Benoit Vatere's Case for Keeping Liquid Death Dangerous at Scale

Summary

Podcast Summary – Marketing Vanguard

Episode: “Benoit Vatere's Case for Keeping Liquid Death Dangerous at Scale”

Host: Jenny Rooney (Adweek)
Guest: Benoit Vatere, Chief Media Officer, Liquid Death
Date: April 16, 2026

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Episode Overview

This episode spotlights Benoit Vatere, Chief Media Officer at Liquid Death, recorded live from Brandweek in Atlanta. The conversation dives into Vatere’s unique career path to Liquid Death, the company’s unconventional marketing strategy, the dynamics of maintaining Liquid Death’s mystique at scale, and the hands-on realities of driving media, retail growth, and creative decisions for one of the most talked-about beverage brands. Listeners get inside details on Super Bowl strategy, media investments, and how Liquid Death plans to keep its edge—and danger—even as it enters new categories.

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Key Discussion Points & Insights

1. Why Brandweek and Liquid Death’s Industry Presence

[01:30-02:21]

• Vatere underscores the value of Brandweek for connecting with peers facing similar challenges.
• Liquid Death attends to assert its role as an industry vanguard, sharing its approach to activation and change.

“As a brand, it’s obviously a main stage. So be present and be able to tell the industry what we do, how we do it, how we look at things, how we're trying to maybe change things. It's always great.” — Benoit Vatere [01:57]

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2. Benoit’s Non-Traditional Journey to Chief Media Officer

[02:43-04:36]

• Vatere brings an entrepreneurial, engineering background, having built multiple startups—especially in ad tech.
• Developed tech bridging social creator awareness to retail, bringing him into CPG circles and leading to Liquid Death.
• Early involvement with founder Mike Cessario, even before Liquid Death’s water was in a can.

“I got in front of Mike the day…pretty much when the water was not in the can yet. He was thinking about it…He had built his Facebook page and he was pitching around and I got in front of him when he was pitching.” — Benoit Vatere [03:54]

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3. The Media Mandate: Building the Funnel—and Avoiding DTC

[05:19-06:45]

• Vatere focuses on scaling “household penetration” by building a retail and media funnel—no direct-to-consumer (DTC).
• Shipping beverages isn’t profitable DTC; the focus is retail.
• Uses tech to optimize for trial, acquisition, and retention, especially among light buyers.

“We don’t have a D2C business. It’s all in retail. So how do I get people to either go to a Walmart.com, an Amazon.com…or to walk into a store and buy and trial and how do we scale from there?” — Benoit Vatere [05:40]

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4. Title Matters: Why Chief Media Officer?

[06:45-07:47]

• Vatere explains his separation from creative/commerce; his specialty is maximizing media investment for growth.
• “Media” encompasses retail media, audience reach, and measurable growth impact.

“I’m definitely not creative. I’m all about growth. Could I be chief growth? Maybe. But…managing media dollars. That’s why Chief Media Officer is probably the best title for this.” — Benoit Vatere [07:29]

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5. The Power & Future of Retail Media

[07:47-09:38]

• Vatere is bullish on retail media, rejecting the idea that it's obsolete or lacking in incrementality.
• Sees retailers morphing into media companies (e.g., Walmart acquiring Vizio, Amazon as possible largest media company).
• Collaboration and forward-thinking relationships with retailer media teams are critical.

“Retail media is mid and lower funnel…they are the best at it because they have the audience, they have the data and they have the conversion point.” — Benoit Vatere [08:11]

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6. Finding New Audiences—Beyond Gen Z & Social

[09:38-11:33]

• Major investment is shifting to upper funnel (TV, live sports, podcasts, radio) to capture new demographics (e.g., “the mom in the Midwest”).
• Social media organic performance strong, but skepticism about paid social due to lack of frequency controls.

“From a media standpoint, Upper Funnel is mental availability. It's driven by frequency and the fact that social media doesn't let you control frequency is just mind blowing…So, because of that, they won't see my dollars.” — Benoit Vatere [10:54]

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7. Super Bowl, Olympics, and the Next Act

[11:33-15:31]

• Liquid Death returns to the Super Bowl (first quarter) with another humor-centered ad—details under wraps due to NFL constraints.
• The plan: surround the ad with repeated messaging and CTV retargeting to maximize household penetration and trial, especially as they launch into the energy drink category.
• Olympic buys (Peacock/NBC) are in play, seeking creative ways to turn media obligations into brand wins.
• Hispanic and convenience shopper opportunities eyed for World Cup, especially for energy launch.

“People have to remember you. But with all the restriction of the NFL and the Super Bowl stage…it's an exercise for sure.” — Benoit Vatere [12:12]

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8. Inside the Liquid Death C-Suite

[15:31-17:57]

• CEO Mike Cessario is deeply hands-on with creative and understands media, easing alignment with marketing.
• C-suite is tight-knit, blending startup speed with “big company” analytical rigour (thanks to recent strategic hires like former 7-Eleven Ventures exec Maritha).
• The company’s size straddles startup and major brand, demanding fast moves and flexibility.

“We are big, but we’re small. I always say we’re the biggest of the smallest and the smallest of the biggest.” — Benoit Vatere [16:47]

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9. Keeping Liquid Death “Dangerous” at Scale

[18:16-19:33]

• Preserving mystique is a creative, strategic imperative. They purposefully reject ideas simply because they are expected.
• Humor and unpredictability are non-negotiable, “strong filters” ensure the brand doesn’t succumb to industry conventions.
• The founder’s creative DNA as “the CMO” is central—protects brand boldness versus “dollars, dollars, dollars” mindset and mission drift.

“It's also, if you expect us to do it, then we should probably not do it. There's a lot of very strong filter in place…that I think keep us who we are.” — Benoit Vatere [18:36]

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Notable Quotes & Memorable Moments

• On CMO/CEO creative unity:
  “The CEO being the CMO…now you have someone that doesn’t think creative, doesn’t think brand and things. Dollars, dollars, dollars. And you may lose track of the brand. And I think that's why it's so strong, so fascinating.” — Benoit Vatere [19:18]

• On Super Bowl strategy:
  “We pick our lane. And our lane is humor. And it’s entertaining…To be funny, sometimes you have to push some of the limits…Here we have to be funny…but with all the restriction of the NFL and the Super Bowl stage.” — Benoit Vatere [11:50]

• On the Liquid Death philosophy:
  “If you expect us to do it, then we should probably not do it.” — Benoit Vatere [18:36]

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Timestamps for Key Segments

| Time | Segment Description | |-------------|------------------------------------------| | 01:30-02:21 | Significance of Brandweek, Liquid Death presence | | 02:43-04:36 | Vatere’s career path and joining Liquid Death | | 05:19-06:45 | Focus on retail, tech, scaling the funnel | | 06:45-07:47 | Media, titles, and Vatere’s role definition | | 07:47-09:38 | The value and future of retail media | | 09:38-11:33 | Media investment shift, audience strategy | | 11:33-15:31 | Super Bowl return, entering Energy, Olympics, World Cup | | 15:31-17:57 | Liquid Death’s C-suite dynamics | | 18:16-19:33 | Preserving mystique, creative “danger” at scale |

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Conclusion

This lively, detailed episode provides a rare, inside look at how Liquid Death combines tech, media strategy, and creative discipline to build a category-defying brand. It’s a masterclass in maintaining mystique while scaling, all built on a foundation of purposefully unpredictable, humor-driven marketing—and a C-suite that refuses to play safe even as the stakes grow larger.

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Transcript

[LinkedIn Advertiser]

Flowing ad budget on metrics that look great till the CFO sees them. That's bullspend and marketers are calling it out. In dashboard confessions.

[Marketer]

I remember telling my boss, it'll be

[Jenny Rooney]

good for the brand.

[Marketer]

When leads were slow. Yeah, it. It wasn't.

[LinkedIn Advertiser]

Cut the bull. Spend LinkedIn lets you target by company, job title and more. Advertise on LinkedIn. Spend $250 on your first campaign and get a $250 credit. Go to LinkedIn.com campaign terms and conditions apply.

[Benoit Veter]

From a creative standpoint, I think it's the creative team never settling down for we are going to have to do that because the external factors tells us that we have to do that. If you expect us to do it, then we should probably not do it. There's a lot of very strong filter in place from a creative standpoint, from a strategic standpoint that I think keep us who we are.

[Jenny Rooney]

Hi, everyone, and welcome to the Marketing Vanguard Podcast. I'm Jenny Rooney with adweek and I'm thrilled today to be joined live from Atlanta with Benoit Veter. He's the chief Media Officer at Liquid Death. Benoit, welcome.

[Benoit Veter]

Thank you for having me.

[Jenny Rooney]

So this is a special edition of our regularly scheduled Marketing Vanguard podcast that I do basically weekly, but we're thrilled to be doing this live from Atlanta, as I said, and in person. And so I'm just going to kick it off. Benoit, let's talk about Brand Week. Let's start there. Why are you here and why was it important for you and your brand to be present here?

[Benoit Veter]

For me, it's first being surrounded by a lot of people that are thinking about the same things that I do. So it's great to run with people that are day to day facing the same challenges, working with the brand and activating those brands and trying to drive people to conversion. All of this. And just this morning alone, I had a great conversation with someone at Kilanova and it was great. Like, same problematic, same challenges. How do you approach it? So meeting people that are in the same field is always great. And I must say that's not the case. I have every conference, conference out there, you get that level of people that you run into. So for me, that was that. But as a brand, as liquid death, it's obviously a main stage. So be present and be able to tell the industry what we do, how we do it, how we look at things, how we're trying to maybe change things. It's always great. And this is probably the best stage to do that.

[Jenny Rooney]

So I'm Going to ask you all those questions, what do you do? How do you do it? What are you trying to change? Because I mean, truly you are one of those brands that people are just going to say it's, it's slippery. Right? It's like people can't get their arms around it as much as they want to, to understand how you do what you do. Before we get into that, tell everybody a little bit about your personal journey, what you've done previously in your career and what led you to this place.

[Benoit Veter]

Yeah, I have a purely a non traditional journey that led me to what I'm doing here. I'm an entrepreneur with an engineering background. Built a ton throughout the years. Born and raised in France, did my first startup in France, sold it, moved to the US been in LA for the last 25 and been building since then. And mostly in the ad space. So I built a lot of ad tech product. The last one that I built was really solving a problem that I had which was bridging awareness from creator social, creator standpoint and retail and to be able to understand if it's performing or not. So I built a full platform on that that got me in front of a lot of CPG brands, a lot of food and beverage brands, which also got me in front of Max Isayo, the CEO and founder of Liquid Death. And we became really good friends. And I, from becoming friend, becoming a friend advisor to becoming an official advisor to like, hey, dude, it's getting really big. You need to, you need to come in or I need to hire someone. I was like, well, I'm going to figure it out, how to get someone to run what I'm running right now and I'm going to jump in because I think there's something really meaningful to do there. And so that's all led me to

[Jenny Rooney]

that job years ago.

[Benoit Veter]

Was that a couple of years ago?

[Jenny Rooney]

Okay.

[Benoit Veter]

So basically I got in front of Mike the day like pretty much when the water was not in the can yet. He was thinking about it. He had built his Facebook page and he was pitching around and I got in front of him when he was pitching.

[Jenny Rooney]

So you didn't think it was weird, water in a can?

[Benoit Veter]

Oh, of course I did. But also he's such a, I would say a creative genius, a brand genius that I was like, if someone can pull it off, let's pull him. And the way he was looking at it and the signal that he was getting by what he had posted on Facebook and was starting to get viral, I was like, all right, I Think there's something there. So yes, it's really crazy what you're thinking to do, but I think it's going to be solid if you pull it off. And I think the odds that you can pull it off are pretty high.

[Jenny Rooney]

And I would say they've pulled it off.

[Benoit Veter]

Yeah. I mean all credit to him. He pulled it off and I'm here to support, to bring everything that he creates because he's still behind all those creatives with obviously an internal team that does that. But I'm trying to now take all that creative juice and get it in front of as many new people as we get.

[Jenny Rooney]

Okay, so let's talk about that because that's obviously where you're spending all of your time. I do think it's interesting that you're entrepreneur who engineering background, I mean and you were building the things, you were building the mechanisms to enable the mechanisms. Yeah. For lack of a better word, now you're inside. Now you can actually really help this company and super smart on both of your parts to recognize what would be possible for you to be an asset within the company. Talk about where you're spending your time right now.

[Benoit Veter]

Yeah, I mean as of like right now, right now I'm planning 2026. So this is a lot of work happening. What are we going to do next year? Where is really where do we need to move the needle? Where do we need to deploy our dollars? What are we trying to achieve? But more for my job as a chief media officer, it's really like how do I. And we talk all about that and people don't like that word, but I love it. Which is the funnel is how do I, I build that funnel. How do I really take that crazy happens at Liquid Death Entertainment piece to really build strong up our funnel. But then how do we move that into retail? We don't have a D2C business. It's all in retail. So how do I get people to either go to a walmart.com and Amazon.com a cor.com or to walk into a store and buy and trial and how do we scale from there? So for me it's all hassle penetration, it's all how many new people come to the brand, but it's also making sure we don't churn them. So how many people can we get to buy a second time or third time? I'm not going after the heavy buyers, I'm going after those light buyers. How can I get more of them? So that's really what takes all my Time. And that takes media strategy and media planning. But that takes also a lot of tech. And that's probably where I think I have an edge because I understand that tech and that tech is moving really fast. But in order to do that you need to have a really solid tech stack to accomplish that.

[Jenny Rooney]

So why do you not have a DTC business?

[Benoit Veter]

Shipping beverage is pretty expensive. We can make it at scale in a profitable manner. There's no way.

[Jenny Rooney]

So chief Media Officer, you know, and honestly chief marketing officers, we talk a lot about the title, you know, get hung up on that. But why not chief Commerce officer? Why not chief technology? Like talk about the semantics behind, I

[Benoit Veter]

mean for us media because non creative, I don't touch a creative. I'm deeply involved in those discussion but I'm not a decision maker. I'm not calling the shots and I don't want to like I trust those guys that they do some of the best work out there. But media could be poly growth, could be online commerce, but there is also commerce for us still for product from CPG it's 70% plus in store. So there is a need from a retail person that drives that. And it's also through distribution. There's a lot of distribution work that happens. So I'm not all commerce. I'm definitely not creative. I'm all about the growth. So could I be chief growth? Maybe. But it's all about managing media dollars. It's all about dollars that I gained to work. And that's why chief Media officer is probably the best title for this.

[Jenny Rooney]

So retail media networks are probably.

[Benoit Veter]

It's under me. Yeah, that's, that's my world.

[Jenny Rooney]

And they're so they're your best friends. I mean you're spending a lot of

[Benoit Veter]

time with 100%, a ton of time. And I think it's good talk.

[Jenny Rooney]

Tell us a little bit about what, what works and how it's working.

[Benoit Veter]

Well, I've been pretty vocal out there about what I think about retail media because I think a lot of folks are talking about retail media as obsolete or at all or something you have to pay but doesn't bring any incrementality. And I completely disagree with that. And, and I think retail media is mid and lower funnel. That they may want to be upper funnel and that I will disagree with it. But mid and lower funnel, they are the best at it because they have the audience, they have the data and they have the conversion point. So you need to be able to work with them. And I will say most of those retailers are Listening and they want to work. Or maybe I'm coming with a different mindset about I want to build with you guys. I know what it takes to build what we need to build, so let's do that. And I can call off things that they say, oh no, we cannot do that. Yes you can. You may not want to, but I can tell you that yes you can and this is how you should do it. So actually I built a very strong relationship with all the key retailers out there and the media team. And I think also why it's really good is because those retailers I was talking about this morning, those retailers are becoming media company. Yeah, I mean just look at Amazon. It is if not pretty soon the biggest media company in the world. Walmart just bought Vizio. Vizio is the operating system of a very large chunk of the TVs. When you own the operating system you are going to own a lot of inventory and they have amazing data. So all those retail media, our tech platform, all media companies and all retailers, that is just the best of every world that come together. So if we work with them we can really achieve some really strong results. You just have to want to work with them.

[Jenny Rooney]

So talk a little bit about that against the backdrop of other media strategy. You know, where else are you spending your time? Where are you making investment and why?

[Benoit Veter]

Well for us a ton right now and next year on Upper funnel tv, big screen and radio and podcasts and audio. So for us we are looking again as I talk about household penetration where all those new folks that don't know us yet and they are probably not in the younger Gen Z concert goer audience that we over index on already.

[Jenny Rooney]

No more the opposite problem that a lot of brands.

[Benoit Veter]

Yeah, exactly. I mean maybe the mom living in the Midwest that is on our car driving to Walmart, that's person that probably doesn't know us yet needs to know us because she's may not be the consumer but she's the shopper. And so that is a big audience that I care about. So this is, this is why I need to spend where they are. And this is not always social media. And I have a bigger problem with social media and maybe also unique because I'm very lucky that we have a lot of organic on social so I don't have to spend on social. But also I really, really don't like our social let you buy media. For me like from a media standpoint, Upper Funnel is mental availability. It's driven by frequency and the fact that social media doesn't Let you control frequency is just mind blowing. And I just don't get it. It's like, it's ridiculous. And so because of that, they won't see my dollars. So that's why I'm spending a lot on those. And I must say, the TV impact, life sport impact, obviously the super bowl impact, those things are massive. Like, this is something that I don't think, obviously not everybody can afford it, but when you can afford it, God damn it, this is strong.

[Jenny Rooney]

So you're going back in?

[Benoit Veter]

Oh, 100%. Yeah, we're going back to the super bowl next year.

[Jenny Rooney]

Okay. And what can we expect to see?

[Benoit Veter]

Well, I cannot share too much first because we're not locked in on the creative standpoint. But I can tell you one thing, it's going to be really, really funny because that's what we do, right? We pick our lane. And our lane is humor. And it's entertaining. And so it's also interesting because to be funny, sometimes you have to push some of the limits. And here you're playing with the NFL and the NFL is very careful about what you do and what you say. So it is really challenging us about what we do. It's making a lot more challenging than putting a piece of on social media where you have very little limits. Here we have to be funny. People have to remember you. But with all the restriction of the NFL and the super bowl stage, so it's an exercise for sure.

[LinkedIn Advertiser]

Are your ad campaigns lighting up the dashboard but not the pipeline? That's bullspin and marketers are calling it out in dashboard confessions.

[Marketer]

My boss asked for results, so I opened my dashboard for the only positive sounding metric I had. Impressions.

[LinkedIn Advertiser]

Cut the bull spend. See revenue, not just reach. LinkedIn delivers the highest return on ad spend of major ad NETWORKS. Advertise on LinkedIn. Spend $250 on your first campaign and get a $250 credit. Go to LinkedIn.com campaign terms and conditions apply.

[Jenny Rooney]

Where'd you buy? Are you. Can you tell me where in the game you'll be showing up?

[Benoit Veter]

Oh, yeah. First off, first quarter.

[Jenny Rooney]

Okay. Are you going to thread that to, you know, any other social activations? Are you going to do anything on your site? You know, how are you going to kind of surround for.

[Benoit Veter]

Yeah, 100%? We have to, right? And, and for us at this point is there's going to be a lot of interest, but I need to double down on that interest. So I need to remind them of what they saw during the game. So for few months after that, weeks and months after that we're going to have to get again with that messaging and probably that ad unit as well to get to repeat on that ad unit over and over and over and then be able to work especially with NBC through CTV to be able to retarget those folks, be able to bring that exposed audience on site with the retailers. So there's going to be a lot there to drive trials. Right. At the end of the day I need to get those people to try the product. We are launching a new category as well for us next year. We're going in energy. So we're going from water and tea into energy. So this is also for us a way to. I need to get people to try energy and understand that now we are in energy, which maybe very interesting because for a long time people have thought we were energy. They either thought we were a beer or energy. We never, they never thought we were water.

[Jenny Rooney]

Yeah.

[Benoit Veter]

So actually this is probably really good for us.

[Jenny Rooney]

Absolutely. So they thought. Yeah. You spent a lot of time getting them to think aren't an alcoholic beverage. Yeah, you know, we're not an energy beverage. But by now you're going to.

[Benoit Veter]

We know we are. Yeah.

[Jenny Rooney]

Flip it around.

[Benoit Veter]

Yeah.

[Jenny Rooney]

So will that take center stage in the super bowl or no?

[Benoit Veter]

Should be. Yeah. Cool.

[Jenny Rooney]

We're excited.

[Benoit Veter]

Yes.

[Jenny Rooney]

Obviously. I mean World cup and other events. How are you?

[Benoit Veter]

Well, yeah, I mean for better or worse, I had to think about the Olympics because it's NBC and as you all know, when you buy media they will ask you nicely or less nicely if you don't want to, to spend on the Olympics. So I had to spend in the Olympics but I'm turning that into something very positive. So I'm going to go heavy on Peacock and I think Peacock is one of the probably best experience on streaming, especially when it comes to the Olympics. So I think we're going to be able to do something really good there. So yes, the Olympics we are not yet the large CPG that can afford to spend millions and millions across networks or pretty, you know, next year focused on NBC only. So that means that the World cup is not on the table. I mean it is with the Univision on the Spanish speaking side which actually I'm looking at because it's a very important and interesting community to get in especially for the energy category. That's a pretty heavy energy. Convenience store shopper. So I'm thinking about the World cup for that Hispanic community for sure.

[Jenny Rooney]

Very, very cool. So you've got, you've got so much on Your plate. You're working obviously internally with the brand team, with the creative team. How is it working? You know, you mentioned Mike. Are there any sort of dynamics of working in this company from like a C suite environment? You know, I talk to CMOs all the time about how are you working with your CEO, how are you working with your cfo, how are you working with everybody? Give us an inside peek at the dynamics, internal dynamics of the C suite at Liquid Death. What's similar, what's different? What's something that people might be very surprised to hear?

[Benoit Veter]

I mean, first and foremost, we have a CEO that I think that's pretty unique. So he's very creative driven and that makes I think our job a lot easier because he understands marketing. So we don't have to convince the rest of the C suite that what we're doing is important. That's the first dynamic that is very unique. So Mike is in all creative meetings once a week working all those ideas. He understands media very well, which makes my job also a lot easier because he knows and he understands what I do. And also that helps me now when I have to explain to other folks in the C suite, let's take example the CFO where he has to understand why those dollars. Well, it's a lot easier now when I come in with the CEO to explain why we are spending those dollars. Now our CFO is also understanding those dynamics very well. So I think I'm very lucky in that reason. But I think the C suite at Liquid Death, what you will see is you have people that have a ton of startup experience, which is key because we are big, but we're small. I always say we're the biggest of the smallest and the smallest of the biggest. And so you have to have that understanding of moving really fast, not being able to always have to be perfect. Like you have to be able to move and make a decision pretty quickly. And now I think we're bringing also folks that have that understanding of bigger companies that are bringing still to a startup mindset. So now we can bring all the good of a bigger company like going deep into data insights, like understanding that we're launching in the energy category. I don't think we've ever done before that much. Deep dive into the category and understand the category. And so we know we have an amazing chief strategy officer coming from 7Eleven. She was the head of 7Eleven Venture, Maritha, and she's bringing all that knowledge and bringing to us all that category insights that now helps marketing and everybody else by the way make the right decisions. So it is a very small C suite, very close. That works well together.

[Jenny Rooney]

Marissa, Bertha. Oh, okay.

[Benoit Veter]

Yeah, there are Several. Marissa at 7:11. It's one of three. That's. That's her. And she was running 71 Ventures. Yeah.

[Jenny Rooney]

Fantastic. Last quick question, then. I want to open it up to see if there's any questions here. But there is still, you know, you are that unique, beyond unique company of the mystique around liquid death is just like extraordinary.

[Benoit Veter]

Right.

[Jenny Rooney]

So you know your challenge and we talked a lot about the fact that you have the reverse challenges of what a lot of brands have. But, you know, so where some brands are still striving to build mystique, you can't lose it.

[Benoit Veter]

No, we can't.

[Jenny Rooney]

How do you think about that challenge?

[Benoit Veter]

Well, from a creative standpoint, I think it's the creative team never settling down for. We are going to have to do that because the external factors tells us that we have to do that. I've seen so many times, people, Mike himself like, yes, this is a big partner that wants to do with that, with us, something, but it is not who we are. We are not going to do it right. And it's also always driven by humor. And we won't change that. It's not easy, but we'll never change that. It's also, if you expect us to do it, then we should probably not do it. So there's a. There's a lot of very strong filter in place from a creative standpoint, from a strategic standpoint that I think keep us where we are. And again, that comes back to the CEO being the cmo. Right. I don't think if this, if Mike wasn't the cmo, it will probably be a little bit more challenging because now you have someone that doesn't think creative, doesn't think brand and things. Dollars, dollars, dollars. And you may lose track of the brand. And I think that's why it's so strong, so fascinating.

[Jenny Rooney]

We have a lot to look forward to in 26. There's no surprise that this is what's front and center on your mind right now. Benoit, thank you so much for joining me and I look forward to continuing the conversation. And we'll do this another time for sure.

[Benoit Veter]

100%. Love those discussion. This is great.

[Podcast Host/Announcer]

Thank you for listening to Marketing Vanguard, part of the Adweek Podcast Network and Acast Creator Network. You and subscribe to all of Adweek's podcasts by visiting Adweek.com podcasts. Stay updated on all things Adweek Podcast Network by following us on Twitter Dweek Podcast. And if you have a question or suggestion for the show, send us an [e-mail] thanks for listening.

[LinkedIn Advertiser]

Are your ad campaigns lighting up the dashboard but not the pipeline? That's bullspend and marketers are calling it out in dashboard confessions.

[Marketer]

My boss asked for results, so I my dashboard for the only positive sounding metric I had.

[LinkedIn Advertiser]

Impressions Cut the bull spend. See revenue, not just reach. LinkedIn delivers the highest return on ad spend of major ad NETWORKS. Advertise on LinkedIn spend $250 on your first campaign and get a $250 credit. Go to LinkedIn. Com campaign terms and conditions apply.