like Nike, Volkswagen, and Apple. Chiel
Worldwide eventually acquired it.
Costello’s other digital agency —
Maple Farm Media — was a venture-capital-backed marketing solutions company that he sold in 2013. Prior to that,
he served as general manager and vice
president of digital strategy for Valassis
Communications, one of the nation’s
largest marketing services companies.
“Things change constantly, and you
can’t be afraid,” Costello says. “Disruption
can be great — it helps you figure out
where the trend lines really are. That’s
one of the reasons I came to here: recruit-
ment is constantly going under disrup-
tion, and Monster’s on the cutting edge.”
His day-to-day at Monster includes
managing all North American media
teams and agencies, including all paid
media — “Search, social, display, TV,
out-of-home (OOH), global customer
relationship management (CRM), and
marketing analytics,” Costello says.
Owen is one of Costello’s key imple-
menters and a leader in his own right.
He also touches on Monster’s paid media
— online and offline — reaching both
the B-to-B and B-to-C markets. “It’s a
combination of building plans for the
future, clearly defining strategies and ob-
jectives for agency partners, and execut-
ing across those objectives,” Owen says.
“That means monitoring and understand-
ing performance across all of our current
campaigns — and optimizing as they
Owen’s background prior to joining
Monster was a decade spent in the agency
world at a pair of juggernauts: Mindshare
and Mediavest. “I had a number of mul-
tichannel planning roles — and early
on they were more about brand building
than performance,” he says.
Early in his career he worked on major
consumer packaged goods (CPG) accounts like Unilever and Kraft. “CPG
is very structured and thorough in the
planning process. It gave me the foundation in and fundamentals of media — the
structure and the rigor around it,” Owen
After earning his M.B.A., Owen re-
turned to the agency business at
Mediavest, working on the Sprite busi-
ness. “It was the ‘innovative’ brand in the
Coca-Cola portfolio,” he says. “I was truly
exposed to emerging media and digital
tactics — which were still a bit of the
‘Wild Wild West’ as far as measurement is
He then slid over to the Walmart ac-
count, which he calls a “massive team.”
Owen adds, “There were a lot of different
planning and buying teams, and I was
part of the ‘seasonal’ business. I was co-
ordinating buyers across different media
channels, and working with planning
teams to execute seasonally relevant cam-
paigns. It really taught me how to unite a
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