17460: Introducing New & Improvised WPP Commerce.

 

Adweek spotlighted the launch of WPP Commerce, an integrated team that will collaborate across the single White operating company’s four outhouses: WPP Media, WPP Creative, WPP Enterprise Solutions, and WPP Production.

 

The trade journal reported, “The creation of WPP Commerce is the first step in the holding company’s two-year turnaround plan”—aka Eviscerate28. Adweek apparently forgot the news it recently published stating WPP is no longer a holding company.

 

Whatever. It means drones handling commerce-related duties (e.g., shopper marketing and display design) won’t find themselves pruned like PR practitioners or others that don’t fit in the publicly undisclosed WPP strategic vision—pending identifying redundancies and restructuring RIFs.

 

WPP Commerce will be led by a White man who formerly ran a forgettable White retail marketing agency in the WPP network.

 

This poses the £14.2 million question for WPP CEO Cindy Rose: Does WPP Commerce—along with WPP Media, WPP Creative, WPP Enterprise Solutions, and WPP Production—offer distinct and better services versus competitive holding companies?

 

Sorry, but WPP Commerce is just another generic choice on a cluttered corporate commerce shelf.

17459: WPP = Worldwide Problems Proliferating.

 

Financial Times reported WPP CEO Cindy Rose might not earn up to £14.2 million (roughly $19.1 million USD) as previously reported by The Times, pending an investors vote scheduled to happen this week. Financial Times, incidentally, indicated the potential payout could reach £11 million versus The Times’ £14.2 million figure.

 

Institutional Shareholder Services and Glass Lewis—two prominent shareholder proxy advisory groups—recommended that investors vote against the proposed pay deal.

 

The ISS rejection recommendation stated the payment scheme “is considered out of proportion to the company’s market positioning and its financial performance,” and there is “no sufficient justification to set her total pay package at a premium to her predecessor.”

 

While former WPP CEO Mark Read’s 2024 salary was capped at £8.6 million, former WPP Overlord Sir Martin Sorrell once pocketed almost £30 million—so it’s tough to dispute or agree with the ISS position.

 

Glass Lewis stated investors should oppose pay proposals given “the significant salary on appointment for the CEO, the discrepancy between financial and non-financial metric outcomes under the annual bonus, and the lack of disclosure surrounding the decision to grant [long-term investment plan] awards at maximum level despite a significant fall in share price.”

 

Regarding the Rose pay package, WPP claimed it had “undertaken extensive consultation with our shareholders on the proposed changes to our remuneration policy, with strong support indicated from the vast majority.” Plus, the single White operating company stated the changes were “essential to align us with global peers, restore growth, and position WPP as a company fit for the future and built to win.”

 

The entire mess underscores three key points:

 

1. Rose should attend all earning calls, seizing such opportunities to justify her salary—whatever the actual amount might be.

 

2. Given the fuzzy pay figures, confusion surrounding organizational restructuring, and overall lack of transparency, WPP should consider keeping Burson, as there is great need for professional PR to hype the company’s progress.

 

3. WPP is a flaming dumpster.

 

17458: On Brand Investment, Interest, And Indifference For Black Consumers.

 

MediaPost published an almost stereotypical perspective on connecting with Black consumers.

 

From emphasizing Blacks shape culture to insisting Black audiences are swayed by authentic and accurate representation in advertising, the op-ed offers nothing new. The exposition mimics pitch decks of every past and present Black advertising agency.

 

The author delivers the standard declaration: “Brands that invest in authentic cultural representation have a larger, more responsive audience ready to engage and convert.”

 

Okay, except history has shown brand investment rarely exceeds crumbs—and brand interest is even crumbier. Indeed, the current anti-DEIBA+ vibe in Adland fuels brand indifference.

 

Cultural Trust As Currency: Why Black Consumers Shift Spending Due To Brand Values

 

By Charlene Polite Corley

 

Black consumers continue to shape culture that captures attention, but tokenism alone is not enough to earn loyalty. Increasingly, Black consumers are making intentional decisions about where they spend their money, and those decisions are directly tied to whether a brand demonstrates real cultural understanding and alignment. In times of economic uncertainty, that bar is only getting higher.

 

The data makes the stakes even clearer. According to Nielsen’s 2025 Attitudes on Representation Study, over half of Black consumers say a brand’s stance on social issues is a major factor in their purchasing decisions, and 70% say they will stop buying from brands perceived as devaluing their community, up from 66% in 2023. That upward trend signals that Black consumer expectations are growing, and brands that are not keeping up the pace are actively losing ground.

 

What drives this shift is visibility and relevance in practice. Black audiences are more than twice as likely to rank authentic and accurate representation of their race or ethnicity as the strongest motivation to engage with new content compared to respondents overall. Additionally, 67% of Black consumers say they pay more attention to brands that reflect their culture, compared to 46% overall.

 

For marketers, this gap represents both a risk and a clear opportunity. Brands that invest in authentic cultural representation have a larger, more responsive audience ready to engage and convert.

 

Where and how brands show up matters significantly. Fifty-six percent of Black consumers prefer to buy based on ads that appear in culturally relevant content, compared to 35% overall. This is not a preference to ignore. It means that media placement is a value signal, not solely a targeting decision. Showing up in the right cultural contexts communicates that a brand understands and respects the audience it is trying to reach.

 

Earning attention from Black consumers requires cultural fluency built over time, through community partnerships, creator collaborations and storytelling that reflects the full range of Black experiences. For example, Black suburban consumers are among the most likely to agree that a brand’s stance on social issues influences their purchasing decisions, at 59%, compared to 51% of the suburban total, according to Nielsen’s 2025 Advanced Audience Attitudes Study. Strategies that treat Black audiences as monolithic will miss this nuance entirely.

 

Ultimately, brands that earn lasting loyalty are the ones that approach cultural understanding as an ongoing commitment—and a competitive advantage. Black consumers watch to see how brands show up consistently, how they listen and how they invest the time to understand the communities they are trying to reach. When consumers feel genuinely seen, they respond with loyalty and advocacy. When they feel like an afterthought, they spend elsewhere.

 

In today’s marketplace, cultural trust is a business metric, and it is one that Black consumers are actively scoring every day.

17457: On The Fabrication Of Lola USA.

 

MediaPost reported Omnicom executed another erasure-mashup involving two White advertising agencies—180 US and adam&eveDDB NY—to launch Lola USA.

 

The Lola agency brand was already established globally, with Lola Madrid and Lola\TBWA in Brazil.

 

The Lola name derived from combining the Lo from Frank Lowe of Lowe & Partners and the La in Latino. Lowe & Partners was a White advertising agency that IPG merged with Mullen Advertising in 2015 to create MullenLowe—which was ultimately erased and absorbed by TBWA after Omnicom acquired IPG last year. Oh, and IPG is gone too.

 

Pity the drones who shuffle through constant merging, erasing, restructuring, redundancies, and RIFs—including endless revisions to org charts, business cards, email footers, and LinkedIn profiles.

 

An executive at the new Lola USA declared, “We’re unashamedly ambitious. From top to bottom, there’s something beautifully irrational about how driven this team is to solve hard problems for our clients. We’re hungry. We’re obsessed. And we won’t rest until our friends jealously text us about what we’ve created.”

 

But first, the team must figure out who, what, when, where, why, and how they are.

 

Lola USA Debuts, Combines 180 US And Adam&EveDDB New York

 

By Fern Siegel

 

Lola USA has debuted, combining 180 US and adam&eveDDB New York into a micro-network within Omnicom. Lola Madrid and Lola\TBWA in Brazil are also part of the company.

 

The new agency is led by CEO Agathe Guerrier and CCO JD Jurentkuff. Lola USA reports 50% of the agency is dedicated to creative roles.

 

“Many marketers are feeling the squeeze, with shrinking ambition driven by tighter budgets and uncertainty,” said Guerrier, the former 180 US CEO. “We’re here to position a new type of agency. One that combines the artisanal culture of an independent, with the depth of technology and connected capabilities only Omnicom can provide. An agency reimagined for the future, with consultative acumen and cultural edge.”

 

Clients include Porsche, adidas, Molson Coors, JetBlue and Disney. First work is expected in the coming months.

 

The agency specializes in brand and marketing strategy, creative campaigns, brand design, and social and editorial storytelling, supported by Omnicom’s AI capabilities.

 

“We’re unashamedly ambitious,” added Jurentkuff, a former 180 US TBWA\Worldwide and Apple agency executive. “From top to bottom, there’s something beautifully irrational about how driven this team is to solve hard problems for our clients. We’re hungry. We’re obsessed. And we won’t rest until our friends jealously text us about what we’ve created.”

 

Additional staff includes Kimmy Harvey as head of creative operations, with Mike Bokman and Jason Ashlock as ECDs. Mitch Horton leads as head of design. On the business side, Elliott Bastien is head of strategy, Laura Cona is Chief Growth Officer, Devon Hay is managing director, Caroline Jackson is Chief Client Officer and Margaret Coleman is head of account management.

17456: WPP Win Doesn’t Wash Away Losses.

 

MediaPost reported Henkel Consumer Brands completed a worldwide shootout that started over a year ago, awarding its global creative and production business to WPP.

 

The move follows Henkel consolidating its European media business with WPP Media last year.

 

According to MediaPost, WPP CEO Cindy Rose gushed the latest win presented more evidence that the turnaround plan for the single White operating company—Eviscerate28—was working. 

 

Thousands of former WPP drones, however, are not working—with additional RIFs to come.

 

Given the Q1 earnings report detailed declines across all WPP divisions, it appears Rose is mimicking her predecessors and other holding company leaders.

 

That is, Rose is peddling Pollyannaish bullshit.

 

WPP Wins Expanded Remit From Henkel Consumer Brands

 

By Steve McClellan

 

WPP has been awarded the consolidated global creative and production business for Henkel Consumer Brands, including brands such as Persil, Schwarzkopf, and Syoss.

 

The additional remit follows Henkel’s decision last year to consolidate its estimated $825 million consolidated media business in Europe with the holding company.

 

The win follows a competitive global pitch that began more than a year ago.  WPP Open, the company’s agentic marketing platform, will serve as the “strategic backbone” for the new assignment.    

 

Cindy Rose, CEO of WPP, said the win was further evidence that the company’s turnaround plan, unveiled earlier in the year, was working. 

17455: FYI WPP Q1 WTF (Cont’d).

 

MediaPost spotlighted additional details on WPP Q1 earnings, revealing WPP Media delivered the worst decline for the single White operating company.

 

This is extra bad news given pseudo thought leaders and analysts speculate WPP CEO Cindy Rose is restructuring the flaming dumpster to become a media-first enterprise.

 

Based on the earnings report, WPP is now a media-worst enterprise.  

 

WPP Media Delivers Worst Q1 Decline, ‘Enterprise Solutions’ Seen Most Promising

 

By Joe Mandese

 

Media was the biggest drag on revenue during WPP’s first quarter, the “unholding” company disclosed in its earnings release this morning.

 

WPP Media, which accounts for the greatest share of company revenue (41%, see chart below), saw its revenue decline 8.5% in the first quarter -- nearly two points greater than WPP’s overall decline and markedly greater than its other reported divisions, including creative services, public relations and specialist agencies.

 

While WPP did not disclose the explicit performance of a newer category of services – “enterprise solutions,” which now accounts for 13% of total revenue -- it was cited as a potential area of higher revenue growth.

 

The earnings report called out a recent enterprise solutions deal with Adobe as an example, but did not explicitly disclose the nature of the services or the revenue model.

 

17454: FYI WPP Q1 WTF.

 

MediaPost spotlighted the WPP Q1 earnings call, where the White holding company—er, single White operating company—reported revenue declines in line with expectations.

 

Clearly, expectations are low—albeit probably realistic.

 

WPP CEO Cindy Rose dodged the call, contrasting the attendance practice established by predecessors Mark Read and Sir Martin Sorrell.

 

MediaPost stated, “Rose will participate in the mid- and full-year earning calls, following the practice of most other UK and European public companies.”

 

Okay, except WPP is unlike most other UK and European public companies, at least in terms of experiencing dire financial straits. One would think Rose might feel obligated to appear at every earnings call to provide status reports on Eviscerate28.

 

Sadly, no one seems concerned about employees’ expectations.

 

WPP Reports Q1 Dip, In Line With Expectations

 

By Steve McClellan

 

WPP reported first quarter net revenues of 2.26 billion GBP ($3.05 billion), down 6.7% on an organic basis (excluding currency and M&A impact), in line with previous guidance from the company.  

 

The firm reiterated that it expects a first half organic revenue decline in the mid-to-high single digits for the first half of 2026 “with an improving trajectory in the second half.” The firm also stated that full-year pre-tax profit margin is expected to be in the 12% to 13% range.  

 

CEO Cindy Rose stated that the company’s latest turnaround plan unveiled in February  is “resonating with clients and driving strong new business. While it is only a few months since we unveiled our Elevate28 strategy, I am encouraged by this momentum which validates the ‘Stabilization’ phase of the plan and our path to growth.” 

 

Rose was not on the company’s earnings call, which is a departure from past practice during both the Mark Read and Martin Sorrell eras. It’s understood going forward that Rose will participate in the mid- and full-year earning calls, following the practice of most other UK and European public companies.  

 

Major first quarter wins included being named Estée Lauder’s first-ever global media partner, and media assignment wins for Wendy’s, SC Johnson and Norwegian Cruise Lines in the US. 

 

“Elevate28” is designed to stabilize the business this year, build momentum in 2027 and deliver sustained growth from 2028 and beyond.  

 

The company said it would cut costs by 500 million GBP a year to help achieve the plan. That cost saving is expected to be fully achieved by 2028. 

 

By business segment revenue, global integrated agencies were collectively down 7.4%, which the company attributed largely to prior year client losses. There was a sequential improvement from the 10%+ dip seen in Q4. PR was down 2.6% and specialist agencies were down 2.3%. 

 

By region, North America declined 7.8% due largely to prior year client losses at WPP Media and spending cuts at Ogilvy and AKQA.  

 

The UK declined 6.6%, Western Continental Europe saw a 4.7% shortfall, and the rest of the world combined was off 6.9%, driven by Asia Pacific (-8.2%). India grew 1.0% on new business wins, offset by China declines (-12.2%) on continued spending pressures and client losses. Middle East & Africa declined 11.1% on cuts to client spending caused by geopolitical strife in the Middle East.  

 

Latin America was down 3.4% and Central & Eastern Europe declined less than 1%.