaked tailored advertising moment exactly to that part of the conversation when Jim was asking about the Bahamas and just mention that, oh, yeah, you're part of the loves paddleboarding. What if you booked this spot around the corner while you were there? Personalization in a way we could not imagine three years ago. I'll share my speculation on the AI ad space a little bit. I'm a little bit torn, because there's a lot of problems to be solved precisely because of what James mentioned. I think it's the curse of context. The amount of noise in conversations to find out what the true intent is going to be extraordinary challenging. And then the bar for recommendations would be really high because you expect to be so personalized. So that's going to be a really hard problem for these companies to think about solving. How do you take a slob of text over the last three to five minutes of just text with disjointed ideas and get to the intent such that the correct ad is placed. I think there's going to be a balance in terms of how these search engines also think about placing ads compared to organic compared to actually having an agent complete a task through a gen to commerce. And it's going to be an interesting one because they're all fighting for the users. And right now, it's going to be an interesting one for these new players to actually take dominance. I'll take one other example of this is we know that AI search engines stole queries from Google. A lot of the queries are informational in nature, not commercial in an intent. And it's because they can't service commercial. So it will take time for these AI search engines to catch up. But once they do, it'll be an interesting to battle to see how the ads play out. What a lot of startups are doing right now is there are now third party ad-- AI ads sort of services that are being launched. And there are publishers in AI search and chat beyond the majors like Claude and Chatchee PT that are actually sizable in their user base. It'll be interesting to see how this ecosystem develops instead of like having a couple of big players competing-- maybe there will be this fat long tail that are competing alongside them. So it's an interesting one. From a marketer's perspective, I think it'll be great to have it diversified sort of set of paid ads platforms certainly. And then if there's obviously this long tail, even better for being specific on non-consumers. So a very optimistic you both are about the future of advertising. Yes. They're probably biased. OK. OK, listen, let's flip into a very quick creative brief. You guys are both too amazing, young man. And what's I think as interesting as Daniel, you are super educated, right? Degrees McGill, Oxford, others, international pilot. James, you have no formal education. So I'd like you to both speak to that. Why was that the right choice for you? I mean, who's doing better? I think James is crushing it. I remember SPC when it saw-- this is SPC that incubates, accelerates that spoke through. They start you off in a cohort. So you're in a big group. I remember I walked in one day, one of them was, oh, yeah, you're the uneducated one. I was like, damn. It's a brutal way to put it. Yeah. But this was a good choice for you, James. Why? I started my first business when I was 18 and just never looked back. So there was always-- I mean, not now, but I think when I was 18, the idea was that I would start a business. And then I was going to go back and do university. And then that didn't happen. Then I started a second business after that. It would be disingenuous for me to sort of make it sound like a Macaverian strategy that was in place. I think I love learning quite often. Especially for all the stick that gets, I think, the US education system is actually pretty cool. I think Stanford is, I think, a very exciting place, same probably for Harvard, Oxford, I think, in the UK, where Daniel was. And yeah, sometimes I fantasize about what it would have been like to have had a formal education, but I didn't-- and here I am at war with my helmet on my band. And that's that. Daniel, how about yourself? Quite an interesting academic and successful academic record while I was just right for you. I think to similar to James, I don't think there's this grand plan, but I think it had to do with my survival strategy. So I grew up in a low-income immigrant family in the middle of Newark and Canada. So opportunities were hard to get by. And if I didn't make it, the downside was pretty catastrophic. So what are some ways to hedge my risk and elevate my base case every time I go somewhere? So when I trained to be a pilot, I couldn't go ahead for a number of reasons. And then I pivoted to college. So college set a baseline of, I could probably get a minimum wage job, hopefully. And then Oxford did the same thing. And my career throughout whether it's soft bank or so on my own company sort of did that same thing. I think what I'm coming to realize is, I've elevated my base to a level that I'm comfortable. And in the same way that maybe James fantasized about the counterfactuals of what it would have been like, I think starting early and doing what pulls you gives you a higher chance of finding and arriving your life's work. Like what do you want to dedicate? James, you said, you're going to work on this for the rest of your life. That's life's work. And I think that's incredible that you found it. And it's something that I will be looking forward to and continuing to iterate and see. I've built this base for myself. What can I go do with it and bet my life on it? You know this question, Scummy, if you listen to our show, what's the first brand you remember making impact on you as a young boy? James, start with you. I was big into soccer off the pool. We would call that correctly. No. [LAUGHTER] I agree with that. There's some controversy right now. I think with his son Brooklyn going around on my films, I've shown me last night on social media. But David Beckham, Adidas, football boots, just like-- How to have them? Yeah. The only commentary I'd add is that I can just remember being so visceral. It was needed to own that pair of football boots. Yeah. Nothing else mattered in my world at the time. And I think it's interesting when I think we-- I should say who we work with and who we don't. But we may or may not work with the aforementioned brand in some way at this point in time. And it definitely leaves a lasting impact. Yeah, sure does. I'm older than you guys by a lot, but I'm not. But I remember when Adidas first came into the U.S., basketball shoes, and it was that, and they were tripled the price of what I was wearing, but I had to have them. And I really did feel like I could jump higher, move faster, perform better with them on. I'm sure you did. I'm sure you don't. That's not- I'm sure you don't. That's not- You're 90% of it, right? Yeah. They're growing up. They can in the middle of the farm, in the middle of nowhere, like getting X to this stuff hard, but then when I first came across like an iPhone, and I said, "Wow, that's pretty incredible, Ellen, what it can do." It took some time before I got my first set of Apple stuff. Now, everything's Apple in my desktop here, but I like that there are technologies in software specific to Apple that enables you. Like I do pop music, right songwriting is my hobby, and there's specific software that just- just better on the Mac and sound and plugins that are just better. So it's had a thing for me since I was a kid, and I'm finally able to use some Apple products. I'm very happy. Ask you a question, what AI model are you using most right now? I'm using ChatGPT Pro. I'm using Gemini. I want to start using Claude. I think Anthropics and Amazing Organization, so I wanted to lean in, but I haven't done it yet. But I mean, for my needs, which are more research oriented, I mean, I was being honored at a big thing in New York and April, and I just said, "What should I wear?" I had the most amazing response. I mean, options, they talked about my personality, the place I'm going, what it's like, and I asked it the other day what I could learn from acquired to be a better show. Amazing response. So a thought partner and a challenger, and I would say standard elevator, in addition to the normal stuff, but yeah, it's a different- I can't search and get that. So no, it's a game change, but I think I've a person who go to expand and try some other models and just keep exploring. What do you recommend for what I do? Why do you use chat GBT and Gemini? Gemini, I'm at Google Shop, right? We do everything on Google, so it's just obviously easy. And chat GPT, I guess, was the first that came across and I just signed up right away. Yeah, it's been life-changing. I mean, I was a chat GPT pill to the max. I was an ID doctor, and I think, and entrepreneur, you kind of root for the underdog, like David and Goliath. I hate to say it, but more and more frequent members of Lake have been using Gemini because response is a really good. So that's kind of- No, they are good, and it's easy. It's a build-in to everything I do, right? Yeah. So not for grab still? Yeah, no, for sure. So okay, guys, I think we have to end with this question. What should, I think, kind of answered it, but I want you to put a punctuation mark on it. So, what are those senior marketing leaders do after they stop watching and listen to the show? That's it. www.triperafound.com. I think you'll get a few of those. I think they should, you know, I think they should pay attention to the category. I think you should understand that this is a very big platform shift. This isn't a new- this isn't search with a new UI. You are building marketing for machines. This is the newest platform shift in the history of marketing, and you should think about it and, you know, consider it an invest according to me as my opinion. Yeah. Daniel, anything bad to that? Just from a practical point of view. As a CMO, this is one portfolio of many. You're probably juggling, paid, loyalty, like everything on the stack. Realistically, keep open at radar, but I get someone on your team, empower someone on your team to go deep on this stuff and coordinate for you and bring the results back. You will not be coordinating with all of the page channels and the marketing channels and the corp dev and everybody internally within your company to go and execute, whether you will deproduct internally or work with a vendor. You will not have the bandwidth. Go empower your team to go do that and just let them run. Hey, man. Love it. Guys, thank you. Did you enjoy this? I loved it. Yeah, it was great. Let me add one thing to Daniel said. I was watching the college football finals this week, Indiana against Miami. Apple, I think, released for the first time in ad about students and why they're right for students of all kinds. It is a gorgeous, beautiful thought-provoking ad. So if you haven't seen it, it's a long one. It was like 60 or 90 seconds. Lovely, absolutely lovely. You're all particular. James, thanks for thinking of being with the podcast. Jim, thanks for hosting me. This was great. Really appreciate you having us on, Jim. It's true to you. I'm not saying this to be polite. True to you and honor and a privilege to be on with you. Thank you. That was my conversation with James and Daniel. Listen, I normally do three takeaways. You're a business brand. They're like, "When this one, but this discussion was so interesting. I think there is really just one takeaway for you, our viewers and listeners." And that is learn about this profound shift in the internet and the implications on marketing. I think James said it well. Go to the people who run search for you and get to know how you're going to show up in this new world of AI and creating content for machines on behalf of people. So go learn about it. Talk about it with your team. Elevate this on your priorities. This is really, really powerful. The implications for your brand and this industry are really deep. That's it for this week's episode of the CMO podcast. As always, I would be grateful if you shared our show with your friends. Along with subscribing and leaving a review on Apple Podcasts Spotify or wherever you listen, the CMO podcast is a vibe, original production. The views and opinions expressed by podcast speakers and guests are solely their own and do not reflect the opinions of our sponsors or its personnel nor do our sponsors advocate or endorse any individuals or entities featured on the episodes.