A little bit about us

#15 on the list of most innovative global
research companies

We partner with our clients to pilot and deploy innovative new solutions to uncover insight that drives growth and long-term brand equity.

15 of the top 20 global advertisers work with

Global organizations use our platform because it allows them to harness insights to create growth, but also ensure that every touch point is consistently reinforcing their brand promise.

17 years, 25 countries,60 HotStaff

We’ve come a long way in our 17 year history. We are now helping brands crack growth challenges in over 25 countries. We have 60+ amazing members of our Hotspex family, but you’ll learn more about them in our People section.

Our Platform

Growth through Segmenting & Targeting

How do I create segments that go beyond traditional needs states by identifying functional and emotional drivers of behaviour and ensure that my organization understands these consumer segments in their activation?

Growth through Brand Strategy

What are the functional, emotional, and personality attributes that will optimize my brand’s growth in a globally scalable way? How can I align my brand architecture and brand assets to support optimal growth?

Growth through Remarkable Ideas and Brand Activation

How do I identify and prioritize new consumer and communication targets, product innovations, and in-store activations earlier in the creative process to save non-productive marketing dollars and get these ideas into market sooner?


Growth of Brand Equity through Relentless Consistent Touch Points

How can we align all of our internal stakeholders and external agencies to consistent brand execution across omni-channel touch points, so that we build brand equity while growing our business?

Tell us about your challenge

What makes us different

  1. We help you empathize with your consumer on a much deeper level.
  2. We can dissect your brand and its assets to really understand what is driving or inhibiting growth.
  3. We help you earlier in the creative or design process to improve and fast track remarkable ideas.
  4. We engage your internal stakeholders and external agencies on learning journeys that go beyond testing and validation.
  5. We help you, your marketers, and your agencies ensure that every new idea or touch point is consistently executed against your brand promise.

Depth. Granularity. Specificity. Sensitivity…

Smart Decisions. Grow your Business. Build Long-Term Brand Equity.

Need to find out how to turn your brand around?

Changing your packaging? Have you identified your iconic assets?

What if you could identify remarkable ideas well before production?

Who's thinking long-term for your brand?

Tell us about your challenge


"I really think what you do with emotion is unique. Other companies say they measure emotions, but they only touch on it. They don’t have a deep understanding of emotions and what to do about it like Hotspex does."

Insights Director, Leading Global CPG company

The Team

We call our family of 60+ amazing people our HotStaff.

We asked our HotStaff for the top 3 reasons they work here:

  1. You get to work with TOP global brand and work on really cool projects
  2. Incredible opportunity to grow and develop – we work hard
  3. We are a family and we have lots of fun (in a kind of nerdy way)
Alexandra Frankel

Alexandra Frankel

VP, Cognitive Media Targeting
Joe Spencer

Joe Spencer

VP Innovation & Research Solutions
Luke Austin

Luke Austin

SVP Research, North America
Aron Galonsky

Aron Galonsky

Managing Director, USA
Jonathan La Greca

Jonathan La Greca

VP Strategic Growth & Innovation
Shane Skillen

Shane Skillen

Ashley Robson

Ashley Robson

VP Research
Kamala Allsop

Kamala Allsop

Michael Dorr

Michael Dorr

SVP Research
Gera Nevolovich

Gera Nevolovich

SVP Growth, Sales & Marketing
Kristina Dadswell

Kristina Dadswell

VP Research
Toby Pilling

Toby Pilling

VP Technology
Average # of cups of coffee our staff consumes a day
Projected # of studies we'll deliver this year
# of countries we've conducted studies for this year
# of years Hotspex has been around!

Recent News

“See more of our thought leadership…”




As CEO and Head Innovator of Hotspex, I am incredibly proud of our team at Hotspex for achieving our recent ranking in the GRIT (Greenbook Research and Insights Trends) Report.

Hotspex was voted as the #1  most innovative  insights firm in North America by clients (#2 by suppliers just behind Ipsos). We doubled our votes globally  to move up from #16 in 2017 to become the #8 most innovative insights firm globally.

From a global perspective, we are excited by the opening of our London office, that now accompanies our two other global offices in New York and Toronto. We have a fantastic team set up in Europe that is already working with some really big brands in the EU.

I was speaking with the Head of Insights at one of the world’s largest CPG companies last week and he said that innovation is everything to him and the future of the CPG industry as we know it depends on it. I shared the exciting news about our GRIT ranking and he asked me how we did it.

Upon reflection, I came to realize that there are few key ingredients to being  innovative in the insights space. They are simple insights, but at the same time they do require discipline to execute properly. 

I hope that me sharing the following three ingredients of a top insights innovator inspires you to think a little more  innovatively, whether you are a client, supplier, or someone looking for a new career in insights. As I said an IIEX talk a few years ago “Innovate or Die”.


Ingredient #1: Create a Culture Obsessed with Innovation and Client Impact

The first ingredient to be a top market research innovator is to build a culture that is obsessed with innovation and client impact. 

At Hotspex we are deeply obsessed with the “new”. We invest heavily in new technologies to grow our clients’ brands using the latest technology and behavioral science.

We do all of this with a deep focus on our clients and the impact we create for them and their brands. It’s a focus on the human side of insights that builds trust and allows us to make our clients heroes in their organizations.

Having started this company in 2000 as one of the very first online research company on Earth, Hotspex has spanned my whole professional life. I am honored to have worked with thousands of amazing people and top global brands to achieve amazing things together.

Over the last 18 years at Hotspex we have re-invented ourselves 5 times using client focused innovation. Each iteration has resulted in the creation of a better, stronger, faster consultancy that helps our clients grow their brands and advance their careers.

It’s been quite the ride and knowing how much faster the marketing world is about to change, we know that the only path forward is a focus on innovation and impact.


Ingredient #2 –Build relationships with innovative clients

The second ingredient to building an innovative insights firm is working with innovative clients. Clients that have a laser focus on being innovative and impactful, tend to want to be on the leading edge in finding new brand building opportunities and quite enjoy working with us.

One of the key insights I gleaned from the insights leader of one of the world’s biggest CPGs I referred to earlier is that members from his team who bring innovative solutions are the ones who create the most impact and are ultimately the people that get promoted.

He explained that people on his team who drive  innovative thinking in the art and science of insights are the ones that will be the best equipped to manage the increasingly complex and challenging world of marketing. 

Let’s face it, brand growth is very difficult these days and insights methods that blend technology and behavioural science best reveal new patterns and pathways to growth.

From a Hotspex perspective, we know that we can’t innovate or create impact without working closely with our innovation driven clients.

In fact, we leveraged the relationships we have with our most change-minded clients to create our recent innovation that has been featured at conferences and covered in WARC. We call it Cognitive Media Targeting. CMT makes our advertising more effective by integrating our behavioral science expertise with Google’s deep machine learning to match ads and content. Clients such as Honda, PHD Media, Coca Cola, BMO, Nestle and Canadian Tire participated in our first pilot. They benefited from first mover advantage of this new technology. We actually used this technology to help build awareness of our Hotspex Innovation. 

We are constantly looking for clients that want to participate in some of the cutting edge pilots we have going on, so please don’t hesitate to connect with us if you’re interested. 

Ingredient #3 –Hire, grow and empower the right people

The third and most  important ingredient to creating an innovative and impactful insights organization is building an amazing team. We have learned over time that the people who most love working at Hotspex are insatiably curious, incredibly smart, and passionately focused on wowing clients by exceeding expectations. 

In return for their hard work, they get incredible exposure to global brand building challenges among the biggest and coolest companies in the world.

We now have an extensive behavioural screening process that lets us peer into the professional souls of potential candidates and our hiring success rate is improving. I also admit I’m a little crazy. I’m not everybody’s proverbial cup of tea as I’m obsessed with the new and on pushing what we can achieve with our innovation. I change my mind often and I’m unapologetic about pushing our team to do more and more, and then even more to help our clients grow.

Given that we grew 30% year over year and are expecting continued growth, we are investing heavily in the right people. Hotspex is fortunate to have several billionaire investors that are courageous enough to heavily invest in human understanding technology and new business models. Their desire is to invest in growth versus taking dividends.

This has allowed us to have a full technology team run by an amazing leader, Toby Pilling, who manages the design and creation of mind-blowingly cool technology.  This includes the recently mentioned Cognitive Media Targeting tool that uses Google’s Machine Learning and Hotspex Behavioral Science to improve media performance by targeting advertising to people based on their emotions. Here is a short promo reel on this new technology.

We are also afforded the considerable luxury to have one of the very best behavioral scientists in the world, Dr. Dan Young, a 30-year P&G veteran, on our team to help create the insights tools of the future. Dan and his team of cognitive and social psychologists help our clients develop stronger hypotheses around their businesses and ultimately transform data into easy to understand principles that can drive growth and impact.

Are you driving innovation and impact at your organization?

In closing, I hope that me sharing the 3 ingredients behind what has made Hotspex a top innovator in our industry has sparked some new ideas for you.

Innovation in insights has never been more important. Those that resist change are those who’s careers will likely not survive the accellerating technological disruption. Think big. Think new. Think you!

Again, whether you are a client, supplier, or someone looking for a new career in insights, please get in touch, so that we can find ways to innovate and create impact together.


PS. here is a link to the full GRIT Report

Founder and CEO
Hotspex Inc. & Hotspex Media


The Impact of Zero Base Budgeting in the Era Of Brand Building

Zero-Based Budgeting (ZBB) is taking the business world by storm, ushering in an era of corporate austerity that has global companies operating leaner and more efficiently than ever before.

Traditionally, companies draw up this year’s budget by amending last year’s. Not so with ZBB. With ZBB, the budget starts from scratch each year or cycle. Every single expense has to be justified—from billion dollar advertising budgets all the way down to office supplies. Not a single line item gets grandfathered in. ZBB aims to trim institutional fat structurally and prevent yesterday’s needs from showing up on today’s budget. It doesn’t matter that you funded staff to travel 30 percent of the time last year—what do they need to travel for thisyear? Can’t they use web-meeting technology instead? You spent $500,000 on a brand equity tracker last quarter—did that deliver clear, measureable short-term ROI? If not, it’s cut, and if you can’t cut it, then perhaps you are cut.

Zero-Based Budgeting is not new. It was pioneered five decades ago by Pete Pyhrran, an accounting manager at Texas Instruments Inc. Jimmy Carter campaigned on ZBB by name in the 1976 presidential debates. Upon election, he delivered billions in savings to US taxpayers by questioning the federal budget every year. It worked. Still, ZBB never really saw wide adoption in the private sector—until now.

A Champion Emerges

ZBB now has a champion: Brazilian hedge fund 3G Capital, which has received accolades for using ZBB to turn around many major acquisitions. 3G Capital oversaw the 2008 takeover of Anheuser-Busch by InBev, forming AB-InBev, axing 1,400 jobs and diverting funds to highest ROI investments. They also acquired Heinz in 2013 and instituted ZBB, saving the company $1.5 billion by cutting 2,000 jobs and closing three plants. Investors liked this so much that, when 3G Capital recently announced it was acquiring Kraft Food Group and merging it with Heinz, even the great Warren Buffett invested alongside 3G Capital because the expected return was so high. 3G Capital reduced Tim Hortons’s expenses by a staggering 32 percent in the first quarter of ZBB. When they put ZBB to use at Burger King, profits rose 37 percent.

ZBB delivers on its promise: it cuts expenses and reallocates available investment dollars to where they can achieve maximum ROI.

Returns like these have made ZBB popular on Wall Street. More and more savvy investors are demanding that CEOs institute ZBB—or else.

What choice does the C-suite have? ZBB has them on the chopping block as well. When 3G Capital acquired Heinz, they replaced the CEO and purged 11 of the other top 12 executives immediately, replacing many with executives from other 3G companies. The message is clear: get onboard with ZBB or get ready for the C-suite to be raided and expunged.

ZBB Is Here to Stay

This isn’t just the work of one rogue private equity firm. Unilever announced this year that it was rolling out a company-wide ZBB plan following a successful pilot program in Thailand that reduced its overall spending there by 2 percentage points as a share of sales last year.

Activist shareholders are also using ZBB to make quick profits. They invest in inefficient companies, force adoption of ZBB, and then flip the stock for titanic gains. This happens all of the time. Bill Ackman, activist shareholder and outspoken proponent of ZBB, just took a 7.5 percent stake in Mondelez and we now see CEO Irene Rosenfeld implementing ZBB, saving $1 billion a year already.

The problem is that quick profits don’t necessarily make for a great company or enhance long-term brand value. Wall Street cares more about quarterly profits than the long-term viability of a company and long term brand building.

At the end of the day, you can’t really blame investors. Their job is to maximize returns to the current shareholders. Wall Street loves ZBB for one reason: it works. It saves money and drives quick profits and higher stock prices.

Cut your Marketing and You Could Gut your Brand

Unfortunately what’s good for the next quarter isn’t always good for the long-term viability of a company or brand. ZBB creates a culture of austerity. When everything is up on the chopping block and management is expecting cuts, cuts will be found—whether they make sense or not. And when these cuts go too deep, they can hit the brand equity bone. Brand equity, the premium the market is willing to pay for a product, is built primarily through advertising and product experiences. Budget cuts that result in a quick jump in profits can simultaneously and, just as easily, lead to a bigger reduction in revenue and profit over time if they hurt brand equity.

This is exactly what happens when non-working marketing dollars are cut. These dollars aren’t spent on consumer-targeted media that aims to boost sales. They instead go to agency creative fees, strategic planning, consulting, salaries, and consumer insights that allow companies to make smart decisions about brand development and management. None of this will make products fly off the shelf tomorrow, but it is crucial to the kind of brand development that leads to more sales, greater market share, and higher long-term valuations.

This value may be hard to trace back to the source, but it is real. My friend, David Kincaid, author of the book The Value of a Promise Consistently Kept, points out that 60 percent of the S&P 500 is intangible value—that’s $10 trillion! This is the goodwill value of the brands associated with companies. This value is hard won but easily destroyed.

Unfortunately, ZBB often favours the quick exposure and tangible results that working marketing dollars (i.e advertising) can provide. Under ZBB, companies tend to get as many dollars working as possible, often as much as 90 percent of the marketing budget, as is the case with AB-InBev. This means fewer non-working marketing dollars for brand building. This can hurt the bottom line. Consider Diageo, the world’s largest spirits company, which made deep cuts in spending on insights. Diageo’s North American net sales subsequently fell 2 percent, according to Wall Street Journal. Seeing the error of their ways, Diageo told the Wall Street Journal that the company was going to reverse course and return to investing in consumer insights.

Deirdre Mahlan, head of Digageo’s North American division, put it best: “Just because you have distribution does not mean you’re going to grow brands for the sustainable future[…] We are structuring ourselves now in a much more deliberate and specific way because we think we’ve been under-delivering our potential with respect to consumer insights.”

Insights professionals around the world rejoice at these words. Here we have a high-level executive at a multi-billion-dollar CPG company asking Wall Street to please have faith in the power of consumer insights to drive better performance. She is telling Wall Street: Invest in marketing insights. Invest in building brands in a strategic way rather than focusing solely on ZBB tactics.

Unfortunately, Wall Street isn’t always listening. Under ZBB, insights and other crucial marketing departments often face debilitating cuts. 3G Capital has cut Kraft Canada’s insights department from eighteen fulltime staff down to four. The insights professionals that remain are highly talented, the best of the best, but so strapped for resources and manpower they will no doubt find it challenging to strategically build Kraft brands.

Navigating the New Normal

In such a hostile environment, how can brand builders protect and build the brands they worked so hard to build?

The answer is not to fight ZBB. It is too profitable and effective and companies cannot fight against Wall Street or remain competitive if their competitors are doing the same. Companies have to work within the confines of ZBB.

Smart marketers will do at least two things to adapt to a ZBB world: First, make the case for non-working marketing dollars, pointing to cases like Diageo and it’s 2 percent sales drop as proof that investing in consumer insights is necessary.

Second, work to achieve greater efficiency with the marketing dollars you do have. This requires a keen understanding of how brands grow and the role of advertising in creating top-of-mind awareness among consumers.

Achieving this efficiency is a complex subject that cannot be covered in a brief article. But what it boils down to is this: Smart marketers use dollars to create an emotional response in the hearts and minds of the public. Brands have to find their “Right Space”—the emotional space best suited to building their particular brand and driving profits—and then use the marketing budget to make sure that all touch points are aligned with the Right Space, and only within the Right Space. This must be done with a relentless consistency in order not to undermine your own efforts and waste scarce marketing dollars.

How this is done is no better exemplified than by Apple—one of the world’s most valuable brands. Apple has publicly stated that it makes every single business decision by targeting four key emotions: delight, surprise, love, and connection. They start by determining how they want people to feel and then deliver on that relentlessly across all touch points—devices, stores, websites, customer service, everything. They take an emotion-based formula to brand building and wow has it ever worked. https://www.youtube.com/watch?v=xpmfTNjpF8U


The Right Space done right can deliver remarkable results even on lean budgets. Consider Under Armour, a challenger brand competing in a similar emotional space as Nike. Under Armour’s “I Will” marketing campaign is reminiscent of Nike’s iconic “Just Do it” campaign, but Under Armour has been consistently delivering their message across all touch points, including the web, TV commercials, mobile, products and packaging, and everything else. Unleashed in 2013, it was the company’s biggest global ad campaign to date and netted the company the Advertiser of the Year award from Advertising Age.

This is a powerful lesson for marketing departments operating in a ZBB environment. They have to make every dollar count. And the winners have. Under Armour’s 2013 U.S. measured-media spending was only $18 million. Compare that to Nike, which spent $64 million the same year. Nonetheless, Under Armour is growing at three times the pace of Nike.

The key difference is that Under Armour is executing on its Right Space consistently. They evoke the same, right feelings in consumers with everything they do. They make their customers feel self-challenged, accomplished, and proactive in life. The brand oozes an “I Will” attitude not just in their commercials, but in everything they do. Effective marketing is relentlessly consistent or it is nothing. This is how to build mental structures, top of mind awareness, and drive sales, as Byron Sharp explains in his seminal book How Brands Grow. Conversely, inconsistent messaging destroys advertising efficiency, undermining the goal of ZBB.

And yet, marketers are notorious for constantly changing and tweaking anything and everything, sometimes just to justify their own staff and budgets and to put their fingerprints on something new. Companies can’t (and shouldn’t) do that when operating lean—or ever, for that matter. It’s counterproductive. Inconsistent brand identity keeps consumers from forming an emotional bond with the brand. Consistency is key. Logos, packages, spokespeople, advertising, and everything the company does or creates must be in alignment—tuned against the Right Space—or you end up with your marketing dollars working against each other .

Phil Duncan, the Chief Design Officer at P&G stated this challenge perfectly when he said, “It is the responsibility of brand teams to write the next chapter for the P&G book, not to write a new book. The goal is always to keep the story interesting and moving forward.”

This strategy is effective and efficient, but neither automatic nor free. It takes staff and it takes investment. The insights team must identify the right emotional space that will make a brand speak to consumers. Marketers must execute on that Right Space and make sure the right emotions are delivered at all times without fail. And it is the CMO’s job to oversee all of this and make the case that marketing dollars have a necessary and key place in this year’s budget—and next year’s, and the next.

If you’re a marketer or insights professional under pressure from ZBB you need to do two things. First, you need to make the case for non-working marketing dollars. You will be hard pressed to build your brand strategically on working dollars alone. It takes not just ad spots to build a brand, but also strategic planning. Second, use those non-working marketing dollars effectively and efficiently by finding your brand’s Right Space and then executing that space with relentless consistency across all touch points in order to build and maintain your brand.

Don’t let your company sell out its brand in the name of short-term profits. It’s likely that your brand is your most valuable asset that drives your P&L. But brands are as delicate as they are powerful and valuable. They need to be cultivated without exception. Operating efficiently and operating lean are not always the same thing. Now more than ever brand builders need to make that case and then deliver on it in order to succeed.

You can learn more about a brand’s emotional Right Space at www.hotspex.com.

Digital Media Disruption – Shane Skillen to speak at ACA event

Get prepared for disruptive innovation in TV and digital advertising.

These Screen Matchmakers are introducing new tools and tech that bring TV and digital media closer together, enhancing advertising budgets and delivering better ROI for brands. Attend ACA’s executive forum for a glimpse at the future of media buying.

MRC CEO George Ivie will set the stage, explaining how the ad industry can pursue the seemingly contradictory objectives of innovation and standardization. Through the years, the MRC has seen new tech go from nascent to adoption to standardization under MRC audit and accreditation. You never know where the next big thing will come from.

Our next speaker, T.S. Kelly, will introduce attendees to groundbreaking advancements from Alphonso.TV that combine smart TV data with mobile listening technology to provide advertisers with deep, real-time data for their TV buys, and the ability to retarget viewers online.

Plus, hear how matching the contextual tone of an ad with the emotional tone of the content boosts effectiveness. Hotspex CEO Shane Skillen will explain how Hotspex integrated its emotional and behavioural science approach with Google’s Deep Learning Knowledge Graph to target advertising based on context and serve people the right digital ads at the right time. Now working with N-Logic, Hotspex is able to deliver the same cognitive media targeting capabilities for television.

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The Screen Matchmakers – TV & Digital Find A Connection

IIEX Behaviour Summary – behavioural science research

by Michael Dorr & Rob Kitchen – Hotspex UK

On May 10th, the Hotspex UK team was thrilled to attend London’s inaugural IIEX Behaviour conference (presented by our friends at Greenbook and held at the historic BAFTA 195 Piccadilly). After 3 successful conferences in Chicago, IIEX Behaviour has finally crossed the pond with the bold purpose of understandingmeasuring and predicting consumer behaviour with behavioural science research.

Most importantly, the market research industry is working hard to bridge the “Say vs. Do” Gap by augmenting traditional methods with the latest tools / methods grounded in behavioural sciences. Why? Because they are more effective at predicting future behaviours.

We heard from clients and suppliers about how they are applying behavioural sciences methods / principles as well as some of the challenges encountered to get their businesses behind the benefits of behavioural science approaches. To answer that challenge, here are 3 Hotspex Strategies for gaining traction to unlock the benefits of behavioural science-based research…


Research methods grounded in behavioural science and behavioural theory allow us to quantify and predict outcomes more effectively, which can help better inform marketing spend.

And there is a BIG opportunity for us to do better.  In 2018, global advertising spend is forecasted to be ~600 Billion USD (source: Statista); yet we know, from the IPA, that effectiveness of advertising is falling (right). As marketers and researchers, there is a clear opportunity to better predict winning ads / communications.

How can we do this? A focus on consumer behaviour. This can be done by understanding both conscious and unconscious response to ads. At Hotspex, we combine our in-house implicit techniques in combination with behavioural metrics (e.g. eye tracking) and most importantly, emotion to fully understand the viability of new communications.

We know that “effective ads work on the heart, not on the head” (source: IPA). Thus, we need to identify ads that connect with consumers on an intuitive and emotional level.  For example, Lucozade’s “Made to Move” campaign effectively conveys energy by showing how their product can help support you in your fitness journey and strikes an emotional connection by charting the rise of Anthony Joshua from modest beginning to heavyweight champion of the world.  There’s no rational claims; simply an illustration, a lifestyle brand for consumers to connect / identify with.


For many clients, behavioural sciences and behavioural economics is a relatively new topic. Thus, understanding clients’ barriers to adopting these methods is critical.  Applying a behavioural lens can help.

Loss Aversion: as clients consider changing from traditional methods, there is a natural concern for what can be potentially lost. To help overcome this, consider introducing new methods slowly over time to help create a sense of comfort and acceptance.

Complexity: the scientific rigor behind your research method is critical, but it can often be quite complex.   Several clients at the conference cited a clear need to describe and explain methods in a clearer and simple manner. This will help clients to sell these ideas to internal stakeholders (who are very much focused on the strategic value). To encourage trust and adoption of new methods, we need to clearly showcase the value of behavioural methods.

Validation: at Hotspex we have done extensive research on research to validate our behavioural tools, such as our online attention tracking tool Eyespex™ (Seeing is NOT Believing). Clear and compelling validation is critical to help persuade doubters.


With its Academic background and reputation, Jemma Ahmed of Etsy reminded us that behavioural science can all too easily gain a reputation for slow delivery and high cost.

Clients’ need for nimble solutions is growing; thus, our methodologies must bear in mind the impact on both timing and budgets. It is therefore important to reassure on time and cost-effectiveness.  This fits with our beliefs here at Hotspex that the behind the scenes rigour of behavioural science must not be at the compromise of our clients’ budgetary pressures and tight deadline needs.


At Hotspex, these are cornerstone principles that inform how we evaluate brand, packaging, distinctive assets, and more.  If you are interested in learning more, please reach out to request a Hotspex Lunch & Learn on Behavioural Sciences (email us at brandbuilders@hotspex.com), or catch Hotspex’s presentation at IIEX North America in Chicago on June 12th (click here). Thanks again to speakers and organizers of IIEX Behaviour. We will see you again in 2019!

[Webinar] How HOTSPEX and Google Partnered to Drive Advertising ROI

Author: Shane Skillen
CEO, Hotspex


Join us for 30 minutes on Tuesday March 27, 2018 at 12 pm EST to learn to how to improve your advertising and innovation pipeline. Can’t make it? No worries, we will send all registrants a link to the recording.

HOTSPEX will share the innovative journey of how they blended behavioral science and Google technology to improve advertising efficiency.

Read More

How effective is your brand identity?

Author: Jonathan La Greca
VP Strategic Growth, Hotspex


Over the last 6 months, we have interviewed over 20 CMOs from different global organizations to better understand what is keeping them up at night.

One of the most salient insights from these interviews has been that there is a significant amount of pressure to demonstrate impact and return on marketing investment. A myopic lens has been created because of cost cutting measures or because organizations have introduced proactive and preventative measures to avoid interest from activist investors.

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Contact Us

  •  To contact us at our North America Head Office:
    40 Eglinton Ave. East, Suite 801
    Toronto , Ontario M4P 3A2 Canada
  • Main: +1.416.487.5439
    Toll Free: 1.855.586.6531

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