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Google expands AI Max to Shopping and Travel campaigns. Learn what’s changing, how it works, and what advertisers should prepare for ahead of broader rollout. The post Google Launches AI Max For Shopping and Travel Campaigns appeared first on Search Engine Journal. View the full article

The next time you open Netflix’s app, it may look a lot more like YouTube, Instagram, or TikTok. That’s no accident: On April 29, the streaming service begins rolling out its biggest mobile redesign in years, with a major focus on vertical video. Netflix is launching the new mobile UI in the U.S., U.K., Canada, and a handful of other countries now, with plans to expand globally in the coming months. Once the app updates, subscribers will gain access to a new “Clips” tab featuring trailers, highlights, and behind-the-scenes footage from Netflix shows, movies, and podcasts, all optimized for quick, on-the-go viewing. Clips appear in an endless scroll feed, much like the experience on popular social apps. The redesign is a clear acknowledgment that the way people consume video, both on phones and TVs, is shifting. Netflix is also facing a growing field of competitors vying for viewers’ time, including YouTube, which now accounts for nearly 13% of all TV viewing time. Netflix’s answer is to bring the fight directly to YouTube’s and Instagram’s home turf: mobile phones. With vertical videos, Netflix puts podcasts front and center Media companies have long struggled to adapt to the rise of mobile-native video platforms like Instagram, TikTok, and YouTube. Case in point: Jeffrey Katzenberg’s Quibi raised $1.75 billion to create a Netflix for short-form vertical video, only to shut down six months post-launch after failing to attract viewers. Netflix aims to avoid those mistakes, and it’s not treating vertical video as an end in itself. While Quibi attempted to pioneer entirely new formats, and apps like Instagram are built to keep users scrolling indefinitely, Netflix’s Clips feed is focused on content discovery. Users can find a clip from a show they may enjoy, add it to their watch list, or rotate their phone and begin watching immediately. At its core, Netflix remains focused on long-form storytelling, which has not always translated easily to smaller screens. “Professional TV and film historically makes up a pretty small percentage of mobile viewing,” Netflix co-CEO Ted Sarandos acknowledged during a recent earnings call. That reality helps explain why Netflix has embraced one of YouTube’s most successful categories: podcasts. In recent months, Netflix has partnered with companies like Spotify, Barstool Sports, and iHeartMedia to expand its podcast offerings, adding video episodes of The Breakfast Club, The Bill Simmons Show, and the like. Highlights from popular podcasts feature prominently in Clips feeds for interested users. Netflix plans to personalize the feeds based on a subscriber’s viewing history and their Clips browsing behavior. In the coming months, the company plans to add the ability to browse Clips by categories, and, for instance, scroll through an endless feed of swoon-worthy romance moments. The new app makes room for further expansions Podcasts are just one of the ways Netflix has been expanding beyond movies and TV shows. Over the past few years, the streaming service has also embraced live programming and sports as avenues to keep its subscribers hooked. Last year, Netflix relaunched its TV experience to better incorporate this content. Today’s mobile app relaunch is supposed to solve the same problem for small screens, according to Netflix co-CEO Greg Peters. “[It] will better serve the expansion of our business over the decade to come,” Peters told investors earlier this year. Part of that is a new top-row navigation that specifically highlights podcasts and other new content categories while also leaving room for further personalization and changes in the future. “Just like our TV UI, it then becomes a starting point,” Peters said. “It becomes a platform for us to continue to iterate, test, evolve, and improve our offering.” In other words: No matter what TikTok, Instagram, and YouTube cook up next, Netflix wants to be ready for it. View the full article

Jerome Powell said Wednesday he plans to remain on the board of the Federal Reserve after his term as chair ends next month “for a period of time, to be determined,” saying the “unprecedented” legal attacks by the The President administration have put the independence of the nation’s central bank at risk. “I worry these attacks are battering this institution and putting at risk the things that really matter to the public,” Powell said in remarks at a press conference after the Fed announced its decision to keep its benchmark interest rate unchanged. Powell’s decision to stay — the first time a Fed chair will remain on the board as a governor since 1948 — denies President Donald The President a chance to fill a seat on the central bank’s seven-member governing board with his own appointee. The Senate Banking Committee earlier approved Powell’s successor as chair, The President appointee Kevin Warsh, on a party-line vote. Powell will continue as a Fed governor, possibly until January 2028. Warsh, if confirmed, will take a seat currently held by Stephen Miran, a previous The President appointee, whose term ended in January. Powell’s move could make it a bit harder for Warsh to engineer the rate cuts that The President has demanded, and Warsh advocated for last year, economists say. “It probably means it will take Warsh a little bit longer to build the consensus he is trying to build,” said David Seif, chief economist for developed markets at Nomura, an investment bank. U.S. Attorney for the District of Columbia Jeanine Pirro said on X Friday that her office was ending its probe into the Fed’s extensive building renovations because the Fed’s inspector general would scrutinize them instead. But she added that her office could reopen the investigation if “the facts warrant doing so.” And Pirro had said previously that she would appeal a court ruling that threw out subpoenas her office had issued. Powell said Wednesday he had been assured by the Justice Department that the appeal wouldn’t result in a reopening of the probe unless a separate investigation by the Fed’s inspector general finds evidence of criminal activity. Apparently, that didn’t bring Powell the closure he felt is needed. “I’m waiting for the investigation to be well and truly over with finality and transparency,” he said. “I’m waiting for that and I will leave when I think it appropriate to do so.” The Fed Wednesday left its benchmark interest rate unchanged for the third straight meeting but signaled it could still cut rates in the coming months, moves that attracted the most dissents since October 1992. Three officials dissented in favor of removing the reference to a future cut, while a fourth, Miran, dissented in favor of an immediate rate cut. The dissents underscore the level of division on the Fed’s 12-member rate-setting committee ahead of the end of Powell’s term as chair on May 15. “Developments in the Middle East are contributing to a high level of uncertainty about the economic outlook,” the Fed said in a statement after its two-day meeting. “Inflation is elevated, in part reflecting the recent increase in global energy prices.” The President responded to Powell’s decision late Wednesday on his social media website: “Jerome ‘Too Late’ Powell wants to stay at the Fed because he can’t get a job anywhere else — Nobody wants him,” The President posted, using his nickname for the Fed chair. Warsh has promised “regime change” at the central bank and may make sweeping changes to its economic models, communications strategies, and balance sheet. He has argued in favor of rate cuts, as The President has demanded, but he will likely find it harder to implement them with inflation topping 3%, above the Fed’s target of 2%. When asked if he believed Warsh would stand up to political pressure from The President, Powell answered, “He testified very strongly at his hearing, and I take him at his word.” The three officials who dissented against hinting that the Fed may reduce borrowing costs were Beth Hammack, president of the Federal Reserve Bank of Cleveland; Neel Kashkari, president of the Minneapolis Fed; and Lorie Logan, president of the Dallas Fed. The regional Fed bank presidents have historically been more likely to dissent, while the Washington-based governors more often support the chair. The dissents could renew tension between the The President administration and the bank presidents, who White House officials have previously criticized. Beth Ann Bovino, chief economist at US Bank, said the dissents demonstrated that Fed policymakers are “very independent” and will likely be on hold for months longer. She has forecast a rate cut in December but now isn’t sure. Wall Street investors on average don’t expect a reduction until well into next year, according to futures pricing. Powell’s decision to stay on could worsen tensions with the The President administration and would create what some analysts refer to as a “two Popes” scenario, with a chair and former chair both on the Fed’s board. In that case, divisions among policymakers could increase, if some decided to follow Powell’s lead rather than Warsh’s. Powell dismissed the notion that his staying on could cause dissension, saying, “My intention is not to interfere,” later adding that, “I’m not looking to be a high profile dissident or anything like that.” Still, Powell said he remained concerned about the Fed’s independence from the White House, which he said is essential to its ability to set rates to benefit the public, rather than in response to political pressure. When the Fed raises or cuts its short-term rate, over time it affects the cost of mortgages, auto loans, and business borrowing. Fed independence remains “at risk,” he said. “We’re having to resort to the courts to enforce our … ability to make monetary policy without political considerations. We’ve had to do that and we’ve been successful so far, but that’s not over, none of that has concluded yet.” The unusual situation comes while the economic picture remains unusually murky, putting the Fed in a difficult spot. Inflation has jumped to 3.3%, a two-year high, as the war has sharply raised gas prices. That makes it harder for the central bank to reduce rates. The Fed typically leaves rates unchanged, or even raises them, if inflation is worsening. At the same time, hiring has ground almost to a halt, leaving those without jobs frustrated by the difficulty of finding new ones. Typically, the Fed cuts rates when the job market is weak, to spur more spending and job gains. But layoffs also remain low, as employers appear to be following a ” low-hire, low-fire ” strategy. Many Fed officials have suggested that as long as the unemployment rate is low, the central bank doesn’t need to cut rates to spur more spending and hiring. Unemployment declined to 4.3% in March, from 4.4%. AP Writer Alex Veiga contributed to this report. —Christopher Rugaber, AP Economics Writer View the full article

Microsoft says Bing reached 1B monthly active users, as search ad revenue grew 12% and Edge gained share for the 20th straight quarter. The post Microsoft Says Bing Reached 1B Monthly Active Users appeared first on Search Engine Journal. View the full article

Policymakers warn risks to economy from energy shock driven by Middle East conflict have ‘intensified’View the full article

Yesterday, two of the biggest tech giants in the AI boom reported their latest earnings. Google parent company Alphabet Inc. (Nasdaq: GOOG) and Facebook owner Meta Platforms, Inc. (Nasdaq: META) posted Q1 2026 results with some striking similarities, including a surge in capital expenditures (capex) and strong revenue growth. But this morning, Meta’s stock is plunging, while Google’s is jumping. Here’s why. Google’s Q1 results give investors confidence in its AI strategy The way investors are reacting so differently to the two AI giants’ earnings results this morning makes the quarterly reports feel like A Tale of Two Cities, sorry, Tech Giants. For Google, it seems like the best of times, and for Meta, not so much. Yesterday, Google reported that for its most recent quarter, it achieved $109.9 billion in revenue, an increase of 22% and a record for the company. On top of that, the company reported an earnings per share (EPS) of $5.11, an increase of 82%. Google’s Search revenue also climbed 19%. This is particularly notable because many industry watchers have long debated whether the rise of chatbots will eat into the business models of traditional search engines. But that doesn’t seem to be happening—at least not for Google. And part of that may be down to Google surfacing AI search summaries at the top of its search results, which may be helping to maintain user engagement. Either way, AI is without a doubt why investors are rewarding Google’s stock price so much today. The main driver behind Google’s surging record revenue haul was the company’s cloud business. The Google Cloud division brought in $20 billion in revenue alone for the quarter, representing a staggering 63% increase. The Google Cloud Platform (GCP) primarily serves large enterprise customers by providing cloud compute infrastructure for artificial intelligence. Moreover, Alphabet said that its Google Cloud revenue was only constrained because GCP was constrained by compute capabilities (ie: it needs to keep building out more data centers to meet demand). The company says it currently has a Google Cloud backlog of over $460 billion in business. To better capture this AI-driven business in the future, Alphabet announced it would increase its full-year capital expenditure range. As noted by CNBC, Alphabet now expects its 2026 capex to increase from between $175 billion to $185 billion to a range of $180 billion to $190 billion. Yet despite adding to its already massive capital expenditure, the company’s stock price is still jumping this morning, currently up around 8% in premarket trading. But why? The answer is simple: Google may be spending a ton of money on building out its AI infrastructure, but the company’s current quarterly results show investors that the search giant is already benefiting massively from its AI expenditures. Meta, on the other hand… Investors are leery of Meta’s AI spend There’s no denying that Meta reported some very solid figures in its Q1 2026 earnings. Total revenue was $56.3 billion, a massive 33% increase from the same quarter a year earlier. The company also reported earnings per share (EPS) of $10.44, significantly higher than the $6.79 that LSEG analysts had expected, CNBC noted. Of course, that EPS was helped by $8 billion in tax breaks from the The President administration, so its actual EPS without those breaks would have been less, at around $7.31. Still, that’s higher than analysts had hoped. And, like Google, Meta also reported that it would increase its capital expenditure for fiscal 2026 in order to better build out its AI infrastructure (primarily through the development of more data centers). Meta said its capex for the year will now be between $125 billion and $145 billion, up from a range of $115 billion to $135 billion. Yet despite the surging revenue and a lower planned capex than Google, Meta’s stock is falling this morning, currently down around 9% in premarket trading. But why? The biggest factor here seems to be that, as they have shown with Google, investors don’t seem to mind hundreds of billions in AI capex spend—as long as they can start seeing some positive results from it. While the bulk of Alphabet’s surging revenue came from its AI-focused cloud division, which shows the company is benefiting from its AI data center spending, the primary driver of Meta’s Q1 revenue increase was its legacy ad business. To be sure, that increased ad revenue is nothing to sneeze at—more money is more money. But investors may feel that Meta’s expensive AI buildout has yet to begin paying off in any meaningful way. That may be all the more disappointing to investors when you consider that Meta has been doing everything it can to shift its resources to AI—and not just by building out data centers. The company has recently instituted thousands of layoffs to reduce its labor costs and increase spending in other areas, such as AI. At the same time, Meta has also made headlines over the past year for spending massively on hiring individual AI talent. Sam Altman, who leads Meta competitor OpenAI, has alleged that Meta was offering bonuses of up to $100 million to poach individual AI experts. Those headlines have not helped calm investor worries that Meta is shoveling money into an AI buildout, yet so far, it has little bottom-line benefit to show for it. There is one clear winner between META and GOOG stock in 2026 Given that Alphabet appears to be showing more tangible financial benefits from its AI spend, it’s little wonder that investors are cheering the former’s stock this morning, while punishing the latter’s. As of this writing in premarket trading, GOOG shares are currently up nearly 8% to around $375 per share. META shares, on the other hand, are currently down by around 9% to $607.50 per share. Google’s share price surge this morning puts the company firmly in the green for the year, while Meta’s drop solidifies its plunge into the red. Even before today’s stock price change, GOOG shares were up more than 10% year to date, as of yesterday’s close. Meta’s shares, by contrast, were up only 1.3% in the same timeframe. Before today’s stock price fall, over the past 12 months, Meta’s shares had risen by over 20%. Still, that was significantly behind Alphabet’s stock price rise of more than 114% during the same period. During the same timeframe, the tech-heavy Nasdaq has increased nearly 40%. View the full article

Can AI Mode ads drive conversions or just awareness? Learn how to evaluate performance, set realistic expectations, and measure incremental growth. The post Can AI Mode Ads Actually Drive Conversions, Or Is It Just Awareness? – Ask A PPC appeared first on Search Engine Journal. View the full article

Plenty of brands use AI to talk to consumers. In other words, they’re tapping AI to generate customer service responses, automate interactions, and speed up outreach. But what they’re not doing is investing in the listening side of AI or leveraging into its vast capabilities here—i.e., using AI to better understand customer friction, synthesize feedback, spot patterns, or act on what people are saying. And to me, this is a major miss. Whenever leadership looks out onto their world below—rather than from within the trenches—gaps can emerge. And while leaders routinely make business decisions with the aid of spreadsheets, dashboards, and second-hand summaries, you can’t market via Excel spreadsheets alone. Data matters. Efficiency matters, too. But if leadership loses touch with the people behind the numbers, even the smartest systems can reinforce the wrong assumptions and decisions. When budgets tighten, the first victims are UX research and service design: the very capabilities that help brands understand human behavior, precisely when that understanding becomes most critical. Modern management styles highlight this disconnect. Ask a CEO for a pie chart of how they spend their workday, and you’ll see vast portions dedicated to investors, internal meetings, strategy reviews, and dashboards. But how much goes to listening to customers, frontline employees, or service teams? That’s where AI use has a real opportunity. Not just as an outreach tool, but as a listening engine. A BETTER USE FOR AI: LISTENING AT SCALE AI has resurfaced a decades-old challenge: businesses forget that communication is a two-way street, and they blast marketing collateral without giving recipients the space to react. We saw it in the mobile marketing boom of the 2000s, when brands mistook access for permission, flooded people with messages, and even faced FTC settlements. AI now risks repeating that mistake at far greater speed and scale. More content does not mean better communication, especially if no one is stopping to listen. According to research, less than a third (32%) of Americans trust AI, while just over half of consumers (53%) actively dislike or hate its use in service interactions. That should be a warning to any company rushing to automate its outward voice. Customers don’t want to feel trapped in a loop of synthetic responses. They want to feel understood. Rather than using AI solely for outreach, the tech is most valuable when it digests and acts on what it hears. It can revolutionize how organizations absorb customer and employee signals at scale. Recently, new Walmart CEO John Furner sent a companywide memo asking staff to share “one thing that slows you down or makes it harder to do your job.” The retailer is the largest private employer in the U.S. and analyzing 1.6 million responses would take it into the next CEO’s tenure. But using AI to examine them and recommend actionable improvements? Now that’s a different story. Listening is not a new leadership principle, but it’s a newly urgent one. In one banking organization we worked with, senior leaders were expected to spend hours each month listening to customer service calls. That kind of discipline matters. It keeps decision-makers close to the frustrations, questions, and emotions that define the customer experience. AI can make that process more efficient, but it shouldn’t replace the human habit of paying attention. LISTEN FIRST, THEN SPEAK The future of leadership is hybrid. Inside knowledge matters, but outside perspective does too. Strong organizations avoid siloed thinking by combining what they know internally with fresh eyes from outside the system. The same is true of customer understanding. Leaders should know their brand, yes, but more importantly, they should understand their core customer base deeply and directly. Ideally, they stay close enough to that audience that they recognize when something feels off before the dashboard tells them. Brand leaders can continue to automate pillars of their communications strategies. But if AI only makes your organization faster at talking, you’re missing the point—and making the same mistakes as mobile marketers 20 years ago. A company can look operationally sound while growing culturally disconnected. It can become consistently good, but not truly great. The companies that win will be the ones that use AI to build better feedback loops with customers and employees, synthesize what they hear at scale, and act on it quickly. And they’ll use the technology to stay closer to the humans who drive the business. The real question for leaders is: are you using AI to create more distance, or less? Justin Tobin is the founder and CEO of Gather. View the full article

Monetary Policy Committee says borrowing costs may need to rise if energy shock continues to hit global economyView the full article

Measurement noise from AI tracking tools is making it harder for brands to separate real visibility from artificial signals. The post Your AI Visibility Tracker Is Quietly Breaking Your Analytics And Your Strategy appeared first on Search Engine Journal. View the full article

Learning about exercise can be overwhelming. One YouTube channel tells you what to do, and you think, OK, I’ve got that. Then you see an Instagram post that tells you something else entirely. Stop by the gym and ask a trainer, and they’ll let you know that both of your sources are overthinking it and instead you should do things their way. Why is it all so complicated? I have some thoughts on that, and some tips for navigating the confusion. One of the biggest reasons is that there are many good answers for each of your fitness questions. So you don’t have to find the one true correct answer before doing your workout, any more than you’d need to identify the unquestionably best restaurant in town before going out to eat. Let’s dig in to some of the types of confusion that you’re probably running across, and what to do about each. Not every piece of fitness advice is for youFirst I’d like to address the biggest reason we see conflicting advice in any subject: Different experts are talking to different audiences. You, the reader or viewer, are not in all of those audiences at once. For example, if you search for “how to squat,” you’ll find a variety of answers to the question. One expert might have advice for bodybuilders to build as much leg muscle as possible. Another might be telling powerlifters how to get strong and move the most weight in competition. Yet another might be introducing beginners to the idea of doing an air squat for the first time. It makes sense that they would all say different things, right? How to navigate this: Decide on a type of advice to follow. If you want to learn the basics of powerlifting, for example, there are books and videos and real life human coaches who will teach it to you. And if you’re a beginner, don’t seek out advice for advanced lifters; it may not be helpful to you yet. If you can’t decide what direction you’re going, it’s fine to check out different sources and compare. But don’t expect them to all agree with each other. The algorithm rewards pointless debatesThe basics of training are pretty simple, even if it may not seem that way when you’re a beginner. You get better at running by putting in time on your feet, and not trying to turn every training run into a race. (See our beginners’ guide here.) You get stronger by lifting heavier weights over time, although that doesn’t have to mean lifting more every single week—best to follow a program that guides you through a sensible path for progress. And if you’re brand new to everything, all you really need is to build a routine and not give up; literally all of the details can wait. But we like to learn more, and if we’re confused or anxious, we often think the cure is more information. So we visit YouTube (or the information firehose of our choice) and see what it has to say. But here is where the algorithm stands in our way: YouTubers don’t have much of a career if they just put out a few videos with basic information and then sit back and relax. So we get in-depth debates on things like: Which running shoe might be marginally better than another? Should you do your morning workout before or after breakfast? Should you do dumbbell lateral raises with your hands in a neutral position or with your pinkies pointing slightly upward? (You might think I’m joking with that last one, but for a brief viral moment it was a hugely controversial subject.) Creators also get more engagement if they react to other creators, cultivate rivalries, say that everyone else has it wrong, debate creators with the opposing viewpoint, etc. The algorithm rewards confusion, because it makes people watch more videos. In reality, the direction of your pinkies on lateral raises is going to make, at most, 0.0000001% of the difference in how your shoulders look a year from now. Even if you could get a solid answer on which way is best, it wouldn’t actually matter. How to navigate this: One day I was typing the word “optimal,” and my phone auto-corrected it to “optional.” That’s a life lesson right there. Optimal is optional. If you’re doing things basically good enough, optimizing the details is going to make very, very little difference. When you are an Olympic athlete and tiny differences in your performance could make or break your chances for a gold medal, you can revisit these questions. For now, just remember that there are many paths toward fitness, and you can take whichever you find simplest or most enjoyable. Most fitness advice is meant to nudge youLet’s step out of the social media algorithm for a moment, and talk about the very reasonable things you might hear from a trainer. As a trainer is trying to guide your movement, they’ll give you cues. These are not meant to be objective descriptions of exactly what happens in a lift, but rather nudges in a particular direction. For example, if your heels pull off the ground as you are squatting, you might be told to “drive through the heels.” This can lead to confusion if you hear another trainer say to “keep even pressure on all parts of your foot.” That would be a better cue for somebody who is tipping back onto their heels, but it could work for the person who is getting up on their toes as well. The truth is that both trainers are trying to do the same thing: keep you from rocking too far forward or backward. Since cues are nudges, they can't really be right or wrong; they can just be helpful or unhelpful. The cue that works for someone else may not be the right cue for you. How to navigate this: Ask for clarification if you’re getting the advice in person. If not, try both of the conflicting cues, and see if one of them helps you to feel stronger or do the movement better. You may also want to read our explanations of the cues that tend to confuse people most. View the full article

For more than two decades (nearly as long as I’ve been in SEO), backlinks have been core to SEO. Google’s PageRank changed search by using backlinks as a proxy for trust. A link wasn’t just a pathway; it was a vote. The more votes you had and the more authoritative the voters were, the higher you ranked. But as Google and AI systems matured, entity-based understanding emerged. AI models became better at understanding content, context, and credibility without always needing a hyperlink as a crutch. Today, visibility isn’t driven solely by links. It’s strengthened by the broader signals your brand has earned: how often it’s mentioned, cited, and trusted across authoritative sources. Search engines and AI platforms now prioritize these signals. AI’s role in reducing reliance on links alone Modern AI systems can evaluate trust and expertise in ways that were impossible a decade ago. AI has changed how authority, trust, and expertise are measured. It can now assess authority through signals once approximated mainly by backlinks. AI can: Identify entities and map their relationships across the web. Interpret sentiment and contextual relevance. Detect manufactured link patterns with near-perfect accuracy. Understand brand prominence without a single hyperlink. Evaluate reputation signals from reviews, mentions, and citations. Cross-reference information across multimodal sources. A brand mention in a reputable publication—even without a link—reinforces entity authority. Consistent expert citations validate expertise. These signals can’t be faked. The result is a new era where links still matter, but they’re no longer the only star. Authority is now a network of signals. The rise of entity‑first SEO As Google relies less on raw link signals, something else has increased: entities — the people, brands, organizations, and concepts behind the content. Google increasingly showcases brands based on who they are and how they’re discussed across the web, alongside their backlink profile. At its core, entity-first SEO means Google and LLMs are mapping relationships: identifying brands, understanding what they’re known for, and evaluating how they’re referenced in trusted sources. For example, an outdoor gear company with a modest backlink profile began appearing in AI Overviews for “best hiking backpacks” after repeated mentions in Reddit threads, YouTube reviews, and a few expert roundups. Only some mentions included links, but the brand appeared consistently in trusted, topic-relevant conversations. Google interpreted those unlinked mentions as proof of real-world relevance. If your brand consistently appears in a positive light in topic-related conversations, AI sees that as proof you’re relevant and trusted. The brands that win now have the strongest entity presence. PR‑style links + editorial = off-page powerhouse PR-style links and editorial coverage are earned mentions in reputable publications — the kind that signal real-world authority, not algorithmic manipulation. Why editorially earned links outperform volume-based link building Old-school, volume-based link building is less effective as AI improves at detecting manufactured patterns. But high-quality, relevance-driven link building—especially when paired with PR signals—is more valuable than ever. Editorial PR links from journalists, analysts, and industry voices who choose to reference a brand because it’s newsworthy or authoritative reflect genuine credibility. They’re the digital equivalent of a trusted expert saying, “This brand matters.” Authority-Based Link BuildingVolume-Based Link BuildingStrong editorial contextThin or generic contentHigh topical relevanceLimited relevanceNatural language anchorsOver‑optimized anchorsTrusted authors and publicationsSites with weak editorial oversightClear entity associationsObvious link‑selling footprints AI doesn’t just look at the presence of a link; it evaluates the context around it. Models are trained to reward authenticity. Search aims to reward the most authoritative entities. Creating multi‑signal authority The real power comes from a combination of signals. As search has evolved, quality has become more powerful than quantity. Now AI is driving another shift. You can grow traditional, relevance-focused links alongside new brand signals. A single earned placement done well can generate: Brand mentions that reinforce entity recognition. Citations that validate expertise. Positive sentiment that strengthens trust. Topical associations that build relevance. Valuable hyperlinks for foundational growth. Entity reinforcement across the Knowledge Graph. Secondary coverage as other sites pick up the story. This is multi-signal authority — holistic credibility that AI systems are designed to reward. It tells Google and LLMs: you’re known, trusted, and relevant. You need to be part of the conversation. As powerful as PR signals are, they’re only one part of a larger authority ecosystem. AI evaluates brands through a multi-signal trust profile that determines visibility. Breaking down the new authority stack Authority is now defined by the breadth and consistency of signals that validate who your brand is across the web. It’s evaluated as humans do: reputation, recognition, expertise, and prominence. Authority is no longer a single metric tied to links. It’s a network of signals, including: Brand strength: Rising branded search volume, navigational queries, and direct traffic patterns that signal real-world recognition. Entity validation: Consistent NAP details, schema markup, and unified profiles help confirm your brand and connect references back to the same entity. Topical authority: Depth of content, subject-matter experts, and external collaboration to show your brand is genuinely knowledgeable about the topics you discuss. Reputation signals: Reviews, citations, third-party mentions, and sentiment patterns that reflect trustworthiness. PR signals: News coverage, interviews, podcast appearances, and industry mentions that reinforce your brand’s relevance. Together, these signals create a holistic authority profile that AI can interpret. The brands that win have the strongest multi-signal authority footprint. Brand strength is the silent factor Brand strength quietly outweighs other signals. The data shows it: brands in the top 25% for web mentions average 169 AI Overview citations, while the next quartile averages just 14. That’s not a small gap. This aligns with AAhrefs’ analysis of ~75,000 brands. The strongest correlations with appearing in AI Overviews were branded web mentions, branded anchors, and branded search volume—all signals of real-world brand presence. Consider two competing fitness apps. One has thousands of backlinks from generic listicles. The other is frequently mentioned in Reddit threads, YouTube reviews, and TikTok “day in the life” videos. The second app appears consistently in AI Overviews because AI sees it as part of the real-world fitness conversation, not just the link graph. The brands dominating AI Overviews have the strongest brand presence, supported by consistent links, mentions, citations, and contextual relevance. Predictions for 2027 and beyond By 2027, link building will undergo radical change. The shift from a numbers game to a confidence game will become the norm, and Share of Authority or Voice will be the new metric. Here are my top three predictions for what’s next. Prediction 1: Visibility will be measured by a “Share of Model” metric. AI rewards signal density, not link density. Link building will expand to include “seeding” information in AI training hubs. Instead of mass outreach to low-tier blogs, strategies will target user-preferred sources like Reddit, LinkedIn, Substack, and GitHub, which LLMs use for high-quality, human-led data. Brands that appear most often in training data, trusted sources, and high-authority conversations will earn visibility. This is the next step in a world where signals determine authority. Traditional MetricPredicted MetricWhy the ChangeBacklink CountEntity Citation FrequencyAI values brand mentions as much as linksDomain Authority (DA)Source Reliability ScoreFocus on the trustworthiness of the sourceAnchor TextSemantic ContextAI reads the intent around the link, not just the textPageRankShare of Model (SoM)Success is being the AI’s preferred answer Prediction 2: Brands will act as primary newsrooms as proprietary data generates the strongest authority signals. As AI systems rely more on multi-signal authority, proprietary data becomes one of the most powerful assets a brand can produce. Data isn’t just content — it’s a signal engine. It naturally earns the signals AI trusts most: PR coverage. Citations. Mentions. Social discussion. Co‑occurrence with authoritative entities. Long‑tail references in future content. Traditional link building still provides foundational authority, but data-driven assets are the accelerant. They create high-trust, high-context signals that AI models weigh heavily. On a platform where visibility depends on how often your brand appears in authoritative contexts, proprietary data is the most scalable way to increase your Share of Authority. Prediction 3: Unlinked brand mentions will become one of the most valuable authority signals Traditional contextual links will continue to build the foundation. But beyond that, search engines will track every time your brand appears alongside specific topics. Links will need “semantic context.” Every mention of your brand in news, podcasts, reviews, forums, social posts, and roundups becomes a signal that strengthens your entity. AI isn’t replacing link building — it’s expanding it The future of off-page SEO isn’t a battle between traditional link building and AI-driven signals. It’s the realization that links were always just one signal. Now search engines can understand dozens more. Traditional link building still matters. It provides the foundational authority, crawl paths, and topical relevance every site needs. AI has widened the field. It can read context, interpret sentiment, understand entities, and evaluate brand presence. These signals don’t replace links — they amplify them. Links built the foundation. Signals build the skyscraper. View the full article

Microsoft Advertising has added conversion and spend metrics to the PMax Website Publisher URL report. So if you check out the report, you will see a bunch more insight and data into the performance of those ads.View the full article

Growth in headline figure obscures worse than expected $700mn increase in fee-paying assets View the full article

Google may be testing showing more links and citations within the AI Mode results. Google has done this with AI Overviews a year or so ago and now may be testing it with AI Mode results.View the full article

Higher utilization and aggregate excess payments point to pressure, according to TransUnion. Debt-to-income averages remain below traditional mortgage caps. View the full article

Have you ever wondered what the “S” in S Corporation really stands for? It actually represents “Subchapter,” referencing Subchapter S of the Internal Revenue Code. This designation allows corporations to pass through income, losses, and other tax attributes directly to shareholders, helping them avoid double taxation. Nevertheless, not every business can qualify for this status. To understand the specific criteria and implications, let’s explore what it takes to become an S Corporation. Key Takeaways The “S” in S Corp stands for “Subchapter,” referencing Subchapter S of the Internal Revenue Code. S Corporations allow income and losses to pass through to shareholders, avoiding double taxation. Eligibility requires a maximum of 100 shareholders who must be U.S. citizens or residents. Only one class of stock is permitted in S Corporations, ensuring equal rights among shareholders. To elect S Corporation status, all shareholders must file IRS Form 2553 with their signatures. Understanding the Meaning of “S” in S Corp The “S” in S Corporation signifies “Subchapter,” which is derived from Subchapter S of the Internal Revenue Code. Comprehending what does S Corporation stand for is essential for small business owners considering this structure. An S Corporation definition describes it as a special type of corporation that allows income, losses, deductions, and credits to pass through directly to shareholders. This setup avoids double taxation at the corporate level, making it financially advantageous. To qualify as an S Corporation, a business must meet certain eligibility criteria, such as having no more than 100 shareholders and being a domestic corporation. The election for S Corporation status is made by filing IRS Form 2553, which requires signatures from all shareholders. Fundamentally, the “S” in S Corp stands for a unique tax treatment that combines the benefits of a corporation and a partnership, making it an attractive option for many small businesses. Overview of S Corporations When considering business structures, S Corporations offer a unique blend of benefits that can appeal to small business owners. Defined under Subchapter S of the Internal Revenue Code, these entities allow income, losses, deductions, and credits to pass through to shareholders, thereby avoiding double taxation. To qualify as an S Corporation, a business must adhere to specific criteria, including having no more than 100 shareholders, all of whom must be U.S. citizens or residents. Here’s a quick comparison of S Corporations and C Corporations: Feature S Corporation Taxation Pass-through taxation Shareholder Limits Maximum of 100 shareholders Stock Classes Only one class of stock Eligible Shareholders Must be U.S. citizens/residents Forming Process File Form 2553 for election If you’re considering how to change LLC to S Corp, remember to follow the IRS guidelines. Advantages and Disadvantages of S Corporations Comprehending the advantages and disadvantages of S Corporations can help you make informed decisions about your business structure. One key advantage is pass-through taxation, which allows corporate income and losses to be reported on your personal tax return, avoiding double taxation. You’ll also benefit from lower self-employment taxes, as only wages are subject to these taxes, whereas distributions are not. Nevertheless, S Corporations face stricter IRS regulations, including the necessity to pay shareholder-employees a “reasonable salary,” which may lead to increased scrutiny. Furthermore, the limit of 100 shareholders, all of whom must be U.S. citizens or residents, can hinder growth potential compared to C Corporations. Although S Corporations provide limited liability protection, compliance requirements, including annual reporting and specific eligibility rules, can impose extra costs and administrative burdens. Balancing these factors is vital for your business’s success. Eligibility Requirements for S Corporations To qualify as an S Corporation, your business must meet several specific eligibility requirements set by the IRS. First, your entity must be a domestic corporation and can’t have more than 100 shareholders. All shareholders need to be individuals, certain trusts, or estates; partnerships, corporations, and non-resident aliens can’t hold shares. Moreover, an S Corporation is limited to one class of stock, meaning all shares must have the same rights regarding distribution and liquidation. Furthermore, all shareholders must be U.S. citizens or residents, excluding nonresident aliens from ownership. To elect S corporation status, you’ll need the unanimous consent of all shareholders, which involves signing Form 2553. This form must then be submitted to the IRS to finalize your election. Meeting these requirements is essential for your business to maintain its S Corporation status and enjoy the associated benefits. Tax Implications of S Corporations Comprehending the tax implications of S Corporations is crucial for any business owner considering this structure. S Corporations avoid double taxation, passing income and losses directly to shareholders. You’ll report these on your personal tax returns using Schedule K-1. Annually, S Corporations must file IRS Form 1120-S by March 15, detailing their financials. Here’s a quick overview of key tax aspects: Aspect Description Impact on Shareholders Double Taxation Avoided; income taxed at personal level Lower overall tax burden IRS Form Required Form 1120-S must be filed annually Compliance with IRS regulations Schedule K-1 Reports individual share of income/losses Required for personal tax returns Health Insurance Premiums Over 2% shareholders must report premiums on W-2 Affects taxable wages Deductions and Credits Passed through to shareholders Directly impacts personal tax liability Understanding these implications can help you make informed decisions about your business structure. Frequently Asked Questions Why Is It Called an S Corp? It’s called an S Corp as it refers to a specific tax designation under the Internal Revenue Code. This structure allows small businesses to benefit from pass-through taxation, meaning corporate income isn’t taxed at the corporate level. Instead, it’s reported on shareholders’ personal tax returns. Established in 1958, the SBA designation helps small businesses avoid double taxation as they meet certain criteria, such as having no more than 100 shareholders and a single class of stock. What Does the S in C Corp Stand For? The “C” in C Corporation doesn’t stand for anything specific; it simply distinguishes this type of corporation from others, like S Corporations. C Corporations are taxed separately from their owners under the Internal Revenue Code, which can lead to double taxation on profits. This structure allows for unlimited shareholders and various classes of stock, making it suitable for larger businesses. Incorporating as a C Corp requires following specific legal and regulatory procedures. Is an S Corp Better Than an LLC? Whether an S Corp is better than an LLC depends on your specific needs. S Corps have stricter shareholder limits and require U.S. citizenship, whereas LLCs allow for more members and include nonresident aliens. Taxation differs too; S Corps pass income to shareholders, while LLCs can choose their tax classification. Furthermore, S Corps must adhere to more compliance regulations. Evaluate your ownership structure, tax flexibility, and operational requirements to determine which option suits you best. Which Is Better, S or C Corporation? When deciding between an S corporation and a C corporation, consider your business size and goals. S corps offer tax advantages by allowing income to pass through to shareholders, avoiding double taxation, but limit shareholder numbers and types. C corps, on the other hand, can attract more investors and issue multiple stock classes, making them suitable for larger businesses seeking growth. Your choice should align with your funding needs and operational structure. Conclusion In conclusion, the “S” in S Corporation stands for “Subchapter,” reflecting its designation under the Internal Revenue Code. This structure allows for pass-through taxation, offering significant advantages like avoiding double taxation. Nevertheless, S Corporations must meet specific eligibility criteria and adhere to regulations to maintain their status. Comprehending these key aspects can help you determine if this business structure aligns with your financial goals and operational needs, making it a viable option for many entrepreneurs. Image via Google Gemini This article, "What Does the “S” Stand For in S Corp?" was first published on Small Business Trends View the full article

Have you ever wondered what the “S” in S Corporation really stands for? It actually represents “Subchapter,” referencing Subchapter S of the Internal Revenue Code. This designation allows corporations to pass through income, losses, and other tax attributes directly to shareholders, helping them avoid double taxation. Nevertheless, not every business can qualify for this status. To understand the specific criteria and implications, let’s explore what it takes to become an S Corporation. Key Takeaways The “S” in S Corp stands for “Subchapter,” referencing Subchapter S of the Internal Revenue Code. S Corporations allow income and losses to pass through to shareholders, avoiding double taxation. Eligibility requires a maximum of 100 shareholders who must be U.S. citizens or residents. Only one class of stock is permitted in S Corporations, ensuring equal rights among shareholders. To elect S Corporation status, all shareholders must file IRS Form 2553 with their signatures. Understanding the Meaning of “S” in S Corp The “S” in S Corporation signifies “Subchapter,” which is derived from Subchapter S of the Internal Revenue Code. Comprehending what does S Corporation stand for is essential for small business owners considering this structure. An S Corporation definition describes it as a special type of corporation that allows income, losses, deductions, and credits to pass through directly to shareholders. This setup avoids double taxation at the corporate level, making it financially advantageous. To qualify as an S Corporation, a business must meet certain eligibility criteria, such as having no more than 100 shareholders and being a domestic corporation. The election for S Corporation status is made by filing IRS Form 2553, which requires signatures from all shareholders. Fundamentally, the “S” in S Corp stands for a unique tax treatment that combines the benefits of a corporation and a partnership, making it an attractive option for many small businesses. Overview of S Corporations When considering business structures, S Corporations offer a unique blend of benefits that can appeal to small business owners. Defined under Subchapter S of the Internal Revenue Code, these entities allow income, losses, deductions, and credits to pass through to shareholders, thereby avoiding double taxation. To qualify as an S Corporation, a business must adhere to specific criteria, including having no more than 100 shareholders, all of whom must be U.S. citizens or residents. Here’s a quick comparison of S Corporations and C Corporations: Feature S Corporation Taxation Pass-through taxation Shareholder Limits Maximum of 100 shareholders Stock Classes Only one class of stock Eligible Shareholders Must be U.S. citizens/residents Forming Process File Form 2553 for election If you’re considering how to change LLC to S Corp, remember to follow the IRS guidelines. Advantages and Disadvantages of S Corporations Comprehending the advantages and disadvantages of S Corporations can help you make informed decisions about your business structure. One key advantage is pass-through taxation, which allows corporate income and losses to be reported on your personal tax return, avoiding double taxation. You’ll also benefit from lower self-employment taxes, as only wages are subject to these taxes, whereas distributions are not. Nevertheless, S Corporations face stricter IRS regulations, including the necessity to pay shareholder-employees a “reasonable salary,” which may lead to increased scrutiny. Furthermore, the limit of 100 shareholders, all of whom must be U.S. citizens or residents, can hinder growth potential compared to C Corporations. Although S Corporations provide limited liability protection, compliance requirements, including annual reporting and specific eligibility rules, can impose extra costs and administrative burdens. Balancing these factors is vital for your business’s success. Eligibility Requirements for S Corporations To qualify as an S Corporation, your business must meet several specific eligibility requirements set by the IRS. First, your entity must be a domestic corporation and can’t have more than 100 shareholders. All shareholders need to be individuals, certain trusts, or estates; partnerships, corporations, and non-resident aliens can’t hold shares. Moreover, an S Corporation is limited to one class of stock, meaning all shares must have the same rights regarding distribution and liquidation. Furthermore, all shareholders must be U.S. citizens or residents, excluding nonresident aliens from ownership. To elect S corporation status, you’ll need the unanimous consent of all shareholders, which involves signing Form 2553. This form must then be submitted to the IRS to finalize your election. Meeting these requirements is essential for your business to maintain its S Corporation status and enjoy the associated benefits. Tax Implications of S Corporations Comprehending the tax implications of S Corporations is crucial for any business owner considering this structure. S Corporations avoid double taxation, passing income and losses directly to shareholders. You’ll report these on your personal tax returns using Schedule K-1. Annually, S Corporations must file IRS Form 1120-S by March 15, detailing their financials. Here’s a quick overview of key tax aspects: Aspect Description Impact on Shareholders Double Taxation Avoided; income taxed at personal level Lower overall tax burden IRS Form Required Form 1120-S must be filed annually Compliance with IRS regulations Schedule K-1 Reports individual share of income/losses Required for personal tax returns Health Insurance Premiums Over 2% shareholders must report premiums on W-2 Affects taxable wages Deductions and Credits Passed through to shareholders Directly impacts personal tax liability Understanding these implications can help you make informed decisions about your business structure. Frequently Asked Questions Why Is It Called an S Corp? It’s called an S Corp as it refers to a specific tax designation under the Internal Revenue Code. This structure allows small businesses to benefit from pass-through taxation, meaning corporate income isn’t taxed at the corporate level. Instead, it’s reported on shareholders’ personal tax returns. Established in 1958, the SBA designation helps small businesses avoid double taxation as they meet certain criteria, such as having no more than 100 shareholders and a single class of stock. What Does the S in C Corp Stand For? The “C” in C Corporation doesn’t stand for anything specific; it simply distinguishes this type of corporation from others, like S Corporations. C Corporations are taxed separately from their owners under the Internal Revenue Code, which can lead to double taxation on profits. This structure allows for unlimited shareholders and various classes of stock, making it suitable for larger businesses. Incorporating as a C Corp requires following specific legal and regulatory procedures. Is an S Corp Better Than an LLC? Whether an S Corp is better than an LLC depends on your specific needs. S Corps have stricter shareholder limits and require U.S. citizenship, whereas LLCs allow for more members and include nonresident aliens. Taxation differs too; S Corps pass income to shareholders, while LLCs can choose their tax classification. Furthermore, S Corps must adhere to more compliance regulations. Evaluate your ownership structure, tax flexibility, and operational requirements to determine which option suits you best. Which Is Better, S or C Corporation? When deciding between an S corporation and a C corporation, consider your business size and goals. S corps offer tax advantages by allowing income to pass through to shareholders, avoiding double taxation, but limit shareholder numbers and types. C corps, on the other hand, can attract more investors and issue multiple stock classes, making them suitable for larger businesses seeking growth. Your choice should align with your funding needs and operational structure. Conclusion In conclusion, the “S” in S Corporation stands for “Subchapter,” reflecting its designation under the Internal Revenue Code. This structure allows for pass-through taxation, offering significant advantages like avoiding double taxation. Nevertheless, S Corporations must meet specific eligibility criteria and adhere to regulations to maintain their status. Comprehending these key aspects can help you determine if this business structure aligns with your financial goals and operational needs, making it a viable option for many entrepreneurs. Image via Google Gemini This article, "What Does the “S” Stand For in S Corp?" was first published on Small Business Trends View the full article

Google Ads is testing more transparency around its partner network, letting some advertisers select if they want to run their ads on the search partner network and/or Google Display Network. It is labeled Partners in Alfa. View the full article

If you haven’t been living under a rock, you’ve probably seen the marketing for The Devil Wears Prada 2, whether it’s a glamorous outfit from Anne Hathaway or Meryl Streep all over social media or a Diet Coke can plastered with the signature double-spiked red heel. The global press tour, which spanned cities such as Mexico City, Tokyo, Seoul, and Shanghai, culminated at the movie’s star-studded world premiere at New York City’s Lincoln Center earlier this month with Hathaway, Streep, Emily Blunt, and Stanley Tucci present. As studios promote trailers for upcoming releases, it’s no surprise that they’re also using premieres as massive marketing vehicles as well. In the first movie, Hathaway’s Andrea Sachs is an aspiring journalist and fish-out-of-water who scores a job at a fictional fashion magazine called Runway, only to butt heads with its icy and manipulative editor-in-chief, Miranda Priestly. Released in 2006, it was set during a time when legacy media was still relatively nearer to its prime. In the sequel, Miranda and the rest of the Runway world are grappling with the transition from print to digital media, declining advertising revenue, leadership changes, and the fight for attention in an algorithm-driven online world. Martha Morrison, head of marketing at Disney Entertainment, Studios, said that when the team was planning the premiere, hosting it in New York felt like a full-circle moment since the movies are set in the city. “It felt like it was natural to extend the celebration of these characters coming back to New York,” Morrison told Fast Company. “We wanted it to feel like it was a celebration, but we also wanted to feel like it was sort of an experience.” The premiere (produced by 15|40 Productions) was bigger and flashier than the original, with not only the main cast, but several influencers, fashion journalists, and even Anna Wintour in attendance—a red carpet fit for Runway itself. What was also prominent at the premiere were brand activations across the beauty, fashion, technology, hospitality, and food and beverage categories. These included: A L’Oreal Paris photo booth where guests could pose for their own Runway cover. A Runway-branded elevator door sponsored by Zillow, where attendees could recreate their own strut and catwalk. A Waldorf Astoria table where guests could get their own custom fashion illustrations drawn by an artist. An interactive Runway closet where guests could virtually try on clothes using Google Shopping AI technology. Other brands Disney and 20th Century Studios partnered with include Dior, Lancôme, TRESemmé, Tweezerman, and Grey Goose for various commercials and branded products. Morrison said the credit goes to Lylle Breier, who leads Disney’s global marketing partnerships. “Their goal was to make sure we had a powerhouse collective of all of the best in class partners and brands and culture defining collabs that we possibly could,” Morrison said. “It makes it all feel really special and really in-world and elegant.” “Something tactile and special” But perhaps one of the biggest marketing stunts from the campaign is the limited-edition fictional Runway magazine the team created that was handed out not only at the premiere, but at the various L’Oreal Paris, Grey Goose, and other branded pop-up newsstands in Los Angeles and New York. The magazine—which features Blunt’s Emily Charlton on the cover—is full of editorial features, ads promoting the brand partnerships, and fashion taken from the sequel. There’s even an “editor’s letter” from Miranda and articles written by Andrea, but all the contributors are actual fashion designers, artists, and creators the studio partnered with. (Disney declined to disclose the marketing budget for the sequel.) “It felt like we had to meet the mark as we were going to make our own Runway magazine,” Morrison said. “A lot of effort and care was put into making sure that it matched what people’s expectations are of what they would get if they had a real Runway magazine in their hands.” Morrison noted that while so much of the promotion of the film lives digitally, she said it was important that they gave fans something physical as a keepsake. “In a world where we have a lot of things happening in our campaign that are living online, living in digital, there’s also something great about having something tactile and special you can have in your hands and feel like you’ve got something that feels really exclusive,” Morrison said. “There’s a real power in that as well.” Ultimately, everything in the campaign goes back to celebrating the fans and their love for the movies and its characters, according to Morrison. “Nostalgia is very hot,” she said, even as the movie very clearly depicts how people are impacted by the passage of time. “[The characters] have evolved and changed, and there’s a reason for everybody to come back together,” Morrison said, adding that the team’s goal was to “make this feel like an undeniable cultural moment that is really firmly in the zeitgeist.” View the full article

Google Ads seems to have added a new tab to the recommendations section named "results." I assume this section will show the results of any implemented recommendations you selected within your Google Ads campaigns.View the full article

One of the hardest parts of being a homeowner is knowing whom to call when something goes wrong with your house—a process that starts with figuring out what’s actually wrong in the first place. “What if you wake up, you’ve got a wet spot on the ceiling, and you’re like, Oh crap, I’ve got a problem, but I don’t actually know what it is or who to hire?” says Marco Zappacosta, cofounder and CEO of the home-services marketplace Thumbtack. The 18-year-old platform has made a robust business of helping homeowners navigate the sometimes bewildering process of home improvements and repairs by connecting them with all sorts of service pros—handymen, roofers, electricians, plumbers, and more—faster and more efficiently than traditional methods. Last year, Thumbtack took in nearly $500 million in revenue, according to Zappacosta, up 24% year over year. The company, he says, is “meaningfully profitable.” (Thumbtack makes money by charging professionals a fee for each introduction to a customer.) More than 4.5 million users turned to Thumbtack to help with some 8 million projects over the past 12 months alone, up 15% over the past year. Even so, finding the right person for the right job remains daunting. There are, after all, more than 300,000 pros on Thumbtack, each with a unique set of skills. Thumbtack has been using AI for years to refine how users search for pros on its platform. But LLMs have unleashed new possibilities for matchmaking, and the company is now launching an entirely redesigned app experience: Instead of searching for service pros, users are guided to them via an AI-driven interface that starts with homeowners simply describing what they’re seeing. The new UX asks users to describe their problem in plain language, upload photos, and answer a few tailored questions. Thumbtack’s AI then interprets the problem and serves up a handful of pros whose expertise matches the issue. “We can now meet you where you are,” Zappacosta says. “You don’t have to know or be sure of anything.” An AI guide to home repairs Thumbtack’s new experience builds on a feature the company introduced last year that incorporated natural language processing into search. But instead of acting as a separate chatbot or a stand-alone search feature, AI is now “baked into everything we do,” says Zappacosta, helping users throughout the entire life cycle of working with a pro. For users, the AI-guided UX not only lowers the hurdles to beginning a new project, it also reduces the uncertainty that surrounds the hiring process. Thumbtack now narrows the list of results users see to a curated few pros and explains why each is a good fit. “You can look at the most hired in your neighborhood, the person whose price is most competitive, or maybe the person who has the soonest availability,” Zappacosta explains. “And with that, you make a confident hire.” The new product also eliminates barriers for professionals on the platform. Instead of asking them to fill out rigid questionnaires and checklists to supply Thumbtack with the right metadata to power searches, pros can use natural language to detail their expertise and set nuanced parameters for their work. For example, a pro can tell the AI, “I don’t travel more than 50 miles if it’s less than a $1,000 job, but if it’s over $1,000, game on,” Zappacosta says. The company is preparing to roll out a new communication layer that provides homeowners with Thumbtack phone numbers to keep their information private. Because these conversations happen through Thumbtack, the platform can transcribe them, generate AI summaries, set reminders, and help customers compare quotes side by side. Before this feature, Zappacosta says, Thumbtack had visibility into just the 30% to 40% of communications that happened directly inside the app’s chat feature. These conversations will also provide Thumbtack with another rich vein of unstructured data to refine its AI matchmaking, such as “details around who likes which jobs, what jobs they’re good at, pricing estimates, and how long things are going to take,” Zappacosta explains. “All of that is very context-, neighborhood-, and pro-specific”—and traditionally has been very hard for the platform to track. Thumbtack’s AI can add up to a lot of time saved for contractors, says Jack Marquardt, owner of Electric Avenue in Portland, Oregon, who has been on the app since 2017 and serves on its advisory board. He cites a recent example of a homeowner who wanted a garage door installed and mistakenly reached out to an electrician. Marquardt had to explain that while he could put in an outlet and get power to the door, he couldn’t install the door itself and that other companies specialize in such jobs. Thumbtack’s new tools should be able to weed out these dead-end leads while speeding up communications around pricing and other parameters. “We’re just all on the same page a lot faster,” Marquardt says. Professionalizing the pros Zappacosta hopes the new experience of Thumbtack incentivizes homeowners to be proactive about taking care of their houses, rather than just responding in times of crisis and need. He sees home maintenance, in particular, as an area for growth. But perhaps the company’s biggest opportunity lies in helping its largely analog service providers further professionalize by becoming, as Zappacosta says, their “business sidekick.” The vast majority of Thumbtack’s pros, he notes, don’t really use any back-office software, beyond QuickBooks. “They don’t otherwise leverage software to delight their customers, to be super responsive, to provide digital invoicing and payments,” he says. “We’ve earned the right to help them do a whole lot more than we do with them today.” Thumbtack isn’t announcing any back-office software just yet, but its timing would be good. Interest in skilled trades is growing amid concerns about AI’s impact on office jobs. Thumbtack has doubled the number of pros on its platform over the past five years, and Zappacosta notes that 40% of those who have joined since 2024 are younger than 35. “The arc is often they become an apprentice, they become a technician, and then they’re like, Wait, I can go get my own jobs. I can build my own firm,” he says. “And they turn to Thumbtack to go do that.” Marquardt, for his part, is happy to have AI assist him without fearing that it’ll replace him. “People can use AI to help educate themselves and maybe diagnose their own [home repair] issues,” he says. “But they’re still going to need skilled electricians to come and actually execute everything right.” View the full article

When a former Nike employee joined the company a few years ago, she felt like she was in exactly the right place to work on diversity, equity, and inclusion. She believed in the sportswear giant’s DEI leadership and was moved by how John Donahoe, then the CEO, had spoken about corporate responsibility in public appearances. “I was like, oh my gosh, yes, companies should fight for their values,” recalls the employee, who requested anonymity because she is not authorized to speak on behalf of Nike. “Fantastic. Nike is the place for me.” But her excitement waned just months into the job. Something had shifted: She couldn’t get access to data easily, and projects got stuck in limbo as she awaited approval from the legal team. She was also instructed not to delete any emails or files. She didn’t know it, but Nike had become the target of a rather unusual investigation by the Equal Employment Opportunity Commission. (Nike says it’s standard practice during any legal proceeding for the company to advise employees not to delete files or information.) As the federal agency tasked with enforcing anti-discrimination laws in the workplace, the EEOC now fields more than 88,000 discrimination claims in a year. But this wasn’t a routine investigation into worker complaints. The EEOC’s interest in Nike had been initiated by a commissioner, Andrea Lucas, rather than a specific claim of discrimination from an employee. Lucas—who The President later appointed as chair of the EEOC—brought the charge in response to Nike’s DEI programs, alleging that the company has discriminated against white employees and job applicants by pursuing its diversity goals, which included tying some compensation to DEI metrics and providing career advancement opportunities for under-represented employees. Stamping out DEI Since becoming chair of the agency in early 2025, Lucas has made her intentions clear, embracing an agenda in line with The President’s executive orders that prioritizes “rooting out unlawful DEI-motivated race and sex discrimination.” In a New York Times report this week, current and former EEOC employees claimed that the agency was relentlessly pursuing charges of discrimination against white men. The investigation into Nike is a crucial flashpoint in the anti-DEI movement—one that, depending on the outcome, could have serious consequences for DEI programs across corporate America. At a time when employers across the U.S. have sought to distance themselves from DEI efforts that could prove legally risky, Nike’s public commitments to diversity work appear to be the very reason Lucas has taken aim at the company. “I thought: If I can work in the DEI team at a company like Nike—which has so much influence over the world—what could the impact be?” says the former Nike employee. “And I think similarly, Andrea Lucas was like, if I can get Nike—one of the biggest, most influential companies in the world—to stop doing DEI, then all of the other dominoes will fall.” In speaking with former Nike employees as well as EEOC officials, diversity experts, and shareholder activists, a portrait emerges of how Nike became the The President administration’s first DEI domino, what’s happening quietly as the current EEOC pursues its agenda that we aren’t seeing, and the significant ripple effects for corporate America if the company fights this action or folds. Nike’s record on DEI Nike’s reputation as a progressive employer dates back decades, well before the company made Colin Kaepernick the face of a high-profile ad campaign. Back in 2002, Nike was one of just 13 employers to receive a top score on the Human Rights Campaign’s Corporate Equality Index, an annual benchmarking survey that measures workplace inclusion. (In response to conservative backlash over the last few years, many companies have now stopped participating in the ranking altogether. Nike continues to participate.) Before the Supreme Court ruled that the Civil Rights Act protects LGBTQ+ workers against discrimination, Nike was a vocal supporter of the Employment Non-Discrimination Act, which aimed to ban discrimination against gay workers; a leader on Nike’s diversity and inclusion team even testified before the Senate in 2009, making the business case for passing the bill. By 2018, however, Nike was contending with a widely publicized gender discrimination lawsuit, amid myriad allegations of sexism and harassment within the company. (The lawsuit has yet to be resolved, despite progress on a tentative settlement last year.) Nike ousted several male employees when the issues came to light, and following an internal pay equity audit, the company awarded raises to over 7,000 employees. A few years later, when many companies took pains to promote racial equity in the aftermath of George Floyd’s murder, Nike made bold commitments of its own: The company pledged to increase the number of women in leadership roles and boost the share of racial and ethnic minorities to 35% across its workforce; Nike also tied executive compensation to making progress on its DEI commitments. Nike’s senior leadership also participated in an intensive six-week certificate program in 2020, spearheaded by diversity consultant and Northwestern University professor Alvin Tillery. His team trained 900 global vice presidents at Nike through a combination of live instruction and asynchronous video content. As for the scope of the program, Tillery described it as “one of the most significant corporate investments in their human capital” that he has seen across the landscape of DEI trainings. Still, as is often the case with diversity work, Nike needed a nudge to be more transparent about its internal progress on DEI. In 2021, the shareholder advocacy nonprofit As you Sow filed a proposal urging Nike to share data on its progress around diversity and inclusion. “Since 2019, we’ve been tracking companies’ disclosure of workforce demographics, including hiring, retention, and promotion rates,” says Meredith Benton, the workplace equity program manager at As You Sow. “At that time, Nike was a large employer not sharing that data set, where there was a brand risk associated with any claims of an equitable workplace.” The following year, after As You Sow sought to file another shareholder resolution, Nike agreed to release metrics on recruitment and promotion rates for diverse employees by 2024. (At the time of writing, however, Nike does not seem to have shared that information.) The company also publicly posted its EEO-1 form for the first time, which captures workforce demographic data and must be submitted to the EEOC annually by all private sector employers with more than 100 employees. A “risk averse” internal culture The former employee who worked on DEI at Nike described the company as “risk averse” and apprehensive about collecting data even prior to the EEOC investigation. “Access to data was a struggle,” she says. “They said: Well, if we uncover inequity, then we make ourselves liable. If people find out that we knew that there were inequities and we didn’t do anything about it, then they could sue us.” She claimed that Nike seemed more interested in big, showy moments that promoted inclusivity, like the company’s Juneteenth celebration. She did feel that many employees and even senior leaders were committed to DEI—but actually getting the work done proved more challenging, in part because of the company culture. “Unfortunately, rigorous DEI work makes people feel uncomfortable,” she says. Since 2020, there has been quite a bit of turnover across Nike’s DEI team, including a quick succession of five chief diversity officers. The company also opted not to publish a corporate sustainability report last year sharing its progress on DEI. When Tillery conducted the leadership training with Nike, he found that—like many companies of its stature—the top leaders were largely male and white, with some exceptions. “I didn’t look at them and say, ‘oh my god, Nike is winning on the DEI front,’” he recounts. “I’ve worked with companies where their middle and upper management seemed more diverse.” Tillery points to companies like McDonald’s or even Walmart, which he argues have more “visible diversity” in the C-suite. But he also believed Nike’s leadership demonstrated a genuine desire to “be good inclusive leaders,” despite the company’s shortcomings. “The bottom line on all of these trainings is that it’s good for business,” Tillery says. “It reduces complaints from women and people of color. It makes people across the board feel valued . . . You’re going to tell companies who’ve been sued multiple times for racial and gender discrimination that they shouldn’t try to prevent that?” Implications for Nike—and corporate DEI As the EEOC investigation has unfolded over the last two years, Nike claims to have cooperated with the agency while also pushing back on the full scope of its requests, arguing they are burdensome. “We have had extensive, good-faith participation in an EEOC inquiry into our personnel practices, programs, and decisions and have had ongoing efforts to provide information and engage constructively with the agency,” a Nike spokesperson said in a statement. “To date, we have shared thousands of pages of information and detailed written responses to the EEOC’s inquiry and are continuing our attempt to cooperate.” (Nike had also previously told Fast Company that the subpoena enforcement action felt like a “surprising and unusual escalation.”) “We are committed to fair and lawful employment practices and follow all applicable laws, including those that prohibit discrimination,” the statement continued. “We believe our programs and practices are consistent with those obligations and take these matters seriously.” Former EEOC officials say the specifics of the investigation are not exactly out of the ordinary, at least so far—not even the lengthy timeline. What is atypical, however, is that this investigation was thrust into the public sphere before there was any resolution. EEOC investigations are supposed to remain private until they come to an end; if a case is not dismissed and the agency finds reasonable cause, the next step is a conciliation process that often results in a settlement. If both parties cannot come to an agreement, the EEOC may bring a lawsuit, though that is considered a last resort. An impasse In the case of Nike, the EEOC chose to enforce a subpoena in court, bringing the investigation into the public record. The EEOC does rely on subpoenas to ensure employers comply with the agency’s requests for information—but enforcing them in court is hardly standard practice. “I would say that it’s clear that the EEOC and Nike, through their counsel, have reached an impasse, and that’s why this has gotten filed in court,” says Karla Gilbride, a former general counsel for the EEOC who was fired by The President last year. “The only situation where something would go to the court for enforcement is when the employer doesn’t comply with that subpoena, or in the commission’s view, isn’t forthcoming enough . . . And in my experience, that is pretty unusual.” Chai Feldblum—a former EEOC commissioner and president of EEO Leaders, a group of former senior officials who worked at the EEOC and Department of Labor under previous administrations—says the investigation is far from over. When it does eventually come to a resolution, it could involve a lawsuit if the EEOC wants to make an example of Nike. But regardless of the outcome, Feldblum argues, the damage is already done: The EEOC has drawn plenty of attention to this case. “This is an EEOC that wants to have a broad frontal attack on ill-defined DEI efforts,” she says. “They have already achieved that goal with their public subpoena against Nike, regardless of how this particular case ends up playing out.” Even if the two parties come to an agreement and avoid litigation, the EEOC could exert its influence to broadcast the details of the settlement and effectively send a message to other employers. She points to recent DEI-related settlements with Columbia University and a Planned Parenthood affiliate, both of which were made public. (The investigation into Columbia was especially notable because it was prompted by a commissioner’s charge, and the university agreed to pay a whopping $21 million—the largest public settlement with the EEOC in nearly 20 years.) The stakes for Nike Whatever the outcome, there’s a lot at stake for Nike, whether or not the EEOC finds evidence of anti-white discrimination. It certainly doesn’t help that Nike is in the midst of a sweeping overhaul to turn around the business—and progress has been slow at best. (Just this month, Nike announced its second round of layoffs this year, impacting 1,400 jobs largely in the tech department.) “The brand of Nike is built on the bodies of Black athletes,” Tillery says. “So of course [the The President administration] wants to take it down for the cultural cachet. I think they don’t expect to necessarily win in court, but they expect the corporate counsel to either be afraid or to extract concessions from Nike—and then they can go to all the other companies they want to threaten and get deals.” Through his consulting firm, 2040 Strategy Group, Tillery has run the numbers for other companies on how caving to anti-DEI pressure could potentially harm their brand. The message was clear: Brand identity and customer loyalty would drop precipitously. Target experienced this firsthand after dialing back its DEI policies last year: The decision prompted a boycott and widespread outrage from the Black community, and Target’s faltering sales dipped even further; the company’s stock dropped by over 30%, and former CEO Brian Cornell eventually stepped down. That’s why, in the face of legal threats from the The President administration and anti-DEI pressure from conservative activists, many companies split the difference by maintaining their DEI efforts under another name (cue the shift to “belonging” and “inclusion” programs at companies like Disney). Nike is no stranger to consumer outrage, having experienced it firsthand after its polarizing campaign featuring Kaepernick. But the good will the company garnered by taking a stand on racial equality also means there’s more to lose. “I hope that they fight it out for the next two years,” Tillery says of Nike. “If [this case] gets up to the Supreme Court, it’s a wild card. But if I talked to [CEO] Elliot Hill, I’d say the harm to the brand will be unfathomable if they fold.” The cost of resistance Even if the company chooses to fight this investigation, Nike will likely be forced to make some concessions and changes to its DEI programs, much like its peers in the corporate world. The publicity around Nike’s case could set the stage for similar inquiries into other formidable employers, or the threat of a potential investigation could scare some companies into backing away from DEI more than they already have. Just this month, IBM forked over $17 million to settle a case brought by the Justice Department, as part of an initiative targeting DEI programs across federal contractors. The government claimed that the company’s DEI programs—which allegedly considered demographic background as part of employment decisions—were unlawful. (IBM already reportedly made changes to some DEI programs last year or eliminated them outright.) “Fighting against the government requires a lot of money,” says DEI practitioner Evelyn Carter, who recently authored the book Was That Racist? How to Detect, Interrupt, and Unlearn Bias in Everyday Life. “It requires a lot of time [and] expertise, and I have spoken with many leaders who said to me—when they were changing the names of their DEI teams and the like—that they knew they weren’t doing anything wrong. But they also knew the risk of having a lawsuit brought against them, even if they could fight it and win, would financially tank the company in such a way that it was easier to just fly under the radar. And that killing effect is, I think, what Lucas was going after.” In fact, there could already be similar investigations underway that have remained private thus far—or may never become public if companies capitulate to the agency’s demands. One former EEOC official who asked to remain anonymous told Fast Company that the agency is reportedly pursuing “weak charges” alleging anti-white discrimination and resorting to subpoena actions to obtain more information from employers, according to accounts from corporate counsel. Many employers are reportedly scared of getting negative publicity and doing their best to comply with the EEOC’s requests. In the meantime, the EEOC is diverting precious resources away from its core mission of finding justice for vulnerable employees who experience workplace discrimination. “For the EEOC to prioritize attacking [DEI] efforts—rather than addressing the overwhelming majority of charges alleging what we know is discrimination—is an irresponsible use of limited resources,” Feldblum says. “We know that there has to be a negative impact on their ability to do their job in these other areas. We want an EEOC that addresses the pressing problems that our civil rights laws were designed to solve—not an agency that engages in fishing expeditions to identify a few favorite victims of supposed discrimination. That’s what is happening now, and that’s a sad moment for our country.” A glimmer of hope Perhaps there is a glimmer of hope in how certain companies have navigated the surge in anti-DEI sentiment over the last few years. Some major companies have stayed the course on DEI, even if they are no longer using that exact language. In recent years, shareholder activists have proposed anti-DEI resolutions that found virtually no traction: According to As You Sow, 24 companies faced anti-DEI proposals last year—and 99% of shareholders voted to support management and keep DEI programs intact. “Companies are talking to us, saying explicitly that they’re worried about spurious lawsuits based on the fact that they have these programs,” Benton says. “But they know that they have to protect these programs because the programs are important to them and to how they run their business.” There are, of course, a few prominent companies that have held their ground in response to anti-DEI attacks, despite the attendant concerns. “We know the famous examples of companies that stood firm, Apple and Costco, in large part because shareholders didn’t want to get rid of the programs,” Tillery says. “They just said no, and there’s been no real consequences to that.” In response to the shareholder vote, The President called DEI a “hoax” and urged Apple to “get rid of DEI rules,” to no avail. And Costco stood firm against a letter from 19 Republican attorneys general pressuring the company to dispense with its DEI policies. Nike could follow in their footsteps, and then some—if its leadership dares to see this investigation through to the end. “They’re the ones holding the ball around equity and inclusion,” Benton says. “This is the biggest game Nike is ever going to play when it comes to social issues.” View the full article

Ask any paid search manager who has tried to get an AI agent to do something genuinely useful with a Google Ads account and you will hear a version of the same story. They exported performance data, pasted it into a chat window, got a solid answer, and then did the exact same thing the next day. Exporting, pasting, repeating — that isn’t automation. That’s the same manual work you were doing before, performed in a different window. The AI tools are not the problem. Any of the major ones can do solid analysis when the right data is in front of them. The problem is getting that data to them live, current, and without a human in the middle copying it across. It’s the reason most PPC accounts in 2026 still run almost exactly the way they did before anyone started talking about agents. Call it the data wall. The problem hiding behind “we just need better prompts” Every ad platform is a silo by default. Google Ads records a conversion. Your CRM records whether that lead is qualified. Your inventory system records whether the product behind that click is still on the shelf. None of them talk to each other without deliberate plumbing. PPC managers have bridged that gap manually for years: weekly exports, cross-referenced spreadsheets, dashboards that were stale by Monday morning. That was workable when a human was doing the bridging on a set schedule. It becomes a structural problem the moment you hand execution over to an agent that must act in real time. Take a keyword showing healthy volume, an acceptable CPA, and a CVR in range — all according to Google Ads. In HubSpot, those same conversions are tagged as disqualified leads: wrong territory, no budget, wrong company size entirely. The agent has no way to know. It keeps bidding. The budget keeps spending. And the problem doesn’t surface until someone runs the monthly review. That is a data access problem, not a prompting problem. Better prompts don’t fix it. But a better pipeline does. MCP gives your AI agent access to data and skills The Model Context Protocol (MCP) is an open standard that lets AI clients connect to external tools and data sources without a custom integration for each one. Before MCP, getting an agent to read from Google Ads, your CRM, and an inventory system meant building and maintaining three separate connectors, with the burden compounding every time you added a source. MCP standardizes the handshake. A platform publishes an MCP server once, and any compatible AI client — Claude, ChatGPT’s agent mode, your team’s custom agent — can connect to it. Google has already open-sourced its Ads API MCP server on GitHub, which allows agents to run Google Ads Query Language (GAQL) queries directly against live account data. The infrastructure problem that has blocked most real-world agentic PPC work is finally being addressed at the platform level. What opens up when data finally flows The CRM gap closes first. An agent connected to both Google Ads and HubSpot can pull last month’s conversions, cross-reference them against CRM disposition, identify the keywords producing disqualified leads, and lower bids on those sources — on a schedule, without a human compiling the report. A loop that used to swallow half a day runs automatically. Inventory creates the same kind of blind spot. An agent connected to Shopify can check stock levels before weekend campaigns go live. When an SKU drops below the threshold, the corresponding product group is paused before traffic hits a page that no longer converts. Even the data-pipeline work itself gets faster. On a recent “PPC Town Hall“ episode, Lars Maat — a PPC expert and agency founder in Rotterdam — described building a Python pipeline with no prior Python experience, connecting the Google Maps API, Google’s Things To Do feature, and Ahrefs to generate optimized landing pages for a parking client to identify nearby attractions, check search volumes, and feed the content to a generator. The whole thing was live in two weeks. The only constraint was getting the right data in front of the AI and not what it could do. Access without guardrails is its own problem Here’s where things get interesting, and where most of the MCP hype is skating past a real issue. Write access to a live Google Ads account, in the hands of a probabilistic language model, without institutional constraints, is a new category of risk. An agent that can pause a campaign needs defined parameters: what threshold triggers the action, who gets notified before it fires, which campaign types require human sign-off. Those parameters don’t exist inside the AI tool. They have to be built around it. Advertisers can grant granular permissions to the Optmyzr MCP to stay in control of what the connector is allowed to do on its own, what it can never do, and what it can do with human approval. Advertisers can grant granular permissions to the Optmyzr MCP to stay in control of what the connector is allowed to do on its own, what it can never do, and what it can do with human approval. On another “PPC Town Hall“ episode, Ann Stanley — founder of Anicca Digital and one of the UK’s most experienced paid media practitioners — described effective AI deployment as a sandwich: humans at the front who understand the goal and can give precise instructions, humans at the back who review the output and decide what ships, and AI handling execution in the middle. The quality of what comes out depends on the quality of what goes in and on whether the middle layer has any constraints at all. This is where raw API access stops being enough. Google’s open-source MCP server is a good piece of infrastructure. But it is not a safety net. It will happily run any GAQL query and any mutation the agent constructs, and if the agent hallucinates a campaign ID or picks the wrong lookback window, the ad account absorbs the consequences. LLMs are probabilistic. Ad platform APIs are not. So, something has to sit in between. Why Optmyzr built its own MCP We have spent over a decade encoding how Google Ads actually behaves — not just what the API exposes, but the interdependencies between settings, the edge cases around campaign types, the nuances of what makes a “duplicate keyword” a true duplicate versus a false positive. That work lives inside Optmyzr as a business intelligence layer. Our MCP connector is how we let your AI agent borrow it. When Claude, ChatGPT, or your team’s custom agent connects to the Optmyzr MCP, it gains access to the same Sidekick capabilities your team uses inside Optmyzr: pulling PPC performance reports with rich filtering and segmentation, surfacing configured and triggered alerts, creating and editing alerts, retrieving merchant feed details, summarizing portfolio health across every active account, and — this is the one most people miss — generating and executing a full Rule Engine strategy from a plain-English description of what you’re trying to accomplish. That matters for three reasons most DIY setups miss: Strategy from a sentence, executed inside Optmyzr. The MCP’s Rule Engine function takes a natural-language instruction (“find campaigns where CPA has drifted 20% above target over the last 14 days and draft a bid-adjustment strategy”), generates the corresponding Rule Engine strategy, runs it against your account, analyzes the results, and returns recommendations. The LLM writes the intent. Optmyzr’s deterministic Rule Engine does the work. That is the execution and control layer that raw ad-platform MCPs don’t have. Cross-account, portfolio-scale analysis. Sidekick, inside the Optmyzr UI, is brilliant at single-account, single-page context. The MCP is where you go when the question is “which of my 80 accounts has negative-keyword waste trending upward this month?” An AI client connected to the Optmyzr MCP can fan out across every account on your profile in a single prompt. This is the single biggest reason agencies plug their agents into the Optmyzr MCP rather than a raw Ads API connection. Guardrails inherited from Sidekick. Every action taken through the Optmyzr MCP runs under the same permissions and workflow logic as using Sidekick directly. The agent analyzes, strategizes, alerts, and composes proposed changes; humans or existing Optmyzr approval flows ship the changes. That is the “safety sandwich” Stanley described, baked into the product rather than bolted on. The end result is an AI agent that operates across your portfolio with the reach of an API, the judgment of a platform that has been in this space since before AI agents were a category, and a safety posture that doesn’t require you to build your own circuit breakers. A practical starting point If you want to experiment with read-only access across raw ad platforms, Windsor.ai and Zapier’s MCP integration are the fastest on-ramps. If you’re comfortable managing your own guardrails, Google’s open-source Ads API MCP server on GitHub gives you precise GAQL control at the cost of building the safety layer yourself. If you run client accounts where a misfire is unaffordable — or you just want your AI agent to think across your whole portfolio with the judgment of a senior PPC strategist — the Optmyzr MCP is the fastest path to an agent that is actually safe to give the keys to. It works with Claude Desktop (via custom Connectors or manual config), Claude Code, ChatGPT (via Developer Mode apps), and any MCP-compatible client. And, you can set it up in minutes: generate an API key from the MCP Integration panel in your Optmyzr settings, paste the server URL into your AI client, and your agent is operating across every active account on your Optmyzr profile. Full MCP setup guide and instructions. The data wall is coming down either way. The question is whether your agent walks through it with a plan, or a prompt and a prayer. View the full article

In the music video for “Runway,” Lady Gaga’s collaboration with Doechii for The Devil Wears Prada 2 soundtrack, the wardrobes are high fashion and the musicians and their dancers serve, pose, and vogue. Colorful and camp, it’s everything you’d expect considering the subject matter of the song is about turning dance floors into runways. For some viewers, though, it just looks like a Target commercial. The post activity for Popcrave’s tweet about the “Runway” music video is filled with commenters pejoratively comparing the clip to a Target ad. It’s not hard to see why. Swap out the black-and-white lines on the video’s main set with red-and-white circles, and it looks like a spot for a deluxe edition of the soundtrack with three exclusive tracks available only at Target. The retail giant became a popular music video producer thanks to its star-studded commercials promoting Target Exclusive albums for artists like Beyoncé, Christina Aguilera, and Taylor Swift in the 2000s and ’10s. Target raised the stakes with live commercials filmed during awards shows beginning with Imagine Dragons during the 2015 Grammys. YouTube The creative partnership was mutually beneficial. The format of Target’s commercials gave musicians the freedom to express themselves and their latest album eras. The ads also provided a promotional platform they weren’t getting at other big-box retailers like Walmart—but used to get from, say, iPod ads. Meanwhile, Target’s visual brand elements, like its logo and distinctive red color, would inevitably be embedded in the music videos’ sets. Secondary visual features, like high-contrast set pieces or graphic black-and-white stripes in Gwen Stefani’s live commercial music video for her 2016 song “Make Me Like You” became shorthand for the Target brand world, too. And that brand affiliation strategy drove traffic to its physical music aisles at a time when digital downloads still reigned supreme. It also gave the retailer pop cultural cachet. Target still sells exclusive albums, but it doesn’t promote them like it once did, with commercials that had hi-fi, bespoke choreography and expensive, live awards show ad time. YouTube While Gaga has released Target Exclusives for her albums Mayhem and Chromatica, she’s never filmed her own Target commercial. But the “Runway” video, directed by choreographer Parris Goebel (who codirected “Abracadabra”), lets us imagine. The creative direction and set design is graphic, high-contrast, colorful, and theatric—in other words, it’s Target-coded. And the dancing is like an episode of RuPaul’s Drag Race, with each dancer attempting to outdo the last: performance as competition. While detractors claim the “Runway” video is a visual retread, others find its extravagance fitting and see the fashion-forward focus as avant-garde and fun. For what it’s worth, the 2010s homage in the music video seems intentional: Gaga pairs a bright-blue Robert Wun dress and matching headpiece with a bright-yellow wig that recalls 2010’s iconic “Telephone” video, for instance. That callback’s not reductive, it’s a reference. YouTube And if there’s another reason the music video feels like a throwback, it’s that corporate Pride has fallen out of vogue. “Runway” might look like a Target commercial, but Target wouldn’t do a commercial like that now. (Gaga, however, totally would.) For any criticism the “Runway” music video has gotten, it’s done its job. After all, this is the music video for the lead single to a soundtrack of a sequel to a 20-year-old film. Of course it’s going to feel nostalgic. View the full article