Ask any agency or brand leader what they want from a curation partner, and you’ll hear similar things: better data, cleaner deals, and measurable outcomes. At the same time, most teams are also managing a media strategy that spans dozens of platforms, partners, and environments. Your strategy shouldn’t be constrained by any one of them.
While those things matter, there’s a question underneath all of them that rarely gets asked directly.
Is your curation partner structured to serve you, or to serve their own position in the ecosystem?
That question matters more today than it did two years ago. The programmatic ecosystem has consolidated. Platforms have gotten larger, partnerships have become more entangled, and the line between trusted partner and another stakeholder with an agenda has gotten harder to see.
At Experian, we think about neutrality as the structural question curation has to answer first. Before data quality. Before deal performance. Before scale.
What neutral actually means
Neutral isn’t the same as passive. It means being structured to serve both sides of a transaction without benefiting from pushing either side in a particular direction. That’s the definition of a trusted intermediary: sitting in the middle of the ecosystem to create better outcomes, not to capture a larger share of it.
For curation, that means a few things we take seriously. We are demand-side platform (DSP) agnostic. We don’t route buyers toward certain platforms because we have a financial stake in their success. We honor existing supply-side platform (SSP) relationships and build integrations that work across the agencies, brands, publishers, and technology platforms our clients already use. Our goal is to work inside your ecosystem, not compete with it.
Why neutrality is harder to find than it should be
Most players in the programmatic supply chain have built their business models around a specific position. DSPs optimize for platform retention, SSPs want a larger share of available supply, and walled gardens are designed to keep signal inside their environment.
Those are understandable business decisions. But they create conflicting incentives for anyone inside those structures who is also being positioned as a neutral curation partner.
Experian’s position is different. Our value grows when the ecosystem stays open and connected. That alignment shapes how we build, price, and go to market. It’s what makes genuine neutrality possible at scale.
Neutrality is what makes everything else trustworthy
Data quality, interoperability, and performance all matter in a curation partner. But none of those capabilities deliver their full value when the partner providing them has a stake in steering outcomes toward their own infrastructure.
Neutrality is the condition that makes the rest of the evaluation trustworthy.
For teams assessing curation partners right now, I’d start there. Ask how the partner makes money. Ask who benefits when you stay inside their ecosystem. Those answers will tell you a great deal about whether the relationship is actually built in your interest.
About the author
Kevin Dunn
Chief Revenue Officer, Experian
Kevin Dunn joins Experian Marketing Services with more than 20 years of leadership experience across marketing and advertising technology, most recently serving as Senior Vice President of Brands and Agencies at LiveRamp. In that role, he led growth across retail, CPG, travel, hospitality, financial services, and healthcare, overseeing new business, account expansion, and channel partnerships.
Kevin is known for building cohesive, accountable teams and leading with optimism, clarity, and a strong sense of shared purpose. His leadership philosophy centers on empowering people, driving positive outcomes for clients and fostering a culture where teams can grow, take smart risks, and succeed together.
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Commerce media networks have had a strong start. Growth has been fast, demand has been strong, and brands have made it clear they want closer access to commerce-driven audiences. But as more networks mature and enter the space, many are starting to feel the same pressure point: scale. Most commerce media networks were built as managed service businesses. That model works well early on. High-touch, white-glove partnerships make sense when you’re working with a handful of strategic brands. But there’s a ceiling. There are only so many teams, only so much inventory, and only so many advertisers that model can realistically support. It’s one thing for a large retailer to build custom programs for a P&G. It’s another to do that at scale for hundreds or thousands of brands. At some point, growth slows, not because demand disappears, but because the model can’t stretch any further. The scale problem no one likes to talk about That’s where many commerce media leaders find themselves today. Pausing to assess what comes next. For a long time, growth has been measured almost entirely through media dollars. That mindset is understandable. Media is familiar, it’s easy to quantify. It shows up clearly in negotiations and revenue reports. But viewing commerce media networks purely as media sales engines creates long-term risk. It can strain brand relationships, limit innovation, and distract from what commerce media networks actually do better than almost anyone else: understand consumers deeply. Signals are the real asset Commerce platforms sit close to decision-making. They see what people search for, what they consider, what they buy, and when those behaviors change. Those signals are incredibly powerful. And yet, most networks only activate them inside their own walled environments. That’s a missed opportunity. Curation represents the next area of growth for commerce media networks, and it doesn’t require replacing or diminishing existing media revenue. In fact, it complements it. No single commerce media network has all the data needed to give advertisers the scale and reach they’re looking for. And no advertiser wants to recreate the same audience in dozens of disconnected platforms. That friction creates inefficiency and slows decision-making. Why collaboration supports sustainable growth The opportunity is to look beyond first-party data alone and start thinking about collaboration. Second-party data. Data partnerships. Signal sharing done responsibly and transparently. Imagine an advertiser defining an audience once and being able to understand and reach that audience across multiple commerce environments. Not through a series of disconnected buys, but through a more consistent approach built on shared understanding leading to increased reach and more impactful campaigns. That’s easier for advertisers to manage, and it creates an additional revenue stream for commerce media networks that complements media sales rather than competing with them. Curation strengthens media, it doesn’t replace it Media will always play an important role. There is clear value in custom experiences tied directly to a commerce environment. Think buyouts, sponsored experiences, custom creative integrations. Those are situations where brands want to work closely with the network itself. But the signals commerce media networks hold don’t need to be limited to those moments. Those signals can be monetized independently through data products, co-ops, and partnerships that extend their value into other channels. That’s how curation adds value without undercutting existing revenue. A practical path forward for commerce media leaders For commerce media leaders thinking about their next phase of growth, the focus should be on sustainability. Building a massive media operation takes time and investment. Data-driven revenue streams can be introduced more quickly, require fewer internal resources, and provide steadier margins. It’s a practical approach. Use signal-based revenue to fund growth. Let that revenue support investment in tooling, talent, and media innovation over time. Bootstrapping, in the truest sense. Why transparency matters early There’s also a broader responsibility here. In many advertising channels, transparency followed growth, often after pressure from the market. Commerce media networks have an opportunity to do this differently. To lead with transparency from the start. To be clear with brands and consumers about how data is used, how signals are created, and how value flows through the ecosystem. Because the reality is this: commerce media networks are holding some of the most valuable intent signals in the market today. But those signals don’t retain their value in isolation. If they aren’t enhanced, combined, and made accessible in the right ways, someone else will step in to do it. And when that happens, control shifts away from the source. The bottom line The next chapter of commerce media isn’t just about selling more media alone. It’s about recognizing the value of the signals already in hand, working together to make them more useful, and building additional revenue streams that support long-term growth. That’s how commerce media networks grow without eating their own lunch. About the author Kevin Dunn Chief Revenue Officer, Experian Kevin Dunn joins Experian Marketing Services with more than 20 years of leadership experience across marketing and advertising technology, most recently serving as Senior Vice President of Brands and Agencies at LiveRamp. In that role, he led growth across retail, CPG, travel, hospitality, financial services, and healthcare, overseeing new business, account expansion, and channel partnerships. Kevin is known for building cohesive, accountable teams and leading with optimism, clarity, and a strong sense of shared purpose. His leadership philosophy centers on empowering people, driving positive outcomes for clients and fostering a culture where teams can grow, take smart risks, and succeed together. Latest posts
Learn why programmatic curation is becoming the standard for privacy-first, performance-driven media buying in 2026.