“The whole approach is to do really purposeful, ongoing series of small experiments,” Cahill explained. “We don’t want to go to market with three pieces of creative, figure out which one works and run with it. We will constantly be going out with new approaches, learning from and executing new creative based on feedback.”
For example, a new consumer product will appeal to different people in different ways. Anagram will test different ways to communicate with those consumers, letting the marketplace reveal what works.
“DCO companies are phenomenal, but unless you have ideas that go into the tools, they’re just tools,” he said. “It’s not the same as trying to use programmatic as a place to explore actual ideas that connect with people.”
Anagram has four employees and works with two clients, though Cahill was only able to mention one on the record: OptiShot Golf. Anagram won’t be targeting any client vertical in particular because, according to Cahill, programmatic and digital are becoming increasingly synonymous.
“You can take any marketing challenge and put together a programmatic strategy for it,” he said. “The fundamental case I’m making to potential clients is that programmatic isn’t a sideshow. We’re at a point where you can do a great volume of all of your digital through programmatic.”
Brands are going to continue to hire specialists and continue to do non-exclusive relationships with lots of agency-like companies, he said, and Anagram is set up to work for brands, not for other agencies.
“If this business is going to grow it’s going to be because of hustle,” Cahill said. “There’s going to come a point in the near future where ‘programmatic specialty’ agencies will be included in RFPs, because there’s going to be less of a distinction between programmatic and digital. It’s going to be the same thing.”