MarTech360 Interview with Campbell Keller, VP Product Strategy & Development, RADAR Data Products at Clear Channel Outdoor

"AI does a great job at interpreting our insights and putting forth recommendations, but we find there isn’t a replacement for a person being able to then effectively communicate and (re)position those insights in a way that aligns with a customer."

Campbell, your career has moved from advertising account management and mobile program management into RADAR product development and product strategy. What early experience still shapes how you decide which customer problems are worth solving?

Starting my career off in a client-facing role was incredibly formative to my eventual transition into product. It taught me quickly how important the voice of the customer is, but also how to balance their needs against a company’s own roadmap and objectives. Those same rules still apply in product where being customer-obsessed is crucial to deliver products that drive real impact.

Your work brings together disparate datasets, partnerships, and commercial priorities. When different data sources offer only part of the picture, how do you turn them into insights advertisers can trust and use without making the product harder to navigate?

Your point is a great one! Transparently, most of the products and insights we deliver through the RADAR Data Platform are built upon multiple different datasets (and partners) rather than a single source. A large part of that reasoning is confidence and defensibility – having multiple specialized datasets that are responsible for different truth sets can sometimes produce contradicting results. While some may view that as a bad thing, it creates stronger products and insights because when different datasets produce results that are consistent, then we can have greater confidence in the insights we’re producing.

The OAAA reported that US digital out-of-home revenue grew 18.5% year over year in Q2 2026, accounting for 38.4% of total OOH revenue. As digital gains ground, what are advertisers asking data products to deliver today that would have been harder to achieve a few years ago?

For digital OOH (DOOH) to continue gaining ground compared to other digital channels, it’s important that our media is (1) interoperable and (2) optimizable. To be interoperable, brands preferred 1P & 3P audiences need to be able to be leveraged against our medium to produce audience-first buys that align with how they spend across digital or social channels. In addition, exposure data from our medium needs to be measurable within their preferred omni-channel measurement solutions, like the work we’re doing with companies like TransUnion and LiveRamp. On optimization, the flexibility and dynamic nature of DOOH is best capitalized on when you can make adjustments that drive performance. Products like Inflight Insights have gained traction with brands (who spend in both printed and DOOH) because they can make informed decisions about their current and future buys in the same way they can with other digital channels.

Also Read: MarTech360 Interview with Brian Quinn, President & GM at AppsFlyer

You described Inflight Insights as RADAR's fastest-growing solution, highlighting advertiser interest in mid-campaign performance metrics. What does that response reveal about how advertisers want to act on measurement while a campaign is live, and how might it reshape their relationship with an OOH media partner?

In today’s marketing landscape, brands should (and need to be) be acting in response to changing consumer behavior frequently. This becomes increasingly important for performance-driven brands that are focused on lower-funnel outcomes like visits (online or offline) and actual purchases. Thankfully, we have years of measurement results that showcase OOH is not only effective at brand building but can also drive performance while other channels like search become increasingly fragmented. Inflight Insights allowed us to enter a conversation with brands that was previously only reserved for digital channels, but it has admittedly also changed how we position and respond with our own media as well. Increased insights, means a need for increased flexibility in how you buy OOH, and supporting brands in that is a crucial evolution to how we are working today.

Clear Channel Outdoor recently expanded RADAR's connections with measurement platforms including LiveRamp and TransUnion. As OOH becomes easier to evaluate alongside search, social, and connected TV, what must product teams get right to make cross-channel comparisons genuinely meaningful?

Becoming integrated with brand’s preferred cross-channel measurement solutions is only a small piece of the puzzle. What we’re seeing as incredibly important following that is working directly with a brand’s analytics team and often the modeler themselves, to ensure OOH is being treated appropriately credit-wise within those solutions. This involves product speaking to the nuances of our channel (i.e. panel-based exposure data needing to be modeled to the population). In addition, helping to provide metadata within these integrations that allows brands to act is also key – this includes things like creative IDs, geo-specific cuts, among others. These are often minimum requirements for other channels, and OOH needs to speak the same language to participate in these measurement platforms.

Delinea's 2026 Identity Security Report found that 87% of surveyed IT and security leaders said an AI tool or agent had accessed sensitive data beyond its intended scope in the previous year. As AI agents gain the ability to act, what should product teams build in to keep access limited, actions traceable, and accountability clear?

We’ve been working very closely with our privacy teams in clearly outlining when an AI tool is accessing data (i.e. RADAR data) to have scoped what the use case is for and in some scenarios setting up parallel instances of data to prevent overreach by AI tools. It’s more work infrastructurally, but the benefits from a privacy and security perspective far outweigh.

Having moved from customer-facing roles into product leadership, you've seen both the commercial and product sides of AdTech. How do you distinguish a feature that attracts customer interest from a capability that earns lasting adoption and creates meaningful business value?

As a product team, we really try to strive for the latter in our approach at all levels of granularity – whether it be on a net new integration, a particular feature, or a completely brand-new product. Focusing development to be centered around capabilities that don’t become “one and done” for customers, that also align with overall business objectives that encourage clients to be transacting with us in a certain way, is our gold star.

As AI, audience measurement, privacy, and governance become increasingly interconnected, what product principle do you believe AdTech companies must preserve as their systems become more automated, and how has your own thinking evolved through your work with RADAR?

This is a good question! What has been incredibly important for us as we continue to develop ways to generate insights faster in a more automated fashion, is continuing to balance the need for human storytelling. AI does a great job at interpreting our insights and putting forth recommendations, but we find there isn’t a replacement for a person being able to then effectively communicate and (re)position those insights in a way that aligns with a customer. So as we continue to democratize our data and capabilities to make it more accessible to more teams thanks to AI, we are simultaneously caveating where we believe it still needs a human touch to create the lasting adoption and business value mentioned previously.

Thanks, Campbell!