Zoho has landed a high-profile enterprise win.

The company announced the successful deployment of Zoho CRM at Acme Brick Company, one of the largest brick manufacturers in the United States and a subsidiary of Berkshire Hathaway. The rollout, completed in just a few months, replaced a failed CRM implementation and now supports sales operations across more than 40 locations in 13 states.

For Zoho, the deal reinforces its push into large, complex enterprises that want customization without the overhead often associated with traditional CRM giants.

For Acme Brick, it’s a reset after a rocky experience with its previous provider.

A Fast Migration After a Failed CRM

Acme Brick signed with Zoho in March 2025, activated Zoho CRM in August, and completed a full migration from its prior CRM system by October. That timeline is notable for a company operating across 45 sales locations and serving both residential and commercial markets, along with distributor networks in non-direct sales regions.

The implementation was led by Zoho’s Enterprise Business Solutions (EBS) team, which worked directly with Acme Brick to customize the platform and integrate it with legacy systems and workflows. The company has already built custom functions and deep integrations tailored to its century-old business processes.

Adoption, often the Achilles’ heel of CRM projects, has reportedly improved significantly across sales teams—some of whom have been with the company for 30 to 40 years.

“We needed an intuitive, integratable CRM that our salespeople would actually use,” said Julie Lloyd, Sales Enablement Manager at Acme Brick.

That usability factor appears to have been decisive.

Why Zoho Won Over Salesforce and HubSpot

After its previous CRM deployment faltered, Acme Brick evaluated 10 vendors, including Salesforce and HubSpot. According to the company, each alternative would have required changes to its established business and sales processes to extract baseline value.

Zoho CRM stood out for its customization capabilities, low- and no-code development tools, integration flexibility, UI/UX simplicity, and what the company described as “platinum support.”

In other words, the platform adapted to the business—not the other way around.

That distinction is becoming increasingly important for legacy enterprises that want digital modernization without operational disruption. Rather than forcing process redesign to fit rigid SaaS workflows, Acme Brick opted for what Zoho calls “progressive modernization”—incremental transformation layered onto existing strengths.

Support as a Differentiator

One of the more pointed aspects of the announcement centers on implementation and post-deployment support.

“With our previous CRM provider, it felt like they didn’t have any skin in the game regarding our success,” said Stan McCarthy, Senior Vice President of Sales at Acme Brick. He cited reliance on a third-party implementation partner that disengaged after the contract period, leaving the company dependent on self-service support channels.

By contrast, Zoho’s EBS team remained embedded throughout the development and post-launch phases. Acme Brick was not handed off to a separate implementation partner—Zoho served as both vendor and implementation team.

In the competitive CRM landscape, where ecosystem partners often handle deployment, this hands-on model may resonate with enterprises seeking tighter accountability.

Enterprise CRM Is Evolving

Zoho’s success at Acme Brick reflects broader shifts in the CRM market.

Salesforce continues to dominate large enterprise deployments, while HubSpot has expanded upmarket with improved enterprise capabilities. Microsoft Dynamics remains a strong contender in organizations already aligned with its ecosystem.

However, CRM buyers are increasingly prioritizing:

• Customization without heavy coding

• Deep integration with legacy systems

• Faster time-to-value

• Predictable pricing

• Direct vendor accountability

Zoho, traditionally associated with SMB and mid-market customers, has been steadily pushing into the enterprise tier by emphasizing integrated application suites, cost efficiency, and in-house implementation expertise.

Landing a Berkshire Hathaway subsidiary adds weight to that strategy.

What It Means for Industrial and Manufacturing CRM

Manufacturing and building materials companies present unique CRM challenges. Sales cycles can be long. Customer relationships are often multi-decade. Distributor networks add complexity. And field sales teams may resist tools perceived as cumbersome.

In this context, adoption is just as critical as feature depth.

If Zoho CRM can maintain strong engagement across Acme Brick’s geographically distributed salesforce, it could serve as a case study for other industrial enterprises considering alternatives to legacy CRM incumbents.

Ajay Kummar Bajaj, Global Head of EBS at Zoho, emphasized the adaptability factor, describing Acme Brick as a diversified building materials business requiring a platform that is simple to implement, use, develop, and maintain.

The emphasis on simplicity is strategic. As AI-driven CRM features proliferate across the industry, enterprises still grapple with foundational needs: clean data, reliable workflows, and user adoption.

A Quiet but Strategic Enterprise Win

While this deployment may not carry the splash of an AI product launch, it underscores something arguably more significant: CRM consolidation at the enterprise level remains fluid.

Zoho’s ability to execute a full migration within months—and retain deep involvement post-launch—positions it as a credible alternative for companies dissatisfied with complex implementations or vendor handoffs.

For Acme Brick, the payoff is already visible in stronger engagement from prospective clients and improved sales adoption across its network.

For Zoho, the message is clear: enterprise CRM buyers are looking beyond brand name dominance and weighing flexibility, integration, and support just as heavily.

Get in touch with our MarTech Experts.

The Channel Company is consolidating its partner marketing muscle under a single banner.

Today, the tech ecosystem heavyweight unveiled Partner Ignite, a unified partner marketing brand that brings together its agency services into one integrated operating model. The move is designed to address a growing challenge for technology vendors, distributors, and solution providers: managing increasingly complex partner ecosystems without slowing down go-to-market execution.

In short, this is a structural overhaul aimed at making channel marketing faster, smarter, and more predictable.

A Response to Channel Complexity

The timing is deliberate.

As cloud marketplaces expand, AI solutions proliferate, and regional channel strategies diversify, go-to-market teams are juggling more stakeholders than ever. Vendors must align global strategy with regional execution, ensure messaging consistency, and prove ROI across dozens—or hundreds—of partners.

Legacy agency models, often siloed by service line or geography, weren’t built for that level of coordination.

Partner Ignite aims to solve that by operating as a single, AI-enabled marketing engine. Previously grouped under “Agency Services” at The Channel Company, entities including PartnerDemand Services, Audienz, bChannels, and Lauchlan are now unified into one cohesive organization.

According to Matthew Yorke, CEO of The Channel Company, the goal is clear: “As partner ecosystems grow more complex, vendors and solution providers need a marketing model designed for today, not one built for a previous era of the channel.”

AI as Infrastructure, Not Add-On

Plenty of agencies now claim to use AI. The distinction here is how deeply it’s positioned within the operating model.

Partner Ignite embeds AI across planning, creative development, execution, and performance optimization. Rather than functioning as a bolt-on analytics tool, AI is described as foundational infrastructure—accelerating insights, enabling faster program activation, and supporting continuous optimization across regions.

For global technology brands managing distributed partner networks, that infrastructure could translate into faster campaign rollouts and earlier visibility into performance gaps.

Jade Surrette, President of Partner Ignite, framed it as an integration play rather than a replacement strategy. “By embedding AI into every stage of how we plan, create, execute, and optimize, we help vendors and partners activate programs faster, gain earlier visibility into performance, and execute more consistently—while keeping human expertise and strategic direction at the center.”

That last clause matters. In channel marketing—where relationships, enablement, and localized nuance are critical—human oversight remains essential.

From Fragmented Services to Unified Engine

Partner Ignite spans the full partner marketing lifecycle:

• Strategy and narrative development

• Creative production

• Partner program execution

• Performance optimization

This end-to-end scope positions it less as a traditional agency and more as a channel marketing operations partner.

The consolidation also simplifies how vendors engage with The Channel Company’s services. Instead of navigating multiple brand entities, clients now interface with a single organization designed to orchestrate campaigns across global partner ecosystems.

The shift mirrors a broader industry trend. As vendors look for efficiency and measurable outcomes, they increasingly prefer integrated service models over fragmented agency relationships.

Why It Matters for the Channel

Channel ecosystems are undergoing structural change.

Marketplace dynamics are reshaping distribution models. AI-native startups are entering crowded categories. Established vendors are rethinking partner incentives and co-marketing programs. Meanwhile, marketing budgets are under scrutiny, demanding clearer ROI attribution across multi-tier partner programs.

Against that backdrop, predictable performance is the new currency.

Rival channel-focused marketing firms and global agencies have been investing heavily in automation, analytics, and scalable execution models. By consolidating its capabilities under Partner Ignite, The Channel Company is signaling that partner marketing now requires operational scale comparable to enterprise demand generation.

The move also reinforces the company’s broader ecosystem strategy. Beyond marketing services, The Channel Company operates communities, media properties, events, consulting practices, research initiatives, and enablement solutions. Partner Ignite becomes a key engine within that larger ecosystem support framework.

Strategic Implications

For technology vendors, the promise is straightforward: faster activation, tighter alignment across regions, and data-backed optimization across partner networks.

For The Channel Company, the consolidation could streamline internal workflows, reduce duplication, and strengthen its positioning as a central hub for channel growth.

The bigger picture? Channel marketing is no longer just about MDF programs and co-branded assets. It’s evolving into a data-intensive discipline that demands orchestration, automation, and measurable impact at scale.

By launching Partner Ignite, The Channel Company is betting that the future of the channel belongs to organizations that can combine AI-driven infrastructure with seasoned channel expertise—without sacrificing consistency or speed.

Whether the model delivers on its promise will ultimately be measured in partner engagement rates, pipeline acceleration, and revenue attribution. But the direction is unmistakable: channel marketing is being rebuilt for the AI era.

Get in touch with our MarTech Experts.

The holistic financial planning firm announced it has acquired Wholehan Marketing, a brokerage general agency (BGA) with offices in Tampa, Florida, and Toledo, Ohio. The deal brings Wholehan’s leadership—Chris Wholehan and Jessica Hernandez—into the Simplicity partnership and expands the firm’s footprint across life insurance, annuities, disability income (DI), and long-term care (LTC) markets.

While financial terms were not disclosed, the strategic intent is clear: deepen product capabilities and accelerate advisor growth through scale.

Expanding the Accumulation-and-Protection Model

Simplicity positions itself as a firm that blends accumulation strategies—such as investment and wealth-building products—with protection solutions like life insurance and annuities. The Wholehan acquisition strengthens the protection side of that equation.

Wholehan Marketing has built a reputation since 1987 as an independently owned BGA offering consultative support in case design, underwriting, suitability guidance, and advanced market strategies. Its portfolio spans life insurance, annuities, DI, and LTC products, serving insurance agents, financial advisors, and registered representatives nationwide.

By integrating Wholehan into its broader platform, Simplicity aims to enhance its point-of-sale capabilities and give advisors access to a larger product suite and marketing infrastructure.

“We are thrilled to welcome Chris and Jessica to the Simplicity partnership,” said Bruce Donaldson, Partner and CEO of Simplicity. He described Wholehan as a “high-caliber team” with a proven track record and emphasized that integration into Simplicity’s marketing engine would deliver “immediate, tangible benefits” to advisors.

The BGA Consolidation Trend

The acquisition reflects a broader industry trend: consolidation among brokerage general agencies and insurance distribution platforms.

Over the past decade, private equity-backed rollups and national insurance marketing organizations (IMOs) have increasingly sought to aggregate independent agencies. The rationale is straightforward—scale brings negotiating power with carriers, access to broader product lines, and investment capacity in technology and compliance infrastructure.

For advisors, joining a larger platform can mean enhanced back-office support, marketing automation tools, and access to advanced planning expertise. For firms like Simplicity, acquisitions accelerate geographic reach and deepen relationships across advisor networks.

Wholehan’s consultative model—particularly its strength in case design and advanced market support—fits squarely within that strategy.

What Advisors Gain

From Wholehan’s perspective, the partnership offers access to Simplicity’s:

• National advisor network

• Expanded product suite

• Marketing engine and lead-generation capabilities

• Shared operational and compliance resources

“Partnering with Simplicity Group marks a pivotal milestone for our team,” said Chris Wholehan. He highlighted access to scale and collective intelligence as key advantages for agents seeking to elevate client service.

For advisors operating in today’s regulatory and competitive landscape, expanded support in underwriting, suitability, and advanced planning can be a differentiator—especially in complex cases involving estate planning, retirement income strategies, or long-term care structuring.

Strategic Implications

The insurance and financial advisory sectors are under mounting pressure to modernize. Technology-driven platforms are reshaping client expectations, while regulatory requirements continue to evolve. Firms that combine scale with specialized expertise are often better positioned to navigate that environment.

By acquiring Wholehan, Simplicity strengthens its bench in protection products and advanced markets—areas where technical depth matters. It also reinforces its strategy of building a national network that blends independent agency agility with enterprise-level infrastructure.

For Wholehan’s advisors, the move signals continuity paired with expansion. The brand’s longstanding consultative identity remains intact, but it now operates within a broader ecosystem.

The Bigger Picture

As independent agencies face increasing competition from digital-first platforms and large financial conglomerates, partnerships like this may become more common. Scale, technology, and diversified product access are quickly becoming prerequisites rather than advantages.

Simplicity’s momentum suggests it intends to be a consolidator rather than a consolidation target.

Whether that translates into measurable advisor growth and improved client outcomes will unfold over time. But the acquisition underscores a clear direction: in today’s financial services landscape, growth increasingly hinges on strategic alignment, expanded capabilities, and national reach.

Get in touch with our MarTech Experts.

InnoVision Marketing Group (IMG) made a calculated—and very public—statement about the future of advertising this past Sunday.

Ahead of The Big Game, the national full-service agency debuted a commercial for Valley View Casino & Hotel across the San Diego market. The twist: the spot was created entirely using AI technologies, from concept development through production.

In a media environment where pre-game placements carry premium visibility and brand risk, IMG’s decision to lean fully into AI signals more than experimentation. It reflects a growing industry shift toward AI-powered creative workflows that promise speed, scale, and cost efficiency—without sacrificing narrative ambition.

AI Takes the Field

The commercial, developed by IMG and produced in-house through its sister company Pretzel Logic Productions, follows a football as it’s passed through San Diego’s most iconic landmarks—the Coronado Bridge, the San Diego Zoo, and the region’s coastline—before landing at Valley View Casino.

The narrative ties the casino to the city’s identity, reinforcing its long-standing positioning as “San Diego’s Favorite®.” Visually ambitious and geographically specific, the spot demonstrates how AI tools can simulate dynamic environments and cinematic sequences that traditionally require complex logistics and large production budgets.

“While AI removed the traditional barriers of time and cost, trust removed all the others,” said Ric Militi, CEO and Executive Creative Director of InnoVision Marketing Group. According to Militi, Valley View’s willingness to move quickly and embrace a different creative process was as critical as the technology itself.

That dynamic—client confidence paired with technological agility—is increasingly central to AI-driven campaigns.

From Cost Cutter to Creative Accelerator

AI in advertising has often been framed as a cost-reduction tool. But campaigns like this suggest a broader role: creative acceleration.

By removing constraints tied to location shooting, large crews, and post-production timelines, AI enables agencies to compress production cycles dramatically. For high-visibility placements tied to cultural events like The Big Game, timing is everything.

Evan Klein, Director of Post-Production at Pretzel Logic Productions, emphasized that while AI powered the visuals, the creative direction remained human-led. “Our insight, strategy, and collaboration guided every frame,” he said.

That balance mirrors a wider industry pattern. Agencies are increasingly integrating generative AI into workflows while maintaining human oversight for strategy, storytelling, and brand alignment.

The Stakes of Big Game Advertising

Although this commercial aired regionally rather than nationally during the Super Bowl broadcast, pre-game placements still command attention. For local brands, aligning with football’s biggest weekend delivers a halo effect—especially in markets with strong sports culture.

Bruce Howard, General Manager of Valley View Casino & Hotel, described the placement as a milestone moment for the brand, underscoring its connection to the San Diego community.

The casino industry, long reliant on experiential marketing and regional loyalty, is now navigating digital transformation pressures similar to retail and hospitality sectors. AI-driven creative could provide regional brands with tools to compete visually with national advertisers—without national budgets.

A Signal to the Agency World

IMG’s move reflects a broader competitive reality: agencies that fail to integrate AI risk falling behind.

Major holding companies and independent shops alike are investing heavily in AI-driven content generation, dynamic personalization, and automated media optimization. From generative video tools to AI-assisted editing suites, production pipelines are evolving rapidly.

But what sets this campaign apart is its positioning. IMG framed the spot not as a test case, but as a fully realized commercial delivered at scale, entirely in-house.

That in-house structure may prove advantageous. Agencies with internal production capabilities can experiment with AI workflows more fluidly than those reliant on external vendors.

Redefining Modern Marketing

The commercial also reinforces IMG’s broader positioning as a fully integrated organization capable of delivering high-impact creative on par with larger national agencies.

As AI reshapes advertising economics, regional agencies are gaining new leverage. The ability to produce cinematic-quality storytelling without traditional cost structures levels the playing field.

The question facing the industry isn’t whether AI will influence creative production—it already has. The more pressing issue is how agencies balance automation with authenticity.

If InnoVision’s Valley View spot is any indication, the future may belong to teams that combine bold storytelling with AI-driven execution—moving faster, experimenting more freely, and redefining what’s possible under tight timelines.

For brands willing to trust the process, the payoff could be significant visibility at precisely the right cultural moment.

Get in touch with our MarTech Experts.

Direct Marketing Solutions (DMS) is making a statement about the staying power of direct mail.

The integrated direct marketing provider announced it has acquired Johnson & Quin, a family-owned firm with a 150-year operating history. The deal unites two organizations with complementary capabilities, creating what executives describe as a national direct marketing authority with expanded production scale and omnichannel depth.

In an era dominated by digital buzzwords, this acquisition underscores a quieter reality: data-driven direct mail is not only alive, but evolving.

A Legacy Meets a Modern Marketing Engine

Johnson & Quin’s history stretches back to the 19th century—a rarity in any industry, let alone marketing. Known for its production expertise and long-standing client relationships, the company has built its reputation on reliability, precision, and operational consistency.

Direct Marketing Solutions, by contrast, is often positioned as a performance-focused, data-driven operator, blending direct mail production with omnichannel marketing strategies.

“This is an exciting combination for everyone involved,” said DMS CEO Luke Teboul. “Johnson & Quin brings an amazing, talented team and a legacy of excellence that aligns perfectly with our culture and values. Together, we're building an industry powerhouse that delivers even greater impact for our clients.”

The strategic logic is straightforward: combine Johnson & Quin’s production pedigree and regional strength with DMS’ analytics, automation, and omnichannel expertise.

Why Direct Mail Is Back in Focus

Direct mail has undergone a quiet resurgence over the past several years. As digital advertising costs climb and inboxes grow increasingly crowded, brands are revisiting physical mail for its higher engagement rates and tangible presence.

Modern direct mail isn’t just mass printing. It’s data-informed, highly targeted, and often integrated with digital touchpoints—QR codes, personalized URLs, and triggered campaigns based on behavioral data.

DMS has leaned into that intersection of experience and innovation. The addition of Johnson & Quin enhances its ability to scale production while maintaining precision and speed-to-market—two factors that matter when campaigns must align with digital launches or seasonal pushes.

Strategic Midwest Expansion

One of the most tangible outcomes of the acquisition is an optimized Midwest production footprint. For national brands, geographic distribution matters. Production facilities closer to key regions can reduce logistics costs, improve turnaround times, and mitigate supply chain disruptions.

Clients of the combined organization can expect:

• Deeper cross-industry expertise

• Expanded services and production capabilities

• Access to broader strategic talent

• Improved logistics and regional reach

In a competitive landscape where turnaround times can influence campaign performance, operational efficiency is more than a back-office metric—it’s a strategic advantage.

Leadership Continuity, Evolution Ahead

Leadership transitions are often where integrations falter. DMS appears to be structuring this deal with continuity in mind.

Andrew Henkel, previously President of Johnson & Quin, will become President of Direct Marketing Solutions. David Henkel will join the DMS Board of Directors, preserving institutional knowledge and legacy relationships.

Meanwhile, longtime DMS leaders Mike Sherman and Steve Sherman are moving into strategic advisor roles, signaling a generational shift supported by deliberate succession planning. The company has reportedly invested over the past 18 months in strengthening leadership across sales, strategy, and client services.

David Henkel emphasized the cultural alignment behind the deal: “We would only join forces with a partner that would take care of our people, our customers, and our legacy. We found that partner in Direct Marketing Solutions.”

Consolidation in a Fragmented Market

The acquisition also reflects broader consolidation trends in marketing services. As brands seek integrated solutions and measurable ROI, scale matters. Smaller firms often struggle to compete with larger players that can invest in automation, data science, and nationwide logistics.

By combining capabilities, DMS and Johnson & Quin are positioning themselves as a vertically integrated provider—offering strategy, production, and performance measurement under one roof.

For clients, that can mean fewer vendor relationships and tighter alignment between creative strategy and execution.

The Bigger Picture

Direct marketing may not dominate headlines like AI or programmatic advertising, but it continues to generate significant revenue for brands that use it strategically. The key differentiator today is integration—connecting offline and online touchpoints in measurable ways.

With this acquisition, Direct Marketing Solutions strengthens its claim as a full-service, data-driven operator capable of delivering end-to-end campaigns at scale.

For Johnson & Quin, the move marks the next chapter in a 150-year journey—transitioning from family-owned legacy firm to part of a larger national enterprise.

In a marketing world obsessed with what’s new, this deal is a reminder that enduring channels—when modernized—can remain highly relevant.

Get in touch with our MarTech Experts.

The toy and entertainment giant (Nasdaq: MAT) announced it will acquire NetEase’s 50% stake in Mattel163, the mobile games studio behind Uno!, Phase 10, and Skip-Bo, giving Mattel full ownership of the joint venture. The transaction values Mattel163 at $318 million, with Mattel paying $159 million for NetEase’s share.

The deal, expected to close by the end of Q1 pending customary conditions, marks a decisive step in Mattel’s broader strategy to expand its intellectual property (IP) beyond physical toys and into high-margin digital entertainment.

Why This Deal Matters

Mattel163 may not be a household name, but its games certainly are. Since launching in 2018, the studio has released four mobile titles based on Mattel’s iconic brands—Uno!, Uno Wonder, Phase 10, and Skip-Bo. Collectively, they’ve generated over 550 million downloads worldwide and currently attract roughly 20 million monthly active users.

For a legacy toy company, that kind of digital footprint is no small feat.

By taking full control, Mattel gains direct oversight of development, publishing, and customer acquisition—areas traditionally dominated by game publishers and platform operators.

“Our vision is to extend physical play to the virtual world,” said Ynon Kreiz, Chairman and CEO of Mattel. He framed the acquisition as central to strengthening Mattel’s self-publishing capabilities and accelerating its presence in what he called a “large, high-growth market.”

The transaction is expected to be immediately accretive. Notably, more than half of the purchase price will be funded from Mattel’s share of the joint venture’s cash reserves, which were not consolidated on its balance sheet—softening the financial impact.

From Toymaker to IP Engine

The move underscores a broader shift underway at Mattel. Long known for brands like Barbie, Hot Wheels, and Fisher-Price, the company has increasingly repositioned itself as an IP-driven entertainment player rather than a pure toy manufacturer.

The success of the Barbie movie proved the brand’s cultural leverage extends well beyond store shelves. Gaming is the next frontier.

Mattel’s digital strategy now rests on three pillars:

1. Licensing partnerships with major players including Take-Two, Xbox, Supercell, Netflix, and Apple Arcade.

2. Self-publishing mobile games, with its first original titles slated for 2026.

3. Expansion on creator platforms such as Roblox and Fortnite.

Full ownership of Mattel163 strengthens the second pillar in particular.

Rather than relying entirely on external publishers, Mattel can now align mobile development directly with product launches, entertainment releases, and marketing campaigns.

The Strategic Value of Self-Publishing

In the mobile gaming economy, control matters.

Self-publishing gives Mattel ownership over user data, monetization strategies, and performance marketing optimization. It also creates cross-promotion opportunities across its brand ecosystem—connecting toy buyers, movie audiences, and digital players within a unified funnel.

Performance marketing scale is especially critical. Integrating Mattel163 into Mattel’s broader digital operations could generate cost efficiencies in paid acquisition, creative testing, and lifecycle marketing.

For context, mobile gaming remains one of the largest segments of the global gaming market, consistently generating tens of billions in annual revenue. Even mature IP can find new life—and recurring revenue—through digital adaptations.

Uno!, for example, has become a perennial performer in app stores, benefiting from casual gameplay mechanics and social features that translate well to mobile.

A Shift in Power Dynamics

Joint ventures often serve as testing grounds. In 2018, Mattel’s partnership with NetEase offered access to development expertise in a fast-moving market.

Now, with a proven user base and revenue engine in place, Mattel appears confident it can operate independently.

This isn’t unique. Media and entertainment companies across the board are seeking tighter control over their digital distribution. Disney consolidated streaming under Disney+, Netflix moved aggressively into gaming, and Hasbro has expanded digital licensing efforts around brands like Dungeons & Dragons.

Owning the development pipeline ensures alignment between brand storytelling and gameplay experience—a critical factor when IP integrity is at stake.

What It Signals for the Market

The acquisition reflects a larger industry convergence: toys, film, gaming, and interactive platforms are no longer siloed verticals.

Brands are ecosystems.

For Mattel, full ownership of Mattel163 means:

• Greater control over roadmap alignment with physical product launches

• Expanded development and publishing capabilities

• Improved digital customer acquisition efficiencies

• Higher-margin participation in gaming revenue

The company’s emphasis on high-margin entertainment verticals also aligns with investor expectations. Digital businesses, particularly those with recurring revenue streams, often command stronger valuation multiples than traditional manufacturing operations.

The Road Ahead

While the financial size of the deal—$318 million enterprise valuation—is modest relative to large gaming acquisitions in recent years, its strategic importance is significant.

The next test will be execution.

Mattel has announced plans to self-publish its first two original mobile titles in 2026. Success will depend on whether it can replicate the performance of established brands like Uno! while expanding into new digital experiences that resonate with younger, platform-native audiences.

If the company succeeds, it will further cement its transformation from toy company to cross-platform entertainment powerhouse.

And in a world where brand relevance increasingly depends on screen time as much as shelf space, that shift may prove essential.

Get in touch with our MarTech Experts.

The company preannounced record fourth-quarter and full-year 2025 revenue, projecting approximately $1.5 million in Q4 revenue, up from $1.077 million in Q3. That represents roughly 39% sequential growth, a notable acceleration as the company completes a multi-year restructuring.

At the same time, ONAR finalized the divestiture of Reliant Pools Inc., transferring 100% ownership of the Austin-based custom swimming pool construction business to Elijah May. The transaction, executed under a Stock Purchase Agreement dated January 19, 2026, is effective as of December 31, 2025.

Together, the moves mark what ONAR calls the final step in its transition away from legacy operations toward a focused, technology-enabled marketing platform.

Record Revenue Amid Strategic Reset

The headline number—$1.5 million in Q4 revenue—signals momentum. Sequential growth of nearly 40% quarter-over-quarter suggests expanding agency performance or improved integration across ONAR’s network.

While ONAR remains a small-cap player in the broader marketing landscape, its growth trajectory will likely draw investor attention, particularly given the simultaneous simplification of its business model.

In its September 30, 2025 Form 10-Q, ONAR disclosed it was exploring strategic alternatives for Reliant Pools, including a sale or wind-down. The divestiture fulfills that commitment and clears the balance sheet of a non-core business that required operational oversight outside the company’s marketing focus.

Why the Pools Business Had to Go

Reliant Pools, a custom swimming pool construction company operating in the greater Austin market, represented an operational outlier.

It carried its own liabilities, capital requirements, and risk profile—none of which aligned with ONAR’s long-term strategy of building a scalable, AI-driven marketing platform.

Claude Zdanow, ONAR’s Chief Executive Officer, described the transaction as the final piece of a multi-year transition.

“By removing a non-core asset, its related liabilities, and the complexity they create, we can fully concentrate on building ONAR into a modern marketing and AI technology platform,” he said.

For public companies, narrative clarity matters. Investors often discount firms with fragmented business models or legacy segments that dilute strategic focus. ONAR appears intent on entering 2026 with a streamlined identity centered on marketing, data, and AI.

The Bigger Bet: AI-Powered Agency Rollups

ONAR’s model centers on acquiring and integrating specialized marketing agencies into a unified operating network. The company targets middle-market brands seeking enterprise-level marketing capabilities without the overhead of large agency conglomerates.

Its portfolio spans:

• Performance marketing

• Healthcare marketing

• Digital growth services

• Related data-driven capabilities

Through ONAR Labs, the company is developing proprietary AI-driven tools designed to enhance operational efficiency and create higher-margin, recurring SaaS and data revenue streams.

This approach mirrors broader industry trends. Agency rollups backed by private equity have become increasingly common, aiming to combine niche expertise with centralized infrastructure. Layering AI capabilities on top of that network could offer differentiation—particularly if ONAR successfully builds proprietary technology rather than relying solely on third-party tools.

Operational Simplification as Growth Strategy

Divesting Reliant Pools eliminates what ONAR characterized as operational distractions and liability exposure. Construction businesses carry fundamentally different risk dynamics compared to marketing and SaaS models, including material costs, labor volatility, and project-based revenue unpredictability.

By exiting that segment, ONAR strengthens its positioning as a pure-play, technology-enabled marketing platform.

The strategic rationale, as outlined by the company, includes:

• Simplifying the business profile

• Reducing liability exposure

• Sharpening capital allocation

• Reinforcing its identity as a scalable, AI-driven platform

For a company entering a growth phase, that simplification could improve operational agility and investor messaging alike.

Industry Context: Marketing Meets AI Infrastructure

The timing is notable.

Across the marketing services sector, AI integration is no longer optional. Agencies are embedding generative tools into creative workflows, leveraging predictive analytics for media optimization, and developing proprietary dashboards to differentiate from competitors.

Companies that successfully integrate AI into repeatable, productized offerings stand to capture higher-margin revenue streams compared to traditional service-only agencies.

ONAR’s emphasis on ONAR Labs signals an ambition to move beyond services into tech-enabled solutions—a shift that could command stronger valuations if executed effectively.

However, scaling both acquisitions and proprietary technology simultaneously presents execution risk. Integration challenges, cultural alignment, and capital requirements remain variables to watch.

Entering 2026 With a Clean Slate

With Reliant Pools divested and record quarterly revenue projected, ONAR heads into 2026 with a narrower focus and clearer narrative.

The company describes itself as entering the year with a “cleaner, more focused operating model.” That clarity may help attract both investors and acquisition targets aligned with its technology-forward vision.

The real test will be whether ONAR can translate sequential growth into sustained momentum while delivering on its promise of scalable, AI-driven marketing solutions.

For now, the signal is clear: ONAR is done building pools. It’s building a platform.

Get in touch with our MarTech Experts.

The CRM and marketing automation platform has rolled out two new features inside Nutshell Chat—Smart Nudges and an Engagement Bar—designed to reduce friction between buyer curiosity and sales action. The update aims to help businesses convert more website visitors into qualified leads without adding complexity to their tech stack.

In a crowded CRM market where differentiation increasingly hinges on AI and user experience, Nutshell is leaning into contextual engagement and streamlined conversion paths.

Smart Nudges: AI Prompts at the Moment of Intent

Smart Nudges are AI-generated conversation starters that appear based on page context. A visitor browsing a pricing page, for example, might see a prompt like: “How does pricing work?” On a product page, the nudge could shift to “What features are included?” or “Can I book a demo?”

Instead of waiting for visitors to initiate a chat—or worse, bounce—Nutshell’s AI proactively surfaces questions aligned with user intent.

The goal is simple: meet interest at its peak.

When a visitor taps a nudge, the AI Chatbot responds with an automated, on-brand answer. If engagement continues, the interaction can quickly escalate into a meeting, quote request, or direct contact—without redirecting the user across multiple pages.

In an era where attention spans are shrinking and conversion windows are measured in seconds, that immediacy matters.

Engagement Bar: One-Click Next Steps

Layered into the chat widget is the new Engagement Bar, a customizable strip of one-click calls-to-action. Options include:

• Chat

• Book

• Call

• Text

• Email

• Quote

Rather than forcing visitors to hunt for contact forms or scheduling links buried in navigation menus, the Engagement Bar places conversion options directly inside the chat interface.

Here’s how it plays out in practice:

A visitor lands on a pricing page and sees a Smart Nudge asking, “How does pricing work?”
They tap the nudge and receive an AI-generated explanation.
Interested, they click “Book” in the Engagement Bar and schedule a meeting in seconds.
The conversation transcript and lead record are automatically created inside Nutshell’s CRM.

No manual data entry. No disconnected tools. No lost context.

For sales teams, that means cleaner pipelines and faster follow-up. For buyers, it means fewer clicks and fewer barriers.

Built-In, Not Bolted On

One of the more strategic aspects of this release is that both features are included in every Nutshell CRM plan and work automatically with its AI Chatbot.

There’s no separate add-on, no third-party integration required, and no complex configuration. That bundling approach aligns with a broader trend in CRM and marketing platforms: reducing fragmentation.

Over the past few years, businesses have accumulated sprawling stacks of chat tools, scheduling apps, automation platforms, and CRM systems—often loosely connected and difficult to manage. Vendors are increasingly consolidating capabilities into unified environments.

Nutshell’s move reflects that shift. By embedding engagement, AI chat, and CRM logging into a single workflow, the company positions itself as a streamlined alternative to piecemeal solutions.

Why This Matters in the CRM Landscape

The CRM market is intensely competitive, dominated by enterprise heavyweights like Salesforce and HubSpot, alongside a growing field of SMB-focused platforms.

AI has become the latest battleground.

However, many AI implementations in CRM feel experimental—generating summaries or suggesting email copy, but not directly improving conversion mechanics.

Nutshell’s Smart Nudges take a more tactical approach. Instead of AI for productivity alone, the feature targets a measurable outcome: increasing visitor-to-lead conversion rates.

Context-aware prompts are not entirely new—conversational marketing platforms have long experimented with them—but integrating this functionality natively into a CRM lowers adoption friction, especially for small and mid-sized teams.

For SMBs, the challenge isn’t access to tools. It’s managing them.

Reducing Friction Is the New Growth Hack

The underlying philosophy behind Smart Nudges and the Engagement Bar is friction reduction.

Modern buyers expect immediacy. If booking a demo requires navigating multiple menus, filling out lengthy forms, and waiting for a follow-up email, drop-off rates climb.

By embedding booking and contact options directly into the chat widget, Nutshell compresses the journey from inquiry to action.

Chris Cain, VP of Product Development at Nutshell, framed it succinctly: teams don’t need more clicks—they need fewer barriers between interest and action.

That statement reflects a broader industry realization: incremental UX improvements often drive more revenue impact than flashy feature launches.

Automation With Accountability

Another notable element is automatic CRM logging.

Every interaction—chat transcript, lead data, booking—is captured within Nutshell’s system. For sales teams, that eliminates manual entry and reduces the risk of lost leads.

For managers, it improves visibility into funnel performance. Which nudges convert best? Which pages generate the most booked meetings? How quickly are reps following up?

As AI-driven chat becomes more prevalent, maintaining structured data inside the CRM becomes critical. Otherwise, conversational engagement risks becoming a silo.

Nutshell’s approach keeps conversation and pipeline tightly integrated.

Strategic Positioning for 2026

The timing of this release aligns with growing investment in conversational AI across MarTech.

According to industry reports, businesses are increasing spend on AI-powered chat, personalization, and real-time engagement tools. At the same time, there is mounting pressure to demonstrate ROI—not just deploy technology for its own sake.

Smart Nudges and the Engagement Bar provide measurable metrics:

• Click-through on prompts

• Chat-to-booking conversion rates

• Lead capture velocity

• Pipeline attribution

For revenue teams operating under tighter budgets, those metrics matter.

Competitive Implications

Platforms like HubSpot and Drift have long emphasized conversational marketing, while others integrate chat widgets as ancillary features.

Nutshell’s differentiation lies in making engagement deeply native to the CRM rather than treating it as a peripheral marketing layer.

If adoption is strong, the feature could strengthen Nutshell’s positioning among SMB and mid-market companies seeking simplicity without sacrificing functionality.

The real test will be performance. Context-aware nudges must feel helpful, not intrusive. AI responses must stay accurate and on-brand. And booking workflows must remain seamless across devices.

The Bottom Line

Nutshell’s Smart Nudges and Engagement Bar represent a pragmatic evolution of CRM engagement—less about flashy AI claims and more about tightening the gap between visitor interest and sales action.

By embedding contextual prompts and one-click conversion paths directly into its chat interface, Nutshell is focusing on what matters most: turning traffic into pipeline.

In today’s CRM arms race, that kind of focused execution may prove more valuable than feature bloat.

Get in touch with our MarTech Experts.