Goal Prioritization Is Paramount for Programmatic

Contributed by Noah Everist, Director Account Strategy, at Goodway Group BusinesspeopleWhat if you thought you were playing soccer? You got on your shin guards, kicked the ball around, and showed up to play but instead EVERYONE else is playing a different sport? Pretty hard to play the game to the best of your ability without knowing the ground rules, right? And if no one knows what the rules should be, it would be complete chaos. Kicking. Tackling. Ugly. Goals help crystallize what your priorities should be in order to reach them. This process makes us more productive. It keeps us on track. It keeps us accountable.


Goals are especially important in the programmatic landscape:

  • Programmatic works quickly. The buying process takes tenths of a second, making it challenging to adjust on the fly.
  • Computers are binary. Having empirical data to input is imperative. That is what they relentlessly optimize toward.
  • Traders need to know what a “win” is to also work toward the stated goal.


  • Determine what your business model needs to be successful in programmatic.
  • If you don’t know, discuss this with your programmatic partner.
  • Be clear about your goal definitions.
    • What does a lead mean?
      • Is it a website activity or phone call?


  • Lead and awareness goals will use different tactics and optimize toward different metrics: viewability vs. eCPA, for example.
  • You may start with the same budget and timing, but you’ll have two different results based on your different goals.
  • Be sure your anticipated results are backed up by appropriate goals.


  • Pick one goal and stick to it.
  • If you change it during the campaign, you essentially have to start over.
  • Every campaign element is optimized to hit your goal—ad size, frequency, time of day, etc.
  • If you have multiple goals, prioritize them and ensure they are congruent with each other—leads to sales—or you’ll set up your campaign for failure.


Understanding your goals and what they mean to your organization are critical to a campaign’s success. We will ask you key questions and then ask them again to ensure we are aligned with your vision. We will encourage you to delve deep into the sales funnel so your marketing dollars are invested as efficiently as possible. When we are one team working toward the same goals . . . then, press start.

Noah is a 15-year agency veteran who brings his deep cross-channel and cross-vertical media experience to the digital table. He co-created an agency trading desk, leading a trading team into the real-time-bidding environment before it was an industry-accepted practice. As a member of the sales-enablement team, he lives on the front lines of the digital world providing our clients holistic strategy recommendations, insightful research, and in-depth analysis and evangelizing all things programmatic. You can find him in an airport near you on his way to a client meeting.


Corporate Culture Matters

Goodway Group Provides Innovative Gender Model for Industry

Amidst talk of the gender pay gap raging through America comes another sobering statistic. The high-tech industry is a virtual Boys’ Club, with approximately 70 percent of the workforce made up of men. However, Goodway Group is bucking this trend. Our programmatic advertising firm is blazing a new trail in the tech industry, not just with our innovative technology advances but also in the establishment of a corporate culture of gender advancement. We manage digital ad campaigns and programmatic media buying on behalf of Fortune 500 companies such as GM and McDonald’s. Our third-generation, 87-year-old company was strictly a marketing print shop for 77 of those years. But in 2006, leadership transitioned our company’s previous successes and experience into an all-digital operation. With it came a remarkable exercise in how we would redefine our business. From the outset of the transition, we made a vow to hire only the best of the best that the industry had to offer in order to ensure success moving forward. In implementing this strategy, we made the choice to hire top talent regardless of where these future employees resided. Many of the best and brightest, as it turns out, were female. Fast-forward 10 years, and we now have 290 full-time employees, 284 of whom work from home—a 98 percent remote workforce. Our unique makeup and corporate culture dictate our every move. When it comes to gender, we have brought an extremely progressive approach to the hiring process. While it’s no secret that the high-tech industry is dominated by males, our virtual workforce allows us to make a concerted effort in increasing the numbers of women in the tech workforce. According to CNET, women make up just 29 percent of the tech workforce. But here at Goodway, females make up over 70 percent of our total operation. Furthermore, women comprise 50 percent of the VP-level leadership, with 20 percent holding executive leadership roles. “In the past 10 years, we’ve undertaken major steps to reinvent ourselves into one of the top programmatic advertising firms in the U.S.,” said Jay Friedman, COO of Goodway Group. “The tenets of our corporate culture have not only dictated success but innovation and inclusion levels we hope will become the new norm in the high-tech industry.” We enjoy an unprecedented 86 percent client retention rate, much of which can be attributed to our high employee retention, due in part to the virtual workforce model: clients value account management continuity. Our employees live by our unique and established culture and are the driving force behind its success. In the world of digital ad campaigns, we have never subscribed to the “set it and forget it” philosophy. Rather, each campaign is managed by a real human, consistently monitoring behind the scenes to manage optimal results.

Our Remote Workforce: The Goodway Story

Want tips on how to successfully develop your own remote workforce? Goodway Group‘s COO Jay Friedman explains how Goodway did it and the benefits to doing so—cost savings, increased productivity, better documentation and processes, and less turnover—in this TED-style talk recently delivered to his Vistage peer group:   https://www.youtube.com/watch?v=u9pMIAGl-_4

Some SSPs Are Changing Roles

iStock_000037265596_Man Laptop ThinkingSome supply-side platforms (SSPs) are changing, becoming more–now supporting both the sell side AND the buy side in a bid to drive more revenue growth. Why is this bad? It leads to even more confusion, less transparency, and more programmatic media barriers in our industry. For Goodway Group COO Jay Friedman’s take on the matter, read his recent AdExchanger article https://adexchanger.com/data-driven-thinking/when-supply-side-platforms-lose-their-way/.