October, 2026.- The TV and video market is unique right now because the definition of television itself is changing. Linear TV, streaming platforms, FAST channels, connected TV, and social video have created an increasingly fragmented viewing ecosystem. Audiences have more choice than ever, but that also makes understanding viewing behavior more complex. François Gioux, Sales Director at Glance, believes the challenge is no longer simply having data—it is knowing which data matters, how to interpret it, and how to turn it into actionable intelligence.
In this interview, Gioux discusses how his background across advertising sales, sonic branding, and agency leadership shapes his approach. When he sells TV and video intelligence, he is not simply selling data. He is thinking about what that data means for a broadcaster, a platform, an advertiser, an agency, or a content producer, and how it can help them make a better decision.
Gioux also reflects on what makes an ideal strategic partnership. The most common mistake companies make is starting with what they want from the partnership rather than what they can create together. A partnership shouldn’t be a shortcut to sales. It should solve a problem, open a new market, improve a product, or create a differentiated proposition.
On the biggest opportunity for Glance in the next 12 months, Gioux points to moving even further from being perceived simply as a source of TV and video data to becoming an essential intelligence partner for the media and entertainment industry—helping clients connect the dots and anticipate what comes next.
1. From Advertising Sales to Media Intelligence: You began your career in advertising sales at RTL and M6 Unlimited, then moved into sonic branding and agency leadership before joining Glance. How does that breadth of experience shape how you approach sales for a TV and video market intelligence company?
What I find valuable about my background is that I’ve experienced the media and advertising ecosystem from several different angles.
I started in advertising sales at RTL and M6 Unlimited, so I learned very early how to understand a client’s business objectives and translate media opportunities into commercial value. Moving into sonic branding and then agency leadership gave me a different perspective: I was increasingly focused on brands, creativity, consumer behavior and, importantly, how to turn insights into ideas that clients can actually use.
Joining Glance brought those experiences together. Today, when I sell TV and video intelligence, I’m not simply selling data. I’m thinking about what that data means for a broadcaster, a platform, an advertiser, an agency or a content producer and how it can help them make a better decision.
That breadth allows me to approach sales from the client’s perspective. I want to understand the question behind the question, and then demonstrate how intelligence can solve a real business problem.
2. The Glance Sales Mandate: You’re managing the sales team across North America, South America, Europe, the UK, Australia, the Nordics, and Asia. What’s the biggest difference in how clients approach TV and video intelligence across these markets, and how do you adapt?
The fundamentals are surprisingly similar across markets: clients want to understand audiences, identify opportunities, anticipate trends and make better decisions.
Where things differ is in the maturity of the market, the competitive landscape and the way intelligence is used internally.
In some markets, clients are primarily looking for a better understanding of what audiences are watching and why. In others, the conversation is much more strategic. It can be talks around content investment, international expansion, competitive positioning or identifying the next big opportunity.
I therefore don’t believe in a one-size-fits-all sales approach. The key is to keep the same value proposition while adapting the conversation to the local market and, more importantly, to the client’s specific business priorities.
Having teams across North America, South America, Europe, the UK, Australia, the Nordics and Asia also give us a major advantage: we can combine local knowledge with a genuinely global view of television and video.
3. Expanding Strategic Partnerships: You’re focused on expanding partnerships with key players in media and entertainment. What does an ideal strategic partnership look like for Glance, and what’s the most common mistake companies make when trying to build them?
For me, an ideal strategic partnership starts with a shared ambition rather than simply a commercial agreement.
The best partnerships are those where both sides bring something meaningful to the table like expertise, data, technology, distribution, market access or relationships and where the combination creates something that neither could deliver as effectively alone.
At Glance, we have a very strong asset in our data, our methodology and our relationships with the media and entertainment ecosystem. The question is how we can combine those strengths with those of other key players to create additional value for clients.
The most common mistake companies make is starting with what they want from the partnership rather than what they can create together.
A partnership shouldn’t be a shortcut to sales. It should solve a problem, open a new market, improve a product or create a differentiated proposition. When that value is clear on both sides, the commercial opportunity tends to follow naturally.
4. From Sixième Son to Silenzio to Glance: You’ve worked at a sonic branding agency and an advertising agency before joining a data intelligence company. What did each of those environments teach you about what clients actually need, and how does that inform your approach at Glance?
Each environment taught me something different about clients.
At Sixième Son, I learned the power of a strong idea and the importance of emotion. Sonic branding is a great example of how something intangible can become a powerful business asset when it is strategically relevant and consistently executed.
At Silenzio, I developed a broader understanding of agencies, brands and the creative process. I learned that clients don’t necessarily need more information. They need clarity, perspective and ideas that can translate into action.
And at Glance, data and intelligence are at the heart of the proposition. But the lesson from my previous experiences remains very relevant: data is only valuable when it helps someone understand something differently or make a better decision.
So my approach at Glance is to avoid selling data for the sake of data. I focus on the insight, the business question and ultimately the decision that the client needs to make.
5. The TV and Video Intelligence Market: You said Glance’s data offering and client relationships are “truly impressive.” What makes the TV and video intelligence market unique right now, and where is it heading?
The TV and video market is unique right now because the definition of television itself is changing.
We have linear TV, streaming platforms, FAST channels, connected TV, social video and an increasingly fragmented viewing ecosystem. Audiences have more choice than ever, but that also makes understanding viewing behavior more complex.
At the same time, the amount of data available to the industry is exploding. The challenge is no longer simply having data but it’s knowing which data matters, how to interpret it and how to turn it into actionable intelligence.
That’s where I think Glance has a very strong position. We combine a deep understanding of television and video with the ability to turn large amounts of information into meaningful market intelligence.
Looking ahead, I think the industry will become increasingly global, fragmented and data-driven. Clients will need not just measurement, but context, competitive intelligence and the ability to identify trends earlier.
And with the acceleration of AI, the real differentiator will increasingly be the quality, depth and reliability of the underlying data and the expertise used to interpret it.
6. A Transformative Period for Glance: Glance has made significant advancements in its offerings, deliverables, and production methods this year. How do you sell a product that’s evolving rapidly, and what’s the biggest opportunity you see for the company in the next 12 months?
When you’re selling a product that is evolving rapidly, I think the key is to sell the value rather than simply the current feature set.
Clients don’t necessarily need to know every detail of how the product is evolving. They need to understand what it enables them to do better, faster or differently.
Glance is in an exciting position because we have a strong foundation. We have impressive data, expertise and long-standing client relationships while continuing to improve our offerings, deliverables and production methods.
For me, that creates a very positive sales dynamic. We can start from existing client needs and continuously demonstrate new ways in which Glance can create value.
The biggest opportunity I see over the next 12 months is to move even further from being perceived simply as a source of TV and video data to becoming an essential intelligence partner for the media and entertainment industry.
There is a huge opportunity to help clients connect the dots across markets, platforms, audiences and content but also to use intelligence not just to understand what happened, but to anticipate what comes next.
That is ultimately what I find most exciting about Glance: we are operating in a market undergoing fundamental change, and we have the data, expertise and international footprint to help our clients navigate that change.
