The other side is the advertisers (brands). So their sales team goes directly after advertisers to get them to run native campaigns across all sites that embrace their technology. Their platform also act as a supply side platform (SSP), which allows publishers to auction their inventory in real time and serve the highest paying ad onto their site, maximizing the yield for the publishers.
The idea behind native advertising (versus display banners) is to provide a better user experience for site readers by adopting the characteristics of the rest of site, or in other words being more “native to the site”. That means if you go to a particular site looking to read articles in a specific topic, you will be shown ads on similar topics, with a headline and an image promoting sponsored articles (or videos)
When you actually click on the sponsored content ad, you read the article on the same site (whereas banners will send you to some other site). With their sponsored content you stay on your original site giving you a true full native experience.
We then move on to to talk about what it’s been like to be the CTO of Nativo and his teams there.
Going from SVP of Engineering to CTO hasn’t been much of a change, according to Oded. He’s now managing 40 people and working very closely with the VP of product and his team.
He’s still a technical guy so he’ll sometimes get involved in the coding. He might be even deploy some of the code himself, as they are moving more towards teams deploying their own code. In general, he doesn’t do a lot of coding but he is highly involved in a lot of the technical architecture decisions.
On this episode of CTO, Oded gives more details on other information they track and where ad tech is going today. Next we talk about how they are innovating in this space.
One of the interesting things he has learned is that when you come up with a good idea then you build it and bring it to market first. You get good adoption and at some point the market reacts and the followers come in (some big, some small). Then it becomes a competition.
If you stay in that situation you won’t continue to grow as a company, eventually you will just be one among many. The challenge is that what you brought to market first was your core as a company and it’s very hard to suddenly put effort into investing in a new path for your company. It’s like you have to have a mini-start up within your own company.
What he has learned is you have to make those decisions, otherwise the growth will disappear and your company will die out. This concept is an understanding at the core of Nativo’s CEO and the company itself, and it’s one of the things he likes most about working there.
He goes on to tell us how they’ve done this in the last year and a half, how they are building and scaling and how he ensures they aren’t missing the next big challenges and trends in the industry. You’ll hear those topics and more when you tune in to today’s edition of CTO Studio with Oded Cohen.