Global Mergers, Local Ripples: Consolidations reshape India's ad land as clients seek 'single-window' partners

We will continue acquisition-led strategy in India: Havas Chairman and CEO Yannick Bolloré

Consolidation or Collision? How ad land’s mergers create crisis of overlapping of leadership roles

Meta’s policy shift could spark 30% surge in RMG ad spending in India

Digital Entertainment Summit 2025 to debut in Delhi as India stakes its claim on the future of global media

Nobody’s Perfect Retro Porsche Ad

In Conversation With Raja Rajamannar, Mastercard

Shahid Kapoor And Varun Ganjoo Speaks On PokerBaazi's Campaign

In conversation with IHCL’s Puneet Chhatwal & GroupM’s Kate Scott-Dawkins

Why are brands including e-sports in their sports marketing itinerary?

Storyboard18 x The English Nut: How to pronounce these 10 brand names

Experts' Take On Reinvention Of Ad Campaigns Through Technology

Experts Speak On Key Emerging Trends In Cannes Lions Entries

Leaders of the future have to be outstanding human beings: Nestle MD

In conversation with VMLY&R’s Hari Ramanathan

WPP has taken a rare public swipe at archrival Publicis Groupe, accusing its Epsilon platform of pushing low-quality ad inventory through its Conversant supply-side platform (SSP). In a client-distributed “intelligence report” backed by WPP Media, the group claims Epsilon’s inventory underperforms on key metrics like viewability and attention, falling below accepted industry standards.

The move marks a sharp escalation in tensions between the two ad giants. Global reports claim that WPP CEO Mark Read has privately warned Publicis clients for months, flagging issues related to “made-for-advertising” placements and murky supply path mechanics, some of which allegedly draw from findings in an unreleased Adalytics report.

Read More:<a href="https://www.storyboard18.com/brand-makers/end-of-an-era-mark-reads-legacy-and-the-uncharted-future-for-wpp-india-69502.htm" rel="noopener" target="_blank">End of an era: Mark Read's legacy and the uncharted future for WPP India</a>

The unusually direct confrontation signals a deepening rivalry as both holding companies battle for dominance in the programmatic and data-driven media space.

WPP has gone public with a damning assessment of Publicis-owned Epsilon, accusing the platform of trafficking low-quality programmatic inventory. In a report shared directly with clients, WPP claims that Epsilon’s SSP, Conversant, underperforms on critical ad metrics and pushes Made-for-Advertising (MFA) and clickbait content.

The audit, conducted over two days in May 2025, involved a controlled buy through a global DSP. WPP ensured placements came only from direct publishers on Epsilon’s exchange, excluding resellers, and benchmarked performance using third-party firms including Adelaide and Jounce.

What WPP Found

Ads appeared across 503 domains and apps.

Average viewability was 43%, with some placements dipping as low as 1–2%, far below the ANA’s 64.8% benchmark.

26% of impressions were flagged as MFA by independent auditors.

Attention scores lagged by over 40% versus Adelaide’s Q1 2025 standard.

Over 900 sellers appeared simultaneously as publishers and sellers, raising flags on transparency.

Certain domains were labelled as clickbait or IP-infringing by WPP’s partners.

A pointed slide in the report summed up the findings: “The intelligence report unveiled Publicis-owned supply that was MFA or clickbait at worst, and low-quality, low-attention at best.”

WPP went further, stating: “Epsilon (owned by Publicis) has made the decision to onboard these publishers directly onto their platform and is now commercially incentivised to sell MFA, clickbait, and chronically non-viewable inventory to their clients and the wider market.”

All analysis was conducted by third-party verification firms.

Why It Was Made Public

Though WPP Media frequently runs such supply chain audits, this report was deliberately published. The group cited rising concerns over programmatic inventory being resold through global SSPs, noting that it blocks such supply when detected.

The report also alleges that Publicis is not only monetising MFA inventory within its own SSP but is actively distributing it across the broader ecosystem.

The release comes at a pivotal time. With Mark Read stepping down as WPP CEO this year, the move signals a sharpened focus on programmatic accountability. 

Read More:<a href="https://www.storyboard18.com/brand-makers/we-are-ultimately-a-people-business-says-mark-read-as-ai-reshapes-wpp-workforce-69509.htm" rel="noopener" target="_blank">“We are ultimately a people business,” says Mark Read as AI reshapes WPP workforce</a>

WPP slams Publicis over Epsilon ad quality in client-facing report

On January 14, Leo Burnett announced its merger with Publicis Worldwide to create a new entity—Leo.
Storyboard18 caught up with Amitesh Rao, Chief Executive Officer, South Asia – Leo, Publicis Health, and Publicis Business. In this conversation, Rao discusses the significance of the merger, how the pitching process in advertising has evolved, and why data-driven creativity is now central to marketing strategies.

<a href="https://www.storyboard18.com/advertising/publicis-groupe-merges-leo-burnett-with-publicis-worldwide-agencies-to-create-leo-53374.htm">Read more: Publicis Groupe merges Leo Burnett with Publicis Worldwide agencies to create Leo</a>

Edited Excerpts

Early 2025 brought a wave of consolidation and restructuring in the advertising world. With Leo Burnett and Publicis Worldwide merging to form Leo, what does this move signify? How does it help you stay ahead of competitors?

Publicis Groupe is the world’s largest holding company, with a deep-rooted belief in the power of technology and creativity. Across the globe, we have several creative agencies doing exceptional work. The idea behind bringing strong creative brands under the Leo umbrella is to consolidate this incredible talent into one cohesive global network.

It allows us to deploy talent for brands more seamlessly and effectively—bringing together strategic thinking, knowledge pools, data, and creative minds from multiple markets, especially for our global clients.

Have your responsibilities changed following the formation of Leo?

I continue to lead Leo in the South Asia region.

This merger isn’t a structural change aimed at optimizing investment, reducing leadership, or cutting costs. It’s about consolidating talent. Our client relationships remain unchanged—teams are the same, and our mandate remains to build brands with strategic and creative excellence.

With Cannes Lions around the corner, how have client expectations evolved? How has that shaped Leo’s creative output?

When I returned to advertising, Cannes 2024 was my first visit. I noticed a marked shift in the kind of work being celebrated—real work for big brands that creates tangible impact on business, communities, the planet, and people.

That’s why Leo has done well at Cannes—and we hope to repeat that success. We’re now ranked the world's most effective creative agency on WARC, which reflects the kind of work we’re delivering across major brands like Whisper, Lay’s, and Gatorade.

Our work is long-term, built on relationships that often span decades. These clients aren’t just chasing awards—they expect strategic and creative excellence that drives brand and business growth. Recognition at Cannes is a byproduct of that work.

How has the pitching process in advertising evolved? How did Leo perform in 2024?

2024 was a remarkable year for us—we onboarded nearly 50 new clients.

Much of our growth came from deepening relationships with existing clients—not because their ad spend increased, but because we offered broader, integrated solutions across shopper marketing, experiential, content, digital, and commerce.

We also saw strong growth from global mandates, particularly across Southeast Asia, MENA, Europe, and China. That international momentum was a key contributor to our performance last year.

This year, several tech giants—including Google—announced AI-led layoffs. What’s your take on AI’s impact on the workforce?

AI is one of the most transformative developments in human history. It’s already reshaping how we live and how businesses function. It’s making us more efficient and improving output, automating many mechanistic tasks in our industry.

I don’t think AI will eliminate jobs—it will redefine them. Over the next five years, the old FTE (Full-Time Equivalent) model will diminish. We’ll still have people doing creative work, but they won’t all be full-time employees. The gig economy will become crucial in talent-driven industries like ours.

With AI being embedded into agency functions, how do you see it fuelling creativity rather than limiting it?

There’s been some concern about AI diminishing creative thinking, but I see it very differently. AI and data allow us to process enormous volumes of information to uncover powerful insights—insights that are at the heart of great work.

Understanding consumers, brands, marketplaces, and broader societal shifts is essential. AI helps us read these signals with more precision, enabling sharper and more effective creative solutions.

Creative companies have always relied on data in some form—be it market research, interviews, or intuition. At Leo, we’re investing heavily in using AI not just for operational efficiency but also to uncover insight and spark creativity.

How lucrative is the digital medium compared to traditional platforms for Leo?

Client media spends have already undergone a significant shift from traditional to digital, and that trend continues.

Consumers don’t distinguish between TV, digital, print, commerce, or experiential—they interact with brands. Our role is to deliver creative solutions across all touchpoints.

Strategic and creative thinking remain central. Depending on the problem, we calibrate investments across mediums accordingly. The industry is evolving beyond siloed specializations. Labels like "creative," "media," "digital," or "SEO" are becoming increasingly irrelevant.

How central is data-driven creativity to marketing strategies today?

It’s absolutely fundamental.

Data helps marketers identify and target audience segments with incredible precision. Beyond targeting, it sharpens the messaging—allowing us to craft impactful communication for specific cohorts and measure its effectiveness.

So data works both ways: it helps define the “who,” and it shapes the “what” and “how.” That’s what makes it so powerful in driving modern marketing strategies.

What key advertising trends did you observe in 2024? What’s your outlook for the future?

Talent and capability mix are defining factors. At Leo, we’ve been building a diverse talent pool—from aerospace engineers and lawyers to dentists and strategists.

Advertising has always been an industry of misfits—people who thrive creatively, often from unconventional backgrounds. Over the past decade or so, the industry became boxed in. That’s changing now.

Creativity is no longer limited to those who can write scripts. It’s about minds that think creatively—regardless of where they come from. And in the next five years, agency structures will evolve to reflect this.

We’ll collaborate with a growing pool of freelance and gig-economy talent—people who may give us their time, but not their entire careers. Creative agencies need to embrace this model.

Commercially, I foresee a shift too. Clients will increasingly pay for the power of ideas, not just the time spent. The FTE model—where 10 full-time resources are tied to a project—is slowly fading.

What matters more now is the impact, effectiveness, and creative value of the work. Future agency models will need to reflect that.

Inside Leo: Amitesh Rao on the creative power play behind Publicis Groupe’s big merger

WPP Media has launched Open Intelligence, a data solution and a large marketing model (LLM) to drive business outcomes for the AI era.


The model learns from trillions of signals across more than 350 partners in over 75 markets to help brands reach up to five billion adults globally, with relevance, speed, and precision, stated the company in its statement.


Open Intelligence has been trained to understand and predict audience behavior and marketing performance based on patterns derived from real-time data about how people engage with content, brands, platforms, and products.


Paul Limbrey, vice president, global client and agency solutions, Google, said, “This expanded Open Intelligence collaboration with WPP Media, powered by Google Cloud's Spanner Graph, is a significant advancement in AI-driven marketing. We anticipate this collaboration will deliver enhanced client outcomes and measurable value on Google's Ad platforms.”


Ajit Mohan, chief business officer, Snap Inc., added, "We're excited to partner with WPP on Open Intelligence, which will empower our shared clients with deeper, privacy-preserving insights into audience behavior. This collaboration means even smarter targeting and more effective campaigns that deliver real value for brands looking to connect with Snapchat's unique community."


Chris Feo, CBO, Experian, said, "By integrating Experian’s identity and consumer insights with WPP’s Open Intelligence framework, we help brands move beyond fragmented identity solutions to a comprehensive 'Intelligence Beyond Identity' approach. Together, we can develop and implement customized models that reveal richer audience signals, optimize media strategies, and demonstrate business impact."


Kris Magel, vice president, global agency partnerships, FreeWheel, also said, "With Freewheel and Open Intelligence, advertisers will have the most direct access to premium streaming inventory while also matched and measured with publisher’s unique identity infrastructure in a secure and privacy centric manner. This partnership provides an opportunity for WPP clients to reach their high value audiences while minimizing tech hops to drive efficiency and effectiveness of outcomes."


Matt Bennathan, chief commercial officer, Lumen Research, added, "Open Intelligence is changing the game for global advertisers; this is a tectonic shift away from IDs that have restricted our industry for years. We are delighted to be a key global attention partner for Choreograph and would like to thank everyone involved at WPP Media for their confidence in the people, product and service at Lumen Research."


Marc Guldimann, chief executive officer and Co-founder, Adelaide, said, "Congratulations to WPP on the launch of Open Intelligence, a bold step forward in connecting data, AI, and outcomes at scale. We’re proud that Adelaide’s AU metric is embedded in the Large Marketing Model, setting a new standard for outcome-based media quality and enabling brands to plan, activate, and optimize with real attention and real results. This marks a major milestone for the industry and reflects WPP's ongoing commitment to innovation.”


Read More: <a href="https://www.storyboard18.com/agency-news/wpp-unveils-ai-powered-wpp-media-replacing-groupm-in-major-strategic-shift-67746.htm">WPP unveils AI-Powered WPP Media, replacing GroupM in major strategic shift</a>

WPP Media unveils data solution Open Intelligence

Global media agency network OMD has been appointed as the AOR (Agency Of Record) for Under Armour, a performance apparel brand. The account was won following a competitive pitch process. 

As per the mandate, OMD will manage the brand followed by handling the performance media planning and buying across South APAC, which comprises Australia, Singapore, Malaysia, Thailand, Hong Kong, China and Korea.

This decision further strengthens the agency-client relationship dating back to 2023, when OMD was named media AOR by the brand for North America and EMEA.

The pitching process ran for a period of six months which witnessed the participation of agencies from multiple holding companies. OMD stood out as a potential partner as they stood up to the expectations of being able to deliver data-driven capabilities and solutions that could drive growth.

Recently, the Competition Commission of India (CCI) granted approval for the merger between U.S.-based advertising giants Interpublic Group of Companies, Inc. (IPG) and Omnicom Group Inc. (Omnicom). The deal, valued at approximately $30 billion, will result in a combined entity with an estimated $65 billion in global media billings, making it the largest advertising network in the world by revenue.

The merger was approved by shareholders during a vote held in March, marking a significant step toward the finalization of the takeover. The transaction is expected to be completed in the second half of 2025.

In early 2025, Omnicom Media Group agency OMD Worldwide had unveiled a new positioning staking its claim as the media partner with the vision, expertise, technology and scale to help brands deliver incremental sales and grow share in an increasingly dynamic business and consumer environment: We Create What’s Next.

Read More: <a href="https://www.storyboard18.com/agency-news/omd-worldwide-undergoes-brand-refresh-56250.htm">OMD Worldwide undergoes brand refresh</a>

Under Armour appoints OMD as Media AOR in APAC

Initiative has been appointed as the media agency on record for Sensodent, a specialized oral care brand from Indoco Remedies Ltd., a Mumbai-based pharmaceutical company with a presence in over 55 countries.

As Sensodent gears up to strengthen its leadership in the oral sensitivity segment, Initiative will lead the brand’s media strategy, planning, and deployment across platforms—focusing on driving awareness, trials, and brand relevance at scale. 

The media mandate was awarded following a multi-agency pitch process.

Commenting on this development, Aditi Panandikar, Managing Director, INDOCO REMEDIES said, “Our brand Sensodent is the first to go OTC and over the year has evolved into the next orbit. We are thrilled to work together with Initiative and are looking forward to see our brand soaring newer heights.”

Dhirendra Singh, Executive Vice President and Head – Mumbai, Initiative, said, "Sensodent K is a high-potential brand in a growing yet underpenetrated category. We’re excited to partner with Indoco Remedies to architect a media approach that drives performance, builds cultural relevance, and connects meaningfully with consumers across India."

Vaishali Verma, CEO, Initiative India, said, "We welcome Sensodent into the Initiative family. We look forward to a strong partnership focused on driving brand success and creating meaningful work."

Initiative appointed as media agency on record for Sensodent

The advertising landscape is being reshaped by a wave of global consolidations. Holding companies like WPP, IPG, Omnicom and Publicis are merging agencies, collapsing hierarchies and rebranding entities, all in the name of efficiency and integration. But behind the scenes, these decisions are upending careers, unsettling teams and revealing deep fractures in the industry's core.


Recent examples are telling: GroupM, WPP’s media investment arm, rebrand to WPP Media is soon about to initiate silent layoffs, particularly among mid to senior-level leadership. Global reports indicate that layoffs are already underway. In addition to that, similar designations in parallel verticals now face duplication, triggering silent turf wars or quiet exits. Co-leadership models, industry veterans point out, are short-lived in practice.


According to insiders, these shake-ups often lead to the painful rationalisation of “overlapping leadership”, roles that are rendered redundant once structures are merged. In practice, this means hard-won designations are dissolved and years of brand and agency building are erased in boardroom spreadsheets.

“Let’s call it what it is,” says Soumitra Karnik, independent creative consultant. “These so-called consolidation exercises should be viewed as a public display of massive business management F-ups, dressed up as bold strategic moves.”

He paints a vivid picture of what happens next. “Overlapping leadership is nothing but ‘ek myaan mein do talwarein nahin reh sakti.’ And more often than not, it’s the sharper sword that gets discarded.”


“In almost every consolidation, the first move is to trim senior roles,” said Tarun Rai, Co-Chairman, Start Design Group. “While it's presented as integration or simplification for clients, the real driver is cost. And in an industry where 70-75% of expenses are people, that cost-saving comes from cutting leadership.”


Gautam Reghunath, CEO of indie agency Talented, summed it up sharply. “When two agencies become one, someone from the same level tends to get erased. The decision reflects political capital, P&L dominance or simple alignment with global structures. Without thoughtful integration, mergers become acts of erasure, not evolution.”


In many instances, CXOs with 20–25 years of experience suddenly find themselves out of work—displaced in an advertising industry that currently has no room for talent at their level. Even those with decades of loyal service are often let go with nothing more than the standard three-month notice.

It’s common practice, and it’s legally sound. But is it fair? For someone who’s dedicated ten or fifteen years to a company—helped shape its reputation, mentored colleagues, and guided countless campaigns—three months can feel like a dismissal of their entire legacy.

Rai notes that, at the global level, the decision-making isn't even about individuals anymore—it’s about eliminating "positions." These directives often come from the top, with little room for discussion and an immediate demand for results.

"I think it is utopian to expect anything more than what is in the employee contract. It is a pity, as I strongly believe, that how a company manages an 'exit’ says so much about its culture. And yes, the irony is that in a 'people's' business and in a business whose job is to build brands, we seem to be pretty nonchalant about both."



<blockquote>Creative Leadership: A Casualty of Cost Cuts</blockquote>


Rai, former Chairman and Group CEO of Wunderman Thompson South Asia, believes the consolidation trend has been years in the making. 

“Holding companies have continued to acquire agencies without a clear strategy for integrating them. The result was inevitable - overlapping roles, bloated structures, internal competition and turf wars.”

While these moves are often rationalised as efforts to provide clients with “seamless integration,” the reality on the ground tells a different story. Employees, especially those in creative leadership, are finding themselves either stripped of relevance or edged out entirely.

“The industry has chosen to lose the people who fight for long shots, who protect the idea from the spreadsheet,” Karnik says. 



<blockquote>“Creative leaders have become line items -'nice to have' but not essential. Execution trumps imagination.”</blockquote>




Who Stays, Who Goes?


In most of these consolidations, who ends up staying at the helm often depends less on merit and more on familiarity, political capital and negotiating strength. 

Arun Iyer, co-founder of Spring Marketing Capital and former Lowe Lintas chief, has observed this dynamic up close. 

“People tend to gravitate towards those they know and can trust. Familiarity often dictates who survives the shake-up.”

“Titles, when earnestly earned, carry a certain emotional weight. Losing one can feel like losing your identity,” says Karnik. 

“The industry, ironically, struggles to communicate its own truth,” he adds. 

This is not just one agency's story. Consolidations are sweeping across the global ad industry at a high cost. 

Naresh Gupta, Co-founder of Bang in the Middle points out that the cost of consolidation is being borne by talent. 



<blockquote>"Creative leadership has become a number on the P&L sheet, and the cultural cost of that is severe. Clients notice when the sharpest minds are missing from the table.”</blockquote>



Indeed, as network agencies realign their hierarchies, leadership roles are increasingly treated as expendable. Jitendra Dabas, CEO, Cheil X, reflects on the larger cultural shift: “There is an increasing shift from craft and creativity to efficiency and execution." 

He adds, "When networks reduce leadership to cost centers, they lose the edge that made their work memorable and influential.”


What Happens Next? A Shrinking Talent Pipeline


The consequence of all this is a creative drain. “We have never had so much brilliant young talent like now. So no, the industry is not running out of talent, it has run out of reasons for good talent to stay,” says Karnik. 



<blockquote>“This is a colossal business model collapse.”</blockquote>



Freed from the legacy systems and corporate bloat, many former agency leaders are now building smaller, sharper independent firms.

There are long-term repercussions too. 

“There was a time when advertising was the natural career choice for creative professionals. Now, with so many alternative career paths, better candidates are choosing to go elsewhere,” Iyer notes.

Younger professionals are entering a job market marked by shrinking opportunities and growing uncertainty. And those who are already in the system are disillusioned by a lack of growth, mentorship or recognition.

As Iyer puts it, “The truth is, agencies today are execution partners to marketers. The deep relationships agencies once had with brands are fractured. Legacy names don’t mean much anymore.”

This isn't just about layoffs or rebrands. It’s about what the industry is choosing to become, and what it’s losing in the process. When creative leadership is discarded in favour of cost efficiency, the soul of the industry begins to erode, an executive with a network firm sums up his views and emotions. 

"We have not been paying our people enough and yet we need to save more costs! Frankly, by not addressing the real issue of revenue growth, we are going to be even less attractive to quality talent. It is a very slippery slope," Rai adds.

Regunath points out that mid-level talent is oversupplied. Entry-level hiring is cautious. And senior roles are shrinking. There’s now a generation of professionals stuck between too much experience and too few openings. 

"This is reaching scary levels. Agencies would rather train fresh talent in digital than reskill legacy staff. For mid-career folks who haven’t pivoted into digital, content, or performance, it’s a tough landscape. The real risk is that we’re hollowing out the middle. And in five years, agencies might find themselves with too many juniors and not enough bridge talent. The people who used to connect strategy to execution are leaving or being priced out." 


So while holding companies continue their predictable loop of mergers and reorgs, the real creative revolution may already be underway, outside their boardrooms, in studios where integrity, agility and originality are not just buzzwords, but the business model.

McDonald’s India (South and West), operated by Westlife Foodworld Limited, has appointed Starcom India as its new Agency of Record (AOR) for media, ending its two-decade-long partnership with Madison.

Arvind R.P., Chief Marketing Officer, McDonald’s India (W&S), confirmed the development in a statement, “We welcome Starcom India as our new Agency of Record (AOR) for media. Starcom brings a strong blend of strategic thinking and future-forward capabilities across data, digital, and tech, making them well-placed to partner with us on our growth journey. We would also like to thank Madison for a collaborative partnership that has spanned over the past two decades,” he said.

The agency shift comes at a time of continued growth for Westlife Foodworld. In Q4 of FY25, the company reported a 7.3% year-on-year (YoY) increase in revenue, totaling ₹6.03 billion. The quarter also saw the addition of 18 new restaurants, expanding McDonald’s footprint to 438 outlets across 69 cities in South and West India.

Despite maintaining a healthy gross margin of about 70%, the company faced minor declines in operational metrics. Restaurant operating margins and operational EBITDA margin dropped by approximately 30 and 50 basis points YoY, respectively, attributed to operational deleverage. These were partially mitigated by targeted cost efficiencies and normalization of marketing expenditures.

Cash Profit After Tax (PAT) for the quarter stood at ₹469 million, amounting to 7.8% of total sales. The company reiterated its long-term goal of achieving an 18–20% operating EBITDA margin by 2027, driven by enhanced customer experiences and improved operational efficiency.

Consumer behavior remained favorable with on-premise sales increasing by 8% YoY, and off-premise sales growing by 5%, maintaining a stable 43% contribution to total revenue.

Read More: <a href="https://www.storyboard18.com/brand-marketing/mcdonalds-operator-westlife-foodworld-records-7-3-yoy-revenue-growth-adds-18-new-restaurants-65949.htm">McDonald’s operator Westlife Foodworld records 7.3% YoY revenue growth; adds 18 new restaurants</a>

Read More: <a href="https://www.storyboard18.com/brand-makers/digital-has-brought-an-over-emphasis-on-performance-marketing-rich-storytelling-best-for-brand-building-arvind-r-p-mcdonalds-india-41660.htm">Digital has brought an over-emphasis on performance marketing: Arvind R P, McDonald’s India</a>

McDonald’s India (South & West) appoints Starcom as media agency

Advertising holding company WPP has retired the name GroupM, its global media investment arm, and unveiled a new moniker: WPP Media. The announcement, made May 28, signals more than just a name change. It reflects a deeper transformation underway at the media powerhouse, one that aims to consolidate capabilities, simplify operations and reassert leadership in a rapidly evolving, AI-driven advertising landscape.

<a href="https://www.storyboard18.com/agency-news/wpp-unveils-ai-powered-wpp-media-replacing-groupm-in-major-strategic-shift-67746.htm">Read more: WPP unveils AI-Powered WPP Media, replacing GroupM in major strategic shift</a>

Read More: <a href="https://www.storyboard18.com/how-it-works/groupm-mulls-layoffs-amid-global-restructuring-leadership-overhaul-64867.htm">GroupM mulls layoffs amid global restructuring, leadership overhaul</a> 

“WPP Media is built for a world in which media is everywhere and in everything,” said Brian Lesser, the newly installed global CEO of WPP Media. “By investing in our AI-powered product, integrating our offer with data and technology, and equipping our people with future-facing skills, we’re helping our clients stay ahead of rapidly changing consumer behavior.”

WPP Media now manages more than $60 billion in annual media investment across 80 markets and works with over 75% of the world’s leading advertisers. While legacy agency brands like Mindshare, Wavemaker, and EssenceMediacom will remain, they will operate under the unified umbrella of WPP Media, sharing technology, talent, and data platforms.

A Legacy Reimagined

The rebrand caps off two decades of expansion, consolidation, and reinvention for GroupM, a unit formed in 2003 from the merger of WPP-owned media agencies Mediaedge:cia and Mindshare Worldwide. Irwin Gotlieb, an industry titan, served as GroupM’s first CEO, ushering in a period of growth and strategic acquisitions that would define the 2000s.

By 2005, MediaCom had joined the fold and WPP's ambitions extended firmly into Europe under the leadership of executives like Stephen Allan and Kelly Clark. The late 2000s brought more bold moves, including the establishment of Maxus in 2008 and the launch of the M/SIX joint venture with creative agency CHI & Partners.

[caption id="attachment_65275" align="aligncenter" width="1920"]<img src="https://images.storyboard18.com/storyboard18/2025/05/Untitled-design-2025-05-10T091544.844-2025-05-2beff225c5895109dead5b7698caf586.jpg" alt="From left to right: (Mark Read and Sir Martin Sorrell)" width="1920" height="1080" class="size-full wp-image-65275" /> From left to right: (Mark Read and Sir Martin Sorrell)[/caption]

Then came the decade of acceleration. Between 2012 and 2018, WPP’s media operations became the crown jewel of its empire. MediaCom overtook rivals to become the world’s largest media agency in 2015. Acquisitions like the digital-first agency Essence, and the birth of Wavemaker from the merger of MEC and Maxus, signaled a push into digital transformation. But the success was not without turbulence. In 2018, long-serving WPP founder Sir Martin Sorrell exited under the cloud of a misconduct probe, an allegation he denied, leaving the company at an inflection point.

A Strategic Shake-Up

Under new leadership, including CEO Mark Read and later GroupM’s Christian Juhl, the post-Sorrell years were defined by structural reform. Agencies like Essence and MediaCom were consolidated, and divisions like Finecast, Xaxis, and GroupM Services were unified under the data-focused entity GroupM Nexus. Even the legacy of M/SIX was reimagined, as the agency rebranded to MSix & Partners.

But the shifts were not just structural. The business model itself was overhauled: in 2023, GroupM transitioned to a country-level profit-and-loss system to drive accountability and local autonomy. At the same time, the company grappled with controversy, including a high-profile bribery scandal in China that led to executive terminations and a trial in late 2024.

Leadership changes came fast and frequently. Christian Juhl stepped down in mid-2024, succeeded by Brian Lesser, formerly CEO of InfoSum and GroupM North America. Kate Rowlinson was appointed as UK CEO. By March 2025, a wave of executive departures—including EssenceMediacom’s global CEO Nick Lawson and global COO Frances Ralston-Good—suggested a clean-slate approach was underway.

In April, WPP took another bold step by acquiring InfoSum, the privacy-first data platform previously chaired by Lesser, further embedding data intelligence into its media DNA.

WPP Media: Built for the AI Era

With the May 28 rebrand, WPP signaled that GroupM—a construct designed for scale—is no longer fit for purpose in an AI-driven world where integration, automation, and personalization are paramount.

WPP Media is positioned as a centralized, tech-forward organization, tightly integrated with WPP Open, the company’s AI-enabled marketing system. Backed by £300 million in annual investment and partnerships with leading AI firms, WPP Open aims to offer end-to-end marketing—from creative production to media optimization—at scale.

“While GroupM was built for a time when media scale mattered most, WPP Media reflects the power of AI, data and technology and simpler, more integrated solutions,” said Mark Read, WPP CEO.

The newly formed WPP Media will also double down on internal development. A major push is underway to invest in training and upskilling staff to prepare for what Lesser calls “the jobs of the future.”

WPP’s media transformation arrives as marketers face unprecedented complexity: a fragmented consumer landscape, crumbling third-party data, rising demands for ROI, and the transformative potential of generative AI. By simplifying its media business and putting AI at its core, WPP hopes to turn those challenges into competitive advantage.

A New Chapter, With Familiar Players

Though WPP Media marks a departure from GroupM’s legacy, the foundational agency brands, Mindshare, Wavemaker, EssenceMediacom, aren’t going away. Rather, they will continue to serve clients with bespoke teams while drawing from the same pool of tools, talent, and technology.

As WPP launches a new B2B campaign to promote its AI capabilities and WPP Media’s integrated proposition, it’s clear the company is betting big on its ability to lead marketing into its next frontier.

If GroupM was the engine that powered media buying through the digital revolution, WPP Media is the vehicle built to navigate what comes next: an intelligent, automated and deeply personalized media future.

End of an Era: GroupM is retired as WPP attempts to usher in a new age with WPP Media

India’s advertising industry is in the throes of a seismic restructuring. The era of sprawling agency networks, overlapping P&Ls, and siloed services is making way for leaner, more integrated structures under a handful of global holding companies. Consolidation is no longer a distant tremor from Madison Avenue — it’s shaking Indian adland to its core.

<a href="https://www.storyboard18.com/brand-makers/mergers-leading-to-job-losses-sam-balsara-66987.htm">Read more: Mergers leading to job losses: Sam Balsara</a>

What’s behind this wave? In one word: necessity.

Margins are thinning, digital is devouring ad dollars, talent is expensive, and clients, more demanding than ever, are asking for single-window partnerships that deliver integrated, data-powered, and culturally sharp outcomes. The result is a widespread recalibration, from Omnicom’s takeover of Interpublic Group (IPG), to WPP sweeping consolidations with WPP Media and the latest creative shift with Grey under the leadership of Ogilvy. These moves aim to declutter operations, cut costs and eliminate inter-agency friction.

<a href="https://www.storyboard18.com/agency-news/wpp-unveils-ai-powered-wpp-media-replacing-groupm-in-major-strategic-shift-67746.htm">Read more: WPP unveils AI-Powered WPP Media, replacing GroupM in major strategic shift</a>

<a href="https://www.storyboard18.com/advertising/omnicom-ipg-deal-will-it-affect-the-ad-order-in-india-49900.htm">Read more: Omnicom-IPG Deal: Will it reshape the ad order in India?</a>


“From a client’s point of view, they are still looking for a ‘single-window’ partner so that the brand look, feel, tone and voice is intact and doesn’t get diluted when the medium or agency changes,” explains Siddhartha Singh, Managing Partner and COO, Infectious Advertising. “It’s about smartening up operations and delivering a fantastic product efficiently and effectively.

The pressures pushing consolidation go beyond client demands.

“The advertising industry today finds itself in a structural bind,” says Shubhranshu Singh, CMO, Tata Motors. Large corporations are shifting creative duties to lower-cost providers. The kind of talent that delivers top-tier ideas is becoming expensive. Add to that inflation, and agencies are caught in a squeeze.

Compounding this is the “digital tornado” — where global ad spend nears $1 trillion, dominated by Google, Meta, Amazon, and TikTok. Algorithms decide what works. Attention is splintered. Creative nuance is often an afterthought.

“The science of advertising is overtaking its art; if agencies don’t clearly prioritize their offerings, they’ll lose relevance.”

Tata Motors has responded with a hybrid model, eschewing a single agency of record for project-based collaborations. “Boutiques delight individual clients. Conglomerates have counter-cyclical strengths. But the middle is at risk.”

At first glance, this wave of mergers may look like a top-down cost exercise. But clients don’t buy logos, they buy relationships, capability, and outcomes. And despite the disruptions, many marketers still see value in staying with holding companies— provided the integration is thoughtful.


Trust, Continuity, and the Holdco Dilemma


“Over the past decade, agencies like Publicis have acquired a number of companies, but in most cases, these acquisitions have enhanced the value delivered to clients,” says Adityan Kayalakal, VP and Head of Marketing at Jupiter Money.

As a client, you gained access to expanded capabilities— be it data, tech, production, creative or digital services, because the additions were strategically complementary and integrated well.

Read more: <a href="https://www.storyboard18.com/how-it-works/wpp-media-possible-rebrand-of-groupm-signals-strategic-reset-amid-intensifying-industry-consolidation-64751.htm">"WPP Media": Rebrand of GroupM signals strategic reset amid intensifying industry consolidation</a>

Indeed, the Publicis model has been lauded for bringing together Epsilon, Sapient, and creative agencies under the “Power of One” approach, enhancing marketing outcomes with consolidated data and martech muscle.

That said, clients are increasingly asking harder questions: Who is my lead contact? Where do I stand in the pecking order? What happens if key people leave?

“Leadership transitions often mean long-standing client-agency relationships are disrupted,” warns Kayalakal.

“If I’m a large client and my key point of contact disappears, that damages trust. This industry is driven by people. Changing the name on the letterhead won’t help if the people behind the work don’t remain.”

As holding companies merge and restructure, another big question clients are asking is: can I trust you to stay the same, or evolve with me — without losing the plot?

“When a marketer signs up with a WPP or Publicis, they’re not just buying creative—they’re investing in long-term partnerships, IP continuity, and institutional knowledge,” says Prabhakar Tiwari, Partner, FRN Advisory.

“When agencies are frequently rebranded or dissolved, that trust takes a hit.”

He advises marketers to insist on key-person clauses, IP ownership protections, and clear transition plans before signing on. “The winners will be clients who pressure holdcos for accountability— and agencies that prove their value transcends the logo on the door.”


Middle Agencies in the Crosshairs


While holding companies consolidate to defend margins and attract global clients, the impact on mid-sized and boutique agencies is more complex, say experts.

“If you’re somewhere in the middle, trying to be everything to everyone, this wave might take you out,” says Gautam Reghunath, Co-Founder and CEO of Talented.

“But if you’re an independent with a clear point of view, this could be your moment.”

Reghunath sees space for speed, originality, and cultural fluency, especially as large networks become increasingly homogenized.

“I don’t think consolidation kills creativity. It simply shifts it. When the big guys start looking and sounding the same, the interesting work moves elsewhere. You'll see it coming from leaner studios, founder-led shops, and teams that still believe in taste,” he adds.

This sentiment is echoed by Singh of Infectious Advertising, who says that while consolidation increases pressure on independent agencies, it also opens doors. “Clients sometimes seek out more nimble, focused partners precisely because they want differentiated thinking that can get lost in larger structures,” he notes.

Meanwhile, as digital-first storytelling, influencer marketing, regional content, and purpose-driven branding become essential, smaller agencies that excel in niche capabilities are finding their footing.

“Consolidation will continue as networks look to fill capability gaps or strengthen regional presence,” says Singh of Infectious Advertising. “Simultaneously, there’s a strong case for specialization. Clients value deep domain expertise, and smaller agencies can excel in this space.”

Reghunath concurs saying, “There’s a quiet rebellion underway—independent studios are building something original, intentionally. In a world where sameness is being automated at scale, the main thing worth owning is a point of view.”

He recalls Dentsu’s acquisition of Webchutney. “Some of our best work was done after the buyout—not before. That’s because we were let operate with an independent mindset. They backed us where it mattered and got out of the way where it didn’t. Every acquisition is a cultural operation disguised as a financial one.”

Not everyone sees upside. 

Sam Balsara, Chairman of Madison World, in an interview with Storyboard18 recently, warned that “mergers will lead to some job losses—that is bound to happen.” He noted that redundancies are common as overlapping roles get eliminated in the name of synergy.

Read more:<a href="https://www.storyboard18.com/brand-makers/race-for-madison-private-equity-firm-in-play-banker-on-board-bid-to-acquire-madison-heats-up-67585.htm"> Race for Madison: Private Equity firm in play. Banker on board. Bid to acquire Madison heats up</a>

As global networks evolve into leaner, more integrated entities, the Indian advertising industry finds itself at a pivotal juncture. Yes, ad land is consolidating, roles are being rewritten and logos are being retired. But the best agencies will be the ones that know their clients deeply, deliver impact relentlessly, and adapt without losing soul.

Because in this business, scale matters but, as industry observers say, trust decides who stays.

dentsu X India has been awarded the integrated media mandate for Okaya Power Private Limited, one of India’s power solutions brands. The account was won following a competitive multi-agency pitch and will be managed out of dentsu X’s Gurugram office.

 
As per the mandate, dentsu X – the data and tech-driven agency from dentsu India – will spearhead media planning, strategy, and investment management across platforms. 

 
Sujata Dwibedy, CEO, dentsu X India said, “We are thrilled to partner with Okaya Power at this exciting stage of their growth journey. At dentsu X, we believe in building experiences beyond media, and this mandate is a testament to our ability to integrate data, technology, and creativity to deliver real business outcomes. We look forward to creating meaningful impact and taking the Okaya brand to even greater heights.”


Read More: <a href="https://www.storyboard18.com/brand-marketing/dentsu-x-india-secures-digital-media-mandate-for-lg-electronics-43674.htm">Dentsu X India secures digital media mandate for LG Electronics</a> 

 
Arush Gupta, CEO, Okaya Power added, “As we evolve into a more consumer-connected and future-focused brand, our collaboration with dentsu X empowers us to unlock deeper insights, smarter media strategies, and sharper storytelling. This partnership will help amplify Okaya’s voice across platforms, strengthen our emotional connect with consumers, and accelerate our journey toward becoming a truly loved and trusted power solutions brand.”


Read More: <a href="https://www.storyboard18.com/agency-news/dentsu-x-wins-the-integrated-media-mandate-of-vi-john-healthcare-indias-shaving-category-42914.htm">Dentsu X wins the integrated media mandate of Vi-John Healthcare India's shaving category</a>

AGENCY NEWS