In this episode
Brenno Valerio, Head of Sales, Americas at Treasure AI, joins Greg Kihlström live from Treasure AI’s Agentic World in Miami on when a martech change is worth making and how to make the case for it. Valerio, who spent nearly ten years at Acquia before joining Treasure AI, argues that customer data rather than content belongs at the center of the stack, that the people who built your current integrations should be brought into the decision rather than worked around, and that a proof of concept should be scoped to one or two workflows that produce evidence a CFO will accept. He walks through Treasure AI’s Agentic World announcements (Engage and real-time personalization), the move to engagement-based pricing, how Six Flags, Subaru and Shiseido approached the change, and why marketing leaders need to upskill their teams to keep a say in AI and data decisions.
Key takeaways
- The platform that holds the customer intelligence should drive activation. Valerio says DXPs focused on content and one or two channels and failed to deliver intelligence; it is easier for the platform that already holds the intelligence layer to extend into activation than for an email platform to work its way back to the data.
- Bring the incumbents into the fold. Don’t offend the people who made the previous decision. Ask what ROI and value they expected from it, then pick one or two problem statements or workflows to improve.
- Prove value on a narrow scope first. The POC and value framework come after that one-or-two-workflow focus, not before.
- Customer intelligence shouldn’t live in silos. Six Flags had built use cases like ad suppression in the CDP but couldn’t get that intelligence into its end platforms; connecting the two bidirectionally let it personalize faster, at scale across its parks, online and offline.
- Attribution credit drifts downstream, so isolate the foundation. Valerio says Subaru reduced customer acquisition by 38% from centralizing data and driving insights, attributed to the CDP alone, before Engage or personalization were involved.
- AI efficiency alone isn’t enough; it has to be tied to outcomes. Treasure AI is moving to engagement-based pricing, starting with cost per click in Engage, and wants Treasure Studio to be a decisioning and orchestration layer priced on results.
- Fixed contracts can be bridged, not just waited out. Treasure AI’s trade-up program matches the six to nine months left on an incumbent contract, and a new “Live in 7, Valued in 30” program commits to go-live in seven days and value in 30.
- Upskilling is how marketing keeps its seat at the table. Valerio sees technology decisions being made that are not business-oriented; marketers who can understand, interpret and orchestrate data are the ones who get to define what the AI and data platforms should do.
Chapters
- 01:05 — Live from Agentic World: meet Brenno Valerio
- 02:50 — Why customer data, not the DXP, belongs at the center
- 04:52 — Stack changes are political: winning over the buying committee (Six Flags)
- 06:42 — Agentic World announcements: three problem statements
- 07:36 — The attribution gap and a proof of concept a CFO will accept (Subaru)
- 11:26 — Engagement-based pricing and the procurement conversation
- 13:19 — Displacing a fixed multi-year contract: trade-up and “Live in 7, Valued in 30”
- 14:50 — Keeping marketing teams adaptable: upskill to keep a seat at the table
- 17:50 — Shiseido: Treasure Studio vs. an IT-provided build in Claude
- 18:37 — What to watch at Agentic World
- 19:58 — Staying agile: running sales on Treasure Studio
Why consolidate around customer data rather than content?
Valerio spent a decade on the DXP side and says that world concentrated on content, while the large suites that assembled DXPs failed to deliver intelligence and served only one or two channels. He moved to Treasure AI to be closer to the data that actually drives brand decisions. His argument: once the intelligence layer sits in the CDP, and AI adds insight on top of it, the same platform should be the one activating that intelligence through personalization and email, based on real-time decisioning.
Why a stack change is a political decision, not just a technical one
The people who resist a consolidation are often the ones whose teams built and maintain the current integrations. Valerio’s approach is to include them: ask what they expected the original purchase to deliver, then focus on one or two workflows that can be improved. At Six Flags, Treasure AI started on the CDP side, then added Engage and personalization so the customer intelligence could flow bidirectionally to end platforms. That let the team show the original integrators that the work was now faster and running at scale across all parks.
How to plan for the CDP attribution gap
CDPs do much of the heavy lifting but often lose acquisition credit to tools closer to the customer, such as an ESP or a DXP. Valerio says DXP suites treated the CDP as a bolt-on, and it was the first piece discarded. Treasure AI’s answer is to build from the data foundation up and to measure that foundation on its own. He cites Subaru: after centralizing siloed data and using it to drive insights, Subaru reduced customer acquisition by 38%, a result attributed only to the CDP.
Why engagement-based pricing changes the procurement conversation
Procurement teams and CMOs want predictable costs, and Valerio says they aren’t getting it as AI vendors change their pricing. Treasure AI’s position is that the organizations reaching new revenue levels are the ones buying on outcomes. It is starting with cost per click in Engage and plans to extend outcome-based pricing to AI, so Treasure Studio is judged as a decisioning and orchestration layer rather than an intelligence layer alone.
How to displace an incumbent with a fixed multi-year contract
Valerio describes two moves. First, a trade-up program: with six to nine months left on an incumbent contract, Treasure AI matches it and helps drive value for the remaining term. Second, a go-to-market strategy team that runs proofs of concept on one or two use cases the existing integrations haven’t delivered. He also previews “Live in 7, Valued in 30,” a program coming to Treasure AI’s website that commits to go-live in seven days and value in 30.
Upskilling is how marketing keeps its seat at the table
Valerio says CMOs are losing power right now and that he is seeing technology decisions made that aren’t business-oriented. His recommendation to marketing leaders is to upskill their teams so marketers can understand, interpret and orchestrate data without depending on IT, while still working alongside IT. Otherwise, he warns, IT starts building its own solutions, with all the unknowns that come with building it yourself. Shiseido is his example of doing it collaboratively: the team tested Treasure Studio out of the box against an IT-provided version built in Claude, comparing results and time to market, with marketing and IT in the same room.
FAQ
What is Treasure AI’s “Live in 7, Valued in 30” program? A program Valerio says is coming to Treasure AI’s website that commits to getting customers live in seven days and seeing value in 30, backed by what he describes as a money-back guarantee.
How does Treasure AI’s trade-up program work? If a brand has six to nine months left on an incumbent’s contract, Treasure AI matches it and helps drive value for the remaining term, then runs a proof of concept on one or two use cases the existing integrations haven’t delivered.
How do you win over buying-committee members who built the current integrations? Bring them into the decision instead of going around them. Ask what ROI and value they expected from the original choice, then prove improvement on one or two workflows through a proof of concept.
What did Treasure AI announce at Agentic World? It is doubling down on Engage, its email, SMS and ESP product, and on real-time personalization in-app and on the web, and it is moving Engage to engagement-based pricing starting with cost per click.
What should marketing leaders do to keep their teams adaptable? Upskill them to understand, interpret and orchestrate data without depending on IT, and be explicit about the goals, objectives and business case each platform is meant to serve.
How does Treasure AI use its own platform internally? Valerio says Treasure AI runs its sales and marketing reporting and enablement through Treasure Studio, which cut internal reporting from weeks to minutes.
About Brenno Valerio
Brenno Drummond Valerio is Head of Sales at Treasure AI, where he helps enterprise brands use customer data and AI to drive measurable business results. He brings more than a decade of experience in enterprise software sales and business development across the Americas. Before Treasure AI, Brenno spent nearly ten years at Acquia, the digital experience platform, leading sales and business development and working with Acquia’s key partners across the region.
Brenno Valerio on LinkedIn: https://www.linkedin.com/in/brennovalerio/
———- Resources ———-
Treasure AI: https://www.treasure.ai
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Transcript
[00:01:05] Greg Kihlström: Hi, I’m Greg Kihlström, host of The Agile Brand, and I’m coming to you live from Treasure AI’s Agentic World in Miami. Here’s a question for you. When you consolidate your MarTech stack, are you changing how your brand shows up for customers or just changing who sends you an invoice? Today we’re going to talk about what it actually takes for large brands to adopt next-generation AI platforms and what that means for their teams, budgets, and technology stacks. To help me discuss this topic, I’d like to welcome Brenno Valerio, Head of Sales Americas at Treasure AI, who’s joining me here at Agentic World. Brenno, welcome to the show.
[00:02:20] Brenno Valerio: Thank you so much, Greg. Absolute pleasure to be here. Very excited to meet you in person and, looking forward to this chat.
[00:02:26] Greg Kihlström: Yeah, absolutely. before we dive in, why don’t you give a little background on you and your role at Treasure AI?
[00:02:30] Brenno Valerio: Absolutely. so originally from São Paulo, Brazil. Moved to United States around 2007. Been in the MarTech and FinTech and finance for the last 15 years. now live with the wife in New York and, and a pup. before joining Treasure AI as Head of Sales and Revenue, was at Acquia for 10 years, focusing on digital experience platforms.
[00:02:50] Greg Kihlström: Great. Great. So yeah, let’s, let’s jump in here. We’re gonna talk about a few things here, but, wanna talk about a, a– First of all, you, as you mentioned, you came from the world of DXPs recently, which often aims to be kind of the center of the, the digital ecosystem at, at a brand. Yet it could be argued that customer’s data is the true center, particularly, with AI and, and all the, the data requirements there. Now that, you’re at a platform that has the potential to displace some of those established tools, setting aside fewer contracts and lower cost, what’s the argument for consolidating personalization and testing tools around a platform where the customer data is central?
[00:03:34] Brenno Valerio: Yeah, that’s a great question. I think first and foremost, I like how you and Brinker look at the consolidation of stacks, right? And you always talk about which one is going upstream, which one is going downstream, and there’s also a graph by a gentleman from Snowflake. It’s escaping my name. He puts the CDW on the left in terms of what they’re trying to do in terms of data activation, you have the CDP in the middle, and then you have the activations and email marketing solutions on the right. I think from the DXP world, we focus really, really strongly on the content side of the house, and these mosh poshes of organizations that were coming together, the Adobe or the Salesforce, they failed to deliver that intelligence, and we only focused on one or two channels from a content perspective. That’s why I
[00:04:19] Brenno Valerio: came to Treasure AI. I wanted to have more access to data. I wanted to understand what was really motivating brands and organizations to make decisions based on data, and I think it’s much easier for us with our vision to go upstream versus an email marketing platform to go back downstream. And what I mean by that is since we have that intelligence layer already in the CDP, then now we have with AI more insights and better activations from those AIs. Why shouldn’t we as well be the ones that are activating downstream when it comes to personalization, email marketing, all based on real-time decisioning too?
[00:04:52] Greg Kihlström: That said, changes to the MarTech stack are, as I know very well, a, a political decision as much as a technical one, and people who resist are often the ones whose teams built and maintain the current integrations. How do you make the case to maybe reluctant members of a buying committee that it’s the right time for change?
[00:05:14] Brenno Valerio: It’s a good question. Don’t offend those that were previously involved, I think is, is one answer. It’s bring them into the fold. Let’s understand what were your expectations when you made that decision, what were the ROI and the value that you were expecting to get from that solution, and let’s focus on one or two problem statements or one or two workflows that we think we can improve if we are able to prove that value. That’s when we start engaging in POCs. That’s when we start doing some value framework of, “Hey, if you were to improve this workflow, if you were to improve this way of your engagement with our platform versus your other, then maybe it’s worth it.” And that’s what we did for Six Flags, right? We started with Six Flags primarily on the CDP side of the house. They had the
[00:05:59] Brenno Valerio: intelligence that they built, the use cases that they had with us in terms of ad suppression, expect software, et cetera, but they were struggling to have that intelligence speak to their end platforms. I’m not gonna name what they are. So- That intelligence of who Greg is shouldn’t live in different platforms and in silos. That’s what we do, but why not have that intelligence e- and live 24/7 bidirectionally between the two? So that’s why we came in, and we helped them with our Engage and personalization solution, and we were able to prove to those that built the integration originally, like, “Hey, it wasn’t the best one for you. Now you’re doing it faster. Now you’re doing it at scale across all of your parks, and you’re driving better personalized experiences offline and online.”
[00:06:42] Greg Kihlström: So I th- and one big reason that we’re talking about this is Treasury AI made some big announcements here at Agentic World. can you talk a little bit about the, the personalization component that was rolled out?
[00:06:54] Brenno Valerio: Absolutely. So moving forward, my team, from a customer success perspective and a sales perspective, we’re going to be focusing on solving three problem statements. Problem statement one, it’s the CDP that data in action. You have your data’s in silos. You don’t know how to get to access your data. You don’t know how to drive the next best decision. Problem statement two, okay, once you have access to that data, how do you drive the next best action? How do you drive the next best offer? Problem statement three is the activation of those insights, and that’s what we’re gonna be announcing here at Agentic World, is not only us doubling down on our Engage product, which is our email marketing, SMS, ESP, but also our real-time personalization, in-app, right as well website, et cetera.
[00:07:36] Greg Kihlström: Got it. Got it. And yeah, I, I think one, one of the things that I’ve certainly seen is the platforms like CDPs, they, they do a lot of heavy lifting, but they often have the credit for an acquisition taken away by platforms that are technically closer to customer activation, like an ESP or, or even a DXP or something like that. How should marketers be thinking about the attribution challenge upfront, and how has the proof of concept changed so buyers have evidence they can defend to their CFO before they sign?
[00:08:09] Brenno Valerio: Yeah. So I think it relates with the issues that DXPs had because they were just, like, mosh poshing the CDP in there and like, “Hey, let’s stick to see what it’s worth,” but it was actually the first to go and get discarded when you’ve sold the whole DXP package. That’s the opposite of our philosophy of building bottoms up, like I said, in terms of our history and where we’re going. So when we’re trying to look at, hey, change management, CDPs implementations are difficult and have historically always been considered difficult, as you I’m sure you, you’ve always seen. I think with AI plugging and playing and taking over some of those roles and helping with some of those responsibilities of what good looks like, you look at our customers that have been with us for 15 years in the life
[00:08:54] Brenno Valerio: cycle of Treasury AI, they continue to adopt and roll out new use case, and they continue to grow innovate with us because they’ve always had a strong program in place. So as you do that, with a strong foundation, you’re able to build on top of it, and that’s when you’re able to deploy solutions such as Engage and personalization, et cetera, on top of that as well. So if we look again at the, the three problem statements that we’re trying to roll out, and you look at Subaru, for example, because they’ve done problem statement one, data in action in silos, now it’s centralized, data in action two in driving insights, they’ve been able to reduce their customer acquisition by 38%. That’s real dollars.
[00:09:33] Brenno Valerio: And that’s attributed just to the CDP. It’s not attributed to Engage, not attributed to personalization, and that’s a story that we’d like to tell worldwide, and that’s dollars that they can plug back into innovation, into other things that they wanna invest in.
[00:11:26] Greg Kihlström: Well, and speaking of, of dollars, so there’s a, another, another big announcement here that isn’t feature-based, but more, pricing based. So let’s talk a little bit about the shift to engagement-based pricing, which certainly a departure from, the typical seat-based or traffic-based SaaS model. How does that conversation go with procurement teams used to, predictable cost structures? And once cost scales with engagement, does it change how marketing teams decide when to reach out to a customer?
[00:11:57] Brenno Valerio: Good question. So we want to defy, and we want to challenge the status quo. That is how we are going to change because, again, we believe in the power of us being the best real-time data activation planet- on the planet As such, we want to give procurement, we wanna give CMOs, we wanna give CTOs predictability, and right now they are failing to have predictability, as you know. Anthropic changed their pricing last week, OpenAI changed their pricing last week, and then they come to us and they’re like, “Are you gonna do the same?” So what we wanna do is where we’re seeing the most success of organizations that are scaling and reaching, new heights of revenue are those that are doing outcome-based pricing and outcome-based solutioning. and that’s what we’re gonna do with Engage, as you alluded to, right?
[00:12:42] Brenno Valerio: Cost per click, right? How do we actually drive the best action that happens within the email marketing workflow? And we’re eventually gonna get there when it comes to AI as well. We have to be able to not only, as Gartner just launched recently in their multichannel marketing, it was based on AI just helping with operational efficiencies isn’t enough. It has to be focused on outcomes. It has to be focused on activations and orchestrations, and that’s also where we wanna take Treasure Studio, right? We don’t want it just to be that intelligence layer. We want it to be that decisioning layer. We want it to be that orchestration layer, and those are based on results.
[00:13:19] Greg Kihlström: Yeah. So how does a, an engagement-based model create an advantage when you’re trying to displace an inc- an incumbent with a fixed multi-year contract? it’s, it’s sort of it sounds really attractive, and yet it’s kind of apples and oranges, right? So how do you, how do you have that conversation?
[00:13:36] Brenno Valerio: Yeah. I think it’s twofolds. One is, and to give a little shout, we have a trade-up program, right? So let’s say you have six to nine months left on your contract, we will match and we will essentially come in and help you drive that value for the remaining six to nine months. Then we bring in a very, very productive and excellent POC team that I call the go-to-market strategy team that we recently just launched. And like I said, we pick one or two use cases that hadn’t been working from those initial integrations that they had done, and we prove value. We also are launching, and it will be coming to our website, a program called Live in 7, Valued in 30. What I mean by that is we are so confident because of how we now deploy with AI and all of our improvements, that we will get them live
[00:14:21] Brenno Valerio: in seven days and we will get them value in 30 days, and your money back guaranteed, whatever cheesy- line you wanna put in that.
[00:14:28] Greg Kihlström: I mean, seven days, that’s, that’s, that’s pretty, uh- pretty amazing. [laughs] So, yeah.
[00:14:34] Brenno Valerio: Fun Group is here, and they’ll say the same. It’s, it’s what our project is gonna be with them. we’ve recently done it as well with another large hotel organization because obviously with composable, the data is much more structured. And now as well on our end, we have that ability to bring them in quickly, and we can set up their site much more quickly as well.
[00:14:50] Greg Kihlström: Yeah. Nice. So let’s, let’s talk a little bit about the, the people and the process part of this too, ’cause, with even, with quick changes it’s also, the, the people have to, have to change and, and adapt as well. So, there’s so much changing right now, and, even if it’s good change, it’s still change and, we as, as people, even though I have … I host the Agile Brand Podcast- ev- everyone needs some adjustment to change. what do you recommend that marketing leaders do now to keep their teams and operating model adaptable? Because not only are, have things already changed, they’re going to continue. It’s … This is kind of the, the new normal or whatever. So, how, how do you, how do you recommend that a leader keeps their team adaptable?
[00:15:39] Brenno Valerio: Yeah. It’s a good question. So a few things. I go to a lot of events, and I go to events that are brand-focused, I go to events that are marketing-focused, I go to events that are IT and data engineers and so forth. Our hope is that Agentic World brings the two together and marries them together. Too often right now in the last two to three weeks, ’cause that’s how crazy the market moves that quickly, the CMOs are losing power, and it’s a, it’s, and it’s, it’s cyclical, right? As we know. But I’m also seeing a lot of technologies decisions being made that are not business-oriented, and that’s concerning me. And so the answer that I, that I’ve been giving to C-level VP and brand marketing-oriented stakeholders is you have to upskill your team at the end of the day so that you can earn your seat at that table to then tell, “Hey, this is what I want my AI solution to do. This is what I want my data platform to do. This is what I want my email marketing solution to do,” because then IT is gonna start going on tangents of building their own versus actually bringing something in that’s gonna generate value to them, because there are a lot of unknowns if you do it yourself and if you build it yourself. So upskilling would be my number one recommendation, right? How do you as a marketer understand the data? How do you as a marketer then interpret it but orchestrate it on your own without needing
[00:16:55] Brenno Valerio: IT, but at the same time bringing the two together so that they’re hand in hand in that decision? I think also being very clear, like you alluded to earlier, these are my goals, these are my objectives, and this is how this platform is gonna help me, and here’s the value of the business case. That, that would be my recommendation.
[00:17:13] Greg Kihlström: Yeah, yeah, and, yeah, it’s, it, it is crazy how quickly I, I find myself, I … The other day I was saying, “Well, in the early days of blah, blah, blah,” and I meant like three to six months ago. [laughs]
[00:17:26] Brenno Valerio: Yeah, I, I know.
[00:17:27] Greg Kihlström: So it’s, it’s, uh-
[00:17:28] Brenno Valerio: That’s exactly right.
[00:17:28] Greg Kihlström: … I think that’s just where … we’ve, we’ve always, I think everyone has always said how quickly things change for hundreds of years, but I think it’s, uh … And to, to your other point, the, the CMO role, I felt like CMOs were getting a little more power and now, given th- they’re … It’s just, I guess it’s just constantly in motion, right?
[00:17:50] Brenno Valerio: An example is Shiseido, which is a global, commer- or cosmetic company. they have a global commerce engine as well. They tried and tested the two. They said Treasure Studio versus doing it in Claude, and we tried and tested like, hey, if IT provides this to you versus it comes out of the box with us, what are the results that we can expect and what is the time to market? But that was collaborative, right? We brought the two together to show, like, “Hey, you don’t have to operate inside of those IT. You can also work with us.” Right? “You can also use this platform. It’s for everyone, and it’s not just because it’s cloud, it’s IT,” and you put that in a bucket. And so hopefully we start going more towards the orientation of value more than ever in that sense of the conversation.
[00:18:33] Greg Kihlström: Love it. Love it. Well, Brenno, thanks so much for joining today. Got two last questions for you-
[00:18:37] Brenno Valerio: Yeah, of course.
[00:18:37] Greg Kihlström: … as we wrap up here. first one is, we’re here at Agentic World. it’s about to kick off, so, what are you looking forward to most this year?
[00:18:46] Brenno Valerio: Yeah. Thanks for the question. So this is my second year. I’ve been at Treasure AI now for 15 months, so before it was CDP World, and now it’s Agentic World, right? I’m very excited that we have expanded our problem statements from one and two, like I mentioned, to one, two, and three, in terms of now real-time data activation, personalization, and email marketing. So my first answer is I’m very excited about our product vision and our product roadmap, and I’m excited for you, I’m excited for our customers and our partners to try it and put their hands on it via our booths. the second is the customer stories. They’re gonna be really cool. We have different awards, one for the best pioneer in it and agentic deployment, one in terms of in- social engagement and personalized experiences, and the other implementation of the year, which was less than
[00:19:32] Brenno Valerio: 30 days, as I mentioned. And I think that’s just a testament of where we’re going with our customers as, as well. The flip side is just having fun. I stepped into this new head of sales role in the last five months, and I haven’t met our entire portfolio of customers, so I’m just excited to spend time with, all of them here.
[00:19:49] Greg Kihlström: Nice. Nice. Well, and congrats on the new role too.
[00:19:51] Brenno Valerio: Thank you.
[00:19:51] Greg Kihlström: It’s exciting. [laughs]
[00:19:52] Brenno Valerio: No, I, I appreciate this opportunity to talk, on your podcast. like I said, I was looking forward to it, and, and hopefully I provided some good insights.
[00:19:58] Greg Kihlström: Yeah, absolutely. And the last question for you, uh- what do you do to stay agile in your role, and how do you find a way to do it consistently?
[00:20:05] Brenno Valerio: Ooh, I eat, breathe, sleep Treasure Studio. So we’ve deployed and, we are using… What is it? Eating our own dog food.
[00:20:13] Greg Kihlström: Yeah, right, right, totally.
[00:20:13] Brenno Valerio: It’s the expression, drinking our own champagne. So we’ve managed to improve our marketing and sales processes and reporting internally from weeks to minutes. I have, like, click of the button, I understand where my MQLs are sitting, where are my ops progressing. I’ve given insights to our individual contributors of how do they level up in terms of their KPIs weekly, monthly. enablement goes through Treasure Studio. So I try to become more agile with Treasure Studio so I can be more in front of our customers. I think that that’s the, the best way to summarize. Do more with the power of AI so that I can do more on the social live perspective.
