• by Laurie Sullivan  @lauriesullivan, August 1, 2017

After building and optimizing an algorithm to better serve ads across its native network, Dianomi CEO and co-founder Rupert Hodson says the company will add 15 publishers to the roughly 260 it already works with -- including four of the five stock exchanges such as Nasdaq.

Traditionally, the demand for Dianomi's native advertising units has come from the financial services sector -- serving about 3.5 billion ad units monthly. Econo Times, Kiplinger, Reuters, and Zacks are among the list of publishers. Oppenheimer Funds, Bank of America, and JP Morgan are among the list of advertisers.

At one time, Kiplinger worked with four companies that provide native advertisements. Now they work with one: Dianomi. Phil Hawken, business development manager at Kiplinger, says that's because click-through rates rose much higher working with Dianomi's platform.

"After we moved to using purely Dianomi units and optimizing the right placements, we’ve at least doubled engagement rates, and in some cases, close to tripled the clicks into the content," Hawken said.

The ads are triggered by the contextual content on the publisher's page to ensure the content fits with the native advertisements. Hodson says the company got its start working on lead generation through native ad units and sponsored content based on a cost per click.

Hodson estimates the company's ads sit on close to 1 billion page impressions a month.

Over the past two years, Dianomi began work on building its own data management platform (DMP), which tracks about 100 million unique visitors engaging in financial content across its global network. Among other features, the move allows companies to layer on third-party data with little effort.

The business model focuses on a revenue share model on a cost-per-click basis.

And while it's not something Dianomi offers today, search marketing remains on Hodson's radar. "The search team could still manage the content marketing within the company," he says. "Before there wasn't a real home for the content teams with their own budgets."