17615: On Escalating The Exclusivity Of Account Reviews In Adland.

 

Advertising Age spotlighted a twist on account assignments, whereby a brand charged its White media agency to conduct a creative review for its first White advertising agency.

Or was it really a twist? It’s not the first time a pitch turned into an exclusive, closed, and clandestine affair—although the scenario offered an uncommon maneuver to maintain the status quo in Adland.

The brand is Humann. Yet the new partnerships appear to favor White humans.

P.S. to Humann: Your self-hype boasts being “The trusted name in cardiovascular health.” Research shows people of color in the US are at increased risk of cardiovascular disease and poor disease outcomes. Did you choose the best media and advertising partners to reach such critical audiences?

How media agency Eden Collective conducted a creative review for one of its clients

By Brian Bonilla

When cardiovascular-health supplement company Humann went looking for its first creative agency of record late last year, it did not hire a consultant or issue a request for proposal. Instead, it took the unusual step of asking its media agency, Eden Collective, to conduct the search.

Launched in 2009, Humann built its business around a supplement called SuperBeets that supports healthy blood pressure. The company has seen strong growth lately, expanding from a limited retail presence to more than 180,000 points of distribution in the past 20 or so months, said CEO and co-founder Joel Kocher. Humann is also diversifying into cardiovascular health more broadly, with cholesterol, blood sugar, omega and CoQ10 products.

“Our aspirations changed. Our ambitions changed. So naturally, the way you run your business has to change along with that,” Kocher said.

Eden was managing Humann’s media when Kocher began reconsidering the company’s in-house creative model. When he laid out his ambitions to Eden CEO and founder Alison Monk over coffee in New York, she was frank: “I don’t think you’re going to get there without an ad agency; a creative agency that can deliver the goods,” she recalled telling Kocher.

Monk initially suggested hiring a search expert. But Kocher persuaded Eden, which it had already entrusted with its strategy and business data, to lead the assignment. (Eden was hired as Humann’s media AOR in February after previously working on a project basis.)

How the process worked

That coffee meeting led to a four-week process that replaced lengthy questionnaires and rounds of pitching with a detailed video briefing and two primary interactions: an initial chemistry meeting designed to become a working session, followed by an in-person presentation by the finalists.

Six independent agencies were initially invited before the field was narrowed to three, with Humann ultimately selecting independent agency WorkInProgress as its creative AOR. Kocher declined to identify the other contenders.

Monk, who felt up to the task because she also spent much of her career on the creative agency side at shops including Grey and Digitas, said the review’s scope was intentionally broad because Humann hadn’t yet determined if it was looking for a long-term creative agency or a shorter-term solution.

“It was an amorphous ask: What do we need?” Monk said. “So we went through a range, and Joel and I sat down and said, ‘OK, let’s look at a couple of folks that skew more project-based, and let’s also look at deeper, more AOR-like partners.’”

The review began in mid-December with a mandate to reach a decision by February, ahead of Humann’s planned retail launch of a broader cardiovascular product suite in April. Monk said Humann’s executives spent “dozens, if not 100 hours” preparing for the process.

Rather than ask agencies to complete what Monk called a “27,000-page RFI,” Eden sent agencies a video featuring Kocher and his executive team, along with supporting materials.

The extensive briefing covered Humann’s history, its origins from research conducted at the University of Texas, its Nobel Prize-winning scientific roots, and information on how nitric oxide—a key ingredient in its products—works. It also detailed the brand’s past creative, evolution from direct-to-consumer to Amazon and retail, recent packaging redesign, consumer research and customer profiles, product expansion, media strategy and competitive landscape.

Agencies had one week to review the material before a two-hour meeting with the company.

“It was a chemistry meeting, but it became a work session because of the information we were given,” said Evan Russack, co-founder and partner at WorkInProgress. “As an agency, we value those moments deeply because they allow us to ask a variety of questions—important backgrounders—but also to determine if this is right for the agency.”

Russack said the video conveyed the leadership team’s personality, passion and communication style while giving agencies unusual access to Humann’s founder and CEO from the outset.

“It was really helpful that a media agency was running the pitch, because we typically have a ton of questions related to media, and we were able to get them all answered,” Russack said.

Each of the three finalists received a $15,000 stipend. WorkInProgress used the money to research consumers’ relationship with the supplement category, then incorporated the findings into its communications strategy and creative, Russack said.

Why WorkInProgress won the pitch

To Monk, WorkInProgress stood out for its “funnel fluency” across different marketing needs. Specifically, she was looking for shops that understood the difference between what she called “salesmanship” versus “showmanship.”

“Brands with high awareness can do more showmanship and only focus on entertainment, because they don’t have to explain who they are and what they do,” Monk said. “We’re talking about a complex product in a quickly commoditized category, with lower-quality value players nipping at their heels.”

The strategic challenge was to make cardiovascular health relevant beyond older consumers or people already managing a medical condition. Humann also sought to differentiate itself in a supplement category where Kocher said few companies have meaningful clinical science. That said, he acknowledged that the company had “over-rotated on science” with previous creative focused on testimonials, especially from doctors and researchers.

All participating agencies argued Humann needed a stronger emotional connection with consumers, Kocher said.

“Our formula was: give me a point of relevancy, give me a benefit—a reason to care. Then give me the science. Then make it credible,” Russack said.

For Kocher, the defining moment came about 10 minutes into the first meeting, when he asked how the agency views the brand. WorkInProgress Creative Director Josh Shelton responded by characterizing Humann’s existing brand personality as “cool Cheerios.” Kocher embraced the comment, which he recognized as “ostensibly an insult,” because it defined the brand as a management tool for an existing condition rather than one relevant to consumers who think proactively about wellness, longevity and performance.

“I thought, ‘Finally, someone had the guts to call it for what it was,’” Kocher said. “For me, that was the defining moment. I’d made up my mind right then. Ten minutes in, it was game over.”

Kocher actually bought a box of Cheerios that he planned to send the agency—but WorkInProgress beat him to it. Two days after the meeting, a package arrived at Humann via FedEx, with Cheerios boxes decorated with what Kocher described as “cool Ray-Ban shades” stickers.

The process also convinced Kocher that Humann needed an AOR rather than a project shop.

The first campaign, backed by an investment “approaching $50 million,” according to Kocher, will break in early October.

Monk said Eden does not intend to turn agency reviews into a business line. Its role grew from its knowledge of Humann and its position as a strategic marketing partner, she said.

Russack had not previously encountered a creative review run by a media agency, but said he wouldn’t be surprised if this becomes more common.

“We’re all looking for really good partners who have subject-matter expertise we don’t possess, and have a working style that matches ours so we can deliver results for brands,” he said.

17560: On Novo Nordisk US Media—From Rumor To Reality.

 

MediaPost confirmed rumors the trade publication spread yesterday, reporting Novo Nordisk awarded its US media account to Omnicom.

The news happened so quickly, MediaPost didn’t even bother changing the image depicted above of Novo Nordisk flags.

Expect single White operating company WPP—which had handled the media duties since 2020—to rose, er, raise a White flag.

Novo Nordisk Awards U.S. Media Account to Omnicom

By Steve McClellan

Pharmaceutical company Novo Nordisk has awarded its U.S. media assignment to Omnicom following a review, the company has confirmed.  

The firm spends upwards of $600 million annually on media, according to agency research firm COMvergence. 

The firm previously worked with WPP on the account. WPP’s Wavemaker was awarded U.S. duties in 2020 after a review.  

There were rumors circulating earlier this week that NN had completed the review and that Omnicom came out on top. However, at the time a spokesman for the pharma company said that no award had been announced to the contenders. That was late Tuesday afternoon. 

But now the appointment is official. Here’s the company’s statement:  

“Novo Nordisk has selected Omnicom as our agency-of-record to manage media buying in the U.S. beginning in Q4 2026.  

“We look forward to working with the Omnicom team as we continue to scale consumer-focused strategies and connect with patients through emerging channels and technologies, helping bring even greater awareness of our medicines to people living with chronic conditions such as obesity and diabetes.”

Last month Novo Nordisk filed a lawsuit against rival pharma company Eli Lilly for allegedly false GLP-1 advertising. The two companies are fierce competitors in the GLP-1 weight loss drug category. NN founded the category with the launch of Wegovy and Lilly followed with Zepbound.

17506: On Hiring At White Healthcare Agencies In The AI Era.

PharmaLive published a perspective on how AI impacts hiring at White healthcare agencies.

 

The opinion piece is questionable on a few levels.

 

First, the authors are HR executives. Sorry, but HR does not make hiring decisions at White healthcare agencies—or any White advertising agencies or firms in Adland. The viewpoints on the topic, therefore, lack credibility, authority, and professional expertise.

 

Next, the article feels like it was crafted via AI, which sorta makes sense given HR executives are not writers, typically only capable of drafting descriptions of basic benefits and simple policies. Using AI to write about AI, however, is lazy, shameful, and hackneyed.

 

Of course, the nearly 1000-word exposition on hiring makes no references to DEIBA+ considerations.

 

Finally, the content is illustrated with an AI-generated image (depicted above) featuring a hand with six fingers. That PharmaLive editors and designers approved the graphic underscores a simple reality: pharmaceutical advertising sucks.

 

The AI-era interview: What healthcare agencies are really hiring for

 

By Beth Bogacz and Lexi Abbagnaro, AbelsonTaylor Group

 

AI has quickly become part of the hiring process on both sides of the table. Candidates are using it to write resumes, polish portfolios, rehearse and answer interview questions, and generate writing samples. Agencies are simultaneously exploring how AI can improve recruiting efficiency, support onboarding, and accelerate workflows across departments.

 

But as AI becomes more embedded in the hiring experience, it is also exposing something important about healthcare marketing talent: The abilities agencies value most are increasingly the skills AI and automation struggle to replicate.

 

That tension is especially visible in medical advertising, where the work depends on a combination of strategic thinking, scientific understanding, collaboration, and communication. Candidates may arrive with increasingly refined materials, but polished documents alone do not tell recruiters whether someone can navigate a difficult client conversation, synthesize conflicting feedback, or contribute meaningfully to a brand team operating under pressure.

 

When every resume looks impressive

 

The interview itself has become more revealing than ever. Over the last year, we have seen a noticeable shift in how candidates present themselves during the application process. AI tools now make it easy to create resumes and writing samples that appear highly sophisticated, regardless of experience level. In many ways, that is the new baseline. Candidates are encouraged to submit professional, well-organized materials, and most people will use available technology to help accomplish that.

 

The challenge is determining where AI assistance ends and authentic capability begins. That distinction usually becomes clearer in conversation. In interviews, candidates have to think in real time. They have to explain how they approached a problem, describe why a campaign worked or failed, and demonstrate how they collaborate with others. Those moments reveal far more than a perfectly formatted resume ever could.

 

The interview as the new litmus test

 

We have also encountered situations where candidates appeared to be actively relying on AI during interviews themselves. Sometimes the signs are subtle: delayed responses, eyes moving to another screen before answering the question, polished answers that contrast with hesitant or less articulate opening remarks. These inconsistencies in the interview rhythm can disrupt the flow of conversation and make it difficult to assess how the candidate actually thinks.

 

That does not mean candidates should avoid AI altogether. In fact, many are using it productively, preparing for interviews through mock questions, role-playing scenarios, or refining how they communicate their experience. The issue is not whether candidates use AI. The issue is whether they can function independently without the technology.

 

Why human judgment still matters

 

Within healthcare communication agencies specifically, that distinction matters because so much of the work depends on judgment. Teams are constantly balancing scientific accuracy, client expectations, regulatory considerations, and audience needs. There is rarely one perfect answer. People have to navigate ambiguity, make decisions with available information, and communicate clearly across disciplines. Those are deeply human skills.

 

Emotional intelligence remains one of the clearest differentiators in hiring conversations today. So does curiosity. Candidates who ask thoughtful questions, actively listen, and engage in genuine discussion tend to stand out quickly. Creativity also continues to matter, particularly the ability to challenge assumptions or generate unexpected ideas within highly regulated environments.

 

AI can accelerate execution. It can summarize information, organize thoughts, and improve efficiency. But it still cannot replicate the instinct behind a strong strategic insight or the interpersonal awareness required to build trust with clients and colleagues.

 

New expectations for emerging talent

 

There are changing expectations for junior talent as well. Increasingly, entry-level candidates are expected to arrive with at least baseline familiarity with AI tools and an openness to experimenting with new technologies. In many cases, early career professionals are introducing workflows or tools that more established teams may not yet be using. What matters most is adaptability.

 

Healthcare marketing has always evolved alongside changes in media, technology, and consumer behavior, but the pace of change is different now. Candidates who thrive tend to be the ones comfortable learning continuously, working across functions, and wearing multiple hats when needed. That is especially true at small and midsize agencies, where collaboration across departments is often essential to how work gets done.

 

The rise of ‘power skills’

 

The industry is also placing greater value on what many organizations now call “power skills”: cross-functional thinking, communication, adaptability, and strategic leadership. Those qualities consistently surface in recruiting conversations across levels and disciplines. While leadership expectations naturally increase with seniority, even junior employees are expected to collaborate across teams and contribute beyond defined responsibilities.

 

At the same time, hiring teams have become more intentional about how they assess authenticity during interviews. Behavioral and situational questions have become more and more important because they help reveal how candidates think, process challenges, approach decisions, and communicate under pressure. It is not the specific answer that matters most but it is how someone arrives there.

 

AI fluency vs. AI dependence

 

So far, AI has not fundamentally changed the structure of many hiring exercises within healthcare agencies. Case studies, writing assignments and role-specific exercises were already common practice long before AI became prevalent. What has changed is the conversation surrounding them. In some cases, candidates may even be encouraged to use AI tools as part of the exercise, depending on the role. Familiarity with AI is becoming part of professional fluency. But fluency is not the same as dependence.

 

The candidates who stand out today are usually the ones who understand how to use AI as an enhancement rather than a substitute. They know how to leverage technology to improve efficiency while still bringing original thinking, strong communication, and independent judgment to the table. That balance is becoming one of the defining hiring questions for healthcare agencies.

 

The future workforce will almost certainly be more AI-capable than the one before it. The agencies that succeed will not be the ones trying to avoid that reality. They will be the ones that learn how to identify talent capable of combining AI technology with the human skills healthcare marketing still depends on most.

17493: Staying Abreast Of Pharmaceutical Advertising.

 

Big Pharma conference season prompts promotional pap like the animated bus stop signage depicted above.

 

Questionable media placement aside, AstraZeneca positioning itself as Pioneers in Breast sounds… odd.

 

The dubious title feels more suitable for hyping a strip club or pornography website.

 

Plus, the animated breast image is arguably NSFW—making OOH a controversial tactic choice.

 

It all underscores an Adland reality: pharmaceutical advertising sucks. Or suckles, in this case.

17470: On Deep-Seated Racism.

 

This campaign for Brazilian Men’s Football Team Corinthians—titled “Racists Have No Seat Here”—was produced by End to End and AREA 23 in Brazil. The concept is explained as follows:

 

After Palmeiras goalkeeper Carlos Miguel was racially abused during a match at Corinthians’ Neo Química Arena—and the individual responsible could not be identified—the club made an indefinite, visible intervention: it removed the seat from the section where the incident took place. In its place is a message reading, “Here, racism has no place. And never will,” along with a QR code that directs fans to educational resources on how to identify, document and report racist behavior during matches. The idea is simple, but hard to ignore: if racism cannot be allowed a place in the stadium, then the seat itself had to go. The empty space becomes the message.

 

The campaign, created with Corinthians and End to End, was developed with AREA 23’s creative leadership and is designed as both a symbolic act and a practical reporting tool turning an unidentified act of hate into a reminder of collective responsibility.

 

To call the tactic “a practical reporting tool” is ludicrous. After all, how many stadium visitors or sports fans might even be aware of the campaign, let alone see the missing seat message?

 

And why would a healthcare agency be involved in such an endeavor, except with the self-absorbed intention to submit the work for awards?

 

If the true objective is communicating people have a responsibility to report acts of hate against racial and ethnic minorities, start by calling out the systemic racism prevalent at AREA 23 and its new parent Omnicom.

17444: FCB Health Transformed To Olixir.

 

Omnicom published a press release announcing the White healthcare agency formerly known as FCB Health New York is being renamed Olixer New York, partly because the FCB masthead was erased when Omnicom acquired the White holding company formerly known as IPG.

 

The name combines the Omnicom ‘O’ with ‘elixir’ to underscore the mediocre creativity prevalent in pharmaceutical marketing.

 

The move also underscores the shuffling shitshow resulting from the acquisition.

 

Most of the White advertising agencies were blended into legacy mastheads including TBWA, BBDO, and McCann—all under the umbrella of Omnicom Advertising.

 

Olixir likely launched to appease clients and address conflicts—also underscoring Omnicom’s commitment to the health and wellness of its shareholders.

 

BTW, the name isn’t original, as evidenced by the logos below.

 

FCB Health New York Becomes Olixir New York, Launching a New Global Brand for Omnicom Health

 

Rebrand marks the evolution of one of healthcare marketing’s most awarded agencies, with plans to expand the new brand beyond the US

 

NEW YORK, April 15, 2026 – Omnicom Health today announced that FCB Health New York, one of the most awarded agencies in healthcare marketing, is rebranding to become Olixir New York – the first chapter of a new global brand that’s launching in the US and will soon expand to additional markets. The move marks the next evolution of Omnicom Health’s healthcare professional and consumer advertising offering, pairing the agency’s legacy of creative excellence with the scale, connectivity and AI‑enabled capabilities of the broader network. Proven network veterans Linda Bennett and Kathleen Nanda will continue to lead as President and Chief Creative Officer, respectively.

 

“FCB Health NY has never stood still, and Olixir NY reflects that same drive to keep evolving for clients and relentlessly seeking what’s next,” said Bennett. “We’re building on a powerful legacy with a brand designed for what modern healthcare marketing demands – bold thinking, deeper connectivity and access to the full strength of Omnicon Health’s talent, capabilities and intelligence.”

 

Olixir takes inspiration from the word ‘elixir’ and marries it with the Omnicom ‘O’ to demonstrate the magic that happens when its storied success, creative and strategic prowess and commitment to innovation are paired with the breadth and depth of the interconnected network’s vast resources and AI‑enabled capabilities.

 

“Our evolution to Olixir NY reflects exactly who we are – fearless creators and thinkers who stop at nothing to improve lives,” said Nanda. “Our clients trust us to spark understanding, shift mindsets and show people there is a better way. That drive comes from one question we ask ourselves every day: Where else? Where else will you find a bench this deep that leads with grit, passion and ingenuity? The answer has pushed us into our next era.”

 

This transformation comes on the heels of a momentous 2025 for the agency, with wins including “Agency of the Year – Category I” at the Manny Awards and multiple prestigious creative award wins across shows including The One Show, D&AD, London International Awards, MM+M Awards, Creative Floor Awards and more. Its renowned and award‑winning Snowball, The Trial for #ClinicalEquality and Disappearing Doctors campaigns are in their second, fifth and seventh year, respectively, demonstrating the agency’s longstanding commitment to important causes and using their creative firepower for good.

 

About Olixir New York

 

Olixir NY is a full‑service healthcare marketing agency built on the legacy of FCB Health New York, one of the industry’s most awarded agencies. Combining creative excellence and strategic depth with the scale, connectivity and AI‑enabled capabilities of Omnicom Health, Olixir NY helps health and life sciences brands spark understanding, shift mindsets and drive meaningful impact. Powered by Omni and Acxiom’s unparalleled life sciences data, Olixir delivers faster, smarter, more human solutions for clients across the healthcare landscape. Olixir NY is part of Omnicom Health, the world’s leading healthcare marketing communications network. Visit OlixirNY.com to learn more.

 

About Omnicom Health

 

Omnicom Health is the world’s leading and most awarded healthcare marketing communications network designed to accelerate intelligent growth for health and life sciences brands. Uniting best‑in‑class healthcare professional and consumer advertising agencies and specialized capabilities including patient engagement and support, medical communications, market access and more – we deliver connected solutions that drive measurable impact across the full healthcare landscape. Powered by Omni and Acxiom’s unparalleled life sciences data, we drive faster, smarter, human solutions for clients including Fortune 500 pharma and life sciences companies and countless startups, biotech and biopharma companies. We are part of Omnicom (NYSE: OMC). Learn more at omnicomhealth.com.

17427: Yo, Dawg.

Does Simparica Trio think dogs love hip hop too?

17401: FCB + IPG = WTF.

This actual job listing posted March 11, 2026, seeks a VP Creative Director for FCB Health in the IPG Health network.

 

Um, FCB and IPG are DOA.

17386: BHM 2026—AbelsonTaylor Group.

For 2026, it’s been disturbing how most White holding companies and White advertising agencies ignored Black History Month.

 

Equally disturbing is seeing campaigns from the few firms acknowledging the annual event.

 

AbelsonTaylor Group—a pharmaceutical marketing firm—proudly recognized Black pioneering figures in health and wellness.

 

Side effects include eye rolls, head shaking, and vomiting.

17293: Kenvue Prevue & Revue.

 

Advertising Age reported Kenvue completed a dizzying pitch, choosing WPP and Publicis Groupe as its new White holding companies to handle global creative and media duties, respectively.

 

An official statement declared, “This powerful combination gives Kenvue the strongest blend of enduring creativity and modern precision to elevate brand building.”

 

Pharmaceutical promotional PR clearly doesn’t undergo the same rigorous scrutiny as pharmaceutical marketing. Terms like “the strongest blend of enduring creativity” and “elevate brand building” would never gain approval from any regulatory committee.

 

The awarding and announcement also expose symptoms of ailments in Adland.

 

First, all global corporations will choose exclusively among six White holding companies to service portfolio brands.

 

Second, there will be no mention of distinct White advertising agencies, as White holding companies have orchestrated the commoditization of Adland, whereby people, places, and practices are repetitive, redundant, and replaceable.

 

Finally, the Tylenol maker should know “the strongest blend of enduring creativity and modern precision to elevate brand building” is useless against the marketing mayhem generated by President Donald J. Trump.

 

Kenvue selects Publicis and WPP after global creative and media agency review

 

By Ewan Larkin

 

Tylenol maker Kenvue has selected Publicis Groupe and WPP as the winners of its global creative and media agency review.

 

The review spanned media, brand and production. Brand work included creative, influencer, healthcare professional communications, shopper and commerce. Kenvue said in a statement that WPP will handle creative and production for all brands except Neutrogena, while Publicis will manage media, influencer, commerce, healthcare professional support and technology, in addition to creative and production for Neutrogena.

 

“This powerful combination gives Kenvue the strongest blend of enduring creativity and modern precision to elevate brand building,” Kenvue stated. “We are very grateful for the tremendous partnership of Mediasense who supported the review and deeply appreciative of all the exceptionally talented teams who participated in the pitch.”

 

Kenvue’s media roster previously included Interpublic Group of Cos. globally and Publicis, which oversaw Asia-Pacific, while creative duties were handled by Interpublic’s FCB and Deutsch, Omnicom’s BBDO and Stagwell’s Doner. Omnicom also competed in the review, Ad Age reported in October, pitching the business alongside IPG, which it acquired in late November.

 

WPP and Publicis deferred calls for comment to the client. Omnicom declined to comment.

 

The pitch aimed “to allow us to simplify how we work, enhance executional excellence, and better align our partners to support our global growth agenda,” Kenvue previously said in a statement.

 

Kenvue spent $1.6 billion globally on advertising last year, according to its most recent annual filing, up from $1.3 billion in 2023.

 

The company has been under pressure of late due to the Trump administration declaring that Tylenol, one of its flagship brands, is a potential cause of autism. However, motivations for the review went well beyond Tylenol for the company, which also markets such high-profile brands as Listerine, Neutrogena, Aveeno, Band-Aid, Motrin and Johnson’s Baby.

 

The decision follows Kenvue’s recent appointment of Jon Halvorson as chief marketing officer. Halvorson joins from Oreo maker Mondelēz International and brings experience from both Publicis and Omnicom.