New York, NY -

Geoffrey Sanders

Casper Senior Vice President, Growth

Geoffrey Sanders is Senior Vice President of Growth at Casper.  He joined Casper in July 2018. 

Geoff leads the team responsible for customer acquisition and retention efforts spanning all paid media, on-site conversion, and CRM strategy and execution.  Geoff also manages the North America eCommerce P&L. 

Prior to joining Casper, Geoff was VP of Growth & Customer Marketing at Betterment.  He led the team responsible for all performance marketing across the customer lifecycle: acquisition, site optimization, onboarding, engagement, and retention.  Geoff joined Betterment in November 2016.

Prior to joining Betterment, Geoff was VP of Digital Marketing, CRM & Loyalty for Gilt and Gilt City, and before that, spent almost 10 years in Citi’s U.S. Consumer businesses, where he held a number of marketing roles across traditional and digital channels.   Geoff also worked in marketing at Gillette, in corporate strategy and marketing at Capital One, and in strategy consulting at Mitchell Madison Group and Sapient.

Geoff received Bachelor of Science degrees in Economics and Biology from the Massachusetts Institute of Technology, and an MBA from the Kellogg School of Management at Northwestern University. 

Geoff is a member of CommerceNext’s Advisory Board, General Assembly’s Marketing Standards Board, and on the board of his condominium.Geoff is a member of CommerceNext’s Advisory Board, General Assembly’s Marketing Standards Board, and on the board of his condominium.

Meet Geoffrey at:

Forecast 2019 – Fighting the Attention Wars
Date/Time: 9:00 AM
Consumer attention is as fleeting as it is fragmented, and paths to purchase are as chaotic as they are individual. We ask leading media buyers and brands to reflect on their allocation bets for 2019 and what understanding of consumer attention and decision-making informed them? How have consumer behaviors, brand safety, walled gardens, transparency and the increasing invisibility of advertising shaped their thinking and planning? What has caused them to shift dollars one way or the other? And what course corrections may be necessary by year’s end?

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