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Andrew Feigenson

CEO of Advertising Intelligence (Kantar + Numerator) - Transformation and Growth Acceleration Executive

Andrew Feigenson is a seasoned executive with extensive experience in data-driven technologies and business growth. He served as the CEO of Fishbowl (later rebranded as Personica) from April 2020 to November 2021.14 Feigenson was hired during the pandemic and took on the challenge of leading the company through uncertain times.1

Throughout his career, Feigenson has held several leadership positions in data and technology-focused companies:

  1. CEO of InformData (October 2024 - Present)34
  2. CEO of Vivvix, where he created the world's largest advertising and marketing intelligence company3
  3. CEO of MRI Simmons, where he launched advanced data management platforms3
  4. Senior executive at Nielsen for eight years3
  5. Chief Revenue Officer at Nielsen Catalina Solutions4
  6. Managing Director of Nielsen Digital4

Feigenson's approach to leadership involves problem-solving, delivering results, and fostering strong relationships with clients and team members.1 He has a track record of leading companies through periods of innovation and expansion, with a focus on leveraging data capabilities and driving growth.3

His experience spans various industries, including hospitality tech, advertising intelligence, consumer insights, and background screening. Feigenson's expertise in data-driven technologies and business transformation has made him a valuable leader in companies undergoing significant changes and seeking to innovate in their respective markets.23

Highlights

Jul 18 · linkedin

Stop Lying! Unlock Growth by Reframing Perspectives

We all lie to ourselves. It’s not intentional. It’s just that all humans filter sensory inputs using mental models developed from their life experiences.

Organizations do the same thing. Successful companies grow because they do something great. When the world changes, that greatness sometimes leaves them stuck with limiting beliefs or outdated processes.

Unlocking progress involves “disassociating” from these beliefs long enough to honestly “reframe” perspectives differently. These are some techniques I’ve found helpful.

  1. Be a Growth Coach
  • Promote a Growth Mindset A Growth Mindset may be overdone, but its concepts are still powerful.
  • Create a Challenger “Safe Zone’ At Vivvix, we called this “sparring,” allowing people to challenge each other’s perspective in a safe environment, knowing they were a team.
  • Change the Lexicon Identify commonly used phrases and avoid saying them for a while. In fact, try saying the opposite and see how many “truths” are “beliefs.”
  1. Listen a Lot
  • Listen to Customers Engage widely with humility, open ears and thick skin. No selling. Just asking questions that solicit honest feedback and create a baseline. A favorite is “How do you measure whether we’re successful for you?”
  • Listen to the Team Big ideas usually come from engaged team members who are passionate about the business and able to spot trends from the details. Have conversations at all levels and apply feedback mechanisms like eNPS.
  1. Get Academic
  • ** Use Jobs to Be Done (JTBD): Identify the jobs you do for your customers, their adjacencies, and their emotional and functional value. This often puts the “why” back in your “how” and “what.”
  • Assess Your TAM Act like a management consultant, redefining your market, sizing it, benchmarking it and identifying the growing and declining vectors.
  1. Cheer Lead
  • Identify Bright Spots Find areas where things are already working well. Talk about them, celebrate them and cultivate them to find models for success and confidence.
  • Get Inspired by Competitors Find your competitors' most terrifying moves and let them fuel your inspiration.
  1. Facilitate It
  • Run a Reframe Workshop (One of my favorites!) Invite inspiring people from all walks of life to share their ideas and approaches with your team. Make it an entire day of inspiration, challenge, and learning. I’m eternally grateful to those of you who have spoken with my teams in the past.
  • Pull it into an NHAG and Growth Plan Synthesize all this into a near-term hairy audacious goal (NHAG), along with a growth plan and set of key growth initiatives. This will help people focus on and make their first steps towards change.

#Leadership #Management #MergersAndAcquisitions #BusinessGrowth #Innovation #Strategy

Jul 9 · linkedin

This year, I’ve advised several management teams and M&A processes that involve companies and products transitioning between stages in their lifecycle. Businesses evolve like stories, and change is inevitable. Here are some thoughts to help leaders spot these transitions and act.

🚀 Start-Up to Growth:

  • Characteristics High energy, ambition, limited resources, flexible structure, and many start-up competitors being funded.
  • Transition Sign: Nailed product-market fit, increasing sales, growing customer demand.
  • Action: Shift to scalability, focus on unit economics, and invest in processes and people for rapid expansion.
  • Stop: Closing business with poor unit economics. Micromanaging.

📈 Growth to Maturity:

  • Characteristics: Sales focus, scalability, many new hires, product improvements.
  • Transition Sign: Explosive growth slowing, established market presence, fewer new competitors being funded.
  • Action: Make profitability a KPI, optimize efficiency, innovate for growth, explore new revenue streams and adjacencies.
  • Stop: Expecting growth will happen just by hiring more sales reps and paying a lot for marketing.

💼 Maturity to Decline:

  • Characteristics: Stable revenue, market saturation.
  • Transition Sign: Growth plateaued, lower innovation bar, slipping market relevance.
  • Action: Reevaluate, pivot, cut costs, focus on future growth drivers, innovate.
  • Stop: Relying on past successes. What worked before may not work now; be ready to innovate.

🔄 Any Stage to Turnaround:

  • Characteristics: Crisis mode, immediate survival actions needed.
  • Transition Sign: Cash flow issues, high turnover, significant market loss.
  • Action: Stabilize finances, rebuild trust, identify quick wins, make rapid, bold decisions.
  • Stop: Delaying tough decisions. Rapid, bold actions are necessary to stabilize the business.

Steps to Take at Each Transition:

  • Stay Vigilant: Review key metrics regularly and with an open mind.
  • Empathize with Clients: Understand their needs and perspective.
  • Communicate Clearly: Ensure the team understands the stage and necessary changes.
  • Be Adaptable: Pivot strategies as needed.
  • Invest in People: Hire strategically, foster a strong culture, and support employees through changes.

#BusinessTransitions #Leadership #Management #MergersAndAcquisitions #BusinessGrowth #Innovation #Strategy

Related Questions

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Andrew Feigenson
Andrew Feigenson, photo 1
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New York City Metropolitan Area