Everything Clicks, with Shamir Duverseau | (Marketing, Customer Experience, Digital Strategy, AI)
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Why is the post‑click experience more important than ad spend?
We know how well Amazon's doing from an e-commerce standpoint. We've seen the Amazon experience of uh how quickly and easy it is to to go through and and and make a purchase. So oftentimes it's like, yeah, I I want to do what they're doing, right? I wanna I wanna be able to make it as smooth as Amazon. Organizations don't appreciate the twenty five things that need to happen in order to deliver that kind of experience. So they can very clearly see the end point, which is great and and we're happy for that. that but they don't see that the twenty five steps that need to happen in order to do that and who has to be involved in executing those twenty five steps. So navigating that experience is the key.
It's not a light switch, it's a journey to get there.
Top leaders. Meaningful conversation. Actionable advice. Bulldoze complacency. Ignite inspiration. Create impact. Produce by Southwestern family of companies. This is the action catalyst. Are you interested in advertising with The Action Catalyst? Our listeners could be hearing about your brand right here, right now. For details, shoot us an email at info at theactioncatalyst.com. Today we are joined by Shamir DuVerso. He's the co-founder, managing director, and chief strategist for Smart and Labs, bridging the gap between marketing bulls and technical execution. And he brings twenty-five years spent prior in marketing for names like Disney, Marriott, Southwest Airlines, and NBC Universal. So Shamir, welcome.
Thank you so much for having me. Excited to be here.
That's quite a resume of well-known companies that you've helped across your career. So first of all, before we get into what happened after those companies, what are some of the common threads that you found working with those sort of heavy hitters in terms of how they approached their marketing either for better or for worse?
Yeah, it's funny. Um, when I started with those companies, um, you know, obviously being new to the world of of marketing, being new to the world of, you know, having a real job, you're kind of a bit of a deer in the headlights at that situ in that situation. But what was exciting about it was the chance to work with some really, really powerful brands, right? And get really excited about the things that you see. You know, you see the flashy commercials on T V and you get excited by names like Southwest Airlines and Disney and and so forth. So these are things that you know I grew up with. A lot of people grew up with. So they were well known names. And I think as you get into them, you realize two kind of very important things and and two things that really affected me and brought me to where I am today.
Um one is first of all the power of brand um and how that really influences people. Um but also the fact that these are still organizations made up of, you know, of people and People do quirky weird things a lot of times and make very unusual decisions at times, you know, how they got there, why someone's thinking that. And I think that really gave me a uh a really powerful focus on people and the importance of making sure that it's easy to talk about things like stock prices and profit margins and you know, trying to hit marketing goals and all that kind of fun stuff. But when it all comes down to it, it comes down to people. It's the people that you're working with at the organizations. And then it's the people that you're trying to serve, you know, the end customer, the consumers in those organizations.
And just the importance of keeping focused on that, I think was probably the biggest lesson I've learned. And how to navigate that was really the lesson that I kind of learned that eventually really highlighted the the problems that I saw in those organizations that brought me to where I am today.
You know, people, individuals, that's a super scalable skill to master. That doesn't matter if you're a tiny, tiny organization or if you're one of these uh huge names.
Absolutely. Absolutely. It's funny you work with an organization that has, you know, whatever, ten thousand employees, twenty thousand employees, your, you know, multiple places and situations that that people live in and are going through.
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