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Defining the Roles & Structure of an Agile Personalization & Optimization Team
2026-02-28 18:49 Diff
https://www.dynamicyield.com/lesson/roles-of-a-personalization-and-optimization-team/
Summarize this articleHere’s what you need to know:
Building a personalization team requires careful consideration of your company’s unique needs and resources. There’s no one-size-fits-all approach.
Common team models include the part-time model (for small businesses), the designated owner model (where one person oversees personalization), and the dedicated team model (for larger companies with robust personalization programs).
Regardless of the model, ensure you have key roles covered, such as product, development, marketing & merchandising, and optimization & analytics.
Break down silos and foster effective communication among all stakeholders involved in personalization efforts.
As personalization becomes the cornerstone of digital strategies across industries, marketing leaders are faced with transforming current team structures and operational workflows to reap the benefits of what they sow. After all, tailoring experiences to the individual involves a lot of moving parts and implementations, many which transcend marketing channels.
However, despite understanding that a great customer experience and sustainable growth is the result of a coordinated effort, many organizations struggle to choose suitable champions to take ownership of these responsibilities. Requiring a level of facilitation between various stakeholders and departments that many are not yet accustomed to, even those well-versed in A/B testing, who already possess a culture of experimentation, recognize the transition – from delivering what works best for the average user to truly personalized interactions based on a person’s long-term behavior, affinities, and real-time data – is significant.
So in this wild west of customer experience management, how should organizations establish a support system that will allow them to be agile and scale their efforts?
Every personalization and optimization team is personal

It’s important to acknowledge there is no one-size-fits-all model for an experience optimization team. One organization may flourish with a particular roster of individuals, and another may thrive with an entirely different set of roles. Nor is there a tried-and-true approach to building one – many hire for new positions and some leverage an existing talent pool to tackle the host of new potential use cases and applications.
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For example, it makes perfect sense that the individuals who are responsible for performance and revenue-generating growth also run experience optimization initiatives. These roles are already focused on reducing acquisition costs, optimizing funnels, and increasing ROI. But as web personalization demands a much more customer-centric approach than that of conversion optimization, a dedicated CX professional should be brought in. It is, therefore, expedient to look at the whole marketing process to aid in allocating the right stakeholders.
When it comes to project ownership, in an ideal world, cross-functional experts would come together to oversee activities and implement ideas under one department. Though, because companies possess varying levels of available budgets, resources, and talent, this setup may not be universally adaptable – more on that below.
Common customer experience team layouts

Based on our long history working with brands in the A/B testing, CRO, and personalization space, there are a few distinct models we’ve seen implemented when it comes to organizing their teams.
The part-time model

One individual with an existing marketing slash operations role is tasked with spending a specific percentage of their time to project managing experience optimization efforts by coordinating resources and activities across business teams to deliver campaigns.
Benefits:
Program receives consistent focus through part-time ownership
Challenges:
Longer execution timetables due to lack of departmental representation
Reduced interdepartmental expertise applied for maximum incrementality
Limited execution capabilities without development resources
The designated owner model

One individual is designated to managing A/B testing, optimization, or personalization efforts in a full-time capacity, ensuring campaigns are effectively orchestrated at the department level and aligning efforts through the centralization of strategies and insights. Additionally, each of the business teams involved has a point of contact within that area of expertise and is responsible for coordinating each of their deliverables.
Benefits:
Program receives consistent focus through full-time ownership
Heightened program visibility through creation of new department
Better collaboration and application of internal expertise
Challenges:
Limited execution capabilities without development resources
The dedicated team model

One individual owns personalization on a full team of SMEs that coordinate and deliver the program objectives. Member(s) assigned to personalization work to ensure campaigns are effectively delivered in a cross-functional team that includes business and technical expertise that can independently operate the program.
Benefits:
Program receives consistent focus through full-time ownership
Heightened program visibility through creation of new department
Better collaboration and application of internal expertise
Accelerated rate of deployment, effectiveness, and gains
Development resources remove technical limitations
Challenges:
Increased expectation and demands due to deliver incremental returns
The starting lineup of any successful personalization team

While it’s fair to say an experience optimization program will largely be defined by the factors previously stated, there are many functions that will remain consistent, regardless of whether a program is driven by an eCommerce, merchandising, or digital team.
Without getting into the rigorous process teams must adopt to effectively scale campaign creation, there are certain functions needed to take an experience from A to Z. Starting with ideation to prioritization, mockup, development, segmentation, experience setup, QA and launch, all the way through validating the results of the experience.
Below, find a straightforward framework of the key roles found within any functional, well-oiled personalization team:
Weighted equally in terms of their contribution to the program, individuals from Product, Development, Marketing & Merchandising, and Optimization & Analytics roll up to an Executive Leader to form a unified (all housed under one department) or cross-functional personalization team (with each role sitting in separate departments).
Within each function, a variety of potentially suitable titles can be substituted in to meet the role requirement based on an organization’s needs and available resources. What’s more important are the jobs each individual will perform, its impact on the workflow, and ultimately, the end-user experience.
Getting more granular, we can see the specific duties associated with each respective role:
Again, each of these roles has the freedom to sit anywhere within the org. With proper governance and process built around campaign management, personalization can prosper across business units.
When it’s time to consider outsourcing responsibilities

If an organization isn’t able to allocate stakeholders from within or build a team from the ground up, they may choose to partner with an agency for assistance in strategic and tactical execution or the complete management of a program. A good agency can work with what resources are available to accommodate an org’s specifics needs in a hybrid fashion, bringing a wealth of experience, industry knowledge, and a network of seasoned contacts to the table.
Teams should be mindful, though, that less ownership over a program could result in a lack of insights and know-how when it comes to operationalizing personalization, leaving teams at the mercy of an agency.
In addition, many technology solutions provide professional services on top of the strategic consulting hours already offered to clients, allowing teams to augment their efforts while also becoming more independent, so executive leaders should lean on and utilize as many of those resources to them as possible.
In summary

No matter what the makeup of an organization, there are certain responsibilities that must be met to ensure mission-critical elements of an experience optimization program are tended to. And regardless of whether those individuals are part of a dedicated or cross-functional team, the most important piece to getting it right lies in breaking down rigid working silos and promoting effective facilitation between the different stakeholders.
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return false;"> <svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 448 512"><path d="M100.28 448H7.4V148.9h92.88zM53.79 108.1C24.09 108.1 0 83.5 0 53.8a53.79 53.79 0 0 1 107.58 0c0 29.7-24.1 54.3-53.79 54.3zM447.9 448h-92.68V302.4c0-34.7-.7-79.2-48.29-79.2-48.29 0-55.69 37.7-55.69 76.7V448h-92.78V148.9h89.08v40.8h1.3c12.4-23.5 42.69-48.3 87.88-48.3 94 0 111.28 61.9 111.28 142.3V448z"/></svg> </a></li><li class="et-social-icon"> <a href="#" title="Tweet" class="icon" onclick="window.open('https://twitter.com/intent/tweet?text=' + encodeURIComponent(document.title) + ':%20'  + encodeURIComponent(document.URL)); return false;"> <svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 512 512"><path d="M389.2 48h70.6L305.6 224.2 487 464H345L233.7 318.6 106.5 464H35.8L200.7 275.5 26.8 48H172.4L272.9 180.9 389.2 48zM364.4 421.8h39.1L151.1 88h-42L364.4 421.8z"/></svg> </a></li></ul><div class="topnav-buttons"> <a href="#" data-toggle="modal" data-target="#lc-subscription" class="btn-desktop-only pulse-button v5 topnav-btn"> <span class="button-inner"> XP² Newsletter </span> </a> <a href="/newsletter/" class="pulse-button v5 topnav-btn btn-mobile-only"> <span class="button-inner"> XP² Newsletter </span> </a></div></div></div><div class="lc-progress-wrap"><div class="lc-scroll-progress"></div></div></header><article id="post-8302" class="et_pb_post post-8302 lesson type-lesson status-publish has-post-thumbnail hentry article-category-targeting-personalization article-industry-agnostic article-tags-customer-experience-management article-tags-personalization-infrastructure article-tags-personalization-within-the-organization article-function-leadership article-type-thought-leadership course-personalization-and-targeting"><div class="lesson-content-sidebar"><div class="lesson-content-sidebar-inner" style="background-color: #dbcdeb"><div class="lesson-content-sidebar-header"><h4>Personalization &amp; Targeting Course</h4></div><style>@media only screen and (max-width: 1199px) {
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                                }</style><div class="lesson-content-sidebar-list"><ol><li class=""> <a href="https://www.dynamicyield.com/lesson/web-personalization/">Introduction to website personalization</a> <span class="mark-as-read" data-id="105"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/opportunity-cost-personalization/">The opportunity cost associated with personalization</a> <span class="mark-as-read" data-id="96260"></span> <span class="article-read-mark">Already read</span></li><li class="current"> <a href="https://www.dynamicyield.com/lesson/roles-of-a-personalization-and-optimization-team/">The Roles &#038; Structure of an Agile Personalization &#038; Optimization Team</a> <span class="mark-as-read" data-id="8302"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/a-scalable-personalization-framework/">Building a personalization framework designed to scale</a> <span class="mark-as-read" data-id="118341"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/anonymous-visitor-tracking/">Segmentation and targeting for anonymous visitors</a> <span class="mark-as-read" data-id="26391"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/targeting-high-value-customers/">Identifying your most valuable customer segments</a> <span class="mark-as-read" data-id="116933"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/personas-into-data-driven-profiles/">Turning Personas into Data-Driven Profiles for Segmentation</a> <span class="mark-as-read" data-id="32594"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/exposing-the-complexity-of-user-affinities/">One-to-one targeting with affinity-based personalization</a> <span class="mark-as-read" data-id="101767"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/strategizing-omnichannel-personalization/">Strategizing for omnichannel personalization at scale</a> <span class="mark-as-read" data-id="130513"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/popup-seo-impact/">The Impact of Popups, Overlays, and Interstitials on SEO</a> <span class="mark-as-read" data-id="30336"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/creating-a-culture-of-experimentation/">How to create an ongoing culture of experimentation</a> <span class="mark-as-read" data-id="93858"></span> <span class="article-read-mark">Already read</span></li><li class=""> <a href="https://www.dynamicyield.com/lesson/personalization-pioneers-fjallraven/">Full-scale personalization: A Fjällräven case study</a> <span class="mark-as-read" data-id="19397"></span> <span class="article-read-mark">Already read</span></li></ol><div class="view-all-courses-wrap"> <a href="https://www.dynamicyield.com/learning-paths/" class="view-all-courses">Discover more courses<svg xmlns="http://www.w3.org/2000/svg" width="10.928" height="9.501" viewBox="0 0 10.928 9.501" style="&#10;"><path d="M10.929,4.753a.859.859,0,0,0-.19-.491L6.938.224A.835.835,0,0,0,5.892.16.736.736,0,0,0,5.9,1.2L8.577,4.041H.746a.733.733,0,0,0-.734.586.711.711,0,0,0,.7.84H8.577L5.9,8.3a.784.784,0,0,0-.008,1.038.8.8,0,0,0,1.037-.063l3.8-4.039a.652.652,0,0,0,.2-.483Z" transform="translate(-0.001 -0.003)"/></svg></a></div></div></div></div><div class="article-content"><div class="lesson-content-inner"><div class="article-breadcrumbs"> <a href="https://www.dynamicyield.com/learning-paths/" title="Learning Paths">Learning Paths</a> <a href="https://www.dynamicyield.com/course/personalization-and-targeting/">Personalization &amp; Targeting</a></div><h1 class="article-title">The Roles &#038; Structure of an Agile Personalization &#038; Optimization Team</h1><h2 class="article-excerpt">Defining the roles and responsibilities of a scalable personalization and optimization team. Learn how to structure an agile team!</h2><div class="article-authors lc-flex"><div class="article-author-box lc-col lc-flex"><div class="article-author-image lc-col"><div class="entry_author_image"><img src="https://www.dynamicyield.com/wp-content/authors/BenMalki-92.png"  alt="Ben Malki" width="76" height="76" /></div></div><div class="article-author-title lc-col"><div class="article-author-name"> <a href="https://www.dynamicyield.com/blog/author/benmalki/" title="Posts by Ben Malki" rel="author">Ben Malki</a></div><div class="article-author-title-text"> Director of Customer Success, Dynamic Yield</div></div></div></div><div class="entry-content article-entry-content"><p></p><div id="WYNTK-Sec" class="what-you-need-to-know-sec"><p><img decoding="async" src="/wp-content/uploads/2020/09/star-icon.svg" style="width: 20px; margin-right: 5px; vertical-align: -2px;"><strong class="first">Summarize this article</strong><strong class="hidden">Here&#8217;s what you need to know:</strong></p><ul style="margin-left: 4px; font-size: 16px;"><li style="margin: 10px 0;">Building a personalization team requires careful consideration of your company&#8217;s unique needs and resources. There&#8217;s no one-size-fits-all approach.</li><li style="margin: 10px 0;">Common team models include the part-time model (for small businesses), the designated owner model (where one person oversees personalization), and the dedicated team model (for larger companies with robust personalization programs).</li><li style="margin: 10px 0;">Regardless of the model, ensure you have key roles covered, such as product, development, marketing &#038; merchandising, and optimization &#038; analytics.</li><li style="margin: 10px 0;">Break down silos and foster effective communication among all stakeholders involved in personalization efforts.</li></ul></div><p></p><p>As <a href="https://www.dynamicyield.com/article/personalization-guide/" rel="noopener" target="_blank">personalization</a> becomes the cornerstone of digital strategies across industries, marketing leaders are faced with transforming current team structures and operational workflows to reap the benefits of what they sow. After all, tailoring experiences to the individual involves a lot of moving parts and implementations, many which transcend marketing channels. </p><p>However, despite understanding that a great customer experience and sustainable growth is the result of a coordinated effort, many organizations struggle to choose suitable champions to take ownership of these responsibilities. Requiring a level of facilitation between various stakeholders and departments that many are not yet accustomed to, even those well-versed in <a href="https://www.dynamicyield.com/lesson/introduction-to-ab-testing/">A/B testing</a>, who already possess a culture of experimentation, recognize the transition – from delivering what works best for the average user to truly personalized interactions based on a person’s long-term behavior, affinities, and real-time data – is significant.</p><p>So in this wild west of <a href="https://www.dynamicyield.com/glossary/customer-experience-management/">customer experience management</a>, how should organizations establish a support system that will allow them to be agile and scale their efforts? </p><h2>Every personalization and optimization team is personal</h2><p>It&rsquo;s important to acknowledge there is no one-size-fits-all model for an experience optimization team. One organization may flourish with a particular roster of individuals, and another may thrive with an entirely different set of roles. Nor is there a tried-and-true approach to building one &ndash; many hire for new positions and some leverage an existing talent pool to tackle the host of new <a href="https://www.dynamicyield.com/personalization-examples/">potential use cases and applications</a>.</p><div class="blog-ebook-cta" style="display: inline-block; margin-top: 10px;"><span style="font-weight: 600;"><b>The Inspiration Library</b></span><br /> Discover over a hundred real website personalization examples from around the world to kickstart ideation</p><div class="ebook-cta-button"><a class="Read-Now-cap" style="color: #fff; text-transform: uppercase; font-weight: 400;" href="https://www.dynamicyield.com/personalization-examples/">VISIT NOW ›</a></div></div><p>For example, it makes perfect sense that the individuals who are responsible for performance and revenue-generating growth also run experience optimization initiatives. These roles are already focused on reducing acquisition costs, optimizing funnels, and increasing ROI. But as <a href="https://www.dynamicyield.com/lesson/web-personalization/">web personalization</a> demands a much more customer-centric approach than that of conversion optimization, a dedicated CX professional should be brought in. It is, therefore, expedient to look at the whole marketing process to aid in allocating the right stakeholders.&nbsp;</p><p>When it comes to project ownership, in an ideal world, cross-functional experts would come together to oversee activities and implement ideas under one department. Though, because companies possess varying levels of available budgets, resources, and talent, this setup may not be universally adaptable &ndash; more on that below.</p><h2>Common customer experience team layouts</h2><p>Based on our long history working with brands in the A/B testing, CRO, and personalization space, there are a few distinct models we&rsquo;ve seen implemented when it comes to organizing their teams.</p><h3>The part-time model</h3><p>One individual with an existing marketing slash operations role is tasked with spending a specific percentage of their time to project managing experience optimization efforts by coordinating resources and activities across business teams to deliver campaigns.</p><p><strong>Benefits</strong>:&nbsp;</p><p>Program receives consistent focus through part-time ownership</p><p><strong>Challenges</strong>:&nbsp;</p><ul><li>Longer execution timetables due to lack of departmental representation</li><li>Reduced interdepartmental expertise applied for maximum incrementality</li><li>Limited execution capabilities without development resources</li></ul><h3>The designated owner model</h3><p>One individual is designated to managing A/B testing, optimization, or personalization efforts in a full-time capacity, ensuring campaigns are effectively orchestrated at the department level and aligning efforts through the centralization of strategies and insights. Additionally, each of the business teams involved has a point of contact within that area of expertise and is responsible for coordinating each of their deliverables.</p><p><strong>Benefits</strong>:&nbsp;</p><ul><li>Program receives consistent focus through full-time ownership</li><li>Heightened program visibility through creation of new department</li><li>Better collaboration and application of internal expertise</li></ul><p><strong>Challenges</strong>:</p><ul><li>Limited execution capabilities without development resources</li></ul><h3>The dedicated team model&nbsp;</h3><p>One individual owns personalization on a full team of SMEs that coordinate and deliver the program objectives. Member(s) assigned to personalization work to ensure campaigns are effectively delivered in a cross-functional team that includes business and technical expertise that can independently operate the program.</p><p><strong>Benefits</strong>:</p><ul><li>Program receives consistent focus through full-time ownership</li><li>Heightened program visibility through creation of new department</li><li>Better collaboration and application of internal expertise&nbsp;</li><li>Accelerated rate of deployment, effectiveness, and gains</li><li>Development resources remove technical limitations</li></ul><p><strong>Challenges</strong>:</p><ul><li>Increased expectation and demands due to deliver incremental returns</li></ul><h2>The starting lineup of any successful personalization team</h2><p>While it&rsquo;s fair to say an experience optimization program will largely be defined by the factors previously stated, there are many functions that will remain consistent, regardless of whether a program is driven by an eCommerce, merchandising, or digital team.&nbsp;</p><p>Without getting into the rigorous process teams must adopt to effectively scale campaign creation, there are certain functions needed to take an experience from A to Z. Starting with ideation to prioritization, mockup, development, <a href="https://www.dynamicyield.com/article/segmentation-is-not-personalization/">segmentation</a>, experience setup, QA and launch, all the way through validating the results of the experience.</p><p>Below, find a straightforward framework of the key roles found within any functional, well-oiled personalization team:</p><p><img fetchpriority="high" decoding="async" src="https://www.dynamicyield.com/wp-content/uploads/2019/08/DY-VisiontoReality-InlineImage1.jpg" alt="Key functions of a personalization team" width="1330" height="586" class="aligncenter size-full wp-image-103110" /></p><p>Weighted equally in terms of their contribution to the program, individuals from Product, Development, Marketing &amp; Merchandising, and Optimization &amp; Analytics roll up to an Executive Leader to form a unified (all housed under one department) or cross-functional personalization team (with each role sitting in separate departments).&nbsp;</p><p>Within each function, a variety of potentially suitable titles can be substituted in to meet the role requirement based on an organization&rsquo;s needs and available resources. What&rsquo;s more important are the jobs each individual will perform, its impact on the workflow, and ultimately, the end-user experience.</p><p>Getting more granular, we can see the specific duties associated with each respective role:&nbsp;</p><p><img decoding="async" src="https://www.dynamicyield.com/wp-content/uploads/2019/08/DY-BlogInline2-VisionToReality-1330x816.jpg" alt="Key skills of common personalization roles" width="1330" height="816" class="aligncenter size-full wp-image-103125" /></p><p>Again, each of these roles has the freedom to sit anywhere within the org. With proper governance and process built around campaign management, personalization can prosper across business units.</p><h2>When it&rsquo;s time to consider outsourcing responsibilities</h2><p>If an organization isn&rsquo;t able to allocate stakeholders from within or build a team from the ground up, they may choose to <a href="https://www.dynamicyield.com/article/involving-an-agency-in-your-personalization-efforts/">partner with an agency</a> for assistance in strategic and tactical execution or the complete management of a program. A good agency can work with what resources are available to accommodate an org&rsquo;s specifics needs in a hybrid fashion, bringing a wealth of experience, industry knowledge, and a network of seasoned contacts to the table.&nbsp;</p><p>Teams should be mindful, though, that less ownership over a program could result in a lack of insights and know-how when it comes to operationalizing personalization, leaving teams at the mercy of an agency.&nbsp;</p><p>In addition, many technology solutions provide professional services on top of the strategic consulting hours already offered to clients, allowing teams to augment their efforts while also becoming more independent, so executive leaders should lean on and utilize as many of those resources to them as possible.</p><h2>In summary</h2><p>No matter what the makeup of an organization, there are certain responsibilities that must be met to ensure mission-critical elements of an experience optimization program are tended to. And regardless of whether those individuals are part of a dedicated or cross-functional team, the most important piece to getting it right lies in breaking down rigid working silos and promoting effective facilitation between the different stakeholders.</p><div class="article-separator"><svg width="54" height="26" viewBox="0 0 54 26" fill="none" xmlns="http://www.w3.org/2000/svg"> <path d="M53.0088 25.6367C52.7884 21.9564 51.8025 18.3625 50.1141 15.0849C48.4256 11.8073 46.0718 8.9181 43.2031 6.60203L43.2031 25.6367L53.0088 25.6367Z" fill="black"/> <path d="M14.4395 3.59038C10.3237 5.69174 6.82743 8.83082 4.29638 12.6973C1.76533 16.5638 0.28711 21.0239 0.0078125 25.6367L14.4395 25.6367L14.4395 3.59038Z" fill="black"/> <path d="M17.6563 2.20809L17.6562 25.6367L39.9829 25.6367L39.9829 4.36701C39.9829 4.36701 30.7303 -2.31342 17.6563 2.20809Z" fill="black"/> </svg></div><div class="article-tags-block"> <strong>Categories:</strong> <a href="https://www.dynamicyield.com/course/personalization-and-targeting/">Personalization &amp; Targeting</a></div><div class="article-tags-block"> <strong>Tags:</strong> <a href="https://www.dynamicyield.com/tags/customer-experience-management/">Customer Experience Management</a><a href="https://www.dynamicyield.com/tags/personalization-infrastructure/">Personalization Infrastructure</a><a href="https://www.dynamicyield.com/tags/personalization-within-the-organization/">Personalization within the Organization</a></div><div class="article-pagination"><h5>Continue reading</h5><div class="article-pagination-row lc-flex"> <a rel="next" style="background-color: #dbcdeb" class="article-next-link pagination-link" href="https://www.dynamicyield.com/lesson/a-scalable-personalization-framework/" title="Building a personalization framework designed to scale">Building a personalization framework designed to scale</a><a rel="prev" style="background-color: #dbcdeb" class="article-previous-link pagination-link" href="https://www.dynamicyield.com/lesson/opportunity-cost-personalization/" title="The opportunity cost associated with personalization">The opportunity cost associated with personalization</a></div></div></div></div></div></article></div><section class="lc-subscription-section"><div class="lc-subscription-form-block lc-subscription-inner"><h4 class="lc-subscription-title">Sign up for the XP&sup2; newsletter</h4><div class="lc-subscription-text">Join thousands of readers from Target, Citi, Spotify, Hulu, Google, Sephora, and other innovative brands who read our bi-weekly XP² newsletter, delivering educational content, research, and insights straight to your inbox</div><form class="mktoForm" data-formId="3876" data-formInstance="sub-inline"></form><div class="lc-privacy-wrapper"><div class="lc-privacy"> You may unsubscribe at any time. 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                        form_key = dy_utms[ls_key],
                        form_field;

                    if(ls_value) {

                        if(ls_key === 'gclid') {
                            ls_value = JSON.parse(ls_value).value;
                        }

                        if(typeof(form_key) === 'string') {
                            form_field = form[0].querySelector('input[type="hidden"][name="' + form_key + '"]');

                            if(form_field) {
                                form_field.value = ls_value;
                            }

                        } else {

                            for(var j = 0; j < form_key.length; j++) {
                                form_field = form[0].querySelector('input[type="hidden"][name="' + form_key[j] + '"]');

                                if(form_field) {
                                    form_field.value = ls_value;
                                }
                            }
                        }
                    }
                }

                // IP Address
                fetch('https://www.cloudflare.com/cdn-cgi/trace').then(function(result) {

                    result.text().then(function(values) {

                        values.split("\n").map(function(item) {
                            var pair = item.split('=');

                            if(['ip'].includes(pair[0])) {
                                form[0].querySelector('input[type="hidden"][name="IP__c"]').value = pair[1];
                            }
                        });
                    });
                });

                // GA ID and Referrer
                var dy_utms_cookie = {};

                document.cookie.split(';').forEach(function(el) {
                    var splitCookie = el.split('=');
                    var key = splitCookie[0].trim();
                    var value = splitCookie[1];
                    dy_utms_cookie[key] = value;
                });

                if(dy_utms_cookie["_ga"]) {
                    form[0].querySelector('input[type="hidden"][name="Visitor_ID__c"]').value = dy_utms_cookie["_ga"].substring(6);
                }

                if(dy_utms_cookie["personalize_referrer_string"]) {
                    form[0].querySelector('input[type="hidden"][name="Referral__c"]').value = dy_utms_cookie["personalize_referrer_string"].substring(6);
                }

                // ZoomInfo
                if(localStorage.getItem('ZoomInfoData')) {
                    var zoominfo_data = JSON.parse(localStorage.getItem('ZoomInfoData'));

                    if(zoominfo_data) {
                        form[0].querySelector('input[type="hidden"][name="Alexa_Rank__c"]').value = zoominfo_data.alexaglobalrank;
                        form[0].querySelector('input[type="hidden"][name="Employees__c"]').value = zoominfo_data.employeesrange;
                        form[0].querySelector('input[type="hidden"][name="Company_Revenue_Range__c"]').value = zoominfo_data.estimatedannualrevenue;
                    }
                }

                // Also, dispatch a dataLayer event on success
                _form.onSuccess(function(values, follow_up_url) {
                    window.dataLayer = window.dataLayer || [];

                    if([3739, 4802, 5094, 5110, 4946, 5076, 5116, 5171, 5172, 5173].includes(_form.getId())) {

                        window.dataLayer.push({
                            'event': 'demo_request_complete',
                            'eventCallback': function() {

                                if(follow_up_url) {
                                    window.location.href = follow_up_url;
                                }
                            }
                        });

                        return false;

                    } else if([3876].includes(_form.getId())) {

                        window.dataLayer.push({
                            'event': 'newsletter_signup_complete',
                            'eventCallback': function() {

                                if(follow_up_url) {
                                    window.location.href = follow_up_url;
                                }
                            }
                        });

                        return false;
                    }
                });
            });
        }</script> <script>if(typeof(jQuery) !== 'undefined') {
                $ = jQuery.noConflict();
            }
			function getUrlParameter(sParam) {
    var sPageURL = decodeURIComponent(window.location.search.substring(1)),
        sURLVariables = sPageURL.split('&'),
        sParameterName,
        i;

    for (i = 0; i < sURLVariables.length; i++) {
        sParameterName = sURLVariables[i].split('=');

        if (sParameterName[0] === sParam) {
            return sParameterName[1] === undefined ? true : sParameterName[1];
        }
    }
}
$(window).load(function(){
    var videoID = getUrlParameter('video');
    if(videoID !== undefined){
        if($('#wistia-' + videoID + '-1').length){
    	    var videoName = $('#wistia-' + videoID + '-1').parents('.tab-pane');
    	    videoName = videoName[0].id
        } 
       if($('a[href="#' + videoName +'"]').length){
            $('a[href="#' + videoName +'"]').each(function(){
            $(this).click();
            });
        }
        
        addScript('https://fast.wistia.com/embed/medias/'+ videoID +'.jsonp');
        addScript('https://fast.wistia.com/assets/external/E-v1.js');
        $('body').append('<span class="wistia_embed wistia_async_'+videoID+' popover=true popoverContent=link dy-wistia-popup" style="display:inline"></span>');
    
         window._wq = window._wq || [];
        _wq.push({ id: videoID, onReady: function(video) {
            var video = Wistia.api(videoID);
            video.popover.show(); // open the popover
            video.play(); // play the video
            setTimeout(function(){video.unmute();}, 500);
        }});
    }
});</script> <style>#adBanner {
        background-color: transparent;
        height: 0;
        width: 1px;
    }</style><div id="wrapfabtest"><div id="adBanner"></div></div></body></html>
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