Adland isn’t the only industry staging questionable M&A deals.
Better together: Glassdoor is part of Indeed…?
Glassdoor has been hyping its Glassdoor Recruiter services, designed to help job seekers by mimicking Indeed offerings.
Ironically, the acquisition will likely lead to redundancies, restructurings, and RIFs, resulting in Glassdoor and Indeed ex-employees needing Glassdoor and Indeed to find new livelihoods.
PharmaLive published a perspective on how AI impacts hiring at White healthcare agencies.
The opinion piece is questionable on a few levels.
First, the authors are HR executives. Sorry, but HR does not make hiring decisions at White healthcare agencies—or any White advertising agencies or firms in Adland. The viewpoints on the topic, therefore, lack credibility, authority, and professional expertise.
Next, the article feels like it was crafted via AI, which sorta makes sense given HR executives are not writers, typically only capable of drafting descriptions of basic benefits and simple policies. Using AI to write about AI, however, is lazy, shameful, and hackneyed.
Of course, the nearly 1000-word exposition on hiring makes no references to DEIBA+ considerations.
Finally, the content is illustrated with an AI-generated image (depicted above) featuring a hand with six fingers. That PharmaLive editors and designers approved the graphic underscores a simple reality: pharmaceutical advertising sucks.
The AI-era interview: What healthcare agencies are really hiring for
By Beth Bogacz and Lexi Abbagnaro, AbelsonTaylor Group
AI has quickly become part of the hiring process on both sides of the table. Candidates are using it to write resumes, polish portfolios, rehearse and answer interview questions, and generate writing samples. Agencies are simultaneously exploring how AI can improve recruiting efficiency, support onboarding, and accelerate workflows across departments.
But as AI becomes more embedded in the hiring experience, it is also exposing something important about healthcare marketing talent: The abilities agencies value most are increasingly the skills AI and automation struggle to replicate.
That tension is especially visible in medical advertising, where the work depends on a combination of strategic thinking, scientific understanding, collaboration, and communication. Candidates may arrive with increasingly refined materials, but polished documents alone do not tell recruiters whether someone can navigate a difficult client conversation, synthesize conflicting feedback, or contribute meaningfully to a brand team operating under pressure.
When every resume looks impressive
The interview itself has become more revealing than ever. Over the last year, we have seen a noticeable shift in how candidates present themselves during the application process. AI tools now make it easy to create resumes and writing samples that appear highly sophisticated, regardless of experience level. In many ways, that is the new baseline. Candidates are encouraged to submit professional, well-organized materials, and most people will use available technology to help accomplish that.
The challenge is determining where AI assistance ends and authentic capability begins. That distinction usually becomes clearer in conversation. In interviews, candidates have to think in real time. They have to explain how they approached a problem, describe why a campaign worked or failed, and demonstrate how they collaborate with others. Those moments reveal far more than a perfectly formatted resume ever could.
The interview as the new litmus test
We have also encountered situations where candidates appeared to be actively relying on AI during interviews themselves. Sometimes the signs are subtle: delayed responses, eyes moving to another screen before answering the question, polished answers that contrast with hesitant or less articulate opening remarks. These inconsistencies in the interview rhythm can disrupt the flow of conversation and make it difficult to assess how the candidate actually thinks.
That does not mean candidates should avoid AI altogether. In fact, many are using it productively, preparing for interviews through mock questions, role-playing scenarios, or refining how they communicate their experience. The issue is not whether candidates use AI. The issue is whether they can function independently without the technology.
Why human judgment still matters
Within healthcare communication agencies specifically, that distinction matters because so much of the work depends on judgment. Teams are constantly balancing scientific accuracy, client expectations, regulatory considerations, and audience needs. There is rarely one perfect answer. People have to navigate ambiguity, make decisions with available information, and communicate clearly across disciplines. Those are deeply human skills.
Emotional intelligence remains one of the clearest differentiators in hiring conversations today. So does curiosity. Candidates who ask thoughtful questions, actively listen, and engage in genuine discussion tend to stand out quickly. Creativity also continues to matter, particularly the ability to challenge assumptions or generate unexpected ideas within highly regulated environments.
AI can accelerate execution. It can summarize information, organize thoughts, and improve efficiency. But it still cannot replicate the instinct behind a strong strategic insight or the interpersonal awareness required to build trust with clients and colleagues.
New expectations for emerging talent
There are changing expectations for junior talent as well. Increasingly, entry-level candidates are expected to arrive with at least baseline familiarity with AI tools and an openness to experimenting with new technologies. In many cases, early career professionals are introducing workflows or tools that more established teams may not yet be using. What matters most is adaptability.
Healthcare marketing has always evolved alongside changes in media, technology, and consumer behavior, but the pace of change is different now. Candidates who thrive tend to be the ones comfortable learning continuously, working across functions, and wearing multiple hats when needed. That is especially true at small and midsize agencies, where collaboration across departments is often essential to how work gets done.
The rise of ‘power skills’
The industry is also placing greater value on what many organizations now call “power skills”: cross-functional thinking, communication, adaptability, and strategic leadership. Those qualities consistently surface in recruiting conversations across levels and disciplines. While leadership expectations naturally increase with seniority, even junior employees are expected to collaborate across teams and contribute beyond defined responsibilities.
At the same time, hiring teams have become more intentional about how they assess authenticity during interviews. Behavioral and situational questions have become more and more important because they help reveal how candidates think, process challenges, approach decisions, and communicate under pressure. It is not the specific answer that matters most but it is how someone arrives there.
AI fluency vs. AI dependence
So far, AI has not fundamentally changed the structure of many hiring exercises within healthcare agencies. Case studies, writing assignments and role-specific exercises were already common practice long before AI became prevalent. What has changed is the conversation surrounding them. In some cases, candidates may even be encouraged to use AI tools as part of the exercise, depending on the role. Familiarity with AI is becoming part of professional fluency. But fluency is not the same as dependence.
The candidates who stand out today are usually the ones who understand how to use AI as an enhancement rather than a substitute. They know how to leverage technology to improve efficiency while still bringing original thinking, strong communication, and independent judgment to the table. That balance is becoming one of the defining hiring questions for healthcare agencies.
The future workforce will almost certainly be more AI-capable than the one before it. The agencies that succeed will not be the ones trying to avoid that reality. They will be the ones that learn how to identify talent capable of combining AI technology with the human skills healthcare marketing still depends on most.
MediaPost spotlighted a new 4As report cautioning White advertising agencies that using AI to replace new hires could adversely impact next-generation leadership growth.
Given entry-level hiring and recruiting has fueled global performative DEIBA+ initiatives, choosing AI over newbies shuts down critical talent pipelines to underserved and underrepresented candidates.
In Adland, AI fortifies exclusivity and systemic racism.
How Cutting Entry-Level Agency Jobs Impacts The Entire Industry
By Steve McClellan
The ad agency world has long fretted over entry-level positions and how to get to the best talent to fill them.
The industry accepts that it probably won’t be the highest paying sector in the economy and that it has likely lost many potential candidates to higher-paying fields like tech and finance.
More recent developments have complicated the issue further, including hybrid workforces that have put a damper on career-mentoring channels.
And advancements in artificial intelligence are now enabling agencies to cut staff—particularly entry-level posts that don’t involve much, if any, strategic thinking—to further reduce expenses.
But a new report from the 4As and consultant DBC urges agencies to carefully consider their use of AI to replace new hires, noting that such a strategy could stunt the growth of next-generation leadership.
“By treating these roles as short-term costs rather than long-term investment, agencies risk creating a ‘hollowed-out’ middle management for the next decade,” the report, written by DBC President Bill Daddi, states.
The report quotes several industry leaders and cites a Forrester study that projects that U.S. ad agencies will automate 7.5% of jobs by 2030, most of which will be entry-level positions.
4As CEO Justin Thomas-Copeland states that pressure on entry-level jobs in the industry has been steadily increasing in recent years, but that AI has “hyper-accelerated that progression, where it feels much more aggressive than in any sort of disruptive time that I’ve been in the industry.”
One of the report’s recommendations: Rethink and build mentorship exposure and career development into the industry’s hybrid workforce culture.
“We’ve quietly killed the apprenticeship model where talent learned by being around the seasoned pros at their agencies,” states Caroline Winterton, former CEO at DDB. “If we don’t replace it with something intentional, we’ll end up with leaders who know the tools but don’t have the taste, judgment or people skills the industry needs.”
With fewer people at agencies, there is also more pressure on mid-tier players to drive growth versus their traditional roles of managing teams and completing projects, the report asserts.
The industry needs to redefine what skills entry-level positions require. Traditionally, those roles have focused on executing repetitive tasks.
“Future junior employees must be better equipped to connect strategy, creativity, analytics and AI-enabled systems,” the report asserts.
“AI literacy matters,” states Witherton. “But so does critical thinking, storytelling and knowing when not to use the tool. We need to invest in both sides of the equation.”
More from the report, “Redefining Entry-Level Agency Positions in the Age of AI,” can be found here.
Many White advertising agencies likely celebrated Cinco de Mayo in stereotypical fashion, with employees donning sombreros, dancing to mariachi music, and drinking margaritas.
Indeed, more time, intent, and resources were probably allocated for partying versus participating in multicultural marketing—or pursuing DEIBA+ initiatives and/or inclusive hiring practices.
Expect the systemic racism to formally resume on May 6.
The previous post spotlighting the Adweek report on WPP’s newish Chief Transformation Officer didn’t mention an important point.
Yes, the CTO formerly worked in a similar role for The Estée Lauder Companies.
In February 2026, Advertising Age reported The Estée Lauder Companies named WPP as global White media agency.
So, it looks like WPP CEO Cindy Rose is landing new clients and poaching talent from them too.
Advertising Age and PR Newswire spotlighted YABs, YACs, and YAPs—Youth Advisory Boards, Youth Advisory Councils, and Youth Advisory Panels—which are described as follows:
Youth advisory panels (YAPs) are groups of Gen Z and Gen Alpha consumers (e.g., SuperHeroes’ 80-member panel) employed by advertising agencies to provide direct, authentic insights for marketing strategies, creative development, and client pitches. These panels help brands connect with younger demographics by providing feedback, producing content, and identifying emerging trends. They are increasingly used to ensure authentic youth engagement, particularly in social media and brand strategy.
Based on the images above and below, YABs, YACs, and YAPs appear to be consultants of color.
White advertising agencies routinely appoint committees for cultural appropriation and approval, a storied tradition of delegating diversity started by tapping mailroom staff, cafeteria workers, security personnel, custodial services, and elevator attendants.
In recent years, White ad agencies have used such schemes to win pitches and prizes.
Seems like a slick workaround to conceal diminishing employment opportunities for entry-level youth in Adland.
Do YABs, YACs, and YAPs experience forms of Prime Redlining and crumbs compensation?
Probably YES.
YIPPEE-KI-YAY.
This actual job listing for a Change Communications Manager at WPP (click on the image to enlarge) underscores how the White holding company is taking Adland from commoditization to commode.
The full job description includes:
The ideal candidate is a strong operator and storyteller—someone comfortable working in ambiguity, setting structure where none exists, and influencing without relying on formal authority.
Wow. A more succinct statement could read: Bullshit Artists Apply Now.
Candidates should also be able to mix and serve Kool-Aid for all WPP teammates across the globe.
Expect thousands of applicants—although the position will probably go to a White man or White woman.
Wonder if the job listing was generated by AI—which, in this case, stands for Asshole Identifier.
For Black History Month, Advertising Age is publishing content from Blacks in Adland, covering a variety of topics.
The content below is titled, “Why agencies need to recommit to diversity hiring.”
Okay, but is it technically a recommitment if there was no DEIBA+ commitment from the start?
The true problem: White advertising agencies are committed to systemic racism, recommitting at every opportunity—ultimately limiting DEIBA+ opportunities.
Why agencies need to recommit to diversity hiring
By Chris Witherspoon
Every February, someone asks me to write something. A reflection. A rally cry. A “here’s how far we’ve come.”
And this year? I’m not sure what to say.
Black History Month is nearly over. The calendar says celebration. LinkedIn says thought leadership. But if I’m honest, what I feel most right now isn’t inspiration.
It’s concern. Because the numbers aren’t moving the way we hoped.
According to the U.S. Bureau of Labor Statistics, Black professionals make up roughly 13% of the U.S. workforce, but in advertising, PR, and related industries, that number sits closer to 6%–7%. Leadership representation is even thinner. Progress over the past decade has been incremental at best—flat in some places.
Industry reports from the 4As show that diversity hiring gains made in 2020 and 2021 have slowed or reversed as budgets tightened and mergers accelerated.
Add to that the political crosswinds around anything labeled DEI. In some boardrooms, the conversation has shifted from “How do we do more?” to “How do we stay out of the headlines?” Scrutiny is louder. Risk tolerance is lower. And inclusion is often the first thing quietly deprioritized.
At the grassroots level, we feel it too.
The BLAC Internship Program—the nonprofit I chair— exists to open doors for Black and underrepresented talent into marketing and communications careers. This year, we saw a record number of applicants. Interest didn’t cool—it climbed.
But agency participation has softened. Not because the talent disappeared, but because priorities have shifted. The result? More students are ready to step in, but fewer seats are available.
That gap is hard to ignore.
The same pattern is showing up at the 4As MAIP program, long considered the gold-standard pipeline into our industry. When hiring freezes hit, diverse candidates tend to feel it first.
To be clear: it’s hard for everyone right now. Mergers. Layoffs. AI disruption. Clients consolidating rosters. Entry-level hiring slowing. I own an agency; I understand the pressure.
But here’s what worries me. In moments of economic strain, inclusion gets reframed as optional. A “nice to have.” Something we’ll return to when times improve.
History suggests that when momentum pauses, regression follows. That’s the part I don’t want to normalize.
So what do I say this February?
If applications are down, we recruit harder. If hiring slows, we protect the pipeline. If belief is wavering, we demonstrate commitment.
Not performative posts. Not one-month campaigns. Sustained action.
Black History Month shouldn’t be the only time we talk about access and representation. It’s simply the reminder that progress isn’t permanent.
Maybe that’s the message this year: Not a celebration. A recommitment.
Chris Witherspoon is CEO of DNA&Stone and chair of BLAC
MultiCultClassics is often occupied with real work. As a result, a handful of events occur without the expected blog commentary. This limited series—Delayed WTF—seeks to make belated amends for the absence of malice.
Advertising Age published a perspective recommending White advertising agencies hire local talent, especially to serve regional clients.
Okay, but will local hiring reflect regional demographics?
According to recent US Census data: Black residents make up approximately 47%–48% of the population within the city limits of Atlanta, Georgia; Blacks make up roughly 42% of the population in Richmond, Virginia; In Chicago, Illinois, the Black population is 28%–29% of the city; Blacks in Dallas, Texas, comprise around 23%–24% of the city’s total population.
Will Blacks employed at White advertising agencies in such areas be fairly represented? Ditto other racial and ethnic minorities?
Sorry, White advertising agencies do not invest in local talent through a DEIBA+ lens.
There is a continuing reinvestment in systemic racism.
Why agencies should invest in local talent to serve regional clients
By Kristi Lind
Remember those flush days when agency networks were made up of multiple regional offices servicing key markets in client verticals? Then we became a data-driven industry engaged in a frothy arms race for audiences, and the in-person approach began to wane.
It’s a far cry from where we are today, as agency land has become the protagonist in a modern-day war of attrition. The age of client procurement has been marked by a general confusion about agencies’ value proposition, with consultancies encroaching upon their turf. Then the pandemic happened, which made agency real estate prohibitive in many markets and #WFH has become an ongoing bone of contention with talent.
These macro industry trends over the years have had many knock-on effects, namely, agencies’ struggle to partner with and service clients with comprehensive regional needs. Many agencies cite shifting resources and P&L pressures.
At the end of the day, clients will demand speed and nimbleness from their agencies and will not think twice about finding it elsewhere. While there are challenges, an agency can figure out a paradigm that fits the modern age.
Here are three best practices to embrace:
IRL is where client relationships are forged
Against relentless cost headwinds, some agencies may be tempted to conduct business virtually. It may sound quaint, but the personal touch never goes out of style. For regional and local clients, an agency needs to have talent in the market.
Local talent knows how to solve local problems, and their presence is powerful in building client trust. Or it could be an agency over-indexing on staff to service the account with a good balance of virtual and in-person interaction.
It makes sense to have your agency lead drive half the day to see an out-of-town client; the opportunity cost is well worth the trust, rapport and creativity that can be nurtured in efficient strategizing, planning and rapport-building. This is how trust is built and how solutions are hatched. This is where inspiration can lead to new avenues of brand expression and engagement, more so than over the flatness of email or the detached interaction on Zoom.
Geography is just as important now as 10 years ago
The granular understanding of nuanced differences in specific markets is vital for modern success. Fixating on the “must-win” markets, states and ZIP codes, mapped against client strongholds, is mission-critical in growing market share across key verticals.
Invest regional business savvy
“Do more with less” is a mantra that has come to dominate the agency business in recent times. But adequate investment in talent resources can be a strong differentiator. Even if you don’t have a regional office in a particular market, if you have the headcount and the expertise, it will be easier to allocate talent to those markets on an as-needed basis.
Technology has made us better. AI certainly lightens the administrative load—no more banging out client reports at a rest stop—and it allows us to be smarter, faster and more efficient with media buying and campaign management.
Technology can solve some troublesome back-of-the-house challenges, but agencies mustn’t lose sight of the equal importance of the front of the house. As transformational as tech’s impact may be, there is no replacement for IRL relationship-building. Tools are additive to the foundational human bond forged between the client and the agency team.
This bond of trust is increasingly vital against the backdrop of the dizzying speed of channel proliferation and fragmentation. With the stakes even higher, business at the speed of IRL should be driven by seasoned and talented humans, supported by best-in-class tech.
Properly running regional client business is certainly not for the faint of heart. It’s been all too easy for agency heads to rationalize marginalizing or even giving up on regional business in today’s tough climate. Or you could just double down and prove to clients that they can trust you to deliver on a sophisticated regional strategy with diligence and vigilance.
LinkedIn Talent Solutions declares: Hires made with LinkedIn are 37% less likely to leave—and ‘before their first year’ is treated like a legal disclaimer. Does the figure jump to nearly 100% more likely at Day 365?
Advertising Age published timely—albeit useless—content featuring advice for people experiencing layoffs.
The uselessness derives from the source of the counsel: industry recruiters.
Upon submitting the drivel, the headhunters undoubtedly ghosted the Ad Age reporter.
But seriously, recruiting for White advertising agencies is a role that could easily be replaced by AI—and is increasingly shifted in-house alongside HR duties.
Independent recruiters are amazingly unfamiliar with the industry—and typically ignorant about the true specifications for roles. Contrary to self-promotional hype, these commission-seeking bottom feeders indiscriminately throw candidates at agencies.
On second thought, “indiscriminately” might be the wrong word; in their heyday, industry recruiters were prime culprits and collaborators in stymieing DEIBA+ progress via discriminatory practices.
What you need to know if you’ve just been laid off
By Lindsay Rittenhouse
Omnicom’s massive restructuring following its acquisition of Interpublic Group of Cos., including the dismantling of three storied creative agency brands, leaves thousands of people without jobs.
Chairman and CEO John Wren told Ad Age that Omnicom expects to have 105,000 employees worldwide post-merger. That’s a decline of about 23,200 employees from 128,200, the combined headcount of Omnicom and IPG at the end of 2024.
The layoffs have shaken the industry, with many ad professionals reacting to the restructuring online and commenting on the toll the cuts will take. These job losses add to many that have already been happening across the industry for the past few years, and come as fears mount about AI’s ability to replace even more jobs.
“We are in the midst of a perfect storm where there is a triumvirate of economic instability, significant agency consolidation and the rise of AI,” said Jay Haines, founding partner of Grace Blue, which is part of Sinecure, a collection of talent firms specializing in scalable recruiting solutions and executive search. “Each of those would individually be enough to cause significant disruption, but together they have had the huge impact we are seeing today.”
Serena Wolf, founder of recruiting firm Wolf Creative Co., said she hasn’t witnessed this many layoffs since the first year of COVID, referring to the period of pandemic-related lockdowns between March and December of 2020.
Tony Stanol, president of Global Recruiters of Sarasota, said the amount of layoffs resulting from one merger is dramatic but not entirely surprising.
“It’s not shocking given the industry’s over-hiring during pandemic-era growth,” he said. “I’m seeing many more talented people coming at me for help than during the COVID layoffs and furloughs.”
It’s a scary time for many industry professionals who are affected. They’re going to have to figure out how to communicate that they have been laid off, decide how to best protect themselves and their interests as companies make sweeping cuts, and learn how to go about landing their next job in a tough hiring market.
Below is advice from industry recruiters on those considerations and more.
After being laid off, first, take a breath
“I know it’s scary, but good people land,” Stanol said. “Your skills, relationships and track record didn’t disappear overnight. Take a breath, regroup and remember: This moment doesn’t define your career, what you do next does.”
Recruiters who spoke with Ad Age said if you’ve been laid off, you may feel the need to jump into job hunting, especially amid the current rocky hiring landscape but that it’s important to take a minute to pause and really consider the next best move for your career.
Just don’t take too long, they added.
“Take 48 hours to decompress, assess your financial runway and get clear on the type of role and environment you want next,” Stanol said. “Once your head is level, tighten your narrative. Hiring leaders want clarity.”
Lawyer up and negotiate
Anyone impacted by a layoff should ask for a severance package, and lawyers can help.
“Regardless of your level, it is always worth speaking with a labor lawyer to review the proposed severance [and/or] separation agreement,” said Sasha Martens, president of industry recruiting firm Sasha the Mensch. “The best time to negotiate is early, so take the time to think through what you would want to ask for. It is important to be realistic as well, since each organization is different and the reality is that advertising agencies’ severance packages are not as generous as those of other Fortune 500 brands.”
Stanol noted that you only need to hire an employment attorney for an hour to have it be worthwhile.
A good severance package should be realistic and typically start at one to two weeks of pay for every year you’ve worked, according to some recruiters. Haines said your severance negotiations “should be based on facts and data,” meaning the years you served the company and the contributions you made.
You can also ask your former employer for confirmation or a letter stating that your layoff “was not performance-related,” Martens added.
Wolf said you can ask your next employer, when signing an offer letter, for severance of three to 12 months, as well, should you be laid off again (depending on your level).
How to announce you’ve been laid off
There is going to be a flood of announcements on LinkedIn from professionals who have been laid off, all hitting at once, due to the scale of the deal-related cuts.
Wolf advised professionals to pause and post their announcements in mid-January when hiring should ramp up, noting that hiring slows down at the end of December. Holding companies usually carry out most staff cuts in the fourth quarter, when they’re scrambling to meet margins.
Martens added that you may not want to rush to publicly announce that you are unemployed, and you might not have to if you do get severance.
“If you are on severance with your current employer, then you are being paid by them, and there are obligations for both parties, meaning you don’t need to change your status immediately,” he said. “Fair or unfair, your value as an employed person is always higher than that of someone out looking for work.”
When you do make a public announcement, Stanol said that you should “skip the vague ‘open to work’ halo above your LinkedIn portrait.” Instead, “be specific” about what you do, where you add value and what you’re after, he said.
Haines said that it’s important to set the right tone.
“The tone should be realistic about recognizing what has happened, with a recognition that it’s part of the broader instability of the industry, as opposed to anything that relates to you as an individual,” Haines said. “Alongside that should be a message of gratitude and humility about all that you have achieved to date, and your excitement to bring all the skills you have developed and experience you have gained to your next role. It’s also helpful to have a call to action around your desire to connect with your community at large.”
Connect with your network
Reaching out to your network will be crucial as well. But determining who to approach first takes some consideration.
Stanol said there’s a formula for that.
“Start with warm allies: Former bosses, peers, clients and recruiters who already trust your work,” he said. “They’re approachable, credible and they’ll go to bat for you. Then move to second-degree contacts at the companies and categories still hiring.”
Martens agreed, saying it’s first worth reaching out to “long-time industry contacts, people you have relationships with. Reach out to people that you may know who could use your work and talent in a full-time capacity, or could bring you in on a project.”
How to search for your next job
Some recruiters said it may take six months to a year to find a job in the current market. But Wolf said she’s seen some executives land on their feet “within a few short weeks/months.” She advises people to be open to freelance opportunities, not just full-time positions.
It all comes down to identifying what your next career move could be, including whether you want to go the route of entrepreneurship and start your own agency, as many former holding company executives have done, or maybe even switch industries, the recruiters said.
“Treat looking for a job like a job,” Haines said. “Action is the enemy of anxiety.”
Haines said Grace Blue advises the executives it works with to follow what it calls the “five box strategy” when it comes to searching for their next job.
The strategy involves identifying “five potential routes forward,” Haines said. “Think widely. Those five boxes might look like: Technology, entertainment, the Boston and Texas markets and PE-backed ventures. Having established that, you should then go through each potential box, one by one, working out who you might know in that space.”
Haines said you should tackle “one box each week and identify the first 10 people on your list in that space. Let’s say the first box is technology. You should then craft a note to each of those 10 people explaining that, having gained valuable experience through the course of your career, you are now thinking about what might come next and that the technology space is of particular interest.”
While you’re searching, Haines suggests mastering new skills and partaking in online education courses on AI, machine learning or LLMs—all of which will be critical to landing a more future-proof job in the industry.
Don’t take it personally
One point many recruiters drove home was that if you have been laid off, do not take it personally.
“It’s important to remind yourself that it’s not personal,” Wolf said. “You are not alone.”
Stay positive and use the time between jobs for a reset, Haines said. “It is an opportunity to define the rest of your career. It is an invaluable moment to take in all the information available and embark on a program of education that your previous role would never have allowed for. This is the moment to get yourself set for the next 10 years.”
And, despite some areas of the industry looking bleak right now, Martens said there is still a lot to be hopeful for in advertising’s future.
“What you are seeing is a new ecosystem of growing, nimble agencies and networks,” he said. “There are so many new networks and players entering the industry that weren’t there before. This is not just many new independents, but new networks and investors. The divide between the agency and the client side has long been broken, which offers more opportunities.”
