A Conversation with Eric Shih, Chief Operating Officer, Cedara
Welcome to Industry Perspectives – Onetag’s series spotlighting leaders who are shaping the future of programmatic and ad tech. Each edition features real voices from the field, sharing insights, lessons learned, and visions for what’s ahead.
In this edition we’re delighted to feature Eric Shih, Chief Operating Officer, Cedara, whose unique career path features a diverse range of roles and businesses focused on transformation.
Here’s what Eric shared with us:
What trend are people in the industry not paying enough attention to?
From a sustainability perspective, the quality and granularity of the data which is needed for both measurement and optimization.
Previously there was a heavy reliance on estimates and averages – other providers using estimates and averages, agency calculators etc. Now we have a global industry standard framework with the GMSF promoting greater accuracy of measurement through supplier level data.
We’ve proven those benefits with our partners, and I think you’ll see a big push in data collection from the buy side from agencies and brands as we head into 2026 as more parties align with the GMSF.
When you look at the digital ecosystem today, if you could hit a reset button, what would you change?
The number one change for me is fragmentation. There are too many platforms, too many measurement frameworks generally. I think we see misaligned incentive structures are part of the cause of this, and are probably another area that I would think about resetting.
Ultimately, the winners here are not publishers and independent ad tech, but the big tech companies. They consolidate more power due to the fragmentation.
What makes your company different from the rest?
There are three areas of differentiation.
First, we have end-to-end measurement. We believe sustainability starts with the organization, so we developed our solution to tackle sustainability at a corporate level, and across all media.
The second piece is standards compliance. As I mentioned, we support global industry standards such as GMSF. We do not develop our own methodologies. Ultimately you need standards to scale and benchmark performance, otherwise you’re comparing apples and oranges.
The last area is supplier level data, which as I mentioned we’ve proven with the IAB results in not only better accuracy, but also typically improves sustainability metrics when measuring using actual data instead of proxies and estimates. Today we have the largest graph of sustainability data in the media industry.
What challenges keep you up at night – and how are you tackling them?
Are we doing enough – not just at the company and industry level – but from a societal perspective with respect to driving impacts and sustainability?
We’re seeing energy challenges globally, political friction, and obviously temperatures are not going in the right direction. I think we need systemic change. We need all industries to contribute.
I’m very focused on moving the needle where I have control. I’m always questioning whether I’m doing enough not only for the industry, but for my kids and their future generations, and I think when we stop questioning, we stop making progress.
Your career spans ad tech, sustainability, broadcast media, and healthcare marketing. What key learnings have you carried across these roles?
There’s really one central theme when I look across all these industries that I’ve worked in – they’ve been at the centre of what I think are major pivot points or transformations.
When I was in broadcast media and moved to digital channels. When I was in healthcare and starting in ad tech, both were at points where they moved to programmatic. Now with sustainability, it’s a sector that’s evolving under intense industry and regulatory pressure.
The key lesson I’ve taken away is that transformation is constant. You need to stay adaptable, move fast, and never lose sight of delivering value to your end customers. Fortunately, I’ve been involved in entrepreneurial environments that are really leading the way in transformation in these industries.
Having worked in both broadcast and ad tech, what do you think content providers could better understand about tech platforms – and vice versa?
This is an important question because we see history repeat itself a lot.
Content providers need to think long term when they partner with big tech platforms. They have historically licensed away control and watched platforms become dominant at their expense. For example, I saw it with Netflix – and other aggregator services – when I was in the broadcast world, and you’re now seeing it with content providers cutting deals with the Gen AI platforms. The risk here is you’re mortgaging your future for some short-term gains.
On the flip side, tech platforms obviously need to respect copyright and recognise that a healthy content ecosystem is vital – not just for business but also for society, because if we take away the economic foundation of journalism and storytelling everyone loses at the end of the day.
You currently combine roles as COO, Board Director, and Global Advisor. How do you maximize your impact and efficiency across these responsibilities?
I’ve been working in media and tech for over 20 years, and I can say I genuinely love it, which is why I’ve been in it so long. These industries live at the intersection of innovation and impact and creativity. This is what keeps me inspired every day. Whether it’s leading Cedara, or working on a board, or advising other companies, I think it’s always an opportunity to learn. Every role has allowed me to apply my past experiences while I grow and explore other new perspectives and help companies scale.
Ultimately, I see how one challenge in a business can spark solutions in another. For me it’s never about just growing one company. It’s about how do I contribute to the broader ecosystem using all the roles that and how do I support others?
That journey helps you evolve in the industry that’s constantly changing, and it’s great to blend all these different experiences.
What does good leadership look like in today’s media-tech environment – and how do you think it will evolve in the future?
Given the pace of change in this industry, adaptability is critical. Equally important is empathy – especially post-COVID – where many teams like ours at Cedara are fully remote. We have to navigate a lot of challenges that previous generations never faced.
When I look ahead, I think mission-driven leadership is going to grow in importance. Today’s younger workforce really cares about social, environmental and governance issues. Leaders who fail to reflect those values are ultimately going to struggle to attract and retain top talent – and also be less competitive in the marketplace.
You’re an Honorary Founder of the Asian American Professionals and Leaders Network. What does that role involve, and why is it important to you?
I joined as an honorary founder of AAPLN and it’s a deeply meaningful organisation for me, because it develops professional training programmes, mentoring opportunities, and networking for all its members. It’s a way to give back to the community that has helped shape who I am, but whose opportunities were very limited when I first started my career.
I’m also active in other similar organisations. I’m in Asians in Advertising and have spent time with NAMIC, which is a big organisation in broadcast media. I believe that mentorship, visibility and enabling others to succeed are super important.
I think the work feels even more important now because you see DEI initiatives getting challenged. Globally, if we want to preserve the progress we’ve made and create real opportunities, we have to stay engaged with our communities, build strong networks, and make sure that underrepresented voices can still be heard.
One of my big focus areas for the rest of my career is how do I help the next generation?
Coffee or tea?
Definitely coffee. I’m American. I think it’s practically in our DNA!
