A guest blog by Romi Mahajan

In her path breaking book “The Entrepreneurial State”, Marianna Mazzucato argues cogently, and with plenty of evidence, that the State is the key actor in technology innovation and development. We use the words “the” and “key” purposely- for four reasons:

1. The State creates and/or underwrites new technologies with a long-term view.
2. The State’s investment and ongoing incentives limit private risk.
3. There is no private investor that can compete with the State with regard to pool of available capital.
4. The State’s investments are not measured with the same ROI calculations and over the same periods.

One can go-on (and on) but these four parameters themselves make the case. Mazzucato isn’t alone in her analysis- most scholars agree- though her ideas might seem anathema to those in the technology sector who like to excessively laud private “innovation” and simultaneously lambast “government.” We can discuss this victory of Public Relations later. Here, we are interested more in understanding this idea as it pertains to the march to Commercially Viable Fusion (CVF).

Fusion has been underwritten almost exclusively the State. For seven decades, the quest for CVF has been ongoing. The carriage of Fusion has been characterized by fits and starts, but the overall vector has been positive. For many, the quest for CVF is seen as a bottomless pit of investment, but others see this as the standard manner in which science progresses- a sort of punctuated equilibrium of change. Each success and each failure begets something better.

While the State might be the key actor, there is no suggestion that private investment and innovation is unnecessary; it is in fact crucial. Private investment typically comes later in the game, when the infrastructure and basic science undergirding technology innovation has been developed. So too with CVF.

At some point in the innovation and development cycle, a sufficient critical mass of knowledge, talent, and advanced methods generates interest in the private sector and propels investment in the space. At this point, the punctuation can begin in earnest, as a variety of both competing and collaborative players strive to push the industry forward rapidly and with hope of private profit as well as public benefit. That’s where we are with CVF today. It’s indeed a heady era.

At this stage, with the efflorescence of interest and investment, firms in the CVF space must be willing to share, collaborate, and enhance each other. The stakes are high. An ecosystem must be built with intention.

Clearly, there are competing ideas, some more solid than others (forgive the pun.) Clearly, there are companies that will fail and some that will succeed. But, as with science, both successes and failures advance the industry.

It is our time.

Romi Mahajan President Pepper
Pulak Sinha CEO Pepper

Well, that’s why we build warning systems and endow people with the intelligence to act on them. And that’s why we have regulations and ask organizations to comply. It is worthwhile pausing for a moment to consider what’s at stake. When we look at the Asset Management industry as a whole, we see that it manages in excess of $120 trillion world-wide. Such sums are staggering and remind us of the famous, though apocryphal Willie Sutton story- “that’s where the money is.” The largest individual firms manage $3+ trillion. Put simply, even small failures in this industry have cross-sectoral, and fundamental effects on the economy as a whole and, ultimately, lives. We cannot afford that. Ever.

This industry cannot afford to meet the challenges of complexity, growth, regulation, compliance, and risk management with technologies that are built for other industries and ported to Asset Management after-the-fact. This industry cannot afford to meet these challenges as a technology laggard, as one so occupied with costs that it loses sight of the big picture.

Whatever the difficulties and stresses of day-to-day life in the industry, we must reject the idea that “it’s good enough.” Firms that manage hundreds of billions of dollars and dazzle investors with talk of AI, modernity, and innovation that they turn around and manage assets, dollars, and decisions on Excel are on the precipice. It is not a matter of if but when. Even the most venerable names have their “Kodak” moments when they stop paying attention to systems and cultivate a culture of dismissal.

It’s not simply a matter of efficiency, security, error management, or expedience. It’s not simply a matter of maximizing ROI by a basis point or two. What’s at stake here are “company extinction” events.

Modern business and technology have converged into a singularity. The stakes to get it right are high. Therefore it is high-time the Asset Management industry faces reality squarely.

Let’s be smart. Don’t settle for “good enough” because one day it will fail. Invest in the right systems and don’t run your business on Excel. Think of reporting requirements not as onerous but as good gut-checks. Together, united, we can build a culture of success.

Romi Mahajan, President Pepper
Ann Eberle Thomas, CRO Pepper
Dharmesh Godha, President Advaiya

In a recent discussion with an executive, CRM software came up as a hot topic. Her assertion was that too many customers see CRM as a “commodity” and thus balk at upgrades, new purchases, and list-prices. The comment was interesting for a variety of reasons of which the most important was the degree to which this flies in the face of the claims (obviously) that CRM providers make. After all, they argue, if your customers are your lifeblood (as you claim) then how can the system that enhances your ability to build long, loyal relationships be relegated to commodity status? Isn’t a CRM system your best front-end to the customer and as such a core tool to boost sales? If so, how can you think of it as being “just there?”

Commodity? Not a commodity? The grass is green on both sides of the fence, but that is because our imagination has failed when it comes to both CRM and software in general. We continue to make software fit our calcified methods and processes versus letting it liberate us from these very constraints.

Let’s focus on CRM as an illustrative case. From the beginning, organizations have had relationships with their customers- this is simply a truism. Before machines, before computers, before software, before it all, organizations connected with customers and prospects and conducted business. But when some decades ago, intrepid entrepreneurs like Tom Siebel and Marc Benioff realized that specialized software solutions could be used to enhance an already existing idea, the category “CRM” was born. Once the genie leaves the bottle, it cannot be put back in. Once a category is in the world and the lexicon is understood by all, it takes on a life of its own. As such, today CRM is a decabillion dollar business and there are over a thousand companies that build CRM solutions and platforms.

When faced with so many choices and so many seemingly mundane applications of the category, it is no wonder that many think of it as a commodity. This is an understandable if unfortunate fact. When we take an existing idea and an existing process and simply make it “a bit better” with software, the software itself is measured in increments of value. The game in this case is linear.

What if, however, the CRM system allows you to quickly revisit the taxonomies and hierarchies you’ve held as sacrosanct before? What if the CRM system allows you to do different and dynamic things at scale whereas the previous dispensation made those ambitions impossible? In these cases, CRM is not a commodity but is, to use an overused term, a game-changer. Here, the game is non-linear.

That indeed is the nature of innovation. Incremental change and enhancements are good but when an entire epistemology or process is changed, innovation occurs. Innovation is very much a product of the outcome. As such, customers are thus the judge of whether a software solution is innovative or not.

Coming back to CRM. Yes, organizations have from time immemorial “related” to their customers, but the ability to do it not only at scale but by bringing to bear a variety of otherwise disparate data points, is powerful and indeed innovative. The watchword here is “integration” and how it relates to customer engagement. Customers are not monoliths, given to a unidimensional description. They are active, dynamic, multi-faceted beings. When CRM can help you not only discover deep context but also capitalize on it to offer value to these customers, then it ceases to be a commodity.

It requires us to use our imagination.

Marketing Darwinism had the Opportunity to Meet Up with Jeremy McCarty, Co-Founder and CEO of Valligent Technologies.

Marketing Darwinism: Jeremy, the Real Estate Technology/PropTech space is, simply put, “on fire” as of the last few years.  Can you comment on this and on Valligent’s place in the mix?

Jeremy: Indeed, Real Estate as a sector and RE Tech specifically are buoyant and exciting.  It is important to remember that residential real estate is the largest “industry” in the country. US homes in aggregate are worth upwards of $35 Trillion collectively and this year almost 7 Million houses will be bought and sold.  The application of technology to this space is key to its future and we’re fortunate at Valligent Technologies to be at the heart of this.  While our valuation an appraisal business has been healthy for years, we saw huge potential in virtual appraisals and low-touch valuations and skated to where that puck was going.  We now have the most innovative virtual appraisal offering in the industry and the regulatory environment has made massive scale possible in this space.  All in all, we don’t feel like we have a ring-side seat; instead we feel like we are on the field playing the game!

Marketing Darwinism: Tell us more about the changes you see in the space?

Jeremy: There are so many changes, manifesting daily.  Some of these changes are “disruptive” and others are just natural extensions or evolutions of what existed.  On the former side, take the notion of house appraisals.  House appraisals are very much about the verification of valuation.  In the home buying process- still a lengthy procedure—the valuation of the house is the centerpiece.  From what loan you get all the way to the cost of insurance, the valuation pops up a dozen times at least in the process.  Now imagine being able to get an accurate valuation with technology, in less than an hour.  No long waits for appraisers and white-knuckling the results.  No costly and repetitive services to be subjected to.  Now, imagine further.  Of the circa 7M houses that will sell this year, 40% of so are eligible for waivers on the standard appraisal.  Enter virtual appraisals.  Such speed and scale are a sea-change in what is otherwise a slow moving industry.

Marketing Darwinism: We see a lot of VC, PE, SPAC, and other investment dollars going into this space.  Is there a bubble here?

Jeremy: As in all spaces, this one will have winners and losers.  There is a certain amount of rhetoric and exaggeration in the space, especially with regard to “dressing up” old business models with new “language.”  We see technology buzzwords abounding but when it comes down to it, many companies still rely on analog and traditional methods to transact.  We understood this and have partnered with leading technology players like Quantarium and have developed cutting-edge tech capacity of our own.  So, yes, there are bubble aspects but in reality we are just beginning to see this industry transformed by the combination of technology, regulatory change, innovation in business process, and highly capable and educated consumers.

Marketing Darwinism: Tell us about your Marketing work?  After all, we do care a LOT about Marketing!

Jeremy: Marketing is key to Valligent’s success.  We are big believers in participating in the industry community and in doing our part to promote the industry as a whole. We have been pleased to receive multiple awards in the space and that notoriety has helped create a flywheel of engagement, advocacy, referral, and growth.  Marketing is and will always be core to our company and we feel very strongly that we back up our messaging with a product and solution platform nonpareil.

Marketing Darwinism: Any parting thoughts?

Jeremy: We continue to be excited about Valligent’s growth in the new world of Real Estate and about the space in general.  We believe that top talent will be drawn to RE Tech and that the addition of smart, driven, and innovative people will help the industry mature into a fully tech-enabled and dynamic part of the economy.  It’s already the biggest part of the economy but we want it to be seen as cutting edge.

Submitted article by Romi Mahajan

Chief Commercial Officer, Quantarium

The world of technology is known as much for its hype as it is for its legitimate innovations.  Atone level, this is understandable. Dreamers can only accomplish big things when they dream big and followup on those dreams with supporting rhetoric. At a different level, however, it serves to dupe consumers, customers,and investors into alchemist fantasies that often defy the laws of physics.  What we need, naturally, is a balance.

With AI, and claims about it, we as a community have come to the point where we have to decide if we are okay with “fact-checking.”  Are all claims about AI fair and accurate?  Do all companies that claim to be “doing AI” pass muster in that regard? After all, haven’t many organizations referred to any and all of their “data”initiatives as AI? Have we diluted the term so as to make it meaningless?

Discerning investors have started to kick the AI tires.  Highly skilled Scientists and Engineers increasingly refuse to be beguiled by marketing claims, choosing instead to dig deeply into the code and methodologies surrounding its production before allowing themselves to be recruited by the countless organizations that seek the limited supply of talent. 

Perhaps more relevant, still, is that people in all roles ask one fundamental question:  “Is there any relevant and practical application to the AI work you are doing?”

On all these matters, Quantarium can hold its head high.  From “Real AI” to “Real Applications of AI,”Quantarium is altering and enhancing our notions of what is possible in residential real estate, the world’s single largest asset class.

Take for instance an important but mundane question, likely asked by millions of people every day.  “What is my house worth?”  Several pundits will offer several answers to this question, no doubt.  But, will the answers be accurate and in this case, what does accuracy even mean?  What data goes into the answer?  Do we have all the data we need?  Is it all available? Do the data we collect account for every single aspect of the house that could or should go into the valuation? 

Now take an extrapolation of this question with magnified scale.  Imagine you are the CEO of a large bank that “owns” half-a-million residential mortgages. What is your portfolio worth?  How much risk are you holding in the portfolio?  Are you too exposed in a particular geography or demographic?  Do you have sufficient data and the ability to process and make sense out of it?  Can you do this all with the speed that is called for by regulation and market conditions?

These questions are easy to pose but hard to answer.  Further, while these questions may not seem “sexy,” they underscore the reality of the single biggest source of economic value and for most families the single largest source of equity.  Using AI to drive accuracy, speed, and scale in this market is complex, genuine and incredibly important.Indeed, real AI applied to real industries with real outcomes is the name of the game. Therein lies the balance we seek, the convergence of both the hype and of the reality.

Marketing Darwinism caught up with Christopher Woodrow, CEO of MovieCoin, an innovative company that tokenizes movie projects and other real assets. By writing these assets to the blockchain and using smart contracts to automate transaction, the company is digitizing the entertainment industry’s inefficient, paper-based supply chain. With its goal to bring significant volumes of new investment capital into the film business by transforming traditional financing processes, MovieCoin is creating “Hollywood 2.0.”

Marketing Darwinism: Christopher, tell us about MovieCoin.  What you have going on seems revolutionary.

Christopher:  Thank you, Paul. We started MovieCoin in 2017 after realizing that blockchain and security tokens had the potential to bring unprecedented levels of transparency and liquidity into the film economy.

Shortly thereafter we started seeking a qualified technical partner who could help bring life to our vision of creating access, unleashing creativity, improving liquidity, and boosting cross-industry collaboration in the entertainment industry. That’s when we met Igor Khmel, founder and CEO at technology development firm BANKEX,  and realized there was tremendous synergy between the two sides. The technology we’re developing sets us up for huge success in 2019 and beyond.

Marketing Darwinism: If we understand properly, there are several components to your business.  Can you shed some light here?

Christopher: Absolutely. The MovieCoin platform includes a website, wallet, distributed application and mobile application, which enable accredited investors to participate in financing quality feature films initially sourced by MovieCoin’s seasoned media executives and held within the company’s Smart Fund. Investing in this portfolio requires purchasing MovieCoin Smart Fund (“MSF”) security tokens that represent an ownership stake in the Fund. They offer a more liquid means of entry into film financing than traditional methods lacking a secondary market.

A separate cryptocurrency, Moviecoin Tokens, will denominate value for B2B and B2C transactions throughout MovieCoin’s ecosystem. Moviecoin Tokens (“MOV”) are publicly available as a cash substitute that brings more speed and transparency to revenue distribution and tracking. This holistic view of product performance, including revenue shares; licensing ownership; and intellectual property rights, prevents third-parties from holding onto capital owed to investors and talent for longer than necessary.

Over time, the company will also introduce MovieCoin ‘as-a-Service’, inviting major film studios to market their own film and television financing opportunities to a broader audience using MSF tokens. MOV tokens also provide consumer behavior data to help businesses refine their marketing efforts.

Marketing Darwinism: This makes perfect sense. Tell us about the team you’ve assembled to tackle this. 

Christopher: Well I’m a financer and film producer who has led the production of box office successes including “Black Mass,” “Hacksaw Ridge,” and Academy Award Best Picture, “Birdman.” The company’s broader executive team brings a wealth of experience from investment banking; portfolio management; corporate law; film financing, production and distribution; technology deployment and public company management. Combined with outstanding technologists and marketers, we have a well-rounded team that fundamentally believes in this opportunity to create Hollywood 2.0.

Marketing Darwinism: You refer to your Bankex partnership often.  Can you explain a bit more?

Christopher: BANKEX is a critical partner in our mission to launch MovieCoin. Igor Khmel, founder and CEO, is a visionary in the world of financial technology who’s created a preeminent bank-as-a-service blockchain-based company. By combining their technical expertise with our inherent knowledge of film financing, production and distribution, this cooperation will be the foundation for MovieCoin’s success.

Marketing Darwinism: Any parting thoughts?

Christopher: There are several components to our company that, while complex, will act in unison to democratize access, share knowledge, and improve the film and entertainment industry as we know it. I ask anyone who is keen to learn more about MovieCoin to reach out to us via our social channels with all your questions, sign up for our newsletter to receive regular updates, or check out the company’s whitepaper.

Marketing Darwinism: I’m very interested in CloudFit’s strategy. Can you tell our readers a bit more about it?

JM: Thanks Paul for your affirmation. CloudFit is in the “Managed Digital Transformation” space. What this means specifically is that Digital Transformation is very much a function of embracing the cloud and that migrating your applications and workloads to the cloud is not a “one and done” exercise. Cloud Migration as a concept has to be understand as both a set of generalizable principles but also as a very individual factor as each business has its own priorities and constraints. Our software and services accelerate this journey and allow customers to “migrate, monitor, and measure” their cloud applications.

Marketing Darwinism: Fascinating. So is this mostly about financial savings (since you mentioned acceleration?)

KW: It’s about operational excellence of which a piece is financial savings, a piece is accountability, and a piece is working in the background so that the organization can grow its core business and innovate versus getting all its energies caught up in the transformation itself. As a CFO I think about my peers and their needs but I also think about the roles of the CIO and CEO as they are charged with technology-enabled futures.

Marketing Darwinism: You two boast 4 decades of collective Microsoft experience and your three other Principals add another 4 decades. Wow! Tell me about that.

JM and KW: Microsoft has played a huge role in our collective learning and imagination. We are humbled to have been part of Microsoft’s journey to the forefront of Enterprise Computing, Cloud Services, and related areas. We are proud of the large scale we helped enable. Microsoft and its amazing people continue to be core partners and vectors for our success. Clearly, the customers are our main focus and at times they run hybrid or non-Microsoft environments. As a software and services company we have to both respect the customers’ needs but also remember where we came from!

Marketing Darwinism: You are a young company but have already done a major acquisition. That’s very ambitious. Am I reading this correctly?

JM: Paul thanks for this question. Yes, our acquisition of Composable Systems cemented both our team but also our ongoing and deep relationships with core customers. We are indeed young but are very hungry to add value and wanted to create a force multiplier early. We welcomed not only the revenue and customer streams but also the team and expertise.

KW: I’d like to add to this too. We all have had big company backgrounds as you know; I’ve also had the pleasure to help build one of the fastest growing technology companies in the Northwest and understand the importance of building the right team and equipping them with the right tools from the get-go. We didn’t start CloudFit to be a lifestyle business but instead of grow quickly as a function of our value-add.

Marketing Darwinism: What do your customers say about you?

JM: Paul, thanks for bringing it back to them. We get very favorable reviews from our customers, many of whom consider us as key partners in their Digital Transformation. In the earlier days, we had a few hiccups and we learned from these. We went in with confident humility and have improved our customer story, interaction, and value-delivery each and every day. We hope to continue to improve. But overall we feel very good about this area of our business.

Marketing Darwinism: What’s the “Garden-variety” case for someone to contact CloudFit?

KW and JM: We believe that any organization that knows they want to transform but needs to understand what the journey is and how to do it in a methodical and accountable way while accelerating time to value is a perfect conversation for us. We want to partner with all organizations that are entering this journey and need to connect their Business needs with this IT process. We believe that Managed Digital Transformation is a very large space and is where the puck is going.

Marketing Darwinism caught up with Samir Saluja, Co-Founder of DeriveOne and former Microsoft Learning Executive.

Marketing Darwinism: Samir, you left Microsoft to start DeriveOne with your partner Jason Talwar. Tell us about that transition.

Samir: Microsoft played a huge role in my development and in my understanding of the needs of customers. It also helped me understand the importance of data and using data for scale. What Jason and I realized is that despite the importance of data in the organizational and business world, most were not conceiving of it correctly or in the most efficient manner. We saw that “data for data’s sake” started becoming the essential mantra for companies and we wanted to help them avoid that trap. Thus we started DeriveOne. We consider Microsoft a key partner so still are in the ecosystem.

Marketing Darwinism: “Data for data’s sake?” What do you mean?

Samir: Data has come to be seen as an important commodity and as such companies are scrambling to ingest it and even hoard it. Ingestion is great but what about digestion? How do you use this data? What about data-overload? What about useless data? What about “fake” data? The point here is that data is not an unalloyed good if not trained on decisions. In fact, we believe you need to look at the decisions first and figure out the data needed based on the decisions not just because “data is good.”

Marketing Darwinism: You have a very varied background. Tell us more about your journey.

Samir: Thanks Paul. I have spent time in the Peace Corp, as an entrepreneur, as a business-owner, as a Microsoft employee and as a volunteer. All of these experiences helped me converge on being who I am today, personally and professionally. The Peace Corp helped me learn to listen, empathize and act. Being an entrepreneur taught me about risk and reward. Microsoft helped me understand the importance scaling through partnerships. DeriveOne has helped me realize the value of focus.

Marketing Darwinism: Why should an organization hire DeriveOne?

Samir: We believe that partnering with our customers in the context of what they need and what their customers need is crucial. We help organizations, medium to large and even some startups, use data to hone and focus their customer segmentation strategy, the cognitive diversity of their teams, and to inculcate the culture of decision-driven data. We believe that methodology matters, eliciting what the true decisions that need to be made is key, and delivering accountability is necessary. We are humbled daily by interest in our company.

Marketing Darwinism: Clement, tell us about Quantarium.

Clement: The company is inspired by insights from Quantum Physics and the potential inherent in applying them to Machine Learning approaches within an A.I. framework. We have organically gathered the analytical methods of fields as far reaching as Quantitative Genetics to build a leading Artificial Intelligence company that enables competitive advantage in vertical industries via advanced predictive and propensity models along with smart decision-engines. To be sure, there remains a lot for Quantarium to accomplish and indeed we have the ambition to match, though we are quite proud of our synthesis to date and the benefits our customers are enjoying each day.

Marketing Darwinism: Can you tell us which verticals you focus on mostly?

Clement: The beauty and peril of A.I. is that it can seemingly apply to everything and that can be intoxicating, thus both market and organizational focus to execute become paramount. Our first salvo is residential Real Estate, a $20 Trillion asset class that represents in a meaningful personal perspective, the most important of all sectors because it constitutes the largest purchase a family ever makes. Quantarium looks at Real Estate from a perspective not only of Data (and there is a lot of Data!) but also of modeling scenarios of what “could” be. For both financial institutions that “own” and service mortgages and for the individuals who own homes, understanding the “deep” economics is very important. From valuations to other analytical models, Quantarium intends to revolutionize the approach and economics.

Marketing Darwinism: Clement, you have a background in large companies like Microsoft, how is it being a CEO of a start-up.

Clement: Thanks for the question. There is nothing headier than building something with world-class people who humble me every day with their vigor and intelligence. At Microsoft, I learned how to manage A+ teams and to think about products and customers at scale. Applying that to the need for speed in the startup world is my biggest challenge and joy.

Marketing Darwinism: Clement, I must ask you this. A.I. has become a “buzz phrase” …how do you distinguish yourself.

Clement: You are certainly correct about that. The technology business is very much about fashion and phraseology. Unfortunately, it is also often about false claims as well. Quantarium’s founders team, with Ph.D’s and accomplished experts in the field, undertook the approach that A.I. is best when it enhances the ability for people to both arrive at a valuable truth in a quicker and more judicious fashion, and then start to predict future truths, or certainties, given the current business exigencies. Quantarium established itself as an A.I. company from the get-go, it’s in our DNA; as a matter of fact, the first platform Quantarium built, QVM/Quantarium Valuation Model relied on M.L./A.I. technologies such as evolutionary programming when “Artificial Intelligence” was not such a buzz phrase yet. Our team consists not only of award winning Mathematicians and Engineers but also of some of the best “technology translators” in the industry. Algorithms and A.I. are indeed assets, however when you add them to the human agency and agility, you get real applications of real A.I.

Marketing Darwinism: What’s in store for Quantarium in the next phase of your growth?

Clement: Good question. While structured as a tridimensional growth approach, with a clear focus on increasing market share, innovation / differentiated I.P. and product expansion, in many ways we’ve been silent for too long. We enjoy genuine, solid relationships with our customers and partners but haven’t “splashed” in the market yet. That has been by design but the time has now come to shout from the rooftops. We’re showing up at conferences like the O’Reilly AI Summit and Strata. While we remain humble and true to ourselves, we are bold at the same time so watch out for us.

About Clement
Clement is Co-Founder and CEO of Quantarium, an Artificial Intelligence company enabling vertical industries via advanced Predictive and Analytic models, and smart decision-ing engines. As the name of the company suggests, inspired by Quantum Physics and fueled by the power and potential of Machine Learning such as synthesizing and leveraging approaches from Quantitative Genetics, towards resolving significant predictive challenges, Clement is an accomplished international professional for leveraging Data Science and A.I. as well as a proven business leader.

With degrees in Computer Science, Clement spent 14 years building large-scale and Enterprise-level software products and services in areas traversing Content Management and Enterprise Search. Responsible for strategy and product development, Clement directed enterprise teams for Microsoft such as SharePoint, and MS Enterprise Search, while building a proven track-record for recruiting and developing teams with exceptional culture. Prior to Microsoft, Clement started and ran several software companies.

Originally hailing from Romania, Clement lives in the Seattle-area with his wife and children. He is actively involved in a variety of philanthropies and applies philosophy to technology as he builds lasting companies.

Here’s a great video of me and Aseem Badshah the CEO of Socedo, a social media lead generation tool, talking about 7 ways Blockchain can transform marketing! We hope you enjoy it …