17449: Putting The Anal In Analyst.

Advertising Age presented content titled, “3 misconceptions fueling pessimism about ad agencies—and signals that they’re overblown.”

 

Okay, except the article is based on a report published by an advisory and consulting firm’s industry analyst whose CV includes stints as a senior executive at IPG and WPP.

 

Given that IPG was erased and WPP is a flaming dumpster, what is the value of perspectives from a White man who toiled at such places?

 

In Adland, those who can, do; those who can’t, analyze for consultancies.

 

3 misconceptions fueling pessimism about ad agencies—and signals that they’re overblown

 

By Ewan Larkin

 

Ad agencies have taken a beating in perception, battered by AI anxiety, restructurings and a string of layoffs. In a report published today, Brian Wieser, principal at advisory and consulting firm Madison and Wall, argues the sector is being misread.

 

The prevailing narrative that automation, in-housing and client cutbacks are slowly hollowing out the agency business is largely a story about a handful of struggling public companies, not the industry as a whole, Wieser said. His analysis, which draws on a new data set covering 17 publicly traded agency groups and hundreds of independent, privately held companies, claims that the industry is more profitable and durable than many believe.

 

Ad Age dives into Wieser’s key takeaways below.

 

The agency sector is growing, just not like it used to

 

The struggles of agency holding companies including WPP and Dentsu have shaped what Wieser sees as a misinterpretation of the U.S. industry’s health. Revenue at private independents—which account for roughly two-thirds of the U.S. agency business—grew about 2% in 2025, compared to just 0.5% growth across all publicly listed agencies, Wieser wrote.

 

“Many people conflate public companies as being the industry,” Wieser said in an interview.

 

Excluding political agencies, which skew industry data in election years, Wieser forecasts roughly 2% revenue growth annually through 2030, compared to approximately 1.5% growth in 2025. While that’s up, it’s also a deceleration from the 4% to 6% growth the industry enjoyed in the pre-pandemic years, which Wieser acknowledges is unlikely to return.

 

AI isn’t gutting the agency business, at least not yet

 

The inexorable rise of generative AI has prompted long-term concerns about ad agencies, putting pressure on the shares of the industry’s biggest players. Agency holding companies have attempted to quell the damage: Stagwell ramped up its share buyback program to signal confidence in its growth, while Publicis Groupe Chairman and CEO Arthur Sadoun drew a sharp distinction between his company and rivals, which he accused of squeezing margins to please Wall Street.

 

Wieser sees the anxiety around AI as overblown, at least in the short term. A Madison and Wall report published in March, based on direct conversations with senior technology and strategy leadership at most of the largest agency groups, found that clients are not cutting budgets in response to AI, but asking for more. “The tools are real. The investment is real. The financial impact, so far, is not,” Wieser wrote in the March report.

 

That agencies’ financial trajectories have arguably improved in 2026 rather than worsened, Wieser added in today’s report, only amplifies that point. There may come a time when AI’s financial impact on agencies becomes material, “but we’re still a long way away from that world,” he added. For now, he argued, agencies have adapted, deploying AI tools while leaning on what machines cannot yet replicate, the human judgment and knowledge required to sell ideas.

 

In-housing isn’t displacing agencies

 

Marketers have been building in-house agencies for decades; the share with internal capabilities nearly doubled from 42% to 82% between 2008 and 2023, according to the Association of National Advertisers.

 

Wieser, however, argues that the ANA’s figure obscures what’s actually happening: his own analysis of the trade group’s data suggests those marketers account for only around 10% of total agency-related work, despite years of in-housing efforts. “Lost revenues from in-sourcing have likely been offset by growing revenue streams from emerging marketers who historically performed all marketing in-house (as most companies do from their earliest stages),” he wrote.

17448: Earth Day 2026 In Adland.

The theme for Earth Day 2026—Our Power, Our Planet—presents added meanings in Adland.

 

First, the event spotlights industry hypocrisy.

 

MediaPost reported industry advocacy group Clean Creatives published an open letter to executives at Netflix, which is running a review for its media business in Europe, The Middle East, and Africa.

 

Clean Creatives urged Netflix to add “fossil-free procurement” as an eligibility requirement. This would impact possible contenders Omnicom, WPP, and Dentsu, as all have fossil fuel contracts.

 

The Clean Creatives open letter states, “If the agencies pitching for Netflix's business won’t drop fossil fuels, Netflix should drop them.”

 

Stay tuned on that drama.

 

Second, the event spotlights industry exclusivity.

 

Adland arguably takes advantage of White power to dominate the world. That is, White advertising agencies—within holding companies and independent—embrace systemic racism to globally foster inequality.

 

The ruling majority in Adland seemingly declares, “We’ll use our power to rule our planet.”

 

Clean Creatives To Netflix: Pick ‘Fossil-Free’ Ad Agencies

 

By Steve McClellan

 

Industry advocacy group Clean Creatives has published an open letter to officials at Netflix, currently conducting a media agency review in Europe, The Middle East and Africa, urging the company to add “fossil-free procurement” as part of the eligibility criteria for the assignment. 

 

The company’s estimated net media spend for the region is $190 million, according to agency research firm COMvergence. 

 

It’s believed that Omnicom, WPP and Dentsu are vying for the contract and CC notes that following its acquisition of Interpublic, Omnicom now holds 120 “active or recent” fossil fuel contracts, while WPP has 82 and Dentsu 18. 

 

“As creatives, filmmakers, and climate communicators, we are frequently inspired by the stories Netflix tells – and by the investments Netflix has made to tell them responsibly,” the CC letter states.  

 

“Our planet is at a tipping point, not just in terms of our climate, but in our culture. Fossil fuel companies, aided by PR and media agencies, are contributing to a misinformation crisis that is making climate progress harder to achieve. Netflix has invested real resources in decarbonizing its supply chain. But the agency supply chain, where narrative power lives, hasn't been examined.” 

 

It urged the streaming giant to make fossil-free agency procurement an explicit criterion for the current EMEA review and establish it as a standard going forward. CC noted that there are more than 1,500 agencies worldwide that have pledged to refuse fossil fuel clients. 

 

“Choosing one of these pledged agencies is a low-friction, high-return climate action that is consistent with the commitments Netflix has already made,” the letter states. “If the agencies pitching for Netflix's business won't drop fossil fuels, Netflix should drop them.” 

 

Netflix representatives could not be immediately reached for comment.  

17447: Overreaction Of The Week.

 

Another sign that the Apocalypse is upon Adland.

 

Advertising Age reported Nike—yes, Nike—got kicked for cultural cluelessness stemming from Boston Marathon advertising that read, “Runners welcome. Walkers tolerated.”

 

Online backlash charged Nike displayed “lack of inclusivity and elitist athletic view.”

 

It’s a wonder no one thought walkers referred to mobility aids for adults—otherwise, the outrage would have included accusations of ageism.

Nike removes ‘walkers tolerated’ sign following backlash as rivals post more inclusive views

 

By Adrianne Pasquarelli

 

Nike landed in hot water this week for an ad outside its Boston store ahead of the Boston Marathon on Monday. The sign, which read “Runners welcome. Walkers tolerated,” invited broad online backlash for its lack of inclusivity and elitist athletic view. Nike removed the sign on Friday and issued a statement.

 

“We want more people to feel welcome in running—no matter their pace, experience or the distance,” the sportswear giant wrote in a statement provided to Ad Age. “During race week in Boston, we put up a series of signs to encourage runners. One of them missed the mark. We took it down, and we’ll use this moment to do better and continue showing up for all runners.”

 

“Many people taking on the marathon next week will walk all or part of it. For them, what does a message like this say? Does it inspire, or does it exclude?,” wrote Dr. Hussain Al-Zubaidi on Instagram. Others noted the importance of all types of marathon participants.

 

“To every midpack mom, every charity bib, every comeback story, every person who started late, every person who finished slow and cried anyway. You are not tolerated. You are the point,” wrote Theresa Seitz, author of “Built to Finish,” on Instagram.

 

It was a rare advertising misstep from a brand that has typically celebrated all athletic achievements with its “Just Do It” mantra. It also opened the door to rivals to step in and promote their support for all types of runners. Both Hoka and Altra posted messages of inclusivity following Nike’s backtracking.

 

Nike has struggled in recent years to resonate with customers eager for innovation. A turnaround strategy under CEO Elliott Hill has yet to show meaningful effect. The company reported flat revenue of $11.3 billion for its most recent quarter and forecast a 2% to 4% revenue decline for the current quarter. Earlier this month, Hill reportedly told staffers he was tired of talking about fixing Nike. “I want to move to inspiring and driving growth and having fun,” Bloomberg reported he said.

17446: Previewing, Purging, And Pruning Problems At WPP.

 

Burson Is Not the Problem headlines a LinkedIn article commenting on the proposed pruning of PR from the global flaming dumpster known as WPP.

 

The commentator opined abandoning Burson makes sense. “Following their clients’ lead,” wrote the author, “WPP is doubling down on a model built around media, data and integration at global scale.”

 

The strategic maneuvers highlighted in the LinkedIn article seem to indicate WPP is embracing a media-first identity.

 

Okay, except WPP Media is hardly viewed as category leader.

 

Holding companies—as well as corporations purporting not to be holding companies—have fueled the commoditization of Adland, whereby all people, practices, processes, products, and platforms are repetitive, redundant, and replaceable.

 

WPP Media is a fish in a small sea of sameness.

 

What’s more, WPP Media is attached to mediocre network units:

 

• WPP Creative erased almost all the iconic creative mastheads—and it’s now run by the leader of VML. Nuff said.

 

• WPP Enterprise Solutions features everything historically labeled “below-the-line”—allegedly available at costs below the industry standards.

 

• WPP Production is the in-house studio on a global scale, providing cheap labor via offshore resources—exactly like the offerings of every holding company.

 

• WPP Open is the AI equivalent of Omni, Publicis Sapient, dentsu.Connect, AVA, and whatever Stagwell cobbles together.

 

In summation, Burson is not the problem. WPP is.

 

Burson Is Not the Problem.

 

By Arthur Fleischmann

 

It’s The Preview.

 

There’s a slightly unfashionable take on the proposed sale of #Burson. It probably makes sense.

 

Not because Burson is weak. Quite the opposite. It’s a near-billion-dollar global business, built by combining BCW and Hill & Knowlton, and still winning clients like Heineken, Levi’s and Google. It continues to invest in new capabilities — from AI-driven reputation tools to expanded influence and corporate strategy.

 

By any normal definition, it’s a strong, well-run business.

 

But #CindyRose has been very clear about #WPP’s direction. And if you look at where WPP is winning, the logic starts to reveal itself.

 

Over the past six months, the pattern is hard to ignore. The biggest wins are not coming from traditional creative. They are not coming from PR. They are overwhelmingly media-led, often global, and increasingly tied to data, commerce and AI-enabled operating models.

 

#JaguarLandRover is the obvious headline — a roughly $500M global mandate spanning media and creative. But it’s the exception that proves the rule. Most of the other meaningful wins are media at scale: #EstéeLauder’s global media consolidation, #Reckitt across Europe and India, #SCJohnson in North America, #IKEA in Malaysia. Even where creative is involved, it tends to sit inside a broader, integrated system.

 

And just as interesting is where these decisions are being made.

 

They’re not particularly U.S.-centric anymore.

 

That doesn’t mean the U.S. is necessarily declining. It does suggest something subtler: global brands are no longer organizing themselves around it. Coordination is moving. Singapore. London. Regional hubs. Multi-market systems. Growth coming from outside North America, and increasingly managed that way too.

 

Following their clients’ lead, WPP is doubling down on a model built around media, data and integration at global scale.

 

The issue is not whether Burson is good. It is. The issue is where value now sits.

 

Even the strongest PR firms do not control media budgets. They do not own the first-party data infrastructure that increasingly drives modern marketing. They do not sit at the centre of AI-enabled operating systems. And too often their revenues are still project-based rather than embedded in the day-to-day machinery of growth.

 

This calls into question other businesses in a similar predicament such as @Landor, @Ogilvy, @David, @Grey, @AKQA and other smaller networks within WPP.

 

Burson, and these other business units look less like a problem and more like a mismatch. They are largely narrative-led, market-by-market-relevant, and harder to plug into a global operating system in the same way as media and data. Sure, their services matter. They’re valuable. But it’s not at the centre of this particular strategy or clients’ focus at the moment.

 

I take an uncynical view of this sale. Rather than seeing it as a weakness or failure, I believe it is an act of focus. The bigger question is, who will buy Burson, and what does that say about the buyer’s strategy?

 

For WPP, this is an acknowledgement that the shape of the industry has changed — and not every strong business still sits at the centre of it.

17445: WPP Media QSR WTF.

 

MediaPost reported WPP Media was named integrated media agency for KFC and Pizza Hut in Singapore, allegedly after a competitive shootout.

 

The four-sentence report stated spending for the brands was not disclosed; plus, incumbents and competitors were not identified.

 

Was the victory sealed via Corporate Cultural Collusion, cronyism, or colonization? Probably a conspiratorial combination of all three.

 

WPP Media Wins KFC, Pizza Hut Singapore Assignments

 

By Steve McClellan

 

WPP Media has been appointed integrated media agency for KFC Singapore and Pizza Hut Singapore, following a competitive pitch.   

 

The agency’s remit includes media strategy, planning, and buying for both brands across the market.

 

Spending was not disclosed, and the incumbents on the account were not identified.  

 

WPP Media has existing relationships with both brands, working with them in parts of Europe, Asia Pacific, and other regions.  

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.

17443: Burson, Ya Burnt…?

More About Advertising reported WPP plans to sell Burson, the PR behemoth created two years ago by blending Burson Cohn & Wolfe and Hill & Knowlton.

 

When birthing Burson in 2024, former WPP CEO Mark Read gushed, “Hill & Knowlton and BCW are two high-performing businesses with complementary strengths, shared ambitions, and many shared clients... The new agency will be the standard bearer as the most modern, strategic, technology-driven, full-service communications offer in the industry.”

 

Looks like Read’s words were puffery, hype, and/or bullshit.

 

Funny thing is, WPP could benefit from having onboard PR professionals to fabricate positive press releases now.

 

BCW on the block as WPP weighs exit from PR

 

By Stephen Foster

 

WPP is reportedly planning a sale of Burson, what’s left of its rambling array of PR businesses. Burson is an amalgam of BCW (Burson plus Cohn & Wolfe) and Hill & Knowlton, once the biggest in the UK.

 

In 2024 WPP sold a majority stake in FGS Global, its other big PR business, to private equity firm KKR which valued the financial-based firm at £1.3bn. Goldman Sach is lined up to handle any new sale.

 

PR let the side down in WPP’s latest accounts, revenue falling 6%. The business has changed dramatically with the rise of platforms like TikTok and Instagram and multifarious influencers taking away slices of budget. No one yet has put a price on BCW.

 

WPP founder and former boss Sir Martin Sorrell recently observed that PR had become rather a waste of time as a separate discipline, instead it should be seen as an aspect of advertising. WPP’s Ogilvy does, indeed, have a big PR operation. Whatever BCW makes, WPP must be hoping that any sale process reduces its debt, still hovering around the £3bn mark. Its current market value is “just” £2.69bn. 

17442: Buh-Bye, Bob Liodice.

 

Advertising Age spotlighted ANA CEO Bob Liodice, who will step down from his role at the end of 2026, prompting the search for a successor.

 

The ANA declared, “The next CEO will build on ANA’s scale and influence while advancing its role as the industry’s guide through the most significant shift in modern marketing—where artificial intelligence is reshaping how value is created, measured and sustained.”

 

Sounds like a perfect opportunity to innovate toward the inevitable.

 

That is, replace Liodice with an AI platform.

 

It’ll even offer nice alliteration and decent logo potential: ANA AI

 

ANA CEO Bob Liodice to step down

 

By E.J. Schultz

 

Bob Liodice will step down as CEO of the Association of National Advertisers at the end of the year, ending a more than two-decade run as leader of the nation’s largest marketing industry trade group.

 

The ANA has hired a search firm to find a new CEO. The organization declined to name the firm but confirmed the process will be overseen by ANA board chairman Dean Aragón, who is CEO and vice chair of Shell Brands International, and Procter & Gamble Co. Chief Brand Officer Marc Pritchard, the prior ANA chair.

 

“The next CEO will build on ANA’s scale and influence while advancing its role as the industry’s guide through the most significant shift in modern marketing—where artificial intelligence is reshaping how value is created, measured and sustained,” the ANA shared in a statement.

 

Liodice, 70, has been with the ANA for 31 years, serving as CEO since 2003. ANA credited him with growing the organization’s membership from 188 companies to more than 1,600, representing over 20,000 brands and 50,000 marketing professionals worldwide.

 

In an interview, Liodice pointed to recent work done to restructure the ANA into what he described as eight “mini associations” spanning specialty areas: brand, media, data, technology, measurement, talent, inclusive marketing and business-to-business marketing. “Each of these business teams are now focused in on what we consider to be the primary drivers of growth for our unique members,” he said.

 

With the reorganization complete, it is time “to turn over the ANA to the next generation of leadership, whoever that leader is, whether they be sourced internally, but most probably externally,” he added.

 

Fixing a ‘broken organization’

 

Liodice, who earlier in his career held marketing and sales roles at Grupo Televisa and Kraft General Foods, joined the ANA in 1995 as a senior VP. He stepped into the CEO role eight years later, succeeding John Sarsen. It was a tumultuous time, as ANA dealt with financial challenges, as well as criticism for letting media sponsors program its flagship conference that often resulted in thinly veiled sales pitches from the stage, Ad Age reported at the time.

 

“We stopped that,” Liodice recalled this week. “It was distasteful to many of our brand marketers.”

 

The ANA at the time was “somewhat of a broken organization,” he said. “We were a hairbreadth away from being out of business,” he added, recalling that when he took over in January 2003, the ANA had $28,000 in the bank and was “nearly bankrupt.”

 

The ANA, which is a tax-exempt nonprofit, reported $80.4 million in revenue for 2024, up from $65.6 million in 2023, according to its latest tax filings. Expenses grew to $82.2 million from $64.3 million. Liodice’s compensation was listed as $1.5 million as of the 2024 filing. The ANA employs about 200 full-time employees today, according to a representative.

 

Liodice said the group’s recent jump in expenses was partially due to costs related to its recent formation of Aquila, an ANA-backed cross-platform media measurement venture designed to help marketers reduce wasteful media spending by eliminating excess frequency.

 

Dealing with agency tensions

 

Improving the media supply chain for brands has been among Liodice’s key priorities. The ANA drew widespread attention in 2016 when it published a report prepared by investigative firm K2 alleging that media agencies were benefiting from non-transparent practices, including collecting cash rebates for media deals not disclosed to advertisers. While specific agency names were not listed, the report still drew complaints from agency players, including agency trade organization 4As, which at the time accused the ANA of taking a “one-sided” approach.

 

It was an example of how the ANA and 4As over the years have vacillated between being allies and opponents, depending on the issue.

 

Liodice, in this week’s interview, said the K2 report came at a “very challenging time.”

 

“Relationships were, in fact, damaged at that stage,” he said. But he suggested that tensions eased after Marla Kaplowitz took over as 4As president-CEO in 2017, succeeding Nancy Hill. “She and I got along famously, and we made it our joint commitment to repair whatever damage and work harmoniously together,” Liodice said.

 

Kaplowitz departed 4As in 2025 and was succeeded by Justin Thomas-Copeland.

 

Growing ANA membership and dealing with rising event competition

 

The ANA’s membership growth during Liodice’s tenure in part stemmed from the acquisition of five industry associations: Brand Activation Association, Business Marketing Association, Advertising Educational Foundation, Word-of-Mouth Marketing Association and the Data and Marketing Association. Those acquisitions are helping fuel attendance at the more than 60 conferences the ANA puts on each year, including its flagship Masters of Marketing conference held in Orlando every fall, which drew about 2,500 attendees in 2025.

 

But the ANA has had to deal with rising competition from newer events put on by other marketing and media organizations. That includes the Possible conference, held in the spring in Miami Beach, which last year drew 5,400 attendees (albeit with some complaints about top executives being secluded behind closed doors).

 

“We honestly feel like we don’t compete against Possible,” Liodice said. He suggested the ANA’s differentiation from that and other events is its singular focus on brand marketers. Its global CMO Growth Council, for example, “continues to expand and has about 500 active CMOs,” he said.

 

Aragón, in a statement, credited Liodice for expanding the ANA’s influence and playing a “central role in advancing the standards and practices that define modern marketing.”

 

As he steps away, Liodice said he is looking forward to getting “a little more balance in my life.” He estimated that he has been traveling 15 to 20 weeks each year, including this week, when he attended the ANA’s Masters of Data conference in San Diego.

 

Bob’s final message to CMOs

 

On stage, Liodice is known for asking presenters what message audience members should take back to the office with them on Mondays. Ad Age turned the tables on him, asking him for his final piece of advice for chief marketing officers:

 

“Drink in as much as you can drink in— and to let your common sense prevail,” he said. “We lose sight of the value of common sense and try to sometimes get overly prescriptive in making decisions. But I do believe a CMO has achieved that stature because of their not only their integrity and their ethics, but their ability to navigate these complexities with incredible common sense and decision making that has been honed over the years.”