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Q&A with Ed Breault, Chief Marketing Officer at Aprimo

Q&A with Ed Breault, Chief Marketing Officer at Aprimo
Ed Breault, Chief Marketing Officer at Aprimo is a marketer with over 18 years of industry experience. At Aprimo, Ed is responsible for the global brand and growth which includes all Paid/Owned/Earned media, Brand Experience, Product Marketing, Industry Marketing, Influencer Marketing, Strategic Communications, Content Marketing, Analyst Relations, Alliance Marketing, Public Relations, Events, Demand Generation and Account-Based Marketing.

MEDIA 7: What’s your superpower?
ED BREAULT: I would say it’s applying the full spectrum of art and science that is required in marketing today. Not just left or right brained, but whole-brained strategy. Being human yet data-driven and really understanding numbers and (the right) metrics to make connections to business drivers. Add storytelling to that, so I can effectively communicate to my team, the CEO and CFO as well as my Board of Directors on those metrics, and connecting all that we are doing in marketing to the mission of the business. Then quickly shifting gears to the art and creative aspects of marketing that are required to engage an audience and tell great commercial stories that take complex concepts and craft them in a way that is interesting for people to pay attention to. I have to be the ultimate point of truth for the brand.

M7: At Aprimo, how have marketing leadership roles and responsibilities evolved over the past few years?
EB: There are so many dimensions needed by marketing leaders today. There are several elements driving this evolution, it’s the new experience battlefront that is emerging and also marketers themselves driving changes. From a market perspective, there is a clear appetite for disruption and consumers are wanting more experiential elements to their buying experience and interactions with brands. Take a few direct to consumer disruptions like trialing products in-home, purchasing directly from a brand or even wanting to ensure that the producer’s trade practices are in line with the buyer’s or even a regulator’s for that matter. Then we want to try before we buy, and we emotionally care about the supply chain of products. Do we TRUST this brand to do business with them? Behind all of this is a story that needs to be told, and it is those marketers who know their audience well and make connections that will win the commercial game.

Back to the marketer, there are so many diverse backgrounds that marketers bring now and I’m really intrigued by those who have unconventional backgrounds because they contribute something uniquely new to the field. I love hearing about the marketer’s journey.


"Content is a massive investment for brands and Aprimo Digital Asset Management acts as a true hub of an organization's content management and experience lifecycle."

M7: Could you tell us about Aprimo’s creative ideation tool ‘Idea Lab’? How does it help marketers to move through the creative process from ideation to distribution of higher quality content?
EB: Aprimo Idea Lab is a place for early-stage ideation and there just haven’t been pure systems for ideas mixed with strategic planning so we filled in that whitespace for the market. This includes ideas from a strategic and tactical standpoint that is a bit of “safe” place to brainstorm in a highly collaborative workplace. Output is a new experience building block, a full campaign concept or brief, allowing the marketer and experience leader to think backwards from a great customer or content experience and purposefully architect it. This is all before you make financial commitments or commercial agreements with agencies or suppliers, and it feeds directly into financial scenario planning, so you can build the financial lens to your new breakthrough idea. It’s literally brainstorming brought to life and then connected to marketing production activities. So, if marketing is a ten-step process, this is step zero, and steps one and two. I’m in it every day. For me, the majority of my ideas hit me when I least expect it, so I immediately put them in Idea Lab and it functions as a “backlog” for thought-starters, then my team can collaboratively go run with it.

M7: What are some of the ways you optimize AI for your client base, when it comes to content development?
EB: We actually have artificial intelligence powering not just the production of content but the content creation process itself. We have machines creating content today, and one of the very specific use cases on that is what’s called a learnable AI. So basically, we have an artificial intelligence that can learn the context of a brand’s business. And, what it can then do is learn over time and it would know things like the proper focal points within an image.

Let’s say for example, there are three focal points in a piece of content or an image. Let’s say there is a model and she is sipping a coffee, she’s on her phone and she’s wearing a scarf. If you are in the business of selling and marketing scarfs, it would know that’s the focal point. If you’re in the business of marketing and selling coffee, it would know that’s the focal point. So, then it can make recommendations of what the right type of images, the form factor of the image, and knowing what creative resources would potentially do with that, the machine does for you. Since it’s able to learn your business, and let’s say you’re in the business of shoes, it would know the difference between a high-top and a high-heel learning over time with great accuracy.

Some of our early tests were showing 98% recognition and accuracy once it’s learned. Truly powerful. Also from a productivity standpoint, there are just some things AI handles better than humans like monitoring patterns, observing and making educated predictions about the future of projects. AI picks up on overlooked habits of team members and frees up a new era of project management to focus more on the complex processes behind a management strategy. Oh yeah, and unlike humans, doesn’t lose focus, fatigue, go on vacation or lose productivity while entertaining themselves with funny cat memes at work.


"AI picks up on overlooked habits of team members and frees up a new era of project management to focus more on the complex processes behind a management strategy."

M7: Could you elaborate on Aprimo’s Digital Asset Management (DAM) solution that helps deliver personalized experiences at scale and as a service?
EB: Yes! Content is a massive investment for brands and Aprimo Digital Asset Management acts as a true hub of an organization's content management and experience lifecycle. As I discussed earlier with Idea Lab, you eventually need content to action those ideas to deliver great experiences. And then workflows, to move along to create the content whether that’s AR, VR or even text and other types of multimedia or images. Regardless of the content type, the digital asset management system can store that content and make it highly searchable, it can make sure that once the ingestion process happens, it conforms to the metadata and taxonomy standards across an enterprise.

They can capture things like licensing agreements on that content when that content needs to expire. It can trigger approvals or re-approvals if the content is bound by any certain dates of when you can use the content. And what we want to make sure is that content does not get wasted or is created and parked somewhere.

Content truly powers experience channels like an ecommerce platform, a website, a great experience through a mobile device, and the delivery and distribution of content for downstream channels whether that is your reseller network or the content needs to be taken from a web to a print stage of its lifecycle. Generally, it is about having full management of a piece of content whether that’s the full digital asset or the components that make up the digital asset. This also manages the individual units of content that make up the asset we like to call “experience building blocks”. It’s all about finding, reusing and remixing content, staying compliant and delivering the best personalized experience possible.


"Content truly powers experience channels like an ecommerce platform, a website, a great experience through a mobile device, and the delivery and distribution of content for downstream channels."

M7: How does the Digital Asset Management help in maximizing content ROI?
EB: Definitely, it has to do with number one, the findability of the content so that the content can be used and it’s not wasted and then the enrichment processes that are built-in add data to the digital asset. From there, you can see a piece of content and metrics like consumption of that content, where that content piece was used in terms of different campaigns, geographies, etc. If that content was localized, if that content was used to drive whatever the marketing outcome or experience outcome is, which could be conversions on digital properties or transactions on an ecommerce platform, and all that rich data then comes back to the asset, and you are able to see how well it performed. This data is then served up very beautifully in a dashboard connected to the business outcomes you were driving. There are so many questions now we can answer about our content if this strategic approach is taken.

M7: What marketing channels do you use and which ones do you see as the most promising given your target customers?
EB: I think the magic is using all the channels in a very well-coordinated way. My primary channel strategies involve a mix of inbound and outbound in a very targeted fashion hence content marketing is core to my strategy. Content drives the pull-through in Aprimo’s digital properties, all of our owned digital properties, this includes the web channel as well as when we syndicate content to third-parties. That’s really important for us to create great content that is helpful, useful and then drives traffic back to aprimo.com. That’s where our inbound strategy balances the outbound efforts in a very targeted way. I use predictive demand capabilities showing me where and who is in market, so then I can go out and reach them and find them in what we like to call the “dark funnel”. I like to think of this strategy as there is someone lost out there looking for solutions to their challenges and it is my job to go find them, meet them and help them along their path. From there email for us has completely been reimagined. We are using video and conversational marketing from an outbound standpoint to connect. We are “humanizing” communications as much as possible, over the phone for voice, broadcast, media buying within different properties like LinkedIn, you name it. I think it’s a drive to strike a balance to create the complete experience for my audience.

M7: As a child, what did you want to be when you grew up?
EB: As a child, I wanted to be an athlete. I was very much involved in sports so I looked at my heroes, those I aspired to be like were athletes at that time.

ABOUT APRIMO

Aprimo provides technology solutions for content, operations, and performance that enable enterprises to optimize their brand experiences and the resources they use to deliver them. Our platform gives enterprises the advantage by streamlining and governing all the behind-the-scenes activities – from ideation to distribution – involved in delivering exceptional brand experiences.

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"We are proud of our ongoing collaboration with Indigenous peoples and the critical role they are playing in the successful expansion of renewable energy in our province." GSI is one of four renewable energy subsidiaries of Libra Group, a privately owned, global business group that encompasses 20 businesses in six sectors, including renewable energy, maritime, aerospace and more. The Group's renewable energy portfolio encompasses approximately 3.5 gigawatts (GW) of projects owned, developed, or pending development in 10 countries, including solar, wind, battery storage, and waste-to energy projects. This is the second partnership with an indigenous community led by a Libra Group subsidiary. "Libra Group is proud of this novel partnership, which has come together through shared values and a commitment to driving economic growth and positive outcomes for communities," said Libra Group's CEO Manos Kouligkas. "Sustainability is core to our global business, and we look forward to continuing to leverage synergies across our six sectors in 60 countries with agility and impact." Last year, GSI acquired Saturn Power Inc.'s solar and battery development portfolios, including its team of seasoned developers and an approximate 1.4-gigawatt (GW) pipeline of early- to late-stage solar and energy storage projects. Today, GSI has a footprint across Canada and in 12 U.S. states. About Greenwood Sustainable Infrastructure Greenwood Sustainable Infrastructure (GSI) is one of the clean energy subsidiaries of Libra Group. GSI is a renewable energy company focused on the development, construction, and operation of distributed generation and utility-scale solar energy and battery storage projects in North America. As of January 2024, the company developed approximately 388 MW DC across 71 renewable energy projects, many of which are still owned or operated by GSI and have an additional project pipeline of 1.6 GW. GSI's seasoned team has a proven track record of investing in power assets and partnering with multiple top-tiered investors. For more information on Greenwood Sustainable Infrastructure (GSI), visit: http://www.greenwoodinfra.com/ About Ocean Man First Nation The Ocean Man First Nation is a Nakota, Cree, and Saulteaux Band Government in southeast Saskatchewan. OMFN is led by Chief Connie Big Eagle & Council and features a population of 565 members. Ocean Man First Nation created a renewable energy company in 2019 called Second Wind Power. The name Second Wind Power reflects Ocean Man First Nation's history of relocating, re-establishing and starting over as a new community since 1989. About Libra Group Libra Group is a privately owned, global business group encompassing 20 businesses predominately focused on aerospace, renewable energy, maritime, real estate, hospitality, and diversified investments. With assets and operations in nearly 60 countries, the Group applies the strength of its global network and capabilities to deliver cross-sector insights and growth at scale.

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Energy

ACE Green completes successful handover of emissions-free lead recycling facility to ACME

PR Newswire | January 16, 2024

ACE Green Recycling (ACE) has successfully delivered the first of three phases of its proprietary zero-emissions modular lead battery recycling technology to ACME Metal Enterprise's facility in Keelung City, Taiwan. As part of the agreement, ACE will provide equipment and proprietary chemicals to enable ACME to produce "GreenLead™" in a safe, sustainable and economical way. This marks the second successful deployment of ACE's pioneering lead battery recycling technology. ACME is Taiwan's leading lead recycler, with over 40 years of successful operation. Through its partnership with ACE, ACME will become one of the largest producers of emissions-free lead, with a capacity to recycle 20,000 metric tonnes per year of lead batteries to produce about 12,000 metric tonnes of environmentally friendly "GreenLead™", generating nearly USD 24 million in annual revenue for the Taiwanese company. Of the deal, Linus P. Lu, Managing Director of ACME, said: "We are excited and pleased to have successfully completed the installation of ACE's lead battery recycling technology at our facility. This marks an important milestone for ACME as we build our capacity to provide sustainable lead recycling capabilities – not just for our company but for the entire lead battery ecosystem as well." Lead batteries are a key element in the automotive and telecoms industries, while also playing a crucial role in the energy transition for renewable power storage. Traditionally, lead batteries are recycled via a smelting process which involves operating temperatures of over 1,000°C, producing significant greenhouse gas (GHG) emissions, plus toxic solid waste that must go to landfill. ACE's room temperature recycling technology replaces the smelting furnace, is electrically powered, has zero Scope 1 GHG emissions and reduces solid waste by over 85%. The process will greatly enhance ACME's profitability and minimize their operator and environmental risks. Phase I of the agreement for 2,400 metric tons per annum was successfully handed over to ACME in December 2023, with Phases II and III to increase annual capacity to around 20,000 metric tonnes, which will proceed later this year. During the 10-year contractual duration of 10 years, these facilities will enable the recycling of over 14 million scrap batteries. This will prevent the emission of nearly 120 million kilograms of CO2e, stop 18 million kilograms of solid waste from going into landfill and enable recycling of more than 14 million kilograms of plastics, while providing high-paying, sustainable green jobs for the community. This collaboration with ACME demonstrates ACE's deep commitment to the battery market. Sales of GreenLead™ from ACME's facility will reach the key markets of Taiwan and Japan, including leading battery OEMs across Asia. "It is our goal as a battery recycling technology platform to provide all players in the ecosystem a way to meet not just their commercial goals but their environmental ones as well," said ACE Green CEO Nishchay Chadha. "We develop our carbon-free recycling technologies to meet the industry's global aspirations to be responsible stakeholders in the mission of meeting net-zero targets." Lead batteries remain an essential component of global electrification. By successfully deploying its green solutions, ACE will continue to support and champion the lead industry and provide not just a profitable solution, but a sustainable one for all secondary lead producers. ACE is a market leader in both lead and lithium-ion battery recycling technologies and is partnering with companies worldwide to help them set up environmentally friendly battery recycling facilities. The company has a team of over 70 people and is dual headquartered in the US and Singapore. Forward-Looking Statements This document contains certain forward-looking statements regarding ACE's technological capabilities and future business aspirations. All statements are based upon current ACE expectations and involve a number of business and technical risks and uncertainties that could cause actual results to differ materially from anticipated results described, implied or projected in any forward-looking statement, including, without limitation, regulatory approvals, unexpected changes in technologies, uncertainties inherent in technological development, scaling and roll out, intellectual property protection, and sources and availability of third-party financing.

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