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<v ->Norm, it is a pleasure to be with you.</v>

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And you, I think,

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just completed your two-year anniversary at General Motors.

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Could you talk a little bit

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about what it was like to onboard?

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<v ->There was a lot of great work</v>

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and a lot of great people that were here,

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but fundamentally, we had to launch more new vehicles

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than ever before.

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Oh, and by the way, in that context,

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we had to do it with a lot less money.

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<v ->So a marketing transformation is a massive undertaking,</v>

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especially for a company with the history and size

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like General Motors.

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How did you kind of think through your marketing vision?

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<v ->One of the interesting things about automotive</v>

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is while we see cars everywhere

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and we see car ads everywhere,

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it's actually quite a small number of people

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who buy new cars.

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In any one year, you're talking about 5% of adults

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buying a new car, 5%.

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And yet, sometimes the marketing can feel

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like you're marketing to everyone in America.

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And so what we wanted to do,

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and we did it particularly with BCG,

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was drive a targeting framework

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that could really focus our investments.

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It starts with understanding the segments,

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or the clusters, in the new vehicle buying space,

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and we did that with BCG.

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That was demand spaces, and demand spaces I always love

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because they were just really simple,

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and that epitomizes auto so perfectly, right?

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Does this car feel like me?

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Do I want people to see me like that?

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But hey, I've got to put the kids in the backseat,

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so it's really what you need.

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And so we mapped the whole market of demand spaces,

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particularly around new vehicle purchases.

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<v ->And then once you created those demand spaces</v>

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and you aligned the different models and name plates

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to different consumers who had these different needs,

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you no longer could do the one-size-fits-all approach

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and kind of blast out mass marketing,

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and so your team actually built

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an AI-driven targeting engine

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that you used to help activate against those demand spaces.

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Could you talk a little bit more about how you built that

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and the impact of that?

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<v ->So between BCG, Microsoft, and GM,</v>

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we built a proprietary targeting approach called Pronghorn,

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which incorporates all the first-party,

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second-party, third-party data that you can imagine,

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but was also back-tested against every other approach we did

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and showed lifts against what we had done,

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which I thought was just a remarkable accomplishment

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by the team.

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There are about 200 different audiences that we use,

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and that's a lot of audiences,

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but that granularity really enables us

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to see where actually is the lift

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and what is lifting in that segment

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versus just kind of a broad approach.

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<v ->A lot of folks are frustrated with existing brand metrics.</v>

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What did you guys do to create a fast-twitch metric there?

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<v ->It is a great question</v>

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because this is the fundamental challenge for automotive.

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We created a measurement system that says,

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"When you think about a vehicle that would satisfy this need

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and give you this image, which brands come to mind?"

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And so now, what we do is we have every one of our brands,

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four different name plates, has goals

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to say how often do they come to mind for that demand space,

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and how often do they come to mind

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in first, second, or third place?

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And that, to me, is a revolutionary way

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of approaching brand metrics.

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<v ->You and your team have accomplished so much</v>

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in a very short period of time.

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What have you seen from all of this work?

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With a significant reduction in marketing,

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every brand is stronger.

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I don't mean GM is stronger. I mean every brand is stronger.

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And let me also say this,

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our creative model is producing the highest testing creative

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we've seen as far back as the chart goes.

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And highest testing in terms of what?

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In terms of impact, engagement, and distinctiveness,

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which sounds like pretty important things for creative.

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And then ROAS, people like to talk about ROAS,

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it's up hundreds of basis points for every brand.

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So it is a remarkable accomplishment,

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99% of which has nothing to do with me,

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but has to do with the team.

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I was the 1% catalyst

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<v ->Norm, it has been such a pleasure.</v>

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Thank you so much for being here today.

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<v ->Thank you, and seriously, thank you for the partnership.</v>

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(upbeat music)