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THE BUSINESS VALUE OF TECHNOLOGY

NOVEMBER 2013

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As web-based integration wins, its dawning on enterprises that Subscribe they need a more sophisticated API strategy >> By Joe Masters Emison PLUS Beyond Watson: Three techs that depend on AI >>

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Beyond Watson: 3 Techs That Depend On AI
Artificial intelligence is infiltrating our everyday lives, whether we realize it or not. Its powering smart systems and solving business problems think about using machine learning and big data to create new services and enhance existing ones. In some domains, AI systems are already more skilled than humans, and in the coming years AI will recast strategies across many industries, from healthcare (AI systems are helping detect cancer now) to harnessing the power of crowds to solve big problems (like gamers helping with genome research). And in most cases, it will all seem dead simple. The complexitys on the back end. So how can typical companies tap into the power of AI now? There are three areas I think bear watching. E-commerce and product recommendations: Amazon incorporates collaborative filtering the first generation of online recommendations. Youre undoubtedly familiar with these if you bought product A, you will probably like product B pitches. However, this method has limitations, the biggest being that collaborative filtering works well only for products driven by taste and bought in large quantities; if you purchase lots of B.B. King tracks and Elmore Leonard novels, Amazon probably does pretty well at suggesting new options. However, higher-priced items or goods that arent bought in large quantities (and thus generate little interaction data) arent conducive to being purchased by recommendations via collaborative filtering. AI-powered second-generation recommendations expand this reach to new product areas, including ones that present the user with constraints and needs while setting the foundation for a knowledge-based structure. For example, someone could say he wants a tablet that runs Android, offers 4G LTE and costs less than $800. This also sets the stage for long-tail recommendations: Now you know a customer is an Android user and values always-on, fast connectivity. How to get an advantage: Retailers need to get better at processing product databases and extracting data from internal and external sources to gain superior knowledge about products. Example classification and extracLARS HARD @Expertmakertool

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tions, along with image and pattern recognition, help you build better insights. Continually work to pull in new information sources. Im seeing AI used to gather information from multiple data streams across e-commerce sites, in order to recommend truly relevant products to consumers. In addition, no longer must recommendation systems rely solely on statistical correlations between products consumers are buying; theyre delving into deeper information sources to understand why, when, where, how and most importantly, what customers are buying. Processing data in new ways means taking into account a deep understanding of such things as gender, time of purchase, payment preferences, amount of time spent on a certain page, click trails all that data is needed for AI systems to help the business understand consumers preferences and behaviors. Vertical search: Vertical, or topic-specific, search is gaining popularity in areas from travel and electronics to books, films, and more; its where a person goes directly to a site such as IMDB or Kayak rather than
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through a general engine like Google or Bing. Vertical search uses semantics, text classification, feature extraction and advanced big data analytics mixed with other AI algorithms. Google is waking up to the threat and lately has put a lot of effort behind vertical search in an effort to deliver more relevant, tailored results. However, vertical search presents an opportunity to get an edge on Google by incorporating human logic and knowledge into specific verticals or apps. A

The smarter an app is, the more predictive it can be, the better it performs and the less likely it is to get deleted when someone needs more space for cat videos.
good example is Zite, an app that offers relevant news articles by learning behavior. It uses several AI technologies to make news delivery much more intelligent than a simple Google News feed. How to get an advantage: Consider makinformationweek.com

ing vertical search pools plentiful, narrowly focused, and well-stocked with content. Deep verticals can cooperate and solve problems without a loss of precision. Virtual assistants: The app explosion that began when smartphones hit the market isnt slowing. Now, the trick is standing out via intelligent apps that go beyond just performing basic commands, becoming more intelligent and seeking to be more predictive of end-user behavior. While Siri and Google Now arent quite there yet, the next-gen virtual assistant will not only deliver meaningful information but will do so in a curated, predigested, presentable way that creates a seamless user experience. The big dogs are racing to build this next-generation virtual assistant. Last month Apple acquired Cue, a virtual assistant platform, in a move seen as an indication that its trying to make Siri smarter, more predictive, and more interactive. While its hard to imagine the current iterations of Siri or Google Now being a staple in most peoples everyday lives, we as humans will adapt and come to expect on-target recommendations and intelligent answers.

How to get an advantage: While enterprises wont be building their own virtual assistants anytime soon, expect customers to begin to rely on virtual assistants as they become able to provide real-time, meaningful information. Watch the space closely, and as you design APIs, for example, keep in mind the goal of developing long-term, intimate relationships with customers via the apps with which they interact. Overall, the smarter an app or platform is, the more predictive it can be, therefore the better it performs for the end user and the less likely it is to get deleted when someone needs more space for cat videos. As AI capabilities continue to expand, we will see intelligent systems that actually understand and predict human behavior. Yes, to get there, well need to jump a lot of technology hurdles and harness incredible amounts of processing power. But make no mistake: Machine learning and artificial intelligence will be key to building exciting, compelling products and services. Lars Hard is CTO and founder of Expertmaker. Write to us at iwletters@ubm.com.
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As web-based integration wins, its dawning on enterprises that they need a more sophisticated API strategy.
By Joe Masters Emison
@JoeEmison

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PIs arent used by just mobile application developers, though mobility is one reason were suddenly waking up to the possibilities of the oncelowly application programming interface. Theyre also critical for connecting your business with partners, suppliers, and cloud providers, particularly if you use a lot of software-as-a-service. Is software-defined networking in your future? Arista, Cisco, Enterasys, Juniper, and other networking vendors expose rich APIs to automate network operations. Amazon.com built its business on exposing data and functionality through interfaces that it could, on a dime, extend outside the company. There must be a business case for developing APIs, and well discuss what they can do for you. But IT organizations also need a back-end plan: How will you expose your data? Which protocols and middleware should you support? How can you share APIs with outside parties securely, and how
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will you guarantee performance? The first thing your organization needs to do is formalize API management and think about security. Some shops are already making headway; well discuss programs by AT&T and Bechtel. Cloud providers and standards bodies are in the thick of planning Randy Bias, CEO of Cloudscaling, and Boris Renski, CMO and co-founder of Mirantis, recently debated the wisdom, or lack thereof, of focusing on those Amazon APIs for the OpenStack project. Well dig into how APIs got to be the center of the software universe. On The Rise Like most IT movements, necessity was the mother of API invention. Development pioneer Edsger Dijkstra dubbed it the software crisis as hardware gets more powerful and technology more intrinsic to business, development complexity increases in lockstep. The result: late, over-budget, unmanageable software of questionable quality. In response, programmers started breaking massive blocks of code into componentbased chunks, from Unixs pipes to Corba (Common Object Request Broker Architecture) to service-oriented architectures. Across each era, the goal was the same: to keep units

of code small so that developers could find errors and do updates more quickly and easily. Despite some pain Corba and the strict SOAP standard, for example, are complex and costly to implement enterprises generally came to agree that component-based coding is an improvement over monolithic software development. Then something unexpected happened:

quickly. One popular method was to declare yourself a platform and provide a way for third-party developers to interact with your site. In doing so, they used a term, API, that had to that point been used mostly to describe a portion of the large and complicated software development kits that hardware and software vendors made available to select developers. But web companies such as Twit-

Do You Support An Open API Program?

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Consumer-facing Web companies saw the potential to scale their businesses to tens of millions and then hundreds of millions of R6800413_Mobilecommerce_chart30 users, but they needed ways to ramp up

R6800413/30 ter, Facebook, and Netflix werent interested in being gatekeepers. Instead, they created and freely released, simple, straightforward Web APIs; this helped them gain traction

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quickly via strong developer support. However, these Web companies soon found that their APIs were useful to a fairly small set of developers, not to some long tail community that would continually drive new value. So they started shifting their focus, shutting down public access to pieces of their APIs. Netflix no longer issues public developer API keys, and Twitter is placing greater limits on its public API. The API focus has shifted to favored partners and internal and contract developers. Its a simple cost-benefit calculation: They had a bunch of people who werent adding much revenue or other value but who required support. More important, those developers were hitting their public APIs, chewing up lots of bandwidth, and sometimes exposing valuable data. Time to tap the brakes. Meanwhile, enterprises started wondering how they would manage to connect their Web services environments (mostly SOAP and XML-RPC) to increasingly popular Internetbased SaaS products such as Salesforce.com, says Dimitri Sirota, senior VP of business unit strategy for CA Technologies and co-founder of API management firm Layer 7. In particular, integrations using SOAP were excruciatingly painful and expensive to build, yet not particularly reusable, making the development

Critical API Techs

1. JSON: JavaScript Object Notation

works well with HTML5 mobile applications. Its more data-efficient than XML and easier to manipulate for client code.

2. Single Page Architecture Frameworks: A new technique for building Webbased applications that align more directly with app development paradigms. Provides better alignment between Web and app development frameworks, which increases reuse.

3. OAuth: Widely used standard authentication protocol provides secure login for mobile applications without sharing user name and password combinations with applications; developers gain libraries and best practices.
Data: 3scale

pipeline long and organizations much less agile than they wanted to be. The APIs pioneered by consumer-facing Web companies seemed to be excellent, flexible models for enterprises to build abstraction layers among their various internal and external systems. Certainly, thats the lesson big-enterprise CIOs

(those with foresight, at least) were drawing from nimble startups building their businesses on APIs and displacing componentbased development techniques. The result: a new age based on the modern web API, usually a RESTful web service over HTTP/HTTPS that returns the easily readable JSON (JavaScript Object Notation). This is in contrast to clunky, less-user-friendly formats such as SOAP and XML. Key reasons for embracing REST/JSON over SOAP/XML include the following: >> Developer ease of use. The simplicity of REST/JSON cut development times by streamlining everything from documentation to programming to debugging. >> Faster transport. As mobile technology use rises, the verbosity of XML in APIs leads to slow responses, and thus an inferior user experience. And that may mean lost business. >> Easier upgrades. The general REST practice is to put each function at a different URI, whereas SOAP generally has a single URI for multiple functions, which makes maintaining and enhancing SOAP more difficult. There are still some compelling reasons to use SOAP/XML, and there are still quite a few SOAP APIs in the wild. At publication time, 2,098 of the 8,584 APIs listed on ProgrammaNovember 2013 6

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bleWeb are SOAP-based. Many of them are likely older code, but the strictness of SOAP allows for much better automated validation than REST does. What do we mean by strictness? For example, a strongly typed SOAP API contains a complete definition of its input and output messages, and SOAP has well-defined transport protocols. These strictures at least in theory support the use of SOAP/XML APIs for some greenfield uses. In particular, if you need a strictly defined one-to-one connection between two applications, where being able to validate complex input and output is essential, SOAP may be worth the effort. Still, keep an eye on JSON. Rob Zazueta, director of platform strategy at API management firm Mashery, says the spec will be extended to provide the structural benefits of SOAP. He cites JSON projects such as Siren (Structured Interface for Representing Entities), Collection+JSON, and GeoJSON as offering some of the benefits of SOAP without all of the negatives. One thing is certain: The preferred technological choices for APIs are still evolving, and anyone who locks into todays technology will eventually miss out on advantages. Fortunately, as well discuss, specific technological choices are really of secondary concern. Its fine to keep changing techs in

play. What matters much more is making life easy and productive for the developers and other users of your APIs.

got a fever, and the only prescription is more APIs! There are two reasons for the popularity surge: business partners and mobile. In his Software Is Eating the World essay, Popularity Plus Marc Andreessen argued that companies 0 the 5 past 10 few 15 years 20 weve 25 30 35 40 55 start 60 65 70 75 companies 80 85 90 (Amazon, 95 100 In watched APIs45 go 50 either as software from Hey, this seems like a good idea to Ive Netflix), become software companies (Com-

How Do You Integrate Various Cloud And SaaS Applications?

2013 2012

Custom coding directly to our internal system using each vendors API

41%

47%

Leverage an internal integration platform

11%

14%

Leverage a traditional VAN for data integration

11% 10%

Leverage a cloud-based integration platform

10% 9%

Other

3%

5% 33% 12%

Dont integrate; users have separate accounts for each provider

NA
Dont know

27%

Data: InformationWeek State of Cloud Computing Survey of 176 business technology professionals in February 2013 and 166 in December 2011 at organizations with 50 or more employees using cloud services November 2013 7

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cast, Wal-Mart) or get crushed by software companies (Borders, Kodak). And as each survivor moves deeper into a digital existence, it becomes more and more important for all aspects of that company, especially its critical partner relationships, to be digitally connected. Thats driving API development. Each individual partnership with big enterprise integration vendors using SOAP cost millions of dollars, took far too long, and didnt scale, says Steven Willmott, CEO at API management firm 3scale. With a RESTful API, it was suddenly feasible to work with 1,000 partners: Heres my endpoint; integrate with it. And when every one of those partners wants some level of programmatic direct access to your internal systems, you had better have a strategy that scales. Just as business-partner benefits were advancing Web APIs over SOAP and XML, the rise of mobility gave them a turbo boost. We understood the desktop Web demand pattern HTML, HTTP, maybe some personalization but mobile apps dont behave like browsers, says Sam Ramji, VP of strategy at app and API infrastructure firm Apigee. Mobile apps are much chattier than desktop web applications, sending 20 to 30 small messages. They require a different strategy.

Its not just a matter of performance. Lighter-weight APIs use fewer valuable mobile device hardware (CPU, memory) and battery resources. An excellent blog post from

With a RESTful API, it was suddenly feasible to work with 1,000 partners: Heres my endpoint; integrate with it.
Steven Willmott, CEO, 3scale

AT&T Research breaks down how IT organizations must design apps to be energy-efficient (architected with the power-up/power-down requirements of the radio). And software developer Drew Crawford has written a comprehensive breakdown of why mobile Web app performance will be quite slow for the foreseeable future. All of those points lead to the inescapable conclusion that SOAP and XML are too cumbersome for efficient data transfer to and from mobile devices. And that bodes well for the further rise of REST/JSON web APIs. Before we get into best practices for integrating APIs, lets look at some examples of successful business uses.

AT&Ts API programs let its partners automate voice and video calls and text messages and help them access AT&T Labs technologies, such as speech translation. AT&Ts APIs generate more than 7.8 billion calls per month, and this efforts just getting started its enterprise API program launched just over a month ago. The company sees its main challenge as evolving from selling finished products to helping enterprise customers create finished products. Meanwhile, Bechtel, the largest construction and engineering company in the US, built APIs to connect workers with data across incredibly diverse business environments. For example, its connecting analysts in the US with on-site contractors overseas to make sure deliveries are on time and meet specifications. A quick picture from an iPad camera and contractors can get on with their jobs, while cost- and quality-control experts compare what was promised with the reality. Christian Reilly, manager of demand management at Bechtel, sees the companys API strategy as helping it succeed in a multispeed environment, where some systems must be built slowly (and some old systems have to stay), but others have to be developed quickly. A few other examples: Alaska Airlines
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switched from a clumsy, tacked-on mobile website to a set of APIs that allow retrieval of flight schedules, reservations, and cargo and baggage information. That effort has led to a number of mobile apps that have proved much more successful than the mobile website. Rovi, a provider of entertainment metadata for companies including Pandora and Spotify, switched from distributing its data as flat-file databases to using a RESTful API, which lets it be more flexible with its licensing contracts while giving it much greater control the data stays in-house, and APIs can be altered as needed. Edmunds.com has grown into one of the worlds best sources for automotive data, and its API strategy has been a big part of its most recent successes, enabling it to stop individually managing code for each partner and instead focus on maintaining and improving a standard set of APIs. Less effort, more scalability. For ideas, check out the @EdmundsAPI Twitter account, which highlights new use cases, implementations and improvements in its API program in a developer-friendly context. Sold on the benefits of APIs? Great. But lets be clear: IT organizations cant move unilaterally. APIs exist to serve business needs, so dont write line one of code until you have a

API Best Practices

1. Usage tiers are a smart idea. Your API need not be either free or premium. Consider the Google
Maps API; its one of the most-used embedded APIs. Google provides free access for most users, but if youre using it for something like a for-profit fleet management or asset tracking app, you need a Google Apps for Business license. This lets small developers get their apps off the ground and ensures that Google retains that business later.

2. Dont skimp on samples. Getting developers to use your API is critical, and sample code, even
full SDKs, will help attract them. Microsoft offers a rich set of API samples in its .NET Lync SDK for extending collaboration features to apps.

3. Think about the end customer. As we discuss in our column on apps versus Web, if your API
doesnt let people do something really useful, you may as well not bother. An example is Walgreens APIs for prescription refills using the camera on a smartphone.

4. Content is a product. The Guardian offers open APIs that enable third parties to syndicate content, up to 1 million articles, in tiers from free to partnerships with content in exchange for a cut of revenue. If you make great content, consider sharing it via an API. 5. APIs and mobility are better together. As 3scale explains, an API-centric approach to a mobile strategy creates a stable abstraction layer between internal resources and a changing set of external applications, device types and partners. Twitter and Starbucks are top examples.

6. Never assume your API cant be found. Even closed, or dark, APIs may be discoverable,
sometimes with security implications. A closed API may make the most sense for your business, but be careful not to inadvertently leave a back door open. This happened to Hulu last year, when news of an undocumented REST API that returned internal data came to light.

clear business case. And that begins with deciding how core APIs will be to your company. Some experts, including Daniel Jacobson,

the creator of the NPR API and the current director of engineering for the Netflix API, see APIs as a tactic, not a strategy. Others,
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including 3scales Willmott, counter that the business benefits of APIs are so significant that they may end up driving the companys direction. Our take is that any organization that develops software for internal or external use should be working on an API strategy. As with shadow IT, where your employees will sign up for Dropbox if you dont provide a similar, sanctioned service, your developers will define your API strategy if you dont. You cant afford to sleep while your competitors build smooth on-ramps into their systems for

your current and potential partners. The steps to a successful API break down into three sections: Define the business need, implement the API technically and maintain the API. CAs Sirota identifies three business benefits of implementing an API: reaching new customers, creating new revenue and making processes more efficient. If you cant realize any of those benefits from an API project, dont bother. Not sure where to find the business benefits? 3scales Willmott sees five common API use cases:

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Scripting Expertise
Does your network or systems team have personnel who can write and maintain scripts that enable integration with the APIs used to automate deployments?

Dont know

13%
No, and no plans

Yes, and theyre experts

21%

9%

19%
No, but were working on it

38%
Yes, but were just developing this skill set
Data: InformationWeek DevOps Survey of 318 business technology and application development professionals, October 2013
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>> Become a platform. If there are 20, 40, 100, or more partners that could build valueadded services on top of your existing products, build an API to become a platform. >> Enable distribution. If you have partners that could rebundle, repackage, or resell your products (physical, digital, or services), build an API to reduce friction. And dont be like those catalogue merchants that simply divulge product lists let your partners complete transactions and share in the revenue. >> Build for mobile. You may already have one or more mobile apps, but unless youve put a proper API in place, building for addiHalf a day or even maintaining and tional platforms 10 to 30 minutes improving what you 9 have can be a night8 More than a full day mare. Mobile commerce is an up-and-coming 1 7 driver. In our InformationWeek Mobile Com6 merce Survey, 51% of telecom pros involved 5 in their companies mobile commerce strate4 gies say their companies support open API 2 programs. 3 >> Enhance your reporting and collaboration. Enterprises have a mix of on-premises client-server software, Less than six months intranet applications and SaaS and, usually, terrible 10 to 19 reporting. Gathering combinations of data from all your critical systems and services is vital for getting useful reports, and these
89 7 1
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combos can be built through APIs much more efficiently than alternative methods. In particular, can we all finally dump slow, clunky protocols, such as EDI and AS2, that are just shuttling data around via FTP and dont help at all when it comes to combining information and worse, are implemented differently by different entities? Instead, with a good API strategy, a company can expose valuable data in particularly useful ways, standardize reporting, boost collaboration, and make business insights easier to uncover. >> Empower your marketing team. An agile marketing team with API access to key operational data can create cool materials, presentations, and even Web-based ROI calculators on the fly. Once youve found your business case, build the API. Apigees Ramji warns his customers not to get hung up on technology choices: Democracies hate governance but love curation. Instead of dictating technology, focus on the core concerns youd have with any software development project that has a decent number of users: design, security, and documentation. From a design standpoint, recall the words of Bechtels Reilly on multispeed develop-

VENDOR LANDSCAPE

API Management Firms

f all this API management sounds like a lot of work, dont fear. Theres a fastgrowing industry helping organizations manage most of the tricky, annoying elements of running APIs. Companies including 3scale, Apigee, Layer 7, and Mashery sell platforms and services that handle the complicated yet mundane elements of supporting APIs, like providing a unified authentication infrastructure and front end to a variety of internal APIs.

These vendors have expertise in handling the particulars of access control, integration with various systems and providing useful resources to developers. Each vendor services a slightly different constituency, from enterprises with most of their infrastructure on-premises to cloud-based organizations. It pays to engage the right expert to help your developers focus on business-specific projects as opposed to reinventing the wheel.  Joe Masters Emison is the OAuth authorization framework, which lets users authorize one party to perform transactions with another party on the users behalf; an example is authorizing LinkedIn to post tweets for you, without giving LinkedIn your Twitter password. Beyond authentication, think about how youll restrict API usage: rate-limiting (per second, per month, per kilobyte); restricting access to different data points based on user type; and having a variety of user roles. Last but not least, create documentation that makes it as easy as possible for developNovember 2013 11

ment environments. Some APIs wont need robust architectures or strict service-level agreements for example, a marketing team setting up an API strictly for internal use. For other APIs, designs must scale, be flexible for future enhancements, and be capable of integrating with various systems SAP, mainframes, Oracle, Salesforce.com. A common factor limiting performance is the speed of on-premises systems, Masherys Zazueta says, so design and set expectations accordingly. The most common choice for API security

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ers to work with your API. In the best cases, these instructional assets go beyond dry-astoast manuals; think videos and Web sandboxes like what Google offers. Zazueta recommends that you think about the developer experience with your API just as much as you think about the user experience with your website and mobile apps. Youre not done once youve implemented your API; youve just started, in fact. In addition to supporting in-house developers, consider the ultimate end users of your API, such as dev teams at partners and suppliers or even mobile app developers. Just as you might reach out to focus groups of longtime customers of your companys products, cozy up to the biggest users of your API, regardless of whether they discovered it published on the Web or have been a partner for years. See what they like and dont like about it. Your APIs are products, and you need to treat them as such. Where Do We Go From Here? Remember the uproar when an internal rant former Amazon employee Steve Yegge wrote to his co-workers at Google went public? Yegge was referencing a long-standing mandate by Amazon CEO Jeff Bezos to Ama-

zon employees requiring that each team expose its data and functionality through interfaces, and that all interteam communications be conducted through those inter-

Mobile apps are much chattier than desktop Web applications, sending 20 to 30 small messages. They require a different strategy.
Sam Ramji, VP of strategy at Apigee

faces: There will be no other form of interprocess communication allowed: no direct linking, no direct reads of another teams data store, no shared-memory model, no back-doors whatsoever. The only communication allowed is via service interface calls over the network. Oh, and all interfaces were required to be designed from the ground up to be externalizable. As one commentator to the rant exclaimed, Think about what Bezos was asking! Every team within Amazon had to interact using Web services. If you were human resources and you needed some numbers from marketing, you had to get them using an API.

Not every company is like Amazon, but is this a vision that will gradually take over every enterprise, or are there limits to the penetration of APIs? CAs Sirota thinks the era of enterprise-as-a-service is coming, and that the future looks like highways of business processes connected through APIs. For Sirota, the enterprise becomes a platform by first having departments integrate via APIs, then the CIO sees significant cost efficiencies in shared services, and eventually, 20 separate, successful APIs become one single API platform. Consider how Amazon has gone from a Web bookstore to a product-selling platform, and from selling shipped goods over the Internet to actually selling pieces of its infrastructure on demand thats the power of a service-oriented architecture. And dont think you have to rewrite everything to get there; Sirota sees a lot of retrofitting going on, which he describes as not as hard as you thinkits a known problem with a known solution. In short dont bet against software, or the APIs that accelerate its interconnectivity. Joe Masters Emison is CTO of BuildFax. Write to us at iwletters@ubm.com.
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District Sales Manager, Vanessa Tormey (805) 252-4357, vanessa.tormey@ubm.com Account Director, Ashley Cohen (415) 947-6349, ashley.i.cohen@ubm.com Account Director, Vesna Beso (415) 947-6104, vesna.beso@ubm.com Account Director, Matthew Cohen-Meyer (415) 947-6214, matthew.meyer@ubm.com

SALES CONTACTSMARKETING AS A SERVICE

Director of Client Marketing Strategy, Jonathan Vlock (212) 600-3019, jonathan.vlock@ubm.com

SALES CONTACTSEVENTS
Senior Director, InformationWeek Events, Robyn Duda (212) 600-3046, robyn.duda@ubm.com

SALES CONTACTSEAST
Midwest, South, Northeast U.S. and Canada VP & National Co-Chair, Business Technology Media Sales, Mary Hyland (516) 562-5120, mary.hyland@ubm.com Eastern Regional Sales Director, Michael Greenhut (516) 562-5044, michael.greenhut@ubm.com District Manager, Jenny Hanna (516) 562-5116, jenny.hanna@ubm.com District Manager, Cori Gordon (516) 562-5181, cori.gordon@ubm.com

MARKETING
VP, Marketing, Winnie Ng-Schuchman (631) 406-6507, winnie.ng@ubm.com Director of Marketing, Monique Lutrell (415) 947-6958, monique.luttrell@ubm.com Marketing Assistant, Hilary Jansen (415) 947-6205, hilary.jansen@ubm.com

informationweek.com

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