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Paid Media Analytics Director
New York, NY
$125,000 - $150,000
Are you a curious analytical leader who is excited by the challenge of building out a new paid media and programmatic analytics practice? It's not every day you get the chance to spearhead a paid media analytics arm of a hugely successful, integrated agency and grow a team from scratch. This is the opportunity to do just that!
An integrated media agency with a strong focus of digital channels from paid social to programmatic. They have 30 years of experience servicing top tier brands across Retail, CPG, sports and tech industries and are looking to truly advance their analytics capabilities.
As Paid Media Analytics Director, you will launch the analytics team for the New York office, developing the practice to offer advanced and innovative digital analytics services to their clients. You will be an expert in all thing's digital analytics, paid media and programmatic, offering sophisticated analytical methodologies to improve clients marketing campaigns and brand strategy. You will grow and nurture your very own team, spearheading a data-driven culture within the company!
In particular, you can expect to:
· Deliver ground-breaking digital insights that will have enormous impact on your client's businesses
· Organize data trends and look at ways to unlock new consumer data sources
· Build out your own team of analysts and paid media specialists
· Analyze data and deliver insight on site and media campaign performance
· Oversee analytics strategies across digital analytics tools (Google Analytics, Adobe Analytics) Paid Media, (PPC, Crimson Hexagon, Brandwatch, ComScore, MRI, Nielsen) as well as A/B testing and multivariate testing
· Leverage Audience Targeting tools (DMP's, Krux, Lotame, Adobe Audience Manager) as well as programmatic media tech (DSPs)
· Pitch directly to C level within your client
Your Skills and Experience
· Bachelor's Degree required
· Working experience in a digital analytics or web analytics leadership position
· Working experience in analyzing data from digital platforms (Google Analytics, Adobe Analytics, DMPs, attribution tools, DCM)
· Experience in leveraging Digital Research platforms (ComScore, MRI, Nielsen)
· Strong client management and strategy delivery skills
· Deep knowledge of cross-channel digital marketing campaigns
· Ability to pitch findings and ideas to stakeholders
· Working exposure to SQL, R or Python is preferred
SALARY AND BENEFITS
The successful candidate will secure a salary of $125,000 - $150,000 and benefits depending on experience
HOW TO APPLY
Please click 'Apply Now' above.
Google Analytics, Adobe Analytics, SQL, Python, Excel, MS Excel, Insight, insights, shopper, customer, analytics, technology, campaign, Tableau, CRM, database, acquisition, retention, marketing, digital, SEM, SEO, paid search, display, dashboard, Omniture, site catalyst, web analytics, CoreMetrics, webtrends, website, Google Tag Manager, Tag Manager, Dynamic Tag Manager, HTML, CSS, Java Script, Flash, JQuery
US$70000 - US$80000 per year
Los Angeles, California
Own the mobile app analytics for tech company working to connect their users to live advisers.
US$110000 - US$130000 per year
Ever considered yourself as a technical, yet strategic data evangelist who would love to be the go-to data expert of a national media brand?
US$85000 - US$100000 per year
Are you an experienced Digital Web Analyst looking to join the world's largest Media Publisher specializing in AD Tech, Gaming, and Lifestyle?!
US$90000 - US$100000 per year
I'm currently looking for an Digital Analytics Manager to join one of the worlds biggest Media Publishers!
US$90000 - US$100000 per year
Providing data-driven insights to inform the broader content strategy across on site, video, social media and distributed platforms. For a Global Media Company
With over 10 years experience working solely in the Data & Analytics sector our consultants are able to offer detailed insights into the industry.
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Dream teams from sports to business are an ideal everyone aspires to live up to. But what is it every basketball or football dynasty has which makes them a dream team? What is it that brings individuals together to overcome odds, set examples, find solutions, and create the next best thing? Good management. The need for good management is no different in the Data Science world. Yet according to our latest Salary Guide, poor management is one of the top five reasons Data professionals leave companies. So, let’s take a look at what poor management is, what causes it, and how businesses can better retain Data talent. What’s Your Data Science Strategy? Most businesses know they need a Data team. They may also assume that a Data Scientist who performed well can lead a Data team. But that isn’t necessarily the case. Managers have to know things like P&L statements, how to build a business case, make market assessments, and how to deal with people. And that’s just for a start. The leader of a Data team has a number of other factors to consider as well such as Data Governance, MDM, compliance, legal issues around the use of algorithms, and the list goes on. At the same time, they also need to be managing their team with trust, authenticity, and candor. The list of responsibilities can be daunting and if someone is given too much too soon and without support, it can be a recipe for disaster. Other businesses might believe that a top performing Data Scientist would make a good manager. Yet these are two different fields. Or you might look at it this way. If you are willing to upskill a top performing Data professional and train them in managerial skills, giving them the education and support they need, that is one solution. Another solution is to create a Data Science strategy which brings in people with business backgrounds. Data Science is a diverse field and people come from a number of backgrounds not just Computer Science or Biostatistics, for example. Now that you’ve seen what might cause a manager to fail, let’s take a look at a few tips to help you succeed. Seven Tips for Managing a Data Team Managing a team is about being able to hire, retain, and develop great talent. But if the manager has no management training, well, that’s how things tend to fall apart. Here a few tips to consider to help ensure you and your team work together to become the dream team of your organization: Build trust by caring about your team. Help define their role within the organization. Ensure projects are exciting and that they’re not being asked to do project with vague guidelines or unrealistic timeframes.Be open and candid. Remember, Data Scientists are trained in how to gather, collect, and analyze information. If anyone can see right through a façade, it will be these Data professionals. Have those “tough” conversations throughout every stage of the hiring, onboarding, and day-to-day, so that no one is caught unaware.Offer consistent feedback. And ask for it for yourself as well from your team.Ensure your team understands the business goals behind their projects. Let them in on the bigger picture. Think long-term recruitment for a permanent role, not short-term. If you have an urgent project, consider contracting it out. Prioritize diversity to include academic discipline and professional experience. Does the way this person view the world expand the knowledge of your team’s knowledge? Dream teams don’t always have to agree. Sometimes, the best solutions are found when there are other opinions. Finding the perfect, “Full Stack” Data Scientist or Data Engineer or Analyst is not impossible, and retaining them can be even easier. If you’ve done your job well, your team will trust you, have a balanced skillset, and understand how their work supports the organization and its goals. For more information on how to be a great manager, check out this article from HBR. Ready for the next step? Check out our current vacancies or contact one of our recruitment consultants to learn more. For our West Coast Team, call (415) 614 - 4999 or send an email to email@example.com. For our Mid-West and East Coast Teams, call (212) 796 - 6070 or send an email to firstname.lastname@example.org.
11. July 2019
From the first genome sequencing in the second revolution to Life Science Analytics as a growing field in the fourth industrial revolution, change has been both welcomed and fraught with fear. Everyone worries about robots, Artificial Intelligence, and in some cases even professionals who have stayed current by keeping up-to-date with trends. And it’s beginning to affect not only “office politics” within the tech space, but even interviewer and interviewee relationships. We’ve seen a growing trend of apprehension between Computational Biologists and Machine Learning Engineers. What could be the cause? Aren’t they each working toward a common goal? It seems the answer isn’t quite so cut and dry as we’d like it to be. Here are some thoughts on what could be driving this animosity. But first, a bit of background. So, What’s the Difference? Computational Biology and Machine Learning are two sides of the same coin; one sets the framework and the other applies what’s been learned. Both use statistical and computational methods to construct models from existing databases to create new Data. However, it is within the framework of biomedical problems as computational problems, that there seems to be a bit of a breakdown. It’s one thing to have all the information and all the Data, but its quite another to know how the Data might interact or affect the health and medications of people seeking help. This is the job of those in Life Science Analytics. Determine through Data what needs to be done, quickly, and efficiently, but at the same time, ensure the human element is still active. A few examples of Computational Biology include concentrations, sequences, images and are used in such areas as Algorithmics, Robotics, and Machine Learning. The job of Machine Learning can help to classify spam emails, recognize human speech, and more. Here’s a good place to start if you’d like to take a deeper dive into the differences between the two or read this article about mindsets and misconceptions. Office Politics in the Tech Space Circling back to the concern between Computational Biologists and Data Scientists with a focus on Machine Learning. The latest around the water cooler within the tech space is that those with a biological background who understand Machine Learning are looked upon as dangerous to the status quo. But, as many of our candidates know, it’s important to stay on the cutting edge and if that means, upskilling in Machine Learning so you have both the human element as well as the mathematical, robotic components, then that is more marketable than just having one or the other. The learning curve in biology training within the Life Sciences Analytics space means Computational Biologist with a Machine Learning skillset is best able to apply Data Science and computer science tools to more organic and biological datasets. Someone with just a computer science background may not have the depth of knowledge to understand how these models, systems, and data affect and impact medicine. Computational Biologists who are trained simultaneously in computer science and biology, and are a little heavier on the biology side, see Machine Learning Engineers as a threat because utilizing Machine Learning and other cutting-edge tools could mean their job is on the line. They worry their job will fall by the wayside. That when somebody proves Machine Learning is faster and more efficient the impetus might be why hire a Computational Biologist when a Machine Learning engineer will do? It’s like when a lot of people joke about how robots are going to take over the world and everybody will be out of a job. I think the worry with some folks on the Computational Biology side is that maybe they just aren’t up to date with their training or haven’t kept up with cutting edge of technology. With a Recruiter’s Eye While what I’ve seen agrees that, yes, Machine Learning is incredibly helpful and fast and you can get through so much more data. But its still that understanding of biology and chemistry that you will need because you need to be able to understand, for example, how these proteins are going to be reacting with one another or you need to understand how DNA and R&A work, how best to analyze, and what analyzing those things means. On the other hand, just because you know, “oh, this reaction comes out of it”, if you don’t know why that is or how that could impact a drug or a person, then you don’t really have anything to go on. There’s a caveat there. Though there may be concerns among Computational Biologists and Machine Learning Engineers, at both the upper and entry levels, it’s still the technical lead who will say, “we really do need somebody with a biological background because if we get all this Data and don’t really know what to do with it, then we’ll need to hire a Project Manager to converse between the two and that’s an inefficient use of time and resources”. What I hear most often is a company wants a Computational Biologist but they also want someone who knows Machine Learning. But they don’t want to compromise on either because they don’t understand there are limitations to things. We all want the unicorn employee, but we can’t make them fit into a box with too specific parameters. It’s a Fact of Life Any job, whether it’s in the tech industry, the food industry, Ad Optimization, or even recruitment, uses Machine Learning in one way or another. Yet compared to spaces which work on sequencing the human genome, it's amazing to see how far things have come. It used to take days to process DNA. Now you can spit in a tube and send it off to 23andMe to learn a little about your health. That’s what Machine Learning enables people to do. But it doesn’t mean Computational Biologists are going to fall by the wayside. It means there will be times you’ll have to liaise more between the two groups. It means you’ll be more marketable by adding Machine Learning to the work you’re already doing or taking some classes in Computational Science, for example, to keep your skills up to date. It’s a Transparency Issue Ultimately, it seems the heart of this apprehension comes down to a transparency issue. For example, let’s say companies begin to bring in AI people and suddenly the staff already in place begins to get worried about the security of their jobs. Even in an industry tense with skills gaps, the fear still abounds. In coming back to speak with the Hiring Manager, it became clear the animosity is even more prevalent than first imagined. So, it’s important to get input from within the company and develop a unified story, a unified message across departments, and especially within the Life Science Analytics and Data Science teams as well. In other words, “keep people in the loop.” If it’s happening to this company, it seems other companies may be facing this same issue. However, it’s not going away and is creating a kind of competition between the old guard and the up-and-coming startups. For example, any new company is going to want to integrate AI and will be asking the question how best to integrate it into their structure. They might also ask how best to optimize the ads coming through AI. This is just another way of how companies are catching up, but also how people are catching up to the companies. Technology is coming whether you like it or not. So, if you want to stay marketable and work on really interesting projects, there’s always going to be the challenge of staying up-to-date and different companies attack this in different ways. Stay open minded, keep an eye and an ear out for ways to stay on top of your game. Even just taking a few minutes to watch a YouTube video, listen to a TedTalk or a podcast, so you can talk about it and be informed. These are some really simple ways to stay on the cutting edge and help you figure out where you can grow and improve for better opportunities. Ready for the next step? Check out our current vacancies or contact one of our recruitment consultants to learn more. For our West Coast Team, call (415) 614 - 4999 or send an email to email@example.com. For our Mid-West and East Coast Teams, call (212) 796 - 6070 or send an email to firstname.lastname@example.org.
04. July 2019