17653: On The Publicis Groupe Versus WPP Exclusivity Exhibition.

Advertising Age spotlighted the spat between Publicis Groupe and WPP, whereby the France-based White holding company called out Cindy Rose, CEO of the UK-based single White operating company, for her commentary on major brands assigning global business to White holding companies sans traditional pitches.

The Publicis Groupe rebuttal felt like admansplaining—although former Publicis Groupe Chairman and CEO Maurice Lévy would undoubtedly deny it.

The volleying vomit displays hypocrisy and hubris.

After all, holding companies were arguably designed to secure business in unconventional—accent on con—style. The model allows for cronyism, Corporate Cultural Collusion, and constructing companies for exclusive client catering.

Publicis Groupe and WPP—as well as all holding companies—have engaged in account acquisition schemes leveraging privileged power plays. And there’s no sign of anyone returning to traditional pitching.

The back-and-forth bickering is bona fide bullshit.

Let the White holding company without Prime Redlining practices cast the first stone.

Publicis fires back at WPP CEO Cindy Rose over comments on agencies winning business without traditional pitches

By Brian Bonilla

Publicis Groupe is firing back at WPP CEO Cindy Rose over comments she made about agencies winning business without traditional pitches with an unusually pointed Instagram post that accuses its rival of insulting clients. It also takes a swipe at WPP’s decision not to defend Coca-Cola’s North American media account.

In the “Dear Cindy” post, addressed directly to Rose, Publicis challenges her suggestion during WPP’s third-quarter earnings call last week that agencies winning business without competitive pitches could be encouraging clients to bypass proper due diligence. The French holding company, which has secured several major accounts this year without formal reviews, argued in the post that clients are subjecting agencies to extensive evaluations even when they forgo traditional pitches.

“Although it might make for a good headline, claiming we win on a ‘CEO handshake’ is an insult to clients’ intelligence,” Publicis wrote. “We all know global companies don’t hand over their data, media, and tech keys over a friendly espresso. It takes months of hard testing by marketers, engineers, data architects, and procurement teams.”

Rose made the comments in question during WPP’s earnings call, after an analyst asked about the company’s decision not to participate in Coca-Cola’s North American media review and whether WPP was seeing competitors win assignments without pitching. Rose described the trend as the “pitchless CEO handshake thing” and acknowledged the growing costs associated with agency reviews, but warned against dispensing with formal pitches.

“Nobody loves pitching,” she said on the call. “The cost and burden of the process seems to be increasing. But I think what’s really important, to me is that my clients fully understand the implications of the decisions they’re making. These are really high-stakes decisions with material business consequences, and they deserve careful consideration. I don’t think we do ourselves any favor as an industry of professionals by encouraging clients to bypass proper due diligence.”

Earlier last month, Publicis Chairman and CEO Arthur Sadoun spoke about the growing trend of marketers handing over accounts without a formal pitch process. Publicis won PepsiCo and Microsoft business this year without a pitch.

In the post, Publicis Groupe also took a shot at WPP for declining to defend Coca-Cola’s North American media business—which Omnicom eventually secured—while focusing on pitching its global media business. In the WPP earnings call, Rose explained: “We made a tough call between spending yet another six weeks pitching for North America versus delivering against what we had already won.”

“You can’t be a passionate defender of pitch culture and plead exhaustion in the same breath,” Publicis wrote in response. “If an extra six-week run was enough to sideline your teams, it’s not an endurance problem; it’s a capability one.”

WPP was not immediately available to comment on the Publicis post.

Read Publicis’s full letter below:

Dear Cindy,

We’ve had a busy few days, as you may have seen, but of course we didn’t miss your earnings call last week.

We’ve always enjoyed a bit of industry back and forth, à la Maurice and Martin, so we couldn’t let your theory on how we win new business slide without a word.

Although it might make for a good headline, claiming we win on a “CEO handshake” is an insult to clients’ intelligence.

We all know global companies don’t hand over their data, media, and tech keys over a friendly espresso. It takes months of hard testing by marketers, engineers, data architects, and procurement teams. So let’s be really clear here: skipping an old-school pitch circus isn’t skipping due diligence. It’s clients knowing what they need and testing us to the limit.

Having worked at one of the companies that chose us this year, you know its leaders really well, and your comments sell them remarkably short. They would never have entrusted us with a task of this magnitude on a wink and a handshake.

It’s as believable as saying your troops were too tired to try and win back your biggest client’s biggest market. You can’t be a passionate defender of pitch culture and plead exhaustion in the same breath. If an extra six-week run was enough to sideline your teams, it’s not an endurance problem; it’s a capability one.

Take it from us, investing in tech and talent really helps on that front.

Because in the real world, enterprise partners aren’t chosen after a cosy tête-à-tête or legacy slide decks. They are chosen on connected identity and media solutions, intelligent creativity, and AI engines that drive business.

Don’t get us wrong. We didn’t expect a basket of muffins or a thank-you note for clearing the path to your global renewal. We understand the pressure of building a narrative for the financial markets and the urge to celebrate a win – a victory lap is fun even when you’re the only one who ran. But it shouldn’t require denigrating our clients, our people, and all of our efforts.

Our industry does extraordinary work. Let’s give it the credit it deserves.

Very best,

Your friends at Publicis 

17624: Cooking A Heaping Helping Of Lame Duck.

More About Advertising presented yet another take on the impending exit of VML Global CEO-WPP Creative CEO Jon Cook, even comparing the move to Omnicom Advertising Group CEO Troy Ruhanen relinquishing his position.

Okay, except Ruhanen is an established, respected, and decorated leader succeeded by an established, respected, and decorated leader. Cook and his crony, not so much.

Cook remarked, “I look forward to working closely with Cindy (Rose, CEO) and the WPP and VML leadership teams over the coming months to execute a thoughtful transition.”

Huh? Cook isn’t scheduled to leave the building until March 2027—nearly six months away. Cook’s thoughtful transition will take roughly twice as long as his hasty decision to skedaddle.

Then again, former WPP CEO Mark Read made a similar statement about thoughtfully transitioning before being rapidly replaced by Cindy Rose.

Cook is essentially a lame duck—maybe he should duck out pronto.

VML’s Cook quits as WPP Creative boss

By Stephen Foster

When any industry goes through a process of upheaval – especially when it involves heavy redundancies – it’s right to focus on the troops as they bear the cost, often losing their jobs.

But being one of the managers charged with overseeing such upheavals can’t be much fun unless terminating people rocks your boat.

It’s interesting that VML’s Jon Cook is following hard on the heels of Omnicom Advertising Group’s Troy Ruhanen in stepping down from one of the key jobs as the industry is changing: Ruhanen, who’s being replaced by BBDO’s Andrew Robertson, masterminded (if that’s the right word) the merger of FCB into BBDO and demise of DDB as Omnicom bought IPG; Cook had the even bigger job of merging his VML with WPP’s JWT, Wunderman and Y&R to create what was the world’s biggest creative agency. At the time few people on this side of the Atlantic knew what VML was. To say that executives at the other agencies were surprised is a huge understatement.

Yet Cook, who’s being succeeded by another lifer at the one-time Kansas City digital agency, Eric Campbell, is reckoned to have done a pretty good job, eventually overseeing Ogilvy, Grey, Burson, AKQA, Landor and Design Bridge & Partners as head of the recently-minted WPP Creative. We wait to see if this really will become one company (which would be one way to get rid of even more people.)

Cook says: “This has been one of the hardest decisions I have ever made in my life. But after three decades of pouring everything I have into this agency and all of WPP, it is time to build something new. VML and WPP Creative are operating from positions of tremendous strength and this is the right moment for other voices to lead. I am immensely proud of our teams, the iconic work we produce with our clients and the one-of-a-kind culture we have built. I look forward to working closely with Cindy (Rose, CEO) and the WPP and VML leadership teams over the coming months to execute a thoughtful transition.”

The job facing the head of any creative agency these days is finding enough work at the right price to keep everyone gainfully employed. This is particularly tough for many ad folk who, incorrigible optimists that they are, think mainly of growth and, gleefully, of poaching talent from their rivals as they grow.

17623: Cooking With The Same Old Recipe, Serving Up The Status Quo.

Adweek published a different spin on the impending exit of VML Global CEO-WPP Creative CEO Jon Cook, stressing how he’s handing the baton to one of his “best friends in life.”

Soon-to-be successor Eric Campbell is a VML veteran currently serving as WPP Creative North America CEO, a title he’ll retain upon gaining the VML Global CEO role.

According to Adweek, “Knowing VML and WPP Creative will be in the hands of someone who has helped [Cook] build the business has made it easier to step away.”

Easier for who? And easier how?

Cook admitted in Advertising Age that he only started considering career options last summer—mere months ago. So, it was a relatively quick decision. Ditto the appointment of his replacement.

Through messy mergers and radical restructuring, WPP likely has a surfeit of qualified and available C-suite executives. Identifying the next leader for the largest White advertising agency and entire creative practice (although Campbell is not assuming full WPP Creative CEO duties) in the global flaming dumpster should have warranted an extensive, exhaustive search.

Under Cook, VML once boasted extreme dedication to DEIBA+ and Divertsity too.

Recent PR also positioned Cook as caring, concerned, and committed to people.

What’s more, WPP leadership expressed awareness of constant churn adversely affecting morale, trust, and psychological safety.

Yet when presented with an opportunity to fill one of the biggest positions in Adland—a choice that impacts WPP employees worldwide—Cook instantly opted for cronyism and selected a White man.

Jon Cook on 30 Years at VML and Handing the Agency Over to His Best Friend

The WPP exec said he’s ready to climb a new career mountain.

By Christopher Cicchiello

Jon Cook’s 25 years at VML was full of changes, from the early startup days to mergers and acquisitions to rebrands and integrations. Alongside him the entire time was Eric Campbell, who he described as not just a partner in his career, but one of his “best friends in life.”

Now, after announcing his departure from the agency on Friday, Cook has the rare fortune of handing the reins to his long-time friend, who succeeds him as global CEO of VML while retaining his dual role as North America CEO of WPP Creative. 

Knowing VML and WPP Creative will be in the hands of someone who has helped him build the business has made it easier to step away, Cook said.

(Read the full story here.) 

17604: Continuing Cola Wars Craziness.

 

More About Advertising opined on Ogilvy scoring a Coca-Cola European football project via a pitch featuring WPP Open X (presumably led by Ogilvy), Publicis’ Le Pub, Studio.One (led by former AKQA CEO Ajaz Ahmed), and Uncommon Creative Studio (co-founded by former Grey London Chairman and CCO Nils Leonard).

Was the pitch underway before Publicis Groupe landed PepsiCo global media duties?

Given WPP Open X was invented to solely serve Coke, facing competition from outsider enterprises does not seem to reflect favorably on the single White operating company and its offerings.

The scenario also indicates an industry shift, whereby reviews for major chunks of business are not necessarily closed affairs, exclusive privileges available only to a handful of White holding companies. Although it still involves cronyism and entitled relationships.

In the end, the self-proclaimed Trusted Growth Partner For The World’s Leading Brands hasn’t gained trust, realized growth, or been a partner for any brand in the world—and the global flaming dumpster now competes against ex-employees for assignments.

Coke goes great with humble pie.

More Coke pitches: this time Ogilvy’s on top

By Stephen Foster

They do love their pitches at Coca-Cola despite the creative part of the giant account supposedly safely harboured at WPP. This time it’s a WPP team led by Ogilvy reportedly winning a European football brief in a pitch against Publicis’ Le Pub (which handles Heineken), Ajaz Ahmed’s new Studio.One and Uncommon Creative Studio (there are nearly as many studios these days as pitches.)

Coke has invested heavily in football with some lively campaigns although this seems to be the first time it’s been a separate project. Coca-Cola is an official sponsor of the Premier League in the UK.

Nobody’s saying anything on the record but it’s an interesting pitch. Studio.One, the new creative company formed by former AKQA boss Ajaz Ahmed has already picked up a Christmas assignment from Coke. Ogilvy has won (or retained) a number of Coke assignments recently and seems to be the lead agency on WPP Open X work. Must be frustrating, not to say exhausting, having to keep repeating yourself though.

17497: Different Outhouse, Same Shit—Brought To You By Adland.

Adweek reported the former McCann Worldwide CCO, who left Omnicom Advertising after the acquisition of IPG, returned to Publicis Groupe, where he formerly served as Saatchi & Saatchi US and Latin America CCO, and will now serve as Leo Constellation Americas and Iberia CCO.

 

The winding opening sentence above underscores how White holding companies—and a single White operating company—have fueled the commoditization of Adland, whereby people, places, and practices are repetitive, redundant, and replaceable.

 

Why, even C-suite leaders shift from White advertising agency to White advertising agency, confirming all firms are essentially identical.

 

Of course, the drones must weather the storms of change, often cast away and lost in a sea of sameness.

 

The Adweek report closes with the most outrageous statement: “Part of his remit also includes recruiting and developing the agency’s talent pipeline.”

 

Recruiting and developing the agency’s talent pipeline?! Um, the newish CCO will draw from his limited pool of connections at Publicis Groupe, Omnicom Advertising, and the erased IPG to maintain the cronyism, exclusivity, and systemic racism in Adland.

 

Publicis Groupe Taps Javier Campopiano Following Omnicom Exit

 

He’ll join Leo Constellation as CCO for the Americas and Iberia

 

By Hannah Bowler

 

Two weeks after announcing his departure from Omnicom Advertising, Javier Campopiano is joining Publicis Groupe as global chief creative officer (CCO) for Leo Constellation Americas and Iberia.

 

The former McCann Worldgroup and McCann Worldwide CCO left Omnicom just six months after taking on his latest role following its acquisition of Interpublic Group (IPG) in December 2025.

 

His appointment at Publicis follows the group’s $2.2bn purchase of LiveRamp. In a statement, Publicis CEO Arthur Sadoun, said Campopiano’s appointment showed the holdco’s commitment to creativity alongside such investments.

 

“Javier’s return is the latest demonstration of our commitment to investing in what remains a key differentiator for our clients: the very best talent, to drive creativity in all of its forms,” he said.

 

A return to Publicis

 

The move marks Campopiano’s return to Publicis Groupe where he previously served as CCO for Saatchi & Saatchi U.S. and Latin America. Campopiano initially left Publicis Group in 2022 to join Grey, also in a CCO role.

 

In a statement, Campopiano said his return had been on the cards for a while. “For years, Marco and I had this running joke where he would text me ‘come home’ completely out of the blue, and I would immediately reply ‘pronto.’ Well, the time has finally come,” he said.

 

At Leo Constellation he will report to global co-CEO’s Agathe Bousquet and Marco Venturelli. The pair said Campopiano was one of most respected creative leaders in adland. And added: “His ability to combine craft, humanity and impact makes him the perfect person to lead our creative community across the Americas and Iberia.”

 

Campopiano is a decorated exec having earned himself Cannes Lions, Clios, The ANDY Awards and D&AD’s.

 

At Leo Constellation he’ll work closely with the leadership team overseeing creative strategy and output across the group for both global and regional brands. Part of his remit also includes recruiting and developing the agency’s talent pipeline.

17477: Delving Into Droga5’s Diaspora.

 

Advertising Age published a lengthy fluff piece on “Droga5’s diaspora”—spotlighting White advertising agencies whose White principals emerged from the White ranks of the White advertising agency launched by David Droga.

 

Diaspora seems an odd term to use for the perceived phenomenon. Cronyism or Brotopia might be more appropriate.

 

The scenario underscores an Adland reality: White men leverage politics, privileges, and advantages to dominate the field.

 

Don’t forget Droga5 staged the Ted Royer scandal too.

 

Diaspora? For the legacy of this place, the best term might be Broga5.

 

Behind Droga5’s diaspora—and why it’s not a ‘coincidence’

 

By Ewan Larkin

 

Walking around the Ad Age A-List & Creativity Awards gala last month, everywhere David Droga turned, there were familiar faces—including those who had once sat across from him on the couch in his office. This time, however, they were collecting awards for agencies of their own. “The magnitude of it was revealed there,” the Australian expat said in an interview. “That was the first time I was like, ‘Oh wow. It really is pervasive.’”

 

Droga is referring to the diaspora of independent agency founders who have emerged from Droga5’s ranks over the past several years—among them the creators of Isle of Any, American Haiku, Mirimar, Alto and Mojo Supermarket. These new guard leaders learned their trade at Droga5, a creative hothouse founded in 2006 that grew from a Lafayette Street fledgling into a Wall Street heavyweight and Ad Age’s Agency of the Decade.

 

Not all of these founders came up exclusively at Droga5; some also hail from storied creative agencies such as BBDO and Wieden+Kennedy, but for each of them, it was the last stop before hanging their own shingle.

 

“I don’t think it’s coincidence at all,” said John McKelvey, chief creative officer of 6-year-old Mirimar, which now counts Poppi and Rocket Cos. as clients. “Some of the DNA from those moments is alive in our new agencies.”

 

Ad Age spoke with several of the founders, as well as Droga himself, to understand what it was about one agency that produced so many others—the culture that bred independence, the lessons carried forward, the relationships that endured and the occasional tension that comes with building something new in the shadow of something great.

 

Built to leave

 

It’s easy to see this situation as something of a double-edged sword for Droga. Many of the industry’s hottest shops have spawned from under his tutelage, but that also means talent keeps walking out the door.

 

Droga, however, said he “doesn’t begrudge anybody that goes off to do something great.” He’s also quick to make clear the departures haven’t gutted Droga5, with the Accenture Song-owned agency recently nabbing Ad Age’s Global Network of the Year following an overhaul of its leadership team.

 

“There’s no bittersweetness for me at all,” said Droga, who recently stepped out of the Song CEO role and became vice chair of Accenture. He said one of his greatest dilemmas during his time at the helm of Droga5, which he sold to Accenture in 2019 for about $475 million, was having more great talent than he had room for at the top.

 

It’s natural that, at some point, “they are going to have to go off and do their own thing,” Droga said.

 

Droga5 is not the only agency to have seeded a new generation of independents. Over its 43 years in existence, Goodby Silverstein & Partners, the San Francisco-based Omnicom agency, has seen its own employees go on to launch shops including nice&frank, Bandits & Friends, Optimism BH and Argonaut.

 

Like Droga, GS&P’s co-founders Jeff Goodby and Rich Silverstein understand that talent walking out the door is part of the deal, said Sarah Thompson, GS&P’s CEO and a former longtime executive at Droga5. “They’re all three very confident people,” Thompson said, and they recognize “it’s never just about one person.”

 

The culture inside Droga5, former employees said, encouraged independence and entrepreneurship. Droga’s stories of leaving Publicis Groupe—after turning Saatchi & Saatchi into one of the most talked-about agencies in the world—to build something from scratch was the kind of inspiration you couldn’t readily find at a holding company.

 

“When you have a guy standing up and saying, ‘When I quit my job and did this’ like 900 times a year, it seeps into your head,” said Mo Said, founder of Mojo Supermarket. “And then you’re like, ‘Maybe I should do that.’”

 

Droga deliberately avoided imposing a house style, making room for vastly different creative voices to develop alongside each other. You can see that in the alumni shops: Jonny Bauer’s business transformation consultancy Fundamentalco, for example, bears little resemblance to Mirimar, which operates at the intersection of advertising and entertainment.

 

Droga5 was also intensely competitive, multiple founders made clear, but driven by ambition. “I never worked as hard anywhere as I did at Droga5, and I was never surrounded by the same number of driven people,” said Thom Glover, founder and chief creative officer of American Haiku, Ad Age’s 2026 Newcomer Agency of the Year. Other former executives would go as far as to call the atmosphere cutthroat, a meritocracy where, as Said put it, “if you were really creative and really good and you delivered, you stayed; and if you didn’t, you didn’t.”

 

Droga has never been shy about his determination to always be the best, and that pressure isn’t for everyone, but those who thrived within the agency say it left them well-equipped to go it alone. Felix Richter spent over a decade at Droga5 before leaving in 2022, not to start his own shop, but to join independent agency Mother, where he has risen to global chief creative officer and earned Ad Age’s 2026 Chief Creative Officer of the Year honor.

 

Still, Richter understands why so many of his friends and former colleagues have taken the risk.

 

“When you’re successful at Droga, you leave with the confidence that you’re able to be successful on your own,” he said. Added Laurie Howell, co-founder of startup creative boutique and Ad Age 2026 Creative Agency of the Year Isle of Any: “Being around that, seeing what David was doing with the company, made you think that it was possible.”

 

“There’s an osmosis of that—you go, ‘Oh, okay, cool. I can see how this works,’” said Howell.

 

While most of the indie agencies that have emerged from Droga5 appear to have been founded by men, Karen Land Short, a longtime Droga5 creative leader who went on to Accenture Song, recently founded her own shop, 400 Humans. Droga5 also pointed to a number of female alumni who have gone on to senior leadership roles across the industry, including Tara Lawall, chief creative officer at Rethink New York; Susie Nam, CEO of Publicis Creative U.S.; and Lindsay Cole, president of Uncommon New York.

 

Lessons learned from Droga5

 

For some ex-employees, striking out on their own provided an opportunity to scratch a different itch. Hannes Ciatti, who opened Alto in 2019 after co-founding JohnxHannes alongside Mirimar’s McKelvey, wanted to build a shop that reflected the nature of agency-client relationships, with marketers gravitating towards project-based assignments. His time at Droga5, he said, showed him what to “protect and what to shed” at Alto; he’s betting that a small, senior team armed with the right tech and freelancers can do what once took hundreds of people.

 

“I’m trying to keep the ambition of a place like Droga5, but build it also for the realities of 2026,” Ciatti told Ad Age.

 

Droga, for his part, gets why. He noted that peak Droga5 New York was around 850 people, a scale he doesn’t think a creative agency needs to reach anymore. “Hannes is right,” he said of Ciatti’s approach.

 

Isle of Any founders Howell and Toby Treyer-Evans are leaning into their roots as industrial designers, blending product design and experiential work with advertising. The British-born duo is looking to move away from what they see as the “project” model most shops employ, prototyping early and iterating often. In other agencies, “there’s a process to how you make things,” Howell said. “We’re trying to collapse it all.”

 

Indie founders are, to some degree, going it alone, and the pressure to stay afloat presents the temptation to appease clients at the expense of the work. Droga5, though, taught employees the opposite instinct.

 

McKelvey described weekly Acela rides to Baltimore, and Droga’s work building creative trust with Under Armour founder Kevin Plank, as a crash course in client relationships. Droga “taught me a lot ... about how much nerve it takes to protect an idea before everyone understands it,” Ciatti said.

 

“There’s actually a bigger reward when you do work that might get you fired,” he added. “That was a big learning curve for me—not being afraid to be brave, sometimes needing to say no to lawyers or people that wanted to stop you.”

 

These founders cited Droga’s hands-on approach to the work and willingness to back his teams in client meetings, among other things. Many said he was involved as they prepared to strike out on their own, offering advice on everything from finances to landing first clients. As McKelvey prepared to leave, Droga told him the door would always be open if things didn’t pan out.

 

“Think about the confidence of someone telling you if this thing fails, the worst thing that’s going to happen is you’ll get a great job,” McKelvey said.

 

Bits of camaraderie, bits of tension

 

Some of these agencies, like Isle of Any, are now working with former Droga5 clients. The shop has drawn early raves for campaigns with Coinbase, OpenAI and The New York Times—a client they’d worked with for over six years back at Droga5. Treyer-Evans, however, said Isle of Any is careful to keep a clean break from their former shop, never poaching clients or staff.

 

Droga said he has no issue with the client overlap, noting that he introduced Isle of Any’s founders to Coinbase, the same client Accenture Song worked with on the 2022 Super Bowl QR code spot. “As long as great work is coming out of it, and it moves our industry forward, I’m not that insecure about it, to be honest,” he said.

 

American Haiku has staffed up with several Droga5 alumni, including Jessica Kingsbery, formerly managing director of Droga5 New York, who was named CEO. The agency’s heavy Droga5 representation wasn’t “by design,” Glover said, though it did result in an “awkward conversation” with Droga himself. “Those people all have a way of working and communicating with each other that makes it easy when you’re small and you want to get a lot done,” he explained.

 

Droga understands this part of the business well; he spent years bringing trusted people with him across stints in Singapore, London and beyond. Still, the AAF Hall of Famer is competitive and doesn’t want to see Droga5 hurt.

 

“You can’t come to me for advice one day but then also go around my back and take people the next day,” said Droga.

 

Said, who also hired Droga5 employees heavily early on, eventually came to see it the same way, that the “etiquette of having a mentor and stealing from a mentor” didn’t sit right.

 

As for the founders’ relationships with each other, not everyone talks all the time, but there is a general sense that the line is always open. Many of the former employees said they have a low-fi get-together at the Cannes Lions International Festival of Creativity, a slice of camaraderie that serves as a reprieve from the competition. “We’re on pitch lists together, we’re going after the same candidates,” said Glover. “But it’s all generally friendly.”

 

Across Ad Age’s conversations with Droga5 alumni, it’s evident that some are keen to avoid being pigeonholed as just another shop that came out of the agency. Said found himself feeling the same way in the first few years out of the gate, but time has a way of softening that instinct, especially when people start leaving Mojo Supermarket to start agencies of their own.

 

After Mojo Supermarket won Ad Age’s Small Agency of the Year in 2022, Said wanted to send the award straight to Droga. “I was just like, I’m so happy to be the ‘Better Call Saul’ to your ‘Breaking Bad,’” he recalled.

 

“We will never be that good of a show. But there are so many spinoffs that are bad, for one to be kind of good is the greatest compliment to you,” he added.

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.  

17135: Coca-Cola Corporate Hilltop Reunion.

Advertising Age reported WPP Chief Marketing & Growth Officer and Open X CEO Laurent Ezekiel—whose latter role involved overseeing the White holding company’s bespoke Coca-Cola unit—is bailing out for Publicis Groupe.

 

The move signals yet another leader abandoning WPP, although this shift presents additional twists.

 

For starters, the executive originally spent 16 years at Publicis Groupe before migrating to WPP in 2019. The Coca-Cola EVP Global CMO credits Ezekiel as a key architect in creating the WPP Coca-Cola unit.

 

Publicis Groupe wrested Coca-Cola’s media business from WPP in March of this year.

 

The crisscrossing events could all be coincidental, but the scenario sure smells fishy.

 

There was a time—not so long ago—when the mythical Cola Wars involved battling for global market share with splashy campaigns delivering award-winning entertainment.

 

Now, the competition features c-suite scheming, corporate politics, and poaching cronies.

 

WPP’s Laurent Ezekiel leaving for Publicis

 

By Lindsay Rittenhouse

 

Laurent Ezekiel, chief marketing and growth officer of WPP and CEO of WPP Open X, its bespoke Coca-Cola unit, is leaving for Publicis Groupe.

 

His departure comes after Coca-Cola shifted its North America media account from WPP to Publicis after a closed review. It’s unclear what Ezekiel’s role will be at Publicis.

 

A WPP spokesperson said a successor for Ezekiel will be announced shortly.

Publicis declined to comment.

 

Manolo Arroyo, executive VP and global CMO of Coca-Cola, confirmed the news in a memo obtained by Ad Age. Arroyo wrote that the beverage giant would work with WPP to identify Ezekiel’s successor.

 

“When we began our global marketing assessment in late 2020, Laurent was at the center of our partnership and eventually took on the leadership role as CEO,” Arroyo wrote. “He helped architect WPP Open X. ... He established a fully integrated, agile modern marketing team representative of the best of WPP across leading agencies and regions.”

 

WPP won Coca-Cola’s creative, media, data and marketing technology business spanning more than 200 countries in 2021, and formed the bespoke Open X team to service the account following the win. WPP retained the rest of Coca-Cola’s global business following the recent review.

 

Ezekiel joined WPP as CMO in 2019 from Publicis, where he had spent the majority of his career beginning in 2003. He most recently was president of North America and international for Digitas and a client lead on Publicis Groupe’s GSK business.

 

Contributing: Brian Bonilla