17585: The WPP Empire Strikes Back.

 

MediaPost reported WPP is now demanding the New York State Supreme Court not only dismiss the whistleblower lawsuit, but also the whistleblower’s lawyers.

Apparently, the single White operating company isn’t satisfied with simply dismissing thousands of its own workers.

What’s more, WPP wants to go after the whistleblower’s sources and anonymous accomplices, particularly anyone involved in uncovering the Sony Pictures investigation allegedly charging WPP ran a “global crime scheme” through its media practice.

Not sure why WPP is so upset. After all, the company implemented a whistleblower hotline about a decade ago, encouraging employees to call out wrongdoing without fear of retaliation.

The whistleblower hotline was reportedly ringing off the hook in 2023, arguably showing its effectiveness.

Yet today WPP is on the offensive, attacking purported whistleblowers and anyone associated with them.

Hey, if you want to stop whistleblowers, consider avoiding behavior that incites whistleblowing.

Try earning the trust of a worldwide workforce.

WPP Moves To Have Foster’s Lawyers Dismissed, Sony Probe Sources Divulged

By Steve McClellan

WPP is demanding further action by the New York State Supreme Court Judge hearing the wrongful termination suit by former WPP Media (FKA GroupM) executive and purported whistleblower Richard Foster.  

Foster has alleged that WPP terminated him after he complained to senior executives at the company that it was systematically misappropriating media rebates that belonged to clients. 

Earlier this month in court papers Foster outlined a previously undisclosed investigation by client Sony that exposed a rebate scheme that cost clients hundreds of millions of dollars in China and possibly elsewhere.   

While WPP has not disputed the accuracy of Foster’s disclosures, it has asserted that Foster obtained the Sony report by inappropriate means and that all references to it be sealed. The company alleges that Foster and his legal team knew it was unlawful to disclose the Sony probe and separate confidential discussions that Foster had with senior lawyer Nicola McCormick.  

In a follow-up motion for oral argument, WPP is now arguing that redacting and sealing those references are not “workable options” to address the harm it has suffered and could suffer in the future.  

In addition to dismissing Foster’s amended complaint “with prejudice,” WPP wants monetary sanctions imposed on the plaintiff as well as the dismissal of the law firm, the Brewer Firm and its legal team from having anything more to do with the case.   

WPP is also demanding that Foster be ordered to disclose how he obtained information about the Sony investigation, “including when and how it was obtained, its source, all persons who received or reviewed it, and whether and to whom it was further disseminated.”

17584: AD + CW + ACD + CD @ VML + WPP = WTF.

This actual job listing—along with numerous listings promoting other roles—seeks a Creative Director for VML, underscoring how the White advertising agency within global flaming dumpster WPP should be avoided by applicants at all costs.

VML and WPP have collectively released thousands of employees in recent times, announcing that additional worldwide downsizing is planned. So, why the hell are they recruiting? Seeing job listings during constant and impending layoffs is not exactly a morale booster.

The entry includes:

“VML is a leading creative company that combines brand experience, customer experience, and commerce, creating connected brands to drive growth. VML is celebrated for its innovative and award-winning human-first work for clients including AstraZeneca, Colgate-Palmolive, Dell, Ford, Microsoft, Nestlé, The Coca-Cola Company, and Wendy’s.”

Um, the client status of Coca-Cola and Wendy’s is pending.

The entry also states:

“We are looking for a hands-on, visionary Creative Director, Copy to join a tight-knit team dedicated to elevating our creative output. This role is designed for a true maker and master of the written word — someone who is genuinely passionate about television, film, and the craft of writing for the screen.”

Are these AI-generated generic descriptors? Most hiring managers demand candidates fill specific roles and requirements—right down to having relevant brand and category experience for the position.

Or is this exercise satisfying performative DEIBA+ initiatives? White advertising agencies often posted fake job listings to claim offering opportunities to minorities and underrepresented groups. Although such tactics have almost disappeared given the current anti-DEIBA+ vibe in Adland.

The single White operating company boasting to be the trusted growth partner for the world’s leading brands should consider being the trusted employer for its worldwide workforce.

17583: On Progressively Saving And Losing.

 

Is Progressive admitting saving on auto insurance involves a gambling game?

This advertisement should be pulled like a slot machine lever.

17582: More Zapping Target For Costume Cultural Cluelessness.

 

Adweek published a seemingly self-promotional perspective from the Chief Marketing Officer of Zappi, providing unsolicited advice for Target in the wake of its latest Halloween hijinks.

Pointing to another Target Halloween costume controversy involving Anne Frank insensitivity (depicted below), the piece underscored MultiCultClassics’ recognition that trick-or-treating brings regular trouble to the mega-retailer.

After droning on about data, the author closed with a hopefully unintentionally patronizing statement:

“But no amount of testing can make up for one cold, hard fact. Somebody who could have looked at this costume and immediately seen the problem was either not involved, or wasn’t heard early enough to stop it.”

Um, it’s more likely that nobody creating Target content possesses the cultural competence or authority to make such a call.

In short, the marketing team at Target probably looks like the leadership team at Zappi.

Unsolicited advice for Zappi CMO: People in exclusive glass houses…

A Retailer’s Checklist to Prevent the Next Target Costume Blunder

Target’s repeat offense shows why ‘pull it and apologize’ doesn’t work. Here’s what retailers should actually change.

By Nataly Kelly

In 2020, Target pulled a children’s costume from its website after shoppers pointed out that it evoked Anne Frank. Six years later, the retailer is apologizing again, this time for a children’s Halloween costume that critics said evoked racist minstrel caricatures.

Target responded in typical corporate fashion. It pulled the product, apologized, and promised internal reviews of the situation. But we all know that the veil of proactivity fades in favor of waiting for all of the uproar to blow over. 

When does an apology stop being a checkbox exercise as opposed to a genuine learning moment? 

A massive corporation like Target no doubt has checks, balances, and stage gates for almost everything. And there’s real volume and pressure behind seasonal innovation. 

Target has said some of its strongest recent performance has come in the fall, and nearly 70% of its Halloween assortment this year is new. That’s a lot of innovation moving through an organization quickly. 

One offensive product is a mistake; two is a concerning trend. 

When a similar failure happens again, it raises a harder question: What did the organization actually learn the first time?

The bar is high and teams are stretched thin trying to find ideas that land. Products are tested for risk—things like choking, flammability, sizing, cost. What’s too often disconnected is how an individual product might affect perception of the brand. 

There is no innovation without brand, and no brand without innovation. But the teams tasked with each are often operating separately.

So what should retailers do differently?

Classify products by their potential for brand risk

A costume carries fundamentally different risks than a towel or a blender. Costumes regularly venture into the territory of culture, identity and at times, appropriation. In a Talker Research survey of American parents, 29% said costumes built around cultural stereotypes should be pulled from stores. For anything involving blackface, that number rose to 43%. Some lines are clearer than others. Seasonal deadlines make that scrutiny harder, but also more important. 

Review the whole, not just the parts

Teams need to look at the composite, not just the individual components. In the Target example, a children’s striped bodysuit alone reads as a clown suit. Add a black mesh mask with a snaggletoothed grin. Then add black gloves and a tiny top hat with a flower on the brim. Most companies review the tech pack and never review the photograph of the image, but the photograph is what the customer ultimately sees, and reacts to.

Look closely at consumer signals

Before this conversation exploded on social media, shoppers were already flagging the costume in Target’s own product reviews. That’s the kind of signal companies spend enormous amounts of money trying to find. Another problem is often that the people moderating product reviews don’t talk to the people creating products, and most of those folks are not getting feedback directly from consumers whatsoever. In a hundred-thousand-person company, things fall through the cracks. Consumer research only helps if it can travel horizontally across the organization, and can be accessed quickly enough for every employee making a decision that affects the brand to act on it. At many companies, access to consumer testing is not yet democratized and widely available. 

Address the cultural problems no checklist can solve.

No one wakes up hoping to destroy brand equity and alienate consumers. Companies repeat mistakes when they treat their own response as a project with an end date instead of a system that has to be built and maintained for the long term.

Think about what six years does to an organization the size of Target. The team that felt the heat in 2020 is gone. The vp that commissioned the internal review may have retired. The consultant that curated the design invoiced and moved on. The task force fizzled out not long after the news cycle. And the document with the retro is still sitting in a drive nobody opens under a name that no longer has any relevance. 

That requires better consumer feedback and more connected data. But no amount of testing can make up for one cold, hard fact. Somebody who could have looked at this costume and immediately seen the problem was either not involved, or wasn’t heard early enough to stop it.

Target will recover, and eventually the news cycle will move on, as it goes. But while consumers can look past a mistake, it’s very hard to undo how a brand made them feel. The goal shouldn’t be to get better at apologizing. It’s to build an organization that remembers why it had to apologize in the first place, and keeps the next embarrassing mea culpa from happening.

17581: Appealing To Black Consumers One Month—And One Holiday—At A Time.

 

Adweek interviewed The Gathering Spot Co-Founder Ryan Wilson, who was closing out Black Business Month and reflecting on brands appealing to Black audiences.

“The biggest mistake is treating Black businesses and Black consumers as a moment on the calendar instead of an important part of the economy and culture every day of the year,” Wilson opined. “Black Business Month can be a great catalyst for attention, but the goal should be to build relationships that extend well beyond August.”

There’s not much new to Wilson’s words, in terms of pointing out brands’ cultural cluelessness and dismal DEIBA+ dedication.

Black History Month, Black Music Month, Black Business Month, Juneteenth, and Kwanzaa are combining to create opportunities to collect crumbs all year long.

Just need nine more months of Black celebrations to complete the calendar.

Ryan Wilson On Why Many Brands Still Don’t Know How to Appeal to Black Consumers

“Manufacturing authenticity” will never capture the community’s $2.1 trillion in spending power

By Robert Klara

A recent study by the Brookings Institution found that Black-owned employer businesses have blown past the 200,000 mark for the first time ever, collectively accounting for 1.8 million jobs and $249 billion in revenue. 

But the growth comes despite persistent challenges. According to data firm WifiTalents, Black entrepreneurs start off with a third less capital than their white counterparts, receive just 1% of venture-capital funding, and often cite lack of mentorship as a growth impediment.

Few understand these dynamics better than Ryan Wilson. In 2019, the Atlanta native recognized the need for a club where Black entrepreneurs could convene, co-work, and make professional connections. Today, The Gathering Spot is an Atlanta institution “where business deals are made, ventures financed, and community initiatives take hold,” according to Black Enterprise.

Brandweek, ADWEEK’s three-day marketing summit, will host an evening social at RETREAT, The Gathering Spot’s rooftop venue, from 7:00 -10:00 p.m. on September 15. In advance of the function, we sat down with Wilson to talk about Black businesses, the Black dollar, and what major brands frequently get wrong about both.

ADWEEK: We’re wrapping up Black Business Month, when it’s common for major retailers and credit cards to spotlight Black-owned businesses and encourage people to shop with them. Do you have any thoughts on why these brands don’t encourage support of Black-owned businesses all year long? Are they missing an opportunity because they don’t?

RYAN WILSON: The biggest mistake is treating Black businesses and Black consumers as a moment on the calendar instead of an important part of the economy and culture every day of the year.

Black Business Month can be a great catalyst for attention, but the goal should be to build relationships that extend well beyond August. If a company only engages Black-owned businesses when there is a campaign or cultural moment attached to it, that engagement can start to feel transactional rather than authentic.

Yes, I think brands are absolutely missing an opportunity when they take that approach. Supporting Black-owned businesses isn’t simply a social-impact strategy; it can also be a smart business strategy. These businesses are creating products, employing people, building communities, and shaping culture. The brands that understand that will build deeper relationships and, ultimately, greater trust.

Why did you see a need for a networking hub like the Gathering Spot, and have you seen success stories emerge from it that have validated the concept?

When we started The Gathering Spot, we believed there was a need for a different kind of community. Traditional networking can be very transactional: you meet someone, exchange information, and hope something happens afterward. We wanted to build a place where connection was part of the infrastructure: a creative could sit next to an attorney, an entrepreneur could meet an investor, or someone with an idea could meet the person who helps turn it into something real.

One of the clearest validations has been watching that idea grow beyond a single clubhouse in Atlanta. We expanded physically to Washington, D.C. and Los Angeles and built membership communities in cities including New York, Detroit, Charlotte, Houston, and Chicago. 

There are countless individual relationships and collaborations that have come from people meeting at The Gathering Spot, but what validates the original vision most for me is that people continue to see value in intentionally being in community with one another.

According to 2025 Nielsen data, the U.S. Black community packs $2.1 trillion in spending power. Brands obviously know that on some level, and yet we still see examples of marketing that fails to reach that community effectively—and sometimes offends them. What do brand marketers misunderstand or consistently get wrong about Black consumers?

One of the biggest mistakes is trying to manufacture authenticity at the end of the process.

You can’t develop a campaign without meaningful Black perspectives in the room and then add cultural references at the end and expect that to create an authentic connection. Representation has to exist upstream. Who is helping develop the strategy? Who has decision-making authority? Who are your partners? Who are you listening to before the campaign ever reaches the public?

At The Gathering Spot, we’ve seen firsthand how powerful it can be when people are invited into genuine community rather than simply marketed to. The same principle applies to brands. If your first meaningful conversation with Black consumers happens when you’re trying to sell them something, you’ve probably started too late.

The companies that will get this right are the ones that approach the Black community with curiosity, consistency, and respect—not simply because of the size of its spending power, but because Black consumers are helping shape culture, entrepreneurship, and the broader marketplace every day.

17580: Outraged Public’s Not Clowning Around With Target.

 

People reported Target took heat for hyping a racist Halloween costume (depicted above).

It’s not the first time trick-or-treating at Target touched off trouble. It’s also not the first time “Black guests” have been personally and/or professionally disrespected by the mega-retailer.

Given Target was among the first to diminish DEIBA+ initiatives in recent times, the latest Halloween scandal is, well, scary.

Target Pulls Clown Halloween Costume After Backlash, Says ‘We Got This Wrong’ in Apology Note

The costume was called out on social media for being racially insensitive

By Madison E. Goldberg

 

Target has removed a clown Halloween costume following criticisms that it evoked blackface, minstrel shows and racist imagery.

 

“An apology from us: We removed an offensive Halloween costume that should never have been part of our assortment,” Target wrote in a statement shared on social media on Monday, Aug. 24. “It is no longer for sale. As a company, we got this wrong, and we are deeply sorry.”

 

“We know this is especially hurtful for our Black guests, team members and partners,” the statement from Target continued. “Removing the costume is an important first step, and we are looking closely at how this happened and what needs to change to ensure this won’t happen again.”

 

In photos of the now-deleted costume, sold as “Kids’ Glows under Blacklight Circus Clown,” a young Black boy modeled the outfit, which featured a black-and-orange printed bodysuit and hood with an exaggerated smile and mini top hat.

 

The model’s pose, in which he stands with one leg and arm raised in a waving gesture, particularly sparked criticism for its affiliation with Jim Crow-era negative depictions of Black people, according to The Cut.

 

“Target, for real? I’m not surprised, but this is a new low,” comedian LaTrez Anderson said in a now-deleted Instagram Reel about the costume, per the outlet.

 

“The amount of people this costume had to go through to get approved says A. LOT. WHAT YEAR IS IT!?” an Instagram user commented on Target’s apology post.

 

Blackface is defined as “dark makeup worn to mimic the appearance of a Black person and especially to mock or ridicule Black people,” according to Merriam-Webster. The use of blackface in the U.S. was initially recorded through “minstrel shows,” in which white performers would wear blackface and mock Black people based on negative stereotypes, according to the National Museum of African American History and Culture.

 

The Halloween costume controversy comes nearly a year after Target rolled back Diversity, Equity, and Inclusion (DEI) initiatives. Target CEO Brian Cornell later stepped down after 11 years with the company, it announced in August 2025. Target has faced consumer boycotts since early last year due to the DEI cuts, PEOPLE previously reported.

 

Anne and Lucy Dayton, the daughters of one of Target’s co-founders, called the company’s actions “a betrayal” at the time, CNN previously reported.

17579: New CMO Means WPP = Wendy’s Potentially Packing…?

 

Advertising Age reported Wendy’s hired a new Chief Marketing Officer—who just happens to be a former Mickey D’s CMO—to orchestrate a brand turnaround.

Um, hoping to emulate the Golden Arches is hardly a McRoad to success, as even struggling Ronald McDonald would admit.

If the new CMO takes a standard approach—i.e., launches an account review including former cronies and co-conspirators—it might mean trouble for longtime incumbent White advertising agency VML. The potential snowball effect could adversely impact WPP Creative, WPP Production, WPP Media, and the entire single White operating company.

In short, lots of WPP drones might lose their lunch—and be forced to seek employment as Wendy’s or Mickey D’s crew members.

Wendy’s hires former McDonald’s CMO Tariq Hassan

By Erika Wheless

Tariq Hassan, the former chief marketing and customer experience officer for McDonald’s U.S., is now Wendy’s chief marketing and customer growth officer, Wendy’s announced today.

Hassan, who joined the burger chain effective immediately, replaces Lindsay Radkoski, who has served as Wendy’s U.S. chief marketing officer since 2024. Radkoski will depart after a transition period over the coming weeks, ending a nearly 15-year career with the brand, Wendy’s stated.

Hassan’s appointment comes as part of Wendy’s ongoing “Project Fresh” turnaround, which was announced in November. The revitalization strategy started with looking at customer data to better inform marketing. Wendy’s has had a hard time winning back customers—its same-restaurant sales have continued to fall, down 7.8% in the first quarter of this year and 7% in the second quarter. In April, the chain awarded its U.S. media business to WPP Media to more efficiently work with the fast-feeder’s longtime creative partner, VML.

“My focus will be on reigniting that passionate connection with our brand to show up more powerfully in every experience, everywhere our fans meet us,” Hassan said in a statement regarding his new role.

Under Hassan, McDonald’s marketing mined so-called “fan truths” about the brand to help inform campaigns, including its celebrity meals, adult Happy Meals, the Grimace Birthday Meal and manga-inspired “WcDonald’s” campaign, all by Wieden+Kennedy New York. He left McDonald’s in early 2025 and was replaced by Alyssa Buetikofer, the former chief marketing officer of McDonald’s Canada.