This article is part of the Internal Disruptors Series, a special edition of our blog where DT thought leaders contribute with their expertise.
I like a good challenge. Ever since I was little, I would take up the puzzles that were for adults and try to beat my dad at Monopoly. Whichever the case, I always failed miserably.
I come from an SEO Content background (the science of how to make Google like your website through high-quality content) and have an MSc. in Strategic Marketing Management (the science of how to align communications with company goals).
Yet, when I first started at DT as a Marketing intern in May 2020, that child-like feeling came back. Here was this magical product that not enough people knew about. It was our challenge to undertake and try not to fail.
I knew of DT, but I had to catch up on my reading. The first order of business was to learn as much as possible about our technology. I started writing partner case studies, tackling the monthly newsletter, and running our social media.
I got it wrong many times. The industry ecosystem is complex and with a lot of moving parts. Our sensors were simple and revolutionary. To find the balance on when to get technical (honoring the complex work that had gone into the engineering) and when to keep it simple (honoring the design and philosophy of the product) was, and still is a challenge.
Yet, I quickly realized an even bigger challenge: as much as people need to be educated about our technology, there was a big need to bring awareness to the category as a whole. Given the industry was novel, there was little information out there around smart buildings and the importance of sensor technology.
Under the guidance of Pippa, our VP Marketing & Communications, we started undertaking a big project. Just like the engineers at the back of our office, the Marketing folks at the front of the office would disrupt how Marketing was done, and focus on educating people about why and how sensor technology was important.
Strategy meeting with peanut butter and jelly
We built out a robust content strategy based on keyword research and industry trends. We found out what people were searching for and were interested in. And we started answering those questions.
We crafted a distinct tone of voice: clinical, yet approachable. We wanted to be that knowledgeable friend that has all the answers. The one you go out for a drink to get clarity on complex topics.
There is a lot of content out there, and we wanted ours to be the best. We asked for guidance from experts within our company and made it a learning experience. In January 2021 we launched our Disruptors Series, where thought leaders serve as guest writers, sharing their industry knowledge.
And now, with the Internal Disruptors Series, we invite the experts within our own DT home to share their thoughts and processes.
At first, there were very few eyeballs directed towards our content. But as we started sharing and syndicating our content and worked relentlessly to put out valuable pieces, we made Google and industry leaders our friends.
Now the blog gets thousands of readers per month, from organic search, word of mouth, or social. And people sign up to receive our articles, in-depth guides, and newsletter. Our pieces on humidity sensors, the beginner’s guide to IoT, and facilities management trends, among many, rank #1 in search engines, and that is a testament to our dedication to that initial strategy.
We see many technology companies and partners following suit, building out and sharing their content with industry insights on the importance of retrofitting for energy efficiency and sustainability, clear ROI, and workplace health and well-being.
I am happy to see the Marketing in our industry evolve towards education and expertise. I am happier to see we were the ones to set the standard.
Shuffleboard and drinks after work with colleagues
As I started writing my MSc thesis (I was still in school until July 2021), sensors were all I could think about. And the word “disruptive”, out of context, became sort of a trigger.
My thesis partner had previously interned at Airthings, makers of air quality sensors, and friends of DT. United in our understanding of the impact that this technology could have, we channeled our passion into our Marketing research.
Our thesis took a novel direction to discuss sensor technology. We approached it as a marketing tool to increase restaurant visits during the pandemic, arguing that people feel safer in restaurants that deploy sensor technology and found statistically significant results.
Our study made a leap forward in marketing literature by:
At first, it seemed a crazy challenge to discuss sensor technology, as there was virtually no literature. But we got praises and recognition from our supervisor and external grader, and are happy to have completed it successfully.
At 24, I can now do adult puzzles and sometimes beat my dad at Monopoly. I also wrote an MSc thesis on sensor technology and feel that the goal we set for Marketing at DT is now complete. People are starting to learn about sensor technology.
The discussion on climate change continues and more technology companies have input on retrofitting buildings with sensors to make them smart, safe, and sustainable.
We should now focus our attention on educating people about what makes our sensors revolutionary and attracting new partners that can do great things with our great tech.
A new challenge, with new failures ahead. I can’t wait.
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