We held our Deliverability Summit earlier today, and had a great turn out – probably around 45 or 50 clients, friends and industry colleagues on hand. We’ll have more about the event later, but I just wanted to quickly share a short post based on my remarks at the beginning of the event. In looking at deliverability, my relatively external viewpoint is that the job of deliverability folks basically boils down to two types of activities – the proactive and the reactive.

On the proactive side, your job is to monitor, coach and improve on the marketing practices within your organization. To push for improved list management, more relevant content, and simpler systems for your customers to control what they do and don’t receive. You comply with the relevant rules and guidelines from your various receiver partners, setup and manage authentication and feedback systems, etc.

On the reactive side, your job is to catch messes before they occur – those due to malicious or compromised customer, bad internal practices, or overly aggressive heuristic systems at receiver partners. This is the “2am call” or what my fellow panel member Josh Aberant call “the pager challenge.”

Our view at Message Systems is that our products should make those jobs as easy as possible, by automating the rote and repetitive parts and by making the other parts straightforward for a person. To paraphrase one of the Perl programming language mantras: “we strive to make simple tasks automatic and hard ones easy.”

In 2008, when Dave Lewis was contemplating joining Message Systems, the two of us sat down to talk about deliverability. Of primary interest was what we, a software infrastructure company, could do to not only report on deliverability, but to proactively improve it as well. What we agreed upon was that while deliverability is fundamentally an issue about practices, it is technology that enables good practices to be deployed, and which makes them effective.

Adaptive Delivery® is the embodiment of those visions – a tool that allows companies without dedicated deliverability staff to achieve much better standards compliance and improved reactive capabilities. It’s also a tool by which deliverability professionals can simplify the rote components of their day and focus their efforts on strategic challenges, and the ‘human’ component of their jobs.