距离上一次Adam Parker和Morketing面对面，已经过去整整12个月。

去年这个时候，他刚刚离开工作了15年的投行，加入LoopMe也不过一年多。很多人不理解这个选择：一个做了15年投行的人，为什么转身加入一家总部位于伦敦的广告技术公司？但Adam有自己的判断。

“在投行的15年里，我主要关注科技、媒体和电信领域的并购，见过很多广告技术公司的起起落落。但LoopMe比较特别。它把‘品牌广告效果能否量化’这个行业痛点，当成了核心命题。和创始人Stephen Upstone聊完，我意识到，他们不是在做一个普通的广告平台，而是想用AI重构品牌营销的逻辑。”Adam回忆道。

一年后的今天，他再次坐在这里。这一次，他要讲的不只是“品牌广告效果能不能量化”，而是一款让移动应用开发者获得增量收入的新产品——Chartboost Direct，以及LoopMe如何把自己变成连接品牌广告主与移动应用生态的关键基础设施。

2025年，LoopMe净收入超过1亿美元，EBITDA利润率达到30%。公司发展很快，但核心命题一直没变：用AI帮助品牌广告主在应用环境里找到对的人，并让广告效果可以被衡量。

AI不是一个新功能，

而是在重画广告交易的底层结构

Ivy：欢迎回来，Adam。去年我们也是在这里对话，当时LoopMe刚刚收购Chartboost。一年过去，一些观众可能还不太熟悉你和LoopMe。先请你介绍一下自己，也重新介绍一下这家公司。

Adam Parker：很高兴再次来到这里。我是LoopMe高级管理团队的一员，负责公司的战略与企业发展，包括并购。简单来说，我的工作是参与判断：这家公司下一步往哪里走，以及用什么方式走得更快。

LoopMe成立于2012年，最初的想法就是用AI把品牌广告带进应用生态。14年过去，这个判断没有改变。我们很早就把AI用于品牌广告，希望让品牌广告不只获得曝光，也能取得更好的效果，解决一些过去没有被真正解决的行业问题。

LoopMe是一家AI原生公司，目前已有7项获授权专利，另有11项专利正在申请中。公司虽然创立于伦敦，但现在全球有400名员工，在美国、欧洲和亚太都设有办公室，其中也包括中国。我们去年谈到过，中国市场对LoopMe非常重要；今天依然如此。

广告主是否认可这套能力，最终要看业务结果。自2018年以来，LoopMe的净收入年复合增长率达到30%。2025年，公司净收入超过1亿美元，EBITDA利润率为30%。

Ivy：这是一条非常明显的增长曲线。2026年行至中段，如果只用一句话概括今年移动广告最根本的结构性变化，你会怎么说？

Adam Parker：很难绕开AI。它正在影响几乎所有行业，广告技术也不例外。更具体地说，智能体AI正在重新塑造媒体基础设施，并对整个媒体生态里的公司产生巨大影响。

现在，AI能力正在成为数字生态公司的基础配置。但问题在于，很多公司只是在原有平台上增加一个AI功能，或者试图把AI硬塞进传统架构。这种做法短期也许能用，但长期很难持续。

真正的差别在于，你是不是从一开始就按照AI的逻辑搭建平台。像LoopMe这样的AI原生平台，优势会随着时间不断累积。LoopMe从2012年创立起，就一直在计算型AI上建设自己的平台。过去两年，我们又加大了对生成式AI代码开发的投入。现在，我们每位开发者写出的代码行数，最高可以达到过去的6倍。

但这件事不只是提升开发效率。随着生态变化，我们也在推进更前沿的生成式AI项目，包括负责买方和卖方的智能体，以及小语言模型。尤其是小语言模型，是LoopMe非常独特的一项探索。

Ivy：你提到了生成式AI。LoopMe最近的研究也观察到，越来越多用户开始通过AI获取信息。你认为这只是短期热潮，还是会真正改变传统数字广告生态？

Adam Parker：这不是一阵风，而且还会继续加速。

过去，传统搜索改变了品牌在互联网上被看见的方式。现在，AI又在改变搜索本身——消费者如何寻找信息、如何进入数字生态、如何发现一个品牌，都在发生结构性变化。这种变化已经开始进入广告交易。我们正在看到AI智能体之间直接进行程序化交易，也就是“智能体对智能体”的交易。

举个例子。一个消费者可能会对自己的AI助手说：“帮我找到一双120美元以内、最环保的跑鞋，然后直接替我购买。”到了这一步，品牌的网站和广告基础设施要说服的，已经不只是消费者本人，还包括消费者的AI智能体：你的产品是否真的满足这些条件？

换句话说，线上发现和品牌发现，正在变成一场机器与机器之间的协商。

Ivy：当流量入口从“关键词搜索”走向“AI协商”，品牌广告主一定会焦虑：品牌怎样才能继续被发现？作为一家服务品牌的平台，LoopMe具体做了哪些产品调整？

Adam Parker：品牌广告过去最大的难题之一，是上层投入和下层结果之间经常断开。广告主知道自己买到了认知、注意力和意向，但这些指标最终怎样转化成成交，很难说清楚。

LoopMe要做的，就是帮助品牌理解这条链路：认知、注意力和意向，如何一步步影响下层转化。我们利用自有AI智能体，让广告主在投放进行过程中持续优化，尽可能提高投资回报，并证明品牌真正需要的结果。

在产品架构上，我们已经发展出一套多智能体协作体系，包括效果智能体、优化模型生态智能体、出价智能体、供给智能体。它们协同工作的目的只有一个：帮助品牌在新的广告环境里继续获得可衡量的效果。具体技术细节可以讲几个小时，但对品牌来说，最重要的是这一点。

预算正在流向App，

移动游戏不再是边缘场景

如果说AI改变的是广告交易方式，那么消费者注意力出现在哪里，决定了品牌预算会向哪里移动。LoopMe押注的方向，是应用环境。

Ivy：产品调整背后，其实对应着品牌预算的重新分配。从LoopMe服务的全球品牌广告主来看，预算正在流向哪些新的数字场景？

Adam Parker：消费者行为变化得非常快。传统线性电视的观看量显著下降；与此同时，AI正在冲击搜索，谷歌上的大多数互动如今最终不再产生点击。

而LoopMe过去14年一直在做同一件事：把品牌带进应用环境。移动端和联网电视（CTV）的应用生态里，有大量传统渠道没有覆盖到的新增用户。品牌可以在这些场景中找到处于深度使用状态的人群，并通过我们的全漏斗品牌效果能力，在合适的时间，把合适的信息触达给合适的人。

广告主正在越来越清楚地看到应用流量的价值。LoopMe也从预算向这个渠道的迁移中受益。我们预计，未来还会有更多品牌预算流向应用生态，因为我们已经证明，可以交付品牌真正需要的结果。

Ivy：品牌一方面需要新增用户，另一方面也在寻找新的流量库存。移动游戏看起来像一座长期被低估的“金矿”。品牌现在如何看待这个场景？你认为会有更多预算进入移动游戏吗？

Adam Parker：移动游戏是整个应用生态中规模最大的场景之一。eMarketer估计，仅在美国，就大约有1.84亿人在手机上玩游戏。这意味着，品牌可以在传统网页、流媒体和社交平台之外，获得非常可观的增量覆盖。

更重要的是，广告主正在重新认识“玩家”到底是谁。玩家的平均年龄是36岁，接近一半是女性；其中很多人是职场人士和大学毕业生，也正是品牌希望触达的人群。

移动游戏拥有庞大的用户规模和很高的使用时长。基于这两点，我们认为会有大量品牌预算向游戏场景转移。

Chartboost Direct：不换SDK，

也能打开一条新的收入路径

品牌预算正在进入应用生态，但预算能不能高效到达开发者，仍取决于广告交易链路是否足够直接。Chartboost Direct解决的，正是这一步。

Ivy：趋势讲清楚了，我们再落到具体的战略执行。去年你提到，LoopMe收购Chartboost更深层的逻辑，是搭建一个端到端平台。今年LoopMe推出Chartboost Direct。这款产品是如何诞生的？

Adam Parker：Chartboost Direct是我们收购Chartboost之后，最令人兴奋的一次产品发布。

它沿用了Chartboost经过长期验证、获得市场信任的SDK基础设施，让头部DSP和SSP能够与优质移动应用开发者建立直接结算关系。这样可以减少传统价值链里的中间环节，降低媒体购买过程中的摩擦，同时为广告主和开发者创造更多价值。

Ivy：对移动应用和游戏开发者来说，他们最关心的还是一个直接问题：Chartboost Direct究竟怎样带来增量收入？

Adam Parker：首先，开发者不需要做新的技术开发。我们已经把技术建好，可以通过现有基础设施直接连接。

过去，开发者的广告库存通常要经过广告交易平台和聚合中介层。在这个过程中，一些库存可能会被SPO，也就是“供应路径优化”机制过滤掉。Chartboost Direct可以把这部分供给识别为需求合作伙伴的直接供给，使其通过SPO筛选，进而释放原本无法进入的广告预算。

说得更简单一点：我们是在现有技术对接之上，增加了一层新的流量路由和商业关系。开发者不需要换SDK，也不需要额外设置，就可以从中受益。

Ivy：这也意味着，LoopMe自身的角色发生了变化。过去行业可能把LoopMe理解为一家偏品牌广告的DSP，或者一家广告技术平台。有了Chartboost Direct之后，你们如何定义自己在数字广告产业里的位置？

Adam Parker：今天的LoopMe，是一个面向品牌效果广告的端到端AI平台，帮助品牌在移动端和CTV应用里获得结果。

我们最初是一家服务移动广告的品牌DSP。现在，我们已经可以通过DSP、广告交易平台、SSP和SDK提供全漏斗解决方案，背后还有强大的DMP支撑，所有能力运行在同一套统一的AI主干之上。

Chartboost Direct再次说明，我们仍在持续寻找新的方式，提高交易效率，为客户创造价值。对广告主来说，是获得更高的效率和更好的效果；对开发者来说，是尽可能提高回报。

真正的壁垒，不是某一项能力，

而是它们能否一起工作

从品牌预算，到广告交易，再到开发者变现，LoopMe的布局已经跨过了广告链路里的多个环节。但在Adam看来，单独拥有AI、数据或者SDK，并不足以构成真正的壁垒。

Ivy：今天的LoopMe拥有端到端平台、AI能力、自有规模化数据和SDK连接能力。如果只能选一个，你认为公司最大的竞争优势是什么？

Adam Parker：每一项能力都有价值，但LoopMe真正的价值，来自这些资产的组合，以及它们之间能够互相协同。

这套技术用了14年时间持续建设，最终形成一个真正可防御、面向未来的品牌广告平台。单看任何一个部分，都不足以解释LoopMe的独特性；真正的区别，是它们能够在同一套体系里一起工作。

如果要更直接地回答，我们的平台是完全模块化的。代理商或平台既可以只选择其中一个模块，也可以使用整套技术栈，取决于它们想要获得什么结果。

我们把选择权交给客户。无论客户是代理商、品牌直客，还是DSP或SSP平台合作伙伴，都可以按照自己的需求组合使用。

Ivy：除了产品能力，LoopMe最近也在美国市场增加了多位高级管理人员，覆盖区域销售和智能交易平台。这背后对应着怎样的公司战略？

Adam Parker：这些任命，是LoopMe扩大北美商业团队和智能交易平台管理团队的一部分。

品牌和代理商越来越需要一种能力：把上层的品牌投入与下层的业务结果连接起来。LoopMe正在加快速度，回应这类需求。

为了向10亿美元营收规模迈进，这些高管任命覆盖了整个商业职能，包括代理商合作、平台合作、直客销售和营收运营。目的就是让公司在这个高速增长的市场里，既能快速扩大规模，也能保持可持续增长。

所谓“梦之队”，

核心是对客户结果足够执着

Ivy：你心目中的“梦之队”，应该具有什么样的DNA？

Adam Parker：LoopMe把这种DNA叫作“customer obsession”。说得更直白一点，就是对客户结果足够执着。团队必须始终盯住一件事：我们究竟为客户创造了什么价值。

这种执着包含几层意思：持续创新，做正确的事，也真正热爱自己所做的工作。

拥有这种DNA的人，愿意为了客户走出自己的舒适区。这里的客户可能是代理商、品牌直客、平台，也可能是媒体方。无论是入职第一天的员工、我本人，还是公司董事长，这个标准都适用于每一个人。

Ivy：最后一个问题，轻松一点。如果有一台时光机，让你对20年前刚进入行业的Adam Parker说一句话，你会说什么？

Adam Parker：我的职业生涯从投资银行开始，至今将近20年。直到2024年1月加入LoopMe，我才真正转入广告技术行业。

20年前的世界完全不同。移动广告还在非常早期的阶段，iPhone和应用生态甚至都不存在。今天回头看，最明显的一件事是：数字环境永远在变化，而且创新的速度只会越来越快。

所以，如果要对20年前的自己说一句话，我会告诉他：不要只是跟着变化走，要尽量走在变化前面。更重要的是，学会拥抱变化。

Adam Parker人物介绍

Adam Parker现任LoopMe企业发展策略高级副总裁，在企业发展、私募股权和投资银行领域拥有深厚经验。他曾任职于LoopMe、Jefferies和Nomura等公司，长期专注于科技、媒体和电信领域的并购咨询与融资。他拥有伦敦商学院MBA等多个学位，并擅长项目融资和结构性融资。

In Conversation with LoopMe’s Adam Parker: As AI Rewrites Ad Buying, Why Are Brand Budgets Moving Into Apps?

It has been exactly 12 months since Adam Parker last sat down with Morketing.

At this point last year, he had just left investment banking after 15 years and had been at LoopMe for only a little over a year. A lot of people did not understand the move: Why would a career investment banker join a London-based ad tech company? Parker had his reasons.

“Over 15 years in investment banking, I focused mainly on M&A in technology, media, and telecom. I watched a lot of ad tech companies rise and fall. But LoopMe stood out. It made solving one of the industry’s biggest problems — whether the impact of brand advertising can be measured — its core mission. After speaking with the founder Stephen Upstone, I realized they were not building just another ad platform. They wanted to use AI to rethink how brand marketing works,” Parker recalls.

One year later, he is back in the same seat. This time, the story is not just about whether the impact of brand advertising can be measured. It is about Chartboost Direct, a new product designed to create incremental revenue for mobile app developers, and LoopMe’s effort to become the key infrastructure connecting brand advertisers with the mobile app ecosystem.

In 2025, LoopMe generated more than $100 million in net revenue with a 30% EBITDA margin. The company is growing quickly, but its core mission has not changed: use AI to help brand advertisers find the right people in app environments — and make the results measurable.

1.AI Is Not Just Another Feature. It Is Rewiring the Infrastructure Behind Ad Buying

Ivy: Welcome back, Adam. We spoke here last year, just after LoopMe acquired Chartboost. A year later, some of our audience may still be getting to know you and LoopMe. Could you start by reintroducing yourself and the company?

Adam Parker: It’s great to be back. I’m part of LoopMe’s senior leadership team, where I oversee strategy and corporate development, including M&A. Put simply, my job is to help decide where the company goes next and how we can get there faster.

LoopMe was founded in 2012 around a simple idea: use AI to bring brand advertising into the app ecosystem. Fourteen years later, that idea has not changed. We started using AI in brand advertising very early on because we wanted brand campaigns to do more than generate impressions. We wanted them to deliver better outcomes and solve industry problems that had never really been solved.

LoopMe is an AI-native company. We have seven granted patents and another 11 pending. The company was founded in London, but today we have 400 employees and offices across the U.S., Europe, and Asia-Pacific, including China. We talked last year about how important China is to LoopMe. That remains true today.

At the end of the day, whether advertisers value what we do is reflected in the business results. Since 2018, LoopMe has grown net revenue at a 30% compound annual rate. In 2025, net revenue topped $100 million, with a 30% EBITDA margin.

Ivy: That’s a very clear growth curve. Here we are midway through 2026. If you had to sum up the biggest structural change in mobile advertising this year in one sentence, what would it be?

Adam Parker: You can’t get around AI. It’s affecting almost every industry, and ad tech is no exception. More specifically, agentic AI is reshaping media infrastructure and having a major impact on companies across the media ecosystem.

AI is quickly becoming a basic requirement for any company in the digital ecosystem. The problem is that many companies are simply adding an AI feature to an existing platform or trying to bolt AI onto legacy architecture. That may work in the short term, but it is difficult to sustain.

The real difference is whether the platform was built around AI from the start. With an AI-native platform like LoopMe, the advantages compound over time. Since our founding in 2012, we’ve built the platform around computational AI. Over the past two years, we’ve also stepped up our investment in generative AI for software development. Today, each of our developers can produce up to six times as many lines of code as before.

But this isn’t just about making developers more efficient. As the ecosystem changes, we’re also working on more advanced generative AI projects, including buyer and seller agents and small language models. Our work with small language models, in particular, is quite distinctive.

Ivy: You mentioned generative AI. LoopMe’s recent research also found that more people are using AI to get information. Is this a short-term wave, or will it fundamentally change the traditional digital advertising ecosystem?

Adam Parker: This isn’t a fad. It’s going to accelerate.

Traditional search once changed how brands were discovered online. Now AI is changing search itself — how consumers look for information, enter the digital ecosystem, and discover brands. That shift is already making its way into ad transactions. We’re beginning to see AI agents trade programmatically with one another — agent-to-agent transactions.

Here is a simple example. A consumer might tell an AI assistant, “Find me the most sustainable pair of running shoes under $120, then buy them for me.” At that point, a brand’s website and ad infrastructure are no longer trying to persuade only the consumer. They also have to persuade the consumer’s AI agent that the product truly meets those requirements.

In other words, online discovery — and brand discovery — is becoming a machine-to-machine negotiation.

Ivy: As the main gateway shifts from keyword search to AI-driven negotiation, brands are going to ask: How will people keep finding us? As a platform built for brands, what product changes has LoopMe made?

Adam Parker: One of the biggest problems in brand advertising has always been the gap between upper-funnel investment and lower-funnel results. Advertisers know they bought awareness, attention, and intent, but it has often been hard to show how those signals ultimately turned into a sale.

LoopMe helps brands understand that path: how awareness, attention, and intent move step by step toward lower-funnel conversion. We use our proprietary AI agents to keep optimizing campaigns while they are live, maximize return on investment, and prove the outcomes that matter to brands.

From a product standpoint, we’ve built a collaborative multi-agent system. It includes an outcomes agent, a bidding agent, a supply agent, and a model ecosystem agent that supports them. They all work toward one goal: helping brands continue to deliver measurable results in a new advertising environment. We could spend hours on the technical details, but for brands, that’s what matters most.

2.Budgets Are Moving Into Apps—and Mobile Gaming Is No Longer a Niche Channel

If AI is changing how ads are bought and sold, consumer attention determines where brand budgets go. LoopMe’s bet is on app environments.

Ivy: The product changes also point to a broader reallocation of brand budgets. Based on what you’re seeing from LoopMe’s global brand clients, which new digital environments are attracting more spend?

Adam Parker: Consumer behavior is changing very quickly. Linear TV viewing has fallen significantly. At the same time, AI is disrupting search, and most interactions on Google now end without a click.

LoopMe, meanwhile, has spent the past 14 years doing the same thing: bringing brands into app environments. Mobile and connected TV, or CTV, apps reach a large number of incremental users that traditional channels do not. Brands can find people who are deeply engaged in these environments and use our full-funnel brand performance capabilities to reach the right person with the right message at the right time.

Advertisers increasingly understand the value of app inventory. LoopMe is also benefiting as budgets move into this channel. We expect more brand spend to flow into the app ecosystem because we’ve shown that we can deliver the outcomes brands actually need.

Ivy: Brands need incremental audiences, and they are also looking for new sources of inventory. Mobile gaming looks like a gold mine that has been undervalued for a long time. How do brands see that environment today? Do you expect more budget to move into mobile games?

Adam Parker: Mobile gaming is one of the largest parts of the app ecosystem. eMarketer estimates that about 184 million people in the U.S. play games on their phones. That gives brands significant incremental reach beyond the traditional web, streaming, and social platforms.

More importantly, advertisers are rethinking who a “gamer” actually is. The average gamer is 36 years old, and nearly half are women. Many are working professionals and college graduates — the same people brands want to reach.

Mobile gaming has both enormous audience scale and high time spent. For those two reasons, we believe a significant amount of brand budget will move into gaming environments.

3.Chartboost Direct: A New Revenue Path Without a New SDK

Brand budgets are moving into the app ecosystem. But whether that money reaches developers efficiently still depends on how direct the ad transaction path is. That is the problem Chartboost Direct is designed to solve.

Ivy: Now that we’ve covered the trend, let’s talk about execution. Last year, you said the deeper rationale for LoopMe’s acquisition of Chartboost was to build an end-to-end platform. This year, LoopMe launched Chartboost Direct. How did the product come together?

Adam Parker: Chartboost Direct is the most exciting product launch we’ve had since acquiring Chartboost.

It builds on Chartboost’s proven, trusted SDK infrastructure and allows leading DSPs and SSPs to establish direct payment relationships with premium mobile app developers. That removes intermediaries from the traditional value chain, reduces friction in media buying, and creates more value for both advertisers and developers.

Ivy: For mobile app and game developers, the most important question is very practical: How exactly does Chartboost Direct create incremental revenue?

Adam Parker: First, developers don’t have to build anything new. We’ve already built the technology, and it connects directly through the existing infrastructure.

Historically, a developer’s ad inventory would pass through an ad exchange and a mediation layer. Along the way, some inventory could be filtered out by supply-path optimization, or SPO. Chartboost Direct identifies that inventory as direct supply for demand partners, allowing it to pass SPO filters and unlock ad spend that could not reach it before.

In plain English, we’re adding a new routing and commercial layer on top of the existing technical integration. Developers don’t need to replace their SDK or change their setup to benefit.

Ivy: That also means LoopMe’s role has changed. The industry used to see LoopMe mainly as a brand-focused DSP or an ad tech platform. With Chartboost Direct, how do you define the company’s position in the digital advertising industry today?

Adam Parker: LoopMe today is an end-to-end AI platform for brand performance advertising, helping brands drive results across mobile and CTV apps.

We started as a brand DSP for mobile advertising. Today, we can deliver a full-funnel solution through our DSP, ad exchange, SSP, and SDK, backed by a powerful DMP — all running on one unified AI spine.

Chartboost Direct is another example of how we continue to find new ways to make transactions more efficient and create value for customers. For advertisers, that means greater efficiency and better results. For developers, it means maximizing returns.

4.The Real Moat Is Not Any One Capability. It Is How They Work Together

From brand budgets and ad transactions to developer monetization, LoopMe now operates across multiple parts of the advertising value chain. But in Parker’s view, AI, data, or SDK access alone is not enough to create a real moat.

Ivy: LoopMe now has an end-to-end platform, AI capabilities, proprietary data at scale, and SDK connectivity. If you had to choose one, what would you call the company’s biggest competitive advantage?

Adam Parker: Each capability is valuable, but LoopMe’s real value comes from the combination of these assets and the way they work together.

We’ve spent 14 years building this technology into a truly defensible, future-ready platform for brand advertising. No single piece fully explains what makes LoopMe different. The real distinction is that all of them work together in one system.

To answer even more directly, our platform is fully modular. An agency or platform can choose one module or use the entire technology stack, depending on the outcome it wants.

We leave that choice to the customer. Customers can mix and match based on their own needs, whether they’re an agency, a brand buying directly, or a DSP or SSP platform partner.

Ivy: Beyond the product, LoopMe has also added several senior leaders in the U.S., covering regional sales and the smart trading platform. What’s the strategy behind those hires?

Adam Parker: These appointments are part of the expansion of LoopMe’s commercial team in North America and the leadership team for our smart trading platform.

Brands and agencies increasingly need to connect upper-funnel brand investment with lower-funnel business outcomes. LoopMe is moving faster to meet that demand.

As we scale toward $1 billion in revenue, these appointments span the entire commercial function, including agency partnerships, platform partnerships, direct sales, and revenue operations. The goal is to scale quickly in this fast-growing market while keeping that growth sustainable.

5.A “Dream Team” Is Obsessed With Customer Outcomes

Ivy: What does the DNA of your ideal “dream team” look like?

Adam Parker: At LoopMe, we call it “customer obsession.” Put more simply, it means being relentlessly focused on customer outcomes. The team has to keep asking one question: What value are we actually creating for the customer?

That mindset has a few parts: keep innovating, do the right thing, and genuinely love the work you do.

People with that DNA are willing to step outside their comfort zones for the customer. That customer might be an agency, a brand buying directly, a platform, or a publisher. The standard applies to everyone — from someone on their first day, to me, to the chairman of the company.

Ivy: One last, lighter question. If you had a time machine and could say one thing to Adam Parker who was just entering the industry 20 years ago, what would it be?

Adam Parker: I began my career in investment banking nearly 20 years ago. I didn’t move into ad tech until I joined LoopMe in January 2024.

The world was completely different 20 years ago. Mobile advertising was still in its very early stages, and neither the iPhone nor the app ecosystem even existed. Looking back, one thing is obvious: the digital environment never stops changing, and the pace of innovation only gets faster.

So if I could tell my 20-year-younger self one thing, it would be this: Do not just keep up with change. Try to stay ahead of it. More importantly, learn to embrace it.

About Adam Parker

Adam Parker is Senior Vice President of Corporate Development and Strategy at LoopMe. He brings extensive experience in corporate development, private equity, and investment banking. He has worked at LoopMe, Jefferies, and Nomura, focusing for many years on M&A advisory and financing in technology, media, and telecommunications. He holds several degrees, including an MBA from London Business School, and has expertise in project finance and structured finance.