Cory Poccia writes about connected TV advertising and performance marketing, including how brands can split budgets across streaming services and measure the path from an ad-driven visit to a sale.
1.3K followersRetail mediaBased on 11 posts · latest Oct 2026
Cory Poccia is most useful for practical explanations of connected TV buying, budget splits, and measurement.
Best for
A connected TV ad platform seeking a full-funnel CTV playbook as a co-marketing article.
Not for
Campaigns needing on-camera presence, short-form video, large owned audience, or named client results.
Key takeaways
FAST services like Tubi and Pluto suit broad reach; premium streaming needs different prices, creative, goals.
CTV's job ends at a qualified session; the sale belongs to the website.
CTV can build demand before Prime Day while retail media captures ready shoppers.
Check first: Confirm whether they accept sponsored work and request media kit, rates, and audience data.
Main ideas
Connected TV is two products sold on the same screen · CTV's job ends at the session, and the sale belongs to the website · CTV creates the demand that retail media captures
Cory Poccia writes about connected TV (CTV) advertising and performance marketing.
Across their posts, they explain how streaming campaigns can contribute to both brand awareness and sales, and how to judge a campaign without blaming the ad channel for problems later in the buying process.
Their work is useful to marketers deciding how to buy CTV, divide budgets between streaming services, and measure results.
Poccia makes CTV strategy concrete by separating jobs that are often lumped together.
They argue that FAST services such as Tubi and Pluto are suited to broad reach, while premium streaming services call for different prices, creative, and conversion goals.
They distinguish the qualified website session an ad may deliver from the completed sale, which can depend on the offer, checkout, or site speed.
Their examples make these distinctions easy to follow: a car salesperson can bring a buyer to the lot but cannot control whether the financing is approved.
For retail marketers, their Prime Day example adds a timing argument: CTV can build demand before a shopping event, while retail media captures shoppers already ready to buy.
Follow their work for practical explanations of CTV buying and measurement, especially when deciding what a streaming campaign should be expected to do.
Cory Poccia writes about connected TV advertising as a channel bought and judged with outdated assumptions.
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Across the posts, they argue that streaming is really two separate products sharing one screen, that CTV's responsibility stops at the qualified website visit rather than the sale, and that CTV creates the demand retail media later captures. The through-line: brands should decide what job each slice of their streaming budget is doing before arguing about the price.
Connected TV is two products sold on the same screen
Poccia argues that buying FAST services and premium streamers as interchangeable inventory costs money on both sides.
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They distinguish the two by price and data: FAST offers lean-back viewing, broad reach, and cheap inventory; premium is logged-in and deterministic, and priced accordingly. The practical conclusion is to buy each at its own price level, with its own creative and success measure, rather than apply one target cost per thousand and one key performance indicator to everything.
The post names Tubi, Pluto, and the Roku Channel as FAST inventory at roughly $6 to $15 CPMs, and Netflix, Disney+, Hulu, Max, and Amazon as premium inventory at roughly $25 to $60 CPMs. It says the longer article covers the budget split, creative differences, measurement framework, and three failure modes Poccia sees most often in this kind of buying.
CTV's job ends at the session, and the sale belongs to the website
Poccia separates what a CTV campaign is responsible for from what happens after the click.
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They argue that blaming CTV for weak site conversion confuses the step that delivered a qualified visitor with the step that closed the deal.
The distinction is clear: cost per session tells you whether CTV did its job, while cost per order tells you whether the whole funnel closed.
Those are different questions, and Poccia sees conflating them as the core mistake in the debate.
The car-salesman analogy: a salesperson gets a buyer onto the lot, walks them around the inventory, and hands over the keys, then a loan officer denies the deal.
Nobody blames the salesperson.
Poccia maps the denial onto the landing page, offer, price, trust signals, checkout flow, shipping cost, or site speed that kills a CTV-driven sale, and says CTV takes the blame anyway.
A short companion post states the same position in one line: CTV performance ends at the session.
Poccia frames television and retail media as two halves of one purchase.
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In their account, Amazon built a machine for capturing existing intent rather than creating it, so the question that decides a big sales event is whose name a shopper already wants when they walk in.
Because a television cannot be clicked, they argue that a CTV ad plants a name instead of asking for the sale, building demand before the shopping event rather than during it.
Poccia's formulation: spending on the retailer captures demand, while spending on CTV creates the demand the retailer captures.
Most brands pay for only half.
Prime Day: Poccia cites about $24 billion in sales over four days and 200 million members arriving already in buying mode, describing the event as a cash register the size of a stadium.
Their timing point is blunt: ramping CTV spend when the event starts is late, costing brands margin and customers.
They locate the actual decision on the couch, on the biggest screen in the house.
Poccia argues that the vocabulary around connected TV no longer matches what the channel does.
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They describe a decade in which CTV meant top-of-funnel awareness, handing the customer to search and social to close, and say platforms now pitch full-funnel, shoppable, measurable, accountable buying instead. They see that shift as established by both industry positioning and performance data, and read a channel credited with a minority of impressions and a majority of conversions as something other than an awareness vehicle.
The phone comparison opens the post: a device whose only job was dialling became a camera, wallet, map, bank, and more, until the old name stopped describing it. Poccia points to the 2026 IAB NewFronts, where every major streaming platform pitched the same full-funnel message, and cites Innovid's 2025 data that CTV delivered 38 percent of impressions and drove 63 percent of attributable conversions.
Read together, the posts leave a tension worth understanding.
One argues CTV is a performance channel with majority attribution of conversions; another says CTV should not be held responsible for anything after the session.
Poccia does not reconcile the two explicitly.
One possible reading is that conversion attribution describes the sessions CTV delivered, while the funnel covers what happens next.
The conversion figures are Poccia's citation of Innovid, not a test of the claim.
Start here to understand how to divide a CTV budget across streaming services.
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It explains why FAST and premium inventory behave differently before any budget conversation begins, and that distinction underpins the other posts.
Poccia argues that the CTV market is really two products sharing the same screen.
FAST services such as Tubi, Pluto, and the Roku Channel sell broad, lean-back reach at roughly $6 to $15 CPMs.
Premium streamers such as Netflix, Disney+, Hulu, Max, and Amazon sell logged-in, deterministic audiences at roughly $25 to $60 CPMs.
Buying both at one target CPM, with one creative, against one KPI, forfeits money on both sides.
The recommendation: pay reach prices and hold FAST to reach goals; pay attention prices and hold premium to conversion goals.
The post says the longer article covers the budget split, the creative differences, the measurement framework, and the three failure modes the author sees most often.
For brands planning a campaign
This is a natural spine for a co-marketing article on splitting FAST and premium budgets. The three failure modes named at the end could anchor a follow-up section; their detail is in the linked article.
Start here to understand how to tell whether CTV worked.
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It separates the channel’s responsibility from the website’s—a measurement question performance marketers need to settle before scaling spend.
A salesperson brings a buyer to the lot, walks them through the inventory, and hands over the keys; a loan officer then denies the deal.
Nobody blames the salesperson.
Poccia says CTV gets treated the opposite way: it delivers a qualified session, then the landing page, offer, price, trust signals, checkout, shipping cost, or site speed kills the sale—and the channel takes the blame.
CPS shows whether CTV did its job; CPO shows whether the whole funnel closed.
A short companion post makes the same point in one line: CTV performance ends at the session.
For brands planning a campaign
This post lays out the core of the session-versus-conversion measurement framework. The full article provides more detail, while the posts establish the argument and the CPS/CPO vocabulary.
Start here to understand what changed in CTV and why the older way of buying it no longer matches the data.
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This piece frames the market shift that the other posts explore in detail.
The post compares CTV to the phone: a device with one job became a camera, wallet, map, and bank until the old name stopped describing it.
CTV, Poccia writes, is making the same move.
For a decade, it meant awareness and handed the customer to Google and Meta to close.
Now every major streaming platform at the 2026 IAB NewFronts pitched full-funnel, shoppable, measurable, accountable buying.
The post cites Innovid’s 2025 data: CTV delivered 38 percent of impressions and drove 63 percent of attributable conversions.
Its conclusion: a channel producing a third of impressions and two thirds of conversions is not an awareness vehicle.
For brands planning a campaign
A strong opening hook for a full-funnel CTV playbook, with the impression-versus-conversion split as a quotable figure. Ask for the underlying study before relying on the Innovid numbers Poccia cites.
Start here to understand when to buy CTV relative to a retail moment.
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It makes the case for running brand-building spots before a major sales event rather than during it, using a concrete example most marketers know.
Poccia describes Prime Day as a demand-capture event: roughly $24 billion in sales over four days and 200 million members who arrive already in buying mode.
Amazon, in this framing, did not create that intent; it built the machine that captures it—a cash register the size of a stadium.
The deciding question is whose name a shopper already wanted when they walked in.
The post argues that preference is built earlier on the biggest screen in the house: a television cannot be clicked, so a CTV ad plants the name rather than asking for the sale.
Spend on Amazon captures demand; spend on CTV creates the demand Amazon captures, and most brands pay for only half.
For brands planning a campaign
Useful for retail and marketplace advertisers weighing seasonal budgets, and a ready-made example of demand creation versus demand capture for a campaign angle.
Poccia argues that CTV should not be treated only as an awareness channel.
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In one post, they compare television advertising with a name planted before a shopper searches during Prime Day: retail media can capture existing intent, while CTV can help create it. In another, they point to CTV’s potential across the funnel, including measurable conversions.
Uses familiar comparisons—the phone that gains new functions and the stadium-sized cash register—to make a channel-strategy argument accessible.
For brands planning a campaign
A CTV platform could use this argument in a playbook about coordinating reach and demand capture. Verify the cited outcomes against campaign evidence.
Separate FAST reach from premium-streaming attention
Poccia treats FAST services and premium streaming services as different buying environments, not interchangeable inventory.
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Their post contrasts the price ranges and audience characteristics, then argues that budget, creative, and key performance indicators should reflect the job each is meant to do.
Organizes the recommendation around a practical comparison of inventory type, price, audience signals, and campaign objective.
For brands planning a campaign
This is a strong basis for a co-marketing article on splitting FAST and premium budgets. Ask readers to define each channel’s role and choose separate success measures rather than applying one target cost and one creative approach to both.
Distinguish an ad-driven session from a completed sale
Poccia argues that a CTV campaign can deliver a qualified website visit without controlling whether the site converts.
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They use a car-sales analogy: blaming the salesperson for a loan denial confuses the step that brought in a buyer with the step that closed the deal. They distinguish CPS, which they say evaluates CTV’s contribution, from CPO, which reflects the full funnel.
Uses an everyday analogy to assign responsibility across stages of the funnel.
For brands planning a campaign
Use this distinction to prompt separate checks of ad-driven sessions and site conversion. The post does not define the metrics in detail; a playbook should specify them and explain how attribution is handled.
Cory Poccia’s posts make no sponsorship, employment, ownership, client, affiliate, or investment relationship explicit.
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Brand names appear as editorial references in their connected TV arguments: Amazon’s Prime Day as a demand-capture example; Tubi, Pluto, and the Roku Channel as FAST platforms; Netflix, Disney+, Hulu, Max, and Amazon as premium platforms; and the 2026 IAB NewFronts, Innovid’s 2025 impression and conversion figures, and AdExchanger as industry sources.
The posts present none as a partner, client, or employer, and include no disclosure language.
Ask whether Poccia works for, advises, or is paid by any CTV vendor, agency, or measurement company.
Cory Poccia’s posts offer a practical guide to buying connected TV as a performance channel rather than an awareness line item.
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Start with the two-market argument: FAST services and premium streamers share a screen but differ in price, audience signals, and purpose.
Then read the accountability posts on why a CTV campaign should be judged at the qualified session while the website owns the sale.
The Prime Day and NewFronts posts connect those points to demand creation before retail media captures it.
Read them in that order to see how they separate inventory choice, funnel responsibility, and measurement.
Connected TV advertisingStreaming inventory strategyFAST vs. premium streamingCTV measurementFull-funnel marketingRetail mediaPerformance marketersLinkedIn posts
Ali Chaudhary
Both treat paid media as a customer-acquisition system, not a content-distribution button.
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They distinguish each channel’s role from the business outcome and outline diagnostic questions buyers should answer before spending.
Chaudhary writes about Meta and Facebook paid social for ecommerce brands, including automation and the Boost button. Poccia covers connected TV and streaming inventory, measuring performance through sessions and retail-media demand capture.
Both use shopping-event timing to explain where demand is created and captured, and contrast rented marketplace relationships with channels a brand can own.
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Boychuk focuses on DTC retention, email and SMS list ownership, and counter-programming around Amazon sale events. Poccia focuses on CTV as a place to plant a brand name before retail media captures demand.
Both diagnose advertising problems by examining the work over time rather than blaming targeting first.
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They distinguish channel execution from business strategy and use specific examples to make their case.
Hamza covers hands-on Meta ads audits for Pakistani ecommerce brands, including creative fatigue and discount-led advertising. Poccia covers CTV inventory selection, funnel accountability, and measurement frameworks.
Cory Poccia’s five posts target people who buy and measure streaming media, covering budget splits between FAST and premium inventory, CPM ranges, and session-versus-conversion attribution.
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The topics are aimed at performance marketers, media buyers, DTC and ecommerce teams, and marketing leads—not a general audience.
They show the intended readership, not who actually reads the posts.
The only published audience figure is 1,328 LinkedIn followers, observed 10 October 2026.
For a co-marketing CTV playbook, treat that as a topic-authority signal rather than a distribution channel.
Before committing to a named-account campaign, ask for post-level reach and engagement.
The posts provide no demographic, geographic, age, gender, employer, occupation, or seniority data, and no video performance summary for comparing formats.
Before planning around performance marketers as the readership, ask Cory Poccia for recent results on comparable CTV topics—impressions, comments, reshares, and follower growth—plus any audience survey or platform demographic data.
LinkedIn followers
1,328
LinkedIn account record for Cory Poccia · 2026-10-10
Cory Poccia’s posts focus on their own written analysis of connected TV advertising, not branded placements: none carry a disclosed sponsor, paid-partnership label, or named client.
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Sponsorship availability is unconfirmed, so ask whether they accept partnerships and request a media kit, rate card, and audience demographics; no media kit, rate card, audience demographics, or partnership inquiry page appears in the posts.
Their recurring, opinionated explainers target performance marketers and media buyers, covering a full-funnel CTV argument, a FAST-versus-premium budget split, and a session-versus-conversion measurement framework.
Each post links to a longer article through a shortened link, making a joint or sponsored long-form piece a natural format to explore—not a published offering or rate card.
A connected TV ad platform seeking a full-funnel CTV playbook as a co-marketing article is the clearest fit for Poccia's posts.
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They build the three arguments such a playbook needs, in the order a performance marketer would ask for them.
First, CTV has moved beyond awareness: the phone gained a camera, wallet and bank until the old name no longer fit; the 2026 IAB NewFronts pitched full-funnel, shoppable, measurable buying; and Innovid's 2025 figures, as Poccia cites them, show 38 percent of impressions and 63 percent of attributable conversions.
Second, FAST and premium streaming are different products sharing one screen, bought at different prices and held to different jobs.
Third, a CTV campaign's responsibility ends at a qualified session, which is why CPS and CPO answer different questions.
Poccia's posts are written for the platform's own buyer.
They assume readers know what a CPM, a KPI and an attributable conversion are, and focus on decisions rather than definitions.
The format also fits: each post makes a short argument and links to a longer article, the same handoff a co-marketing piece would use.
Poccia has 1,328 LinkedIn followers, observed 10 October 2026, but no post-level impressions, engagement or demographic data.
Treat them as a topic authority to publish with, not a distribution channel to buy.
No sponsorship offer, rate card, media kit or partnership inquiry route appears in the posts, so availability is unconfirmed; ask whether they take on sponsored work and request terms.
The posts cite third-party performance figures, not results from Poccia's own campaigns.
If documented lift matters, ask for campaign results.
When to choose a specialist
A campaign that depends on on-camera presence, short-form video or a large owned audience is a poor fit based on Poccia's posts.
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For example, a consumer brand launching a product might want a creator to appear in video ads and drive direct sales from their own following.
Poccia's posts contain no video, transcript or on-camera work, and no campaign performance data, so they don't support a plan built around Poccia's face or reach.
They have 1,328 LinkedIn followers, with no engagement breakdown; any expected distribution bump is an assumption, not a plan.
A second poor fit is a campaign that requires named client results or measured outcomes from Poccia's own work.
The posts cite Innovid data and the IAB NewFronts agenda but name no client, campaign or lift Poccia produced.
If a brand requires case studies with numbers before signing, ask Poccia for them; they aren't in these posts.
A worked campaign example
The campaign need: split a connected TV budget across FAST and premium inventory without applying one target CPM, one creative and one KPI to both.
Working title: "Two markets, one screen: how to split a CTV budget."
The format: a co-marketing long-form article published by the platform, with Poccia as named author or co-author, promoted through a short argument post on their LinkedIn that links to it.
That follows the post-to-article handoff their posts already use.
A usable structure, drawn from the topics and work sections in Poccia's posts: open with the trench-coat framing—one screen holding two products.
FAST services such as Tubi, Pluto and the Roku Channel sell broad lean-back reach at roughly $6 to $15 CPMs, while premium streamers such as Netflix, Disney+, Hulu, Max and Amazon sell logged-in deterministic audiences at roughly $25 to $60.
Then explain the split, stating the rule plainly: pay reach prices for FAST and hold it to reach goals; pay attention prices for premium and hold it to conversion goals.
Next, explain why one creative asset cannot do both jobs.
The post says the detail is in the linked article, so develop this section with Poccia rather than reconstructing it from the post.
Then cover measurement: the CPS and CPO division of responsibility, the car-sales analogy in which the salesperson is blamed for the loan officer's decision, and a checklist of what actually kills the sale after the click: landing page, offer, price, trust signals, checkout flow, shipping cost and site speed.
Close with the failure modes the post says it names but does not describe; this section also requires Poccia's input.
Supporting hook: the 38 percent of impressions and 63 percent of attributable conversions figure, presented as Poccia's citation of Innovid's 2025 data, not as a result the platform or Poccia produced.
Before commissioning, ask Poccia whether they take on sponsored or co-authored work, and for their rate or terms, post-level engagement on the CTV posts, and the full text of the linked articles. The source text will let the team develop the budget-split mechanics, creative differences and three failure modes rather than rely on the posts' summaries.
For the same commissioning decision, choose Ali Chaudhary when the platform wants an article answering a paid-social question: how a founder can turn Meta Ads from post boosting into a customer acquisition system, and how a media buyer can direct Advantage+ rather than fight it.
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The posts build that argument through a clear sequence—objective, offer, audience, creative, funnel, measurement, optimisation—and show the role of human strategy as automation takes over execution.
The tradeoff is channel coverage.
These posts contain no CTV, streaming, FAST or premium inventory evidence, so Chaudhary cannot address the requested FAST-versus-premium budget split or the CTV session-versus-conversion framework.
A CTV platform would have to turn the article into a Meta acquisition piece or pair Chaudhary with a CTV author, adding a second voice and another evidence review.
For the same commissioning decision, choose Andriy Boychuk when the platform shifts toward DTC retention around marketplace events: counter-programming Amazon Prime Day with list-only sales, subscriber early access and email/SMS capture, or protecting back-in-stock demand when Google's AI Mode alerts can send the click to another site.
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The posts focus on the customer moment and the owned-channel response, making them useful when the need is retention rather than CTV reach.
The tradeoff is that Boychuk's material covers email, SMS and retention flows, not connected TV.
It does not address FAST and premium CPMs, CTV creative or attribution from a TV impression to a session.
For a CTV platform's full-funnel playbook, this would replace the core topic rather than deepen it.
For the same commissioning decision, choose Ali Hamza when the buyer needs a Meta ad account audit: spotting creative that has run unchanged for months, campaigns that send traffic to an Instagram profile instead of a product page, or discount-led advertising that has become the whole strategy.
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The posts also list client results and offer a free account review, making the fit strongest when the deliverable is a practical paid-social teardown rather than a CTV playbook.
The tradeoff is that the posts focus on Meta and include self-reported client ROAS and lead numbers.
They say nothing about CTV, streaming inventory or the CPS/CPO split.
A CTV platform would lose the channel expertise and co-marketing angle that made Poccia the fit.
Five LinkedIn posts by Cory Poccia discuss connected TV advertising, streaming inventory, retail media, and funnel measurement.
The LinkedIn account shows activity observed on 10 October 2026.
The posts have no publication dates; they refer internally to the 2026 IAB NewFronts and to Innovid data from 2025, while dates reported for the posts elsewhere range between 8 May and 24 June 2026.
The long-form articles linked in the posts are not included here, so the budget-split mechanics, the creative differences, and the named failure modes are described as the posts themselves characterise them rather than checked against the originals.
The posts do not provide video, transcript, engagement, demographic, or client-result data, and they do not describe sponsorship or partnership terms.
