Christine Russo, host and creator of What Just Happened, sits with Ethan Chernofsky of Placer.ai.

Placer.ai was built with privacy at its core. From its 2018 launch, the company avoided collecting personally identifiable information (PII), instead focusing on anonymized, aggregate data. This approach aligned with GDPR and CCPA regulations, allowing Placer to demonstrate that location intelligence can be both privacy-centric and commercially valuable. While this choice meant leaving some revenue opportunities (like hyper-targeted advertising) on the table, it reinforced trust, credibility, and long-term sustainability.

Two major misconceptions surfaced in the discussion:

1. Data replaces intuition. Many assumed that advanced analytics would replace industry experience and gut instinct. In reality, Placer frames data as an empowerment tool—complementary to human judgment, not a substitute.

2. Visits equal transactions. A common misunderstanding is that foot traffic should directly correlate to sales. Instead, visits represent multiple forms of value: discovery, intent, pickup, consideration, and brand engagement. This broader view reframes physical stores as multi-purpose platforms for marketing, fulfillment, and consumer connection, not just sales points.

The conversation emphasized how retail decision-making is evolving:

• From outdated tools to scalable intelligence. The industry shifted from handheld “clickers” and gut instinct toward data-driven decision frameworks that still honor human experience but make it actionable and scalable.

• The pandemic’s unexpected boost. Rather than killing physical retail, COVID-19 ultimately strengthened it, highlighting the resilience and adaptability of brick-and-mortar models.

• Data as a universal language. Placer’s insights became a common currency across verticals—real estate, retail, finance, CPG, and advertising—spurring new ways to measure impact, optimize inventory, and harmonize digital with physical.

• The future of insights in the AI era. With AI simplifying access to information, the differentiator won’t just be data but the decisions leaders make. Trust, creativity, and the ability to “zag” when others “zig” will define competitive advantage.